CHECKLIST & TABLE OF CONTENTS APPLICANT: Anne Arundel ...dhcd.maryland.gov/Communities/Approved Sustainable Communities... · SC Application - FY 2014 Page 1 of 40 CHECKLIST & TABLE

SC Application - FY 2014

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CHECKLIST & TABLE OF CONTENTS

APPLICANT: Anne Arundel County, Maryland

Please review the checklist of attachments and furnish all of the attachments that are applicable. Contents of the notebook should be tabbed and organized as follows:

Sustainable Community Applicant Information

Sustainable Community Baseline Information and Map: In addition to the baseline narrative, include a hard copy of the proposed Sustainable Communities map in Tab 2.

TAB #3

TAB #4 Sustainable Community Plan

Signed Sustainable Community Application Disclosure Authorization and Certification

NAME OF SUSTAINABLE COMMUNITY: Odenton-Severn

TAB #2

TAB #1

Local Capacity to Implement Plans & Projects and Workgroup Roster: Attach Sustainable Communities Workgroup roster noted in Section III

TAB #5

TAB #6

Progress Measures

Local Support Resolution and Letters of Support: In addition to the local support resolution, please include any letters of support that demonstrate partner commitments to the implementation and/or oversight of the Sustainable Community Plan.

TAB #7

All documents on this checklist are mandatory. Failure to provide the requested document will automatically deny your application.

CD-ROM: The CD-ROM should include the following contents:TAB #8

Map in pdf format of the proposed Sustainable Communities area

GIS shapefile of the proposed Sustainable Community boundaries and other GIS related data, eg, spreadsheet of detailed listing of parcels that form the project boundary. If you have additional comments or questions about the GIS mapping requirements, please contact Brad Wolters, Senior GIS Specialist, DHCD, [email protected]

Pictures (jpeg format) of your Sustainable Community as it relates to your application


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AnnapolisCity:2664 Riva RoadAddress:

www.aacounty.org(410) 222-7255 Web Address:

Long Range Planning Administrator

52-6000878

Lynn Miller

Name of Sustainable Community:

Legal Name of Applicant: Anne Arundel County, Maryland

Street Address:

City:

Phone No:

Federal Identification Number:

Name:

Phone No:

Person to be contacted for Award notification:

Address:

Phone No: Fax:

PO Box 6675

21401Zip Code:State:Annapolis Anne ArundelCounty: MD

(410) 222-7450 Fax:

Title:

Zip Code: 21401State: MD

410-222-7431 Fax: 410-222-7487 E-Mail: [email protected]

Lynn Miller Title: Long Range Planning Administrator

2664 Riva Road City: Annapolis State: MD Zip Code: 21401

410-222-7431 410-222-7487 E-mail: [email protected]

I. SUSTAINABLE COMMUNITY APPLICANT INFORMATION

Odenton-Severn

Sustainable Community Contact For Application Status:

Name:


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II. SUSTAINABLE COMMUNITY BASELINE INFORMATION

Through this section, applciants will demonstrate that trends and conditions in homeownership, property values, employement, commercial and residential vacancy, community facilities and infrastructure, nature, natural resources, the local business and residential districts show a need for new or continued revitalization reinvestment. Demographic data and trends provided by Applicants should support the choice of the proposed Sustainable Community Area boundary and help form a basis for needs and opportunities to be addressed through the initiatives and projects described in the Sustainable Community Action Plan (Section IV) POINTS IN THIS SECTION WILL BE AWARDED BASED ON THE SC AREA'S NEED FOR REINVESTMENT AS EVIDENCED BY THOROUGH DESCRIPTIONS OF CURRENT CONDITIONS OR TRENDS (and will not be based upon current or planned revitalization activities which will be covered in Section IV).

A. Proposed Sustainable Area(s):

County:

Name of Sustainable Community:

Anne Arundel

Include boundary descriptions and a map of the Sustainable Community. In addition to hard copies of the project location map, a detailed listing of parcels(i.e. Parcel ID Numbers)that form the project boundary should be included. If possible, maps should also be submitted in electronic GIS form (shape file). If you have additional comments or questions, please contact Brad Wolters, Senior GIS Specialist, DHCD,

The proposed Odenton-Severn Sustainable Community is bordered approximately by Annapolis Road (MD 175) and Odenton Road to the west and south, Patuxent Freeway (MD 32) and the MARC Penn Line rail to the east, and Reece Road (MD 174) to the north. It includes the Odenton Town Center, the Seven Oaks community, and the residential communities of Spring Meadows, Stillmeadows, Orchards at Severn, and Meade Village.

Odenton-Severn

[email protected]


Approximate number of acres within the SC Area: 2,300

Existing Federal, State, or Local designations(check all that apply)

XX

X

Community Legacy Area

Local Historic District

Main Street

A&E District

X BRAC

X Other(s)

Designated Neighborhood

X

Maple Street

National Register Historic District

State Enterprise Zone Special Taxing District

State Designated TOD

Local Neighborhood Revitalization Area and Commercial Revitalization District


Prior revitalization Investments & Smart Growth:

(a) List and describe any significant State local smart growth or revitalization related program investments (for instance, Community Legacy or SC Rehab Tax Credit) that have been invested in the Area since the launching of Maryland's Smart Growth initiative and programs in 1997 (including Housing investment). What impact have these investments made in the community?

(Answer space 4,000 chcaracters)


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The core of the Odenton-Severn Sustainable Community is the Odenton Town Center (OTC). Planning for the OTC began as farback as the 1970s, with an Odenton Town Center Growth Management Area established in the mid-1990s. The OTC is centeredaround the Odenton MARC Station along the MARC Penn Line which provides daily commuter service between Baltimore andWashington. The current (2009) OTC Master Plan envisions a transit-oriented center with a compact mixed-use urban coreproviding jobs, housing, shopping and other services within walking distance of the MARC Station.

Significant public investments and public-private partnership efforts have been made in recent years to facilitate development ofthe OTC. In order to meet projected water needs in the OTC and areas to the west, the County recently completed a $21 millioncapital project to construct a new water transmission main. A new sewer interceptor which will serve planned and futuredevelopment in the OTC is funded for $12.7 million and construction is near completion. An extension of Town CenterBoulevard from MD 32 to the Odenton MARC Station is planned and will be funded through a Developer Agreement betweenthe County and a private developer. In addition, a new capital project is included in the County’s FY15 Capital Program forengineering and construction of local grid streets in the OTC Core.

The State is also investing in transportation improvements in the area. The SHA has initiated design for improvements to MD175 through the OTC, although funding for final engineering and construction has not been allocated to date. The County,MDOT, and a private developer consortium have entered into a Memorandum of Understanding to construct a transit-orientedmixed-use development project at the Odenton MARC Station, including parking structures to replace the existing surfaceparking lots and provide additional spaces.

To promote revitalization in some of the County’s older commercial corridors, the County adopted legislation in 2002establishing several Commercial Revitalization Districts as well as a Commercial Revitalization Tax Credit Program for propertyowners who revitalize commercial properties in the districts. Subsequent legislation established additional developmentincentives allowed in these districts. The MD 175 corridor in North Odenton, formerly known as Boomtown, was designated as aCommercial Revitalization District. This commercial strip consists of many older and neglected properties that have contributedtoward disinvestment in the area. Two new convenience stores were recently approved or constructed, and the County continuesto promote redevelopment and investment in this corridor. In addition, the Anne Arundel Economic Development Corporation(AAEDC) administers an Arundel Community Reinvestment Fund which provides up to $50,000 at zero percent interest forimprovements to commercial properties in Commercial Revitalization Districts.

The County has also invested in maintaining and improving affordable housing options within the Sustainable Community. For anumber of years, the multifamily communities along Pioneer Drive, Stillmeadows and Spring Meadows have been identified as aNeighborhood Revitalization Area in the County’s Consolidated Plan, which is adopted by the County Council per requirementsby the U.S. Department of Housing and Urban Development. The area was selected for this designation due to a higherconcentration of housing and urban development needs than found elsewhere in the County on average, including aconcentration of low income households, property maintenance issues, absentee landlords, and crime issues. ArundelCommunity Development Services, Inc. (ACDS) targets the area for assistance through its Property Rehabilitation Program andother housing and community assistance programs.

(b) Describe any existing barriers to Smart Growth that may affect your jurisdiction or the proposed SC Area. For instance, does your area have higher development fees than outer"cornfields"?

(Answer space 4,000 characters)



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Existing barriers to Smart Growth in the Sustainable Community area include constrained capital funds for infrastructureimprovements, lack of pedestrian connections and streetscape improvements, disinvestment in older commercial corridors, and alack of quality affordable housing.

Within the Odenton Town Center, new pedestrian and streetscape amenities are currently being provided on a project-by-projectbasis as the OTC continues to build out as planned. However, there continue to be gaps in infrastructure needed to serve planneddevelopment. Completion of road improvements along MD 175 by SHA will address some of the outstanding needs. The Countyis attempting to identify all additional right-of-way needed for improvements to local streets within the OTC, and is allocatingfunds in the Capital Improvement Program for their completion. However, capital funds remain relatively constrained overall inthe County, and the County will need to rely on public-private partnerships, grants, and other funding strategies as well in orderto leverage the significant private investments being made in the OTC.

Older commercial strips along MD 175 in North Odenton are in need of rehabilitation. These areas have been neglected byabsentee landlords as businesses have migrated to newer, more attractive centers in some of the area’s newer developments.While this brings goods and services that better serve the newer areas, the older communities of Pioneer Drive and Stillmeadowswould benefit from a more attractive commercial area in North Odenton, not only for goods and services but also foremployment opportunities in these lower income neighborhoods.

Deteriorated housing stock in some areas of the Sustainable Community serves as a barrier as well. While homeownership rateshave increased elsewhere in the County, some of the communities in the Pioneer Drive area contain a high percentage ofindividually owned rental properties and/or suffer from a lack of landlord investment, which has contributed to a deterioratedhousing stock in these communities. In addition, many of the homeowners have limited incomes and do not have the financialmeans to make major improvements to their homes, which also contributes to the deteriorated housing stock. The County hasmade investments through its property rehabilitation programs resulting in some degree of improvement, but there are stillsignificant unmet needs in these communities.


B. Community Conditions: Strengths and Weaknesses

(1) Describe the strengths and weaknesses in the proposed Area's existing built environment. For example, what is the condition of housing? Are there underutilized historic buildings and cultural palces? What is the condition and availablity of community parks and recreational assets? Are there transportaion assests? What is the current condition of community infrastructure such as roads and lighting?



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The Odenton-Severn area is generally well served with public infrastructure and community amenities. The area’s locationmidway between the Baltimore and Washington job markets and within a few miles of Fort Meade, National Business Park andArundel Mills is a major strength. The area is served by several highways including MD 175, MD 32, and MD 170, providingeasy access to nearby employment centers as well as I-97, the Baltimore Washington Parkway, and the BWI Airport

Public transit services are another strength. From the Odenton MARC Station, the MTA Penn Line provides light rail serviceinto downtown Baltimore and to Washington’s Union Station. Bus transit service is also provided by Central Maryland RegionalTransit Corporation (CMRT) which operates two Connect-A-Ride routes that connect the Odenton MARC Station to ArundelMills Mall, Villages at Waugh Chapel and other nearby destinations.

