Resolution No. 05-17 A RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF LAUREL APPROVING THE DESIGNATION OF A SUSTAINABLE COMMUNITY AND AN APPLICATION THEREFOR. Sponsored by the President at the request of the Administration. WHEREAS, the Mayor and City Council recognizes that there is a significant need for reinvestment and revitalization of the City of Laurel; and WHEREAS, the Mayor and City Council designated the area of the City of Laurel, as outlined on the attached map (the “Area”), as a Sustainable Community, and adopted a Plan, as further described in the Application, for the purposes of contributing to the reinvestment and revitalization in the Sustainable Community; and WHEREAS, THE DESIGNATION OF THE Sustainable Community was effective for a five (5) year period, which period has expired, and therefore the designation must be renewed; and WHEREAS, the Area is located within a priority funding area under Section 5-7B-02 of the Smart Growth Act; and WHEREAS, the applicable law and the Community Legacy Program regulations require a local government to submit an application to the Department in order to become a designated Sustainable Community, and to adopt a satisfactory Sustainable Community Plan in order to be eligible to receive financial assistance under the Community Legacy Program; and WHEREAS, the Mayor and City Council desire to designate a Sustainable Community as reflected on the attached map. NOW, THEREFORE BE IT RESOLVED THAT, the Mayor and City Council hereby (i) endorses the designation of the Area as a Sustainable Community; and (ii) adopts the Sustainable Community Plan described in the Application attached hereto as Exhibit “A”. BE IT FURTHER RESOLVED THAT, Martin A. Flemion, III, City Administrator is hereby authorized to execute documents, including the Application, and take any action necessary to carry out the intent of this Resolutions; and, BE IT FURTHER RESOLVED THAT, copies of this Resolution shall be sent to the Secretary of the Department of Housing and Community Development of the State of Maryland for consideration by the Smart Growth Sub-Cabinet. AND BE IT FURTHER RESOLVED THAT, this Resolution shall take effect from the date of its passage.
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Resolution No. 05-17
A RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF LAUREL
APPROVING THE DESIGNATION OF A SUSTAINABLE COMMUNITY AND AN
APPLICATION THEREFOR.
Sponsored by the President at the request of the Administration.
WHEREAS, the Mayor and City Council recognizes that there is a significant need for reinvestment and
revitalization of the City of Laurel; and
WHEREAS, the Mayor and City Council designated the area of the City of Laurel, as outlined on the
attached map (the “Area”), as a Sustainable Community, and adopted a Plan, as further described in the
Application, for the purposes of contributing to the reinvestment and revitalization in the Sustainable Community;
and
WHEREAS, THE DESIGNATION OF THE Sustainable Community was effective for a five (5) year
period, which period has expired, and therefore the designation must be renewed; and
WHEREAS, the Area is located within a priority funding area under Section 5-7B-02 of the Smart
Growth Act; and
WHEREAS, the applicable law and the Community Legacy Program regulations require a local
government to submit an application to the Department in order to become a designated Sustainable Community,
and to adopt a satisfactory Sustainable Community Plan in order to be eligible to receive financial assistance under
the Community Legacy Program; and
WHEREAS, the Mayor and City Council desire to designate a Sustainable Community as reflected on the
attached map.
NOW, THEREFORE BE IT RESOLVED THAT, the Mayor and City Council hereby (i) endorses the
designation of the Area as a Sustainable Community; and (ii) adopts the Sustainable Community Plan described in
the Application attached hereto as Exhibit “A”.
BE IT FURTHER RESOLVED THAT, Martin A. Flemion, III, City Administrator is hereby authorized
to execute documents, including the Application, and take any action necessary to carry out the intent of this
Resolutions; and,
BE IT FURTHER RESOLVED THAT, copies of this Resolution shall be sent to the Secretary of the
Department of Housing and Community Development of the State of Maryland for consideration by the Smart
Growth Sub-Cabinet.
AND BE IT FURTHER RESOLVED THAT, this Resolution shall take effect from the date of its
Sustainable Communities Renewal Application - Section B
12
Board of Trade for a ten
year period for the site of
the Farmers Market. Since
2012 there has been an
increase in the number of
vendors selling locally
grown produce, vinegar,
olive oil, etc.
