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3HarfordNEXT
BARRY GLASSMAN
HARFORD COUNTY EXECUTIVE
WWW.HARFORDCOUNTYMD.GOV
410.638.3350
Dear Harford County Citizens:
In May of 1608, Captain John Smith wrote the following passage in his diary as he navigated the rocks and
viewed the Susquehanna River near what was to become Harford County:
“Heaven and earth never agreed better to frame a place for man’s habitation. Here are mountains, hills,
plaines, valleys, rivers and brookes all running most pleasant into a faire bay.”
As a native of Harford County, I know that we live in a special place, and it is very important to me that we
plan to keep it that way. Yet, our maturing county is at a crossroads. As we take steps toward a vision that
allows us to remain successful for the next several decades, we must find the right balance between our
future and protecting our precious land and water resources.
With that in mind, I am pleased to present HarfordNEXT - A Master Plan for the Next Generation. This
forward-looking and visionary comprehensive plan lays out our aspirational policies and goals in a flexible
framework that will allow the county government to encourage economic growth while enhancing our
quality of place. Arising from the most transparent planning process in Harford County history, HarfordNEXT
is also our most accessible master plan, written in plain language for anyone to understand and share in
our county’s bright future.
Our ultimate goal is to maintain and enhance Harford County’s quality of life. HarfordNEXT represents a
bold and imaginative vision that will make our community stronger and prosperous for generations.
I look forward to working toward this vision and I thank you in advance for helping to make it a reality.
With every good wish, I remain
Very truly yours,
Barry Glassman
Harford County Executive
4 HarfordNEXT
Harford County Department of Planning and Zoning220 South Main Street, 2nd Floor
Bel Air, MD 21014Phone 410-638-3103
www.harfordcountymd.gov/164/Planning-Zoning
Bradley F. Killian, Director
Jenny B. King, Deputy Director
Planning StaffShane Grimm, AICP, Chief, Long-Range Planning
Bruce Johnson, Chief, Mapping and Data Services
Bill Amoss, Chief, Agricultural and Historic Preservation
Ivy Freitag
Nick KalargyrosMatt Kropp
Bryan Lightner
Alex Rawls
Administrative Staff
Lori Pietrowski
Sandra Caudell
Jennifer Freeman
Data and GIS Staff
Maury ThackstonDan Rooney, AICP
Becky Baird
Koren Buehler
A Message from Planning & Zoning
Director Bradley F. Killian
Harford County is a wonderful place to live, work, and play. Our
commitment to community and the preservation of our rural legacy
has contributed greatly to both our economic stability and high
quality of life. As we set a course that will guide us for the next
several decades, these principles will remain paramount to ensuring
Harford County continues to be a wonderful place to live.
HarfordNEXT, a visionary update to Harford County’s comprehensive
plan, is a policy guide that emphasizes the importance of maintaining
our quality of place and supports building strong communities. The
document is the product of an unprecedented level of outreach and
input from various individuals and stakeholders including the Planning
Advisory Board, Community Advisory Boards, county agencies,
planning professionals, business owners, and most importantly,
county residents. I am grateful to all who contributed throughout
the process in defining a forward-looking vision for Harford County.
HarfordNEXT is a departure from previous county master plans and
element plans. Individual plans dedicated to specific content have
been integrated into a single document organized around themes
that support a holistic approach to planning. Each theme includes
a brief introduction outlining the underlying principles for that
theme and concludes with a compilation of recommended goals
and implementations; these are the things that we, as a community,
will aspire to achieve over the next ten years. HarfordNEXT also
incorporates, for the first time, a theme dedicated to healthy
communities, highlighting the importance of health and wellbeing to
enhancing our quality of life.
HarfordNEXT sets an ambitious agenda, one that will require a
collective commitment to achieve. I look forward to working with
all of our partners in pursuit of our shared vision for Harford County.
A Message from Planning & Zoning
Director Bradley F. Killian
Harford County is a wonderful place to live, work, and play. Our
commitment to community and the preservation of our rural legacy
has contributed greatly to both our economic stability and high
quality of life. As we set a course that will guide us for the next
several decades, these principles will remain paramount to ensuring
Harford County continues to be a wonderful place to live.