The County has recently entered into an agreement with Howard County to form a Regional Transit Agency (RTA) of CentralMaryland, with Prince George’s County and the City of Laurel set to join the partnership as well. The RTA is scheduled tobecome effective in the summer of 2014 and will combine administrative and management activities performed by CMRT,Howard Transit services and First Transit/Elkridge to eliminate redundancies and improve coordination and service.

Community amenities in the area include the West County Regional Library; O’Malley Senior Center; Odenton Volunteer FireCompany; Western District Police Station; Odenton, Seven Oaks and Van Bokkelen Elementary Schools; Odenton Post Office;and the Odenton Heritage Society. The WB&A Trail is a hiker-biker trail serving the area, and the County plans to extend thetrail further south to the Patuxent River.

In addition to its transit opportunities and public amenities, the Odenton-Severn area includes a strong housing market. Over1,000 new apartment, condominium or townhome units have been constructed in recent years or are in the development pipeline.Many of these residential options are within walking distance of the MARC Station.

The Odenton Historic District contains a concentration of historic structures that reflect the influence of late 19th and early 20th-century architecture. Several of these are listed on the Maryland Inventory of Historic Places, and a smaller portion of the districthas been determined eligible for the National Register of Historic Places.

Weaknesses in the area’s built environment relate primarily to the deteriorated state of some of the older commercial uses alongMD 175, and the deteriorated quality of some of the area’s more affordable housing units in some of the communities in Severn.There are a number of abandoned and run-down commercial buildings along MD 175 across from the Fort Meade base. Newmarkets, services and economic strategies are needed to attract new businesses to revitalize this corridor. In addition, there is aneed to upgrade MD 175 to allow for easier and safer pedestrian movement and improve access to businesses located along thehighway.

There is also an underutilization of land in the Odenton Town Center core near the MARC Station, including vacant properties aswell as properties needing rehabilitation or redevelopment to a higher and better use in order to take advantage of the proximityto transit services. The OTC Master Plan incorporates development allowances and incentives to encourage a higher use of theseproperties. However there is still a significant amount of regional competition in the western County, particularly with regard toretail and office uses, that can act as a barrier to improvements within the OTC.

(2) Describe the Area's land use/zoning make-up(residential, commercial, industrial, and mixed-use). Is the current land use or zoning conductive to revitalization investment?




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The Sustainable Community area contains a range of existing land uses. Within the Odenton Town Center, there are singlefamily communities as well as a significant amount of flex space and warehousing uses. The newer development within the OTCincludes multifamily housing in the form of apartments, condominiums, and townhomes, and mixed use developments thatcontain retail and office space in addition to residential units. Development in the pipeline in the OTC includes apartments,townhomes, a hotel, office buildings, and retail space.

Commercial uses include retail, service, and professional offices. The Odenton Shopping Center and Seven Oaks ShoppingCenter are located on MD 175. Older commercial uses are also found principally along the MD 175 corridor. There areinstitutional uses throughout the area, with many clustered along MD 175 and Odenton Road.

Beyond the OTC, the existing land uses are primarily residential. The Seven Oaks Planned Unit Development includestownhome, single family, and apartment units. The Spring Meadows and Stillmeadows communities as well as communitiesalong Pioneer Drive are developed with townhomes, and the Meade Village community contains both townhomes andmultifamily units.

The County’s adopted comprehensive plan indicates the area is planned for mixed use development (within the Odenton TownCenter) and medium-density to high-density residential uses. The zoning within the area is Mixed Use within the OTC, andzoning districts in the Severn area include residential zones R5, R15 and R22. Future development opportunities are primarily inthe OTC and along MD 175 and include new infill development, redevelopment, and revitalization of some existing uses.

(3) Describe strengths and weaknesses in basic features of community quality-of-life. For instance, is crime an issue for this SC Area? What is the condition and quality of educational choices available to the community? Are artistic, cultural, or community resources, events or facilities with in or accessible to residents in the proposed SC Area?




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The Odenton-Severn area in general offers a high quality of life. Significant economic growth in western Anne Arundel Countyover the past several years, in part resulting from the Federal BRAC initiative, has increased employment opportunities in thearea. Public transit options, both MARC commuter rail and regional bus transit, provide accessibility to employmentopportunities in the local region as well as Baltimore and Washington DC.

The range of community facilities in the area contribute to its sense of place and community. These include the West CountyRegional Library which opened in 2004. With 40,000 SF of space, it is the largest of the County’s library facilities. TheO’Malley Senior Center is a multipurpose center operated by the County Department of Aging and Disabilities that offers a widerange of programs, services and activities for local residents aged 55 and older. Activities at this facility include continuingeducation, social recreation, health promotion and physical fitness.

Schools serving the Sustainable Community are also generally considered to be highly rated. The area falls within the feedersystems of Meade, Arundel, and Old Mill High Schools which offer advanced educational programs. Meade High Schoolrecently established a Regional International Baccalaureate Program, and Old Mill High School offers a STEM program. MeadeHigh School has experienced capacity constraints in recent years but is currently able to accommodate all students within itsfeeder system.

The strong residential housing market in the area provides a range of housing choices. There is a large supply of rental units,many in relatively new developments, as well as owner-occupied units. There is also a fairly large supply of affordable housingunits to serve lower income families.

Challenges to the area include the need for a stronger retail market to support the build out of the Odenton Town Center into avibrant activity center as planned. New retail developments along MD 3 in Gambrills, at Arundel Mills Mall, and in otherplanned mixed use developments in the western part of the County are competing with the retail market in Odenton. There is aneed to ensure that incentives are available to developers to provide a range of active uses in the OTC.

Another quality of life challenge relates to a lack of adequate open spaces, both for passive use and active recreational use. Thereare two large natural areas, Severn Run Natural Area and Odenton Natural Area, in the nearby proximity. There are alsorecreational options at the local middle and high schools, and a hiker-biker trail that will be extended in the future. However, theOdenton Town Center is lacking in a central public common that can provide both passive green space and opportunity for localactivities (fairs, crafts markets, concerts). The County continues to seek opportunities to provide such an amenity in the OTC.

Other quality of life concerns are concentrated to some extent in the townhome communities of the Pioneer Drive area,Stillmeadows and Spring Meadows, and Meade Village. These communities provide a much needed stock of affordable housingin the western County, but they also have experienced some degree of nuisance and aesthetic issues as well as crime issues.While Arundel Community Development Services has focused some of its property acquisition and rehabilitation efforts in thesecommunities over the past decade, resulting in an increase in the percentage of owner-occupied units, and some improvementshave been realized, there remain some problems with disrepair and poor maintenance among the townhomes and continuedincidences of crime.

C. Natural Resources and Environmental Impact: Strengths and Weaknesses

(1) Describe the strengths and weaknesses of the community's "Natural environment" in or near the Sustainable Community Area. What is the current condition of key natural resources - lands, air, water, watersheds, tree canopy, other? If the community is located in a coastal zone, what risks might the community be subject to associated with climate induced sea level rise?




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The Odenton-Severn Sustainable Community Area is in one of the more urbanized areas in the County. Natural areas are limitedto a few stream valleys and associated wetlands and non-tidal floodplains draining to the Severn River. However, there are twosignificant preservation areas in nearby proximity, the Severn Run Natural Area and the Odenton Natural Area.

Some of the Odenton-Severn area was developed prior to the creation and adoption of the more stringent storm watermanagement and waste management regulations that are in place today and as a result some area stream segments have beendegraded by siltation, erosion, and pollution. Improvement of the local waterways is a high priority among area residents.

The County completed a Severn River Watershed Management Plan in 2006 which evaluated existing environmental conditionsin the watershed and identified targeted protection and restoration areas to reduce degradation of water resources and meet Statewater quality goals. The watershed assessment ranked all subwatersheds based on indicators including stream ecology, nutrientload impairments, amount of impervious area treated by Best Management Practices (BMPs), water quality, and forest cover.The assessment results assigned the Picture Spring Branch and Severn Run Tributary 2 subwatersheds, which cover the majorityof the Sustainable Community area, as having high priority for restoration among all the Severn River subwatersheds.

This need for restoration would primarily be implemented via stormwater management retrofits and stream restoration projectsin this highly developed area that currently has limited stormwater quality management in some localities due to the age of thedevelopment. The watershed management plan recommends some restoration projects that will be included in the SustainableCommunity Action Plan.

(2) Describe the strengths and weaknesses of any current efforts to reduce the community's "carbon foot print" or impact on the environment. Is recycling (commercial or residential) available to minimize waste? Are there current efforts to encourage the purchase and availability of fresh local food and other local products and services to the community? Describe any current energy or water conservation efforts that may be underway. If the community has not implemented one of the above initiatives, has the community identified a need or interest to pursue these or other efforts to reduce environmental impact, for instance through the new Sustainable Maryland Cerified initiative?

(Answer space 4000 characters)



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Anne Arundel County has undertaken several initiatives to reduce its carbon footprint and promote sustainability. Most of theseare countywide initiatives and do not focus on one specific community, but collectively aim to reduce environmental impacts andpromote sustainable practices throughout the County. Some key initiatives are discussed in this section.

County Recycling Program:Anne Arundel County has operated a residential recycling program for many years. In 2008, the County developed a RecyclingOutreach Initiative focused on increasing the residential recycling rate from 31% to 50%, decreasing waste generation, andreducing the loading rate at the County’s sanitary landfill. The County has also implemented a comprehensive marketingcampaign to inform the public of expanded recycling services, has established a recycling website(www.RecycleMoreOften.com) to promote recycling and waste minimization, and has made several enhancements to therecycling service provided to citizens. Since the 50% program was established, the curbside recycling rate has increased toapproximately 43 percent. In addition, Recycling Specialists regularly conduct numerous educational events in elementary,middle and high schools throughout the County.

County Farmers Market Program:Anne Arundel County partners with the Anne Arundel Economic Development Corporation (AAEDC) and the MarylandDepartment of Agriculture to promote and coordinate six local farmers markets. These markets feature local producers sellingonly locally grown produce and goods. The farmers markets are located in the Parole Town Center, Severna Park, Deale, PineyOrchard, and the City of Annapolis. The Piney Orchard Farmers Market is located two miles south of the Odenton Town Center.

Strategic Plan for Energy Efficiency and Conservation:Anne Arundel County developed and submitted an Energy Efficiency and Conservation Strategy (EECS) in 2009 under theFederal Energy Efficiency Conservation Block Grant (EECBG) Program administered by the U.S Dept. of Energy. The Countyreceived a funding allocation of up to $4,463,400 to fund projects that reduce energy use and fossil fuel emissions and improveenergy efficiency. Several implementation projects are in progress.

First, a greenhouse gas inventory (GHGI) of County facilities was completed in 2011. The analysis is being used to identify thebest long-term investments in energy and GHG emissions reduction strategies, identifying cost savings as well as environmentalbenefits. Energy audits have been completed for the Pascal Senior Center in Glen Burnie as well as two affordable multifamilyrental complexes, and efficiency upgrades are planned or in progress. This process will be used as a template for establishingenergy efficiency upgrade protocols Countywide.

