Category Archives: Department of Liquor Control

MoCo’s Giant Tax Hike, Part Six

By Adam Pagnucco.

Montgomery County’s giant tax hike will have consequences.  Here are a few of them.

1.  Term limits are more likely to pass.

There are several reasons why Robin Ficker’s newest term limits amendment will probably pass if he gathers enough signatures to place it on the ballot, but the tax hike is one of the biggest.  The last time the council broke the charter limit in 2008, voters responded by passing Ficker’s charter amendment to make tax hikes harder.  With a new tax hike in place, voters may be tempted to respond with term limits.

Ficker has taken notice.  He regularly runs Facebook ads linking term limits, the tax hike and the council’s 2013 salary increase like the one below.  Commenters respond predictably.

Ficker vs Elrich

Ficker may have a new ally in his quest to evict the council: MCGEO President Gino Renne.  After the council voted to abrogate his union’s collective bargaining agreement, Renne told the Post, “I’m tired of these clowns,” and said his union might support term limits.  An alliance between Gino Renne and Robin Ficker would be one of the strangest events in the history of MoCo politics.  Whoever can produce a picture of these two smiling and shaking hands will be awarded a gift certificate from Gino’s beloved Department of Liquor Control.

2. Outsider candidates could be encouraged to run for county office.

If term limits pass, two things will happen.  First, the County Executive’s seat and five seats on the County Council will be open in 2018.  Second, the tax increase will be blamed for the success of term limits.  Both factors could lead to the entry of outsider candidates with a message like this: “We need new leadership.  We need to do things differently.”  Translation: we need to run the government without giant tax hikes.

Some of these outsiders may use the county’s new public financing system to run.  But the strong performance of David Trone, who started with zero name recognition and won many parts of CD8, will encourage self-funders.  This being Montgomery County, there are a LOT of potential self-funders, including those who have previously run for office.  Candidates in public financing can raise as many individual contributions of up to $150 each as they are able to collect, but the system caps public match amounts at $750,000 for Executive candidates, $250,000 for at-large council candidates and $125,000 for district council candidates.  A wealthy self-funder could easily overwhelm candidates who are subject to these caps and make a mockery of public financing.

3.  More charter amendments on taxes are possible.

Ficker’s 2008 property tax charter amendment, which instituted the requirement that all nine Council Members must vote to override the charter limit on property taxes, was a mild version of his previous ballot questions on the subject.  His 2004 Question A, which would have abolished the override provision entirely, failed by a 59-41 percent margin.  Now that the 2008 amendment has been proven ineffective, Ficker could be encouraged to bring back his more draconian version soon.  In the wake of this new tax hike, would voters support it?

Passage of a hard tax cap would have very grave consequences for the ability of county government to deal with downturns.  In 2010, the County Council responded to the Great Recession by passing a tough budget combining cuts, furloughs, an energy tax increase and layoffs of 90 employees.  When the next recession comes, if the county has no taxation flexibility, it might have to pass a budget laying off hundreds of people and gutting entire departments.  If the levying of giant tax hikes in non-emergencies causes the voters to abolish the possibility of levying them in true emergencies in the future, it would be a serious calamity.

4.  Governor Larry Hogan is a big winner.

One of Governor Hogan’s favorite political tactics is to play the Big Three Democratic jurisdictions against the rest of the state, with the City of Baltimore being his prime target.  But he can also point to Prince George’s County, where the County Executive (and a potential election opponent) proposed a 15% property tax hike, and also to Montgomery County, where the council passed a 9% increase.  His message to the voters will be a simple one.

“Look, folks.  This is what you get when you allow liberal Democrats to have one-party rule: giant tax hikes.  That’s why you need people like me in office to stop them.”

How many MoCo Democrats will ask themselves this question: “What is easier for me to live with? Larry Hogan or nine percent tax hikes?” What do you think their answer will be?

Hogan received 37% of the vote in Montgomery County in 2014.  He had a 55% approval rating in MoCo according to a Washington Post poll last October.  A Gonzales poll taken in March found that registered voters in the Washington suburbs (defined as MoCo, Prince George’s and Charles) gave Hogan a 62.6% job approval rating, with 35% strongly approving.  If Hogan can use the tax issue to run in the low 40s, or even as high as 45% in MoCo, he will be very difficult to beat for reelection.