OTHER:
Sustainable Communities Renewal Application - Section B
13
ECONOMY YES
If YES, specify in
quantifiable units and
compare values from the
last five years
NO
If NO, why not? What kept
you from achieving your
plan’s desired outcomes?
N/A
Interested
in technical
assistance
1. Has there been an increase in the number of new
businesses in your Main Street/Commercial District?
If so, explain (1-2 sentences):
Yes Retail/office space on Main
Street remains leased up.
The exception is where a
business has closed but a
new commercial has yet to
move in.
There are 45 units in the
Towne Centre. As of the
date of this report there are
only 2 vacancies. There are
13 restaurants with the
remaining 31 unit’s retail
and a movie theater.
2. Did the Municipality/ Sustainable Community area
receive any designations that support local economic
development?
If so, explain (1-2 sentences):
No A Maryland Main Street
Affiliate application has been
submitted for consideration.
Yes
3. Has there been an increase in foot traffic in the Main
Street/commercial district?
If so, explain (1-2 sentences) – what contributed to
the increase:
Yes The opening of “More than
Java”, “Olive on Main”,
and “Sips” restaurants
provides for after 5:00 p.m.
activities Monday thru
Saturday. These business
participated in the City of
Laurel Economic
Development Program –
Relocation Grant.
4. Have the number of commercial vacancies decreased?
If so, explain (1-2 sentences):
Yes The Towne Centre is
practically leased up (43
units) with the exception of
the former “Sports
Authority” store and one
Sustainable Communities Renewal Application - Section B
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inline retail space.
5. Has there been an increase in local jobs within the
Sustainable Community for its residents?
If so, explain (1-2 sentences):
Yes The Towne Centre has
brought over 1,000 new
jobs to the City.
OTHER:
TRANSPORTATION YES
If YES, specify in
quantifiable units and
compare values from the
last five years
NO
If NO, why not? What kept
you from achieving your
plan’s desired outcomes?
N/A
Interested
in technical
assistance
1. Has the amount of bike trails/paths increased? How
many linear feet do the trails cover?
If so, explain (1-2 sentences):
Yes In March 2016 the Bikeway
Master Plan was revised.
Currently there are 7 lane
miles of bike paths in the
City. New paths will be
constructed as the City
Capital Improvement Plan
permits.
2. Have there been improvements to the public transit
infrastructure?
If so, explain (1-2 sentences):
No The Regional Transportation
Authority (RTA) has engaged
a consultant to study current
bus routes to improve the use
of the system.
Sustainable Communities Renewal Application - Section B
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3. Has there been an increase in sidewalks? (Amount in
linear feet)
If so, explain (1-2 sentences):
Yes Sideway construction is
required of all residential/
commercial development/
redevelopment. 9,320 linear
feet of sidewalks has been
constructed since 2012.
4. Have there been any roadway improvements that
support “Complete” or “Green” streets?
If so, explain (1-2 sentences):
Yes Dorset Road was a privately
owned roadway between
Brooklyn Bridge Road and
Old Sandy Spring Road. It
was taken over by the City in
2016. Stormwater
infrastructure was
constructed and the pipes
under the road channeling
Walker Branch Creek were
replaced. 3,097 linear feet of
road was reconstructed and
brought up to City standards.
5. Has traffic congestion along major roads decreased?
(Amount in percent)
If so, explain (1-2 sentences):
No Improvement to Konterra
Road and the Intercounty
Connector (MD 212) were
supposed to reduce
congestion on MD 198 and
Van Dusen Road but
circulation is still congested
during peak times.
OTHER:
Sustainable Communities Renewal Application - Section B
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HOUSING YES
If YES, specify in
quantifiable units and
compare values from the
last five years
NO
If NO, why not? What kept
you from achieving your
plan’s desired outcomes?
N/A
Interested
in technical
assistance
1. Have any residential facades been improved?
If so, explain (1-2 sentences):
N/A
2. Has the home ownership rate increased?
If so, explain (1-2 sentences):
Yes Homes are being purchased
before or during construction.
3. Has there been an increase in the number of housing
units in the Sustainable Community area? What
number and/or percent are affordable?
