BALTIMORE COUNTY

MASTER PLAN

2030

⬚ figure

DEPARTMENT OF PLANNING

ADOPTED JANUARY 16, 2024

⬚ figure

The official format of the Master Plan 2030 shall be in a printed format, but the Master Plan may also be viewed as a series of ESRI, ArcGIS StoryMaps.

Visit the online version of Master Plan 2030 here:

https://masterplan2030-bc-gis.hub.arcgis.com/

Baltimore County Council Statement on Master Plan 2030

Master Plan 2030 is the comprehensive planning document that charts a course for future development and growth in Baltimore County throughout the next decade and beyond. The Plan informs and guides the decisions of County agencies and elected officials on several foundational aspects of County government, including land use, transportation, open space, agriculture, community facilities, historic preservation, housing, economic development, and quality of life. It also serves as a guide for the development of the County’s 6-year Capital Improvement Program.

Master Plan 2030 represents the culmination of a master-planning process that included community outreach and public input phases, recommendations from local experts, stakeholders and County agencies, and final review and adoption by the County Council.

As the Planning Department and community stakeholders began their work, it became clear that Master Plan 2030 had to do more than focus on individual issues or concepts like previous master plans. The prevailing sentiment was that Baltimore County stands at a cross-roads. The availability of developable land in the County continues to be a challenge, particularly in in-fill development in areas within the Urban Rural Demarcation Line (URDL); our water and sewer infrastructure are aging; our transit system needs modernization; our housing supply struggles to meet demand; and our commercial areas require a different perspective than what was used in the past. The Plan also needed to utilize new technologies and provide an innovative approach to this important planning document.

In response, the following key building blocks would form the backbone of Master Plan 2030.

• Focus on preparing for the future needs of the County;
• Incorporate best planning practices; and
• Provide clear implementation guidelines and benchmarks.

To put these building blocks into practice, Master Plan 2030 is organized by six guiding principles that weave all three together and serve as the Plan’s umbrella goals: Livable Built Environment; Harmony with Nature; Resilient Economy; Responsible Regionalism; Inclusive Planning; and Healthy Community. Each of these six principles have specific, trackable goals that give understandable metrics and achievable benchmarks for future action. To be sure, this is a departure from the previous master plans. But a different path is required to ensure all Baltimore County residents can continue to live in a safe, healthy, and prosperous place.

Perhaps the largest change is a new focus on redevelopment. Master Plan 2030 introduces the concept of retrofitting whereby traditional planning principles such as density, walkability and public space are used help redevelopment fit into the well-established patterns and structures of the modern suburban-built environment. Master Plan 2030 utilizes a data-driven method woven together with community sentiment to identify areas that are most suitable for retrofitting and establishes goals to make these core retrofit areas—or Nodes—the primary focus for redevelopment and investment over the next decade, while also supporting the necessary infrastructure for this approach.

Master Plan 2030 is also the first such Plan in the County’s history that provides an interactive online platform as a supplement to the traditional hardcopy volume, and provides users with

numerous resources and options at the click of a button from their internet device. The Plan also maintains a hardcopy presentation so that users can utilize the format that suits them best.

Master Plan 2030 represents a major step forward for Baltimore County, its government, and the people who live and work here. We applaud the efforts of the Planning Department, the public for its tireless input, and all of the stakeholders who will help make Master Plan 2030 a success.

Pat Young, District 1

Israel "Izzy" Patoka, District 2

Wade Kach, District 3

Julian E. Jones, Jr., District 4

David Marks, District 5

Mike Ertel, District 6

Todd K. Crandell, District 7

⬚ figure

Baltimore County Master Plan 2030

OVERVIEW

Table of Contents (OV.1)

OVERVIEW.......................................................................................................................................................... 1

• Table of Contents (OV.1).......................................................................................................................... 2
• Introduction (OV.2).................................................................................................................................. 4
• Elements (OV.3)....................................................................................................................................... 6
• How the Plan is Used (OV.4).................................................................................................................. 8
• Commonly Used Terms (OV.5)............................................................................................................... 14
• Acknowledgement List (OV.6)................................................................................................................ 15

GROWTH FRAMEWORK.................................................................................................................................. 18

• Urban Rural Demarcation Line (GF.1).................................................................................................. 19
• Residential Development Capacity (GF.2)............................................................................................. 22
• A New Approach to Growth (GF.3)........................................................................................................ 25
• Methodology (GF.4)................................................................................................................................ 28
• Place Types (GF.5)................................................................................................................................. 43
• Land Use Processes (GF.6)..................................................................................................................... 65
• Development Processes (GF.7)............................................................................................................... 67
• Water Resources Element (GF.8)........................................................................................................... 72

VISION FRAMEWORK...................................................................................................................................... 73

• Introduction (VF.1).................................................................................................................................. 74
• Livable Built Environment (VF.2)........................................................................................................... 74
• Harmony with Nature (VF.3).................................................................................................................. 85
• Resilient Economy (VF.4)....................................................................................................................... 92
• Responsible Regionalism (VF.5)............................................................................................................. 98
• Healthy Community (VF.7).................................................................................................................... 106

APPENDIX: OVERVIEW.................................................................................................................................. 112

• Resource Links........................................................................................................................................ 113
• Community Engagement Data—Get Involved Statistics....................................................................... 122
• Community Engagement Data—Community Input Survey................................................................... 124
• Community Engagement Data—Kick-off Survey Report...................................................................... 128

Community Engagement Data—Phase 1, Storymap Results ............................................................. 132

Community Engagement Data—Phase 2, Meeting Note Results ................................................... 147

Theme, Goals and Metrics Table ....................................................................................................... 248

Commonly Used Terms ....................................................................................................................... 250

Resolution 4-24 .................................................................................................................................... 255

APPENDIX: GROWTH FRAMEWORK ............................................................................................. 284

Retrofit Criteria and Weighting Chart .............................................................................................. 285

Place Types Map .................................................................................................................................. 286

Place Types Summary Sheet ............................................................................................................... 287

Place Types Sheets .............................................................................................................................. 288

Node Types and Names Table ............................................................................................................ 292

Node Type Detail Sheets ..................................................................................................................... 295

Water Resources Element ................................................................................................................... 302

APPENDIX: VISION FRAMEWORK ................................................................................................ 312

Goals, Actions and Metrics—Livable Built Environment Table .................................................... 313

Goals, Actions and Metrics—Harmony with Nature Table ............................................................ 321

Goals, Actions and Metrics—Resilient Economy Table .................................................................. 325

Goals, Actions and Metrics—Responsible Regionalism Table ....................................................... 328

Goals, Actions and Metrics—Inclusive Planning Table .................................................................. 331

Goals, Actions and Metrics—Healthy Communities Table ............................................................. 333

Small Area Plans ................................................................................................................................. 338

Commercial Revitalization Program Review .................................................................................... 346

Community Planning Institute ............................................................................................................ 355

Reimage Security Square Mall ........................................................................................................... 357

APPENDIX: AMENDMENTS ............................................................................................................ 360

Implementation

A Master Plan 2030 implementation page will be created after the master plan is adopted by the Baltimore County Council and will include implementation strategies and tracking of success. The page will be available on the Master Plan 2030 Hub.

Introduction (OV.2)

“Local government should be connected and accessible – to all of its residents. We must build bridges where we know there are gaps. That has always been true and the global pandemic has only served to underscore that point.” —County Executive Johnny Olszewski—Baltimore County Budget Message, April 15, 2021

The Baltimore County Master Plan 2030 is an aspirational planning document that charts a course for the County throughout the next decade and beyond. Using Sustaining Places: Best Practices for Comprehensive Plans published by the American Planning Association (APA), as a guide, the Department of Planning developed a framework that intends to create “livable, healthy communities in harmony with nature—communities that have resilient economies, social equity, and strong regional ties”. (APA)

Master Plan 2030 represents the culmination of a lengthy master-planning process which began in spring 2021 and included community outreach and public input phases, recommendations from local experts, stakeholders and County agencies, as well as, deliberation and coordination among numerous County agencies and Department of Planning staff.

In addition to using the Sustaining Places report as a guide, the Department of Planning also wanted to ensure that Master Plan 2030 included four key building blocks:

• Focus on preparing for the future needs of the county.
• Incorporate best planning practices.
• Provide clear implementation guidelines and benchmarks.
• Create a “living” document that will evolve throughout the years. As new studies are completed, new sections, proposals and documents will be added and linked to the main page.

Purpose Master Plan 2030 provides an opportunity for a creative range of possibilities in design and planning processes.

While this is an innovative endeavor, it is also a challenging one, as communities have been asked to look past immediate concerns, and instead evaluate options for how best to proceed as a county over the next ten years. Once adopted, the master plan is used to inform decisions on land use, transportation, open space, agriculture, community facilities, historic preservation, housing, economic development, and quality of life.

Related to land use, the master plan does not change zoning. Changes to Baltimore County’s zoning regulations take place during the Comprehensive Zoning Map Process (CZMP) which occurs on a four-year cycle, during which time the county's official zoning map is adopted by the Baltimore County Council. During the CZMP process, the County reviews the zoning map and considers requests for changes to the zoning classification of individual properties. The County Council has the sole legislative authority to determine the zoning classification of a property.

Several mandates, including State and local regulations affect Master Plan 2030. First, the Baltimore County Charter requires that a master plan be prepared and adopted every 10 years (§ 522.1 et. seq.). Accordingly, Master Plan 2030 should have been adopted in 2020, but has been delayed due to the COVID-19 pandemic. Additionally, details on required and optional contents of the plan are described in the Baltimore County Code (§ 32-2-202 et. seq.). The Annotated Code of Maryland Land Use Article outlines the elements required in local master plans in the state of Maryland.

Section 32-4-102(a) of the Baltimore County Code indicates that development “shall conform” to the Master Plan and any adopted community plans. The purpose of the Master Plan 2030 is to encourage and even incentivize growth and development within those areas deemed most suitable for retrofitting—Core Retrofit Areas.

However, growth and development may occur anywhere within the URDL and in certain areas outside of the URDL where zoning would permit it. Incentivizing growth in certain areas does not mean growth outside of those areas is inconsistent with the Master Plan 2030.

It is also important to note that throughout the master plan, graphics have been added for illustrative purposes only. They are intended to convey a general approach or character rather than an obligation to a specific outcome. Additionally, all plans which were adopted as amendments to Master Plan 2020 (PDF), are included in Master Plan 2030 and are incorporated to the extent they are not in conflict with the Growth Framework.

After Master Plan 2030 is adopted any changes to the Plan must be made legislatively by County Council.

⬚ figure

Elements (OV.3)

Master Plan 2030 is based on a systems approach, with three interwoven themes and six guiding principles.

Three interwoven themes in Master Plan 2030 are equity, sustainability and vibrant communities. These themes run throughout the plan elements, influencing the goals and actions that are found in the Master Plan 2030, Vision Framework.

