resolution no. 05-17 a resolution of the mayor …dhcd.maryland.gov/communities/approved...

Resolution No. 05-17

A RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF LAUREL

APPROVING THE DESIGNATION OF A SUSTAINABLE COMMUNITY AND AN

APPLICATION THEREFOR.

Sponsored by the President at the request of the Administration.

WHEREAS, the Mayor and City Council recognizes that there is a significant need for reinvestment and

revitalization of the City of Laurel; and

WHEREAS, the Mayor and City Council designated the area of the City of Laurel, as outlined on the

attached map (the “Area”), as a Sustainable Community, and adopted a Plan, as further described in the

Application, for the purposes of contributing to the reinvestment and revitalization in the Sustainable Community;

and

WHEREAS, THE DESIGNATION OF THE Sustainable Community was effective for a five (5) year

period, which period has expired, and therefore the designation must be renewed; and

WHEREAS, the Area is located within a priority funding area under Section 5-7B-02 of the Smart

Growth Act; and

WHEREAS, the applicable law and the Community Legacy Program regulations require a local

government to submit an application to the Department in order to become a designated Sustainable Community,

and to adopt a satisfactory Sustainable Community Plan in order to be eligible to receive financial assistance under

the Community Legacy Program; and

WHEREAS, the Mayor and City Council desire to designate a Sustainable Community as reflected on the

attached map.

NOW, THEREFORE BE IT RESOLVED THAT, the Mayor and City Council hereby (i) endorses the

designation of the Area as a Sustainable Community; and (ii) adopts the Sustainable Community Plan described in

the Application attached hereto as Exhibit “A”.

BE IT FURTHER RESOLVED THAT, Martin A. Flemion, III, City Administrator is hereby authorized

to execute documents, including the Application, and take any action necessary to carry out the intent of this

Resolutions; and,

BE IT FURTHER RESOLVED THAT, copies of this Resolution shall be sent to the Secretary of the

Department of Housing and Community Development of the State of Maryland for consideration by the Smart

Growth Sub-Cabinet.

AND BE IT FURTHER RESOLVED THAT, this Resolution shall take effect from the date of its

passage.

PASSED this 27th

day of March, 2017.

ATTEST:

____________________________ ____________________________

KIMBERLY A. RAU, CMC MICHAEL R. LESZCZ

Clerk to the City Council President of the City Council

APPROVED this 17th

day of March, 2017.

__________________________

CRAIG A. MOE

Mayor

SUSTAINABLE COMMUNITIES PROGRAM

APPLICATION FOR DESIGNATION RENEWAL

Eligible Applicants:

Local Governments with a Sustainable Communities Designation

Local Government Consortiums with a Sustainable Communities Designation

Sustainable Communities Application Rounds

January 27, 2017

April 7, 2017

July 2, 2017

October 6, 2017

Maryland Department of Housing and Community Development

Division of Neighborhood Revitalization

2 N Charles Street, Suite 450

Baltimore, MD 21201

410-209-5800

http://dhcd.maryland.gov/

LARRY HOGAN, Governor KENNETH C. HOLT, Secretary

BOYD K. RUTHERFORD, Lt. Governor EXHIBIT “A”

General Information – SC Renewal 2017

i

OVERVIEW OF SUSTAINABLE COMMUNITIES

The Sustainable Communities Act of 2010 established a framework for reinvestment and revitalization of

Maryland’s existing communities creating a single, locally designated geographic focus area. Since that time

the “Sustainable Communities” designation has provided an efficient means of targeting scarce public and

private resources for multiple State agency investments and prioritizations.

PURPOSE OF RENEWAL AND STREAMLINED APPLICATION

The Sustainable Communities (SC) designation must be renewed every five years. This renewal application

provides an opportunity for local governments to update their existing SC action plan and report on the

accomplishments made over the past five years. Through the renewal process, local governments can request

additional technical assistance and highlight any areas from the original action plan for which progress must

still be made.

APPLICATION ASSISTANCE

If a local government has limited capacity, staff from the Maryland Department of Housing and Community

Development (DHCD) and Department of Planning (MDP) will be available to assist local government officials

through the application process.

Please contact Mary Kendall at DHCD if you would like to request or learn more about this assistance (see page

iii for contact information).

SUSTAINABLE COMMUNITIES BENEFITS

The benefits of a Sustainable Community designation are substantial. The SC designation is a threshold

requirement for application to several State of Maryland revitalization programs (such as the Community

Legacy Program and Strategic Demolition Fund listed below). Other programs offer additional points or

preference in the application process. (See attachment “Sustainable Community Benefits”). The Sustainable

Communities designation provides access to a suite of resources that can support housing and community

development, local transportation enhancements, tax credit programs and programs to support a healthier

environment. Taken together, these resources can promote safer, healthier and more attractive communities for

families to live and put down roots.

Community Legacy Program is administered by the Maryland Department of Housing and Community

Development and provides local governments and community development organizations with financial

assistance to strengthen communities through such activities as business retention and attraction, encouraging

homeownership and commercial revitalization. Community Legacy funds are restricted to Sustainable

Community Areas.

Strategic Demolition Fund is administered by the Maryland Department of Housing and Community

Development and provides grants and loans to local governments and community development organizations

for predevelopment activities including demolition and land assembly for housing and revitalization projects.


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The Strategic Demolition Fund catalyzes public and private investment in the reuse of vacant and underutilized

sites. These funds are restricted to Sustainable Communities.

Application Eligibility and Threshold Requirements

Local governments (municipal or county) are eligible to apply.

Eligible applicants are to convene their Sustainable Communities Workgroup to discuss the accomplishments

and challenges of their Sustainable Community Action Plans in addition to any update they may like to make to

the Action Plan. The applicant may choose to select new members to participate in the Workgroup. The

purpose of this workgroup is to continue and reinforce working relationships and collaborations among local

governmental departments and better align community development priorities and strategies. In addition, this is

an opportunity to assess if the Workgroup would like technical assistance from State government agencies to

implement certain action items or develop strategies to address local challenges.

Threshold Requirements

All Sustainable Community applications must meet the following threshold requirements:

1) Sustainable Community Area boundaries must be entirely within a Priority Funding Area (PFA) and should

be an area in need of renewal and reinvestment that would benefit from a targeted long-term strategy;

2) A local government resolution in support of the boundary designation and Plan should accompany the

application or must be in process (all Sustainable Community Area designations will be contingent upon an

executed local resolution);

3) The proposed Sustainable Community is within or near a town center or transportation center, or there is a

need for financing assistance for small businesses, nonprofit organizations or microenterprises;

4) The updated Plan must be consistent with other existing community or comprehensive plans;

5) A Sustainable Communities Workgroup is re-convened and a roster of members must be provided with the

application.

Applications that do not meet these threshold requirements will not be considered.

Application Evaluation

The Sustainable Community application for renewal will be evaluated based on the reporting of the

accomplishments achieved and a thorough assessment of local strengths and weaknesses and how well desired

outcomes, strategies and action steps are connected to the local conditions.