HarfordNEXT, a visionary update to Harford County’s comprehensive
plan, is a policy guide that emphasizes the importance of maintaining
our quality of place and supports building strong communities. The
document is the product of an unprecedented level of outreach and
input from various individuals and stakeholders including the Planning
Advisory Board, Community Advisory Boards, county agencies,
planning professionals, business owners, and most importantly,
county residents. I am grateful to all who contributed throughout
the process in defining a forward-looking vision for Harford County.
HarfordNEXT is a departure from previous county master plans and
element plans. Individual plans dedicated to specific content have
been integrated into a single document organized around themes
that support a holistic approach to planning. Each theme includes
a brief introduction outlining the underlying principles for that
theme and concludes with a compilation of recommended goals
and implementations; these are the things that we, as a community,
will aspire to achieve over the next ten years. HarfordNEXT also
incorporates, for the first time, a theme dedicated to healthy
communities, highlighting the importance of health and wellbeing to
enhancing our quality of life.
HarfordNEXT sets an ambitious agenda, one that will require a
collective commitment to achieve. I look forward to working with
all of our partners in pursuit of our shared vision for Harford County.
6 HarfordNEXT
TABLE OF CONTENTS
Chapter 1: Introduction.......................................................................................9
Background..............................................................................................................................10
Public Participation................................................................................................................17
State Planning Visions.............................................................................................................18
Chapter 2: Grow With Purpose.........................................................................23
Principles, Goals, and Implementations .............................................................................38
Chapter 3: Economic Vitality............................................................................45
Principles, Goals, and Implementations .............................................................................53
Chapter 4: Environmental Stewardship...........................................................57
Principles, Goals, and Implementations .............................................................................64
Chapter 5: Preserving Our Heritage................................................................71
Principles, Goals, and Implementations .............................................................................82
Chapter 6: Mobility and Connectivity.............................................................89
Principles, Goals, and Implementations .............................................................................96
Chapter 7: Promoting Healthy Communities..................................................107
Principles, Goals, and Implementations ...........................................................................112
Chapter 8: Community Planning Areas........................................................121
Introduction To Community Planning Areas..................................................................122
Churchville/Creswell.........................................................................................................124
Edgewood.........................................................................................................................131
Fallston.................................................................................................................................139
Greater Bel Air/Emmorton/Forest Hill..................................................................................146
Greater Aberdeen/Bush River/Havre De Grace............................................................153
Joppa/Joppatowne.........................................................................................................162
Northern Tier..........................................................................................................................170
Appendix I: Priority Preservation Area Plan........................................................i
Appendix II: Water Resource Element Plan........................................................xix
Appendix III: Functional Classification of Roads.............................................li
Appendix IV: Harford County Landmarks........................................................lxi
7HarfordNEXT
FIGURES, INFOGRAPHICS, AND MAPS
List of Figures
Population Projections By Age.............................................................................................26
Population Timeline................................................................................................................27
Existing Land Use....................................................................................................................28
Residential Distribution...........................................................................................................28
Residential Land Inventory....................................................................................................29
Commercial/Industrial Land Capability..............................................................................29
Building Permits and the Development Envelope..............................................................37
Jobs By Industry.......................................................................................................................48
Historic Preservation Designation..........................................................................................74
Historic Property Tax Credits..................................................................................................76
Acres Preserved......................................................................................................................78
Daily Ridership.........................................................................................................................92
List of Infographics
Demographic Profile..............................................................................................................25