If so, explain (1-2 sentences):
Yes 142 multi-family units
constructed at “C” Street
Flats. 3% Workforce and 3%
Affordable Housing.
4. Has there been demolition of blighted properties?
If so, explain (1-2 sentences):
Yes 518/520 Main Street
demolished and replace with
public parking lot. 312 Main
Street theater demolished
available for retail/office. 41
“B” Street boarding house
demolished. To be
developed as phase II of “C”
Street Flats multi-family. ,
approximately 142 units
5. Has the residential vacancy rate decreased?
If so, explain (1-2 sentences):
Yes Occupancy is near capacity.
Homeowner vacancy rate of
2.5.
OTHER:
Sustainable Communities Renewal Application - Section B
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QUALITY OF LIFE YES
If YES, specify in
quantifiable units and
compare values from the
last five years
NO
If NO, why not? What kept
you from achieving your
plan’s desired outcomes?
N/A
Interested
in technical
assistance
1. Has there been a decrease in crime rate?
If so, explain (1-2 sentences):
Yes From 1,514 reported crimes
in 2010 to 1,335 in 2015.
2. Have there been improvements and/ or additions to
your public spaces (i.e. museums, community centers,
public plazas)?
If so, explain (1-2 sentences):
Yes Prince George’s County
Regional Library open in
2016.
3. Has there been an increase in public art/ arts &
entertainment programs/venues (i.e. murals, movie
theatre, music events)?
If so, explain (1-2 sentences):
Yes Regal theater 12-plex at
Laurel Towne Centre. Plays
are being performed at Venue
Theater and Laurel Little
Theater. Art showings are
being staged at Main Street
restaurants and Sips at “C”
Street Flats.
4. How many historic properties were
renovated/improved?
If so, explain (1-2 sentences):
Yes Approximately 350
properties within the last 5-
year period.
5. Are there any residential health and wellness
opportunities in place (i.e. athletic facilities,
recreational indoor/ outdoor courses or groups)?
If so, explain (1-2 sentences):
Yes Riverfront Park is a 32.2 acre
park with walking trail that
front Patuxent River from 9th
Street to U.S. Route 1 South.
The armory community
center has been remodeled
replacing the basketball court
floor, exercise equipment and
free weights have been
replaced and the facility been
Sustainable Communities Renewal Application - Section B
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made handicapped
accessible.
OTHER:
LAND USE/LOCAL
PLANNING YES
If YES, specify in
quantifiable units and
compare values from the
last five years
NO
If NO, why not? What kept
you from achieving your
plan’s desired outcomes?
N/A
Interested
in technical
assistance
1. Have there been any infill developments?
If so, explain (1-2 sentences):
No The City is essentially
developed with few available
infill lots. “C” Street Flats
was a redevelopment project
that was formally the City of
Laurel Police Station.
2. Has there been an increase in the amount of
preserved/protected land?
If so, explain (1-2 sentences):
No There has been an increase in
the amount of conserved land
in the City, however, not
within the SC Area.
3. Have there been any developments hindered by
growth constraints?
If so, explain (1-2 sentences):
No There have been adequate
public facilities to support
proposed development.
4. Have there been any zoning or any policy changes
that have fostered growth in your Sustainable
Community?
If so, explain (1-2 sentences):
No The Revitalization Overlay
development option
continues to create additional
economic development
opportunities for property
owners to upgrade, enhance,
demolish or revitalize their
Sustainable Communities Renewal Application - Section B
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property using additional
flexibility offered by the
overlay.
5. Have there been any significant improvements to the
municipal infrastructure within the Sustainable
Community (i.e. street lighting, water/sewer lines)?
If so, explain (1-2 sentences):
Yes The Washington Suburban
Sanitation Commission
continues to replace potable
water lines throughout the
City.
OTHER:
COMPETITIVE FUNDING: Use the rows below
to list competed funds sought for sustainability or
revitalization projects since receiving Sustainable
Communities designation.
Source
(federal, state,
foundation, etc.)
Amount
Received
If no funding was received, what technical or
other assistance from the state would help
with future applications?