Priority Funding Areas

All Sustainable Communities must be located entirely within a Priority Funding Area. Applicants can verify

Priority Funding Area boundaries by visiting the MDP website at:

http://www.mdp.state.md.us/OurProducts/pfamap.shtml

http://www.mdp.state.md.us/OurProducts/pfamap.shtml


iii

Application Training

The Department will be hosting various webinars for communities planning to submit a renewal application.

Attendance at a minimum of one application training session is strongly encouraged for all applicants. Contact

Mary Kendall (contact information below) to schedule an application training.

Application Submission

Applications will be submitted both electronically/digitally and via postal mail. Each applicant must submit

two hard copies (one original and one copy) of their application with all required attachments. DHCD reserves

the right to not consider incomplete applications.

The first printed page of the electronic application is a Table of Contents (see page vi). This should also serve as

a checklist and be used to provide corresponding tabs. In addition to the hard copies of an application, all

pictures and maps are to be submitted on a CD-ROM or flash drive. Pictures should be burned to the CD in a

JPEG format and maps should be burned to the CD in a pdf format. Please ALSO include GIS shapefiles of

Sustainable Community boundaries and other GIS related data. Please label your files on the CD-ROM

appropriately, i.e., “Proposed Sustainable Community Boundary,” “Current Sustainable Community

Boundary,” etc.

No incomplete applications will be accepted.

Deliver Sustainable Community Applications to:

Sustainable Community Application

ATTN: Mary Kendall

Division of Neighborhood Revitalization

Department of Housing and Community Development

2 N Charles Street, Suite 450

Baltimore, MD 21201

Site Visits, Follow-up Discussion, Technical Assistance

During the application review process, the review team may make site visits and/or hold meetings with

applicants. In addition, applicants may be contacted by the Department for follow-up discussions prior to

awards.

In collaboration with the Maryland Department of Planning, the Department of Housing and Community

Development is offering technical assistance to local governments with limited capacity to prepare their

Sustainable Communities applications for renewal.

Approval

Approval of applications will be made by the Governor’s Smart Growth Coordinating Committee on the

recommendation of an inter-agency review team. The review team is coordinated by the Department of

Housing and Community Development.

All questions related to application content, please contact Mary Kendall at 410-209-5800 or by email at

[email protected].

mailto:[email protected]


iv


v

SUSTAINABLE COMMUNITIES PLAN ELEMENTS

Ongoing designation as a Sustainable Community is contingent upon the continuation, expansion, and/or

modification of a multi-year investment strategy that addresses the topic areas of Environment, Economy,

Transportation, Housing, Quality of Life, and Land Use/Local Planning. The table below provides a non-

exhaustive list of ideas that can be incorporated into each element as they are addressed in the sections that

follow in this application.

ENVIRONMENT: Environmental accomplishments and objectives may include improvement of

quality of land, water, air or watersheds, increased tree canopy, mitigation or adaptation to issues related

to sea level rise, reduction of carbon footprint, improved energy conservation, access to local foods,

green infrastructure, stormwater infrastructure/management, construction of parks, trails and other

recreation facilities, recycling, improved water and sewer capacity, etc.

ECONOMY: Economic accomplishments and objectives may include increased regional accessibility,

business attraction/retention, improved health of the business district and decreased commercial

vacancies, improved accessibility to employment opportunities and economic drivers, adopted local

policies/regulations that encourage economic growth, enhanced marketing and tourism, improvements to

cultural and historic assets, etc.

TRANSPORTATION: Transportation accomplishments and objectives may include increased access

to transit corridors, improved pedestrian safety and increased accessibility/sidewalks, alternative modes

of transportation, such as bikeways and trails, public transit, such as bus and rail, carpooling, improved

parking and road conditions, etc.

HOUSING: Housing accomplishments and objectives may include an increase in affordable, workforce

or market rate housing, either for homeownership or rental, improved housing conditions and values,

increase in housing programs, reduction in foreclosures and residential vacancies, increase in property

values and home sale values, etc.

QUALITY OF LIFE: Quality of life accomplishments and objectives may include crime, socio-

economic demographics, educational opportunities, museums, libraries, historic and cultural assets, civic

amenities, faith-based organizations, economic health of households, sense of place, etc.

LAND USE/LOCAL PLANNING: Land use accomplishments and objectives may include changes to

zoning, improved land use policies, increase/decrease in taxes and fees, etc.


vi

RENEWAL APPLICATION INSTRUCTIONS

The Sustainable Communities application for renewal has three sections:

A. Contact information, General Information, Organizational Capacity:

In this section, applicants are asked to update their contact information, provide information

about demographic shifts over the past five years and discuss the strengths and weaknesses of their

Sustainable Communities workgroup.

B. Qualitative and Quantitative Report on accomplishments over past five years:

The report is an opportunity to reflect on any accomplishments achieved in the Sustainable

Community area. It is a tool used to evaluate if the SC applicant achieved its intended outcomes,

implemented the strategies initially envisioned and identify what resources were used. Renewal

applicants are encouraged to discuss how priorities, actions, and objectives were or were not

achieved across the six elements listed on the previous page (iv), including how any of the elements

may have interrelated during the five initial years of SC designation.

C. Sustainable Communities Action Plan Update:

The Sustainable Communities Action Plan has been revised so that it less time consuming and

focused on developing a strategic implementation plan. Renewal applicants are asked to use their

previous Sustainable Communities applications as a basis for their updated Action Plan. You may

identify which weaknesses have not yet been addressed or which strategies have not yet been

implemented. Include your revitalization priorities for the next five years, basing them on your

community’s current strengths and weaknesses.

Sustainable Communities Renewal Application

vii

CHECKLIST AND TABLE OF CONTENTS

APPLICANT: Mayor and City Council

NAME OF SUSTAINABLE COMMUNITY: City of Laurel

Please review the checklist of attachments and furnish all of the attachments that are applicable.

Contents of the notebook should be tabbed and organized as follows:

Section A - Sustainable Community Renewal Applicant Information

Section B – Sustainable Community Renewal Report (Projects, Strategies and Partners)

Section C – Sustainable Community Renewal Action Plan Update (Matrix)

Section D – Sustainable Communities Workgroup Roster

Section E - Local Support Resolution: (sample form on page 30) In addition to the local support

resolution, please include any letters of support that demonstrate partner commitments to the

implementation and/or oversight of the Sustainable Community Action Plan.

Section F – Signed Sustainable Community Application Disclosure Authorization and Certification

(sample form on page 31)

Section G – CD-ROM: The CD-ROM should include the following contents:

Map in pdf format of the proposed Sustainable Community modification area

GIS shapefile of the modified Sustainable Community boundaries and other GIS related data, e.g.,

spreadsheet of detailed listing of parcels that form the project boundary. (If you have additional

comments or questions about the GIS mapping requirements, please contact Brad Wolters, Senior GIS

Specialist, Department of Housing and Community Development, [email protected])

Pictures (jpeg format) of your accomplished projects of the last five years (as indicated in Section B)

mailto:[email protected]

Sustainable Communities Renewal Application - Section A

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I. SUSTAINABLE COMMUNITY RENEWAL APPLICANT INFORMATION

Name of Sustainable Community:

City of Laurel______________________________________________________________________________

Name of Renewal Applicant:

Mayor and City Council

Applicant’s Federal Identification Number: 52-6000798

Applicant’s Street Address: 8103 Sandy Spring Rd.