Economic Vitality....................................................................................................................52
Natural Resources...................................................................................................................63
Preserving Harford’s History......................................................................................................77
Census of Agriculture.............................................................................................................81
Multimodal Highlights.............................................................................................................94
Growing Harford Healthy.......................................................................................................111
List of Maps
Land Use..................................................................................................................................33
Study Area..............................................................................................................................36
Sensitive Areas........................................................................................................................60
Preserving Our Heritage.........................................................................................................75
Agricultural Preservation........................................................................................................80
Multimodal Transportation....................................................................................................95
Community Planning Areas.................................................................................................123
Churchville/Creswell Community Planning Area.............................................................125
Edgewood Community Planning Area.............................................................................132
Fallston Community Planning Area....................................................................................140
Greater Bel Air/Emmorton/Forest Hill Community Planning Area..................................147
Aberdeen/Bush River/Havre de Grace Community Planning Area.............................154
Joppa/Joppatowne Community Planning Area.............................................................163
Northern Tier Community Planning Area..........................................................................171
THIS PAGE WAS INTENTIONALLY LEFT BLANK
CHAPTER 1 | INTRODUCTION
9HarfordNEXT
A Master Plan for the Next Generation
CHAPTER 1
INTRODUCTION
CHAPTER 1 | INTRODUCTION
10 HarfordNEXT
Background
For centuries, people have been attracted to Harford County’s rolling countryside and fertile soils. Through the years, Harford County has strived to maintain its rural character and identity
while balancing the needs of a diverse and growing population. The County faces new
challenges, as it strives to balance its heritage with future growth. HarfordNEXT will provide
opportunities to accommodate and focus growth in a manner that maintains rural areas, as
well as, strengthens communities, with an emphasis on sustainable development. This plan will serve as the policy guide for implementing innovative ideas that will help build strong
communities, grow a competitive economic base, and preserve our rich heritage.
HarfordNEXT unites the County’s element plans into one streamlined document and introduces
a thematic approach to organize policies and implementation strategies. At the core of the
plan are policies promoting safe, harmonious, and livable communities. The plan provides strategies to create opportunities for small businesses and initiatives to attract large national
corporations with diverse workforce needs. HarfordNEXT reaffirms the County’s commitment
to the mission of the Aberdeen Proving Ground and creating opportunities for revitalization
and reinvestment within the Chesapeake Science and Security Corridor (CSSC). The plan also
recognizes the County’s diverse history and agricultural roots. HarfordNEXT must balance the preservation of our productive farm lands with sustainable development, to ensure continued
economic vitality. Promoting an efficient, multi-modal transportation system is another vital
component to the County’s economic engine. HarfordNEXT aims to ensure we are a resilient
community, poised to adapt to an ever changing social and economic climate.
Attending to the physical and mental well-being of our citizens is a new and important component to the County’s Master Plan. Harford County is seeing an alarming increase in
chronic diseases such as diabetes and cancer, as well as, troublesome increases in heroin
addiction. HarfordNEXT proposes goals and strategies to improve the built environment to
help promote healthier, active communities. Advocating for mental wellness is also important
to combating the heroin epidemic and reducing the incidence of chronic diseases.
Public participation is critical to the development of a successful master plan, and the outreach
program for HarfordNEXT was unprecedented in engaging a wide range of citizens and
community groups. Valuable comments and suggestions were collected in various formats of
engagement; including public meetings, email, social media, and Open Town Hall, an online
citizen engagement tool. Presentations were also given to the eight Community Advisory Boards. The Department’s outreach efforts were important to maintaining transparency and
ensuring trust between the County and its residents.
HarfordNEXT is a forward thinking plan and an exciting opportunity to address the evolving
needs of the County. Implementation strategies identified in this document will help strengthen
the sense of place of our diverse communities and nurture a vibrant economy. HarfordNEXT establishes the necessary framework for maintaining and enhancing our quality of life, both
now and in the future.
CHAPTER 1 | INTRODUCTION
11HarfordNEXT
Harford County Comprehensive Planning History
Harford County’s first Master Plan was completed in 1969 and established the original vision for growth in the County. The 1977 Master Plan introduced the Development Envelope,
conceived to focus growth to areas where infrastructure was available or planned. Later,
individual element plans were established to support the Land Use Element Plan, and these
were related to the topics of transportation, natural resources, and historic preservation. In
1996, the Community Planning Councils were created for information sharing on common issues and to foster the development of a county-wide, comprehensive planning vision.