THEMES

Interwoven Throughout the Plan

⬚ figure

1. Vibrant Communities—Ensuring that all residents have access to high-quality, accessible, and affordable housing, cultural and recreational opportunities in safe communities while promoting responsible economic development.
2. Equity—Being inclusive in our decision-making, ensuring equitable distribution of resources and creating opportunity for all.
3. Sustainability—Ensuring the long-term sustainability of the County's public and internal government infrastructure and safeguarding the County's ecology and climate.

Six guiding principles, identified in the Sustaining Places: Best Practices for Comprehensive Plans published by the American Planning Association (APA), reinforce Baltimore County’s Vision for 2030 and serve as this Plan’s overall goals—Livable Built Environment, Harmony with Nature, Resilient Economy, Responsible Regionalism, Inclusive Planning and Healthy Community. They express and reinforce the major concerns Master Plan 2030 seeks to address.

VISION FRAMEWORK

Guiding Principles

⬚ figure

1. Livable Built Environment—Ensure that all elements of the built environment, including land use, transportation, housing, energy and

infrastructure, work together to provide sustainable, green places for living, working and recreation, with a high quality of life.

2. Harmony with Nature—Ensure that the contributions of natural resources to human well-being are explicitly recognized and valued and that maintaining their health is a primary objective.
3. Resilient Economy—Ensure that the community is prepared to deal with both positive and negative changes in its economic health and to initiate sustainable urban development and redevelopment strategies that foster green business growth and build reliance on local assets.
4. Responsible Regionalism—Ensure that all local proposals account for, connect with and support the plans of adjacent jurisdictions and the surrounding region.
5. Inclusive Planning—Ensure fairness and equity in providing for the housing, services, health, safety and livelihood needs of all citizens and groups.
6. Healthy Community—Ensure that public health needs are recognized and addressed through provisions for healthy foods, physical activity, access to recreation, health care, environmental justice and safe neighborhoods.

How the Plan is Used (OV.4)

The master plan, along with other regulatory documents such as the Baltimore County Code and Zoning Regulations, the Comprehensive Manual of Development Policies, Adopted Community Plans, County Landscape and Local Open Space Manuals, is used to formulate policies and decisions for sustainable and equitable development throughout the County.

Development activity in the Core Retrofit Areas, like all development, will require the requisite infrastructure to support this new approach. While these Core Retrofit Areas must be the primary focus for development and investment over the next decade, development activity is permitted outside these areas and will continue based on the market and other opportunities.

One of the most important roles of the master plan is its connection to the implementation of the Capital Improvement Program (CIP). The Department of Planning manages the role of the Planning Board in the development of the County’s CIP. Reviewed annually, the CIP is a tool for implementing the goals and priorities of the County’s master plan.

The County’s Capital Improvement Program (CIP) is a six-year plan for the construction and maintenance of the County’s:

• Community improvement
• Government buildings
• Land preservation
• Parks
• Refuse disposal facilities
• Roads and bridges
• Schools
• Water, sewer and storm drain improvements
• Watershed restoration

Capital improvement planning is primarily used to create a long-term plan for capital improvement projects. It helps bridge the gap between goals and actions set forth in the master plan, and the budget process.

The County should strive to make the capital budget a living document whereby the capital budget identifies capital projects in Year 6 of the Capital Improvement Program that move forward in each succeeding year until they reach the budget year so that neighborhoods and communities have predictability of when improvements will take place.

Capital Improvement Program

⬚ figure

Navigating the Living Document

In creating Master Plan 2030, it was the Department of Planning’s intention to shift the master plan significantly from a static document completed at a point in time, to a living and dynamic document that is updated regularly.

This living document will also provide performance measures that can be monitored and adapted to current conditions—enabling the master plan to remain relevant and reduce the effort of updating every 10 years.

In previous master plans, many of the designations and land use polices had conflicting and overlapping polices and definitions. Moving forward with Master Plan 2030, the intention is to simplify the land use designations and many of the related strategies to provide a clear and concise path forward for the County.

Master Plan 2030 is organized into four sections:

• Overview—provides a guide to all three sections, including background on the process and engagement.

• Growth Framework—outlines the plan for growth in the county over the next ten years, highlighting Place Types that set aspirational direction for future development and redevelopment.

• Vision Framework—includes goals and actions that were identified during the engagement process.

• Implementation—will be created after the master plan is adopted by the Baltimore County Council and will include implementation strategies and tracking of success. As we have heard from communities, there is a desire to establish action-oriented, measurable implementation plans with provision for public accountability, as well as monitoring and reporting progress at regular intervals.

The official format of the Master Plan 2030 shall be in a printed format, but the Master Plan may also be viewed as a series of ESRI, ArcGIS StoryMaps.

A story map is a web map that has been thoughtfully created, given context, and provided with supporting information so it becomes a stand-alone resource. It integrates maps, legends, text, photos, and video and provides functionality, such as swipe, pop-ups, and time sliders that helps users explore this content. ESRI, What Can You Do with a StoryMap?

The Master Plan 2030 ArcGIS StoryMaps have been organized into a StoryMaps collection which allows the reader to step through each StoryMap in succession.

Collection

Master Plan 2030

Contains the Master Plan 2030 Overview, Growth Framework and Vision Framework collection of ArcGIS StoryMaps. These StoryMaps build the chapters of Baltimore County, Master Plan 2030.

Baltimore County, Department of Planning

⬚ figure

Main topic headings can be found in the Table of Contents of this StoryMap and at the top of each StoryMap along with a code and numbering system. The codes are as follows:

OV—Reference to the Master Plan 2030 Overview StoryMap GF—Reference to the Growth Framework StoryMap VF—Reference to the Vision Framework StoryMap

The number that follows represent the main topics as they appear in the StoryMap.

A Resource Page (See Appendix: Overview; Resources Links) has been located on the Master Plan 2030 Hub. This page provides additional information on many of the topics in the plan. Sources listed on the Resource Page are provided for reference only and these sources and their contents are not part of the Master Plan 2030.

Engagement Process

The foundation of Master Plan 2030 is meaningful community engagement, as well as focused research, policy development and data collection. To enhance opportunities for engagement, as well as transparency in the process, online platforms were created to engage and respond to the community, while also monitoring participation. An ArcGIS Hub was the platform used to engage with the community, allowing staff to interact and provide opportunities for all County residents and business to participate in the process at their convenience, as well

in different forums. The Master Plan 2030 Hub holds recordings of meetings and presentations.

Also located on the Master Plan 2030 Hub is the "Get Involved" page (See Appendix: Overview; Community Engagement Data) dedicated to reporting the input captured from phase I and phase II of community engagement during this process.

Implementation Dashboard

Successful implementation of Master Plan 2030 depends on a coordinated effort by many parties and will be measured through key metrics that are tied to plan goals and associated actions that are furnished in great detail in the Master Plan 2030, Vision Framework.

The intention of the Master Plan 2030, Vision Framework is to establish high-level, strategic, goals for the County at-large. Land use decisions concerning individual parcels or projects are not required to conform to the Vision Framework and instead should be evaluated on a case-by-case basis through applicable development approval channels. While every effort will be made to implement the goals of the Vision Framework, the information contained therein shall not be considered mandates, but rather aspirational goals for the long-term planning strategy of Baltimore County.

Goals—Each Guiding Principle has a set of goals that have been established with input from communities, Baltimore County agencies, surrounding jurisdictions and important stakeholders. These goals are listed in the Master Plan 2030, Vision Framework and set the stage for future long-range development of a sustainable Baltimore County.

⬚ figure

Actions—Are specific tasks for further study and consideration by the County government to accomplish each Master Plan 2030 goals. These actions have also been established with input from communities, Baltimore County agencies, surrounding jurisdictions and important stakeholders and can be found in the Master Plan 2030, Vision Framework listed under the associated goal. Each action has been given an estimated time frame for initiation and assigned responsible agencies that will help with implementation. A goal can have many actions.

⬚ figure

Metrics—Are key measurements, identified by Baltimore County, that will show if each goal and associated actions are successfully being implemented. Each goal has at least one metric but could have as many as three metrics identified to show success.

BALTIMORE COUNTY MASTER PLAN 2030 GOALS AND METRICS

(See Appendix: Overview; Theme, Goal, Metrics Table)

After adoption of Master Plan 2030 an implementation dashboard—used to track the identified metrics and show the status of each action over the next 10 years will be created.

Changes to the master plan may be initiated by a private entity, usually in support of a proposed development. Changes initiated by staff may be for a variety of reasons, from annual administrative clean-up to broader policy-based changes like modifying policy language or maps to further public policy goals. All changes must be adopted by the Planning Board and the County Council.

You can view changes to the master plan under consideration on the Implementation webpage once that page is created. There will also be an opportunity for citizen to comment and ask questions on changes to the master plan.

Commonly Used Terms (OV.5)

The glossary of Baltimore County, Master Plan 2030 Commonly Used Terms (See Appendix: Overview; Commonly Used Terms) is intended to help local officials and the public understand the terms that are used throughout this document. Some of the terms are technical in nature, so it is our hope that the Commonly Used Terms will be a useful guide to make Master Plan 2030 easier to understand and more accessible to local officials and community residents alike.

Acknowledgement List (OV.6)

County Executive Johnny Olszewski

Baltimore County Planning Board Nancy Hafford, Chair Todd Warren Mark Heckman Steven Heinl Wayne McGinnis Cathy Wolfson Peter Arrey Beverly German Cathryn Pinheiro Shafiyq A Hinton C. Scott Holupka Howard L Perlow Samuel C Haffer Emily Y Brophy Derick C Johnson Prior members: Paul Hartman Henry Callegary Robert Sweitzer George Fotis

Department of Planning Stephen J. Lafferty, Director Amy T. Mantay, Deputy Director Community Planning Division Ngone Diop, Chief Megan Benjamin Joseph Wiley Josephine Selvakumar William Skibinski Laurie Hay Mark Landolina

April Smith David Birkenthal Emery Huang Development Review Division Jenifer Nugent, Chief Krystle Patchak Taylor Bensley Marta Kulchytska Brett Williams Henry Ayakwah Caitlin Merritt Research, Analysis & Design Division Jennifer Meacham, Chief Kristopher Weaver Austin Broderick Myles Muehlberger

Baltimore County Agencies Department of Economic and Workforce Development Department of Housing and Community Development Department of Public Works and Transportation Department of Environmental Protection and Sustainability Department of Permits, Approvals, and Inspections Department of Recreation and Parks Department of Aging Department of Health and Human Services Office of Community Engagement Office of Information Technology Office of Budget and Finance, Property Management Division Office of Government Reform and Strategic Initiatives Office of Homeland Security and Emergency Management Baltimore County Library Baltimore County Police Department Baltimore County Fire Department Baltimore County Public Schools Community College of Baltimore County Baltimore Metropolitan Council

Consultants Matrix, Inc.

GROWTH

FRAMEWORK

Urban Rural Demarcation Line (GF.1)

It is impossible to begin a conversation about proactive approaches to land use in Baltimore County, Maryland, without first discussing the Urban Rural Demarcation Line (URDL).

Baltimore County's Urban Rural Demarcation Line, shown here in red, has divided the County into "urban/suburban" and "rural" areas since its establishment by the Planning Board in 1967.