City: Laurel County: Prince George’s State: MD Zip Code: 20707-2502

Phone Number: (301) 725-5300 Fax Number: (301) 490-5068 Web Address: www.laurel.md.us

Sustainable Community Renewal Application Local Contact:

Name: Martin A. Flemion, III Title: City Administrator

Address: 8103 Sandy Spring Rd. City: Laurel State: MD Zip Code: 20707-2502

Phone Number: (301) 725-5300 Fax Number: (301) 490-5068 E-mail Address: [email protected]

Other Sustainable Community Contacts:

Name: Christian Pulley Title: Assistant Director Economic and Community Development

Address: 8103 Sandy Spring Rd. City: Laurel State: MD Zip Code: 20707-2502

Phone Number: (301) 725-5300 Fax Number: (301) 490-5068 E-mail Address: [email protected]


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I. SUSTAINABLE COMMUNITY – General Information

A. Please inform us if you want to propose any changes to the existing Sustainable Community

Area(s)

(1) Provide a description of SC Area boundary modification. How did you determine that these are the

most appropriate boundaries for its target area? Describe the methodology for choosing this target

area. No applicable.

(2) If you are not requesting any changes to your boundary, explain why. The SC Area boundary

encompasses the City of Laurel Revitalization Overlay Areas.

(3) Include the following in as an attachment (if requesting a modification to your current boundary):

a. PDF or JPEG of modified Sustainable Communities boundary map,

b. GIS shapefiles of modified Sustainable Community boundary (mapped to the parcel

boundary),

(4) Approximate number of acres of entire SC Area: 411

(5) Existing federal, state or local designations:

☐ Main Street ☐Maple Street

☐ National Register Historic District x Local Historic District x Arts & Entertainment District

☐ State Enterprise Zone Special Taxing District x BRAC x State Designated TOD

☐ Other(s):

(6) Describe the SC Area’s current demographic trends (with respect to age, race, household size,

household income, educational attainment, number of housing units, or other relevant factors). How

have demographics changed in the last five years?

Subject 2010 Census 2015 ACS 5-Year Estimate*

Total Population 25,115 25,849

Race

White

Black/African American

American Indian

Asian

Other

7,553

12,270

108

2,300

2,884

7,589

13,138

182

2,122

2,818

Hispanic or Latino 3,886 4,333

Age

18 and over

21 and over

62 and over

76 and over

19,433

18,623

2,302

1,755

19,480

18,542

2.665

1,909

Median Age 33.7 34.8


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Subject 2010 Census 2015 ACS 5-Year Estimate*

Housing Units 11,397 Not available

Total Households 10,498 Not available

Household Size

1-person household

2-person household

3-person household

4-person household

5-person household

6-person household

7+-person household

3,952

2,882

1,470

1,127

594

262

211

Not available

*American Community Survey 2015.

B. Organizational Structure, Experience and Public Input:

(1) Describe any changes to the Applicant’s organizational structure. Specifically, how has membership

of the Sustainable Communities Workgroup changed in the last five years? Who are/were the

leaders, and how will/did the Workgroup advisor or staff manage implementation of the SC Area

Plan?

The Central Maryland Regional Transit Corporation (CMRT), a member of the Sustainable

Communities Workgroup, which managed and contracted buses to serve many routes within the

Baltimore Washington Corridor area, as well as managing the Howard Transit bus system was

replace by the Regional Transportation Agency of Central Maryland (RTA). The RTA is the inter-

connection which provides transit to many community facilities and services in the area between the

beltways. The City also has a transportation taxing district specifically intended for transit users to

help support the RTA. This taxing district will continue to be expanded to include many of the

revitalization projects recently completed or under construction.

(2) What have been the strengths and challenges of the capacity of the Sustainable Communities

Workgroup with respect to implementation of the SC Plan?

Many workgroup members have strong review experience and fiscal analysis in City redevelopment

projects, whether implemented or planned.

The Laurel Board of Trade is an organization that represents City businesses, predominantly in the

Main Street area, but opened to all businesses within the City. The Board sponsors many initiatives

and education outreach programs to assist small businesses.

(3) How did residents and other stakeholders in the community provide input to the Sustainable

Communities Action Plan update? On which existing local plans (comprehensive plans, economic

development plans, sector plans, etc.) is the Sustainable Communities Action Plan based?

The Sustainable Communities Action Plan is based on the City of Laurel Master Plan adopted by the

Mayor and City Council by Ordinance Number 1873 on July 25, 2016. The Master Plan was

prepared by a Mayor appointed Master Plan Review Committee. The Plan was prepared over a

year’s period meeting monthly in an advertised public meetings and two public hearing. The Plan


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was reviewed by the Planning Board and recommended for approval by the Mayor and City Council

which held two advertised public hearings before approval.

(4) Would you like any technical assistance from State agencies to help expand the capacity of your SC

Workgroup or implement your SC plan?

Technical assistance in identifying an applying for financial assistance would be helpful in

implementing the SC plan. City staff is not familiar with the various State grant or tax credit

programs that are available to designated Sustainable Communities.

Sustainable Communities Renewal Application - Section B

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SUSTAINABLE COMMUNITY RENEWAL REPORT

PART I: QUALITATIVE ASSESSMENT

Purpose:

The purpose of this assessment is to capture significant projects/ improvements that have been completed since the

approval of your local government’s Sustainable Communities designation.

In relation to the goals stated in your local government’s Sustainable Community Action Plan, please highlight three

major accomplishments from the last five years, including how you achieved them. When writing your narrative, consider

the questions below and refer to the six elements discussed in the General Information section of this document (page iv)

– Environment, Economy, Transportation, Housing, Quality of Life, and Land Use/Local Planning.

1) Outcome: Which outcomes identified in your Sustainable Community plan were you able to achieve?

2) Projects: Which projects did you implement in order to achieve the outcome? Also indicate when you started

and completed these projects.

3) Partners: With whom (i.e. state agencies, local stakeholders) did you partner to complete projects?

4) Impact: What kind of measurable impact did the achieved outcome have on your community? Are there other

intangible benefits?

5) Pictures: Please also include pictures that depict your accomplishments.

[EXAMPLE] Descriptive Narrative: Please list the most significant accomplishments that apply

Example – Accomplishment 1

Outcome: Improved stormwater management

Projects:

Project 1: Stormwater Retrofit Plan – In October 2014, the Town Council approved the Town’s stormwater retrofit

plan which outlines various strategies and capital budget expenditures over the next five years. Strategies include

reducing the amount of impervious surface in the community and improving stormwater management. One of the plan

recommendations is to pass an ordinance that assesses an environmental protection fee on municipal permits.

Project 2: Green Streets – The Town added green elements to approximately 600 linear feet of roadway that had been

experiencing severe flooding. Specifically, bioswales were constructed and trees were planted.

