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349Preliminary Subregion 4 Master Plan and Proposed Sectional Map Amendment

Subregion

4

Master

Plan

Part V:Implementation

350 Part V: Plan ImplementationImplementation

351Preliminary Subregion 4 Master Plan and Proposed Sectional Map Amendment

Subregion

4

Master

Plan

Chapter

13Plan Implementation

Economic Development The proposed economic development initiatives incorporated into the master plan attempt to address the desired goals and objectives outlined in the plan while at the same time respond to the current economic conditions through four broad approaches:

1. Protect and preserve the urbanizing residential and commercial development patterns within the living areas by providing support for the rehabilitation of existing neighborhoods.

2. Develop a comprehensive ‘toolbox’ for the various county stakeholders involved in implementing the master plan that provides an effective collection of action and funding sources.

3. Maintain and encourage the continued success of Subregion 4 industrial and employment areas, by developing an investment climate that attracts the type of companies sought by Prince George’s County.


4. Improve the quality and access of workforce training and continuing education programs, encouraging the subregion’s existing employment base as well as the local youth to further their development of marketable skills.

Goal 1Continue low-density residential and commercial development in the living areas

Encouraging lower-density development in the living areas helps to maintain the quality of life in which many residents have grown accustomed. Even though Subregion 4’s many neighborhoods and supporting commercial areas give the living areas a mature suburban profile. However, this is subject to change as population levels in the Washington, D.C., area continue to increase and the subregion’s relatively affordable housing units continue to be absorbed by incoming residents. To guide this inevitable growth, developing high-density residential and complementary nonresidential uses in the growth centers is the best option for sustaining the mature suburban fabric of the living areas.

To achieve this goal, it is recommended that the following agenda be enacted. Each action item listed is followed by the suggested length of time it should take to implement. ‘Short-term’ action items require completion within the next two years, ‘mid-term’ items need to be implemented within two to five years, and any items listed as ‘long-term’ are to be established after five years. Some items are also ‘ongoing,’ meaning they require constant interaction between all parties involved.

It is important to note that many of the recommendations in this portion of the implementation strategy include the participation of a proposed community development corporation (CDC). A detailed description of the CDC is included in the housing section of the implementation strategy. However, many of the recommendations included herein focus on commercial revitalization and reinvestments.

As such, it is recommended that the CDC have two branches that function independently, but in coordination, on mixed-use projects. One branch should focus on residential endeavors, such as housing rehabilitation programs and homeownership. The commercial branch of the CDC should focus on participating in reinvestment and development projects that are not viable through traditional investment methods.

Action Items ■ Establish a residential infill development

program for market-rate housing—(Short-term, ongoing) Many of the larger segments of land in Subregion 4 are mature neighborhoods. However, an ample supply of vacant lots has been identified within residential neighborhoods that are ideal for infill development. For this reason, the recommendation for infill development provides the strongest opportunity to cater to the housing needs of the growing population. Constructing new housing units on these properties complements the surrounding environment and prohibits negative impact, such as trash dumping and loitering, from occurring on these sites. ◊ Partners: CDC, developers, financial

institutions, community associations, M-NCPPC

■ Create a homeownership assistance center—(Short-term) Building a centrally located assistance center will provide visibility and make it more accessible to area residents. The programs offered should include credit counseling, financial literacy, legal advice, and purchasing procedures. It can also be used as a marketing tool for real estate professionals to showcase new developments occurring in the area. Subregion 4 currently has a comparatively high rate of properties in foreclosure and these types of programs can reverse this growing trend. ◊ Partners: Department of Housing and

Urban Development (HUD), financial institutions, realtors, Department of Housing and Community Development

Preliminary Subregion 4 Master Plan and Proposed Sectional Map Amendment

353

■ Develop a comprehensive façade improvement program for commercial properties—(Short-term) Some of the nonresidential properties within Subregion 4 have not experienced the maintenance and upkeep required to keep their buildings in good condition. As a result, there are commercial centers within the subregion that are under-performing, both in vacancy rates and in maintaining an appropriate business mix. A more comprehensive façade improvement and business services program could help reverse this situation.◊ Partners: Economic Development

Corporation, property owners, CDC, developers, business owners, Chambers of Commerce

■ Increase the diversity of residents within Subregion 4 by promoting mixed-income developments—(Mid-term) Housing units in Subregion 4 have the lowest average values compared against the remainder of the county and the region. Attracting higher-income residents who desire to be close to Washington, D.C., into mixed-income developments can diversify the local population. The redevelopment areas near the Morgan Boulevard Metro station has the potential to create this type of product for the residential market. Its close proximity to the Metro station provides incentives for potential owners that need to commute into and out of the District of Columbia. ◊ Partners: Prince George’s County,

developers, County Department of Housing and Community Development, financial institutions

Goal 2Develop a comprehensive toolbox of incentives and policies designed to promote economic development

Business recruitment and retention is a highly competitive endeavor. Companies that promise to create jobs and make capital investments are sought after by almost every community. Given the current economic

situation, these new investments have become more sought after, increasing the level of competition. Although the geographic competition varies by land use, the concept is true for all nonresidential development.

The need for competitive advantages within Subregion 4 is even greater than most areas. As noted in the economic base and real estate analyses, the market fundamentals within the subregion are not as strong as other areas of the county and the rest of the Washington, D.C., region. From a retail perspective, spending potential within the subregion is substantially lower than the rest of the county in both total and per capita levels. As such, retailers likely will seek other locations to operate. This is evident in the strong growth of retailing immediately outside Subregion 4 on the opposite side of I-495.

As such, Prince George’s County will need to expand its existing incentive and policy toolbox to accommodate the needs of Subregion 4. The following action items identify the most prevalent opportunities to make the subregion more attractive to business owners and investors.

Action Items ■ Identify tax increment financing (TIF)

locations to promote neighborhood serving commercial development—(Short-term) TIF is a creative tool that dedicates future incremental tax revenues to defray the cost of infrastructure investments related to a new development. TIF financing was used as part of the National Harbor project along the Potomac River just south of Subregion 4. This tool would provide valuable assistance within Subregion 4, particularly for redevelopment projects.◊ Partners: Prince George’s County,

Economic Development Corporation, property owners, developers, State of Maryland

■ Develop regulatory and incentive programs that encourage reinvestment in disadvantaged residential and


industrial areas—(Mid-term) It is often less expensive to develop new properties on previously untouched land instead of redeveloping or reinvesting in deteriorating properties. However, many of the blighted industrial properties in Subregion 4 are located along major thoroughfares and many of the disadvantaged residential properties are located in and near historic, established neighborhoods. Both are viewed as assets that potential investors covet. These incentives and regulatory programs will provide the necessary means to further the redevelopment of many of these structures.Similar to the façade improvement program, rehabilitation funding should be focused on those structures that require internal investments and modernization. These programs could include low-interest loans, interest rate buy-downs, matching grant funds, and development/design assistance.

◊ Partners: Prince George’s County, Economic Development Corporation, property owners, developers, community associations

■ Establish and administer a revolving loan fund—(Mid-term, ongoing) A general revolving loan fund can be used for a multitude of projects relating to economic development such as small business financing and community revitalization efforts. Typically originating from a federal grant, loans taken out are paid back with minimal interest rates. This funding is also available to local entrepreneurs who may not typically qualify for a standard loan but have a strong business plan that will potentially provide positive affects in the community.◊ Partners: CDC, Department of Housing

and Urban Development, Economic Development Corporation, business owners, property owners

■ Create a security investment fund program for local business owners—

(Short-term, ongoing) Security was identified by residents and business owners alike as a problem that adversely impacts the competitiveness of Subregion 4 to attract new businesses. As such, the county can development a security investment program that provides loans and/or grants to businesses and property owners to install or upgrade their security systems. Smaller businesses, particularly locally owned businesses, often cannot afford the capital expense of comprehensive security. This program can help bridge the financial gap.◊ Partners: Economic Development

Corporation, Chambers of Commerce, Prince George’s County, business owners, property owners

Goal 3Maintain and protect Subregion 4’s Industrial and Employment Areas

Of all the nonresidential markets in Subregion 4, the industrial market historically has been, and remains, the strongest. These properties have maintained high occupancy levels and continue to thrive due to locational and economic advantages of Subregion 4. The industrial businesses generate tax dollars and provide stable, well-paying jobs accessible by local residents. New developments, especially Steeplechase 95 Business Park located at I-95 and Ritchie Road, have been very successful at attracting new industrial users to the subregion. As such, the county should create policies to protect the industrial areas, which consequently results in the protection of the surrounding residential areas.

There are several benefits to maintaining Subregion 4’s industrial and employment areas. First, there are few remaining sites available for industrial development within Prince George’s County, a factor that restrains supply. Second, industrial users in the District of Columbia continue to be displaced into Maryland or Virginia as industrial properties are redeveloped into other uses, (e.g., the Navy Yard area of southwest Washington,


355

D.C.). This displacement increases the demand for industrial space on the periphery of D.C. Finally, much of the county’s industrial property is clustered along I-95, providing good access to users, which is often viewed as a requirement for industrial users. In order to position itself for future growth and changes in the regional and local economy, sustaining the presence of industrial and employment areas will provide the county with an opportunity to capitalize on the subregion’s strong transportation access.

The lone exception to this policy should be the Walker Mill Business Park. This facility does not have the same levels of access to the regional transportation network and is isolated from the other industrial areas. As a result, development has been comparatively slow at the business park. Although redeveloping this site for other uses would displace some businesses, the long-term benefits to the community outweigh the short-term impacts in this instance.

It is important to note that community members have voiced concerns about the interaction between industrial and residential land uses. Most notably, there is a desire to see better buffering between industrial users and the adjacent residential neighborhoods. There is an opportunity for the county to partner with the industrial users to improve screening to reduce sound and visual impacts. Creating stronger boundaries and buffers will help sustain the industrial areas by reducing public opposition to their presence. In return, this will ensure that the appropriate land or buildings will be available for future economic growth. The subregion will be better positioned to adapt to new economic trends, and industrial employment will remain a balanced part of the county’s economy. To ensure these areas remain intact, the following action items should be enacted.

Action Items ■ Change zoning at the Forestville

Shopping Center to allow for industrial development—(Short-term) This

commercial area is located along Forestville Road near other industrial users and has relatively easy access to I-95. The current site is also experiencing disinvestment due to the strong competition along Marlboro Pike and the large retail centers on the eastern side of the Beltway. Converting the area from commercial to industrial will prove to be time consuming as relocation efforts are needed, but should ultimately be a benefit to the community.◊ Partners: Prince George’s County,

M-NCPPC, business owners, property owners

■ Work with key stakeholders on the future of Walker Mill Business Park—(Mid-term, ongoing) Much of the industrial properties in Subregion 4 are located within the defined industrial and employment areas on the eastern and northern edges of the area. The Walker Mill Business Park is the exception. With intermittent investment since its inception, demand has proven to be low for industrial users at this location, likely due to its poor access to major transportation routes. Transitioning the site away from industrial and integrating in new retail and residential uses should be highly recommended. This effort should involve the neighboring areas, as the large size of the site has the potential to greatly enhance the socioeconomic fabric of the community.◊ Partners: Prince George’s County,

Economic Development Corporation, M-NCPPC, business owners, property owner

■ Provide physical buffers between residential neighborhoods and industrial areas—(Mid-term) Available land in Subregion 4 is a scarce commodity as new development projects continue to be completed. For this reason, the physical boundary between industrial and residential areas has been diminished. Many area residents expressed their concern about the close proximity of their houses to the established industrial areas during the public outreach efforts. These respondents


noted their concern that property values will be adversely affected due to this close relationship and as a result of high noise and discharge levels. As such, a financial assistance program is needed for property owners to improve the buffers between residential and industrial areas.◊ Partners: Prince George’s County,

Economic Development Corporation, community associations, property owners, business owners

■ Create financial incentives to attract various types of industrial development for diversification—(Mid-term) Prince George’s County has not benefitted from the development of high-tech and bio-tech industries at the same level as other parts of the region. Many of these firms have clustered together in nearby Montgomery County and Fairfax County, Virginia. Subregion 4 shares similar locational attributes as either of these places, but does not offer similar intangible amenities to attract these types of industries. As a result, incentive programs should be developed that could provide them with competitive advantages attractive to these users. One example is the Technology Growth Program (TGP) available in Montgomery County. It provides gap financing for industries in many high-tech fields.◊ Partners: Economic Development

Corporation, State of Maryland, Prince George’s County, developers

Goal 4Improve access to workforce training programs and enhance small business development practices

Maintaining a well-educated and qualified employment base helps to raise the average wages of residents in the area. It also encourages companies already located in the area to hire and promote local residents. The availability and quality of the local workforce is also a major factor in the site location decisions of companies looking to open new

facilities. Currently, Subregion 4 has limited workforce training and small business development opportunities operating within the subregion boundaries. It has been noted in public meetings that there are especially limited opportunities for area youth who may not want to continue on to traditional four-year educational institutions upon graduation. Improving workforce training opportunities and educational programs will better prepare youth for employment after high school, as well as improving the overall marketability of Subregion 4 as a place to do business.

Although there currently is limited local access to workforce training and development programs in Subregion 4, there are opportunities available that will help to enhance the current offerings. These opportunities include creating a home within Subregion 4 for strategically placed small business assistance and employment resource centers, and working with community colleges in the area to better market existing programs to Subregion 4 residents. There may also be the opportunity for the creation of apprenticeship/internship programs in area high schools geared toward enhancing career and technical skills of Subregion 4 youth.

The following action items will help better address the workforce and education needs of residents in Subregion 4.

Action Items ■ Provide annual local market update

reports to encourage successful entrepreneurship—(Short-term, ongoing) Providing entrepreneurial assistance to residents and businesses within Subregion 4 is crucial to the growth of goods and service provision for local residents. Additional financial assistance and tax incentives should be provided to help entrepreneurs open businesses in market segments under served in the area. By identifying the opportunities within the subregion, local entrepreneurs will have the benefit of limited competition while being able to serve their friends and neighbors.


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The annual market update should focus on providing information about different retail and service fields where local demand exceeds existing supply. ◊ Partners: Economic Development

Corporation, Prince George’s County, CDC, local colleges and universities

■ Open a local “small business” development and workforce training center—(Mid-term) Prince George’s County already has a variety of programs available to entrepreneurs through the small business initiative to assist in starting up or growing a business. However, public awareness and physical access to these resources are not as widespread as they could be within the subregion. To this end, opening a small business development center within Subregion 4 provides business owners and residents increased access to services.◊ Partners: Prince George’s County,

Economic Development Corporation, business owners, Chambers of Commerce

■ Develop apprenticeship and internship programs between high schools and local employers—(Mid-term, ongoing) Several residents, during the public outreach work sessions, expressed that the subregion’s youth are becoming disenfranchised at a very early age. These respondents noted that children as young as middle-school aged are “giving up” on school, believing what they are learning will not help them find employment. In an effort to minimize these issues, apprentice programs designed to pair students with business operators in fields where the student has an expressed interest should be explored. ◊ Partners: Business owners, Board of

Education, Small Business Initiative (in partnership with Economic Development Corporation), Chambers of Commerce

■ Create partnerships between regional colleges and local workforce training center—(Long-term, ongoing) Prior to

establishing a local training/workforce development center in Subregion 4, Prince George’s County should work with local and regional post-secondary education institutions in providing services to local residents. Most notably, the University of Maryland is located in Prince George’s County, and has the resources and diversity in education opportunities to assist in creating, administering, and implementing a variety of such programs. The selection of programs should be created through careful planning and outreach to local businesses and residents.◊ Partners: Local colleges and

universities, Board of Education, Small Business Initiative (in partnership with Economic Development Corporation), Chambers of Commerce

Goal 5Support the continued revitalization of neighborhood-serving retail and service centers at appropriate locations

The proposed development at the growth centers and planned commercial projects surrounding Subregion 4 could possibly limit the market potential that exists within the living areas. Larger developments, such as Ritchie Station Marketplace, Woodmore Towne Centre, and Westphalia, along with the growth centers will draw from a regional consumer base as the clustering of commercial businesses will provide substantial levels of convenience. As a result, commercial activity in the living areas likely will focus on businesses that serve everyday needs of a typical resident. These businesses include convenience stores, child care, laundry services, and restaurants, among others. Focusing these business types into select areas accessible by all residents will spur investment due to the pedestrian and consumer activity that can be generated. In addition, this effort can act as a catalyst for the revitalization of a community. It is important to note that locating neighborhood-serving retail in specific areas is meant to preserve and strengthen the local commercial character of


the area and should not create competition with the major commercial corridors of Subregion 4.