Reelecting himself is not Hogan’s only priority.  He would also like to elect enough Republicans to the General Assembly to uphold his vetoes.  That task is easier in the House of Delegates, where Democrats hold 91 seats, six more than the 85 votes required to override vetoes.  If the GOP can pick up seven seats, as they did in 2014, they can uphold the Governor’s vetoes on party line votes.  That would cause serious change in how Annapolis operates.  Could big tax hikes in Democratic jurisdictions like Montgomery help the GOP get there?

5.  It will be harder to get more aid from Annapolis.

In 2007, former Baltimore State Senator Barbara Hoffman commented to the Gazette on Montgomery County’s ultra-wealthy reputation in Annapolis.  “They have to overcome the view that they’re rich and trouble-free. … That’s not true anymore.”  She was right then, and she is even more right now.  The county has massive needs for transportation projects and both operating and construction funds for the public schools.  But when the county levies giant tax hikes on itself to pay for these needs, is it letting the state off the hook?  State legislators from other cash-strapped jurisdictions that lack wealthy tax bases like Bethesda, Chevy Chase and Potomac are perfectly happy to let MoCo tax itself while they ask the state to tax MoCo even more to pay for their needs.  (Remember the 2012 state income tax hike, of which MoCo residents paid 41% of the new revenue?)  As a result, the next time the Lords of Annapolis are asked to help Montgomery County, they could very well reply, “Tax yourselves to pay for it. You always do.”

6.  A major argument in favor of the liquor monopoly has been proven hollow.

County officials predicted that if the liquor monopoly was lost, annual property taxes would have to rise by an average $100 per household.  Instead, the monopoly was preserved and the council passed a property tax hike that will cost an average $326 per household.  The tax hike was in the works since at least January 2015, long before small businesses and consumers launched their campaign to End the Monopoly.  And the $25 million in new spending added by the council to this year’s budget actually exceeds the $20.7 million that the liquor monopoly is projected to return to the general fund.  This proves once and for all that liquor monopoly revenues do not prevent tax hikes!

7.  There will be pressure in the future for another tax hike.

As we discussed in Part Three of this series, the U.S. Supreme Court’s Wynne decision, which requires counties to refund taxes paid on out-of-state income, was one reason for the current property tax hike.  Senator Rich Madaleno’s state legislation extended the time that counties had to pay for refunds from Fiscal Year 2019 to 2024.  Below is a table showing the fiscal impact on all Maryland counties combined, of which Montgomery accounts for roughly half.  While the legislation enables counties to spend less in FY 2017-2018, it requires them to spend more in FY 2020-2024.  MoCo will have to spend around $20 million a year in most of the out years.

Madaleno Wynne Bill Fiscal Impact

Given its $5 billion-plus annual budget, Montgomery could easily afford the out-year payments by slightly slowing the growth rate in its annual spending.  But instead, the council added $25 million in new spending on top of the Executive’s FY 2017 budget, and unless it is cut, that spending will continue in future budgets.  The cumulative impact of that new spending plus future Wynne refund payments will start to be felt in three years.  At that point, the council could very well face a choice between trimming back their added spending or raising taxes.  What do you think they will do?

8.  Economic development will now be harder.

Despite the wealth in some of its communities, Montgomery County struggles with the perception that it is not business-friendly.  While its unemployment rate is low by national standards, its real per capita income fell steeply during the recession, much of its office space is obsolete and it lacks Northern Virginia’s two major airports and its new Metro line.  The chart below shows the county’s private sector employment from 2001 through 2014.  Despite recent sluggish growth, the county had fewer private sector jobs in 2014 than it did in 2001.

MoCo Private Employment 2001-2014

And while the county lost private sector jobs, the Washington region as a whole grew by 9.5% over this period.

Washington Private Employment 2001-2014

There may be a variety of factors explaining MoCo’s weak economic performance, but consider this: in the last 15 fiscal years, the county has seen six major tax increases.  The county broke its charter limit on property taxes in FY 2003, 2004, 2005, 2009 and 2017 and it doubled the energy tax in FY 2011.  (Most of the latter increase is still on the books.)