Partners:

Chesapeake Bay Trust – provided technical assistance

MD DHCD – provided financial assistance in form of a Community Legacy grant (totaling $50,000).

Impact: The implementation of the projects had a significant impact on the community by improving stormwater

runoff. The streets with the newly constructed bioswales no longer experience flooding.


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Descriptive Narrative: Please list the most significant accomplishments that apply.

Accomplishment 1: Outcome: Reinvestment and growth in existing communities/discouraging growth that degrades natural

resources.

Projects 1: Laurel Towne Centre – The Mayor and City Council approved the redevelopment of the Laurel Mall

site by demolishing the existing facility and construction a Towne Centre with retail commercial, restaurants,

movie theaters and professional offices and 340 unit multi-family apartment of which 3% will be workforce and

3% affordable. Local assistance was provided through Tax Increment Finance (TIF).

Since the opening of the Towne Centre there have been two stores that have closed. The first, Hard Bean Coffee,

was competing with Star Bucks and failed. The second, Sports Authority, was closed because of bankruptcy.

Both spaces remain vacant. City revenues have not increased because of the redevelopment of a town center.

The property tax on the improvements was pledged to pay the TIF.

Project 2: “C” Street Flats – The Mayor and City Council approved the redevelopment of a 142 affordable

dwelling unit multi-family project at the former site of the Laurel Police Station. Located within the Laurel Art

District live/work units are a part of this development. Additionally, a coffee shop/café is contained on the first

floor that is open to the public. The City provided an economic incentive in the form of reduced Building Permit

Fees.

Project 3: Evaluation at Laurel Towne Centre – A component of the Laurel Towne Centre redevelopment

project, a 240 unit multi-family development with structured parking. Currently under construction.

Partners:

Project 1: Greenberg Gibbons developer.

Project 2: Klingbeil Capital Management developer and manager.

Project 3: Greenberg Gibbons developer and Wood Partners developer and manager.

Impact: The implementation of the projects had a significant impact on the community by redeveloping

underperforming properties into a mixed-use town center and multi-family developments with affordable housing

units. None of the projects received state assistance.


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Accomplishment 2: Outcome: Improved stormwater management

Project: Stormwater Retrofit – Construction of the Towne Centre included a stormwater retrofit plan that

included reducing the amount of impervious surface on the site and improving stormwater management. All

stormwater runoff is retain on site.

Partners: Greenberg Gibbons developer.

Impact: The implementation of the projects had a significant impact on the community by reducing stormwater

runoff into Bear Branch Creek.

Accomplishment 3: Outcome: Demolished dilapidated structures in the Main Street area.

Project:

Project 1: 518-520 Main Street. Purchased and demolished residential unit and detached garage. Construction

public parking lot. The City applied for demolition funds from DHCD but was turned down.

Project 2: 312 Main Street. Purchased and demolished movie theater. Lot available for purchase and

development of commercial space and parking lot. There has been some interest in the property, however, no

serious offers have been made. The City applied for demolition funds from DHCD but was turned down.

Project 3: 41 “B” Street. Purchased and demolished boarding house. Proposed site of “C” Street Flats Phase

II apartments building.

Partners: City of Laurel Community Redevelopment Authority (CRA).

Impact: Removed dilapidated structure in the Main Street area and made land available for redevelopment.

Descriptive Narrative: Please use this section to describe any major outcomes or projects from

your last Sustainable Communities Action Plan that have NOT been accomplished and why.


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Outcome: Reinvestment and growth in existing communities/ compact, mixed-use, walkable design consistent

with existing community character and located near available or planned transit options to ensure efficient use of

land and transportation resources.

Project: Hawthorne mixed-use development.

Narrative: A mixed-use residential, commercial, and office development. Retail commercial on the first floor,

business/professional office on the second with 1,006 multifamily units above in seven buildings.

Patriot Group sold property to Cohen Group in 2014. Site plan approvals expired in 2015. Cohen Group

reapplied and site plan approved in 2016. Project abandoned in 2017 because developer unable to secure

financing. Outcome: Reinvestment and growth in existing communities/ compact, mixed-use, walkable design consistent

with existing community character and located near available or planned transit options to ensure efficient use of

land and transportation resources.

Project: 100 Main Street - MARC Train Station mixed-use development (Governor’s Smart Site).

Narrative: A mixed-use residential and commercial development. Retail commercial on the first floor with 210

multifamily with structured parking.

MDOT-SHA development contract with Patriot Group to construct a TOD mixed use development expired in

December 2015. MDOT has not issued a Request for Proposals as of this date.


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SUSTAINABLE COMMUNITY RENEWAL REPORT

PART II: QUANTITATIVE ASSESSMENT

Purpose:

The purpose of the quantitative assessment is to capture indicators of accomplishments in each Sustainable Community.

Indicators should reflect the five year time period since the adoption of the Sustainable Communities Action Plan. Thus,

the following questions focus on the common outcomes that were identified in the various Sustainable Community Action

Plans approved by the State. The assessment will be grouped in the sections of Environment, Economy, Transportation,

Housing, Quality of Life and Land Use.

Please answer the following questions to the best of your knowledge.

Check “YES” if applicable to your community. If you answer “YES” please quantify the accomplishment (i.e. Q: Has

there been an increase in the number of businesses in your Main Street/commercial district? A: YES 4 new businesses

have opened in the past five years). In your answer, be sure to only share the quantifiable changes that have occurred since

your Sustainable Communities designation was approved. If necessary, please also provide a short description of the

accomplishment.

Please check “NO” if the question item did not have any impact on your community. If you answer “NO” please briefly

summarize what kept you from achieving your plan’s desired outcomes.

Check “N/A”, if the question item does not apply to your Sustainable Community.

If there is an issue with which you would like assistance in addressing, please check “interested in technical assistance”.

State agencies would like to provide assistance to communities in helping them achieve their goals identified in their

Sustainable Community Action Plans.


10

ENVIRONMENT YES

If YES, specify in

quantifiable units and

compare values from the

last five years

NO

If NO, why not? What kept

you from achieving your

plan’s desired outcomes?

N/A

Interested

in technical

assistance

1. Has there been an improvement in water quality?

If so, explain (1-2 sentences):

Yes Construction of the Towne

Centre included a

stormwater retrofit plan that

included reducing the

amount of impervious

surface on the site and

improving stormwater

management. All

stormwater runoff is retain

on site.

The implementation of the

projects had a significant

impact on the community

by reducing stormwater

runoff into Bear Branch

Creek.

2. Has the amount of impervious surface in your

Community been reduced? (Amount in SF)


Yes. Before the redevelopment

of the Laurel Mall

stormwater flowed into

Bear Branch Creek. The

stormwater plan for the

Laurel Towne Centre

included the removal of

impervious surfaces,

construction of green

spaces, rain gardens,

landscaping, and

stormwater vaults that

retains all stormwater on-

site.


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3. Have there been improvements and/ or additions to

your park and/ or recreational green space?


Yes The City has an extensive

network of trails,

sidewalks, and parks

throughout the City to serve

the varying needs of

residents.