Completed in June 2012, the Methane to Energy Project at the Millersville Landfill Facility (MLF) produces alternative energy,capturing 60 to 90 % of the methane created in the landfill. Revenues from the sale of electricity will be used to fund futurewaste management energy projects and countywide energy conservation projects.

Additionally, using EECBG funds as seed money, the County was able to institutionalize its Residential Energy Audit Program.As a result, homes undergoing rehabilitation through the County’s owner-occupied rehabilitation program receivecomprehensive energy audits and energy efficient improvements, as appropriate as part of the rehabilitation. Homes acquired andrenovated by Arundel Community Development Services Inc. utilizing CDBG and Neighborhood Conservation Initiative fundsalso benefit from energy audits and energy efficient upgrades.

(3) Describe the strengths and weaknesses of the jurisdiction's current stormwater management practices and how these may affect the proposed SC Area. Is redevelopment and retrofitting of infrastructure an issue or opportunity in this SC Area? Stormwater runoff is a significant source of pollution to Maryland's streams and the Chesapeake Bay. Buildings constructed before 1985 have little or no stormwater controls, and development between 1985 and 2010 have some controls. Updated stormwater regulations passed by Maryland's General Assembly in 2010 require that development and redevelopment projects utilize stringent stormwater controls. Sustainable Community Areas may have opportunities for redevelopment practices that can reduce stormwater flows.




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Anne Arundel County adopted a revised stormwater management (SWM) program in 2010 to incorporate the new provisions andregulations resulting from the State’s 2007 Stormwater Management Act. The County’s SWM Program consists of codeprovisions in Article 16 (Floodplain Management, Sediment Control and Stormwater Management) and Article 17 (Subdivisionand Development) that relate to SWM design, new clustering provisions in Article 18 (Zoning) that allow for a reduceddevelopment footprint and increased open space, and a County Procedures Manual that outlines the processes and procedures forimplementing the new regulations.

This approach encourages environmental preservation and improved water quality through environmental site design (ESD) andreductions in impervious areas. For example, new road sections have been developed to reduce paving widths where possibleand eliminate storm drains in lieu of water quality swales. The SWM program also offers incentives for redevelopment byallowing a more streamlined review process and by allowing retrofits of outfalls, stream restoration, and regional watershedimprovements in addition to on-site Best Management Practices.

The County’s NPDES MS4 (Municipal Separate Storm Sewer System) permit, issued by MDE and required under the FederalClean Water Act, includes requirements for retrofitting impervious surfaces not already managed for stormwater. The currentpermit requires the County to retrofit 20% of impervious surfaces not already managed to the maximum extent practicable. Theinterpretation of this requirement is to retrofit developed, impervious lands that are currently not served by stormwatermanagement facilities and/or retrofit those impervious areas that are served by stormwater management facilities that wereconstructed prior to 2002. Some developments within the Odenton-Severn Sustainable Community area would likely qualify ascandidates for stormwater management retrofit sites.

In addition, the County’s Phase II Watershed Implementation Plan (WIP) was developed in 2011 and submitted to MDE as partof the County’s response to the Chesapeake Bay TMDL. The WIP includes a core restoration strategy focused on stormdrainoutfall retrofits, stormwater dry pond retrofits, Water Reclamation Facility upgrades, and connecting homes currently served byseptic systems to the County’s sanitary system. Again, SWM retrofits with redevelopment and use of innovative approaches willbe key components of watershed protection in areas such as Odenton.

Recent Capital Program projects implemented in this area include green infrastructure installed at the West County Library siteincluding a green roof, rain gardens, and bioretention facilities. A stream restoration project was completed near the Lion’s Gatecommunity in the Picture Spring Branch subwatershed, and instream weirs were constructed at several locations along PictureSpring Branch to protect a sewer main.


D. Econimic Conditions & Access to Opportunity: Strengths and Weaknesses

(1) Describe the jurisdiction's current economic strengths and weaknesses. For example, are there distinct economic drivers in the area or region that will affect access to job opportunities and the progress of the SC Plan? What are the main barriers to the Area's conomic competitiveness? What is the current level of broadband access available to serve residents, businesses and public facilities? What efforts are currently in place to increase worker skills and employment? Describe trends in employment rates and business formation.



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Odenton’s location in the regional marketplace is excellent. It has easy access to MTA Light Rail, BWI Airport, Fort Meade andNational Security Agency, National Business Park, Arundel Mills Mall, and several nearby office parks, making it accessible tomany employment opportunities in the area. The Federal Base Realignment and Closure (BRAC) initiative, now essentiallycompleted, brought thousands of new defense and government contractor jobs to western Anne Arundel County. It is estimatedthat over 55,000 employees now work at Fort Meade and its tenant agencies, with approximately 25% in military positions andthe rest contractor or civilian employees.

This new job growth resulting from BRAC will ultimately bring up to 4,500 new households to the County, according to recentestimates. Residential growth has been strong in the western County including the Odenton Town Center, and new residentialuses have been quickly absorbed over the past few years.

While the residential market has been strong in the Odenton Town Center, the office and retail markets there are challenged byan abundance of office employment and regional retail opportunities in surrounding areas. Major regional retail concentrationsare located within five miles of the OTC, including the Arundel Mill Mall and Maryland Live! Casino, the Village of WaughChapel and Waugh Chapel Towne Center, and the planned Arundel Gateway mixed use development. This serves as a strengthin the area in that there are a wide variety of revenue-generating retail services available. On the other hand, it has also createdregional competition for the Odenton Town Center, where as a result the retail business demand may be primarily for local needssuch as convenience goods and services. Retail activity will be key to the continued build out of the OTC if it is to become atrue mixed use activity hub, and creating incentives to attract the right balance of non-residential uses to the OTC is an ongoingchallenge in the current market conditions.

In addition, some of the older retail and office establishments in the area need to be updated or revitalized, particularly alongsections of MD 175. Without improvements, their appearance may discourage potential users as well as new businesses thatmight otherwise locate in the area. Many of the newer high-tech office parks and retail centers in the west County have locatedwhere there was vacant land to be developed. It has been difficult to attract these uses to areas in need of revitalization since thatwill typically require renovation of older buildings or redevelopment of a site.

Notwithstanding these challenges, the County has a variety of programs and initiatives that can be targeted to the Odenton-Severn area. The Anne Arundel Economic Development Corporation (AAEDC) administers several programs that can providedirect financial assistance to area businesses. The Arundel Business Loan Fund (ABL) provides loans to a maximum of $300,000to new and expanding businesses in the County. The loans can be used for capital, equipment, or other improvements. The ABLFund has provided over $9.5 million in financing to 81 businesses over the last ten years.

AAEDC also provides County-funded financial incentives for economic development opportunities through the Incentive LoanProgram. This loan provides a local match focused primarily on projects involving proposed State incentives from the MarylandDepartment of Business and Economic Development.

AAEDC also administers an Arundel Community Reinvestment Fund which offers zero interest loans of up to $50,000 toqualified business owners for improvements including building exterior renovations, landscaping or other site improvements,and interior improvements. AAEDC also partners with the State Departments of Business and Economic Development (DBED)and Housing and Community Development (DHCD) to provide local business financing alternatives.

(2) Describe the jurisdiction's housing market and access to affordable workforce housing. What are the trends in residential construction (rental and homeownership), homeownership rate, foreclosure rate and, property values. Describe how and whether your jurisdication's prevailing housing costs-both homeownership and rental - are affordable to households below 120% AMI, 80% AMI, 50% AMI. JWhat efforts are in place currently to house individuals, families and the disabled at or below the AMI levels described above?




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Nearly two-thirds of the housing stock in the Sustainable Community area was built in the 1990s or later. Approximately 22% ofthe stock is single family detached units, and the remainder is a mix of townhomes and multifamily units. The 2010 Census dataindicated nearly 42% of the residential units in the area were rental units at that time, compared with 24% countywide. Thehousing vacancy rate in the area was around 6 percent in 2010, as it was countywide.

Although the housing market in Odenton-Severn area has been impacted by the recent downturn in the economy, the impact hasbeen less severe than in many other parts of the State due to BRAC-related growth. In the Odenton Town Center there has been arecent surge in new residential development. Nearly 1,000 new rental apartments and for-sale townhome units have beencompleted since 2011, and another 500-600 primarily apartment units are currently under development in the OTC. Theapartment rents generally start at $1400 per month and are primarily targeted to young working professionals.

There is a relative lack of quality affordable housing in the Odenton-Severn area as well as the County. A 2009 housing marketstudy concluded that housing demand in the BRAC-impacted areas of the County would greatly exceed supply for householdsearning less than $60,000 per year. Job growth for years outstripped housing growth in the western part of the County, and thistightening of the market has generated upward pressure on prices and has exacerbated the market for affordable housing.

Most of the existing affordable housing in the area is located in the Severn Revitalization Area identified in the County’sConsolidated Plan (FY 2011-FY 2015). It consists primarily of three residential communities. The Pioneer Drive areatownhomes, the Spring Meadows community and the Stillmeadows community are adjacent to one another and are situated eastof Annapolis Road (MD 175) and South of Reece Road.

Pioneer Drive is home to residents with some of the lowest household incomes and associated challenges including single parenthouseholds, a disproportionate amount of poorly maintained rental properties and a high crime rate. The Pioneer Drive areaconsists of 1,018 townhouses built during the late 1960s and early 1970s with financing available through federal governmentprograms designed to increase affordable housing stock. During the housing boom years of the early 2000s, a significant numberof townhomes were purchased by private investors, renovated and resold to homeowners, slightly increasing the overallhomeownership rate.

The Stillmeadows community consists of 284 units of individually-owned townhouses, of which 60 percent are owner occupied.The townhomes, which were built in the mid 1970s, are of modest size with signs of aging and lack of maintenance. The 310townhomes in the Spring Meadows community were built around the same time. However, the market value of Spring Meadowstownhomes is slightly higher and the community has historically enjoyed a higher rate of homeownership than the Stillmeadowscommunity. In addition, Meade Village on the north side of Reece Road is a family affordable housing community in Severnowned by the Housing Commission of Anne Arundel County.

Although these communities in Severn provide a stock of affordable housing, they are considered high risk for foreclosure due tovariables such as high numbers of abandoned properties, high unemployment and low household incomes.

(3) Describe the SC Area's demograhic trends (with respect to age, race household size, household income, educational attainment, or other relevant factors).




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The Sustainable Community Area contains a diverse population that includes middle class and low income households, militaryfamilies, a growing senior population, and families with children. The 2010 Census indicated a population of nearly 18,000 inthe Sustainable Community area, and the population was projected to increase by about 15% by 2020.

The percentage of elderly residents 65 years and older in the area was nearly five percent in 2010, while countywide it wasnearly 12 percent. The area population in 2010 was nearly 50% Black or African American, nearly 40% White, andapproximately 10% of other races. Nearly 8% of the population was of Hispanic/Latino ethnicity. The area contains a morediverse population than seen countywide, where 75% of the population in 2010 was White.