Good government is an exercise in balancing needs.  Education, transportation, public safety and public services are valuable and require resources, at times necessitating tax increases.  But all of that is impossible without a vigorous private sector that creates jobs and incomes and pays the government’s bills.  Those priorities must be balanced, and when they are, progressive policies can be afforded.  But if they are not, economic growth will fail, government services will be harder to sustain, taxes will fall increasingly on a shrinking base and a downward spiral could begin.

In the wake of its long-term stagnant economy and its Giant Tax Hike, how close is Montgomery County to that tipping point?

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County Council Hopping Mad Over DLC Price Hike on Special Order Wines

Montgomery County Councimembers Tom Hucker and George Leventhal have objected vehemently to the Department of Liquor Control’s 10% price hike on special order wines.  Both have been staunch defenders of the County’s liquor monopoly and amazed that the DLC is taking exactly the opposite approach advocated by the County earlier this year.

Here is George Leventhal’s email to DLC Acting Director Fariba Kassiri:

Dear Fariba,

Last year, the County Council unanimously recommended that special order beer and wine sales should be handled by the private sector. County Executive Leggett initially agreed to this recommendation, but then changed his mind and our state legislative delegation deferred to his wishes, so no change occurred to beer and wine sales in Montgomery County. Now, according to your message below, the county has decided that because special order beer and wine sales cost DLC substantially more to process, DLC will impose a substantial price hike on licensees for these products. This decision was made without informing the County Council ahead of time and without the benefit of any advice from a Task Force on Liquor Sales, which Mr. Leggett promised to appoint but has yet to appoint.
Once again, DLC is acting in a manner that is adverse to the interests of the county’s restaurants and retail sector. I am disappointed in this decision and even more disappointed by the failure of the executive branch to take this issue seriously. The County Council’s Ad Hoc Committee on Liquor Control delved into the issue and came up with a compromise last year that would have preserved significant revenue to the county while freeing restaurants and retailers from the most onerous challenges of working with the county-controlled system. I am done apologizing for the failure of the executive branch to handle liquor sales responsively and efficiently. The responsibility for this failure rests squarely with Mr. Leggett.
With great concern,
George Leventhal
Montgomery County Councilmember

Councilmember Tom Hucker issued a press release and also posted this on his Facebook page:

huckerliquor

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DLC 10% Price Hike on Special Order Wines

The General Assembly session is over and the Montgomery County Department of Liquor Control (DLC) is safe from competition for another year. As the DLC no longer has to make the case that its prices are competitive, it has decided to celebrate by raising prices by 10% on special order wines over $18 per bottle.

Essentially, this is a tax increase. The County is using its monopoly power to increase the price on these wines by 10%. Businesses have a choice of either eating the cost or passing it on to the consumer. In any case, the change flies in the face of Councilmember Hans Riemer’s much vaunted reform proposal to free up special orders. MoCo is moving in the other direction.

Justin McInerny of Capital Beer and Wine sent out the following notice in response yesterday:

risingprices1

risingprices2

DLC INCREASES SPECIAL ORDER WINE WHOLESALE PRICES EFFECTIVE JUNE 1, 2016

Hi Everyone,

DLC has announced effective June 1, 2016 wholesale prices for all wines will be 25% over DLC’s cost. This is a huge, costly and burdensome increase for those of us who focus on small production, family owned and operated vineyards. Currently, the mark ups are as follows on wine:

  • 25% on special order wines whose cost to the DLC is under $18 per bottle,
  • 35% over cost for stock wines and
  • 15% for special order wines which wholesale for $18 per bottle.

Note that the percentage based markup is capricious and arbitrary to begin with. Shipping charges should not be based on how much an item costs. Shipping charges should be based on what it costs to ship the product. The DLC has no wholesale sales staff and originates no wholesale business. The DLC, like FedEx, is a delivery service which fulfils wholesale orders taken by third parties. A wine that wholesales for $10 per bottle costs the same to ship as a wine which wholesales for $12 per bottle.

HERE IS WHAT YOU CAN DO

I have made it easy for you to do something about this. Contact County Executive Leggett and the County Council members below and protest this decision.  