Development and

redevelopment requires the

construction of sidewalks

and residential development

requires the dedication of

park land. The City has

been granted an easement

running from U.S. 1 North

(Second St.) along the west

side of the Patuxent River

to MD 198. A walking trail

will be constructed to

complete Patuxent

Riverwalk. 9,320 linear

feet of sidewalks was

constructed. The City

constructed a new park next

to the new Prince George’s

County Library.

4. Did the Sustainable Community implement any

recycling or waste reduction programs?


Yes An element of the City

solid waste program is the

requirement of curb-side

recycling.

5. Do all residents have access to healthy food options

(i.e. fresh food grocery stores, farmers markets etc.)

within the Sustainable Community?


Yes The Main Street farmers

market is sponsored by the

Laurel Board of Trade and

is open every Thursday

during the summer months.

The City has leased 378

Main Street to the Laurel


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Board of Trade for a ten

year period for the site of

the Farmers Market. Since

2012 there has been an

increase in the number of

vendors selling locally

grown produce, vinegar,

olive oil, etc.

OTHER:


13

ECONOMY YES

If YES, specify in



last five years

NO




N/A

Interested

in technical

assistance

1. Has there been an increase in the number of new

businesses in your Main Street/Commercial District?


Yes Retail/office space on Main

Street remains leased up.

The exception is where a

business has closed but a

new commercial has yet to

move in.

There are 45 units in the

Towne Centre. As of the

date of this report there are

only 2 vacancies. There are

13 restaurants with the

remaining 31 unit’s retail

and a movie theater.

2. Did the Municipality/ Sustainable Community area

receive any designations that support local economic

development?


No A Maryland Main Street

Affiliate application has been

submitted for consideration.

Yes

3. Has there been an increase in foot traffic in the Main

Street/commercial district?

If so, explain (1-2 sentences) – what contributed to

the increase:

Yes The opening of “More than

Java”, “Olive on Main”,

and “Sips” restaurants

provides for after 5:00 p.m.

activities Monday thru

Saturday. These business

participated in the City of

Laurel Economic

Development Program –

Relocation Grant.

4. Have the number of commercial vacancies decreased?


Yes The Towne Centre is

practically leased up (43

units) with the exception of

the former “Sports

Authority” store and one


14

inline retail space.

5. Has there been an increase in local jobs within the

Sustainable Community for its residents?


Yes The Towne Centre has

brought over 1,000 new

jobs to the City.

OTHER:

TRANSPORTATION YES

If YES, specify in



last five years

NO




N/A

Interested

in technical

assistance

1. Has the amount of bike trails/paths increased? How

many linear feet do the trails cover?


Yes In March 2016 the Bikeway

Master Plan was revised.

Currently there are 7 lane

miles of bike paths in the

City. New paths will be

constructed as the City

Capital Improvement Plan

permits.

2. Have there been improvements to the public transit

infrastructure?


No The Regional Transportation

Authority (RTA) has engaged

a consultant to study current

bus routes to improve the use

of the system.


15

3. Has there been an increase in sidewalks? (Amount in

linear feet)


Yes Sideway construction is

required of all residential/

commercial development/

redevelopment. 9,320 linear

feet of sidewalks has been

constructed since 2012.

4. Have there been any roadway improvements that

support “Complete” or “Green” streets?


Yes Dorset Road was a privately

owned roadway between

Brooklyn Bridge Road and

Old Sandy Spring Road. It

was taken over by the City in

2016. Stormwater

infrastructure was

constructed and the pipes

under the road channeling

Walker Branch Creek were

replaced. 3,097 linear feet of

road was reconstructed and

brought up to City standards.

5. Has traffic congestion along major roads decreased?

(Amount in percent)


No Improvement to Konterra

Road and the Intercounty

Connector (MD 212) were

supposed to reduce

congestion on MD 198 and

Van Dusen Road but

circulation is still congested

during peak times.

OTHER:


16

HOUSING YES

If YES, specify in



last five years

NO




N/A

Interested

in technical

assistance

1. Have any residential facades been improved?


N/A

2. Has the home ownership rate increased?


Yes Homes are being purchased

before or during construction.

3. Has there been an increase in the number of housing

units in the Sustainable Community area? What

number and/or percent are affordable?


Yes 142 multi-family units

constructed at “C” Street

Flats. 3% Workforce and 3%

Affordable Housing.

4. Has there been demolition of blighted properties?


Yes 518/520 Main Street

demolished and replace with

public parking lot. 312 Main

Street theater demolished

available for retail/office. 41

“B” Street boarding house

demolished. To be

developed as phase II of “C”

Street Flats multi-family. ,

approximately 142 units

5. Has the residential vacancy rate decreased?


Yes Occupancy is near capacity.

Homeowner vacancy rate of

2.5.

OTHER:


17

QUALITY OF LIFE YES

If YES, specify in



last five years

NO




N/A

Interested

in technical

assistance

1. Has there been a decrease in crime rate?


Yes From 1,514 reported crimes

in 2010 to 1,335 in 2015.

2. Have there been improvements and/ or additions to

your public spaces (i.e. museums, community centers,

public plazas)?


Yes Prince George’s County

Regional Library open in

2016.

3. Has there been an increase in public art/ arts &

entertainment programs/venues (i.e. murals, movie

theatre, music events)?


Yes Regal theater 12-plex at

Laurel Towne Centre. Plays

are being performed at Venue

Theater and Laurel Little

Theater. Art showings are

being staged at Main Street

restaurants and Sips at “C”

Street Flats.

4. How many historic properties were

renovated/improved?


Yes Approximately 350

properties within the last 5-

year period.

5. Are there any residential health and wellness

opportunities in place (i.e. athletic facilities,

recreational indoor/ outdoor courses or groups)?


Yes Riverfront Park is a 32.2 acre

park with walking trail that

front Patuxent River from 9th

Street to U.S. Route 1 South.

The armory community

center has been remodeled

replacing the basketball court

floor, exercise equipment and

free weights have been

replaced and the facility been


18

made handicapped

accessible.

OTHER:

LAND USE/LOCAL

PLANNING YES

If YES, specify in



last five years

NO




N/A

Interested

in technical

assistance

1. Have there been any infill developments?


No The City is essentially

developed with few available

infill lots. “C” Street Flats

was a redevelopment project

that was formally the City of

Laurel Police Station.

2. Has there been an increase in the amount of

preserved/protected land?


No There has been an increase in

the amount of conserved land

in the City, however, not

within the SC Area.

3. Have there been any developments hindered by

growth constraints?


No There have been adequate

public facilities to support

proposed development.

4. Have there been any zoning or any policy changes

that have fostered growth in your Sustainable

Community?


No The Revitalization Overlay

development option

continues to create additional

economic development

opportunities for property

owners to upgrade, enhance,

demolish or revitalize their


19

property using additional

flexibility offered by the

overlay.

5. Have there been any significant improvements to the

municipal infrastructure within the Sustainable

Community (i.e. street lighting, water/sewer lines)?


Yes The Washington Suburban

Sanitation Commission

continues to replace potable

water lines throughout the

City.