The educational attainment levels in the area are generally high, with about 90% of residents over age 25 having graduated fromhigh school, and over 40% having a Bachelor’s degree or higher degree, compared to just under 36% countywide. The medianhousehold income averaged over the area was approximately $79,600 in the 2010 Census, while the countywide figure was$83,500.

Therefore the Odenton-Severn area is a predominantly middle income area, fairly well educated, with a racially diverse andrelatively young population. These demographic trends are expected to continue over the next decade. However, thecommunities concentrated along Reece Road and Pioneer Drive continue to have a high percentage of lower income householdsand related social issues (poor health outcomes, higher unemployment, higher crime rates). The County is continuing to pursue arange of strategies to address this demographic disparity within the community.


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III. LOCAL CAPACITY TO IMPLEMENT PLANS & PROJECTS

The County Office of Planning and Zoning includes several divisions that will be involved in implementation of the Action Plan.The Long Range Planning Division has prepared the General Development Plan, the Small Area Plans, and the Odenton TownCenter Master Plan in concert with community representatives. They have a proven ability to work with the community toassure a successful outcome. The Transportation Planning Division has experience implementing public transit plans, pedestrianand bicycle projects, and Complete Streets initiatives. The Development Division will be involved in the review and approval ofdevelopment and redevelopment plans and compliance with the requirements of the Anne Arundel County Code.

Arundel Community Development Services, Inc. (ACDS), a non-profit corporation, is the contractual partner with the County toimplement the Federal Community Development Block Grant (CDBG) and HOME Programs, as well as State and locally-funded housing and community development programs. Each year, ACDS applies for Community Legacy and NeighborhoodConservation Initiative funds, on behalf of the County, to carry out activities in targeted neighborhoods like Odenton and Severn.ACDS has over twenty-five years of experience in housing and community development. They have initiated innovative housingprojects, partnering with public and private developers.

The Anne Arundel Economic Development Corporation (AAEDC), also a privatized agency, is active in the businesscommunity, seeking investors and businesses to locate in established commercial areas. The agency administers several businessloan programs that are targeted to the County’s Commercial Revitalization Districts and Town Centers, and will actively assist torecruit and retain businesses in the Odenton-Severn Sustainable Community.

Support is also provided by the Odenton Town Center Oversight Committee, appointed by the County Executive to oversee theimplementation of the Odenton Town Center Master Plan and revitalization projects in the Town Center. The West AnneArundel County Chamber of Commerce is an active partner in promoting the Town Center and the County’s revitalizationprograms. The Greater Odenton Improvement Association represents a large portion of area residents and has contributed fundsfor community improvements such as sidewalk replacement, tree planting, and public spaces. The association has been proactivein establishing community gathering places such as gazebos in pocket parks within the Odenton Town Center and vicinity.

This overall public and private organizational structure has been in place and active for years. There have been numeroussuccessful partnerships between the State of Maryland and /or the County and other various community organizations.

A. Organizational Structure: Describe the Applicant's organizational structure. Specifically, which organizations are memebers in the Sustainable Communities Workgroup and who are the respective staff? Who are the leaders, and how will the wokgroup advisor or staff manage implementation of the SC Area Plan?

B. Organizational Experience: Describe the Applicant organization's past experience in administering revitalization plans and projects. Describe the roles of the members of the Sustainable Communities Workgroup, including their experience in implementing revitalization initiatives. What are the strengths and challenges of the capacity of these groups with respect to implementation of the SC Plan?





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The Office of Planning and Zoning staff has strong planning backgrounds and a proven ability to work with the community toassure a successful outcome. Examples of successful projects in the County include development of the Parole Town Center intoa mixed use center bordering Annapolis; the Glen Burnie Town Center, an urban renewal project that received the 2000Governor’s Smart Growth Award; the Ferndale Business Corridor project along MD 648; Neighborhood Business DevelopmentProgram projects in Odenton and Glen Burnie; and public-private partnerships for infrastructure improvements in the OdentonTown Center. The office will work closely with all the other agencies to further implementation of the Action Plan for theSustainable Community.

Arundel Community Development Services, Inc. (ACDS) is under contract with Anne Arundel County to administer Federally-funded housing and community development programs, including the CDBG and HOME programs, State Special LoanPrograms, such as the Maryland Housing Rehabilitation Program and the Lead Paint Abatement Program, and CommunityLegacy and Neighborhood Conservation Initiative activities. The agency has over 25 years of experience implementinghomeownership programs including first-time homebuyer counseling, foreclosure prevention counseling and owner-occupiedrehabilitation. In addition, the Corporation acquires and develops a growing portfolio of scattered site rental homes, as well asdevelops homes for sale to first-time homebuyers.

The Acquisition and Rehabilitation and Property Rehabilitation Programs will be administered by ACDS. The Corporation’soperations are overseen by an eleven member Board of Directors, with its everyday direction and administration managed by anExecutive Director. The Executive Director works with the Project Director, who oversees the Program Development Specialistand the Construction Specialists in the daily implementation of the programs. A Projects Planner assists with general grantadministration and reporting, while professional finance staff prepare all invoices and ensure that appropriate financial back up isincluded and financial records are maintained.

The Anne Arundel County Economic Development Corporation will be responsible for working with the businesses within theOdenton-Severn area. The organization has years of experience in business attraction and retention, small business assistanceand financing, and commercial revitalization assistance. Through targeted outreach the agency will ensure that area businessesknow what types of services are available. In addition, they will work on recruiting new businesses to the area.

C. Public Input: How did residents and other stakeholders in the community provide input to Action plan described below in section IV?

Anne Arundel County developed Small Area Plans for both the Odenton and Severn planning areas in 2002-2003. Citizenadvisory committees appointed by the County Executive worked with County staff in developing the plans, and the processesincluding extensive public forums and outreach. Both plans were approved and adopted by the County Council.

At the same time, the County hired an outside consultant to prepare an Odenton Town Center Master Plan that included specificland use and development requirements and design standards in order to achieve the vision of a transit-oriented mixed useactivity hub. The master plan process included an advisory committee and several community meetings.

The OTC Master Plan has since been updated in 2009 and is again being revised in 2014. The current process includes targetedstakeholder meetings with business representatives and area residents as well as the OTC advisory committee. All advisorycommittee meetings are open to the public and a significant number of area residents are attending to stay engaged in theprocess.

Arundel Community Development Services, Inc. (ACDS) prepared the County’s Consolidated Plan for FY 2011-FY2015. TheConsolidated Plan was approved after a lengthy public participation process which included three public hearings, in addition toa hearing conducted by the County Council, and several meetings with local community associations. The Plan documented theneed for the designation of the Severn communities as a revitalization area and established goals and strategies for futureinvestment. Each year additional funds are appropriated for programs in the Severn revitalization area through the annual budgetprocess, which also includes at least two public meetings.

The community itself has embraced these efforts and welcomes additional investment to revitalize the area and meet itscommunity needs.




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IV. SUSTAINABLE COMMUNITY ACTION PLAN

A.Supporting existing communities & reducing environmental Impacts.

(1) A community’s approach to Smart Growth generally includes two inter-related areas of focus: encouraging reinvestment and growth in existing communities; and, discouraging growth that degrades natural resources, and farms and rural landscapes. Broadly describe your jurisdiction’s Smart Growth approach and any significant accomplishments made over the last decade or so.

The Odenton-Severn Sustainable Community or portions thereof has received several official designations allowing eligibilityfor assistance under various Federal, State and County programs related to economic development and Smart Growth initiatives.These include:

? a targeted Neighborhood Revitalization Area in the County’s Consolidated Plan prepared for the U.S. Dept. of Housing andUrban Development;? a State Priority Funding Area (MDP);? a State Designated Neighborhood and Community Legacy Area (DHCD);? a County Commercial Revitalization District; and? a State Designated BRAC Zone.

Federal, State and County governments have already made significant investments in the area including public improvements,housing rehabilitation, and commercial revitalization. Significant private and public funding has contributed to new developmentas well as redevelopment in the Odenton Town Center. Recent private investments have been made to rehabilitate some olderretail properties and businesses, with some funding assistance from the County. A new regional transit agency has been formedto provide bus transit services within the BRAC-impact area. More details on recent State and local investments in the area andtheir outcomes may be found in Section II – Baseline Information.

The Odenton-Severn area already meets many of the State’s Smart Growth goals. It contains a planned pedestrian-orientedactivity hub currently in development in the Odenton Town Center, a mix of land uses which provide a variety of housingopportunities and choices, and a good network of community facilities. It is served by both bus transit and rail transit options.Strong community and stakeholder collaboration already exists as well as strong partnerships with non-profit organizations.

The County’s approach to Smart Growth in this community is to continue to encourage new investment and reinvestment in thecommunity using all available resources including public-private partnerships; CDBG and other HUD funds; State funds throughNeighborhood Business Works, Community Legacy, and similar programs; and continued participation in the CommercialRevitalization Tax Credit and Arundel Community Reinvestment programs administered by the County.

Use of these resources will focus on:

? creating new housing and mixed use opportunities using infill opportunities and redevelopment in strategic locations;? focused business attraction efforts in the Odenton Town Center and Commercial Revitalization District;? promoting revitalization in the commercial corridor along MD 175;? promoting retention and expansion of existing businesses through financial assistance and other incentives;? increasing the use of public transit in the area;? continued rehabilitation of existing residential properties;? increasing the supply of quality workforce housing; and? funding capital projects to provide stormwater management retrofits.

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, increased prosperity for local households and improved 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 in the SC Plan should improve the livability of community places -- residential, commercial, or other public or private properties - and create new work, retail, recreational and housing opportunities for residents. These projects should also 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 sustainable and livable community.

(Answer Space 4,000 characters)


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(2) Describe any major investments in community infrastructure -water, stormwater, sewer, sidewalk, lighting, etc. -- that must be undertaken in order to improve the readiness or competitiveness of the proposed SC Area for private investment and compliance (if applicable) with TMDL regulations. Addressing the stormwater during redevelopment can reduce the pollution entering our streams and contribution to the restoration of the Chesapeake Bay. Investments in infrastructure, generally, can be an important catalyst for new private investment in the community.


Much of the infrastructure needed to support investment in the Odenton-Severn Sustainable Community area exists withsufficient capacity. This includes a good road network connecting the community to major area and regional hubs, publictransportation, public schools, a library, senior center, and public water and sewer service. Recently executed developeragreements have allowed for needed water, sewer and road infrastructure to be completed in the Odenton Town Center. TheCounty and the SHA, with the assistance of a Main Street Design Grant, improved the intersection at MD 175 and SappingtonStation Road by constructing a traffic circle along with decorative sidewalks and a landscaped, walled center garden area withOTC gateway signage.