Other Notes
Funding Program: Maryland DHCD Demolition
Grant
State -0- The City applied for funds under the DHCD
Demolition Grant Program for 518/520 Main
Street and 312 Main Street. Both applications
were turned down. The City Community
Development Authority utilized City funds to
demolish structures on these lots. A public
parking lot was constructed at 518/520 Main
Street and 312 Main Street is for sale for the
construction of a mixed use building, i.e. retail
and commercial.
Funding Program:
Sustainable Communities Renewal Application - Section B
20
Funding Program:
Funding Program:
Funding Program:
Funding Program:
Funding Program:
*Please add more rows if necessary
21
III. SUSTAINABLE COMMUNITY ACTION PLAN UPDATE
The Sustainable Community Action Plan (SC Plan or Plan) is meant to be a multi-year investment strategy – a
strategic set of revitalization initiatives and projects that local partners believe will increase the economic
vitality and livability of their community, increase prosperity for local households and improve the health of the
surrounding environment. The Plan should be flexible enough to be updated regularly and renewed every five
years as the community envisions new goals. The priority initiatives and projects identified in the action plan
are your priorities for improving the livability of community places -- residential, commercial, or other public or
private properties – and the sustainability of new work, retail, recreational and housing opportunities for
residents. At the same time, the plan should only discuss the strategies that will impact the geographic area
targeted for revitalization, so that resources have the best opportunity to have the intended effect. These projects
can also be designed to reduce the environmental impact of the community through water and energy resource
conservation and management strategies. In this way, the Plan can be a road map for local stakeholders as well
as State agencies to work together to create a more a livable and sustainable community.
All communities submitted an SC Plan when the community earned its original designation. Some applicants
may want to take advantage of the designation renewal process to outline new strategies, set new priorities or
reaffirm existing strategies for their Sustainable Community. Changes to SC Plans may be due to changes in
external factors affecting the community or changes in the priorities of the applicant.
Guidance for completing the Action Plan can be found on the next page.
Action Plan Guidance
The document has been broken down into the same six categories as the Quantitative Assessment section of this
document. These parts address key components of your Sustainable Community Action Plan. Follow the
guidelines below to fill out the matrix.
1) For each of the different sections, pinpoint essential strengths and weaknesses of your community.
Example Transportation: Strength - Good sidewalk connectivity. Weakness - Insufficient amount of
downtown parking.
2) Based on those strengths and weaknesses, formulate specific outcomes that address the most
pressing issues or greatest potentials. Include a means of measuring the success of said outcome.
Example Economy: Outcome – Expand broadband fiber optics in Town. Progress Measure - Linear
measurement of fiber laid and number of residential and business connections.
3) After defining the outcomes, list detailed strategies (break down to several action steps if needed)
that will serve as the means to achieve those goals. Example Economy: Strategy - Increase number of
Town sponsored events Develop with community input, a series of weekend events that the Town
could host.
4) List potential partners that can support the successful implementation of these strategies through
different types of resources. Example Economy: DHCD (Community Legacy program), Small
Business Administration (Services and financial assistance) etc.
Sustainable Community Action Plan Name of Sustainable Community
Submitted by City of Laurel
3/28/2017
Environment (Environmental strengths and weaknesses can include but are not limited to quality of land, water, air, watersheds, tree canopy, risk of sea level rise, carbon footprint, energy conservation, access to local foods, green infrastructure, stormwater infrastructure/management, parks, trails and recreation, recycling, water and sewer capacity, etc.)
Strengths Weaknesses Extensive network of trails, sidewalks, and parks throughout the City to
serve the varying needs of residents.
The City is a designated Tree City.
The City uses many green practices in its operations among them: o Green lighting in City facilities. o Waterless restrooms in City parks. o Water soluble products used in facilities. o Electric vehicle for maintenance. o Recycled materials in playground surfaces. o Beautification incentives to homeowners, i.e. Golden Shovel
Award. o Aggregate purchase of electricity.
The City does not have an independent stormwater management authority, but relies on Prince George’s County Department of Permitting, Inspections and Enforcement.
Older parts of the City were built without stormwater facilities.
High cost of upgrading water main and pipes
Periodic flooding from the release of water from the T. Howard Duckett Dam and reservoir.