You can also call County Executive Leggett directly 240-777-0311, the DLC runs under his supervision.

You can also call the Councilmembers directly or e-mail them directly through the County Council website here.

Thank you for your help.

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The Liquor Monopoly’s Preposterous Claims of Improvement

Today, I’m pleased to present a guest post by Adam Pagnucco:

On February 4, representatives of Montgomery County’s Department of Liquor Control (DLC) headed to Annapolis to brief the county’s state legislators on their operations. The stakes were high. DLC’s Executive Director had abruptly left his position six days before and legislation was pending on whether to allow voters to decide on opening up the monopoly to private sector competition. As of this writing, 2000 people have signed a petition in support of that legislation.

DLC’s message to the legislators is that improvements were underway, but they would take two months to take effect. As Delegate Charles Barkley (D-39) noted, that coincides with the end of the General Assembly’s session. Barkley said, “If we’re going to do anything, we have to do it before we get out of here—and of course, after a two-month period, it’s too late.”

DLC also claimed to have a 98.5% delivery accuracy rate. Delegate Kirill Reznik (D-39) replied, “If all of what the DLC does is comparable to or better than private industry . . . why does every restaurant manager I talk with beg me to get rid of this system?”

DLC has had problems and has been promising to make improvements for a long, LONG time. Consider the following.

  1. In 2005, then-DLC Executive Director George Griffin (who just recently left) outlined his improvement efforts to the National Alcohol Beverage Control Association:

In a department-wide project called Enterprise Resource Planning (ERP), the DLC is upgrading its systems in all areas, with an emphasis on integration. “POS (point of sale), inventory control, accounting, the warehouse, licensee ordering, buyers: they’ll all be tied together,” said Griffin, “from the retail stores, which will have running inventories, to our drivers, who will be equipped with handhelds.”

Ten years later, the county’s Inspector General found that DLC’s warehouse was being run with sticky notes. The Inspector General found that the warehouse was missing as many as 154 cases a day without anyone investigating why.

  1. A 2007 article in the Washington City Paper noted extensive problems with DLC’s special order system. The article contains this quote:

When Griffin took over the DLC, he inherited a department with low morale and little motivation. “The department had not been operating well and was sort of seen as an outcast from the rest of the county government in a way,” the director says. “I used to joke around and say, ‘This department was like, in a family, the crazy aunt who lives upstairs. None of us talk about her. You’re kind of embarrassed to admit that she exists, but everyone wants her money.”

The same problems persist a decade later. Many licensees would not refer to the DLC as “a crazy aunt” because that characterization is far too kind.

  1. A year ago, DLC launched a new inventory system to catalog, order and deliver its products. Griffin said, “It was a little rough getting started, but it’s gradually getting better.” But NBC4 found that the new system made ordering and delivery worse. American Tap Room owner Mike Jones said, “It’s getting increasingly worse. . . . This has been one of the most frustrating processes I’ve ever been involved in, where you’re almost pleading and begging with officials to get something done.”
  1. In late November, the County Executive said that complaints about DLC were “overblown.” One month later, DLC suffered a historic delivery meltdown in the week between Christmas and New Year’s Eve.
  1. Last June, DLC developed an “Improvement Action Plan” to improve its operations. The Restaurant Association of Maryland surveyed its members about how DLC was doing eight months after this plan was adopted. Here are a few survey responses from restaurant owners and managers on a number of issues.

On Special Orders

What frustrates me the most is the lack of care/regard for special order items. After waiting 15 days for certain cases of wine, I get a camera shot from my vendor who is at the warehouse staring at all the missing cases just sitting in my designated space. Infuriating!

Not been able to speak to someone who knows what is going on with my order 2) If you run out of product, good luck getting it back in stock at a reasonable time with a once a week delivery and order system is impossible to keep availability. 3) For weeks I was out of several wines and after waiting and talking to the sales rep. I was informed that the wines were delivered to the county. Called them and talked to several people without a clear answer so I decided to go to DLC and find out what they had there for me. They were surprised that the wines were there because they could not find them on the computer as being delivered and in my cubicle waiting for weeks to be delivered.