⬚ figure

The URDL does the following:

Creates the conditions for two clearly-defined, distinct forms of development—Urban/Suburban and Rural.

Through adoption of the URDL, and subsequent Master Plans the county has created a growth boundary that channeled infrastructure investment and growth

inside the URDL. This was based on a fiscal analysis to minimize the costs of development and to maximize the protection of sensitive resources outside the growth boundary such as the drinking water supply system for 1.8 million users.

Manages Growth Focusing growth and infrastructural improvements (i.e. water and sewer facilities) into the urban area enables efficient delivery of public services at a minimal cost, versus accommodating growth in a sporadic, sprawling manner.

⬚ figure

90% of County population inhabit the urban area while only 10% inhabit the rural area.

Protects Land and Resources Limiting development in rural areas protects open space, farmland and natural resources. Easements and related preservation programs available only in rural communities have protected over 70,000 acres of land, extended the viability of agricultural lands, and is preserving rural character and sense of place.

⬚ figure

27% of land outside the URDL is preserved in an easement

Serves as the basis for subsequent County development strategies Growth should be managed in areas that are designated and planned for growth in Master Plan 2030 and through the development process.

The URDL has been a successful growth management tool. About 90% of the county’s population lives within the URDL while the remaining 10% reside in the rural areas. This reinforces the original intent of the URDL where growth and development are focused within the URDL or urban areas. Preservation and limited growth are the prevailing strategies outside the URDL, in rural areas.

The land inside the URDL where greenfield development has occurred, however, is nearly depleted. The years ahead will require a more focused redevelopment approach.

Residential Development Capacity (GF.2)

Baltimore County is running out of undeveloped land inside the URDL. In December of 2021, new capacity numbers were calculated for the urban areas based on current land use, zoning and growth tiers.

The most recent model results shows that the number of potential units could range from 10,890 units with the "moderate" build-out scenario to 26,956 units assuming the "full zone" build-out. Most lots do not build out to their fullest density, but rather to a moderate density. These figures also do not include redevelopment potential.

The current residential building rate is 1,300 residential permits per year for urban areas of the County. If this building rate continues with no change to zoning, the urban areas will reach full build-out in 20.7 years, or 8.4 years at the moderate build-out rate.

⬚ figure

MODERATE SCENARIO Urban build out is reached using the Moderate Scenario. This Scenario uses a historic build out calculation for each zone.

FULL POTENTIAL SCENARIO Urban build out is reached using the Full Scenario. This scenario uses a full density build out calculation for each zone. Most zones are not built out to full density.

Land inside the URDL will build out to full capacity in 8 to 20 years.

How does this impact life in Baltimore County? The URDL functions as intended—drawing a line through the County and directing the majority of development and infrastructure toward one side. It saves taxpayer money in the long run, and allows residents to enjoy natural landscapes with minimal intrusion from external forces.

⬚ figure

The URDL separates urban and rural development patterns

The URDL enables the rural portion of the County to successfully meet the needs and desires of its residents and protect valuable ecosystems.

Across the URDL, the outcome looks and feels quite different.

Despite being referred to as Baltimore County's urban portion, most of the land inside the URDL could be more accurately described as suburban.

Suburbanization has driven patterns of land use in much of the United States— separating residential and commercial zones, and using personal automobiles to bridge long distances with personal trips. The suburbanization of Baltimore County began in the mid-20th Century when there was plenty of open space available for roads, parking lots and single-family homes; it is inevitable that development would spread to such an extent.

After several decades, however, automobile dependence, traffic, strip malls, miles of paved and otherwise impervious surfaces, lack of physical and social connections—are negative outcomes typical of the suburban experience, and all-too-familiar to County residents in the 21st Century.

What are residents saying?

4000

We received nearly 4,000 comments from the public during the Master Plan 2030 engagement sessions. Many of those comments were directed toward land use patterns, preserving natural resources and building more sustainable communities. Here are some of the comments we heard during the Community Engagement process:

"We should celebrate and support the juxtaposition of land preservation and urban density in the County."

Community—Baltimore County Land Trust Alliance

"We want more diversity in the business types in retail areas."

Community—Owings Mills

"Emphasis should be placed on preservation and conservation of green space and the Chesapeake Bay with an emphasis on water quality improvement."

Community—Essex/Middle River

"The County should make every effort to plan for [anticipated] growth by offering multiple forms of mobility other than automobiles—walking, biking and public transit."

Community—Green Towson Alliance

How will Baltimore County address these issues?

Baltimore County benefits when leaders make visionary and strategic decisions, such as creating and continually enforcing the URDL, beginning in 1967.

Now, leaders and decision-makers are confronted with an aging, sprawling, suburban landscape inside the URDL that has not fundamentally changed much in decades. Commercial centers are beginning to show their age. Public

infrastructure needs repair. The need for “Missing Middle” housing, such as apartments, duplexes and rowhouses, for young professionals, young families and seniors alike must be addressed. Above all, residents are telling us that they would like to be able to enjoy their communities—walking, biking, recreating, frequenting local businesses—without being constrained by a hostile pedestrian environment, lack of housing options and limited transportation choices.

The Planning Department has developed a methodology to identify areas in the County that are most suitable for retrofitting—creating the conditions for the next step in the evolution of the suburban landscape.

The County Council should revise or remove zoning regulations that are no longer applicable to twenty-first century planning principles. This may include: amending zoning classifications that are interdependent on antiquated terms or classifications; and eliminating unnecessary hurdles in CZMP.

A New Approach to Growth (GF.3)

"Retrofitting" as a concept did not originate within the Baltimore County Department of Planning, nor from one singular book, elected official or social movement.

It is a common-sense approach to managing everyday imbalance and challenges that the built environment creates; one that especially makes sense for the particular set of circumstances in Baltimore County.

⬚ figure

Liberty Road Corridor, Baltimore County, Maryland

Retrofitting means: embedding traditional planning principles of density, walkability and public space into the well-established patterns and structures of the modern suburban built environment, for the improved efficiency and wellbeing of anyone who lives there.

Communities throughout Baltimore County have established themselves and grown in predictable fashion throughout several decades. Patterns of settlement, movement and transportation, economic, recreational and civic activity that inform where we live, where we run errands, where we work and go to school, etc.—are all deeply embedded into the fabric of the built environment. We recognize all of that as being fundamental to a healthy, functioning community.

However, these communities are continually evolving, amid demographic shifts, environmental and public health concerns that were unseen in the mid-20th century. As Richard Florida writes in the Foreword to Retrofitting Suburbia:

“The physical environment of suburbia has not caught up with the new realities of suburban life.”

Retrofitting represents: an opportunity to use the problems identified by residents and decision-makers alike as a basis for implementing 21st century solutions.

If residents simultaneously express a desire for affordable housing, improved walkability and pedestrian access, while bemoaning the lack of public space and the aesthetic decline of commercial corridors—surely, there has to be a better way.

Where should Retrofitting occur? The Department of Planning has identified the most "retrofit-worthy" locations throughout Baltimore County using a data-driven process based on a number of geographic, social and economic determinants.

Additional analysis was completed by the Department of Planning to remove sites that were too small to fit the redevelopment philosophy or not appropriate for redevelopment. Examples of sites not appropriate for redevelopment include sites owned by state or community colleges, Baltimore County park or school sites or BGE utility sites.

Twenty-seven (27) metrics were identified, which have been condensed into 7 categories for graphic communication purposes:

• Demographic Status
• Employment Opportunity
• Funding Resources
• Land Use and Ownership
• Neighborhood Assets
• Neighborhood Deficiency
• Transportation Access

Weights of 1, 3 or 5 point(s) were assigned to each layer. The layers were then overlaid atop one another. The overlapping areas with the highest total scores are the resulting Core Retrofit Areas.

(See Appendix: Growth Framework; Retrofit and Criteria Weighting Chart)

Methodology (GF.4) Described below is the mapping methodology used to create the Core Retrofit Areas. The Core Retrofit Areas are those identified by the Department of Planning that are prime for mixed-use redevelopment.

The Core Retrofit Areas were subsequently used as building blocks to create the new Master Plan 2030 Place Types Map. A complete outline of the methodology follows.

Core Retrofit Area Mapping Methodology

1. Demographic Status
   • High Percentage Young Adult Population (age 25-40)—1 point
   • High Percentage Senior Population (age 65+)—1 point
   • Majority Minority Census Tracts—3 points
   • American Rescue Plan Act (ARPA) District—5 points

Context: Young adults are more likely to display a preference for higher-density housing, while seniors share a desire to "age in place" and remain in their communities (Journal of Regional Science, Peer Review Study by Yongsung Lee of the Georgia Institute of Technology and Bumsoo Lee and Tanvir Hossain Shubho, MD of the University of Illinois at Urbana-Champaign). Selecting Majority Minority Census Tracts helps ensure that positive impact can spread to communities that are often underrepresented in local decision-making.

The American Rescue Plan Act (ARPA) District is a layer created by the Baltimore County Office of Government Reform and Strategic Initiatives that uses a multitude of socioeconomic factors to indicate vulnerable communities in the County. Some of those factors include Public Safety Hot Spots, Social Vulnerability Index (SVI)—refers to the potential negative effects on communities caused by external stresses on human health, Qualified Opportunity Zones, Low Income Tax Credit Qualified Census Tracts (QCT), and Area Depravation Index (ADI)—Ranking of census tracts based on income, education, employment and housing quality.

⬚ figure

2. Employment Opportunity

• Within a half-mile of a hospital—1 point
• Within a half-mile of a college or university—1 point
• Major Employment Center—5 points

Context: Healthcare and higher-education institutions are the County's largest job-creators and major employment centers likewise generate high levels of economic activity.

⬚ figure

3. Funding Resources

• Sustainable Community—5 points
• Commercial Revitalization District—5 points

Context: These layers select geographic areas with pre-determined eligibility for various state and county-level grants.

⬚ figure

4. Land Use and Ownership

• Allowable Zoning—3 points
• Regional Mall—5 points
• Over 40 acres, Single Ownership—5 points
• Impervious Surfaces—5 points

Context: These layers include areas where retrofitting could represent a substantial improvement to the existing land use, with minimal disturbance to the current conditions and the surrounding property owners.

⬚ figure

5. Neighborhood Asset

• Within a Half-Mile of a School—1 point
• Within a Quarter-Mile of a Rec and Parks Space—1 point
• Within a Half-Mile of a Community Center—1 point
• Within a Half-Mile of a Library—1 point
• Within a Half-Mile of Senior Center—1 point

Context: These layers include community resources which generate activity and foot traffic for all segments of the population and are the building blocks of strong communities.

⬚ figure

6. Neighborhood Deficiency

• High % Gas Stations, Liquor Stores, Discount Stores—1 point
• No Grocery Stores within a Half-Mile—3 points
• High % Non-Residential Vacancy—5 points

Context: These layers represent areas located in a food desert, surrounded by low-quality development and with high vacancy rates.