Desired Outcomes and Progress Measures
Based on the strengths and weaknesses identify the strengths on which you would like to build and the challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area do you want those changes to happen? Progress Measure: Identify how you will know that you have achieved your outcome.
Strategies and Action Items Identify strategies that will help your community to achieve each identified outcome to the left. If applicable, break down each strategy into specific action items that outline different steps of the strategy. Specify how you are planning to achieve the desired outcomes.
Implementation Partners Which community stakeholders need to be involved to realize each action step and strategy? Name specific public and/or private sector partners.
Outcome 1: Continued acquisition of usable
parkland to meet current and future needs of Laurel
Residents.
Progress Measures: Increase inventor of park/open
Strategy A: Continue to maintain and upgrade established parks. Strategy B: Maintain the balance of active and passive parkland as recommended by professional guidelines and standards. Strategy C: Ensure the preservation of open-space and the conservation of natural assets.
City of Laurel Capital Improvement Program (CIP). Residential developers. Owners of annexed property.
space and recreational facilities. Strategy D: Provide open space for non-traditional recreation activities such as a community gardens and sensory gardens. Strategy E: Direct the future acquisition and development of land designed for recreational use towards active indoor and outdoor facilities. Strategy F: Provide for multi-use facilities to accommodate a variety of traditional and specialized program areas including activities for the handicapped and disabled at parks and recreation facilities. Strategy G: Require facility development to be part of future annexation and development. Strategy H: McCullough Field and River Front Park improvements have been completed. Strategy I: The Parks and Recreation Department has implemented a community garden program.
Outcome 2: Enhance water quality and runoff with newer facilities. Progress Measures: Replacement of antiquated stormwater sewer infrastructure.
Strategy A: Landscaping in Granville Gude Park for stormwater management, including rain gardens. Strategy B: Laurel Lake shore line stabilization practices by planting and placement of rep rap to control erosion. Strategy C: Refitting of stormwater infrastructure with newer facilities that would be required by new development and redevelopment.
City of Laurel Capital Improvement Program (CIP). Commercial and residential developers. Owners of annexed property.
Economy (Economic strengths and weaknesses can include but are not limited to regional accessibility, business attraction/retention, health of the business district and commercial vacancies, workforce/employment and economic drivers, local policies/regulations, marketing, tourism, cultural and historic assets)
Strengths Weaknesses Adequate road systems, differing types of bus transit, and commuter rail
and unparalleled access to Washington, DC and Baltimore. Historic District tax credit incentive program allows City tax credits to be granted
for qualified renovation exterior works within the designated historic districts.
Laurel Economic Development Program provides grants for businesses that relocate to the historic Main Street business community and façade grants to improve the façade of buildings fronting Main Street.
Laurel is perceived as being more affordable than many of its neighbors in Howard and Montgomery Counties, and also due to its diverse housing stock in varying price ranges.
The City has its own Building Inspection Department.
The City has an Affordable Housing and Work Force Housing Program.
The geographic location of Laurel, being centrally located, dominant employment centers and retail complexes in Prince George’s County and Howard County present a competitive force present a competitive force.
Large storefront vacancy at Towne Centre (Sports Authority).
Unsuccessful application to Maryland Main Street program.
Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners
Strategy A: Job creation in the SC area is a function of the City’s revitalization efforts, both in construction jobs, and also in permanent jobs, retail, service, and administrative positions. Jobs will be created largely due to employment increases in the large employment areas surrounding Laurel.
Support efforts to attract a new tenant to the former Sports Authority space
Strategy B: Apply for Main Street Maryland/Affiliate designation
Development Community.
Outcome 2: Affordable housing units. Progress Measures: Increase in the number of MPDU’s and WFHU’s
Strategy A: In concert with job creation, the City’s program will create Moderately Price Dwelling Units (MPDU) and Work Force Dwelling Units (WFHU) to provide housing choices for the jobs in the service area. Strategy B: Encourage affordable and accessible housing opportunities for all residents, including families, the elderly and the physically handicapped. Strategy C: Encourage an adequate supply of affordable housing, especially for households at the median income level and below. Strategy D: Identify housing not meeting minimum standards and, through
Development Community.
education, technical assistance, code enforcement and the use of available rehabilitation programs, to be brought to minimum standards, such as contain in the LOCA, Fire, and Livability Codes.