On Regular Stock

The DLC constantly runs out of inventory, delivers late and never apologizes. Also, anytime you go to the DLC to pick stuff up, all you see are guys standing around by the ‘no smoking’ sign, and smoking. They are lazy and many of them do nothing.

Products that should be widely available are out of stock – Blue Moon six pack bottles, Corona 24 oz. cans, Sierra Nevada six pack bottles.

On Billing

I was charged for 6 cases of stock wine that NEVER CAME! I spent hours on the phone trying to resolve the issue. They sent the 6 cases . . . of the WRONG wine 2 weeks after the fact. Never refunded the money and wouldn’t take the order back.

It is impossible to know track on the DLC website how much will be pulled out of your bank account and when. The amounts directly debited from our bank account never match the invoices.

On Delivery

The DLC doesn’t care for or understand the products they are delivering. It’s why we receive wrong boxes, out of date items, improperly handled merchandise and a general sense lacking of any genuine appreciation for their jobs.

Over all there is no sense of urgency or organization with the DLC. Paying 20%+ for product over what we pay in DC is just insane. Recently we did not get product in for a wine dinner we were having and we placed the order 3 weeks prior and they even showed it as an in stock!

The above history makes it obvious that DLC’s promises to improve cannot be believed. Delegate Barkley is right; they are trying to run out the clock and prevent anything positive from getting done. And what should get done?

Thousands of people know the answer: End the Monopoly.

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WaPo Comes Out Against Liquor Monopoly

Today, the Washington Post endorsed Del. Bill Frick’s bill to allow voters to decide whether to end Montgomery County’s “antiquated” liquor monopoly:

It’s time to scrap Montgomery’s liquor monopoly. How many times, and for how many years, must the county demonstrate that notwithstanding its proficiency in running libraries, maintaining parks or educating children, it is inept at the liquor business?

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Leventhal Says Council Has No Plans to Investigate DLC Snafu

There is a new twitter site on the ongoing problems with Montgomery County’s Department of Liquor Control: @UnSuckMoCoDLC. It appears to have been set up by a liquor licensee who wants “to let the public know what we licensees have to go through.” Neither Adam Pagnucco nor I know who is running the account or had anything to do with setting it up.

No Council Oversight of DLC New Year’s Problems

There was a lively discussion on the Seventh State Facebook page in the wake of this morning’s post. Beyond disagreeing with the post, Councilmember George Leventhal made some news in response to a question from Adam Pagnucco:

leventhalladhoc

In essence, George plans to do nothing. No serious investigation would wait months until the end of the state legislative session. The meeting of the General Assembly has no bearing on the Council’s oversight responsibilities. George knows this.

Moreover, if the General Assembly passes the County’s preferred bill on the topic, the County will still be engaging is very close to the same level of deliveries. Indeed, the change will likely be marginal as this proposal designed to protect the status quo in the guise of change is unworkable.

Yet Leventhal Prides Himself on Oversight

Nonetheless, George perceives himself as a leader in the fight for more accountability at the DLC. He’s just mad that no one is giving him enough credit for it:

leventhalloversightIt sure didn’t feel like George is a a strong critic when he gave the DLC a pass on the major New Year’s Eve delivery snafu because he had a bad experience at Starbucks. Moreover, The New Year’s snafu casts doubt on any effectiveness of this vaunted oversight to date and George’s Facebook comments today evince little evidence of a willingness to press further on this issue.

 

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Leventhal Defends DLC’s Bad Service

New Slogan? We Don’t Care. We Don’t Have To. We’re the DLC.

Last week, we reported that Department of Liquor Control stores completely fouled up deliveries in the week before New Year’s. Now, DLC Director George Griffin did issue an apology. But that doesn’t restore any of the lost income or makeup for the stress caused by  this total snafu.

Real accountability would mean rebates. Even more galling is that time was found to distribute material to defend the DLC in stores even as this mistake occurred. It also undermines the DLC claim that their reform program has produced meaningful results.