⬚ figure

7. Transportation Access

• Along a Major Arterial Corridor—3 points
• High Number of Pedestrian-Involved Accidents—3 points
• High Transit Ridership—3 points
• Within a Quarter-Mile of a Rail Stop—5 points
• Within a Quarter-Mile of a Bus Stop—5 points

Context: These layers show areas of high mobility options and uses.

⬚ figure

All of the metrics were combined on this map to give each area inside the URDL a retrofit score.

⬚ figure

These red-shaded areas represent the Core Retrofit Areas—with the highest scores resulting from the overlay and weighting analysis.

⬚ figure

Place Types Mapping Methodology

The Core Retrofit Areas create the new Master Plan 2030 Place Types Map. The distances below refer to areas where the surrounding population and dwelling units are within certain walking and biking distances to the core and will support the primary functions therein. A diversity of services intermingled within a close distance to your own neighborhood provides good access to services, goods and jobs.

• 1/4 Mile = 5-minute walk
• 3/4 Mile = 15-minute walk
• 1 mile = 5-minute bike ride

The Master Plan 2030 Place Types Map will replace both the Master Plan 2020 Land Management Area Map and the Master Plan 2020 Proposed Land Use Map (also called the Transect Map).

We begin with the Core Retrofit Areas resulting from the Core Retrofit Mapping process described above.

⬚ figure

A 1/8-mile buffer is created around the Core Retrofit Areas and a ¼ mile buffer is created around existing transit stops and heavily-trafficked bus stops. The buffers represent the distances that may be reached within a short walk from the Core Retrofit Areas.

This new layer becomes the Place Type—Node.

⬚ figure

Quarter-mile circles are placed at strategic points, based on the perceived "center" of the Core Retrofit Areas.

⬚ figure

3/4-mile concentric circles are placed around the ¼ mile circles.

⬚ figure

Finally, 1-mile concentric circles are placed around the ¼ mile and 3/4-mile circles.

⬚ figure

These buffer zones form the basis for the Place Type—Connected Neighborhood...

⬚ figure

...which are mapped to correspond with census block group boundaries and geographic features...

⬚ figure

...and based on the premise that these areas could support some higher intensity uses and new development, due to their proximity to the Place Type—Nodes.

⬚ figure

Everything else inside the URDL becomes a Place Type—Established Neighborhood.

⬚ figure

The new Rural Place Types located outside of the URDL, are based on the Land Management Areas from Master Plan 2020.

⬚ figure

Anything beyond the URDL is categorized the same as its 2020 designation and mapped to current 200-scale data standards using roads, hydrology and parcels to define the boundaries.

The new classifications are approximately the same: Agricultural Priority Preservation, Resource Preservation, Rural Residential, and Village (changed from Rural Commercial Center).

Some areas were re-classified based on ownership (public vs private, e.g., State/County park land), current use (residential vs agricultural) and some new Villages were added where rural commercial uses currently exist.

Place Types (GF.5)

The Master Plan 2030 Place Types Map provides general recommendations for land use based upon the Vision Framework goals and actions, as well as the retrofit analysis described above. In particular, the map identifies areas deemed most suitable for retrofitting. Growth and development within these areas should be encouraged and even incentivized. However, development may occur

anywhere within the URDL and in certain areas outside of the URDL where zoning would permit it.

Incentivizing growth in certain areas does not mean development outside of those areas is inconsistent with the Master Plan 2030. The map is conceptual and intended to reflect future land use patterns that would support the land use objectives of Master Plan 2030.

The map does not identify land use of individual properties or parcels. The Place Types map will provide general direction for County land use decisions, and may be amended as needed through Community Plans or Small Area Plans.

Related to land use, the Place Types Map will not be used to restrict uses or development consistent with zoning and other applicable regulations.

Master Plan 2030 Place Types Map

⬚ figure

Adopted Master Plan 2030 Place Types (See Appendix: Growth Framework; Place Types Map)

The Place Types (See Appendix: Growth Framework; Place Types Summary Sheet) consist of a range of intensities, from undeveloped agricultural areas in rural portions of the County, to urban downtowns and denser neighborhoods that dot the urban areas of the County. Any specific place type may be suited for multiple

uses. Primary and Secondary uses have been identified for each type, where appropriate.

The Primary and Secondary uses listed in the Place Types below are examples for demonstrative purposes only. The uses listed shall not limit the permitted uses of any specific project, property, or tract.

⬚ figure

Rural Place Types are located outside of the URDL and are intended to protect the County’s natural resources, while Urban Place Types are located inside the URDL and are suburban to urban in nature with each successive type building upon the next.

This map displays more information about each Place Type, one by one.

⬚ figure

Place Type—Resource Preservation (See Appendix: Growth Framework; Place Types Sheets) These areas are designed to protect environmental, historic and cultural resources, while allowing only limited residential, commercial or institutional development. Primary Land Use: Resource Preservation; Open Space/Recreation; Forested Land Secondary Land Use: Limited Residential

⬚ figure

Place Type—Agriculture Priority Preservation (See Appendix: Growth Framework; Place Types Sheets) These areas are designated for preserving active agriculture activities and as such are not suitable for dense residential, commercial or institutional development. Primary Land Use: Agriculture Secondary Land Use: Agritourism; Limited Residential; Recreation

⬚ figure

Place Type—Rural Residential (See Appendix: Growth Framework; Place Types Sheets) Some areas of limited low-density development are established. Prime and productive agricultural lands and soils should have limited development throughout areas outside of the URDL. Primary Land Use: Low Density Residential Secondary Land Use: Civic/Institutional; Open Space

⬚ figure

Place Type—Village (See Appendix: Growth Framework; Place Types Sheets) Facilitates commercial activity and civic uses at primary road intersections within Village place type. Primarily serves rural population commercial needs. Central location for civic uses, churches, community centers. Primary Land Use: Rural Commercial Secondary Land Use: Medium-Density Residential; Civic/Institutional; Office; Open Space

⬚ figure

Place Type—Established Neighborhood (See Appendix: Growth Framework; Place Types Sheets) Areas within the URDL, not within Connected Neighborhoods and Nodes consist of a wide variety of areas that range from existing low density residential neighborhoods to denser mixed-use areas containing a wide variety of uses along major corridors. Although much of this area is already developed, there is some opportunity for new and infill development and redevelopment, but measures should be taken to avoid negative impacts to existing residential neighborhoods. Established neighborhoods are currently served with public water and sewer service.

⬚ figure

Place Type—Connected Neighborhood (See Appendix: Growth Framework; Place Types Sheets) Areas connecting Established Neighborhoods and Nodes, that have a wide variety of uses, including a mix of commercial, office, industrial, and residential areas and uses, usually at a denser concentration than Established Neighborhoods. Many of these areas’ present opportunities for infill development and redevelopment including adding a variety of housing types such as detached single-family, townhomes and apartments. These places contain a dense population of residents, employees, and visitors needed to support the Node which they surround.

⬚ figure

Place Type—Node (See Appendix: Growth Framework; Place Types Sheets) Core Retrofit Areas, called Nodes, are the most strategic locations for retrofitting efforts. They are predominantly located along aging neighborhood centers, major arterials, near transit hubs or large greyfield sites. Nodes include adjacent residential and commercial properties that support walkable redevelopment with mid- to higher- residential density and a mix of uses that serve the community.

Five Node types: Urban Node, Regional Commercial Node, Neighborhood Node, Institutional Node, and Mobility Node

Primary Land Use: Varies by Node Type. May include High Density Residential; Auxiliary and Infill; Civic/Institutional; Commercial/Office; Open Space

Secondary Land Use: Varies by Node Type. May include Medium Density Residential

⬚ figure

Node Types Within Place Type—Node, Baltimore County has identified Five Node Types (See Appendix: Growth Framework; Node Types and Names Table)—Urban Node, Regional Commercial Node, Neighborhood Node, Institutional Node and Mobility Node. Each has its own characteristics and levels of intervention needed for compact, walkable, vibrant redevelopment.

⬚ figure

Node Type—Urban (See Appendix: Growth Framework; Node Type Details Sheet) Towson is the urban center of Baltimore County. It includes a sizable business district, which is home to a regional mall (Towson Town Center) in addition to several prominent institutions—three large hospitals (Greater Baltimore Medical Center, University of Maryland St. Joseph Medical Center, Sheppard Pratt) and two universities (Towson University, Goucher College). The urban core of Towson is increasingly more residential and pedestrian-friendly as well, with several new apartment/condominium or mixed-used redevelopments in the works.

Primary Land Use: Commercial; Office; Civic/Institutional; Multi-Family Residential Secondary Land Use: Open Space; Infill Residential; Light Industrial

Node Name(s): Towson

⬚ figure

Node Type—Regional Commercial (See Appendix: Growth Framework; Node Type Details Sheet) As retail and shopping patterns have changed in recent decades, traditional shopping malls have struggled to retain tenants and attract visitors. Most malls are aging, past their useful life and struggling to compete with newer, town center -style developments. In suburban areas, malls often occupy the largest remaining land parcels. However, much of this land is underutilized in the form of surface parking lots. These sites provide valuable opportunities to intensify redevelopment efforts, transform land-use paradigms and improve quality of life. Possibilities include: walkable town centers, housing forms designed to serve vital demographics, hotels, gathering places with greater civic and recreational opportunities.

Primary Land Use: Commercial; Office; Multi-Family Residential Secondary Land Use: Open Space; Infill Residential; Light Industrial; Civic/Institutional

Node Name(s): Security Square Mall (See Appendix: Vision Framework; Reimage Security Square Mall) Owings Mills Hunt Valley White Marsh Mall

⬚ figure

Node Type—Neighborhood (See Appendix: Growth Framework; Node Type Details Sheet) Baltimore County’s suburban commercial corridors are characterized by a mix of single-use buildings, large surface parking lots and thoroughfares designed exclusively for automobile use. There are opportunities to transform outdated land uses and transportation infrastructure along these highly-traveled roadways. These efforts should prioritize buy-in and support from existing communities, provide residential amenities, as well as improve physical and pedestrian connections between residential and commercial areas.

Primary Land Use: Commercial; Office; Multi-Family Residential Secondary Land Use: Open Space; Infill Residential; Light Industrial; Civic/Institutional

Node Name(s): Frederick Road, Catonsville Baltimore National Pike, East Baltimore National Pike, West Liberty Road, Inner Beltway Liberty Road, Rolling Road and Milford Mill Liberty Road, Old Court Road Liberty Road, Randallstown Pikesville Reisterstown Harford Road, Parkville and Carney Belair Road, Overlea Pulaski Highway, Middle River Road Pulaski Hwy., I-695 Eastern Blvd., Essex Eastern Blvd, Middle River Back River Neck, Essex Dundalk Ave., Dundalk

⬚ figure

Node Type—Institutional (See Appendix: Growth Framework; Node Type Details Sheet) In the southwestern part of the county, University of Maryland Baltimore County (UMBC) has a substantial presence. This highly rated public university is recognized for IT research, innovation and commitment to diversity and equity. Located on 530 acres west of the Beltway and next to both Catonsville and Arbutus, UMBC has expanded its community outreach and has established a facility, with the popular Ocha Mocha café, in Arbutus. UMBC is also home to bwtech@UMBC Research and Technology Park.