Transportation (Transportation strengths and weaknesses can include access to transit corridors, pedestrian safety and accessibility/sidewalks, alternative modes of transportation, such as bikeways and trails, public transit, such as bus and rail, carpooling, proximity to transportation centers, parking, road conditions)
Strengths Weaknesses Good sidewalk connectivity.
Bus and rail (MART station) public transit. Bikeways and trails. The SC area is located in direct proximity to the Laurel
Main Street MARC Station. The City’s partnership with Central Maryland Regional Transit is strong because of the goal of increasing transit services to serve more neighborhoods to increase access to MARC Rail, or onto Metrobus stops accessing the Greenbelt, New Carrolton, or Silver Spring Metrorail station.
The Laurel MARC Station is at the center of the City’s SC Area, its Revitalization
Overlay Areas, the MDOT designated TOD as well as on of the Governor’s Smart
Sites.
Bikeways and trails.
Insufficient amount of downtown parking.
Bikeways and trails do not extend beyond municipal boundary.
Insufficient public parking at MARC Station.
MARC trains operating at maximum capacity.
TOD mixed use development contract expired in December 2015. MDOT has not issued a Request for Proposals as of this date.
Traffic congestion (referred to in the Quant. Assessment).
Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners
Outcome 1: Additional public parking on Main Street.
Progress Measures: Increase in the number of public parking lots and spaces.
Strategy A: Purchase property on Main Street for public parking through the Community Redevelopment Authority (CRA). Strategy B: Provide funding to purchase and construction public parking lots through the CRA of the City Capital Improvement Program.
Community Redevelopment Authority and City of Laurel.
Outcome 2: Improved bus public transit routes. Progress Measures: More efficient scheduling of public transit buses.
Strategy A: Conduct a study of current Regional Transportation Authority (RTA) routes to increase efficiency and to reduce wait time. Strategy B: Adjust bus routes as needed.
RTA
Outcome 3: Extend City trails and bikeways connectivity to neighboring County systems? (referring back to weakness #2)
Strategy A: Coordinate trails and bikeway connectivity with Prince George’s County, Howard County and Anne Arundel County.
Laurel Public Works Department.
Outcome 4: Support congestion relief Strategy A: Improve walkability and bike access to reduce auto-dependence. Strategy B: Promote increase in carpooling and transit use via MetroBus, RTA routes, and MARC rail. Strategy C: Work with state on improving roads with poor circulation (MD 212 and MD 198).
RTA, MART, MARC
Housing (Housing strengths and weaknesses can include affordability, homeownership vs rental, housing stock diversity, housing condition and value, housing programs, foreclosures, residential vacancies, property values, home sale values.)
Strengths Weaknesses
Housing choices, methods and objectives are largely meant for compact
development, within walking distance of community amenities.
The City has an Affordable Housing and Work Force Housing Program.
Stable and diverse housing stock that is within AMI parameters relative to
neighboring Howard and Montgomery Counties
Lack of affordable/workforce housing. Lack of single-family dwellings.
Code violations.
Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners
Outcome 1: Increased the number of single-family
dwellings available for purchase.
Progress Measures: Increased number single-family dwellings.
Strategy A: Encourage a substantial portion of future housing stock to be single-family detached homes, including high-quality custom-built homes. Strategy B: Preserve and restore single-family residences within the Historic Districts. Strategy C: Encourage new residential development to be placed in a manner sensitive to the environment and existing land uses. Strategy D: Require noise attenuation measures where residential development is permitted to occur near major noise generators such as highways.
Development community and Department of Economic and Community Development.
Outcome 2: Increase the number of affordable
housing.
Progress Measures: increased supply of affordable housing. City requires that residential development of 50+ dwelling units must include 3% of the units be Moderately Price Dwelling Units and 3% Work Force Dwelling Units.