Councilmember Roger Berliner thinks that this is yet more evidence that it is time for the DLC to go the way of the dinosaur:

Berliner

Leventhal Attacks Berliner on Facebook

Councilmember George Leventhal came out swinging in comments on his colleague’s Facebook posts:

LeventhalonrestRestaurants are a major industry in Montgomery County. Beyond his misguided self-serving beliefs, saying that liquor reform is only of interest to restaurateurs is like saying that education is only of interests to parents so people should really quit their complaining. I’m sure restaurant owners appreciate George’s relegation of their repeat problems to illegitimate concerns.

BTW, restaurants are not flourishing as much as we might hope. Elm St. in Bethesda Row is one of the hottest blocks in the county with high pedestrian traffic. Right now, there are three empty restaurant spots on the block with one more store ready to close. In Silver Spring, Jackie’s is calling it a day and Jackie Greenbaum says she’d never open another restaurant in MoCo–it’s just too difficult.

The Starbucks Defense

But hey, George has the Starbucks defense:

leventhalstarbucksOf course, the difference is that, if you have a problem at Starbucks, you’re likely to get a good response to a complaint. They want you as a customer. If not, you have the option to shop elsewhere. But the DLC Monopoly forces consumers and businesses alike to deal with them. Eerily reminiscent of the legendary Lily Tomlin SNL skit posted at the top regarding the phone company monopoly: “We Don’t Care. We Don’t Have To. We’re the Phone Company.”

George’s blithe dismissal of major problems at the DLC–even those affecting major customers who were buying a lot more than a latte and whose livelihoods depend on it–shows an alarming lack of concern for constituents or willingness to listen. In George’s view, mediocrity in a monopoly government service is acceptable–a level of contempt that his constituents should not.

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County (Ab)using Liquor Stores for Political Speech

DLC liquor store flyerAdam Pagnucco sent Montgomery County Attorney Marc Hansen the following letter:

Hello, Mr. Hansen.  This is Adam Pagnucco.  I am working with a group of folks who are advocating for Delegate Bill Frick’s legislation to allow competition in the county’s alcohol industry.

I am in receipt of the attached flyer which I understand is being distributed in county liquor stores.  The flyer is unquestionably a political communication and not a commercial advertisement.

As you know, the state’s Court of Special Appeals has ruled that the county “may speak to advance its existing policies and programs, to advocate for policy changes, and to advocate against policy changes.”  http://www.mdcourts.gov/opinions/cosa/2015/0175s14.pdf   However, during the Question B campaign of 2012, the county ran ads for its point of view on Ride On buses and denied the Fraternal Order of Police the same opportunity.  ACLU of Maryland protested that and the county decided to allow FOP ads, but it was too late in the campaign for the ads to appear.  The ACLU wrote, “When the government privileges one side of a political debate in a forum open to private speakers, as Montgomery County is doing here, it engages in viewpoint discrimination clearly prohibited by the First Amendment.”  http://www.aclu-md.org/press_room/82

As the County Attorney, here is my question to you.  If the county is using its facilities to distribute political speech, as it did with the Ride On buses, can county citizens with a different point of view use those same facilities to also distribute political speech?  In other words, can we request that our flyers be distributed along with the county’s flyers?

Adam Pagnucco

It looks bad that the County has had time to arrange to get these fliers into county owned liquor stores even as the Department of Liquor Control caused a major snafu with delivery screw-ups in the week before New Year’s Eve.

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MoCo’s Stunted Restaurant Industry

The following is a guest post by Adam Pagnucco:

One of the dimensions to the current debate about Montgomery County’s Department of Liquor Control (DLC) that has not been empirically explored is its impact on the county’s restaurant industry.  Restaurant owners have many complaints about DLC and some have said that entrepreneurs will not open new establishments here because of it.  However, several urban districts in the county have lots of restaurants that seem to be doing just fine.  So what’s going on?

Let’s investigate.

One of the many programs run by the U.S. Census Bureau is the Economic Census, a very detailed look at industries by geography that is updated every five years.  Among the statistics collected by the Economic Census are the number of establishments, the sales of those establishments, and the number of employees.  Below are the combined totals of two industry segments – drinking places (industry code 7224) and full-service restaurants (industry code 722511) – for 22 jurisdictions in the Washington-Baltimore region in 2012.  This data does not include limited service restaurants (like fast food places) that often do not sell alcohol.  Data on drinking places for Fauquier and Stafford Counties and the Cities of Fairfax, Falls Church and Fredericksburg is not available because it does not meet the reporting thresholds established by Census.