The primary investments in infrastructure that are still needed to meet development and revitalization goals are:

? completion of design and construction of highway improvements along MD 175 from MD 32 to Sappington Station Circleincluding pedestrian and lighting improvements.? development and financial strategies to allow redevelopment the Odenton MARC Station TOD-TP3 site as a new TOD projectincorporating parking structures, mixed use development, and public space. This requires approval of a final MasterDevelopment Agreement between MDOT, the County, and the private developer consortium working in partnership.? completion of the Odenton Town Center Core Grid Streets program. Funding has been requested in the County’s FY15 CapitalProgram for acquisition, engineering design and construction of this road network within the OTC Core. Some roads sectionsexist but are not improved to meet the OTC Master Plan standards, and other road sections are not currently in place.? planning and construction of a central public common within the Odenton Town Center.? pedestrian amenities to improve community connections, such as crosswalks, pedestrian lighting, and continuous sidewalksbetween area neighborhoods and key community facilities and shopping areas.? redevelopment or revitalization such as building façade enhancements in some older retail sites and shopping centers toimprove their appearance and enhance economic vitality.? stormwater management retrofits and/or stream restoration projects to reduce pollutant loads to the Severn River watershed.

Both public and private initiatives will be required as well as partnerships. Some improvements such as sidewalks, streetlighting and pedestrian amenities can be accomplished using SHA programs such as the Community Safety and Enhancementprojects, and the County will continue to seek funding assistance through such programs. Improvements such as enhancingbuilding facades, and retrofitting stormwater management facilities are often implemented during private redevelopment of asite, but can be leveraged with public incentives, tax credits, loan programs, grant funds, and capital programs. Someimprovements will be regulatory requirements, such as compliance with the County’s latest SWM regulations adopted in 2010for all redevelopment sites.

The County will strongly promote and market its incentive and loan programs which, in combination with State incentive andrevitalization programs, will provide future opportunities to redevelop and revitalize the area.



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(3) Describe policies, initiatives or projects that the community will undertake or expand in order to reduce the SC Area’s impact on the environment. Examples include but are not limited to: conservation or management of stormwater through retrofitting of streets and by-ways (Green Streets, rain gardens, etc.); retrofitting of facilities and homes for energy conservation; implementation of “green” building codes and mixed-use zoning; recycling of waste; clean-ups of watersheds; and, encouragement of “Buy Local” approaches that benefit local suppliers and food producers. A comprehensive menu of such actions may be found through the nonprofit Sustainable Maryland Certified initiative.

The primary initiatives and projects that will help to reduce environmental impacts in the Odenton-Severn area are related towatershed restoration and stormwater management (SWM) improvements to reduce pollutant loads to local waterways.

As described in Section II- Baseline Information, the County updated its stormwater management program in 2010 to complywith new State requirements. Adopted policies and code provisions focus on Best Management Practices, cluster development,environmental site design, reductions in impervious areas, and incentives for redevelopment. Collectively these provisions willreduce the impacts of stormwater runoff, soil erosion and sedimentation, flooding, and pollutant transport.

In its FY14 Capital Budget and Program, the County established a new capital projects Class B (WPRP), with funding supportedby the Stormwater Remediation Fee and new Watershed Protection and Restoration Fund adopted in 2013. Within the Odenton-Severn community, the County has proposed several capital improvement projects over the six year program. These projects willimplement water quality enhancements to eroded outfalls using step pool conveyance systems, stream restorations using in-stream weirs and seepage wetland creation, and stormwater pond retrofits (dry pond conversions to wetlands or wet ponds) torealize water quality benefits from nutrient and sediment load reductions. The projects were identified from informationcollected during the Severn River watershed assessment in order to achieve compliance with the Chesapeake Bay TMDLrequirements and the County’s NPDES MS4 requirements. If all projects funded during the six-year capital program areimplemented, the County will accomplish approximately 29 outfall restorations, 7 stormwater management pond retrofits, and14,800 linear feet of stream restoration.

Other County programs to reduce environmental impacts through recycling, energy conservation, and renewable energy arediscussed in Section II- Baseline Information. These initiatives may lead to future implementation projects specific to theOdenton-Severn area. For example, as part of both the Property Rehabilitation and Acquisition and Rehabilitation Programs,residential homes will be eligible for energy retrofits which will, in addition to decreasing utility costs, have a positive affect onthe overall environment.



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(4) Which community groups or stakeholders will be key to the implementation of the initiatives and projects noted in this section?

The Odenton Town Center Oversight Committee is a citizen advisory committee appointed by the County Executive to assist theCounty in promoting and facilitating development of the Odenton Town Center in accordance with the adopted Master Plan.Although membership is on a rotating basis, the committee has been in place for a number of years and holds open meetings on aregular monthly basis. The Committee meetings provide an opportunity both for developers to discuss projects planned in theOTC as well as for area residents to stay informed and provide input with regard to community needs.

The West Anne Arundel County Chamber of Commerce (WAACCC) is also very active in supporting existing businesses andattracting new ones to the western County, particularly the Odenton Town Center. The Chamber works closely with thedeveloper community to promote the vision of the OTC Master Plan and to assist with real estate and development information.

The Odenton Heritage Society also actively participates with the County in planning for the Odenton Town Center, with aparticular focus on preservation of the Odenton Historic District as well as promoting the area’s important historic resources.

Arundel Community Development Services routinely partners with the local neighborhood associations in the Severn area suchas the Stillmeadows I, Stillmeadows II and Spring Meadows Condominium Boards. These boards govern the commonownership townhome communities and ACDS has worked with them to develop and approve design standards for its owner-occupied rehabilitation program and to build the financial and operations management capacity within the Boards.

The core partnership within the County includes staff in the Office of Planning and Zoning, Anne Arundel EconomicDevelopment Corporation (AAEDC), and Arundel Community Development Services (ACDS). Additional County resources areprovided by the Dept. of Public Works, Dept. of Recreation and Parks, Anne Arundel Workforce Development Corporation, andother departments as needed.

This County partnership will continue to work with the stakeholders to develop new initiatives, identify specific implementationtasks needed, identify grant and other funding opportunities, develop outreach and marketing strategies, track progress, andprovide coordination among the key stakeholders. The County will also continue to partner with MD SHA, DHCD, and DBEDin a variety of initiatives and projects in support of the Sustainable Community.



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B. Valuing communities and neighborhoods -- building up on assets and building in amentities:

(1) What are the key assets that exist in the community upon which the Plan’s projects and initiatives will build? Assets may include physical assets such as parks and historic structures and also civic and economic assets such as employers, educational institutions, and cultural organizations and activities.

The Odenton area is well served with public infrastructure and community amenities. It has the advantage of being a communitywhere many residents can walk to public transportation, community facilities, and local services. More detail about majorcommunity assets may be found in Section II- Baseline Information.

The key assets of the community that the action plan will build upon include:

? the strategic location within the Baltimore-Washington metro area and close proximity to Fort Meade, NSA, BWI Airport,National Business Park, Arundel Mills and surrounding employment opportunities;? access to public transportation via the MARC Commuter Rail and regional bus transit service, which are within walkingdistance for many area residents;? a variety of commercial retail and service uses that provide the surrounding neighborhoods with a range of goods and services;? overall good retail market conditions given the density of residential development and the significant middle incomepopulation;? a Town Center that will combine residential, retail and office uses to create an urban core for the area;? a variety of housing types and an affordable housing stock;? multiple community facilities including a regional library, senior center, local schools, and hiker-biker trails;? a historic district that provides a strong sense of place among local residents; and? a local community with an affirmed interest in improving and revitalizing the area.



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(2) What policies, initiatives or projects will reuse or enhance the historical assets, traditional business districts/Main Streets and cultural resources of the community? What actions will reinforce your community’s authentic “sense of place” and historic character?

The railroad has played a significant role in the growth and development of this area, a role that continues today. The first railstation was established in Odenton along the Baltimore and Potomac Railroad line in the 1860s, providing rail service betweenBaltimore and Washington. The town of Odenton continued to grow into the 20th century, aided in large part by theestablishment of Fort George G. Meade in 1917 just west of Odenton. Due to the town’s expansion, diverse infrastructure beganappearing and a village-like community formed around the rail station.

The community retains many historic buildings and landmarks recalling the community’s past links to its transportation andfarming roots. That original community is today designated as the Odenton Historic District. It surrounds the Odenton MARCStation and includes several historic structures listed on the MD Inventory of Historic Places as well as a larger number ofstructures deemed as “contributing resources” under County historic preservation guidelines. Odenton’s historic structures reflectthe influence of the late 19th century and early 20th century architecture, including the Queen Anne, and the American FourSquare, Bungalow, and other Vernacular styles. The Odenton Heritage Society is very active in supporting preservation efforts inthe community.

The Odenton Town Center Master Plan provides design and historic preservation standards to help ensure that any newdevelopment will complement the traditional architecture and street character and that a strong sense of place will be retained.During the 2014 OTC Master Plan update, the County is targeting some of its outreach efforts to the stakeholders within theHistoric District. This will determine whether development controls and preservation guidelines and standards need to bestrengthened or otherwise revised to accomplish the community’s preservation goals. The County is planning to incorporate inthe Master Plan specific architectural design standards to better protect and enhance the district.

In addition, designation of this area as a Sustainable Community will provide leverage for the County to encourage propertyowners in the historic district to take advantage of the MD Sustainable Community Rehabilitation Tax Credit Program, in orderto provide needed home renovations while maintaining the significant historic features and character of the community.



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(3) Describe policies, initiatives or projects that will increase community access to green spaces, parks and other amenities? A community can gain social and physical benefits from access to a healthy natural environment. The inclusion of complete streets, trails, green space, parks and trees contribute to the character and health of a community. Examples might include improvements to the tree canopy by planting street trees, improving local neighborhood streams, or reusing a vacant lot for a new community park or playground.

There currently are not a large number of parks and green spaces within the Sustainable Community boundary, with theexception of local elementary school recreation areas and the Meade Village Park. Based on the limited inventory ofundeveloped properties, opportunities for planning or acquisition of additional passive park areas are limited. However, there aresome significant park areas of both passive and active uses in close proximity to the area, including the Severn Run NaturalArea, Odenton Natural Area, the Horizon Organic Dairy Farm Park and Education Center, Severn-Danza Park, and ProvincesPark. Future plans funded for the Dairy Farm Park include paved pathways, community garden plots, a kitchen garden, berrygarden, composting exhibit, and educational story boards on topics such as bio-retention, composting, and reforestation. TheCounty is also currently conducting a property search for a suitable location to plan a West County Athletic Complex and indoorsports facility, which could also serve the Odenton-Severn area.

New development and redevelopment projects within the Odenton Town Center will provide opportunities for additional greenspace and open areas. The OTC Master Plan requires new development projects to include both public activity areas and openspace areas. These requirements are often met by the provision of smaller-scale amenities such as pocket parks, playgrounds, orpicnic areas, but collectively they will provide a range of amenities within the OTC community. As part of the 2014 update tothe Master Plan, an inventory and gap analysis of public amenities planned or provided is being prepared in order to identifyadditional needs. The County will then pursue agreements with private developers in the OTC to provide needed amenities to fillthe gaps.

The establishment of a public common or gathering place centrally located in the OTC, near the MARC Station and the OTCCore Subarea, would be a significant enhancement to the greater community. This could be in the form of a public plaza or park,with green spaces, trees and landscaping, benches and picnic areas, fountains, or other features. Ideas for community use couldinclude a seasonal famers market, arts and crafts festivals, summer concerts, performances, picnics, or other special events. TheCounty is considering potential locations and planning concepts for a public common during the 2014 update to the Master Plan.Partnerships with private developers to plan and fund this feature are being explored, including the potential for including such afeature in the redevelopment plans for the State and County owned MARC parking lots.