Strategy A: In concert with job creation, the City’s program will create Moderately Price Dwelling Units (MPDU) and Work Force Dwelling Units (WFHU) to provide housing choices for the jobs in the service area. Strategy B: Encourage an adequate supply of affordable housing, especially for households at the median income level and below. Strategy C: Encourage affordable and accessible housing opportunities for all residents, including families, the elderly and the physically handicapped. Strategy D: Identify housing not meeting minimum standards and, through education, technical assistance, code enforcement and the use of available rehabilitation programs, to be brought to minimum standards, such as contain in the LOCA, Fire, and Livability Codes.
Development community.
Quality of Life (Strengths and weaknesses can include crime, socio-economic demographics, educational opportunities, museums, libraries, historic and cultural assets, civic amenities, faith-based organizations, economic health of households, sense of place, etc.)
Strengths Weaknesses The City has a national accredited police force, which has full service
functions because of the City’s location, and lower crime rates than Prince George’s County.
The City is fortunate in being accessible to many educational opportunities. A joint venture of Prince George’s and Howard community Colleges produced the Laurel College Center, which, along with other colleges and universities in the area, offers hundreds of classes to area residents. In South Laurel, the Capital College offers one of the larges technology and engineering curriculums in the area. The City is located just minutes north of the University of Maryland.
Public schools are well established in the four (4) county area, and the City has one parochial high school, St. Vincent Pallotti High School under the Archdiocese of Washington Which serves the area.
Artistic, cultural and community resources are growing. In the Main Street area, the Laurel Mill Playhouse is well established, and the Venus Play Shack Theatre is located on “C” Street, just off of Main Street, at the epicenter of the City’s Arts and Entertainments District. Main Street also contain the Laurel School of Music for Children. The Sustainable Area is home to a large community celebration, being the Main Street Festival each year, which brings upwards of 50-60,000 persons to the street. Additionally, the Riverfront Park is host to several events which highlight the role of the river in the history of the City.
Accessibility to all City events can be accomplished by the system of sidewalks and paths, including a bicycle path system, which extends through new developments as well as established neighborhoods. Bike lanes are also marked at main circulation points, such as Fourth Street, which is a corridor connecting the historic district and Laurel Towne Centre.
Other cultural events in the City are sponsored or conducted by the City Department of Parks and Recreation Movies in the Parks, and by the Mayor,
Additional ball fields and parks are needed on the south and west sides of the City.
Antiquated regional hospital.
who holds 4-5 City Hall meetings in various parks throughout the summer months to bring City Hall to the surrounding neighborhoods.
The City supports a Maryland Farmer’s Market that is held on Thursday’s on Main Street during the summer months to offer locally grown fruits and vegetables.
Laurel has many institutions to attract new residents, such as: o Established neighborhoods. o Houses of Worship o Neighborhood schools o Localized and convenient shopping o Excellent neighborhood parks and recreational facilities o Easy access to bus transit, rail station, and connection to larger systems o Access to the Washington/Baltimore corridor
The City has many existing policies and programs in place to protect is sense of place and community identity, even in the projected population increases in the Washington/Baltimore corridor.
The City also employs a marketing program to reinforce its sense of place. The Laurel: Smart Move program points out the City’s unique resources as an established community that protects its residents, but also facilitates business and economic growth through its zoning and City policies.
Strategies and Action Items Implementation Partners
Outcome 1: Increase in the number of ball fields and
parks in the City.
Progress Measures: Increase in the number of acres of park land on the south and west sides of the City.
Strategy A: Continue the acquisition of usable parkland to meet current and future needs of Laurel residents. Strategy B: Prepare plans to develop the City owned property contiguous to Alice B. McCullough Field into a citywide park with ball fields, parking, and other assorted recreation needs for citizens of all ages. Strategy C: Provide open space for non-traditional recreation activities such as community gardens and sensory gardens. Strategy D: Design for and provide for multi-use facilities to accommodate a variety of traditional and specialized program areas. Include activities for the handicapped and disable at parks and recreation facilities Strategy E: Require facility development to be part of future annexation and development. Strategy F: Direct the future acquisition and development of land designed for recreational use towards active indoor and outdoor facilities.
Department of Parks and Recreation and Department of Economic and Community Development.
Outcome 2: Maintain and upgrade established parks. Strategy A: Maintain the balance of active and passive parkland as recommended by professional guidelines and standards.