Restaurant Stats
MoCo is a significant player in the region’s restaurant industry.  It has 11% of the region’s bars and restaurants, 10% of sales and 10% of employees.  But it also has 13% of the region’s population.  MoCo matters because of its sheer size.  What happens when the restaurant industry’s statistics are presented on a per capita basis?  Using Census population data for the five-year period of 2009-2013, here’s what that looks like.

Restaurant Stats per Capita
In terms of establishments per thousand residents, MoCo (at 0.65) is not terribly different from the regional average (0.73).  MoCo’s figure is also close to the two jurisdictions which most resemble it in education and income levels, Fairfax (0.66) and Howard (0.61).  But on the next two measures, MoCo falls short.  MoCo’s restaurant sales per resident ($789) are 20% below the regional average ($989).  They are also below Fairfax ($900), Howard ($930) and Loudoun ($826).  MoCo’s restaurant employment is just as bad.  MoCo’s figure (14.2 restaurant employees per thousand residents) is 23% below the regional average (18.4) and lags most other places in the region, large and small.

Why could this be happening?  It’s not because of low income levels – MoCo does just fine on that measure as do many jurisdictions in the region.  It’s not because of comparative tax burden.  The District of Columbia’s Chief Financial Officer finds that MoCo’s tax burden is not out of line with its neighbors.  Do MoCo residents simply not like going out to eat?  Are we a county of shut-ins?

Frank Shull, the Chief Operating Officer of RW Restaurant Group, which owns several county restaurants, explained why the industry is lagging when he appeared before the County Council last spring.  According to Bethesda Magazine:

A partner in the Robert Wiedmaier Restaurant Group testified Friday that Montgomery County’s Department of Liquor Control (DLC) is “an evil empire to most people in the business.”

In testimony before the County Council’s Ad Hoc Committee on Liquor Control, Frank Shull said poor selection, bad service and high prices keep Washington, D.C., restaurateurs from opening restaurants in the county.

“A majority of good operators in D.C. will not come into the county,” Shull said. “We have this discussion all the time. Restaurants don’t want to because they don’t want to deal with the DLC.”

Jackie Greenbaum, owner of Jackie’s Restaurant and the Quarry House Tavern in Silver Spring, detailed the challenges of dealing with DLC when she signed our petition to End the Monopoly:

I own 2 restaurants in Montgomery County, both well known for the breadth of their beer, wine and liquor lists. The difficulty in creating and maintaining these lists because of the county controlled system is extraordinary. It adds hours of unnecessary labor to my payroll costs, diminishes the quality of my beverage programs through the inconsistency of stock, unavailability of products and errors in delivery, and drives up the cost of the products we sell–which must either be absorbed by us (therefore diminishing our profits) or passed on to the consumer resulting in higher menu prices. This system causes all but the most intrepid restaurant owners to dumb down their offerings because it’s far far easier and ensures Montgomery County will never compete with DC in terms of the quality and creativity of its restaurants.

What would happen if MoCo’s restaurant industry were average in size relative to its population?  In other words, how big would the industry be if it had 0.73 establishments per thousand residents, $989 in sales per resident and 18.4 employees per thousand residents, which are the averages for the Washington-Baltimore region?  Extrapolating from the data above, the county would have 82 more restaurants, $198 million more in sales and 4,184 more employees.  All of this would create more tax revenue for both the county and the state.

How do we get there?  Let’s be honest and acknowledge that there could be many factors governing the size of the county’s restaurant industry and DLC is just one of them.  But in the opinion of the folks who actually run restaurants, DLC is an important impediment to their doing business.  The County Council has proposed reform, but in the opinion of the two largest alcohol distributors in the state, it won’t work and they won’t participate.

Restaurants are not just businesses.  They are critical cultural assets.  People decide where to live in part because of the abundance and quality of food options.  This industry is a large part of our quality of life.  By unleashing its spirit of entrepreneurship, we enrich all of society.  So how do we do that?

Here’s one way.  End the Monopoly.

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