Planners identified four areas that possess the potential for retail-related redevelopment. They are located along or near the intersections of:

■ Landover Road and Martin Luther King, Jr. Highway

■ Addison Road and Martin Luther King, Jr. Highway

■ Addison Road and Walker Mill Road ■ Silver Hill Road and Suitland Road

The immediate areas surrounding these intersections (one-half mile) currently have some level of retail component and were selected based on their locational attributes, building conditions, vacancy levels, accessibil-ity, and visibility.

To realize the full market potential of these neighborhood-serving retail areas, the follow-ing actions items need to be implemented.

Action Items ■ Continue to implement the recommen-

dations made in preexisting commercial corridor plans—(Short-term, ongoing) Subregion 4, Marlboro Pike, and Central Avenue TOD corridor development strate-gies have recently been completed. Efforts being made to follow through on the recom-mendations put forth in these studies need to continue while work begins on the four target areas mentioned above. These plans complement the neighborhood-serving retail investment areas instead of compet-ing with them, as they are design-focused. Placing this emphasis on reconditioning the aesthetic appeal of these corridors will lead to increased activity at the revitalized commercial nodes as more people are attracted to the area.◊ Partners: Developers, Economic

Development Corporation, Chambers of Commerce, M-NCPPC, business owners, property owners

■ Addison Road and Walker Mill: Expand market potential by rezoning the industrial center to accommodate additional retail establishments—(Short-term) The Walker Mill Business Park is an underutilized industrial area and is surrounded by residential neighborhoods that lack easy access to major roadways. In addition, the retail market analysis shows that this area has the highest demand for retail and services of the four targeted markets and the lowest sales capture rate. As a result, this area is experiencing high levels of sales leakage as residents are going elsewhere for goods and services. The Walker Mill Square commercial center to the north of the business park caters to some of this demand; however, its diversity of businesses cannot satisfy the local demand. Rezoning the area to increase retail capacity should decrease the lost sales currently being experienced.◊ Partners: Developers, Economic


■ Landover Road and Martin Luther King, Jr. Highway: Refocus and relocate the current business community—(Mid-term) The proposed TOD that is to occur at Landover Metro station will negatively impact the market viability at the Dodge Park and Kent Village shopping centers. Decisive steps, including coordination between business and property owners and key stakeholders, is necessary to achieve the plan vision. Relocation assistance may also be used to diversify uses along Martin Luther King, Jr. Highway and provide better visibility promoting the thoroughfare as a gateway into Glenarden.◊ Partners: Developers, Economic



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■ Addison Road and Martin Luther King, Jr. Highway: Provide incentive packages to stimulate reinvestment in aging properties—(Mid-term) The western end of Martin Luther King, Jr. Highway in Seat Pleasant has the potential to be a major gateway into Prince George’s County from Washington, D.C. However, aging properties along this highway indirectly lead to disinvestment in the area. Providing incentives to property owners, such as façade improvement grants, business services, and marketing programs. carry the potential to spur increased investment opportunities. ◊ Partners: Developers, Economic


■ Silver Hill Road and Suitland Road: Develop a business improvement district (BID) to attract new investment—(Long-term) There are a multitude of retail establishments near this intersection that combined are not capturing the current level of demand that exists. Shopping centers to the north (Penn Station) and south (Iverson Mall, Marlow Heights) contribute to area sales leakage, but development planned for the area has the potential to increase consumer activity. Developing a BID or establishing a TIF district for this area could provided the financial resources for marketing, maintenance, and physical improvements that are needed to attract new investment opportunities. ◊ Partners: Developers, Economic


Goal 6Coordinate with property owners and key stakeholders in transitioning potential reinvestment areas

Subregion 4 is highly developed with few greenfields. There are a few large properties within Subregion 4 that potentially could be revitalized if they are transitioned from their current uses. Two of these large parcels, Walker Mill Business Park and Forestville Shopping Center, are likely to provide greater benefits to Subregion 4. Two additional sites are Summerfield and the FedEx Field parking area, both located near the Morgan Boulevard Metro station. The Summerfield housing development is where the military may not renew its current lease with the property owner. These sites have the potential to accommodate substantial development.

These above-mentioned sites should be viewed as potential reinvestment areas to be utilized as catalyst projects for revitalization efforts in Subregion 4. However, any potential future use of these sites should not compete with proposed development at the growth centers. Transitioning uses at these sites should be a direct response to what the local market demands and any nearby available assets. Coordinating transition efforts can only be accomplished with the full cooperation and involvement of public and private stakeholders. The following action items to be implemented correspond with the characteristics of each site:

Action Items ■ Walker Mill Business Park: Consolidate

or relocate viable industrial businesses elsewhere in Subregion 4 through the use of financial incentives—(Mid-term) As previously mentioned, the Walker Mill Business Park site is better suited for neighborhood retail and service businesses. However, some of the industrial establishments are currently operating at a profitable margin and may be viable at another location. In order to increase retail presence in the area and develop a proposed mixed-use village center, some of the industrial businesses may need to relocate. Identifying financial


resources to relocate businesses will be necessary to achieve this goal. Incentive packages can include tax abatements and access to funds from community development block grants to improve the infrastructure at the new location.◊ Partners: Business owners, Economic

Development Corporation, property owners, Prince George’s County, CDC

■ Forestville Shopping Center: Provide appropriate physical buffers between the site and nearby residential areas—(Short-term) Many residents have expressed concern that industrial businesses are negatively affecting their neighborhoods. Although it is important to preserve the residential property values in Subregion 4, it is also important to preserve the industrial market in the area due to its strong source of revenue for the county. The location of the Forestville Shopping Center is deemed ideal for industrial uses because it has easy access to I-95. Providing a physical buffer system between the site and its surrounding neighborhoods will increase the prospects of attracting and relocating additional industrial users to the area.◊ Partners: M-NCPPC, Economic

Development Corporation, Prince George’s County, business owners, property owners, developers

■ Summerfield housing development: Encourage TOD through zoning changes and financial incentives—(Mid-term) The Summerfield Military Housing Community will have a multitude of options for redevelopment if and when the military opts out of its lease on this property. With relatively easy access to the Morgan Boulevard Metro station, this site has strong potential for TOD. Providing financial incentives and increased zoning densities at the site will help strengthen and

encourage this type of development. Due to its magnitude and location near Morgan Boulevard, redevelopment is crucial to the future market potential of the area.◊ Partners: Property owners, developers,

CDC, M-NCPPC, Prince George’s County, Economic Development Corporation

■ FedEx Field: Encourage infill development on the parking areas at the site—(Long-term) The parking area initiative in the master plan is beneficial to the community as mixed-use neighborhood infill regardless of the future use of the stadium on site. Designating the space as a possible TIF district is likely to provide the incentive needed to spur new development. ◊ Partners: Property owners, developers,

Economic Development Corporation, Prince George’s County, State of Maryland, community associations


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cess

ful

entre

pren

eurs

hip

ED

, PG

, C

D, U

VS

hort-

term

, on

goin

gB

Act

ion

2:

Ope

n a

loca

l sm

all b

usin

ess

deve

lopm

ent a

nd w

orkf

orce

trai

ning

ce

nter

P

G, E

D,

CH

OM

id-te

rmC

Act

ion

3:D

evel

op a

ppre

ntic

eshi

p an

d in

tern

ship

pro

gram

s be

twee

n hi

gh s

choo

ls

and

loca

l em

ploy

ers

BE

, ED

, CH

IM

id-te

rm,

ongo

ing

B

Act

ion

4:C

reat

e pa

rtner

ship

s be

twee

n re

gion

al c

olle

ges

and

loca

l wor

kfor

ce

train

ing

cent

erB

E, E

D,

CH

, UV

Long

-term

, on

goin

gB

Goa

l 5:

Supp

ort t

he c

ontin

ued

revi

taliz

atio

n of

nei

ghbo

rhoo

d-se

rvin

g re

tail

and

serv

ice

cent

ers

at a

ppro

pria

te lo

catio

nsA

ctio

n 1:

Con

tinue

to im

plem

ent t

he re

com

men

datio

ns m

ade

in p

re-e

xist

ing

com

mer

cial

cor

ridor

pla

nsE

D, P

P,

CH

, PG

O, I

, DS

hort-

term

, on

goin

gC

Act

ion

2:A

ddis

on R

oad

and

Wal

ker M

ill: E

xpan

d m

arke

t pot

entia

l by

rezo

ning

th

e in

dust

rial c

ente

r to

acco

mm

odat

e re

tail

ED

, PP,

C

H, P

GO

, I, D

Sho

rt-te

rmC

Act

ion

3:A

ddis

on R

oad

and

Mar

tin L

uthe

r Kin

g, J

r. H

ighw

ay: P

rovi

de in

cent

ive

pack

ages

to s

timul

ate

rein

vest

men

t in

agin

g pr

oper

ties

ED

, PP,

C

H, P

GO

, I, D

Mid

-term

C

Act

ion

4:S

ilver

Hill

Roa

d an

d S

uitla

nd R

oad:

Dev

elop

a b

usin

ess

impr

ovem

ent

dist

rict (

BID

) to

attra

ct n

ew in

vest

men

tE

D, P

P,

CH

, PG

O, I

, DLo

ng-te

rmC

Goa

l 6:

Com

mun

icat

e an

d co

ordi

nate

with

pro

pert

y ow

ners

and

key

st

akeh

olde

rs in

tran

sitio

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pot

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l rei

nves

tmen

t are

asA

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n 1:

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ker M

ill B

usin

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k: R

eloc

ate

viab

le in

dust

rial b

usin

esse

s el

sew

here

in S

ubre

gion

4

ED

, CD

, P

GO

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id-te

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Act

ion

2:Fo

rest

ville

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ppin

g C

ente

r: P

rovi

de a

ppro

pria

te p

hysi

cal b

uffe

rs

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the

site

and

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O, I

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Enc

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OD

thro

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zoni

ng

chan

ges

and

finan

cial

ince

ntiv

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dEx

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pmen

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the

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s at

the

site

ED

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PO

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ALo

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rmA


363

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Housing and Neighborhood Conservation The guiding principles for housing and neighborhood conservation take into consideration the framework established by the Subregion 4 Master Plan, while implementing short-range catalyst projects that can be expanded as time and additional resources become available:

■ Support the recommendations for new single-family development throughout the subregion and build capacity of potential first-time home buyers by designing and implementing a homeownership assistance center that provides pre- and post-homeowner counseling and marketing support for new residential developments.

■ Provide incentives for developers at the general plan centers to include redevelopment of older neighborhoods designed to stabilize the existing neighborhood and attract moderate to middle income families.

■ Adopt housing design guidelines that reinforce the character of older neighborhoods.

■ Provide technical assistance to neighborhood groups and local nonprofit development organizations as a means of building partnerships with the county.

■ Provide incentives to homeowners for housing rehabilitation to address blight.

An important component in the Subregion 4 Master Plan housing and neighborhood policies and strategies is the need to target the initial projects to specific areas in Subregion 4. This approach is needed to create an impact designed to act as a catalyst for other development activity in surrounding areas. Catalyst initiatives should be designed to take into consideration opportunities for new infill construction, rehabilitation of vacant structures, community capacity building, and rehabilitation to houses occupied by current homeowners.

After target project areas are selected, careful attention should be given to the structure of public/private funding partnerships. The county’s role in the partnership should focus on the implementation and delivery of services.

As part of the housing and neighborhood implementation initiatives, a focused marketing plan should be developed that promotes living in Subregion 4, the planned revitalization of its neighborhoods, and financial incentives to encourage opportunities for homeownership and community building.

GoalsGoal 1: Increase opportunities for infill single-family detached residential housing development in living areas.

Goal 2: Use historic, cultural, and heritage strengths of older Subregion 4 neighborhoods as a tool for development and growth.

Goal 3: Link the development of growth centers to older residential and retail neighborhoods within close proximity.

Goal 4: Create a new Subregion 4 nonprofit community development corporation (CDC) to deliver technical assistance to potential developers and property owners. The use of a nonprofit housing and development organization will help in the delivery of housing and neighborhood-oriented implementation strategies. It is recommended that a qualified CDC be organized specifically to work in the Subregion 4.

Key Development Objectives for the Subregion 4 CDC

■ Acquisition and renovation of bank-foreclosed, tax-foreclosed, and city-owned property. Although initial progress can be slow, CDC could be a key source to redeveloping these properties.


365

Map 13-1: Location of Housing and Neighborhood Implementation Projects


■ Preservation of affordable housing, principally including tax credit projects and expiring-use Section 8 projects. Successful CDC involvement in acquisition of these projects from for-profit owners is critical to its continuing ability to serve the low-income housing market.

■ Development of community facilities projects including more diversified approaches to neighborhood change, social services, education, workforce, and youth development programs.

■ Aggressive CDC entry into commercial revitalization activities, supported by new federal tax credits for economic development projects, and building on recent moves by some CDC industries to support retail strip improvements as a missing component of overall neighborhood revitalization strategies.

■ The developing entity (for-profit, nonprofit, or prospective home buyer) would secure a construction line-of-credit, or acquisition/rehabilitation loan, from a local lender and hire a qualified contractor and complete construction on the vacant building.

■ A nonprofit development corporation is the recommended production model to use for owner-occupied rehabilitation.

■ Housing Development (ex. rental and homeowner housing).

■ Planning and Organizing (ex. neighborhood planning, community organizing and advocacy, neighborhood cleanup, community safety, or any program requiring active participation of community and residents).

■ Homeowner Programs (ex. down payment assistance, prepurchase counseling, post-purchase counseling, emergency repair, housing rehabilitation, or any program to help support and/or increase homeownership and neighborhood stabilization).

■ Commercial Development (ex. business technical assistance, commercial building renovation).

■ Community Development (ex. community use infrastructure).

■ Workforce and Youth Development (ex. job readiness training, skills development, youth employment and training, leadership training).

■ Open Space Development (ex. community gardens, park improvements, greenway development).

Implementation ProjectsProject Name: Glenarden City InfillGoalAssemble and package key vacant land sites, or sites that can be cleared for redevelopment, as catalyst projects to jump-start residential redevelopment near new or proposed retail, mixed-use, or commercial development sites.

Action ItemThe focus of single-family infill housing should be for homeownership as a means of reinforcing traditional residential zoning and land use patterns. The proposed development should consider increasing density through the use of single-family attached townhomes. In an effort to maximize the impact of new single-family infill developments, project sites should be considered in conjunction with the location of housing and development strategies that feature renovation of existing homes. It is important that infill development strategies work in tandem with renovation of vacant houses and occupied houses in need of repair.

Implementation Strategies ■ Utilize building design and architecture that

is sensitive to the existing history and character of the community.

■ Provide housing counseling that addresses prepurchase and mortgage delinquency, home equity reserve mortgage counseling, and foreclosure mitigation.


367

■ Encourage the development of workforce housing that can be purchased by existing Subregion 4 residents who qualify for an affordable mortgage products.

■ Identify and recommend financing and development subsidies that encourage nonprofit and for-profit development and leverage the involvement of conventional lenders.

■ Encourage the development of mixed-Income development that attracts a range of household incomes.

■ Utilize housing counseling, affordable housing mortgage products that feature low down-payment requirements, and flexible underwriting should be used in conjunction with community development block grants and HOME Investment Partnerships Program funding.

■ Utilize the Federal Home Loan Bank’s Affordable Housing Program to develop affordable housing for homeownership.

Project Name: Northern Portion of Summerfield Site (Garrett Morgan Boulevard, Ridgefield Boulevard, and Valley Trail Lane)

Action Items ■ Design the land use of a site development

concept consistent with sound community development principles, (e.g., mixed-use, mixed-income urban development concepts and design).

■ Solicit a private sector developer using a request for proposal (RFP) process that places emphasis on development of mixed-income housing.

Implementation Strategies ■ Encourage redevelopment of the northern

portion of the Summerfield site to be consistent with the long-range development plans presented in the FedEx Field redevelopment scenario in Chapter 12: Urban Design Concept Plans.

■ Conduct a detailed site analysis and develop a site plan to construct a mixed-

use, mixed-income community that embraces sound community development principles.

■ Prepare a solicitation to find a qualified development partner to plan and develop a mixed-use neighborhood that includes retail, homeownership, and rental.

■ Establish development guidelines to ensure the architectural elements of the surrounding community are incorporated into the new project.

■ Encourage the for-profit developer to collaborate with an organization that can provide counseling services to support both home buyer and renters.