The University also recently took ownership of the 200-acre Spring Grove property situated north of the current campus. No specific plans have been presented for this site that also contains state operated psychiatric services and County owned homeless persons’ shelter and recreational facilities.

UMBC and the Spring Grove property represent a significant growth area for the southwest section of the County. As an anchor institution, the success of UMBC is vital to the region and will have a lasting impact for years to come. Together, UMBC and Spring Grove have potential to bring new businesses and economic activity to the area.

Accordingly, there is significant potential for development retrofitting of areas between and surrounding UMBC and the Spring Grove property. The County and UMBC should partner to develop a lasting vision that recognizes the area’s significant economic potential.

Primary Land Use: Commercial; Office; Civic/Institutional; Multi-Family Residential Secondary Land Use: Open Space; Light Industrial

Node Name(s): University of Maryland, Baltimore County (UMBC) Community College of Baltimore County (CCBC) – Catonsville

Node Type—Mobility (See Appendix: Growth Framework; Node Type Details Sheet) This Node Type refers to focal points in the transportation network where different modes of transportation, multi-modal supportive infrastructure and place-making strategies can create or enhance existing activity centers. Amenities may include bus stop and layover zones, transit shelters with real-time arrival information, bike share stations, bicycle storage, repair facilities, retail and open space. Providing an array of options at these Nodes accommodates a variety of different needs, greatly increasing the number of destinations accessible via transit. Mobility Nodes are currently located around existing transit stops or bus stops with heavy ridership. Their success depends on the interaction and balance between transportation, land use and place-making functions.

Primary Land Use: Commercial; Office; Civic/Institutional; Multi-Family Residential Secondary Land Use: Open Space; Light Industrial

Node Name(s): Lansdowne Station Social Security Administration Windsor Mill Old Court Metro Station Warren Road Lutherville-Timonium Loch Raven Eastern Blvd., Martin State Airport Merritt Blvd., Dundalk Baltimore Highland Light Rail Halethorpe, St. Denis Falls Road Light Rail

⬚ figure

Place Type—Special Use (See [Appendix: Growth Framework; Place Types Sheets](See Appendix: Growth Framework; Place Types Sheets)) Includes certain industrial, manufacturing and research, technology and innovation areas but may include limited other uses, including retail. By their function, they require their operation to be separate (except those with similar characteristics). Currently, this designation applies to the Tradepoint Atlantic (TPA) site, and to University of Maryland Baltimore County (UMBC).

Primary Land Use: Light Industrial; Heavy Industrial; Technology Secondary Land Use: Office; Commercial; Flex Warehouse

⬚ figure

The Tradepoint Atlantic Site at Sparrows Point

⬚ figure

Tradepoint Atlantic, Photo Credits—Joe Wiley, Baltimore County, Department of Planning, November 2022

Southeast Baltimore County is the home of a very unique commercial and industrial center, Tradepoint Atlantic (TPA). Located on the site of the former Bethlehem Steel facility, TPA is a 3,300-acre multi-modal logistics and industrial center that offers a gateway to U.S. domestic and global markets. It has an unmatched combination of a deep-water port and access by rail and Interstate 695, the Baltimore Beltway.

⬚ figure

This privately owned property has seen extensive investment that now has over 12,000 permanent jobs in the supply chain, maritime and industrial logistics industry sector, with thousands more expected to be created at full buildout. There is 18 million square feet of Class A warehouse and industrial development. This includes Amazon, McCormick’s, Under Armour, Home Depot, Niagara Bottling, FedEx Ground, Harley Davidson, Volkswagen and BMW. It is also home to two major off-shore wind companies, Orsted and US Wind, that envision TPA as the manufacturing and launching site for their wind turbines. There has been over $2 billion of private investment, positioning Tradepoint Atlantic and southeastern Baltimore County, as one of North America’s most strategic commercial gateways.

Tradepoint Atlantic is also engaged with the local community. It donated land to the County to build the Sparrows Point Recreation Center, a 21-acre water view park site on Wharf Road. This project will fill a longstanding recreational gap in the Edgemere-Sparrows Point area. The proposed park plan includes a 16,000 square foot community center with double court gym, two community-accessible activity rooms and concessions area, full-size synthetic turf field with LED lighting, 10,000 square foot playground, ADA accessible fishing pier and kayak launch, and a scenic walking path.

The size and scale of Tradepoint Atlantic has a regional impact on employment, transportation and housing. It presents an additional opportunity for fostering more commercial and residential activity in the southeast.

University of Maryland Baltimore County (UMBC)

⬚ figure

University of Maryland Baltimore County (UMBC), Photo Credits— Google Maps, Date of Photo 2023, Date of Access July 7, 2023.

In the southwestern part of the county, University of Maryland Baltimore County (UMBC) has a substantial presence. This highly rated public university is recognized for IT research, innovation and commitment to diversity and equity.

Located on 530 acres west of the Beltway and next to both Catonsville and Arbutus, UMBC has expanded its community outreach and has established a facility, with the popular Ocha Mocha café, in Arbutus. UMBC is also home to bwtech@UMBC Research and Technology Park.

The University also recently took ownership of the 200-acre Spring Grove property situated north of the current campus. No specific plans have been presented for this site that also contains state operated psychiatric services and County owned homeless persons’ shelter and recreational facilities.

Land Use Processes (GF.6)

Where land use terms are defined or explained in the County Code or BCZR, those are the definitions that are followed in this document.

The adoption of a new master plan allows Baltimore County the opportunity to review county land use processes and determine where the processes may have opportunities for improvement.

A typical long-range planning process involves the following activities:

• Data collection and analysis
• Creation of a Comprehensive/Master Plan, followed by the development of Small Area Community Plans throughout the County
• Implementation of the Plan via changes to zoning
• Development regulations and review
• Capital Programming

This should take place over the course of ten years, in alignment with the decennial Census and master plan process. Changes to zoning should occur through the Comprehensive Zoning Map Process (CZMP) after the adoption of a master plan, and following the recommendations included therein. Projections for growth and development and changes to land use will inform major infrastructural and capital improvements outlined in documents such as Water Supply and Sewerage Plan, Hazard Mitigation Plan, Nuisance Flooding Mitigation Plan, Land Preservation, Parks and Recreation Plan, etc.

An ideal sequence of major work processes and plans would look like this:

⬚ figure

Aligning the decennial Census, Master Plan, Small Area Plans, CZMP and additional planning documents.

The County’s initiatives require input from multiple agencies and the engagement of communities. Legal mandates and requirements prevent the implementation of an orderly, preferred workflow.

Comprehensive Zoning Map Process The Comprehensive Zoning Map Process (CZMP) occurs every four years and enables members of the public to submit requests for zoning changes to any piece of land in Baltimore County regardless of ownership of the land. With the frequency of the CZMP, the Council should have the ability to make updates to the Master Plan as needed to keep pace with changing needs and trends.

Recommendations

Study Comprehensive Zoning Map Process (CZMP) The CZMP and Cycle Zoning process should be evaluated and updated. The Planning Department and the Planning Board should undertake a comprehensive study to evaluate the effectiveness and efficiency of the current CZMP and Cycle Zoning process and, if appropriate, develop and evaluate options to the current CZMP and Cycle Zoning process including the timing of and frequency of the processes.

From the Vision Framework's Inclusive Planning section, Goal 1, Action 7:

The Planning Department and the Planning Board shall create a task force to study the current Comprehensive Zoning Map Process (CZMP) and Cycle Zoning Process and make recommendations where the process may have opportunities

for improvement to make it more effective and easier for retrofitting communities as suggested in the Growth Framework.

Development Processes (GF.7)

During the Master Plan 2030 engagement process, feedback from community stakeholders indicated that the Baltimore County development process needs to be more transparent and that policies need to be reviewed and updated. More importantly, the community needs to be heard.

“I would like a greater emphasis on Transit Oriented Development (TOD), and making meaningful connections between those developments. Current TOD projects around the county do not appear to incorporate the transit connections needed to fully realize their potential. I believe the county should also consider increasing the use of minimum floor-to-area ratios within certain proximity to those TOD hubs.” -Baltimore County Resident—Master Plan 2030 Phase II Comment

“The Planned Unit Development (PUD) Process should be evaluated and updated.” -Baltimore County Resident—Master Plan 2030 Phase II Comment

Many of the development manuals used today were created decades ago and need to be updated in order to reflect modern-day development practices. The definition and application process for a Transit Oriented Development (TOD) needs to be more clearly specified. The Planned Unit Development (PUD) process needs to be evaluated for its successes, transparency, clear articulation of eligibility requirements, community benefits and ensuring a higher quality development is achieved at project end.

The recommendations below, gathered from input during the engagement process, are taken from goals and actions in the Vision Framework.

Development Manual Updates

Comprehensive Manual of Development Policies Update

The Comprehensive Manual of Development Policies (CMDP) is established through Baltimore County Zoning Regulations, Section 504.2 stating that the:

*“Department of Planning shall compile and codify, in appropriate and practical form, a comprehensive manual of the...land-use and development policies and zoning

resolutions” they are intended for the Planning Board to “adopt and implement administrative, project design or planning policies or procedures which are not inconsistent with the regulations and which further the purposes thereof”

The CMDP update will result in a living document with a more modern, visual interface and will be available online for ease of access by the public, which may be updated as zoning laws and policies change.

⬚ figure

Sample from the Comprehensive Manual of Development Policies

The first CMDP was adopted in 1972 to establish regulatory residential standards and design guidelines. It has evolved to reflect contemporary planning practices and enhance development opportunities, while enabling creative design and mitigating undesirable outcomes. The CMDP is intended for use in concert with the Master Plan in carrying out the goals set forth within the Plan.

Permits, Approvals and Inspections Policy Manual Updates The Department of Permits, Approvals and Inspections (PAI) is currently prioritizing updates to the following three manuals:

• Development Plans Review Policy Manual (2002)
• Development Management Policy Manual (2002, Not Available online)
• Zoning Commissioner’s Policy Manual (1992, Not Available online)

The content of these manuals impacts the daily operations of the Department with almost every application received. The current versions conflict with contemporary practices, reference processes that no longer exist and fail to recognize existing processes that are codified. They have redundant material and refer to outdated methodologies or standards.

There are 3 fundamental objectives in updating these manuals: • Eliminate outdated practices, update current practices and include best practices/methodologies where appropriate. • Eliminate redundancy and conflicts between existing manuals and/or Code. • Provide clarification and context where standards and processes are to be utilized.

Targeted date of completion for the first three is 2024. After which, PAI will begin updating two additional manuals: • Baltimore County Landscape Manual (2000) • Baltimore County Local Open Space Manual (2000)

Development Review Decision Coordination

Applicants going through the Baltimore County development review process may receive contradictory or conflicting responses from County Agencies. These conflicting responses could be the result of difficulties with coordination of county agency review and communication. Inconsistent recommendations from various County departments can frustrate developers and lead to delays in approvals.