OTHER:

COMPETITIVE FUNDING: Use the rows below

to list competed funds sought for sustainability or

revitalization projects since receiving Sustainable

Communities designation.

Source

(federal, state,

foundation, etc.)

Amount

Received

If no funding was received, what technical or

other assistance from the state would help

with future applications?

Other Notes

Funding Program: Maryland DHCD Demolition

Grant

State -0- The City applied for funds under the DHCD

Demolition Grant Program for 518/520 Main

Street and 312 Main Street. Both applications

were turned down. The City Community

Development Authority utilized City funds to

demolish structures on these lots. A public

parking lot was constructed at 518/520 Main

Street and 312 Main Street is for sale for the

construction of a mixed use building, i.e. retail

and commercial.

Funding Program:


20

Funding Program:

Funding Program:

Funding Program:

Funding Program:

Funding Program:

*Please add more rows if necessary

21

III. SUSTAINABLE COMMUNITY ACTION PLAN UPDATE

The Sustainable Community Action Plan (SC Plan or Plan) is meant to be a multi-year investment strategy – a

strategic set of revitalization initiatives and projects that local partners believe will increase the economic

vitality and livability of their community, increase prosperity for local households and improve the health of the

surrounding environment. The Plan should be flexible enough to be updated regularly and renewed every five

years as the community envisions new goals. The priority initiatives and projects identified in the action plan

are your priorities for improving the livability of community places -- residential, commercial, or other public or

private properties – and the sustainability of new work, retail, recreational and housing opportunities for

residents. At the same time, the plan should only discuss the strategies that will impact the geographic area

targeted for revitalization, so that resources have the best opportunity to have the intended effect. These projects

can also be designed to reduce the environmental impact of the community through water and energy resource

conservation and management strategies. In this way, the Plan can be a road map for local stakeholders as well

as State agencies to work together to create a more a livable and sustainable community.

All communities submitted an SC Plan when the community earned its original designation. Some applicants

may want to take advantage of the designation renewal process to outline new strategies, set new priorities or

reaffirm existing strategies for their Sustainable Community. Changes to SC Plans may be due to changes in

external factors affecting the community or changes in the priorities of the applicant.

Guidance for completing the Action Plan can be found on the next page.

Action Plan Guidance

The document has been broken down into the same six categories as the Quantitative Assessment section of this

document. These parts address key components of your Sustainable Community Action Plan. Follow the

guidelines below to fill out the matrix.

1) For each of the different sections, pinpoint essential strengths and weaknesses of your community.

Example Transportation: Strength - Good sidewalk connectivity. Weakness - Insufficient amount of

downtown parking.

2) Based on those strengths and weaknesses, formulate specific outcomes that address the most

pressing issues or greatest potentials. Include a means of measuring the success of said outcome.

Example Economy: Outcome – Expand broadband fiber optics in Town. Progress Measure - Linear

measurement of fiber laid and number of residential and business connections.

3) After defining the outcomes, list detailed strategies (break down to several action steps if needed)

that will serve as the means to achieve those goals. Example Economy: Strategy - Increase number of

Town sponsored events Develop with community input, a series of weekend events that the Town

could host.

4) List potential partners that can support the successful implementation of these strategies through

different types of resources. Example Economy: DHCD (Community Legacy program), Small

Business Administration (Services and financial assistance) etc.

Sustainable Community Action Plan Name of Sustainable Community

Submitted by City of Laurel

3/28/2017

Environment (Environmental strengths and weaknesses can include but are not limited to quality of land, water, air, watersheds, tree canopy, risk of sea level rise, carbon footprint, energy conservation, access to local foods, green infrastructure, stormwater infrastructure/management, parks, trails and recreation, recycling, water and sewer capacity, etc.)

Strengths Weaknesses Extensive network of trails, sidewalks, and parks throughout the City to

serve the varying needs of residents.

The City is a designated Tree City.

The City uses many green practices in its operations among them: o Green lighting in City facilities. o Waterless restrooms in City parks. o Water soluble products used in facilities. o Electric vehicle for maintenance. o Recycled materials in playground surfaces. o Beautification incentives to homeowners, i.e. Golden Shovel

Award. o Aggregate purchase of electricity.

The City does not have an independent stormwater management authority, but relies on Prince George’s County Department of Permitting, Inspections and Enforcement.

Older parts of the City were built without stormwater facilities.

High cost of upgrading water main and pipes

Periodic flooding from the release of water from the T. Howard Duckett Dam and reservoir.

Desired Outcomes and Progress Measures

Based on the strengths and weaknesses identify the strengths on which you would like to build and the challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area do you want those changes to happen? Progress Measure: Identify how you will know that you have achieved your outcome.

Strategies and Action Items Identify strategies that will help your community to achieve each identified outcome to the left. If applicable, break down each strategy into specific action items that outline different steps of the strategy. Specify how you are planning to achieve the desired outcomes.

Implementation Partners Which community stakeholders need to be involved to realize each action step and strategy? Name specific public and/or private sector partners.

Outcome 1: Continued acquisition of usable

parkland to meet current and future needs of Laurel

Residents.

Progress Measures: Increase inventor of park/open

Strategy A: Continue to maintain and upgrade established parks. Strategy B: Maintain the balance of active and passive parkland as recommended by professional guidelines and standards. Strategy C: Ensure the preservation of open-space and the conservation of natural assets.

City of Laurel Capital Improvement Program (CIP). Residential developers. Owners of annexed property.

space and recreational facilities. Strategy D: Provide open space for non-traditional recreation activities such as a community gardens and sensory gardens. Strategy E: Direct the future acquisition and development of land designed for recreational use towards active indoor and outdoor facilities. Strategy F: Provide for multi-use facilities to accommodate a variety of traditional and specialized program areas including activities for the handicapped and disabled at parks and recreation facilities. Strategy G: Require facility development to be part of future annexation and development. Strategy H: McCullough Field and River Front Park improvements have been completed. Strategy I: The Parks and Recreation Department has implemented a community garden program.

Outcome 2: Enhance water quality and runoff with newer facilities. Progress Measures: Replacement of antiquated stormwater sewer infrastructure.

Strategy A: Landscaping in Granville Gude Park for stormwater management, including rain gardens. Strategy B: Laurel Lake shore line stabilization practices by planting and placement of rep rap to control erosion. Strategy C: Refitting of stormwater infrastructure with newer facilities that would be required by new development and redevelopment.

City of Laurel Capital Improvement Program (CIP). Commercial and residential developers. Owners of annexed property.

Economy (Economic strengths and weaknesses can include but are not limited to regional accessibility, business attraction/retention, health of the business district and commercial vacancies, workforce/employment and economic drivers, local policies/regulations, marketing, tourism, cultural and historic assets)

Strengths Weaknesses Adequate road systems, differing types of bus transit, and commuter rail

and unparalleled access to Washington, DC and Baltimore. Historic District tax credit incentive program allows City tax credits to be granted

for qualified renovation exterior works within the designated historic districts.

Laurel Economic Development Program provides grants for businesses that relocate to the historic Main Street business community and façade grants to improve the façade of buildings fronting Main Street.