■ Leverage conventional financing with public subsidies to fund development gaps and enable lower-income families to purchase/rent homes developed in this project.

■ Utilize low income housing tax credits for the development of medium-density rental housing.

■ Utilize the Federal Home Loan Bank’s Affordable Housing Program to develop affordable housing to increase homeownership opportunities.

Project Name: Fairmount Heights Neighborhood Conservation Plan (Model Neighborhood Conservation District should be selected in partnership with City of Fairmount elected officials and community stakeholders)

Goal Work with the City of Fairmount Heights to design a model demonstration project using a neighborhood conservation plan approach designed to preserve and protect the architectural and historical character of the neighborhood.

Action Item Address code violations whenever the reoccupancy of a home occurs through a transfer of ownership or a change in renters. The proposed Neighborhood Conservation District should combine elements of historic preservation and code enforcement.


Implementation Strategies ■ Encourage architectural sensitivity and

rehabilitation standards as part of the overall approach to both minor and major rehabilitation.

■ Provide housing counseling that prepares families and individuals to transition from rental to owner-occupancy.

■ Provide financial incentives that encourage investor-owners to reinvest in their property without passing the cost of reinvestment to lower-income tenants.

■ Link identification of code violations with financial incentives and technical assistance to encourage reinvestment.

■ Design an outreach and marketing component in the overall approach to encouraging rehabilitation to address displacement and gentrification.

■ Target marketing of vacant/abandoned homes to moderate/middle-income home buyers to facilitate mixed-income households moving into Fairmount Heights.

■ Utilize conventionally financed mortgage products for acquisition-rehabilitation loans to leverage public financing.

■ Utilize conventional mortgage products for the acquisition of vacant houses requiring extensive rehabilitation.

■ Utilize grants and deferred payment loans (DPL) as the funding mechanism for owner-occupied homes requiring minor to moderate rehabilitation.

■ Consider the conversion of DPL into grants as an incentive for the investor-owner to sell the house to the renter-occupant, or income-restricted purchaser.

■ Utilize CDBG and HOME funds as a key component to financing purchase/rehabilitation and occupied rehabilitation.

■ Explore utilizing the National Trust for Historic Preservation’s revolving loan program that is designed to support the preservation of historic or potentially historic neighborhoods located in inner-city neighborhoods.

Project Name: Old Central Avenue Main Street Development (Old Central Avenue from Suffolk Avenue to Southern Avenue)

GoalWork with owners of buildings and businesses to improve façades within a designated area along Old Central Avenue.

Action ItemRemove old façade structures; install new and replacement awnings, canopies, and signs; landscape; and perform other improvements in a manner consistent with the applicable regulations, codes, and ordinances and design criteria. No façade improvement grant may exceed 50 percent of the project cost.

Implementation Strategies ■ Provide assistance to help building/

business owners determine the most effective changes for the building, ensure façade renovations meet the established designed criteria, and complete their grant applications.

■ Encourage the current and future Old Central Avenue business owners to develop an association that would eventually evolve into a Businesses Improvement District (BID).

■ Design the BID to be informal in order to expedite development of the association implementation of its recommendations.

■ Provide design assistance to prepare façade improvement plans.

■ Secure bid(s) by the building owner/business owner for façade improvements.

■ Provide evidence by the building owner/business owner of completed work through final inspection by the applicable building compliance office or by an authorized county inspector.

■ Seek technical assistance from the National Trust for Historic Preservations Main Street Program.


369

Program Name: Workforce Home Benefit Initiative (Program area should be selected in partnership with selected area employers, elected officials, and community stakeholders)

GoalImprove the retention and recruitment of employees through Workforce Home Benefit programs.

Action ItemWork with area employers to address the commuting issues of the area employees, especially federal employment center employees working in Living Area E. The structure of the initiative should be designed to have impact on the surrounding neighborhood as employers would be asked to provide down payment, closing cost, or other incentives to employees who purchase homes close to their place of employment.

Implementation StrategiesThe program will mainly provide: (1) special loan products with flexible features through local lenders; (2) financial literacy/home buyer education; and (3) new or renovated homes built near work sites.

■ Develop brochures and other collateral materials about the program that will be made available through area employers.

■ Require all employees who choose to take advantage of the program to also attend home buyer education, counseling, and buyer preparation classes.

■ Focus on developing new housing units or renovating existing structures in the areas around the federal employment centers.

■ Focus the outreach, education, and administration on marketing the initiative to federal employees living within a one-mile radius of the federal employment centers.

■ Focus on providing new specialized financing for federal employees and other employees of major employers located

within a one-mile radius of the federal employment center to purchase homes.

■ Encourage for-sale housing developers to utilize the Workforce Home Benefit Program.

■ Utilize housing development zoning and land use regulations, as well as publicly funded development incentives, to encourage qualified developments.

■ Work with Freddie Mac and/or Fannie Mae to identify local lenders who have agreed to participate in their work force home benefit programs or employer-assisted programs.

■ Work with participating area employers to design incentives (down payment and closing cost assistance, on-the-job homeownership counseling, etc.) to promote homeownership close to work.

Program Name: District Heights Homeownership Initiative (“Model Block” area should be selected in partnership with District Height’s public officials, county officials, and community stakeholders)

GoalWork with the City of District Heights to implement a homeownership initiative based on designing a Model Block Homeowner Rehabilitation Program.

Action ItemLeverage a one-block revitalization that demonstrates the impact of a targeted approach to neighborhood revitalization. The model block should have maximum visibility to the general public and demonstrate several housing revitalization approaches within one block, including homeowner rehabilitation and a substantial renovation of vacant and deteriorated housing.

Implementation Strategies ■ Establish design guidelines to encourage

architectural sensitivity and rehabilitation standards as part of the overall approach to both minor and major rehabilitation.


■ Require housing counseling that prepares families and individuals to transition from rental to homeownership.

■ Link identification of housing code violations with financial incentives and technical assistance to encourage reinvestment.

■ Establish an outreach and marketing component to encouraging rehabilitation and program participation.

■ Provide assistance in preparing plans and construction specifications to ensure compliance to design guidelines.

■ Establish guidelines to allow investor-owners and owner-occupants to contract directly with qualified contractors as an option.

■ Include in the production process the preparation of detailed work write-ups and construction specifications to provide guidance to all rehabilitation work. The use of design standards for all renovations should be required.

■ Use conventionally financed mortgage products for acquisition-rehabilitation loans, or to refinance existing debt as a second mortgage behind the existing first mortgage.

■ Work with local lenders who offer an acquisition-rehabilitation mortgage product specifically designed for vacant properties in neighborhoods similar to those in District Heights.

■ Target publicly funded housing rehabilitation grants and Deferred Payment Loans (DPL) to focused program initiatives rather than scattered sites.

■ Contact the National Trust for Historic Preservation offers a revolving loan program that is design to support the preservation of historic or potentially historic neighborhoods located in inner-city neighborhoods.


371

Living Area Catalyst Project Financing Sources Key Players

Zone 1-A Glenarden City Infill Revitalization

County Subsidy (CDBG, HOME), Conventional Financing, Secondary Mortgage Market, Neighborhood Stabilization Program

City of Glenarden, County’s Neighborhood Development, Nonprofit/For-profit Developers, Local Lenders, State of Maryland, M-NCPPC

Zone 1-C Northern Portion of Summerfield Site

Conventional Lending, County Subsidy (CDBG, HOME), Secondary Mortgage Market, Federal Government, FHA

For-profit/Nonprofit Developers, Local Lenders, County’s Neighborhood Development, Federal Government, M-NCPPC

Zone 2-B Fairmount Heights Neighborhood Conservation Plan

Private Lending, City/County Subsidy (CDBG, HOME), Secondary Mortgage Market, National Trust

Investor Owners, For-profit/Nonprofit Developers, Local Lenders, County’s Neighborhood Development, M-NCPPC

Zone 2-D Old Central Ave. Main Street Revitalization

Historic Tax Credits, City/County Subsidy (CDBG, HOME), Conventional Financing, Secondary Mortgage Market, National Trust Main Street

Current Property Owners, County’s Neighborhood Development, For-profit Developers, Local Government, M-NCPPC

Zone 3-E Workforce Home Benefit Initiative

Local Employers, local lenders, New homebuyers

Federal Government, First-time Home Buyers, M-NCPPC

Zone 3-F District Heights Homeowner Rehabilitation

Local Government, County’s Neighborhood Development, Existing homeowners, Neighborhood Association, Foundations

County’s Neighborhood Development, Existing Homeowners, M-NCPPC, Local Contractors, Local Building Suppliers

Table 13-2: Summary of Housing and Neighborhood Implementation Projects, Financing Sources, and Key Players


Tabl

e 13

-3: S

ubre

gion

4 H

ousi

ng a

nd N

eigh

borh

ood

Stra

tegy

Im

plem

enta

tion

Mat

rixIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

g E

stim

ated

C

ost

Pub

lic/N

PP

rivat

eP

RIM

AR

Y G

OA

LS A

ND

SU

PP

OR

TIN

G A

CTI

ON

ITE

MS

Goa

l 1:

Incr

ease

opp

ortu

nitie

s fo

r infi

ll si

ngle

-fam

ily d

etac

hed

resi

dent

ial

hous

ing

deve

lopm

ent i

n th

e liv

ing

area

sA

ctio

n 1:

Est

ablis

h bu

ildin

g de

sign

and

arc

hite

ctur

e gu

idel

ines

that

are

se

nsiti

ve to

the

exis

ting

hous

ing

char

acte

r H

C, P

P,

CD

, CA

D, F

,CS

hort-

term

A

Act

ion

2: P

rovi

de p

re- a

nd p

ost-p

urch

ase

hous

ing

coun

selin

g an

d fo

recl

osur

e m

itiga

tion

thro

ugh

a H

omeo

wne

r Ass

ista

nce

Cen

ter

HC

, CA

, PP

DC

,O, I

Sho

rt-te

rm,

ongo

ing

A

Act

ion

3: A

ssem

ble

prop

erty

to p

acka

ging

key

s pa

rcel

s fo

r del

iver

y to

for-

profi

t and

non

profi

t dev

elop

ers

US

, HC

D,R

, FM

id-te

rmC

Act

ion

4: D

esig

n fin

anci

ng s

ubsi

dies

that

enc

oura

ge th

e in

volv

emen

t of

conv

entio

nal l

ende

rsE

D, P

G,

CH

O, I

Mid

-term

, on

goin

gB

Act

ion

5: In

crea

se th

e di

vers

ity o

f res

iden

ts w

ithin

Sub

regi

on 4

by

prom

otin

g m

ixed

-inco

me

deve

lopm

ents

PG

, HC

O, D

Long

-term

A

Goa

l 2:

Use

his

toric

, cul

tura

l, an

d he

ritag

e st

reng

ths

of o

lder

Sub

regi

on 4

ne

ighb

orho

ods

as a

tool

for d

evel

opm

ent a

nd g

row

thA

ctio

n 1:

Des

igna

te N

eigh

borh

ood

Con

serv

atio

n D

istri

cts

to p

rese

rve

and

build

on

impo

rtant

his

toric

and

cul

tura

l lan

dmar

k si

tes

H

C, E

D,

CD

, CH

C,O

, I, D

Mid

-term

B

Act

ion

2: U

se re

habi

litat

ion

stan

dard

s w

hen

com

plet

ing

both

min

or a

nd

maj

or re

habi

litat

ion

with

Nei

ghbo

rhoo

d C

onse

rvat

ion

Dis

trict

s/A

reas

CH

, ED

, P

GC

,O, I

Mid

-term

A

Act

ion

3: T

arge

ted

mar

ketin

g of

vac

ant/a

band

on h

omes

to m

oder

ate/

mid

dle

inco

me

hom

ebuy

ers

PG

, ED

, M

DO

, DS

hort-

term

C

Act

ion

4: L

ink

the

iden

tifica

tion

of c

ode

viol

atio

ns w

ith fi

nanc

ial i

ncen

tives

an

d te

chni

cal a

ssis

tanc

e to

enc

oura

ge re

inve

stm

ent

PG

, ED

, CA

M

id-te

rmD

Act

ion

5: C

reat

e a

land

ban

k to

pur

chas

e va

cant

hom

es in

fore

clos

ure

CD

, ED

, US

B, O

CA

ctio

n 6:

Use

a re

ntal

reha

bilit

atio

n pr

ogra

m to

wor

k w

ith s

mal

l inv

esto

rs b

y pr

ovid

ing

finan

cial

ince

ntiv

e to

rein

vest

in a

fford

able

hou

sing

PG

, ED

, PP

O, D

Mid

-term

D

Goa

l 3:

Link

the

deve

lopm

ent o

f gro

wth

cen

ters

to o

lder

resi

dent

ial a

nd re

tail

neig

hbor

hood

are

as w

ithin

clo

se p

roxi

mity

Act

ion

1: P

rovi

de in

cent

ives

to d

evel

oper

s of

gro

wth

cen

ters

to e

xpan

d de

velo

pmen

t foo

tprin

t to

incl

ude

adja

cent

old

er n

eigh

borh

oods

PG

, PP

D,O

, ILo

ng-te

rm A

Act

ion

2: P

rovi

de fa

çade

impr

ovem

ent f

undi

ng to

enc

oura

ge re

inve

stm

ent i

n ol

der n

eigh

borh

ood

reta

il ar

eas

PG

, ED

, PP

O, I

Mid

-term

A


373

Act

ion

3: P

rovi

de p

edes

trian

link

ages

bet

wee

n re

side

ntia

l nei

ghbo

rhoo

ds

and

prop

osed

gro

wth

cen

ter a

reas

PG

, ED

, CA

O, I

Mid

-term

C

Act

ion

4: O

rgan

ize

a bu

sine

ss im

prov

emen

t dis

trict

(BID

) am

ong

exis

ting

reta

il bu

sine

ss o

wne

rs to

sup

port

mar

ketin

g an

d de

velo

pmen

t P

G, E

D,

MD

DM

id-te

rmE

Goa

l 4:

Cre

ate

a ne

w S

ubre

gion

4 n

onpr

ofit c

omm

unity

dev

elop

men

t co

rpor

atio

n (C

DC

) to

deliv

er te

chni

cal a

ssis

tanc

e to

dev

elop

ers

Act

ion

1: F

unct

ion

as le

ad d

evel

oper

of a

fford

able

hou

sing

to fi

rst t

ime

hom

ebuy

ers

ED

, PG

, C

D, U

VM

id-te

rmB

Act

ion

2: P

rovi

de h

omeo

wne

rshi

p co

unse

ling

serv

ices

for n

ew h

ome

purc

hase

d th

roug

hout

Sub

regi

on 4

PG

, ED

, C

HC

, IS

hort-

term

, on

goin

gC

Act

ion

3: A

ct a

s an

inte

rmed

iary

to h

elp

trans

late

pro

gram

s an

d st

rate

gies

to

fam

ilies

in n

eed

of h

ousi

ng re

late

d se

rvic

esP

P, B

E, E

D,

CH

C, I

Sho

rt-te

rm,

ongo

ing

A

Act

ion

4: P

rovi

de c

apac

ity b

uild

ing

assi

stan

ce fo

r exi

stin

g ne

ighb

orho

od

orga

niza

tions

and

oth

er c

omm

unity

lead

ersh

ipB

E, E

D,

CH

, UV

C, D

, I

Mid

-term

, on

goin

gA

LEG

END

Impl

emen

tatio

n Le

ader

sPu

blic

/Non

profi

t:P

P - M

aryl

and-

Nat

iona

l Cap

ital P

ark

and

Pla

nnin

g C

omm

issi

onE

D -

Prin

ce G

eorg

e’s

Cou

nty

Eco

nom

ic D

evel

opm

ent C

orpo

ratio

nH

C -

Prin

ce G

eorg

e’s

Cou

nty

Hou

sing

and

Com

mun

ity D

evel

opm

ent

PG

- P

rince

Geo

rge’

s C

ount

y C

H -

Cha

mbe

rs o

f Com

mer

ceM

D -

Sta

te o

f Mar

ylan

dU

S -

Fede

ral G

over

nmen

tB

E -

Loca

l Boa

rds

of E

duca

tion

UV

- Lo

cal C

olle

ges

and

Uni

vers

ities

CA

- Com

mun

ity C

ivic

Ass

ocia

tions

CD

- Lo

cal C

omm

unity

Dev

elop

men

t Cor

pora

tion

Priv

ate:

D -

Dev

elop

men

t Com

mun

ityF

- Fin

anci

al In

stitu

tions

I - In

dust

ry L

eade

rsO

- P

rope

rty O

wne

rsR

- R

ealto

rs/B

roke

rsC

- C

onsu

ltant

Cos

t Est

imat

e:A

- Und

er $

10,0

00B

- $1

0,00

0 to

$10

0,00

0C

- $1

00,0

00 to

$50

0,00

0D

- $5

00,0

00 to

$1,

000,

000

E -

Ove

r $1,

000,

000

Unk

. - U

nkno

wn


This plan also seeks to integrate environmental considerations into development and redevelopment projects so that the green infrastructure network is protected, restored, and supported by the region’s future development pattern. Addressing environmental issues will require a coordinated, multidisciplinary effort that draws on the resources that county and state agencies can provide.