In addition, two hiker-biker trails serving the area are in various stages of planning or construction. The South Shore Trail willrun along the abandoned WB&A rail line between Annapolis and Odenton. When completed, the trail will be a component of theEast Coast Greenway and the American Discovery Trail. The WB&A Trail, sections of which are completed and operational,will extend along the WB&A rail line south of Odenton and will link the South Shore Trail with the Patuxent River and anexisting rail trail in Prince George’s County. The total cost of both these projects is estimated at nearly $18 million, with over $8million approved in the County’s Capital Program to date.



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C. Enhancing economic competitiveness:

(1) What economic development policies, initiatives or projects will improve the economy through investments in small businesses and other key employment sectors? What economic development and business incentives will you build upon or implement as part of the SC Plan? Examples could include but are not limited to: green-taping for expedited project application review; permitting and inspection; job training; business tax credits; and, revolving loan funds.



(4)Which community groups or stakeholders will be key to the implementation of the initiatives and projects noted in this section?









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One of the County’s ongoing policies is to maintain a favorable climate to attract and retain diverse businesses and industries, tosupport sustained job and income growth, and to maintain a strong tax base.

The County has identified a select set of industry targets toward which its marketing efforts will be concentrated. These targetswere selected based on their compatibility with County attributes, their potential for retaining, expanding and attracting newoperations, and the outlook for the industry. These industry targets, all in close proximity to the Odenton-Severn SustainableCommunity, include aerospace and defense, science and technology, professional and technical services, health care,manufacturing, and construction.

The Action Plan will seek to improve economic competitiveness in Odenton and Severn by:? actively promoting retention and expansion of existing businesses through financial assistance, employee training and otherincentives.? focusing economic development and business attraction efforts in the Odenton Town Center and in the MD 175 CommercialRevitalization District.

The principal financial assistance programs that will be used to offer incentives to businesses include:? Arundel Business Loan Fund -- offers SBA-guaranteed loans up to $300,000;? Arundel Community Reinvestment Fund – offers zero interest loans up to $50,000 and other services for businesses.? Commercial Revitalization Tax Credit Program – provides a property tax credit for the increased assessment value forimprovements of $100,000 or more to businesses in a revitalization district. This tax credit can be very beneficial forredevelopment projects along the MD 175 commercial revitalization district in Odenton, resulting in substantial savings inproperty taxes. The planned Meade Center retail and office project is one example.

In addition, AAEDC will assist new and expanding businesses in the Odenton area in applying for other financial assistanceoffered through the State DHCD and DBED programs, such as the Neighborhood Business Works program that provides gapfinancing to small businesses, or the State Small Business Credit Initiative.

Several County initiatives are planned or in progress to promote business development in the Odenton area:? the Chesapeake Innovation Center (CIC), the County’s tech incubator, is moving to Odenton in mid-June. The location wasselected to be adjacent to Fort Meade and to invest and create energy in the Odenton Town Center. AAEDC is partnering withthe building’s landlord to build a training room that will be available for public and private sector rental. Anne ArundelCommunity College has shown a strong interest in utilizing the space to bring some of their classes and training to Odenton.? AAEDC is also partnering with the landlord to build executive office suite space in the building, which is lacking in WestCounty. Part of the reason for this strategy is to bring more synergy to the Seven Oaks office building in the OTC which hasbeen vacant since it was completed nearly three years ago. Interest in leasing in the building has grown tremendously since theCIC announced they are moving to Odenton.? Redevelopment of the Odenton MARC Station parking lots is aimed at enhancing economic competitiveness in Odenton. Withmajor retail concentrations already located nearby, Odenton is striving to carve out a niche of small and unique businesses andrestaurants. The Odenton MARC station development would bring additional residential density and quality retail space thatwould increase the chances of attracting such uses.? The County has recently hired a consultant to evaluate parking garage options on County owned land around the MARCStation.? The County is currently evaluating the use of a Tax Increment Financing district to leverage more private sector investment inOdenton.


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(2) What workforce development policies, initiatives or projects will increase access to jobs and economic opportunity for residents in the SC Area? Do you have a goal for job creation? Are green jobs an opportunity in the jurisdiction or SC Area?

Although total employment is projected to increase countywide over the upcoming years, many lower income persons cannoteasily gain employment because they lack the appropriate training or employment readiness skills. Furthermore, while low wageemployment is the first step into the workforce for many, it seldom pays enough to fully lift a family into economicindependence. Recognizing this difficulty, the County will continue to support employment readiness and training programs.

There are a variety of agencies in the County whose mission is to develop job ready candidates who possess the basicknowledge, technical skills and behavioral attributes needed to gain meaningful employment in Anne Arundel County. Theseagencies offer a variety of programs designed to meet the needs of low income, unemployed and underemployed residents, aswell as the population in general.

Anne Arundel Workforce Development Corporation (AAWDC) partners with the Maryland Department of Labor, Licensing andRegulation to offer a variety of programs to meet the workforce needs of County businesses. These include:? Recruitment services – including employer recruitment events, applicant prescreening, pre-employment skills assessment, andapplicant searches in Maryland Workforce Exchange.? Job Fairs – AAWDC hosts several job fairs each year, often in partnership with entities such as Fort Meade and Anne ArundelCommunity College. In addition, AAWDC facilitates job fairs in each of the county’s public high schools in the spring toconnect businesses and summer job seekers. AAWDC also provides custom job fairs for businesses.? Training – AAWDC works with partner agencies to identify other training solutions for businesses and employers. Funds forworker training may be available, with recent focus on training in cybersecurity and green building techniques.

Anne Arundel Economic Development Corporation (AAEDC) also works in partnership with AAWDC and Anne ArundelCommunity College’s Center for Workforce Solutions to provide a link between workforce development and economicdevelopment. AAEDC manages a Business Outreach Program through which it works with County employers to identifyworkforce needs and issues. AAWDC conducts recruitment fairs and job placement services to assist in industry-specificrecruitment needs. In addition, AAEDC’s Workforce Training Partnership provides grants to eligible companies for technicaltraining and skills development with assistance from the Center for Workforce Solutions.

Arundel Community Development Services (ACDS) provides CDBG funds to support public services designed to develop jobready candidates who possess the basic knowledge, technical skills and behavioral attributes needed to gain meaningfulemployment in the County; as well as provide them with the social support needed for successfully maintaining employment.Services include programs such as education and job training, behavioral skills training, English as a Second Language courses,job placement assistance to unemployed and underemployed low income residents, as well as related services includingaffordable child care and transportation.

Over the next five years, the County will set a goal of providing training or employment related services to 500 unemployed andunderemployed low income residents. The County anticipates using its limited Federal CDBG public service dollars to leverageother Federal, County, State and private dollars available for such programs. Special efforts will be made to target the Odenton-Severn Sustainable Community.



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(3) Describe whether the Sustainable Community will be impacted by the Base Re-alignment and Closure (BRAC) activities in Maryland. If impacted, how do the initiatives and projects in your Plan complement BRAC-related growth? (If not applicable, all ten points will be assessed based on answers to questions 1, 2, and 4)

The Base Realignment and Closure (BRAC) brought many new positions to Fort George G. Meade military base in AnneArundel County. This relocation effort has brought both additional jobs and households to the County as well as to the region ingeneral. To address this BRAC-related growth, the Action Plan recommends:

? workforce preparation and occupational training, and? establishing Odenton-Severn as a workforce housing initiative target area.

Fort Meade has been the site of relocation and consolidation of several Department of Defense organizations. The FederalApplication and Security Clearance Training process was completed in 2011 and resulted in thousands of direct jobs beingmoved to the Fort Meade base. Job growth surrounding Fort Meade is continuing through supporting positions with the federalgovernment and positions from new and expanding defense contractors.

A large portion of the Odenton Town Center was designated by the MD DBED as a BRAC Zone in 2009. The anticipatedeconomic growth from BRAC translates into employment opportunities for local residents, especially if appropriate workforcedevelopment programs assist in linking residents to jobs. Because of BRAC, the area is viewed as a priority area for certainlocal, State and federal initiatives.

With a grant from the US Dept. of Labor, Anne Arundel Workforce Development Corporation is assisting dislocated workers,veterans and transitioning military personnel in the County with workforce preparation training. Through use of workshops,employer panels, and information seminars, AAWDC can assist participants seeking BRAC-related occupations with Federaland security clearance applications, short term job training or on-the-job training to prepare them for BRAC-related jobs.

The BRAC Housing Study documents the need for BRAC-related workforce housing. The study predicted that the segment ofworkers earning between $45,000 and $70,000 per year will have difficulty finding suitable housing near Fort Meade. Withrental prices for new apartments in the Odenton Town Center starting around $1400 per month and new townhome sales startingaround $225,000-275,000 much of the newer housing options in the area are not obtainable for workforce families.

Existing and new financial incentives for developers to construct workforce housing will need to be targeted toward expandingthe workforce housing stock in the Odenton area. As one successful example, HOME funds in the amount of $463,000 will beappropriated to the Rental Housing Production Program which provides gap financing loans to developers for the acquisition,rehabilitation and/or new construction of rental housing for households earning at or below 60 percent of the area medianincome. During Local Fiscal Year 2015, these funds will be used, along with $349,353 in HOME funds allocated the previousyear, to support the development of Berger Square. The project is located in the Odenton Town Center and will consist of 48units of affordable rental housing serving low income families. The project developer recently secured a Low Income HousingTax Credit (LIHTC) allocation for the project, which is expected to break ground in 2015-16.

Arundel Community Development Services (ACDS) also administers an acquisition/ rehabilitation program in the Reece Roadand Pioneer Drive area that should continue and expand. Additional funding for this may be available through DHCD’sNeighborhood Conservation Initiative Program. ACDS’s efforts have improved several properties in some of the Severnneighborhoods but should be expanded to have more substantial impact.



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D. Promoting access to quality affordable housing.

(1) What housing policies, initiatives or projects will expand housing choices - rental and homeownership -- for people of a range of ages, incomes, and also for disabled individuals? How will these actions address the current housing conditions and needs noted in Section II?



(4) Which community groups or stakeholders will be key to the implementation of the initiaves and projects noted in this section?









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Action Plan initiatives to expand housing choices and promote better access to high quality affordable housing include:

? develop new strategies to improve the area’s current stock of affordable rental and homeownership housing, especially in theaging communities of Stillmeadows, Pioneer Drive and Spring Meadows.? create affordable multi-family rental opportunities through new construction in the Odenton Town Center area where lowincome residents will have access to jobs, better schools and transportation opportunities.