Laurel is perceived as being more affordable than many of its neighbors in Howard and Montgomery Counties, and also due to its diverse housing stock in varying price ranges.

The City has its own Building Inspection Department.

The City has an Affordable Housing and Work Force Housing Program.

The geographic location of Laurel, being centrally located, dominant employment centers and retail complexes in Prince George’s County and Howard County present a competitive force present a competitive force.

Large storefront vacancy at Towne Centre (Sports Authority).

Unsuccessful application to Maryland Main Street program.

Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners

Outcome 1: Job creation. Progress Measures: Permanent jobs.

Strategy A: Job creation in the SC area is a function of the City’s revitalization efforts, both in construction jobs, and also in permanent jobs, retail, service, and administrative positions. Jobs will be created largely due to employment increases in the large employment areas surrounding Laurel.

Support efforts to attract a new tenant to the former Sports Authority space

Strategy B: Apply for Main Street Maryland/Affiliate designation

Development Community.

Outcome 2: Affordable housing units. Progress Measures: Increase in the number of MPDU’s and WFHU’s

Strategy A: In concert with job creation, the City’s program will create Moderately Price Dwelling Units (MPDU) and Work Force Dwelling Units (WFHU) to provide housing choices for the jobs in the service area. Strategy B: Encourage affordable and accessible housing opportunities for all residents, including families, the elderly and the physically handicapped. Strategy C: Encourage an adequate supply of affordable housing, especially for households at the median income level and below. Strategy D: Identify housing not meeting minimum standards and, through

Development Community.

education, technical assistance, code enforcement and the use of available rehabilitation programs, to be brought to minimum standards, such as contain in the LOCA, Fire, and Livability Codes.

Transportation (Transportation strengths and weaknesses can include access to transit corridors, pedestrian safety and accessibility/sidewalks, alternative modes of transportation, such as bikeways and trails, public transit, such as bus and rail, carpooling, proximity to transportation centers, parking, road conditions)

Strengths Weaknesses Good sidewalk connectivity.

Bus and rail (MART station) public transit. Bikeways and trails. The SC area is located in direct proximity to the Laurel

Main Street MARC Station. The City’s partnership with Central Maryland Regional Transit is strong because of the goal of increasing transit services to serve more neighborhoods to increase access to MARC Rail, or onto Metrobus stops accessing the Greenbelt, New Carrolton, or Silver Spring Metrorail station.

The Laurel MARC Station is at the center of the City’s SC Area, its Revitalization

Overlay Areas, the MDOT designated TOD as well as on of the Governor’s Smart

Sites.

Bikeways and trails.

Insufficient amount of downtown parking.

Bikeways and trails do not extend beyond municipal boundary.

Insufficient public parking at MARC Station.

MARC trains operating at maximum capacity.

TOD mixed use development contract expired in December 2015. MDOT has not issued a Request for Proposals as of this date.

Traffic congestion (referred to in the Quant. Assessment).


Outcome 1: Additional public parking on Main Street.

Progress Measures: Increase in the number of public parking lots and spaces.

Strategy A: Purchase property on Main Street for public parking through the Community Redevelopment Authority (CRA). Strategy B: Provide funding to purchase and construction public parking lots through the CRA of the City Capital Improvement Program.

Community Redevelopment Authority and City of Laurel.

Outcome 2: Improved bus public transit routes. Progress Measures: More efficient scheduling of public transit buses.

Strategy A: Conduct a study of current Regional Transportation Authority (RTA) routes to increase efficiency and to reduce wait time. Strategy B: Adjust bus routes as needed.

RTA

Outcome 3: Extend City trails and bikeways connectivity to neighboring County systems? (referring back to weakness #2)

Strategy A: Coordinate trails and bikeway connectivity with Prince George’s County, Howard County and Anne Arundel County.

Laurel Public Works Department.

Outcome 4: Support congestion relief Strategy A: Improve walkability and bike access to reduce auto-dependence. Strategy B: Promote increase in carpooling and transit use via MetroBus, RTA routes, and MARC rail. Strategy C: Work with state on improving roads with poor circulation (MD 212 and MD 198).

RTA, MART, MARC

Housing (Housing strengths and weaknesses can include affordability, homeownership vs rental, housing stock diversity, housing condition and value, housing programs, foreclosures, residential vacancies, property values, home sale values.)

Strengths Weaknesses

Housing choices, methods and objectives are largely meant for compact

development, within walking distance of community amenities.

The City has an Affordable Housing and Work Force Housing Program.

Stable and diverse housing stock that is within AMI parameters relative to

neighboring Howard and Montgomery Counties

Lack of affordable/workforce housing. Lack of single-family dwellings.

Code violations.


Outcome 1: Increased the number of single-family

dwellings available for purchase.

Progress Measures: Increased number single-family dwellings.

Strategy A: Encourage a substantial portion of future housing stock to be single-family detached homes, including high-quality custom-built homes. Strategy B: Preserve and restore single-family residences within the Historic Districts. Strategy C: Encourage new residential development to be placed in a manner sensitive to the environment and existing land uses. Strategy D: Require noise attenuation measures where residential development is permitted to occur near major noise generators such as highways.

Development community and Department of Economic and Community Development.

Outcome 2: Increase the number of affordable

housing.

Progress Measures: increased supply of affordable housing. City requires that residential development of 50+ dwelling units must include 3% of the units be Moderately Price Dwelling Units and 3% Work Force Dwelling Units.

Strategy A: In concert with job creation, the City’s program will create Moderately Price Dwelling Units (MPDU) and Work Force Dwelling Units (WFHU) to provide housing choices for the jobs in the service area. Strategy B: Encourage an adequate supply of affordable housing, especially for households at the median income level and below. Strategy C: Encourage affordable and accessible housing opportunities for all residents, including families, the elderly and the physically handicapped. Strategy D: Identify housing not meeting minimum standards and, through education, technical assistance, code enforcement and the use of available rehabilitation programs, to be brought to minimum standards, such as contain in the LOCA, Fire, and Livability Codes.

Development community.

Quality of Life (Strengths and weaknesses can include crime, socio-economic demographics, educational opportunities, museums, libraries, historic and cultural assets, civic amenities, faith-based organizations, economic health of households, sense of place, etc.)

Strengths Weaknesses The City has a national accredited police force, which has full service

functions because of the City’s location, and lower crime rates than Prince George’s County.

The City is fortunate in being accessible to many educational opportunities. A joint venture of Prince George’s and Howard community Colleges produced the Laurel College Center, which, along with other colleges and universities in the area, offers hundreds of classes to area residents. In South Laurel, the Capital College offers one of the larges technology and engineering curriculums in the area. The City is located just minutes north of the University of Maryland.

Public schools are well established in the four (4) county area, and the City has one parochial high school, St. Vincent Pallotti High School under the Archdiocese of Washington Which serves the area.

Artistic, cultural and community resources are growing. In the Main Street area, the Laurel Mill Playhouse is well established, and the Venus Play Shack Theatre is located on “C” Street, just off of Main Street, at the epicenter of the City’s Arts and Entertainments District. Main Street also contain the Laurel School of Music for Children. The Sustainable Area is home to a large community celebration, being the Main Street Festival each year, which brings upwards of 50-60,000 persons to the street. Additionally, the Riverfront Park is host to several events which highlight the role of the river in the history of the City.