Subregion 4 also features significant historic sites and resources that must be appreciated and valued as important elements of our communities. By restoring, protecting, and providing for the adaptive use of these resources, we will enhance the unique character of the area.

The following matrix details the plan goals related to public facilities, the environment, and historic preservation issues, as well as specific actions related to these goals. The key parties involved in implementing these actions are identified and timeframes set. This matrix summarizes and supports the detailed discussion of these plan elements and issues that are included elsewhere in the plan.

Public Facilities, Environment, and Historic PreservationPublic facilities, the environment, and historic preservation are central to the quality of life of Subregion 4, and each must be supported by careful planning to reinforce and enhance the livability and sustainability of our communities. As this plan is implemented, consideration must be given to the interrelationships between the environment and land use, land use and the need for public facilities, and the role that historic sites and resources have in reinforcing a sense of place and the region’s history. By coordinating actions within each of these areas, we can create coherent strategies that implement the broad goals of this plan and maximize the region’s potential.

Public facilities must serve the community’s needs as they provide essential services such as education, public safety, libraries, and sewer and water. These facilities must be adequate to serve the public’s needs today and in the future. They also must be accessible and offer levels of service that respond to the changing needs of our communities. This plan seeks to ensure that these facilities are adequate in the future and that existing gaps be filled.

Prince George’s County’s environmental infrastructure is an interconnected system of public and private lands that contain significant areas of woodlands, wetlands, water supply reservoirs, wildlife habitat, and other areas. This plan seeks to restore the ecological functions of these systems through environ-mentally sensitive design and the use of technologies and techniques that will mitigate existing problems and prevent future ones.


375

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Goal

1: P

rote

ct, p

rese

rve,

and

enha

nce t

he G

reen

Infra

stru

ctur

e net

work

Ac

tion

1Pr

otect

Gree

n Infr

astru

cture

envir

onme

ntal c

orrid

ors b

y foc

using

deve

lopme

nt ou

tside

the

netw

ork.

Imple

ment

this d

uring

the r

eview

of la

nd de

velop

ment

prop

osals

to en

sure

the

high

est le

vel o

f pre

serva

tion a

nd re

stora

tion p

ossib

le wi

th lim

ited i

mpac

ts for

esse

n-tia

l dev

elopm

ent e

lemen

ts.

PPD,

OOn

going

A

Actio

n 2

Asse

ss th

e pote

ntial

to ac

quire

land

parce

ls in

desig

nated

Gre

en In

frastr

uctur

e netw

ork

gap a

reas

, to fu

rther

prote

ct an

d exp

and t

he ne

twor

k.PP

, CO

OMi

d-Te

rm,

Ongo

ingE

Actio

n 3

Evalu

ate la

nd de

velop

ment

prop

osals

in th

e vici

nity o

f Spe

cial C

onse

rvatio

n Are

as (S

CA)

to en

sure

that

SCAs

are n

ot im

pacte

d and

that

Gree

n Infr

astru

cture

conn

ectio

ns ar

e ma

intain

ed or

resto

red.

PP, D

ERD,

OOn

going

A

Actio

n 4

Limit i

mpac

ts on

the G

reen

Infra

struc

ture n

etwor

k to t

hose

nece

ssar

y for

the r

easo

nable

de

velop

ment

of pr

oper

ties

PP, D

ERD,

OOn

going

A

Actio

n 5

Prov

ide m

itigati

on of

impa

cts to

the r

egula

ted ar

eas w

ithin

the de

velop

ment

site,

drain

-ag

e are

a, su

bwate

rshed

, or w

atersh

ed by

exha

ustin

g the

mitig

ation

area

s ide

ntifie

d in

the co

untyw

ide m

itigati

on da

tabas

e and

then

seek

ing ot

her o

ppor

tunitie

s with

in the

river

ba

sin.

PP, D

ERD,

OOn

going

unkn

own

Goal

2: M

inim

ize th

e im

pact

s of d

evelo

pmen

t on

the G

reen

Infra

stru

ctur

e net

work

and

SCAs

Actio

n 1

Prote

ct an

d enh

ance

wate

r qua

lity up

strea

m of

the S

uitlan

d Bog

by re

quirin

g the

pres

er-

vatio

n or e

stabli

shme

nt of

75-fo

ot str

eam

buffe

rs on

stre

ams.

PP, D

ERO

Ongo

ingA

Actio

n 2

Requ

ire th

e retr

ofittin

g of e

xistin

g or in

stalla

tion o

f new

wate

r qua

lity st

ructu

res t

o ens

ure

that w

ater q

uality

is m

aintai

ned o

r enh

ance

d abo

ve th

e Suit

land B

og.

PP, D

ERO

Ongo

ingun

know

n

Goal

3: R

esto

re an

d en

hanc

e wat

er q

ualit

y in

area

s tha

t hav

e bee

n de

grad

ed an

d pr

eser

ve

wate

r qua

lity i

n ar

eas n

ot d

egra

ded

Actio

n 1

Prep

are a

stra

tegic

water

shed

-wide

plan

for a

ddre

ssing

stor

mwate

r qua

lity an

d qua

ntity

PP, D

ER, C

O

Shor

t-Ter

mC

Actio

n 2

Maint

ain, e

nhan

ce an

d res

tore w

oody

buffe

rs ar

ound

stre

ams t

o pre

serve

and p

rotec

t wa

ter qu

ality

PP, D

ER, C

OD,

OOn

going

D

Actio

n 3

Unde

rtake

wate

r qua

lity de

mons

tratio

n pro

jects

on co

unty

prop

erty

using

Env

ironm

ental

Si

te De

sign (

ESD)

and o

ther in

nova

tive t

echn

iques

PP, D

ER, C

O

Mid-

Term

, On

going

E

Actio

n 4

Use c

onse

rvatio

n lan

dsca

pe te

chniq

ues t

o be e

valua

ted du

ring t

he de

velop

ment

revie

w pr

oces

sPP

, DER

D, O

Ongo

ingun

know

n


Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 5

Asse

ss po

tentia

l dra

inage

prob

lem ar

eas a

nd ar

eas w

ithin

the 10

0 yea

r floo

d plai

n for

re

trofit

proje

ctsPP

, DER

, CO

OMi

d-Te

rmB

Goal

4: Im

prov

e the

bas

e of i

nfor

mat

ion

need

ed fo

r the

coun

ty to

und

erta

ke an

d su

ppor

t st

ream

rest

orat

ion

and

miti

gatio

n pr

ojec

tsAc

tion

1Co

ntinu

e coll

ectio

n of s

tream

mitig

ation

data

for th

e add

ition t

o the

coun

tywide

mitig

ation

da

tabas

e, us

ing st

ream

corri

dor a

sses

smen

tsDE

R, P

P, CO

COn

going

C

Actio

n 2

Durin

g the

revie

w of

land d

evelo

pmen

t pro

posa

ls, co

nsult

the c

ounty

wide

mitig

ation

da-

tabas

e and

requ

ire th

e res

torati

on of

stre

ams a

s clos

e to t

he de

velop

ment

site a

s leg

ally

poss

ible

DER,

PP,

CO

Ongo

ingB

Actio

n 3

Coor

dinate

data

contr

ibutio

ns fo

r pos

sible

mitig

ation

sites

DER,

PP,

COC

Ongo

ingB

Goal

5: R

equi

re o

n-sit

e man

agem

ent o

f sto

rmwa

ter f

or d

evelo

pmen

t and

rede

velo

pmen

t ac

tiviti

es th

roug

h th

e use

of e

nviro

nmen

tally

sens

itive

tech

niqu

esAc

tion

1Re

quire

the u

se of

shar

ed en

viron

menta

lly se

nsitiv

e stor

mwate

r man

agem

ent fa

cilitie

s wh

ere a

ppro

priat

eCO

, DER

, PP

D, O

Shor

t-Ter

m,

Ongo

ingA

Actio

n 2

Incre

ase s

tormw

ater s

torag

e in a

ppro

priat

e are

as, s

uch a

s ope

n spa

ce an

d pre

serve

d an

d con

struc

ted w

etlan

dsDE

R, C

OD,

OSh

ort-T

erm,

On

going

D

Goal

6: E

nsur

e tha

t ade

quat

e buf

fers

are m

ainta

ined

and

enha

nced

and

utiliz

e des

ign

mea

sure

s to

prot

ect w

ater

qua

lity

Actio

n 1

Maint

ain an

d enh

ance

adeq

uate

wood

y, ve

getat

ed bu

ffers

arou

nd st

ream

s to p

rese

rve

and p

rotec

t wate

r qua

lityPP

, DER

, CO

OOn

going

D

Actio

n 2

Identi

fy po

ssibl

e loc

ation

s for

addit

ional

biore

tentio

n fea

tures

to se

rve on

e or m

ore p

rop-

ertie

sDE

R, P

PO

Mid-

Term

B

Actio

n 3

Enha

nce b

uffer

s thr

ough

the W

oodla

nd C

onse

rvatio

n Ord

inanc

e req

uired

thro

ugh t

he

revie

w of

land d

evelo

pmen

t pro

posa

lsPP

, DER

, CO

D, O

Shor

t-Ter

m,

Ongo

ingA

Actio

n 3

Requ

ire st

reet

tree p

lantin

gs to

be in

corp

orate

d as s

torm

mana

geme

nt fea

tures

DPW

, DER

, PP

D, O

Shor

t-Ter

m,

Ongo

ingA

Goal

7: R

educ

e air

pollu

tion

to su

ppor

t pub

lic h

ealth

and

welln

ess o

n Tr

ansit

Orie

nted

De

velo

pmen

t and

Tran

spor

tatio

n De

man

d Ma

nage

men

t (TD

M)pr

ojec

ts an

d pr

ogra

ms

Actio

n 1

Assis

t in th

e dev

elopm

ent o

f a S

trateg

ic Cl

imate

Acti

on P

lan th

at ex

amine

s Prin

ce

Geor

ge’s

Coun

ty gr

eenh

ouse

gas e

miss

ion an

d red

uctio

n stra

tegies

CO, P

PI

Shor

t-Ter

m,

Ongo

ingC


377

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 2

Enga

ge in

outre

ach t

o edu

cate

and r

aise a

ware

ness

rega

rding

how

resid

ents

and b

usi-

ness

can a

ddre

ss ai

r qua

lity an

d clim

ate ch

ange

at th

e sub

regio

n lev

elCO

, PP

ISh

ort-T

erm,

On

going

B

Actio

n 3

Redu

ce ai

r poll

ution

and e

nerg

y use

by pr

ioritiz

ing T

DM pr

ojects

, tran

sit, a

nd m

ixed u

se

deve

lopme

ntCO

, PP,

DPW

I, DSh

ort-T

erm,

On

going

A

Actio

n 4

Enco

urag

e the

use o

f clea

n ene

rgy s

ource

s, su

ch as

solar

powe

r and

wind

powe

rCO

, PP

D, F,

ISh

ort-T

erm,

On

going

A

Actio

n 5

Desig

n dev

elopm

ent a

nd re

deve

lopme

nt pr

ojects

to m

inimi

ze th

e nee

d for

moto

r veh

icle

trips

PP, D

PWD,

ISh

ort-T

erm,

On

going

Unk.

Actio

n 6

Prov

ide a

conti

nuou

s netw

ork o

f side

walks

, trail

s, an

d bike

ways

to fa

cilita

te pe

destr

ian

use a

nd ac

cess

DPW

, PP

D,O

Shor

t-Ter

m,

Ongo

ingE

Goal

8: R

educ

e adv

erse

noi

se im

pact

s to

mee

t the

Sta

te o

f Mar

yland

’s no

ise st

anda

rds

Actio

n 1

Evalu

ate de

velop

ment

and r

edev

elopm

ent p

ropo

sals

in ar

eas s

ubjec

t to no

ise us

ing

phas

e one

noise

stud

ies an

d mod

elsPP

, CO

D, O

Ongo

ingA

Actio

n 2

Prov

ide fo

r the

use o

f nois

e red

uctio

n mea

sure

s whe

n and

whe

re no

ise is

sues

are i

denti

-fie

d thr

ough

the d

evelo

pmen

t rev

iew pr

oces

sPP

, DPW

OOn

going

B

Actio

n 3

Wor

k with

the S

tate H

ighwa

y Adm

inistr

ation

to en

sure

that

as st

ate ro

ads a

re up

grad

ed,

appr

opria

te no

ise re

ducti

on m

easu

res a

re in

corp

orate

d into

road

way d

esign

MD, D

PW, P

PO,

COn

going

D

Actio

n 4

Achie

ve co

mpati

ble la

nd us

es an

d dev

elopm

ent in

area

s sub

ject to

noise

that

exce

eds

acce

ptable

stan

dard

sPP

, CO

OOn

going

A

Actio

n 5

Prov

ide fo

r ade

quate

setba

cks f

or de

velop

ment

expo

sed t

o exis

ting a

nd pr

opos

ed no

ise

gene

rator

s and

road

ways

of ar

terial

clas

sifica

tion o

r gre

ater

PP, D

PWD,

OOn

going

A

Actio

n 6

Restr

ict ho

urs o

f ope

ratio

n for

uses

that

prod

uce e

xces

sive n

oise

PP, C

OD,

IOn

going

A

Goal

9: Im

plem

ent e

nviro

nmen

tally

sens

itive

bui

ldin

g te

chni

ques

that

redu

ce o

vera

ll en

ergy

cons

umpt

ion

Actio

n 1

Prom

ote en

viron

menta

lly se

nsitiv

e buil

ding t

echn

iques

as de

signa

ted by

the U

.S. G

reen

Bu

ilding

Cou

ncil

CO, P

PD,

I, O

Ongo

ingB

Actio

n 2

Requ

ire th

e use

of th

e late

st en

viron

menta

l tech

nolog

ies in

build

ings a

nd si

te de

signs

CO, P

PD,

I, O

Shor

t-Ter

m,

Ongo

ingB

Actio

n 3

Enco

urag

e the

reus

e and

rede

sign o

f exis

ting b

uildin

gs w

hen r

edev

elopm

ent o

ccur

s to

incor

pora

te en

ergy

and b

uildin

g mate

rial e

fficien

cies

CO, P

PD,

I, O,

BSh

ort-T

erm,

On

going

A


Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 4

Redu

ce en

ergy

cons

umpti

on th

roug

h the

use o

f mor

e effe

ctive

and e

nerg

y effic

ient

indoo

r and

outdo

or lig

hting

and a

ir mov

emen

t sys

tems

COD,

I, O

Ongo

ing

Actio

n 5

Estab

lish i

ncen

tives

for n

ew an

d exis

ting c

omme

rcial

build

ings t

o ach

ieve a

LEED

Silv

er

ratin

g or a

n equ

ivalen

t rati

ng un

der a

comp

arab

le gr

een b

uildin

g per

forma

nce m

easu

reCO

, PP

D, O

, ISh

ort-T

erm,

On

going

Goal

10: I

mpl

emen

t lan

d us

e pol

icies

that

enco

urag

e infi

ll and

supp

ort t

rans

it-or

iente

d de

velo

pmen

t and

walk

able

neig

hbor

hood

sAc

tion

1Di

rect

deve

lopme

nt an

d infi

ll to e

xistin

g are

as ra

ther t

han g

reen

fields

PP, C

OD,

F, I

Ongo

ingA

Goal

11: I

ncre

ase t

he co

unty

’s ca

pacit

y to

supp

ort s

usta

inab

le de

velo

pmen

tAc

tion

1De

sign a

nd co

nstru

ct all

new

coun

ty bu

ilding

s and

publi

c sch

ools

in ac

cord

ance

with

LE

ED S

ilver

ratin

g per

the E

xecu

tive O

rder.