The County will continue to partner with Arundel Community Development Services, Inc. (ACDS), the Housing Commission ofAnne Arundel County, and private developers to meet affordable housing needs in the area. Strategies may includeacquisition/rehabilitation programs, homeowner rehabilitation programs, innovative homeownership programs, rental housingfinancing programs to create or preserve affordable rental housing, and the promotion and expansion of the Housing ChoiceVoucher Program and other rental assistance programs. ACDS will also continue to work with the community associations in theolder neighborhoods within the Sustainable Community to provide technical assistance and build capacity of the communityassociations. ACDS will also continue to market its homeownership counseling, downpayment and closing cost assistance, andforeclosure prevention programs to neighborhoods within the Sustainable Community area.

The Stillmeadows, Pioneer Drive, and Spring Meadows communities contain a large number of townhomes which are aging andin need of extensive repairs. While there are several well maintained and uniformly managed affordable rental housingdevelopments also located in the Pioneer Drive area, the majority of town homes are individually owned condominiums whichdo not fall under one ownership entity. Routine and uniform maintenance and upkeep has been lacking. The condominiumassociations continue to struggle to maintain condominium fee collections and repair for commonly owned elements, such asroof repair. Nevertheless, ACDS has been working with two associations in the area and they have made improvements in thelast two years, including building reserve for replacement funds, improving condominium fee collections, paying off past debtsand conducting a roof assessment and repair plan.

Surrounding this area are a variety of townhouses and single family homes which enjoy a high rate of homeownership andneighborhood stability. Furthermore, the nearby Odenton Town Center is growing with an increase in new, market rateapartments with retail services and access to transit and other transportation options. The quality of schools is also bettercompared to the older, targeted communities of Stillmeadows and Pioneer Drive. Because of its high score in areas of housing,income, and education, the Odenton Town Center area has been designated as a MD DHCD “Opportunity Area,” garnering itpriority as part of DHCD’s rating and ranking process for the award of competitive State Rental Housing Production Programfunds and federal Low Income Tax Credits (LIHTC). Recently, a nonprofit developer was successful in securing an allocation ofLIHTCs for a 48 unit rental community that will provide affordable housing for low income families in Odenton, giving thesefamilies the chance to live in a high “opportunity area.” ACDS is working on behalf of the County to commit County HOMEfunds and secure a PILOT to support the project and will continue to support similar affordable housing development in the area.Finally, the County is exploring ways it can ensure affordable housing is developed in conjunction with upcoming transitoriented development in the area.


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(2) Will these housing initiatives or projects increase access to transit or community walkability and/or decrease transportation costs? In other words, will the housing investments result in more people living near work or town centers, or able to more conveniently reach work, school, shopping and/or recreation?

Many Odenton-Severn neighborhoods have good access to public transit and walkability to the Odenton Town Center, libraryand schools, and shopping centers. MARC Commuter Rail and Connect-A-Ride bus services through the area provide access toemployment centers in Baltimore and Washington and links to MTA Light Rail, BWI Airport, and Arundel Mills.

Several initiatives will provide more opportunities for residents to utilize public transit and pedestrian amenities in the Odenton-Severn area.? The OTC Master Plan promotes a significant amount of new multifamily residential development, much of which is and willbe within walking distance of the MARC station and/or bus transit routes.? The OTC Master Plan also includes road and streetscape design standards that incorporate right-of-way provisions forsidewalks on all roads and for bike lanes on some roads. As the OTC continues to build out, the pedestrian connectivity willcontinue to improve.? Future redevelopment of the MARC Station TOD site may include a mixed use concept that could incorporate townhome ormultifamily units including some workforce housing units adjacent to the MARC Station.? Preserving and revitalizing the existing affordable housing stock in the Pioneer Drive and Reece Road area will ensure thathouseholds of modest means, which tend to lack private transportation options, have access to the area’s public transitalternatives.

Additionally, the County’s Office of Planning and Zoning is in the process of preparing a Transportation Functional Master Plan(TFMP) to assist in identifying corridor enhancements and improved transit opportunities for the County including the Odenton-Severn area.



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(3) What is your goal for of number of units to be created of affordable workforce housin, rental and homeownership? What populations (by income or special needs) will benefit from this increased access to affordable housing?

Over the next five years, the County will work with Arundel Community Development Services to develop 48 units ofaffordable housing in the “Opportunity Area” of Odenton Town Center that will be available to low income families. TheCounty will continue to identify and facilitate the development of affordable units in this high growth area. At the same time,ACDS will continue its work to stabilize the older areas of the Sustainable Community through technical assistance tocommunity groups and the marketing of homeownership programs.

To date, utilizing a combination of County funds, CDBG dollars, and State NCI and Community Legacy funds, ACDS hasacquired and rehabilitated 17 townhomes in the Stillmeadows and Spring Meadows communities. Of those units, nine arecurrently being rented to low and moderate income households. ACDS will continue to manage and maintain these high qualityrental units and monitor the market to determine whether future acquisitions are beneficial.

In addition, ACDS has utilized federal CDBG and HOME funds, leveraged with funds from the MD Dept. of Housing andCommunity Development’s Special Loans Program, to provide financial assistance for home renovations to 37 households in theStillmeadows and Spring Meadows communities. ACDS will continue to offer incentives that will encourage homeowners toinvest in their community by upgrading and modernizing their homes. ACDS will also continue to market its HomeownershipCounseling and Foreclosure Prevention Programs to residents in the Severn area.

(4) Which community groups or stakeholders will be key to the implemention of the initiatives and projects ntoed in this section?











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E. Support transportation efficiency and access.

(1) What policies, strategies and projects are envisioned to strengthen the transportation network that affects the proposed SC Area? How will these initiatives support transportation choices (including walking, bicycling, bus or rail transit, and carpooling) or otherwise promote an efficient transportation network that integrates housing and transportation land uses?

The County’s transportation planning approach focuses on seven key elements:

? Maintenance of the existing transportation facilities inventory to protect public investment in facilities and to supportredevelopment and revitalization of the County’s neighborhoods and commercial areas;? Expansion of the transportation facilities inventory to meet the increasing travel demand;? Emphasis on improving safety for motorists, pedestrians, and bicyclists;? Provision of alternative means of mobility through increased transit service;? Implementation of travel demand management strategies;? Inclusion of emergency management principles in transportation plans; and? Expansion of pedestrian and bicycle facilities.

Action Plan recommendations to enhance transportation efficiency include:

? In the Transit Development Plan required by MTA for transit funding, identify areas currently underserved and recommendpriorities to deliver transit service.? Combine management of the fixed route County-operated services with the demand-response and specialized transit operatedby the Department of Aging and Disabilities. This action will improve the coordination of services and reduce duplication ofeffort.? Tailor transit services to the areas they serve and augment the services provided by MTA with circular routes connectingneighborhoods with desired employment, transit, and activity centers.? Continue to promote rideshare, carpooling, and van pooling strategies to support transit use and offer options beyond the use ofsingle occupant automobiles for mobility.? Increase employer and resident awareness of rideshare programs, strategies, and opportunities.? Require use of TDM strategies to reduce vehicle trips generated by new developmentas a condition of mitigation provided by new development projects to meet adequate public facilities requirements.

One initiative in progress is a partnership between Anne Arundel and Howard Counties to form a new Regional Transit Agencyof Central Maryland (RTA). Prince George's County and the City of Laurel are also slated to participate in the newly createdRTA which will ultimately combine the administrative and management activities previously performed by Central MarylandRegional Transit Corporation (CMRT) with the operational activities of First Transit/Elkridge (for the Connect-a-Ride andHoward Transit services). In addition to eliminating unnecessary redundancies and drastically improving communication andcoordination, the creation of a single entity to manage and operate these services will reduce funding requirements by $1.3-$1.8million per year.

A Memorandum of Understanding between Anne Arundel and Howard Counties has been entered into and becomes effectiveJuly 1, 2014. Service to public transit passengers should not be impacted. Over the next three years, the RTA will result in anoverall savings of 10-15% (approximately $600,000) to Anne Arundel County.

In addition, the County’s Office of Planning and Zoning is currently preparing a Transportation Functional Master Plan whichconsists of several components:? a Corridor Management Plan which identifies activity centers, corridor enhancements and improved transit opportunities forthe area.? a Pedestrian and Bicycle Master Plan which identifies potential connections in the existing pedestrian and bicycle network thatwill create a more viable and competitive network, potentially reducing vehicle demand.? a Complete Streets pilot study which will be used to establish County policies for future road building, retrofits, andimprovements that look beyond moving traffic efficiently to accommodating pedestrians, bicycles, and transit in ways that meetthe needs of adjacent communities and land uses.

The Action Plan will promote any additional recommendations that result from these planning studies. Implementation strategieswill be developed for each and funding opportunities will be pursued.



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(2) If applicable, describe the SC Area’s connection or proximity to transportation centers (e.g. Metro, MARC, and light rail stations) and describe opportunities for Transit - Oriented Development (TOD). Will Plan strategies and projects contribute to jobs/housing balance or otherwise provide a mix of land uses that can be expected to reduce reliance on single-occupancy automobiles? (If transit or TOD is not applicable in your community, all points in this section will be based on questions 1 and 3)

Many Odenton-Severn neighborhoods have good access to public transit and walkability to the Odenton Town Center, libraryand schools, and shopping centers. MARC Commuter Rail and Connect-A-Ride bus services through the area provide access toemployment centers in Baltimore and Washington and links to MTA Light Rail, BWI Airport, and Arundel Mills.

The Odenton Town Center is the principal opportunity for new transit-oriented development as development controls in the OTCallow for mixed use development at a relatively high density at a location served by commuter rail and bus transit. Much of thenew residential development recently completed (nearly 1,000 units over the past few years) or in the pipeline in the OTC iswithin walking distance of the MARC station and/or bus routes.

The OTC Master Plan also includes road and streetscape design standards that incorporate right-of-way provisions for sidewalkson all roads and for bike lanes on some roads. Many pedestrian amenities are in place although the pedestrian network does nothave complete connectivity. As the OTC continues to build out, the pedestrian connectivity will continue to improve.

Future redevelopment of the MARC Station TOD site represents a key opportunity for the OTC. Redevelopments concepts todate include new parking structures to provide up to 4,900 garage parking spaces which would replace the existing 19 acres ofsurface parking lots containing 2,100 parking spaces. The redevelopment concepts also include townhomes, rental apartments,and neighborhood retail and restaurants. A Memorandum of Understanding has been executed between the County, MDOT, anda private developer consortium, and the partnership is working to devise a Final Master Development Agreement which wouldthen be adopted by the County Council and the MD Board of Public Works. Financial commitments and market constraintscontinue to be the primary issues however the team continues to explore various financing strategies and incentives to facilitatethe process and the outcome.

The SHA has planned road and streetscape improvements along MD 175 through the Odenton Town Center from MD 32 toSappington Station Road. Preliminary engineering has been completed for the section from MD 170 to the Sappington Circle,but funding for all final design and construction has not been allocated to date. When completed, these improvements willinclude additional pedestrian amenities that will further improve connectivity within the OTC and around the MARC Station.

Completion of two regional hiker-biker trails in the area will provide additional connections to the OTC transit center. The SouthShore Trail will run along the abandoned WB&A rail line between Annapolis and Odenton. When completed, the trail will be acomponent of the East Coast Greenway and the American Discovery Trail. The WB&A Trail, sections of which are completedand operational, will extend along the WB&A rail line south of Odenton and will link the South Shore Trail with the PatuxentRiver and an existing rail trail in Prince George’s County. The total cost of both these projects is estimated at nearly $18 million,with over $8 million approved in the County’s Capital Program to date.