Departments responsible for Phase 1 Review should develop a coordinated sign-off policy on responses to developers before issuing recommendations during the Development Review process. Phase 1 Review is the first step in the development plan review process in which the plan is approved by the Administrative Law Judge and recorded into the County record. That sign-off policy could potentially be coordinated through PAI’s new CityWorks, a system used by Baltimore County to track permits and developments throughout the development process. PAI should coordinate a meeting with appropriate departments to reconcile potentially conflicting recommendations before formal responses are issued to the developer.

From the Vision Framework's Livable Built Environment section, Goal 1, Action 10: Streamline the Development Review process, departments with review responsibility during the Phase 1 Review process should coordinate decisions before responding to developers with requested or recommended changes to a development plan.

Transit Oriented Development A Transit Oriented Development (TOD) provides a unique opportunity to increase transit ridership and connectivity, reduce reliance on motor vehicles and support mixed-use communities with public amenities and a greater sense of place.

Recent efforts have created definitions within the Baltimore County Zoning Regulations (BCZR) and Baltimore County Code (BCC) to establish preliminary criteria for TOD designation, as well as, a county review process to apply for state TOD designation. A transparent overview of the process and an application is now available on the county’s website for ease of access for the public regarding TODs.

⬚ figure

TOD Application Process

From the Vision Framework's Livable Built Environment section, Goal 1, Action 3: Create new and adjust existing overlay districts with implementation tools and

incentives to encourage walkable, mixed-use development in and near transit stations by utilizing a Smart Growth framework.

From the Vision Framework's Livable Built Environment section, Goal 3, Action 5: Develop a Transit Oriented Development (TOD) strategic plan to increase the use of transit services and connect jobs, housing, entertainment and retail.

Planned Unit Development Process A Planned Unit Development (PUD) is a development that may propose residential, recreational, industrial and/or commercial elements. The approval process for a PUD is similar to that of other land development projects, except that the County Council must determine that the PUD will achieve substantially higher-quality development than a conventional development and provide a public benefit that would otherwise not be obtained. This determination is made after having received input from County agencies and from the community following a community meeting and a public hearing.

The purpose of a PUD is to provide flexible development through innovative house types, mixing of uses (within buildings), pedestrian orientation and street-oriented buildings (parking provided in the side or rear). Residential uses are permitted in any residential and non-residential zone within a PUD development subject to compatibility. A PUD is usually approved subject to restrictions calculated to achieve the compatible and efficient use of land, including the consideration of any detrimental impact upon adjacent residential communities. PUDs are only permitted within the Urban Rural Demarcation Line (URDL).

With the ability for the Council to approve uses and densities not otherwise permitted by the underlying zoning, the PUD Process has proven to be a valuable tool to allow for development and redevelopment in this mature jurisdiction.

Since the 1970s when the process for Planned Unit Development (PUD) first appeared in the Baltimore County Code, the process has been revised many times. Changes range from adjustment to minimum acres, to the role of County agencies in review of the proposed development. However, a major change to the process was enacted by County Council in 2010. This change removed the Planning Board's role from the process—shifting the approving role from the Planning Board to the hearing officer. Notably, the basis for PUDs being reviewed by the Planning Board was to assure that the development was supported within the Master Plan with the Planning Board as the intended Stewards.

The PUD process should be reviewed comprehensively by the Planning Board, along with the impacts of the omission of the Planning Board in the approval process. The Planning Board should study the existing process and make recommendations to make it easier for retrofitting communities, as suggested in the Growth Framework.

From the Vision Framework's Livable Built Environment section, Goal 1, Action 2: Evaluate the current Planned Unit Development (PUD) process to assess its success and ensure it is transparent, clearly articulates eligibility requirements, conveys tangible community benefits and ensures a higher quality development.

Water Resources Element (GF.8)

The Water Resources Element (WRE) is an examination of all water resources in Baltimore County, Maryland. It includes public and private drinking water supplies, public and private wastewater disposal systems, and stormwater runoff from existing and proposed land uses. The intent of the analysis is to ensure safe and adequate supplies of drinking water, adequate facilities for wastewater disposal, protection of high-quality natural resources, and restoration of impaired waterways. Incorporated into the County’s land use plan - Master Plan 2030, the WRE will inform policies and actions to be implemented over the next decade and beyond.

(See Appendix: Growth Framework; Water Resources Element)

VISION

FRAMEWORK

Introduction (VF.1)

The Vision Framework establishes the goals for the future long-range development of a sustainable Baltimore County. As with all other sections of Master Plan 2030, the Vision Framework draws heavily from the American Planning Association’s report: Sustaining Places: Best Practices for Comprehensive Plans. Throughout the process to develop the plan, the Department of Planning used this report as a guideline and a source of inspiration.

Sustaining Places is a policy document and tool that focuses on helping communities achieve “livable, healthy communities in harmony with nature—communities that have resilient economies, social equity and strong regional ties." This idea has been adapted as principles in the Vision Framework: Livable Built Environment, Harmony with Nature, Resilient Economy, Responsible Regionalism, Inclusive Planning and Healthy Community.

Each principle includes goals and supporting actions for achieving sustainable outcomes.

Livable Built Environment (VF.2)

⬚ figure

Ensure that all elements of the built environment, including land use, transportation, housing, energy, and infrastructure, work together to provide sustainable, green places for living, working, and recreation, with a high quality of life.

The built environment encompasses physical features (such as buildings, streets and utilities) and the systems and processes associated with them (such as movement of people, flow of water). As such, it defines the multifaceted community that people experience through their daily lives—the places where they live, work and recreate. Because the built environment shapes quality of life for the entire population, sustaining its livability and ensuring that it functions at the highest possible level are primary tasks for comprehensive planning.

-American Planning Association. Sustaining Places: Best Practices for Comprehensive Plans

Priorities (6)

• Land Use and Development
• Housing
• Transportation
• Infrastructure
• Community Facilities
• Historic Preservation

Goals and Actions

Land Use and Development

Goal 1: Elevate the quality of the built environment to ensure an equitable, sustainable and prosperous place for all people with communities that thrive and cultivate their unique identities.

Goal 1, Action 1: Create a redevelopment framework that reinforces the existing Urban-Rural Demarcation Line (URDL) and focuses on redevelopment strategies through community planning policies.

Goal 1, Action 2: Evaluate the current Planned Unit Development (PUD) process to assess its success and ensure it is transparent, clearly articulates eligibility requirements, conveys tangible community benefits and ensures a higher quality development.

Goal 1, Action 3: Create new and adjust existing overlay districts with implementation tools and incentives to encourage walkable, mixed-use development in and near transit stations by utilizing a Smart Growth framework.

Goal 1, Action 4: Utilize nature-based solutions (NBS) as a vehicle for delivering green, resilient and inclusive development (GRID) to reduce the negative effects of climate change.

Goal 1, Action 5: Identify older sub-standard buildings and provide incentives for adaptive re-use utilizing community input.

Goal 1, Action 6: Expand strategies to encourage greyfield development (i.e., older shopping centers) to incentivize and eliminate barriers to (re)development.

Goal 1, Action 7: Review zoning regulations to prevent the oversaturation of certain businesses, such as the concentration of self-storage warehouses, tattoo parlors, fuel stations, and auto parts stores within a few blocks, or dollar stores that anchor older shopping centers.

Goal 1, Action 8: The Department of Planning and the Planning Board shall create a task force to study the current Comprehensive Zoning Map Process (CZMP) and recommend Page 85 improvements to make it more effective and easier for retrofitting communities as proposed in the Growth Framework.

Goal 1, Action 9: Explore requiring LEED certification or Green Building Code standards in excess of LEED silver for commercial and residential construction.

Goal 1, Action 10: Streamline the Development Review process. Departments with review responsibility during the Phase 1 Review process should coordinate decisions before responding to developers with requested or recommended changes to a development plan.

Goal 1, Action 11: Study existing zoning overlay districts and create new overlay districts or create a new zone(s) in order to allow the intended place type uses in the Growth Framework Plan.

Goal 1, Action 12: Maintain the currency of the Place Types Map through periodic reevaluation and revision of the map based on analysis or growth and development needs and trends, small area plan studies and special area studies.

Housing Goal 2: Provide quality mixed-income housing options to meet the needs of a diverse population and strengthen neighborhoods.

Goal 2, Action 1: Ensure that there are updated adequate public guidelines in place.

Goal 2, Action 2: Establish zoning practices that removes barriers and supports mixed-use and mixed-income development for a wide-range of housing options. Allow housing development in certain commercial zones in Affordable Housing Opportunity Areas.

Goal 2, Action 3: Partner with non-profit organizations and/or land trusts to reduce barriers for homeownership.

Goal 2, Action 4: Establish age- and disability-friendly policies to support and enhance initiatives for aging in place and people with disabilities.

Goal 2, Action 5: Establish place-based strategies to improve and enhance the housing stock in older communities.

Goal 2, Action 6: Use the recently established definitions of “uninhabited” and “vacant structure” to establish a strategy for revitalization.

Goal 2, Action 7: Leverage recent code changes to expand the opportunities to establish Accessory Dwelling Units (ADUs). Continue to explore if additional code changes are necessary.

Goal 2, Action 8: Increase a healthy housing market in older communities while ensuring affordability within these areas to prevent displacement.

Goal 2, Action 9: In support of encouraging the new development of attainable housing consistent with retrofitting communities as proposed in the Growth Framework, the Baltimore County Department of Housing and Community Development (DHCD) shall identify and pool currently available Baltimore County, State and Federal incentives and resources available to residents and developers. In addition, DHCD, in concert with other County departments, shall identify and propose potential new incentives which may include additional financial assistance, new infrastructure and public improvements as well as administrative support which may include streamlining and expediting County approvals processes.

Transportation Goal 3: Develop a multi-modal transportation system that reduces automobile dependency, strengthens connectivity and improves accessibility between places and functions to support economic growth and community safety.

Goal 3, Action 1: Implement the Baltimore County Bicycle and Pedestrian Master Plan to expanded bicycle access and use and provide links to green networks.

Goal 3, Action 2: Modify parking minimums for the following scenarios: areas in need of redevelopment; development proposed to be located around a half-mile of transit stops; and urban areas where shared parking is encouraged.

Goal 3, Action 3: Implement the federal-funded “Safe Routes to School” (SRTS) program to promote walking and bicycling to school through land use plans and policies.

Goal 3, Action 4: Coordinate with Maryland Transit Administration (MTA) and institutions to expand the Baltimore County locally operated transit services to support employment, meet the needs of seniors and connect residents to services.

Goal 3, Action 5: Work with The Maryland Department of Transportation (MDOT) to develop a Transit Oriented Development (TOD) strategic plan to increase the use of transit services and connect jobs, housing, entertainment and retail.

Goal 3, Action 6: Include the Complete Streets approach in small area plans to guide development projects, revitalization efforts or redevelopment and examine the role of transit.

Goal 3, Action 7: Increase the presence and number of electric vehicles (EVs) and electric vehicle charging stations on public and private property.