CO, P

S, P

PD,

COn

going

E

Actio

n 2

Ensu

re th

at a s

ufficie

nt nu

mber

of de

velop

ment

and p

ermi

t rev

iew st

aff po

sses

s LEE

D ac

credit

ation

and a

re ab

le to

sign-

off on

tax c

redit

s and

certifi

catio

ns to

assis

t dev

elope

rs in

meeti

ng pe

rform

ance

mea

sure

s

PP, C

O

Shor

t-Ter

m,

Ongo

ingB

Actio

n 3

Imple

ment

the re

comm

enda

tions

of th

e cou

nty’s

Gree

n Buil

ding E

xecu

tive S

teerin

g Com

-mi

ttee a

nd E

nerg

y Effic

iency

Cou

ncil

CO, P

PI, F

, DOn

going

B

Goal

12: E

nsur

e tha

t the

Che

sape

ake B

ay C

ritica

l Are

a is p

rote

cted

to th

e max

imum

exte

nt

poss

ible

thro

ugh

the i

mpl

emen

tatio

n of

wat

er q

ualit

y and

oth

er re

lated

mea

sure

sAc

tion

1Co

ntinu

e to e

nhan

ce th

e cou

nty’s

Critic

al Ar

ea pr

otecti

on pl

an in

resp

onse

to in

itiativ

es

and l

egisl

ative

chan

ges

DER,

PP,

COD,

OOn

going

C

Actio

n 2

Ensu

re th

at pr

oper

enfor

ceme

nt of

the re

gulat

ions t

akes

plac

e with

in the

critic

al ar

eaDE

R, M

D, U

SO

Ongo

ingA

Goal

13: P

rese

rve,

rest

ore,

and

enha

nce t

he ex

istin

g tre

e can

opy

Actio

n 1

Requ

ire a

minim

um of

ten p

erce

nt tre

e can

opy c

over

age o

n all n

ew de

velop

ment

and

rede

velop

ment

proje

ctsPP

, DPW

, CO

D, O

Shor

t-Ter

m,

Ongo

ingA

Actio

n 2

Enco

urag

e the

pres

erva

tion o

f exis

ting s

pecim

en tr

ees a

t the t

ime o

f dev

elopm

ent r

eview

PP, D

PW, C

OO

Shor

t-Ter

m,

Ongo

ingB

Actio

n 3

Incre

ase t

he pe

rcenta

ge of

urba

n tre

e can

opy b

y plan

ting t

rees

and o

ther v

egeta

tion i

n pu

blic a

nd pr

ivate

open

spac

es, a

long r

oadw

ays,

in me

dian s

trips,

and i

n res

identi

al co

m-mu

nities

DPW

, PP

OSh

ort-T

erm,

On

going

E

Actio

n 4

Ensu

re th

at ro

ot sp

ace i

s suffi

cient

for lo

ng-te

rm su

rviva

lDP

W, D

ER,

PPD,

OOn

going

A


379

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 5

Requ

ire a

diver

sity o

f nati

ve st

ock t

rees

whe

n plan

ting s

treet,

land

scap

e, an

d law

n tre

es

to pr

omote

ecos

ystem

healt

h and

resil

iency

again

st dis

ease

and i

nsec

tsDP

W, P

PO

Ongo

ingA

Goal

14: I

mpr

ove t

he co

unty

’s ca

pacit

y to

incr

ease

the t

ree c

anop

y by u

sing

com

mun

ity-

and

site-

base

d st

rate

gies

Actio

n 1

Estab

lish n

ew tr

ee ca

nopy

guide

lines

to in

creas

e plan

ting,

refor

estat

ion, a

nd af

fores

tation

DPW

, PP,

COC

Shor

t-Ter

m,

Ongo

ingB

Actio

n 2

Wor

k with

mun

icipa

lities

and l

arge

civic

asso

ciatio

ns to

deve

lop a

tree m

anag

emen

t pr

ogra

m to

prior

itize,

sche

dule,

and b

udge

t urb

an tr

ee pl

antin

g on p

ublic

land

DPW

, PP,

CO, C

AO

Shor

t-Ter

m,

Ongo

ingB

Actio

n 3

Prov

ide in

forma

tion t

o the

publi

c in s

uppo

rt of

comm

unity

-bas

ed tr

ee pl

antin

g pro

gram

sDP

W, P

P, DE

R

Shor

t-Ter

m,

Ongo

ingA

Actio

n 5

Enco

urag

e the

deve

lopme

nt of

comm

unity

-bas

ed tr

ee pl

antin

g pro

gram

s and

utiliz

e co

unty

tree p

lantin

g inc

entiv

e pro

gram

s for

loca

l com

munit

y ass

ociat

ions a

nd m

unici

pali-

ties

DPW

, PP,

DER

OSh

ort-T

erm,

On

going

B

Actio

n 6

Incre

ase l

ands

cape

buffe

rs in

comm

on ar

eas a

nd al

ong c

urbs

and s

idewa

lksDP

W, P

P, DE

RD,

OSh

ort-T

erm,

On

going

D

Actio

n 7

Estab

lish a

tree

stew

ards

prog

ram

to as

sist c

ounty

agen

cies w

ith pl

antin

g and

main

te-na

nce o

f tree

s in p

ublic

area

sPP

, DER

, DP

W, C

AO

Shor

t-Ter

m,

Ongo

ingA

Goal

15: E

stab

lish

and

stan

dard

min

imum

site

size

for n

ew co

nstru

ctio

n, re

habi

litat

ion,

an

d th

e ada

ptive

reus

e of s

truct

ures

for s

choo

ls wi

thin

urb

an se

tting

Actio

n 1

Integ

rate

an ur

ban s

choo

l mod

el int

o sch

ool p

lannin

g tha

t wou

ld sa

tisfy

need

s of r

esi-

dents

and f

uture

enro

llmen

tPS

, PP

Sh

ort-T

erm,

On

going

E

Actio

n 2

Revie

w sta

ndar

ds fo

r sch

ool fa

cilitie

s and

sites

to id

entify

build

ing fo

otprin

ts tha

t sup

port

educ

ation

prog

rams

in m

ulti-s

tory b

uildin

gsPS

, PP

Sh

ort-T

erm,

On

going

B

Actio

n 3

Cons

truct

urba

n sch

ools

in ar

eas w

here

scho

ols ar

e nee

ded y

et av

ailab

le de

velop

able

land i

s lim

ited t

o ach

ieve a

scho

ol sy

stem

that o

pera

tes at

100 p

erce

nt of

capa

city o

r less

at

ever

y sch

ool

PS, P

P

Mid-

Term

, On

going

E

Goal

16: P

rese

rve,

reta

in, a

nd su

ppor

t exis

ting

publ

ic sc

hool

s, sc

hool

facil

ities

, sch

ool

sites

, and

pro

perti

es b

y the

Boa

rd o

f Edu

catio

nPS

, PP

A

Actio

n 1

Reno

vate

exist

ing sc

hool

facilit

ies ac

cord

ing to

the g

reate

st ne

ed, b

ased

on th

e fac

ilities

co

nditio

n ass

essm

ent

PS, P

PD

Mid-

Term

, On

going

A


Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 2

Imple

ment

the B

oard

of E

duca

tion’s

plan

to co

nsoli

date,

conv

ert, a

nd re

prog

ram

des-

ignate

d sch

ools

to re

lieve

over

crowd

ing in

scho

ols as

well

as ex

pand

enric

hmen

t and

sp

ecial

ty pr

ogra

ms

PS, P

P

Shor

t-Ter

mun

know

n

Actio

n 3

Revie

w ex

isting

scho

ol lan

d ava

ilabil

ity to

deter

mine

if fut

ure s

choo

ls ca

n be c

o-loc

ated

to tak

e adv

antag

e of la

rge u

nder

utiliz

ed pa

rcels

PS, P

P

Shor

t-Ter

mB

Actio

n 4

Repla

ce th

e exis

ting F

airmo

unt H

eights

High

Sch

ool w

ith a

new

scho

ol de

signe

d to

expa

nd to

acco

mmod

ate fu

ture g

rowt

h. PS

, PP

Mi

d-Te

rmE

Goal

17: P

rovid

e saf

e con

nect

ions

to sc

hool

s with

in S

ubre

gion

4Ac

tion

1Pr

ovide

conti

nuou

s side

walks

partic

ularly

arou

nd sc

hools

and p

ublic

spac

esPP

, PS,

PK,

DP

W, S

HA,

CD

D, O

Shor

t-Ter

m,

Ongo

ingE

Actio

n 2

Impr

ove p

edes

trian s

treet

cross

ing to

ensu

re vi

sibilit

y par

ticula

rly ar

ound

scho

ols an

d pu

blic s

pace

sPS

, PP,

DPW

, SH

A

Shor

t-Ter

m,

Ongo

ingB

Actio

n 3

Crea

te att

racti

ve, a

ctive

, ped

estria

n orie

nted s

treets

cape

s nea

r sch

ools

that p

rovid

e safe

pa

thway

s and

enha

nced

conn

ectiv

ity fo

r ped

estria

ns an

d bicy

clists

PP, P

S, P

K,

DPW

, SHA

, CD

D, O

Actio

n 4

Desig

n stre

etsca

pes w

ith bu

ffers

betw

een s

idewa

lks an

d hea

vily t

raffic

ked r

oads

PP, P

S, P

K,

DPW

, SHA

, CD

D, O

Goal

18: I

mpr

ove e

xistin

g lib

rary

facil

ities

and

serv

ices t

o m

eet t

he n

eeds

of c

omm

unity

re

siden

tsLB

, PP

Unk.