The planned Odenton Trail will connect the South Shore and WB&A Trails. This trail will be a combination of on-road and off-road segments and it will extend along the existing Town Center Boulevard and its planned extension. The trail is being partlyfunded by the County and partly by private developers through the site development process.



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(3) Which community groups or stakeholders will be key to the implemtntation of the initiatives and projects noted in this section?









F. Coordinating and Leveraging Policies and Investment

(1) What What specific steps will the Sustainable Community Workgroup take to coordinate policies and funding streams to remove barriers to investment and maximize and increase funding in the proposed Sustainable Community Area?



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The County Office of Planning and Zoning, ACDS, Inc., AAEDC, and AAWDC work as a team to promote the County’ssustainability goals. As a result, established policies are coordinated and build upon one another. Governing plans as adoptedreflect these collective goals and policies.

Current barriers to investment in the Odenton-Severn community include constrained capital funds for infrastructureimprovements, lack of pedestrian connections and streetscape improvements, disinvestment in older commercial corridors, aneed for specialized job training, and a lack of quality affordable housing.

The Sustainable Community workgroup will bring to the table their respective areas of expertise to address these barriers. TheOffice of Planning and Zoning will continue to pursue developer agreements that contribute toward infrastructure and publicamenity needs in the OTC. The Anne Arundel Economic Development Corporation (AAEDC) will analyze the market andidentify appropriate services and businesses that could provide employment for residents of the area. Once identified, the AnneArundel Workforce Development Corporation (AAWDC) will coordinate with AAEDC to provide appropriate trainingopportunities to meet the needs of area employers. The County and MDOT will work together to ensure that adequate publictransportation exists and that planned road and streetscape improvements can be accomplished so that these newly trainedworkers will be able to access the jobs for which they have been trained. AAEDC will identify new users to occupy the vacantoffices and storefronts which will also create new employment opportunities. Arundel Community Development Services, Inc.(ACDS) will continue to use available resources to create opportunities for new quality workforce housing and to rehabilitateexisting affordable housing stock using available Federal, State and local funds.


(2) How is the proposed Sustainable Community Plan consistent with other existing community or comprehensive plans?


The Odenton-Severn Sustainable Community Action Plan is consistent with the vision, goals, and objectives established andadopted in all of the County’s principal planning documents. Some of these are listed below.

Goals from the Odenton Town Center Master Plan (2009):? Create a compact mixed-use urban core that serves as a destination for shopping, employment, entertainment, education andother public services.? Capitalize on access to regional public transit by creating development that promotes transit use by both residents andemployees.? Create a strong sense of place for the Odenton Town Center that draws upon Odenton’s heritage and its historic resources.? Provide community spaces and ensure accessibility in the Town Center for pedestrians, bicyclists, and public transit users.? Expedite quality land uses to support expanded growth associated with Fort Meade.

Goals and Policies from the General Development Plan (2009):? Encourage mixed-use development with jobs, housing, shopping, transportation and other services within walking distance.? Promote retention and expansion of businesses through financial assistance, employee training, and other incentives.? Focus economic development and business attraction efforts in Town Centers, Mixed Use Districts, Commercial RevitalizationDistricts, and areas with transit access.? Enhance commercial hubs and corridors to create thriving and attractive centers that serve both local communities and regionalneeds.

Strategies from the Consolidated Plan (FY 2011-FY2015):? Expand programs to acquire and rehabilitate homes to improve and stabilize the housing stock and increase affordable housingoptions.? Offer a variety of programs and incentives that will encourage homeowners to invest in their community by upgrading andmodernizing their homes.? Support programs and efforts which seek to improve quality of life for local residents, such as after school and child careprograms, elderly services, health services, and job training opportunities.

Other policies and objectives cited in the Action Plan are derived from the Transit Development Plan (2010), the Pedestrian andBicycle Master Plan (2013), the Land Preservation, Parks and Recreation Plan (2013), and other local plans.


(3) How will the Plan help leverage and/or sustain more private sector investments?



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Existing incentive programs will collectively serve to leverage private sector investments in Odenton-Severn. These include therange of development incentives, tax credits, loan programs, grant funds, and capital programs discussed in the Action Plan.Some of these programs are already targeted toward this area through its designations as a BRAC Zone, a CommercialRevitalization District and a Neighborhood Revitalization Area.

For example, commercial property owners may be eligible for assistance to make improvements to their properties through theCommercial Revitalization Tax Credit Program, the Arundel Community Reinvestment Fund and other financial incentives.

By pursuing the range of business assistance programs available through the State DBED, private business investment can befurther encouraged. The Anne Arundel Economic Development Corporation will continue to focus on the Odenton Town Centerto identify new businesses and attract new investors into the area. The State’s Sustainable Communities Tax Credit will alsooffer another incentive for private investment.

Public-private partnerships have been crucial in providing expanded road and utility infrastructure to support new developmentwithin the Odenton Town Center, which has in turn leveraged more private investment. The County will continue to forgepartnerships, and allowances for developer bonuses and proffers in the OTC Master Plan will also be used to attract privateinvestment in the area.

Continued focused efforts toward increasing the workforce housing inventory and residential property rehabilitation by ACDS,Inc. can also instigate private investments, particularly by targeting neighborhoods where there is a high concentration of agingand deteriorating housing structures. Actions to increase homeownership in the area will lead to more private homeownerinvestments.

The County will use all public incentive tools available to facilitate more private sector investments in the SustainableCommunity in a manner that addresses the goals of this Action Plan and invites new retail and employment uses to thecommunity.


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V. PROGRESS MEASURES

(1) List the specific outcomes that the Plan seeks to produce.

For the Plan parts of section IV(A through F):

Outcome 1: The Odenton Town Center has developed into an attractive and vibrant mixed use center and activity hub serving thewestern County.

Outcome 2: A successful and competitive business community and increased employment opportunities in the Odenton TownCenter.

Outcome 3: Outdated, deteriorating and/or underutilized commercial properties along the MD 175 corridor have been revitalizedand the commercial corridor is attractive and thriving.

Outcome 4: Historic homes in the Odenton Historic District have been maintained and renovated such that they contribute to theunique character of the original town center.

Outcome 5: High quality affordable housing units will be available in Odenton-Severn, linking low income families to betterschools, transportation, and employment opportunities.

Outcome 6: All residents, regardless of income, will have better access to high quality health and community services.

Outcome 7: Increased transit ridership in the area with better connectivity to the local and regional transit network.

Outcome 8: Improved stormwater management and reduced pollutant loads from stormwater runoff.

(2) And, list the specific benchmarks that will be used to measure progress toward these outcomes.



V. PROGRESS MEASURES


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Benchmark 1-1: A final development agreement will be executed among the State, County, and private developer partnershipwith a financial plan to accomplish redevelopment of the properties adjacent to the MARC station into a TOD center.

Benchmark 1-2: The County in coordination with private developers will complete acquisition, design and construction of thelocal grid streets that will complete the road network in the Odenton Town Center core.

Benchmark 1-3: The County will identify feasible location(s) and prepare planning concepts to develop an attractive and multi-use central public common in the Odenton Town Center.

Benchmark 1-4: Complete an inventory and assessment of existing and planned public amenities in the Odenton Town Center,identify additional needs and develop a plan for implementation.

Benchmark 1-5: Using developer agreements and additional funding strategies as needed, complete additional pedestrianamenities as recommended in the Odenton Town Center Master Plan to provide full pedestrian connectivity throughout the OTC.

Benchmark 2-1: Employ existing and new business attraction strategies to increase commercial retail and office uses in theOdenton Town Center.

Benchmark 2-2: Conduct regular outreach and marketing events in Odenton to promote participation in the Arundel BusinessLoan Fund, Arundel Community Reinvestment Fund, Commercial Revitalization Tax Credit Program, and other financialincentive programs for local business retention and expansion.

Benchmark 3-1: Update local development regulations to include additional incentives for redevelopment in CommercialRevitalization Districts including the MD 175 corridor.

Benchmark 4-1: Establish new policies and design standards governing retention and preservation of existing structures,renovations and new construction for properties in the Odenton Historic District.

Benchmark 5-1: Forty-eight units of affordable housing for families will be constructed in the Berger Square developmentproject in Odenton.

Benchmark 5-2: Incorporate stronger incentives or provisions for workforce housing units to be included in development orredevelopment projects in the Odenton Town Center.

Benchmark 5-3: Target available funds through the HOME and Low Income Housing Tax Credits programs for construction ofadditional new workforce housing units in partnership with private developers.

Benchmark 6-1: People’s Community Health Center will complete development of a Federally Qualified Health Center andCommunity Center in the Meade Village/Pioneer Drive area utilizing a combination of State, federal and local funds.

Benchmark 6-2: The County will continue programs to support the quality of life for low income residents with CommunityDevelopment Block Grant funds, including programs like the Boys & Girls Clubs and Extended Care Head Start offered in theSevern and Meade Village communities through the Community Action Agency.

Benchmark 7-1: Complete development and launch the start of the new Regional Transit Agency of Central Maryland servingthe Odenton-Severn area and western County and connecting to key destinations in Anne Arundel and Howard counties.

Benchmark 7-2: Implement additional bus transit service alternatives recommended in the 2010 Transit Development Plan toimprove efficiency and service between Odenton-Severn and area employment and service centers.

Benchmark 8-1: Complete the watershed restoration projects in the Odenton-Severn area funded in the Capital Budget andProgram.

Benchmark 8-2: Incorporate environmental site design features in all redevelopment projects.


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REPLACE THIS PAGE WITH LOCAL GOVERNMENT SUPPORT

RESOLUTIONS


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SUSTAINABLE COMMUNITY APPLICATIONDISCLOSURE 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.

I have read and understand the above paragraph. Applicant's Initials: _______________________________

In accordance with Executive Order 01.01.1983.18, the Department advises you that certain personal information is necessary to determine your 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. You have the right to inspect, amend, or correct personal records in accordance with the Act.

The Department intends to make available to the public certain information regarding projects recommended for funding in the Sustainable Community Plan. The information available to the public will include the information in this application, as may be supplemented or amended. This information may be confidential under the Act. If you consider this information confidential and do not want it made available to the public, please indicate that in writing and attach the same to this application.

You agree that not attaching an objection constitutes your consent to the information being made available to the public and a waiver of any rights you may have regarding this information under the Act.

Any one who knowingly mades, or causes to be made, any false statement or report relative to this financial assistance application, for the purposes of influencing the action of the Department on such appolication, is subject to immediate cancellation of financial assistance and other penalities authorized by law.

The undersigned hereby certifies that the Sustainable Communities Plan or Project(s) proposed in this Application can be accomplished 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.

Authorized Signature Print Name and Title Date

Documents

CHECKLIST & TABLE OF CONTENTS APPLICANT: Anne Arundel ...dhcd.maryland.gov/Communities/Approved Sustainable Communities... · SC Application - FY 2014 Page 1 of 40 CHECKLIST & TABLE