Goal 3, Action 8: Amend the Automotive Services (A.S.) Overlay District to accommodate electric vehicles and other sustainable modes of transportation.

Goal 3, Action 9: Support opportunities for expanding transit services and micro-mobility services to better connect communities and regional jurisdictions.

Goal 3, Action 10: Conduct research for the development of Connected and Automated Vehicles (CAV) policies related to street design and parking to prepare for autonomous vehicles.

Goal 3, Action 11: Baltimore County shall work with the MTA, Baltimore City and County communities to establish an east to west transit service, a “Red Line”, that runs from west of Security Square Mall in Woodlawn into Trade Point Atlantic and possibly Essex.

Goal 3, Action 12: Ensure that road expansions are consistent with the rural or suburban character of the communities where they occur. Specifically, the County shall refrain from funding or otherwise moving forward with any projects that directly connect Forge Road to Belair Road, as well as Compass Road to Wampler Road, or advance any lane expansion of Chapel Road in Perry Hall or Ebenezer Road in Middle River and White Marsh.

Goal 3, Action 13: Prioritize the construction of an eastbound connection from Philadelphia Road to White Marsh Boulevard and work to eliminate the chronic congestion in the Cowenton Avenue area near Pulaski Highway.

Infrastructure

Goal 4: Align capital investments with adopted growth strategies to limit negative impact of growth and ensure benefits are distributed equitably.

Goal 4, Action 1: Leverage the County's recently-created green infrastructure program to equitably integrate climate resilient features into County projects to help combat the impacts of climate change.

Goal 4, Action 2: Evaluate existing and new regulatory incentives to integrate Low Impact Development (LID) practices into all new (re)development.

Goal 4, Action 3: Consider adopting policies and programs to promote renewable energy production and energy efficiency.

Goal 4, Action 4: Expand and update sewer systems to reduce the number of septic systems within URDL where there is a clear health need – not merely to drive new development. Expand financial assistance for existing homeowners impacted by sewer projects.

Goal 4, Action 5: Establish a multi-agency effort to update regulations and policies to address road standards, aging water and sewer infrastructure, and storm water management to support sustainable (re)development inside URDL.

Goal 4, Action 6: Improve digital equity by sustaining the County's near-universal broadband access (internet service) to ensure it remains affordable and available to all residents while increasing digital literacy

Goal 4, Action 7: Review and expand the County’s annual road resurfacing budget to repair, replace, and/or repave a greater number of roads that currently have a poor rating such that the number of poorly rated roads decreases each year.

Community Facilities

Goal 5: (Re)develop community facilities for education, recreation and safety, while advancing equity, environmental priorities, and adaptation to future growth patterns.

Goal 5, Action 1: Sustain an open and transparent community input process for (re)development of community facilities.

Goal 5, Action 2: Complete ongoing evaluation of existing community facilities to increase investments equitably for expansion and additional services.

Goal 5, Action 3: Ensure future County construction or major renovation are designed to meet at least LEED Silver standards, as required by the US Green Building Council.

Goal 5, Action 4: Incorporate smart technologies into County facilities to improve and enhance remote work/education capabilities and to address current and future needs.

Goal 5, Action 5: Conduct a County-wide study to determine where new community facilities should be constructed to achieve equity and accessibility.

Goal 5, Action 6: Create a transparent and equitable approach to determine where capital improvement projects should be located to ensure equitable County-wide investment.

Goal 5, Action 7: Build multi-use facilities that are adaptable and meet the needs of all community members.

Goal 5, Action 8: Evaluate and improve the ability of existing and proposed County facilities to withstand the impacts of climate change.

Historic Preservation Goal 6: Retain the identity of existing neighborhoods by intentionally directing redevelopment and elevating the quality of places through historic preservation.

Goal 6, Action 1: Develop and update policies to mitigate any negative development impacts on locally designated or National Register-listed historic resources and districts.

Goal 6, Action 2: Develop an archaeological review process to ensure the identification, protection and management of significant historic and non-renewable archaeological resources, including cemeteries.

Goal 6, Action 3: Create conservation areas to maintain the identity and character of older residential neighborhoods and allow compatible and context-sensitive infill development.

Goal 6, Action 4: Promote the use of deconstruction as an alternative to demolition, to encourage the reuse of salvageable building materials.

Goal 6, Action 5: Encourage adaptive use and rehabilitation of historic properties to preserve neighborhood and community identities.

Goal 6, Action 6: Use preservation tools to advance housing diversity and market affordability, economic development and environmental sustainability to retain cultural and architectural heritage.

Goal 6, Action 7: Support community historic preservation committees so that their actions are meaningful.

(See Appendix: Vision Framework; Goals, Actions and Metrics—Livable Built Environment Table)

Middle River Redevelopment Area Master Plan 2020 (PDF) proposed the creation of a new growth area on the eastern side of the county, the Middle River Redevelopment Area. At the time, it was employment oriented with minimal residential development. It was diverse in land use and, therefore, was to be examined in nine sub-areas. Different proposed land uses and actions were identified for each area.

⬚ figure

Master Plan 2020 Middle River Redevelopment Area

Over the past decade, the area has seen substantial change. The extension of White Marsh Boulevard opened up land for the development of the mixed-use, primarily residential community of Greenleigh. Parts of White Marsh Mall are additionally being converted to residential development. The County decided that it would not renew the Sustainable Community designation for Pulaski Highway. The former General Services Administration building at Martin Airport was designated a Transit Oriented Development (TOD) but is now owned by a company seeking to develop a warehousing and logistics facility. Lockheed Martin has indicated its plan to sell its property and move.

Furthermore, during the last Comprehensive Zoning Map Process (CZMP), the 414-acre former Lafarge quarry property was downzoned to RC 8. The land remains undeveloped save for the ongoing business.

A Small Area Plan should be initiated immediately after the adoption of this Master Plan to develop consensus regarding the future of this region. Every effort should be made to respect the beauty and character of the eastern Baltimore County waterfront, with its established neighborhoods, marinas, and other small businesses. The future of the White Marsh Town Center should be a focus of this Small Area Plan. A vision for the Lafarge Quarry should be another priority of the Small Area Plan, or legislation that establishes an overlay, with the requirement that a connection be constructed to White Marsh Boulevard that avoids local routes to the greatest extent possible; conservation and compatible development are suitable uses here. Transportation safety, the preservation of coastal regions such as the bulk of the former C.P. Crane plant, and the adequacy of fire and police stations are critical concerns throughout this area.

While retaining the boundaries of the Middle River Redevelopment Area from the 2020 document, Master Plan 2030 proposes to apply three Place Types to this area: Connected Neighborhood, Established Neighborhood, and Nodes. The Redevelopment Area is also bordered by Resource Preservation, Agricultural Priority Preservation and Rural Residential Place Types in addition to the Essex Sustainable Community area, the URDL and shoreline.

⬚ figure

Middle River Redevelopment Area Place Types

Master Plan 2030 Place Types

Place Types

• Resource Preservation
• Agriculture Priority Preservation
• Rural Residential
• Village
• Established Neighborhood
• Connected Neighborhood
• Node
• Special Use
• Undefined

Due to the changes during the past decade, a Small Area Plan (See Appendix: Vision Framework; Small Area Plans) should be initiated for this area.

Related Plans

• Affordable Housing Workgroup Final Report
• Baltimore County Transit Development Plan
• Baltimore County Bicycle and Pedestrian Master Plan (2022 Draft)
• Hazard Mitigation Plan (2021)
• Baltimore County Efficiency Review
• Age-Friendly Baltimore County

Harmony with Nature (VF.3)

⬚ figure

Ensure that the contributions of natural resources to human well-being are explicitly recognized and valued and that maintaining their health is a primary objective.

Because urban and suburban development and human activities can disturb nature’s balance and damage the resources it provides, comprehensive plans and implementation programs must strive to protect the health of and mitigate negative impacts to the natural environment. A healthy environment is a common resource that belongs to everyone but is owned by no one. Therefore, communities must understand the value of, and advocate for, preserving natural systems and services that contribute to the triple bottom line (environment, economy and equity). While some natural resources are protected through separate functional plans, such as those for air and water quality, the comprehensive plan sets the framework and direction for protecting, maintaining and restoring the natural systems.

-American Planning Association. Sustaining Places: Best Practices for Comprehensive Plans

Priorities (4)

• Forests, Sensitive Areas and Land Preservation
• Green Network
• Water Quality
• Climate Resiliency and Energy Efficiency

Goals and Actions

Forests, Sensitive Areas and Land Preservation Goal 1: Protect the functionality of Baltimore County’s agricultural lands, forests, wetlands, waterways and floodplains, as well as parks and permanently protected easement lands that will contribute to the health and quality of life for residents.

Goal 1, Action 1: Increase the number of preserved acres through sustained financial support for conservation easements and agricultural land preservation programs, prioritizing protection of continuous tracts of farmland in Agricultural Priority Preservation Areas and Rural Legacy Areas.

Goal 1, Action 2: Continue to coordinate amongst County agencies, Baltimore City, the State of Maryland, non-governmental organizations and public-private partnerships to support programs which protect land and water resources.

Goal 1, Action 3: Support an evolving agricultural industry and farming that contributes to a local food supply and conservation of agricultural land, rural open space and environmental resources in Baltimore County.

Goal 1, Action 4: Continue to integrate the County’s interpretive centers into education and promotional efforts to increase understanding, awareness and appreciation of environmental resources and their relationship to human-made systems.

Goal 1, Action 5: Maintain the land use designations and zoning applied to land containing sensitive environmental resources (i.e. prime and productive soils, steep slopes, Rare, Threatened and Endangered (RTE) species habitat, water resources) within the County.

Goal 1, Action 6: Increase education about programs and incentives, to preserve forests and increase tree plantings, primarily through the voluntary efforts of County landowners in order to achieve or exceed the goal of maintaining a 50% tree canopy county-wide.

Goal 1, Action 7: Increase and enhance the health and resilience of forests and vegetation along County waterways (Coastal and inland) through voluntary and incentive-based planting and maintenance programs and lengthen the maintenance period related to reforestation.

Goal 1, Action 8: Support and fund watershed restoration initiatives through best management practices such as stormwater management system upgrades and retrofits, infrastructure repair, reforestation, stream restoration and shoreline protection, including living shorelines.

Goal 1, Action 9: Control and mitigate invasive and exotic species (e.g. flora and fauna) on County owned lands to maintain the diversity and health of native plants and animal populations.

Goal 1, Action 10: Encourage public/private partnerships for stewardship of the environment.

Goal 1, Action 11: Protect at least 80% of the prime agricultural and forestlands within the County's Agricultural Priority Preservation Area.

Goal 1, Action 12: Support the protection and enhancement of lightly-developed, agricultural areas that remain in urbanized communities, such as the Chapel Road Corridor in Perry Hall and Hidden Waters Farm in Pikesville.

Green Network Goal 2: Adequately protect and increase public access to greenspaces by linking parks, schools, institutions, neighborhoods, business/retail areas, natural areas, open spaces, water access and cultural landscapes so that they are equitably accessible in all areas of the county and to residents of all abilities.