Actio

n 1

Conti

nue t

o imp

rove

upon

and m

eet in

creas

ing de

mand

for c

ompu

ter an

d inte

rnet

tech-

nolog

yLB

, PP

A

Goal

19: L

ocat

e lib

rarie

s in

close

pro

ximity

to re

siden

tial a

reas

Actio

n 1

Monit

or th

e nee

d to b

uild a

n add

itiona

l libr

ary f

acilit

y in S

ubre

gion 4

to su

ppor

t futur

e ch

ange

s in p

opula

tion,

partic

ularly

if a l

ibrar

y is n

ot bu

ilt in

Land

over

LB

, PP,

CO

Ongo

ingA

Actio

n 2

Cons

ider c

reati

ng lib

rary

servi

ce ce

nters

withi

n exis

ting c

ommu

nity c

enter

s in u

nder

-se

rved a

reas

LB, P

P, CO

Sh

ort-T

erm,

On

going

C

Goal

20: D

evelo

p st

rate

gies

to in

crea

se p

atro

nage

at u

nder

utiliz

ed lib

rarie

s

Ac

tion

1De

velop

new

prog

rams

and s

ervic

es to

mee

t the n

eeds

of ar

ea re

siden

tsLB

, PP,

CO

Shor

t-Ter

m,

Ongo

ingC


381

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 2

Incre

ase m

arke

ting a

nd pu

blicit

y of li

brar

y offe

rings

even

ts an

d offe

rings

to th

e com

muni-

ties t

hey s

erve

LB, P

P, CO

Sh

ort-T

erm,

On

going

B

Actio

n 3

Crea

te pa

rtner

ships

with

loca

l org

aniza

tions

and i

nstitu

tions

to of

fer pr

ogra

ms an

d inc

reas

e awa

rene

ss of

libra

ry off

ering

sLB

, PP,

CO

Shor

t-Ter

m,

Ongo

ingA

Goal

21: D

evelo

p an

d m

ainta

in fa

ciliti

es th

at al

low

publ

ic sa

fety

per

sonn

el to

resp

ond

to

need

s as q

uick

ly an

d ef

ficien

tly as

pos

sible

Actio

n 1

Reloc

ate th

e Mar

yland

-Nati

onal

Capit

al Pa

rk Po

lice H

eadq

uarte

rs fro

m Ri

verd

ale to

W

alker

Mill

Regio

nal P

ark

PD, P

P

Shor

t-Ter

mE

Actio

n 2

Loca

te an

addit

ional

polic

e stat

ion in

or ne

ar C

apito

l Heig

hts to

redu

ce re

spon

se tim

e an

d crim

ePD

, PP

Mi

d-Te

rmE

Actio

n 3

Reloc

ate th

e Offic

e of P

ublic

Safe

ty Co

mmun

icatio

ns to

Bow

iePD

, PP

Mi

d-Te

rmE

Goal

22: R

educ

e citi

zen

fear

of s

usce

ptib

ility t

o cr

ime a

nd ad

dres

s pub

lic sa

fety

issu

es in

ne

ighb

orho

ods

C

Actio

n 1

Crea

te cri

me pr

even

tion p

rogr

ams t

hat g

et the

entire

comm

unitie

s inv

olved

and r

aise

awar

enes

s of th

ese p

rogr

ams i

n neig

hbor

hood

s. PD

, PP,

CA,

CDO

Shor

t-Ter

m,

Ongo

ing

Actio

n 2

Supp

ort v

olunte

er ef

forts

such

as ne

ighbo

rhoo

d watc

h and

clea

n-up

/fix up

days

PD, P

P, CA

, CD

On

going

Actio

n 3

Incor

pora

te Cr

ime P

reve

ntion

Thr

ough

Env

ironm

ental

Des

ign (C

PTED

) mea

sure

s in a

ll ne

w de

velop

ment

and r

edev

elopm

ent to

foste

r eye

s on t

he st

reet

PD, P

P, CA

, CD

D, O

Shor

t-Ter

m,

Ongo

ing

Actio

n 4

Cons

truct

sidew

alks,

bicyc

le lan

es, tr

affic c

alming

devic

es, a

nd st

reet

lights

whe

re ap

-pr

opria

teDP

W, S

HA,

PP, C

DD,

OMi

d-Te

rm

Goal

23: C

reat

e new

par

ks an

d im

prov

e upo

n ex

istin

g ne

ighb

orho

od an

d co

mm

unity

par

ks

Ac

tion

1Ev

aluate

the c

reati

on of

urba

n squ

ares

, civi

c gre

ens,

and p

lazas

into

portio

ns of

Sub

re-

gion 4

outsi

de of

cente

rs to

prov

ide m

ore o

pen s

pace

PP, P

KD,

OSh

ort-T

erm,

On

going

B

Actio

n 2

Evalu

ate th

e acq

uisitio

n of p

arce

ls ad

jacen

t to ad

jacen

t par

ks to

impr

ove c

onne

ctivit

yPP

, PK,

CO

OSh

ort-T

erm,

On

going

E

Actio

n 3

Integ

rate

unde

rutili

zed o

pen s

pace

on sc

hool

prop

ertie

s into

the p

arks

netw

ork w

here

ap

prop

riate

PP, P

K, P

S

Mid-

Term

E

Actio

n 4

Revie

w en

viron

menta

l regu

lation

s tha

t limi

t and

add s

ubsta

ntial

cost

to de

velop

ing pa

rk fac

ilities

PP, P

KI, F

Shor

t-Ter

m,

Ongo

ingA


Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 5

Prote

ct the

Ridg

eley S

choo

ls se

tting b

y sec

uring

the p

rope

rty fr

ontin

g MD

214 a

nd m

ain-

tain i

t as a

buffe

r betw

een t

he sc

hool

and t

he ro

adwa

yPP

, PK

Sh

ort-T

erm

C

Goal

24: P

rovid

e par

ks an

d re

crea

tiona

l act

ivitie

s tha

t mee

t the

chan

ging

nee

ds an

d

inte

rest

s of t

he co

mm

unity

Actio

n 1

Reno

vate

and u

pgra

de ol

der p

arks

to ac

comm

odate

chan

ging r

ecre

ation

al de

mand

s in

estab

lishe

d neig

hbor

hood

sPP

, PK

Sh

ort-T

erm

C

Actio

n 2

Wor

k with

deve

loper

s to c

reate

the m

ost a

ppro

priat

e typ

e of p

ark /

open

spac

e as S

ubre

-gio

n 4 is

deve

loped

PP, P

KD,

O, I

Shor

t-Ter

m,

Ongo

ingUn

know

n

Actio

n 3

Revis

e the

site

plan r

eview

proc

ess t

o inc

lude s

pecifi

c dire

ction

for t

he op

en sp

ace/r

ecre

-ati

on re

quire

ment

base

d on p

rojec

tPP

, PK,

DER

Sh

ort-T

erm

A

Actio

n 4

Crea

te pa

rtner

ships

with

priva

te en

tities

, whe

re po

ssibl

e, to

deve

lop re

creati

onal

amen

i-tie

s PP

, PK

D, O

, ISh

ort-T

erm,

On

going

Unkn

own

Goal

25: P

rovid

e com

mun

ity an

d re

crea

tion

cent

ers t

hat a

re ac

cess

ible,

adeq

uate

in si

ze

and

affo

rdab

le to

the r

esid

ents

they

serv

e

Actio

n 1

Crea

te pr

ogra

ms an

d pro

vide f

acilit

y plan

ning f

or th

e reg

ion’s

youth

PK

, CO

Sh

ort-T

erm,

On

going

C

Actio

n 2

Evalu

ate th

e nee

d for

a co

mmun

ity ce

nter in

the v

icinit

y of D

istric

t Heig

htsPK

, CO

Sh

ort-T

erm

A

Actio

n 3

Unde

rtake

the a

cquis

ition a

nd ad

aptiv

e reu

se of

exist

ing pu

blic f

acilit

ies fo

r rec

reati

onal

purp

oses

as a

mean

s of r

edev

elopm

ent o

r eco

nomi

c rev

italiz

ation

of an

emer

ging a

rea

PK, C

O

Mid-

Term

Unkn

own

Goal

26: U

tilize

exist

ing

natu

ral f

eatu

res a

nd th

e Gre

en In

frast

ruct

ure n

etwo

rk as

op

portu

nitie

s to

incr

ease

par

kland

and

open

spac

e

Actio

n 1

Conti

nue t

o dev

elop s

tream

valle

ys as

a re

sour

ce w

here

trail

conn

ectio

ns ca

n be b

uilt to

cre

ate w

alkab

le ac

cess

to pa

rksDE

R, P

P, PK

On

going

D

Actio

n 2

Revie

w po

tentia

l loca

tion f

or pa

rks in

relat

ion to

the G

reen

Infra

struc

ture P

lanPP

, DER

, PK

Sh

ort-T

erm,

On

going

A

Actio

n 3

Maint

ain un

deve

loped

parks

as op

en sp

ace o

r woo

ded b

uffer

s, es

pecia

lly in

case

s whe

re

they a

re to

o sma

ll for

activ

e use

or co

ntain

natur

al fea

tures

such

as w

etlan

ds or

stee

p slo

pes t

hat m

ake t

hem

unde

sirab

le for

park

deve

lopme

nt

PK, P

P

Ongo

ingA

Goal

27: E

nsur

e tha

t env

ironm

enta

l reg

ulat

ions

supp

ort t

he ex

pans

ion

and

func

tion

of

park

land


383

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 1

Revie

w en

viron

menta

l regu

lation

s tha

t limi

t and

add s

ubsta

ntial

cost

to de

velop

ing pa

rk fac

ilities

PP, D

ER

Shor

t-Ter

mA

Actio

n 2

Revie

w the

requ

ireme

nts fo

r com

munit

y-wide

stor

mwate

r man

agem

ent fa

cilitie

s and

av

oid lo

catin

g the

se on

parkl

and

PP, D

ER

Shor

t-Ter

m,

Ongo

ingA

Goal

28: I

mpl

emen

t mea

sure

s to

redu

ce so

lid w

aste

and

prol

ong

the l

ife o

f the

exist

ing

landfi

ll

Actio

n 1

Supp

ort th

e dev

elopm

ent a

nd ut

ilizati

on of

solid

was

te re

cycli

ng an

d ene

rgy r

ecov

ery

syste

msDE

R, P

P

Shor

t-Ter

m,

Ongo

ingE

Actio

n 2

Deve

lop an

educ

ation

al pr

ogra

m to

infor

m the

publi

c of th

e imp

ortan

ce of

recy

cling

and

comp

ostin

gDE

R, P

P

Shor

t-Ter

m,

Ongo

ingC

Goal

29: O

pera

te tr

eatm

ent f

acilit

ies to

mee

t or e

xcee

d st

ate e

fflue

nt st

anda

rds

Actio

n 1

Prom

ote co

untyw

ide w

ater c

onse

rvatio

n to m

inimi

ze w

ater a

nd se

wer s

ervic

e dem

ands

DER,

CO,

PP,

CAD,

O, I

Shor

t-Ter

m,

Ongo

ingB

Goal

30: L

imit

the i

ncre

ase o

f im

perv

ious

surfa

ces w

ithou

t und

uly l

imiti

ng d

evelo

pmen

t in

acco

rdan

ce th

e 200

2 Gen

eral

Plan

Actio

n 1

Comp

lete a

nd im

pleme

nt the

reco

mmen

datio

n of th

e cou

ntywi

de w

ater r

esou

rces f

unc-

tiona

l plan

PP, D

ER, C

OD,

O, I

Shor

t-Ter

m,

Ongo

ingUn

know

n

Goal

31: E

valu

ate r

esou

rces

and

surv

ey ar

eas f

or co

nsid

erat

ion

as h

istor

ic sit

es, h

istor

ic di

stric

ts, o

r as a

rchi

tect

ural

cons

erva

tion

dist

ricts

Actio

n 1

Supp

ort h

istor

ic re

sour

ce an

d hist

oric

comm

unity

docu

menta

tion a

nd de

signa

tion a

s par

t of

the up

date

to the

Prin

ce G

eorg

e’s C

ounty

Hist

oric

Sites

and D

istric

ts Pl

anPP

, CO

OOn

going

A

Actio

n 2

Identi

fy an

d eva

luate

all hi

storic

reso

urce

s, do

cume

nted p

rope

rties a

nd co

mmun

ity su

r-ve

y are

as th

at me

et the

crite

ria of

the h

istor

ic pr

eser

vatio

n ord

inanc

ePP

, CO

OOn

going

C

Actio

n 3

Evalu

ate ar

chite

ctura

l con

serva

tion d

istric

t tech

nique

s for

poten

tial u

se in

comm

unitie

s tha

t are

not e

ligibl

e or h

istor

ic dis

trict d

esign

ation

PP, C

OO

Shor

t-Ter

m,

Ongo

ingB

Actio

n 4

Prote

ct ex

isting

and p

otenti

al his

toric

reso

urce

s and

histo

ric si

tes fr

om in

comp

atible

de

velop

ment

PP, C

OO

Ongo

ingUn

know

n

Actio

n 5

Cons

ider w

hethe

r por

tions

of th

ese c

ommu

nities

mer

it des

ignati

on as

loca

l hist

oric

dis-

tricts

or as

loca

l arch

itectu

ral d

istric

ts or

mer

it list

ing on

the N

ation

al Re

gister

of H

istor

ic Pl

aces

base

d on r

ecen

tly co

mplet

ed su

rveys

of F

airmo

unt H

eights

, Sea

t Plea

sant,

Gl

enar

den,

Brad

bury

Heigh

ts, B

oulev

ard H

eights

, and

Dist

rict H

eights

PP, C

OO

Mid-

Term

B


Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 6

Cons

ider li

sting

Dist

rict H

eights

apar

tmen

ts on

the N

ation

al Re

gister

of H

istor

ic Pl

aces

PP, C

OO

Shor

t-Ter

mA

Goal

32: E

xplo

re th

e par

tner

ship

s and

leve

ragi

ng o

f res

ourc

es to

max

imize

the p

oten

tial o

f un

deru

tilize

d hi

stor

ic pr

oper

ties

Actio

n 1

Prom

ote co

unty,

state

and f

eder

al pr

eser

vatio

n tax

ince

ntive

s for

histo

ric si

tes an

d Na-

tiona

l Reg

ister

prop

ertie

s by d

istrib

uting

infor

matio

n abo

ut the

se pr

ogra

ms to

owne

rs of

these

histo

ric pr

oper

ties

PP, C

OO

Shor

t-Ter

m,

Ongo

ingA

Actio

n 2

Enco

urag

e hist

oric

prop

erty

owne

rs to

pursu

e fina

ncial

supp

ort th

roug

h suc

h mec

ha-

nisms

as th

e Prin

ce G

eorg

e’s C

ounty

Hist

oric

Prop

erty

Gran

t Pro

gram

PP, C

OO

Shor

t-Ter

m,

Ongo

ingA

Actio

n 3

Deve

lop a

polic

y to a

ckno

wled

ge sh

ared

herita

ge th

emes

, per

haps

thro

ugh s

ignag

e and

we

bsite

s in t

hose

comm

unitie

s whe

re re

cogn

ition i

s des

ired b

ut his

toric

desig

natio

ns ar

e eit

her u

nwar

rante

d or n

ot de

sired

by re

siden

ts

Mid-

Term

A

Actio

n 4

Deve

lop a

polic

y to d

esign

ate co

nser

vatio

n are

as in

comm

unitie

s whe

re hi

storic

desig

na-

tions

are e

ither

unwa

rrante

d or n

ot de

sired

by re

siden

tsPP

, CO

OMi

d-Te

rmA

Actio

n 5

Prote

ct the

Ridg

eley S

choo

ls se

tting b

y sec

uring

the p

rope

rty fr

ontin

g MD

214 a

nd m

ain-

tain i

t as a

buffe

r betw

een t

he hi

storic

and t

he ro

adwa

yPP

, DPW

, PP

Sh

ort-T

erm

E

Goal

33: E

duca

te p

rope

rty o

wner

s abo

ut th

e hist

ory o

f the

ir co

mm

unity

and

abou

t ap-

prop

riate

main

tena

nce,

cons

erva

tion,

and

reha

bilit

atio

n of

their

pro

perti

es to

pro

mot

e the

pr

otec

tion

of h

istor

ic sit

es an

d re

sour

ces a

nd th

e im

porta

nce o

f the

se re

sour

ces t

o th

e co

mm

unity

Actio

n 1

Educ

ate pr

oper

ty ow

ners,

realt

ors a

nd ot

hers

abou

t ava

ilable

tax c

redit

s and

gran

t pro

-gr

ams f

or th

e reh

abilit

ation

and m

ainten

ance

of hi

storic

prop

ertie

sPP

, CO

O, R

Shor

t-Ter

m,

Ongo

ingB

Actio

n 2

Partic

ipate

and t

ie int

o reg

ional,

state

, and

natio

nal p

rogr

ams r

elated

to cu

ltura

l her

itage

an

d hist

oric

pres

erva

tion p

rogr

ams

PP, C

OI

Shor

t-Ter

m,

Ongo

ingA

Actio

n 3

Educ

ate th

e com

munit

y on t

he hi

storic

desig

natio

n pro

cess

to en

sure

desig

n rev

iew an

d co

mmun

ity in

put b

efore

prop

osals

for a

ltera

tion o

r new

cons

tructi

on ar

e app

rove

dPP

, CO

O, D

, RSh

ort-T

erm,

On

going

B

Goal

34: I

mpl

emen

t plan

ning

reco

mm

enda

tions

that

impr

ove h

e visi

bilit

y and

acce

ss to

hi

stor

ic sit

es an

d re

sour

ces

Actio

n 1

Deve

lop pe

destr

ian an

d othe

r phy

sical

linka

ges a

mong

histo

ric si

tes to

enha

nce t

heir

acce

ssibi

lity an

d visi

tation

and t

o pro

mote

publi

c awa

rene

ss ab

out th

emPP

, DPW

CMi

d-Te

rmE

Actio

n 2

Incor

pora

te the

regio

n’s hi

storic

, cult

ural,

and r

ecre

ation

al as

sets

into l

and u

se pl

annin

g an

d the

loca

l reso

urce

-bas

ed ec

onom

y to s

uppo

rt a s

ustai

nable

way

of lif

ePP

, CO

Lo

ng-Te

rmA


385

Tabl

e 13-

4: S

ubre

gion

4 Gr

een

Infra

stru

ctur

e—En

viron

men

t, Pu

blic

Facil

ities

, and

Hi

stor

ic Pr

eser

vatio

n St

rate

gy Im

plem

enta

tion

Matri

xIm

plem

enta

tion

Lead

Impl

emen

tatio

n Ti

min

gEs

timat

ed

Cost

Publ

ic/NP

Priva

tePR

IMAR

Y GO

ALS

AND

SUPP

ORTI

NG A

CTIO

N IT

EMS

Actio

n 3

Prom

ote ec

onom

ic de

velop

ment

throu

gh in

corp

orati

ng hi

storic

reso

urce

s as a

herita

ge

touris

m op

portu

nity

PP, C

O

Mid-

Term

, Ong

o-ing

B

Goal

35: A

ssur

e tha

t the

regu

lator

y fra

mew

ork i

s ade

quat

e to

prot

ect h

istor

ic sit

es an

d re

sour

ces

Actio

n 1

Amen

d the

zonin

g ord

inanc

e to r

equir

e an a

rcheo

logica

l sur

vey a

s an e

arly

stage

of th

e de

velop

ment

proc

ess

PP, C

O

Shor

t-Ter

mA

Actio

n 2

Amen

d the

zonin

g ord

inanc

e to p

rotec

t view

shed

s sur

roun

ding h

istor

ic sit

esPP

, CO

Sh

ort-T

erm

A

Actio

n 3

Estab

lish d

ensit

y cre

dits o

r tax

cred

its fo

r rete

ntion

of op

en sp

ace a

nd vi

ewsh

eds a

roun

d his

toric

sites

PP, C

OO

Mid-

Term

C

Actio

n 4

Free

ze in

creas

es in

tax a

sses

smen

ts fol

lowing

histo

ric re

stora

tions

PP, C

O

Mid-

Term

A

LEG

END

Impl

emen

tatio

n Le

ader

sPu

blic

/Non

profi

t:P

P - M

aryl

and-

Nat

iona

l Cap

ital P

ark

and

Pla

nnin

g C

omm

issi

onE

D -

Prin

ce G

eorg

e’s

Cou

nty

Eco

nom

ic D

evel

opm

ent C

orpo

ratio

nH

C -

Prin

ce G

eorg

e’s

Cou

nty

Hou

sing

and

Com

mun

ity D

evel

opm

ent

CO

- P

rince

Geo

rge’

s C

ount

yD

ER

- P

rince

Geo

rge’

s C

ount

y D

epar

tmen

t of E

nviro

nmen

tal R

esou

rces

PK

- P

rince

Geo

rge’

s C

ount

y D

epar

tmen

t of P

arks

and

Rec

reat

ion

CH

- C

ham

bers

of C

omm

erce

DP

W -

Prin

ce G

eorg

e’s

Cou

nty

Dep

artm

ent o

f Pub

lic W

orks

and

Tra

nspo

rtatio

nP

S -

Prin

ce G

eorg

e’s

Cou

nty

Pub

lic S

choo

lsLB

- P

rince

Geo

rge’

s C

ount

y M

emor

ial L

ibra

ry S

yste

mP

D -

Prin

ce G

eorg

e’s

Cou

nty

Pol

ice

Dep

artm

ent

CH

- C

ham

bers

of C

omm

erce

MD

- S

tate

of M

aryl

and

US

- Fe

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Land Use and Urban Design Land use and urban design are key components to maintaining a balanced quality of life for the residents, businesses, and employment base of the subregion. They are interrelated in that land use guides the private or public development of parcels and urban design shapes the look of those developments as well as the public realm environments that provide the framework for development. Given their strong roles in shaping living environments, future land use and urban design must be reflective of what the business and residential communities would like to see the subregion offer and look like as the area continues to develop and mature.

Outlined below are a series of six priority land use and urban design goals with supporting action items identified for follow-up implementation to achieve the future land use and image within Subregion 4. As these items are gradually and strategically implemented the subregion will continue to gain recognition as one of the leading areas in Prince George’s County and the Washington metropolitan area to live and work.

Goal 1To determine the appropriate development pattern and zoning designation that best address each opportunity site identified in the Subregion 4 planning process.

Overall Approach In an effort to encourage the creation of a sense of place, to promote economic development, and to take advantage of the subregion’s living area’s vacant or underutilized sites, a series of conceptual development plans were created. For the concept plans to be realized it is necessary to be further deliberated in the future. Specifically, a detailed study entailing a market assessment, urban design plans, recommended development standards, and a transportation plan need to be conducted for each of the seven sites listed below.

Although the development of the plans will be built upon the Subregion 4 Master Plan goals, policies, and strategies and adhere to the basic design principles presented in this document, it will also provide more detailed plans, program elements, and implementation action steps pertinent to the specific market conditions at the time that the study will be conducted.