Department of Parks and Recreation.
Progress Measures: Improved parks.
Strategy B: Maintain, upgrade, and preserve facilities on current City inventory.
Outcome 3: Improve access to public health facilities. Strategy A: Work with Prince George’s County and Dimensions Healthcare System to upgrade/replace Laurel Regional Hospital.
County Department of Health, Maryland Dept. of Health and Mental Hygiene
Local Planning and Land Use (Strengths and weaknesses in the local planning and land use subject area include but are not limited to zoning, land use, policies, taxes and fees, historical patterns of development, lot sizes and shapes, etc.)
Strengths Weaknesses Laurel is the only municipality within Prince George’s County that has its
own Zoning authority. Laurel has its own building permitting and enforcement department.
The City’s Revitalization Overlay Program, approved in 2004, focuses on community revitalization and reduces the need for annexations.
The revitalization Overlay Program allows for an increase in density and intensity of developments in exchange for stormwater management improvements and traffic mitigation and other measures.
The City’s adopted Master Plan contains specific areas that have been studied for annexation, both for land use assessments, and also for fiscal impacts in accordance the Maryland Annotated Code and has been reviewed and accepted by the Maryland Department of Planning.
Compact, mixed-use, walkable design consistent with existing community character and located near available or planned transit options is encouraged to ensure efficient use of land and transportation resources and preservation and enhancement of natural system, open spaces, recreational area, and historical, cultural, and archeological resources.
Impact fees which are currently $24,307 per residential unit negatively affects the development of residential subdivisions and multi-family projects.
Desired Outcomes and Progress Measures
Strategies and Action Items Implementation Partners
Outcome 1: Redevelopment of greyfields and
obsolete properties.
Progress Measures: Increase in the number of redevelopment projects.
Strategy A: Over 30% of the City is included in Revitalization Overlay areas. The majority of properties are located along commercial corridors, existing apartment complexes, and older industrial areas. The strategy is to encourage and give incentives to redevelop existing greyfields and other obsolete property for mixed use and transportation oriented development (TOD).
Development community and City Department of Economic and Community Development.
Sustainable Community Application 2017
DISCLOSURE AUTHORIZATION AND CERTIFICATION
The undersigned authorizes the Department of Housing and Community Development (the
“Department”) to make such inquiries as necessary, including, but not limited to, credit inquiries, in order to
verify the accuracy of the statements made by the applicant and to determine the creditworthiness of the
applicant and the accuracy of the application.
In accordance with Executive Order 01.01.1983.18, the Department advises you that certain personal
information is necessary to determine eligibility for financial assistance. Availability of this information for
public inspection is governed by Maryland’s Access to Public Records Act, State Government Article, Section
10-611 et. seq. of the Annotated Code of Maryland (the “Act”). This information will be disclosed to
appropriate staff of the Department or to public officials for purposes directly connected with administration of
this financial assistance program for which its use is intended. Such information may be shared with State,
federal or local government agencies, which have a financial role in the project. The applicant has the right to
inspect, amend, or correct personal records in accordance with the Act.
The Department intends to make available to the public the contents of the local governments’
Sustainable Community Plans and the contents of Sustainable Community Applications, including posting of
entire applications on the Department’s website, use of such materials at presentations, training sessions, press
releases, articles and other means of publication. This information may be confidential under the Act. If the
applicant considers this information confidential and does not want it made available to the public, please
indicate this objection in writing and attach the same to this application.
The applicant agrees that not attaching an objection constitutes consent to the information being made
available to the public as herein described, and a waiver of any rights the applicant may have regarding this
information under the Act.
I have read and understand the above paragraph. Applicant’s Initials: _____
Anyone who knowingly makes, or causes to be made, any false statement or report relative to this
Application, for the purposes of influencing the action of the Department on such Application, may become
ineligible to receive State financial assistance, and is subject to other penalties authorized by law.
The undersigned hereby certifies that s/he is authorized to enter into the agreements and certifications
contained herein and in the Application, and further certifies that the information set herein and in any
attachment in support hereof is true, correct, and complete to the best of his/her knowledge and belief.