Goal 2, Action 1: Improve coordination among County agencies to connect access points and trails that encourage passive and active uses and while also protecting environmentally sensitive areas.

Goal 2, Action 2: Increase bike and pedestrian connectivity between the County’s public parklands, recreational facilities and lands protected under other land preservation and regulatory programs through improvements to trails and paths and, where possible, land acquisition.

Goal 2, Action 3: Acquire land for parks, greenway corridors, open space and paths in communities that have less access to neighborhood or community parks and in areas expected to have high population.

Goal 2, Action 4: Increase the number of pocket parks with amenities, focusing on areas of high population and redevelopment, especially in the more urbanized areas of Baltimore County.

Goal 2, Action 5: Continue to support and expand the “Operation ReTree Baltimore County” to not only involve older, higher-density and lower income neighborhoods, but also growth areas built between 1980 and 2000 where tree planting was not a priority.

Goal 2, Action 6: Develop incentives for development or redevelopment projects to exceed minimum regulatory requirements for resource protection.

Goal 2, Action 7: Require new development or redevelopment to provide publicly accessible shared-use pathways and to increase the acreage and quality of open space and forested, or tree-shaded open space.

Goal 2, Action 8: Increase coordination with land conservation organizations and neighboring jurisdictions to maximize parks and open space preservation and to strengthen a regional green network.

Goal 2, Action 9: Expand access to and knowledge about environmental and sustainability issues, increase participation in environmental and sustainability projects and centralize information about county sustainability and environmental programs on dedicated website for this purpose. It is critical for the school system to participate in this effort.

Water Quality Goal 3: Improve local water quality to protect the County’s natural resources and to ensure groundwater and reservoirs remain safe, reliable and sustainable sources for public consumption and surface waters safe for public recreation.

Goal 3, Action 1: Protect the water quality in reservoirs, local waterways, rivers, floodplains, wetlands and the Chesapeake Bay by mitigating the impacts of increased stormwater run-off and other adverse effects of land development and climate change by prioritizing stream restoration projects which provide Total Maximum Daily Loads (TMDLs) and Municipal Separate Storm Sewer Systems (MS4s) treatment credit while reducing silt and sediment migration and nutrient pollution.

Goal 3, Action 2: Work with the State and federal agencies to update the analysis of stormwater quality and quantity to address increased precipitation patterns, climate change and updates to the Chesapeake Bay Watershed Model.

Goal 3, Action 3: Establish a County fund and incentives, such as tax credits, to support updating of failing septic systems.

Goal 3, Action 4: Provide incentives to update and improve stormwater management systems existing on private property where public benefits, such as water quality improvement and flood hazard reduction can be achieved.

Goal 3, Action 5: Identify, prioritize and retrofit stormwater management sites on County property where water quality best practice projects can be installed.

Goal 3, Action 6: Simplify and streamline the permitting process for environmental projects to incentivize and accelerate implementation.

Goal 3, Action 7: Create new and expand existing partnerships with the non-profit and private sector to advance environmental restoration projects that are aligned with County goals in order to accelerate implementation and provide opportunities for leveraging funding.

Goal 3, Action 8: Evaluate and implement education, enforcement and infrastructure strategies to curb littering and expand the County's anti-litter campaign countywide. It is critical for the school system to participate in this effort.

Goal 3, Action 9: Reduce the use of road salts.

Goal 3, Action 10: Review existing and devise new programs to reduce riverine, pluvial and tidal flooding and coastal subsidence.

Climate Resiliency and Energy Efficiency Goal 4: Plan and prepare for the negative impacts of climate change to human health and well-being, public infrastructure, private property and the environment.

Goal 4, Action 1: Implement the County's Greenhouse Gas Climate Action Plan by 2030.

Goal 4, Action 2: Expand information and assistance to the public regarding the climate risks and opportunities to implement climate resiliency and mitigation actions.

Goal 4, Action 3: Led by the County Division of Sustainability, coordinate agency actions to address climate resiliency issues, including the need for a Resilience Authority.

Goal 4, Action 4: Implement recommended actions by the Solid Waste Workgroup, including strategies to decrease the use of single-use packaging and increase diversion and recycling to reduce solid waste entering landfills.

Goal 4, Action 5: Implement the County's Trash Reduction Strategy.

Goal 4, Action 6: Incorporate cost-effective coastal resiliency strategies into development regulations and updates of the Baltimore County Hazard Mitigation Plan to address floodplain management areas and populations at risk.

Goal 4, Action 7: Integrate resiliency policies into decisions to acquire properties for parkland, flood plain, Coastal Rural Legacy and other land preservation programs.

Goal 4, Action 8: Adopt codes, standards and practices to support climate-ready green buildings, development and redevelopment by incorporating sustainable infrastructure and energy efficient systems to address emissions that exacerbate climate change impacts.

Goal 4, Action 9: Provide incentives for newly constructed or rehabilitated buildings that exceed code requirements, e.g. include electric vehicle charging stations in public areas, amenities to encourage biking including electric bike charging, energy efficient lighting and HVAC to build climate adaptation into revitalization.

Goal 4, Action 10: Increase the availability and access to affordable, clean, renewable energy, particularly in low-income communities by creating and promote incentives and processes for energy efficiency improvements for existing and new buildings.

Goal 4, Action 11: Evaluate ways to increase and reduce impediments to constructing solar installations on commercial sites and developed properties.

Goal 4, Action 12: Explore and implement programs and incentives to expand access to solar energy to serve more low- and moderate-income communities.

Goal 4, Action 13: Examine incentives to support electrification of commercial and residential buildings.

Goal 4, Action 14: Phase out vacant fueling stations and incentivize for redevelopment.

Goal 4, Action 15: Evaluate the County’s solar facility statute to ensure impacts are minimized on historic rural communities.

Goal 4, Action 16: When considering development approvals of solar facility sites, target existing Brownfields, impervious surfaces, and existing commercial/industrial areas in order to minimize impacts on fertile agricultural soil.

(See Appendix: Vision Framework; Goals, Actions and Metrics—Harmony with Nature Table)

Related Plans

• Baltimore County Climate Action Plan
• Baltimore County Climate Action Greenhouse Gases Plan
• Baltimore County 2017 Land Preservation, Parks and Recreation Plan (LPPRP)

Resilient Economy (VF.4)

⬚ figure

Ensure that the community is prepared to deal with both positive and negative changes in its economic health and to initiate sustainable urban development and redevelopment strategies that foster green business growth and build reliance on local assets.

The community’s economy is made up of the businesses, trades, productive facilities and related activities that provide the livelihoods of the population. Economic health is critical in providing jobs and incomes to support the community; as it rises or falls, so do the livelihoods of people. Because local economies depend upon outside (regional, national and even global) inputs and trends, their employment base is affected not only by local business formation and activity but also by the decisions of distant firms or governments. Therefore, more reliance on local assets increases the economic resilience of the community, as well as contributing to place-based revitalization. Because some productive activities generate negative impacts, green businesses (such as solar-powered energy systems) may be preferable to those with greater impacts and can reduce reliance on outside resources (imported fossil fuels, for example). Although some communities develop and implement separate economic development strategies,

the comprehensive plan provides the instrument for placing those strategies within the context of the broader community development agenda.

-American Planning Association. Sustaining Places: Best Practices for Comprehensive Plans

Priorities (4)

• Commercial/Industrial Development and Reinvestment
• Workforce Development
• Tourism
• Dismantling Barriers to Entry

Goals and Actions

Commercial/Industrial Development and Reinvestment Goal 1: Utilize land use policies and innovative strategies to support redevelopment and reinvestment in commercial and industrial corridors and sites.

Goal 1, Action 1: Incentivize and provide marketing strategies to support small businesses in commercial districts to maintain the character, enhance the vibrancy and foster opportunity.

Goal 1, Action 2: Utilize land use policies and the Capital Improvement Program to encourage mixed-use development along commercial corridors to improve underused spaces.

Goal 1, Action 3: Ensure adequate land and appropriate zoning exists to support employment needs.

Goal 1, Action 4: Establish initiatives and zoning regulations to attract and support new, green and sustainable industries and businesses (e.g., offshore wind industry, solar, recycling, etc.).

Goal 1, Action 5: Create a strategic plan focused on the redevelopment of declining or vacant commercial properties and shopping center/malls with priority areas for redevelopment, design guidelines, best practices and financial assistance.

Goal 1, Action 6: Establish initiatives to support innovative and adaptive re-use by the private sector to meet the changing economic conditions and needs.

Goal 1, Action 7: Partner with communities to identify and implement local economic revitalization efforts.

Goal 1, Action 8: Review the current Commercial Revitalization District (See Appendix: Vision Framework; Commercial Revitalization Program Review) (CRD) designation process and program to better ensure CRDs meet modern needs. This should include a review of the CRD requirements for designation and boundaries, the effectiveness of the programs and impacts on land use policies and potential new incentives to better align with Master Plan 2030 Growth Framework Place Type Nodes.

Goal 1, Action 9: Reexamine the County’s Historic commercial tax credit program and identify ways to increase use and interest.

Goal 1, Action 10: Create a program to help build and sustain small businesses in navigating county permitting processes.

Goal 1, Action 11: Create programs to assist property owners to invest in and maintain commercial properties.

Workforce Development Goal 2: Create new and leverage existing workforce development strategies that anticipate and prepare workers for economic needs and changes.

Goal 2, Action 1: Create partnerships between local academic institutions, County departments and local employers to develop workforce training and research programs to address the skill gaps between students in high school and college and employers.

Goal 2, Action 2: Explore opportunities to create alternative work and office space (i.e.-shared workspace, small footprint spaces and artist studios.)

Goal 2, Action 3: Foster and diversify workforce development to meet the needs of current and emerging industries.

Goal 2, Action 4: Create a comprehensive talent management program that strengthens the relationship between institutions and communities to provide employment opportunities, connect people to employment opportunities and focus on talent development, acquisition and management to meet the local needs.

Goal 2, Action 5: Reduce barriers to employment for minority and low-income individuals using strategies that utilize principles of diversity, equity and inclusion.

Goal 2, Action 6: Analyze existing regulations and modify as needed to encourage the development of local food businesses (e.g. farm to table and shared/commissary kitchens), small scale manufacturing, small-scale non-pollutant manufacturing (e.g. craft beverage production business and, handmade soaps).

Goal 2, Action 7: Increase outreach and engagement with job seekers (e.g. mobile career center).

Goal 2, Action 8: Create opportunities for Trade School Programs to promote on-demand education needs to increase the number of skilled workers.

Goal 2, Action 9: Expand public and private transportation to connect jobs with job seekers (eg: vouchers, bus stops, light rails).

Goal 2, Action 10: Encourage Preservation Trades workforce training/development at local community colleges.

Goal 2, Action 11: Expand opportunities for job training to meet the employment needs in the County’s industrial corridors and manufacturing areas.

Tourism Goal 3: Grow, enhance and promote the County’s tourist attractions.

Goal 3, Action 1: Implement the recommendations in the Baltimore County Strategic Tourism Report (2019) to improve and increase tourism