Action Items ■ Preparation of a detailed Martin Luther

King, Jr. Highway/Glenarden City Revitalization Study and supporting Residential/Commercial Corridor Guidelines—(Short-term)

■ Preparation of a detailed Walker Mill Business Park Redevelopment Study and resulting mixed-use residential Development District Overlay Zone (DDOZ)—(Short-term)

■ Preparation of a detailed Forestville/Ritchie Road Business Park development study and supporting guidelines for the area—(Short-term)

■ Preparation of a detailed FedEx Field parking area redevelopment initiative study and resulting mixed-use residential Development District Overlay Zone (DDOZ)—(Mid-term)

■ Preparation of a detailed Martin Luther King, Jr. Highway/Seat Pleasant “main street” revitalization study and resulting mixed-use residential DDOZ—(Mid-term)

■ Preparation of a detailed Donnell Drive mixed-use plan with supporting mixed-use regulating plan and illustrative urban design plan for the area—(Mid-term)

■ Preparation of a detailed Marblewood industrial area redevelopment study guidelines and/or a mixed-use DDOZ—(Long-term)

PartnersM-NCPPC, Economic Development Corporation, Prince George’s County agencies, Prince George’s County Department


387

of Public Works and Transportation, the State of Maryland, community associations, property owners, the development community, and selected consultant team members.

Goal 2To determine the appropriate development pattern and zoning designation that best address the corridor nodes identified in the Subregion 4 plan outside of the centers and identified opportunity site plans.

Overall ApproachThe Subregion 4 Master Plan and land use plan identified a series of designated mixed-use residential or mixed-use commercial corridor development nodes that are lacking detailed plans and guidelines to guide the quality of proposed mixed-use land use. Each of the areas identified below should have the proper mixed-use zoning tool put in place with a supporting DDOZ and guidelines to control future development of these key corridor sites. Outlined below are the specific locations and actions needed to fulfill this aspect of the Subregion 4 proposed land use plan.

Action ItemPrepare a detailed mixed-use residential DDOZ for the designated areas on Suitland Road to the west of Silver Hill Road and the Suitland Metro Urban Growth Center—(Short-term)

PartnersM-NCPPC, Prince George’s County agencies, community associations, property owners, the development community, and selected consultant team members.

Goal 3To work with the local municipalities to further define a detailed urban design vision and a more detailed municipal action plan for each of these urbanizing communities.

Overall ApproachEach of the six municipalities within Subregion 4 participated in the development of the overall proposed land use plan in both the centers and the living areas; the resulting plan is limited in the visioning detail and municipal

level actions that may be necessary. The Subregion 4 plan provides a good overall land use and urban design plan with supporting regulating plans in two municipalities, Cheverly and Capitol Heights. In addition, some municipalities indicated a need and desire to conduct more detailed follow-up visioning and action plans for their specific municipal boundaries. Outlined below are the municipalities and actions that are necessary to better align and guide municipal and county development efforts and standards.

Action Items ■ Partner with the City of Seat Pleasant and

the City of Glenarden to prepare a detailed Martin Luther King, Jr. Highway Corridor Sector Plan and SMA that will incorporate the results of Actions 2 and 4 under Goal 1 listed above—(Short-term)

■ Partner with the Town of Capitol Heights Council and staff to establish a detailed vision plan and municipal action plan for the Capitol Heights community—(Short-term)

■ Partner with the District of Columbia to establish a joint detailed vision and revitalization plan for the Eastern Avenue and Southern Avenue corridors to reaffirm compatible land uses, development character, corridor site development standards, and public realm guidelines that reinforce the common vision—(Short-term and ongoing)

■ Partner with the City of District Heights to establish a detailed vision plan and municipal action plan for the District Heights community—(Mid-term)

■ Partner with the Town of District Heights Council and staff to establish a detailed vision plan and municipal action plan for the District Heights community—(Mid-term)

■ Partner with the City of Fairmount Heights to prepare a detailed Sheriff Road/Fairmount Heights vision plan and municipal action plan for the Fairmount Heights community—(Long-term)


■ Partner with the City of Glenarden to establish a detailed vision plan and municipal action plan for the Glenarden community—(Long-term)

PartnersM-NCPPC, Prince George’s County agencies, applicable local municipalities, Prince George’s County Department of Public Works and Transportation, community associations, property owners, the development community, and selected consultant team members.

Goal 4To improve the environmental quality, character and marketable attraction of the subregion’s industrial/employment areas to draw higher quality employment development and users to the subregion.

Overall Approach As cited in the economic implementation section, a review of current industrial park conditions revealed a need for two key actions to be implemented for Subregion 4 to increase its industrial/business park image in the Washington D.C., region. These actions include, but may not be limited to:

Action Items ■ Develop prescriptive industrial /business

park development standards and public realm guidelines for the existing and newly designated industrial land use areas prior to their continued development or redevelopment—(Short-term)

■ Prepare and implement roadway and streetscape corridor enhancements for the industrial roadways serving as the entryways to the Cheverly, Landover, and New Carrollton Metro stations—(Short-term and ongoing)

PartnersM-NCPPC, Economic Development Corporation, Prince George’s County agencies, Prince George’s County Department of Public Works and Transportation, and selected consultant team members.

Goal 5To improve the environmental quality, character, and marketable attraction of the subregion’s living areas to draw consistently higher-quality commercial, mixed-use, and residential development and users to the subregion.

Overall Approach Under the proposed plan for Subregion 4, a number of the special areas identified for redevelopment or development will be controlled by either a regulating plan with supporting form-based code principles or a follow-on DDOZ with supporting site standards and design guidelines. The same can be said for the industrialized sites when industrial standards and guidelines are also developed as a follow-on implementation item. Unfortunately, this still leaves a large portion of the living areas unprotected from improper development that would meet all the required land use and zoning criteria, but may not be compatible with the neighborhoods in which they lie. The solution is to expand the general development guidelines presented in this document into prescriptive measures to cover the unique qualities in each of the subregion’s six living areas.

Action ItemDevelop a prescriptive set of “living area development standards and public realm guidelines” for the existing and newly designated commercial, mixed-use, and residential land use areas in Subregion 4 and its municipalities, prior to their continued development or redevelopment—(Short-term)

PartnersM-NCPPC, Economic Development Corporation, Prince George’s County agencies, Prince George’s County Department of Public Works and Transportation, the State of Maryland, and selected consultant team members.


389

Goal 6Improve the overall quality and character of the public realm spaces in Subregion 4 including streets, parks, open spaces, recreation facilities and civic buildings.

Overall ApproachAlthough Subregion 4 is designated as an identifiable planning area in Prince George’s County, it is not recognized this way by the local community. It comprises a wide variety of mature neighborhoods and urbanizing commercial/industrial areas, each with its own identity and many displaying signs of deferred maintenance and in need of public realm improvements to be more successful. Throughout the master planning process, the overall quality and image of the subregion’s public spaces were raised as key concerns and an area of improvement from which all residents, businesses and workers in the subregion could benefit. This can best be accomplished through planned enhancements in roadways, streetscape, gateway treatments, parks, plazas and open spaces, and themed lighting throughout the subregion. Through these efforts listed below, Subregion 4 can begin to establish a consistent quality of environment and a reinforced image as the “Heart of Prince George’s County.”

Action Items ■ Develop typical roadway standards and a

hierarchy of approved streetscape treatments for the Subregion 4 roadway network—(Short-term).

■ Develop entry treatments for key gateway intersections along the Eastern Avenue and Southern Avenue Corridors—(Short-term and ongoing).

■ Develop hierarchy of entry treatments for key gateway intersections and interchanges along the MD 50 and Capital Beltway corridors that would complement the character and quality of the environment along the Suitland Parkway—(Short-term).

■ Develop urban park and open space standards and guidelines to be applied to new public and private park spaces suggested in the centers, corridor nodes and infill urban neighborhoods—(Short-term).

■ Develop an overall community lighting initiative and lighting standards intended to convert existing lighting and proposed new lighting to comply with current “dark skies” lighting standards. Increase optimal lighting in public realm spaces that are currently underlit and perceived to have safety issues—(Short-term and ongoing).

PartnersM-NCPPC, Economic Development Corporation, Prince George’s County agencies, Prince George’s County Department of Public Works and Transportation, the State of Maryland, and selected consultant team members.

Each of the land use and community design goals, actions steps, and key parties involved in implementing these actions are summarized in the matrix below with suggested timeframes and budget ranges estimated for implementation. This matrix supports the detailed discussion of the land use and community design goals, policies, and strategies discussed in previous sections of this plan document.


Tabl

e 13

-5: S

ubre

gion

4 L

and

Use

and

Urb

an D

esig

n St

rate

gy

Impl

emen

tatio

n M

atrix

Impl

emen

tatio

n Le

adIm

plem

enta

tion

Tim

ing

Est

imat

ed

Cos

tP

ublic

/NP

Priv

ate

PR

IMA

RY

GO

ALS

AN

D S

UP

PO

RTI

NG

AC

TIO

N IT

EM

SG

oal 1

: To

furt

her d

evel

op a

nd re

solv

e th

e de

velo

pmen

t pat

tern

, zon

ing

and

mix

ed-u

se to

ol th

at b

est a

ddre

sses

eac

h op

port

unity

site

iden

tified

in th

e Su

breg

ion

4 pl

anni

ng p

roce

ss.

Act

ion

1: P

repa

ratio

n of

a d

etai

led

FedE

x Fi

eld

Par

king

Are

a R

edev

elop

men

t Ini

tiativ

e S

tudy

and

resu

lting

Mix

ed-u

se R

esid

entia

l D

evel

opm

ent D

istri

ct O

verla

y Zo

ne

PP,

PG

, D

PW

&T,

M

D

O, C

, D, C

AM

id-te

rmC

Act

ion

2: P

repa

ratio

n of

a d

etai

led

Mar

tin L

uthe

r Kin

g, J

r. H

ighw

ay/

Gle

nard

en C

ity R

evita

lizat

ion

Stu

dy a

nd s

uppo

rting

Res

iden

tial/C

omm

erci

al

Cor

ridor

Gui

delin

es

PP,

LM

O, C

, CA

Sho

rt-te

rmA

Act

ion

3: P

repa

ratio

n of

a d

etai

led

Wal

ker M

ill B

usin

ess

Par

k R

edev

elop

men

t Stu

dy a

nd re

sulti

ng M

ixed

Use

Res

iden

tial D

evel

opm

ent

Dis

trict

Ove

rlay

Zone

PP,

LM

O, C

, DS

hort-

term

B

Act

ion

4: P

repa

ratio

n of

a d

etai

led

Mar

tin L

uthe

r Kin

g, J

r. H

ighw

ay/S

eat

Ple

asan

t “M

ain

Stre

et” R

evita

lizat

ion

Stu

dy a

nd re

sulti

ng M

ixed

-use

R

esid

entia

l Dev

elop

men

t Dis

trict

Ove

rlay

Zone

PP,

LM

O, C

, D, C

AM

id-te

rmA

Act

ion

5: P

repa

ratio

n of

a d

etai

led

Mar

blew

ood

Indu

stria

l Are

a R

edev

elop

men

t Stu

dy a

nd s

uppo

rting

Res

iden

tial/C

omm

erci

al/In

dust

rial

Cor

ridor

Gui

delin

es fo

r the

are

a or

a M

ixed

-use

Dev

elop

men

t Dis

trict

O

verla

y Zo

ne

PP,

PG

, D

PW

&T,

M

D

O, C

, D, C

ALo

ng-te

rmB

Act

ion

6: P

repa

ratio

n of

a d

etai

led

Don

nell

Driv

e M

ixed

-use

Vill

age

Cen

ter

Pla

n w

ith s

uppo

rting

mix

ed-u

se re

gula

ting

plan

and

illu

stra

tive

urba

n de

sign

pl

an fo

r the

are

a

PP,

PG

, D

PW

&T

O,C

Mid

-term

C

Act

ion

7: P

repa

ratio

n of

a d

etai

led

Fore

stvi

lle/R

itchi

e R

d In

dust

rial/B

usin

ess

Par

k D

evel

opm

ent S

tudy

and

sup

porti

ng R

esid

entia

l/Com

mer

cial

/Indu

stria

l C

orrid

or a

nd S

ite G

uide

lines

for t

he a

rea

PP,

PG

, E

D,

DP

W&

T

O,C

Sho

rt-te

rmA

Goa

l 2:

To fu

rthe

r dev

elop

and

reso

lve

the

deta

iled

deve

lopm

ent p

atte

rn,

zoni

ng a

nd m

ixed

-use

tool

that

bes

t add

ress

es th

e co

rrid

or n

odes

iden

tified

in

the

Subr

egio

n 4

plan

out

side

of t

he c

ente

rs a

nd id

entifi

ed o

ppor

tuni

ty s

ite

plan

sA

ctio

n 1:

Pre

para

tion

of a

det

aile

d M

ixed

-use

Com

mer

cial

Dev

elop

men

t D

istri

ct O

verla

y Zo

ne fo

r the

des

igna

ted

Mix

ed-u

se C

omm

erci

al L

and

Use

ar

eas

on C

entra

l Ave

nue

north

wes

t of H

ill R

oad

and

sout

heas

t of G

arre

tt M

orga

n B

oule

vard

PP

O, C

, D, C

AS

hort-

term

B


391

Act

ion

2: P

repa

ratio

n of

a d

etai

led

Mix

ed-u

se R

esid

entia

l Dev

elop

men

t D

istri

ct O

verla

y Zo

ne fo

r the

des

igna

ted

Mix

ed-u

se R

esid

entia

l Lan

d U

se

area

s on

Sui

tland

Roa

d to

the

wes

t of S

ilver

Hill

Roa

d an

d th

e S

uitla

nd

Met

ro U

rban

Gro

wth

Cen

ter (

To

embr

ace

the

Sui

tland

Gat

eway

and

S

uitla

nd M

anor

Red

evel

opm

ents

)

PP

O, C

, D, C

AS

hort-

term

A

Goa

l 3:

To w

ork

with

the

loca

l mun

icip

aliti

es to

furt

her d

efine

a d

etai

led

urba

n de

sign

vis

ion

and

mor

e de

taile

d M

unic

ipal

Act

ion

Plan

for e

ach

of th

ese

urba

nizi

ng c

omm

uniti

es.

A

ctio

n 1:

Par

tner

with

the

City

of S

eat P

leas

ant a

nd C

ity o

f Gle

nard

en to

pr

epar

e a

deta

iled

Mar

tin L

uthe

r Kin

g, J

r. H

ighw

ay C

orrid

or S

ecto

r Pla

n an

d S

MA

PP,

LM

O, C

, D, C

AS

hort-

term

B

Act

ion

2: P

artn

er w

ith th

e C

ity o

f Fai

rmou

nt H

eigh

ts to

pre

pare

a d

etai

led

She

riff R

oad/

Fairm

ount

Hei

ghts

Vis

ion

Pla

n an

d M

unic

ipal

Act

ion

Pla

n fo

r th

e Fa

irmou

nt H

eigh

ts C

omm

unity

PP,

LM

O, C

, D, C

ALo

ng-te

rmA

Act

ion

3: P

artn

er w

ith th

e C

ity o

f Dis

trict

Hei

ghts

Cou

ncil

and

Pla

nnin

g D

epar

tmen

t to

esta

blis

h a

deta

iled

visi

on p

lan

and

Mun

icip

al A

ctio

n P

lan

for

the

Dis

trict

Hei

ghts

Com

mun

ity

PP,

LM

O, C

, D, C

AM

id-te

rmA

Act

ion

4: P

artn

er w

ith th

e C

ity o

f Gle

nard

en to

est

ablis

h a

deta

iled

visi

on

plan

and

Mun

icip

al A

ctio

n P

lan

for t

he G

lena

rden

Com

mun

ity

PP,

LM

O, C

, D, C

ALo

ng-te

rmA

Act

ion

5: P

artn

er w

ith th

e C

ity o

f Cap

itol H

eigh

ts C

ounc

il an

d pl

anne

rs to

es

tabl

ish

a de

taile

d vi

sion

pla

n an

d M

unic

ipal

Act

ion

Pla

n fo

r the

Cap

itol

Hei

ghts

com

mun

ity

PP,

LM

O, C

, D, C

AS

hort-

term

A

Act

ion

6: P

artn

er w

ith th

e C

ity o

f Sea

t Ple

asan

t to

esta

blis

h a

deta

iled

visi

on

plan

and

Mun

icip

al A

ctio

n P

lan

for t

he S

eat P

leas

ant c

omm

unity

P

P, L

MO

, C, D

, CA

Mid

-term

A

Act

ion

7: P

artn

er w

ith th

e D

istri

ct o

f Col

umbi

a to

est

ablis

h a

join

t det

aile

d vi

sion

and

revi

taliz

atio

n pl

an fo

r the

Eas

tern

Ave

nue

and

Sou

ther

n Av

enue

C

orrid

ors

to re

affir

m c

ompa

tible

land

use

s, d

evel

opm

ent c

hara

cter

, cor

ridor

si

te d

evel

opm

ent s

tand

ards

and

pub

lic re

alm

gui

delin

es th

at re

info

rce

the

com

mon

vis

ion.