Accessibility to all City events can be accomplished by the system of sidewalks and paths, including a bicycle path system, which extends through new developments as well as established neighborhoods. Bike lanes are also marked at main circulation points, such as Fourth Street, which is a corridor connecting the historic district and Laurel Towne Centre.

Other cultural events in the City are sponsored or conducted by the City Department of Parks and Recreation Movies in the Parks, and by the Mayor,

Additional ball fields and parks are needed on the south and west sides of the City.

Antiquated regional hospital.

who holds 4-5 City Hall meetings in various parks throughout the summer months to bring City Hall to the surrounding neighborhoods.

The City supports a Maryland Farmer’s Market that is held on Thursday’s on Main Street during the summer months to offer locally grown fruits and vegetables.

Laurel has many institutions to attract new residents, such as: o Established neighborhoods. o Houses of Worship o Neighborhood schools o Localized and convenient shopping o Excellent neighborhood parks and recreational facilities o Easy access to bus transit, rail station, and connection to larger systems o Access to the Washington/Baltimore corridor

The City has many existing policies and programs in place to protect is sense of place and community identity, even in the projected population increases in the Washington/Baltimore corridor.

The City also employs a marketing program to reinforce its sense of place. The Laurel: Smart Move program points out the City’s unique resources as an established community that protects its residents, but also facilitates business and economic growth through its zoning and City policies.

Strategies and Action Items Implementation Partners

Outcome 1: Increase in the number of ball fields and

parks in the City.

Progress Measures: Increase in the number of acres of park land on the south and west sides of the City.

Strategy A: Continue the acquisition of usable parkland to meet current and future needs of Laurel residents. Strategy B: Prepare plans to develop the City owned property contiguous to Alice B. McCullough Field into a citywide park with ball fields, parking, and other assorted recreation needs for citizens of all ages. Strategy C: Provide open space for non-traditional recreation activities such as community gardens and sensory gardens. Strategy D: Design for and provide for multi-use facilities to accommodate a variety of traditional and specialized program areas. Include activities for the handicapped and disable at parks and recreation facilities Strategy E: Require facility development to be part of future annexation and development. Strategy F: Direct the future acquisition and development of land designed for recreational use towards active indoor and outdoor facilities.

Department of Parks and Recreation and Department of Economic and Community Development.

Outcome 2: Maintain and upgrade established parks. Strategy A: Maintain the balance of active and passive parkland as recommended by professional guidelines and standards.

Department of Parks and Recreation.

Progress Measures: Improved parks.

Strategy B: Maintain, upgrade, and preserve facilities on current City inventory.

Outcome 3: Improve access to public health facilities. Strategy A: Work with Prince George’s County and Dimensions Healthcare System to upgrade/replace Laurel Regional Hospital.

County Department of Health, Maryland Dept. of Health and Mental Hygiene

Local Planning and Land Use (Strengths and weaknesses in the local planning and land use subject area include but are not limited to zoning, land use, policies, taxes and fees, historical patterns of development, lot sizes and shapes, etc.)

Strengths Weaknesses Laurel is the only municipality within Prince George’s County that has its

own Zoning authority. Laurel has its own building permitting and enforcement department.

The City’s Revitalization Overlay Program, approved in 2004, focuses on community revitalization and reduces the need for annexations.

The revitalization Overlay Program allows for an increase in density and intensity of developments in exchange for stormwater management improvements and traffic mitigation and other measures.

The City’s adopted Master Plan contains specific areas that have been studied for annexation, both for land use assessments, and also for fiscal impacts in accordance the Maryland Annotated Code and has been reviewed and accepted by the Maryland Department of Planning.

Compact, mixed-use, walkable design consistent with existing community character and located near available or planned transit options is encouraged to ensure efficient use of land and transportation resources and preservation and enhancement of natural system, open spaces, recreational area, and historical, cultural, and archeological resources.

Impact fees which are currently $24,307 per residential unit negatively affects the development of residential subdivisions and multi-family projects.

Desired Outcomes and Progress Measures

Strategies and Action Items Implementation Partners

Outcome 1: Redevelopment of greyfields and

obsolete properties.

Progress Measures: Increase in the number of redevelopment projects.

Strategy A: Over 30% of the City is included in Revitalization Overlay areas. The majority of properties are located along commercial corridors, existing apartment complexes, and older industrial areas. The strategy is to encourage and give incentives to redevelop existing greyfields and other obsolete property for mixed use and transportation oriented development (TOD).

Development community and City Department of Economic and Community Development.

Sustainable Community Application 2017

DISCLOSURE AUTHORIZATION AND CERTIFICATION

The undersigned authorizes the Department of Housing and Community Development (the

“Department”) to make such inquiries as necessary, including, but not limited to, credit inquiries, in order to

verify the accuracy of the statements made by the applicant and to determine the creditworthiness of the

applicant and the accuracy of the application.

In accordance with Executive Order 01.01.1983.18, the Department advises you that certain personal

information is necessary to determine eligibility for financial assistance. Availability of this information for

public inspection is governed by Maryland’s Access to Public Records Act, State Government Article, Section

10-611 et. seq. of the Annotated Code of Maryland (the “Act”). This information will be disclosed to

appropriate staff of the Department or to public officials for purposes directly connected with administration of

this financial assistance program for which its use is intended. Such information may be shared with State,

federal or local government agencies, which have a financial role in the project. The applicant has the right to

inspect, amend, or correct personal records in accordance with the Act.

The Department intends to make available to the public the contents of the local governments’

Sustainable Community Plans and the contents of Sustainable Community Applications, including posting of

entire applications on the Department’s website, use of such materials at presentations, training sessions, press

releases, articles and other means of publication. This information may be confidential under the Act. If the

applicant considers this information confidential and does not want it made available to the public, please

indicate this objection in writing and attach the same to this application.

The applicant agrees that not attaching an objection constitutes consent to the information being made

available to the public as herein described, and a waiver of any rights the applicant may have regarding this

information under the Act.

I have read and understand the above paragraph. Applicant’s Initials: _____

Anyone who knowingly makes, or causes to be made, any false statement or report relative to this

Application, for the purposes of influencing the action of the Department on such Application, may become

ineligible to receive State financial assistance, and is subject to other penalties authorized by law.

The undersigned hereby certifies that s/he is authorized to enter into the agreements and certifications

contained herein and in the Application, and further certifies that the information set herein and in any

attachment in support hereof is true, correct, and complete to the best of his/her knowledge and belief.

Martin A. Flemion, III, City Administrator

March 28, 2017

Authorized Signature Type Name and Title Date


“C” Street Flats.


41 “B” Street demolition.

“C” Street Flats in background.


312 Main Street demolition.


518-520 Main Street demolition.

Public parking lot constructed.


Evolution Apartments at Towne Centre.


Towne Centre

resolution no. 05-17 a resolution of the mayor …dhcd.maryland.gov/communities/approved...

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