PP,

PG

, DC

O, C

, D, C

AS

hort-

term

, on

goin

gB

Goa

l 4: T

o im

prov

e th

e en

viro

nmen

tal q

ualit

y, c

hara

cter

and

mar

keta

ble

attr

actio

n of

the

subr

egio

n’s

indu

stria

l/em

ploy

men

t are

as to

dra

w h

ighe

r qu

ality

em

ploy

men

t dev

elop

men

t and

use

rs to

the

subr

egio

nA

ctio

n 1:

Dev

elop

pre

scrip

tive

set o

f “In

dust

rial /

Bus

ines

s P

ark

Dev

elop

men

t Sta

ndar

ds a

nd P

ublic

Rea

lm G

uide

lines

” for

the

exis

ting

and

new

ly d

esig

nate

d in

dust

rial

land

use

are

as in

Sub

regi

on 4

and

its

mun

icip

aliti

es, p

rior t

o th

eir c

ontin

ued

deve

lopm

ent o

r red

evel

opm

ent

PP,

PG

, E

D,

DP

W&

T

CS

hort-

term

A


Act

ion

2: P

repa

re a

nd im

plem

ent r

oadw

ay a

nd s

treet

scap

e co

rrid

or

enha

ncem

ents

for t

he in

dust

rial r

oadw

ays

serv

ing

as th

e en

tryw

ays

to th

e fo

llow

ing

cent

ers:

Che

verly

, Lan

dove

r, an

d N

ew C

arro

llton

Met

ro s

tatio

ns

(Ard

wic

k A

rdm

ore

Roa

d, L

ando

ver r

oad,

Col

umbi

a P

ark

Roa

d an

d C

abin

B

ranc

h R

oad

at a

min

imum

)

PP,

PG

, E

D,

DP

W&

T

CS

hort-

term

, on

goin

gE

Goa

l 5: T

o im

prov

e th

e en

viro

nmen

tal q

ualit

y, c

hara

cter

and

mar

keta

ble

attr

actio

n of

the

subr

egio

n’s

livin

g ar

eas

to d

raw

con

sist

ently

hig

her q

ualit

y co

mm

erci

al, m

ixed

-use

and

resi

dent

ial d

evel

opm

ent a

nd u

sers

to th

e su

breg

ion Act

ion

1: D

evel

op a

pre

scrip

tive

set o

f “Li

ving

Are

a D

evel

opm

ent S

tand

ards

an

d P

ublic

Rea

lm G

uide

lines

” for

the

exis

ting

and

new

ly d

esig

nate

d co

mm

erci

al, m

ixed

-use

and

resi

dent

ial l

and

use

area

s in

Sub

regi

on 4

and

its

mun

icip

aliti

es, p

rior t

o th

eir c

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General Plan Growth CentersImplementation StrategiesFacilitating transit-supportive development and redevelopment in Subregion 4 growth centers area will require a coordinated plan of action to ensure that the transit areas reach their highest potential while existing small businesses and residents are given strong opportunities to thrive. The following set of tools can be used in developing and enhancing mixed-use, compact, walkable communities within growth centers.

Implementation Work GroupAn important first step in the implementation of incentives to facilitate redevelopment is the creation of an implementation work group comprises representatives of public and private stakeholders. The work group will be charged with exploring each strategy and ensuring the strategies are implemented. The work group should include representatives of the following groups:

■ Prince George’s County Planning Department of The Maryland-National Capital Park and Planning Commission

■ Prince George’s County Department of Public Works and Transportation

■ Redevelopment Authority of Prince George’s County

■ Prince George’s County Economic Development Corporation

■ Property and business owners

With this broad representation of stakeholders involved in redevelopment and incentives for redevelopment and regular monthly meetings, the selected center will be well-positioned to attract redevelopment facilitated through incentives.

Capital ImprovementsPublic entities working alone or in partnership with developers may undertake infrastructure improvement projects such as parking facilities, parks, streetscapes, pedestrian and bicycle enhancements, road reconstruction and extension, park beautification, and signage. In the course of the charrettes and workshops, traffic and pedestrian issues were commonly cited as impediments to coherent transit-oriented development. The purpose of capital improvement projects is to set the stage for and encourage transit-supportive development. These activities can also provide early marketing of the station area’s identity to future prospective residents, employees, and visitors.

A Capital Improvement Program (CIP) should be developed for each Subregion 4 growth center that addresses infrastructure improvements, such as traffic calming and pedestrian linkages, that will enhance each transit area’s viability for TOD. The CIP provides for effective allocation of capital resources and includes both continuation of some multiyear projects funded in prior fiscal years and provision for new projects designed to meet both current and anticipated capital needs.

Land Use PoliciesRegulations play an important role in determining what uses will be allowed within growth centers. Land use and code change recommendations should be carefully reviewed and considered to ensure that they enhance and encourage desirable transit-supportive development for each growth center. Zones within the transit-development areas should allow for increased densities and reductions in required parking, enable mixed-use development, and discourage uses that would not be transit supportive. Zoning may also be linked to design guidelines for the station area or may provide for a form-based code system or a hybrid code rather than traditional zoning.


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MarketingIncreasing visitation to and demand for space in growth centers through marketing efforts is a key aspect to implementing redevelopment and revitalization and to enhancing the odds that businesses will be able to thrive. Efforts to encourage visitation to any given area can help improve retail sales, which in turn would help businesses adjust to higher future rents that may be associated with redevelopment. Increased rents would boost the future income stream needed to justify the cost of redevelopment. Additionally, jurisdictional efforts to attract new businesses (both office- and retail-based) would help to increase demand for expanded space in the future.

Creating a marketing work group is a key first step in developing marketing strategies to enhance demand. The work group will be charged with the consideration of each strategy and broad oversight of implementation. Since the marketing strategies can enhance demand for existing goods and services, the work groups should be formed as soon as possible and should include representation of the following groups:

■ Property and business owners ■ Redevelopment Authority of Prince

George’s County ■ Prince George’s County Economic

Development Corporation ■ Community and ethnic organizations ■ Prince George’s County Planning

Department of The Maryland-National Capital Park and Planning Commission

■ Prince George’s County Department of Public Works and Transportation

Inclusion of these various stakeholders in regularly scheduled meetings will ensure that parties needed to implement marketing packages for the growth centers will be brought together, increasing the odds for a successful, long-term marketing effort.

Business Recruitment and RetentionThe focused recruitment and retention of businesses, through marketing and site selection assistance, business retention visits, and technical assistance, is needed to strengthen and expand the Subregion 4 employment sector. Components of recruitment and retention include the following:

Marketing and site selection assistance:

■ Building relationships with commercial brokers in the region and educating brokers (who serve as the front-line marketers to commercial tenants) about advantages and opportunities offered by specific growth centers.

■ Creation of a database of available space in the growth centers. County-level economic development agencies can assist local revitalization organizations and prospective businesses by maintaining an electronic database of available spaces. Such a database is important not only for aiding new prospective businesses to find suitable spaces, but also to help relocate existing businesses within the county as properties redevelop.

Business retention visits:

■ An annual or bi-annual business retention week can be used to visit a specified number of businesses periodically. The list of businesses changes in each retention week series, so that over time, broad coverage of a variety of businesses is achieved. Retention visits often include economic development organization staff and at times local political leaders. The purpose of these visits is to enhance mutual learning and listening and for economic staff and politicians to learn about the business owner’s concerns, and for the business owner to learn about resources available from the economic development organizations.


Technical assistance:

■ Small business development and technical training workshops aimed at both prospective new and existing businesses. Topics could include, but are not limited to, business planning, business permitting, window displays, customer service techniques, and e-marketing.

Involvement of economic development organizations from the local level to the broad county levels are needed to increase potential exposure and marketing resources. Such multiorganizational cooperation has been used with success in the city of Frederick, Maryland, for recruitment and retention of businesses in the city’s downtown. The local main street revitalization organization, Downtown Frederick Partnership, works with the City of Frederick’s Department of Economic Development and Frederick County’s Office of Economic Development. The combined resources of the organizations ensure that a wide range of technical assistance can be provided in site visits and in meetings with prospective new businesses.

Financing and Funding AssistanceFavorable financing for redevelopment through local jurisdictions can lower the overall cost of redevelopment. Low- to no-interest loans provided for projects that have demonstrated market demand for new space could encourage redevelopment.

A variety of sources can be tapped for low- to no-interest loans for redevelopment, particularly when the redevelopment will occur in a low- to moderate-income community and offer affordable housing. Potential sources of low-interest financing for Subregion 4 growth centers include:

■ Commercial Building Loan Fund: The Redevelopment Authority of Prince George’s County’s commercial building loan fund (CBLF) can be targeted to commercial construction in Subregion 4

growth centers. A subcomponent of the CBLF, the New Building Loan Program (NBLP) can be used as an incentive to retail and commercial projects in certain growth centers, since they are Inner-Beltway communities in which market assessment indicates future demand for space. The program can provide up to 50 percent of the financing of construction costs for the project, with a maximum of $2 million in financing for a single project.

■ Revolving Loan Fund: Revolving Loan Fund (RLF) is a gap financing measure primarily used for development and expansion of small businesses. RLFs operate, in principle, by issuing new loans as old loans are repaid. Largely reliant on a federal grant or long-term/low-interest loan for their initial funding, RLFs are funded through the following sources:◊ Economic Development Administration

(EDA)◊ U.S. Department of Housing and Urban

Development (HUD)◊ U.S. Department of Agriculture (USDA)◊ State and local governments ◊ Nonprofit philanthropic foundations

■ Community Development Financial Institutions (CDFIs) and Micro-Lenders: These national and local financial institutions primarily focus on small businesses and entrepreneurs, but also are interested in affordable housing provision in low- to moderate-income communities.

■ New Markets Tax Credits: The New Markets Tax Credit (NMTC) Program, structured to support investment in low-income communities, allows investors to claim a 39 percent credit on equity investments to community development entities (CDEs) over a seven-year timeframe. The CDEs then use this equity to invest in loans to qualified businesses and commercial and mixed-use real estate development projects in low-income communities that have historically lacked


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access to traditional sources of equity capital and debt. NMTCs can be leveraged to support investment in most types of commercial real estate, including: office and retail space, day care centers, and industrial development (but not rental residential units). Investment may also be made in new and existing businesses.

■ Cities can become engaged in the NMTC program by sponsoring the creation of nonprofit organizations, when necessary, to become certified CDEs.

■ Streamlined/Fast-Track Development Review: The length of time spent in the review of plans can influence the cost of redevelopment, with speedier timeframes for review associated with more cost effective redevelopment. To the extent that jurisdictions can offer “fast track” permitting for growth centers in Subregion 4, such streamlining of review could serve as an indirect incentive for redevelopment.

The creation of a streamlined process for transit areas would require the establishment of a fast track or green tape zone within which development proposals would receive expedited review. Regional examples of expedited review by zone include Montgomery County’s green tape zone in Silver Spring.

Methods for streamlining permit processes are numerous. The following four best practices are particularly relevant to Subregion 4 growth centers:

■ Single Point of Contact: A single staff person, usually within an existing department, is designated as the “point person” for developers who are shepherding their proposals through the development process. As point person, this staff person should work with developers to explain the development process, fine-tune initial proposals (site plan, architectural design, requests for public sector participation), and serve as a liaison with other governmental departments. In general, this staff person should serve as an advocate within the government and

keep projects moving either toward final approval and construction or resubmission as a workable project. In Silver Spring, a permit technician headed a team of staff that included representatives of the building, electrical, fire, mechanical, accessibility, zoning, signage, sediment and storm water management, subdivision plan review, and inspection codes and standards.

■ User’s Guide to Permitting: A handbook to the local permitting process, in addition to a single point of contact, offers the benefit of serving as a reference for applicants throughout the permit process. The user’s guide should include contact information for review entities, an illustration of steps involved in the permit process (e.g. flow charts and checklists), fee schedules, and general timeframes for review of each permit. Such a document helps to ensure that all parties are literally “on the same page” with regard to the streamlined review process.

■ Priority Review: A permit application filed for a development project in a fast track zone is given priority over non-fast track permits to expedite review. The single point of contact oversees the review of the permit through the various types of review. In Silver Spring, the goal is a two-week turnaround time for issuance of a permit upon receipt of the application. Of course, the turnaround time could be longer for complex, large projects.

■ Pre-Application Process: Holding a pre-design consultation meeting with the permit point person and review team can help to identify potential issues and avoid costly redesigns. A team consultation usually involves a visit to the site, a discussion of potential obstacles and barriers to redevelopment, and the sharing of ideas and solutions to address obstacles that can be incorporated in the project’s design. Also at this informal meeting, the team reviews permits and permissions required and time schedules associated with review. The user’s guide to permitting can be used to frame this discussion.


Land Assembly MethodsSince TOD often occurs as infill development in areas with fragmented property ownership, assembly of land for redevelopment can be a necessity for achieving TOD. Direct government and/or transit authority acquisition of land is one alternative; more innovative models include an equity investment approach or special legislation to facilitate private/nonprofit assembly of land.

Selected innovative land assembly methods include:

■ Transit Authority/Local Government Acquisition—In situations where the public sector desires a strong role in facilitating redevelopment, the transit authority or local government may purchase parcels outright. Acquisition can also occur via public/private partnerships, in which the transit authority or local government is not the only player taking on risk. Finally, eminent domain is occasionally used as a last resort to achieve land assembly. However, with current legal issues surrounding eminent domain (e.g., Kelo v. City of New London) and limited public resources for acquiring properties, this model may face barriers to implementation.

■ Equity Investment Approach—A new model for land assembly, an equity investment approach turns landowners into prorata shareholders in a development entity that would acquire unified ownership and the development project. The new development entity could be an LLC, a nonprofit organization or special purpose development corporation (a quasi public/private organization). Landowners receive shares of the redevelopment based on the proportional “value” of their property/improvement. Shares reflect the market value of the entire development project, not just their parcel (often resulting in higher share values). This market-based strategy allows landowners to participate in the upside of the development project. The equity investment approach is being used

in Washington, D.C., around the Anacostia Metro station area (the Skyland Shopping Center redevelopment).

■ Special Legislation—Another innovative method of land assembly involves the passage of special legislation. Used in Washington, D.C., the “New Town at Capital City Market Revitalization Development and Public/Private Partnership Act of 2006” approved legislation designating one major property owner as the developer (joint venture). Once the developer obtains control of 50 percent of the land, then the remaining land can be acquired through condemnation, if necessary. The legislation also authorizes use of tax abatement, tax increment financing, and payment in lieu of taxes (PILOT) as means of funding/financing the redevelopment.

The plan allows for existing property owners and/or lessees to: invest in the project and become equity owners; become fee simple owners in the new retail and warehouse facility; and participate in like-kind 1031 property exchanges. The plan also allows existing retailers and wholesalers to continue their businesses in a new revitalized market.

■ Land Banking—As another approach to land assembly, land banking involves the acquisition, holding, and management of property and may be used as a mechanism to prevent exorbitant land speculation and increasing cost of land. Typically, a public or nonprofit land bank entity (either a new organization or an existing organization that takes on a new function) is established to essentially serve as a property asset manager. Transit agencies can also become de facto land banks when they are owners of large surface park-and-ride lots, which can become future redevelopment sites. In Cleveland’s MidTown neighborhood, a local nonprofit economic development organization has taken on the role of land bank specifically for redevelopment of mixed-use TOD projects and urban residences to support revitalization in this urban district.


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Joint DevelopmentJoint development guidelines provide a framework for transit authorities to enter partnerships with private developers to redevelop authority-owned land. Prior to 2008, WMATA’s joint development program was considered cumbersome, time consuming, expensive, and uncertain. From 2002 through 2006, Metro received an average of 2.1 proposals per solicitation for some of the most valuable property in the Washington region—during one of the hottest markets in recent history.

In February of 2008, the WMATA Board approved new guidelines for joint development projects proposed for location at Metrorail stations. The proposed guidelines have been developed based on the findings of the Joint Development Task Force, which included 21 members from outside WMATA and advice from local jurisdictions. The changes in the guidelines:

■ Focus more on the long-term benefits of TOD, rather than any short-term financial return.

■ Improve local government and community input, creating better projects that achieve local land use goals.

■ Accelerate project delivery by streamlining the process, increasing flexibility for the agency, and creating more certainty for the development community about potential projects.

A key task for the implementation work group will be to create awareness among the private sector development community and potential growth center investors of the less stringent and more TOD-friendly joint development guidelines, in order to generate renewed interest in transit area development opportunities.

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