The 2004 Master Plan addressed state policies and initiatives, such as the eight planning visions
identified in the 1997 Smart Growth Act, which established a Priority Funding Area (PFA) for capital investment and the Rural Legacy Program for land preservation. In Harford County,
the PFA includes the Development Envelope, the municipalities, designated rural villages,
University Center, Harford Community College, and areas designated for Mixed Office.
The Rural Legacy program uses state funds to purchase conservation easements on large
tracts of land; whether for agriculture, forestry, or habitat protection. Harford County has two Rural Legacy Areas: the Deer Creek Rural Legacy Area, which encompasses much of the Deer
Creek watershed, and the Manor Rural Legacy Area, which is shared with Baltimore County.
In 2006, two pieces of legislation were introduced in the Maryland General Assembly: the
Agricultural Stewardship Act of 2006 and House Bill 1141. The Agricultural Stewardship Act of
2006 required the adoption of a Priority Preservation Area (PPA) Plan. An updated PPA can be found in Appendix I. It also established a set of strategies to further land preservation in the
area and established the goal of preserving 80% of the remaining undeveloped land.
House Bill 1141 was addressed in 2009 with the update of the Natural Resources Element Plan,
which included the required Water Resources Element (WRE). The main purpose of the WRE
(Appendix II) is to ensure that Harford County has adequate water resources to meet its current
The 1969, 1977, and 1996 Comprehensive/Master Plans anticipated the future growth of the
County and established important planning concepts such as the Development Envelope,
which continues to be an important growth management tool today.
CHAPTER 1 | INTRODUCTION
12 HarfordNEXT
and future needs for drinking water and wastewater treatment. The WRE was developed in
coordination with the County’s municipalities.
In 2009, the state launched Smart, Green and Growing, a multi-agency initiative that clarified
the role of the local comprehensive plans, required accountability by local jurisdictions, and added to the state planning visions. As part of the Smart, Green, and Growing legislative
package, Harford County must submit an annual report that addresses specific smart growth
measures and indicators that support the statewide land use goal of targeting development
within designated Priority Funding Areas and minimizing development outside of these areas.
Harford County’s 2012 Master Plan and Land Use Element Plan built upon various state and regional planning initiatives, including all of the elements previously mentioned.
Relationship to Municipalities
Harford County has coordinated with the Town of Bel Air and the cities of Aberdeen and Havre
de Grace on the creation of their growth plans. State law requires municipal jurisdictions to
develop a Municipal Growth Element (MGE) as part of their Comprehensive Plan. The MGE must identify future municipal growth areas outside of the existing corporate limits and be
submitted to the County for review and comment. Proposed annexations must be consistent with those outlined in the Municipal Growth Element Plans, and permitted development on
the annexed lands shall be in accordance with the County’s zoning classification that is in
place at the time of the annexation.
The County and municipalities are also working together on the development of Phase III of
the County’s Watershed Implementation Plan (WIP). The WIP will address how Harford County
will partner with local, state, and federal governments to achieve and maintain water quality
standards.
Plan Objectives
Five primary objectives underscored the development of HarfordNEXT:
• Establish a vision for Harford County.
• Consolidate various element plans into one cohesive document.
• Create a document that is accessible and easily understood.
• Provide strategic implementations to guide County actions.
• Refine planning strategies to be implemented at the community level.
These objectives form the underlying purpose of HarfordNEXT; each theme, principle, goal,
and implementation was conceived with these objectives in mind.
The Big Ideas
HarfordNEXT presents an ambitious vision for the future of Harford County. While the plan articulates numerous goals and implementations impacting all aspects of County government,
CHAPTER 1 | INTRODUCTION
13HarfordNEXT
several key concepts emerged. These Big Ideas represent a bold direction for the County and
are a sample of signature strategies that will distinguish Harford County:
1. Innovative development emphasizing sustainability
Design manuals can provide a framework for new development and redevelopment to achieve harmonious design by establishing a comprehensive set of site layout and architectural
standards. Overlay districts can be tailored to specific areas to provide context sensitive
zoning solutions and achieve broader community goals, such as celebrating historic assets or
rebranding an economically challenged neighborhood. Design manuals and overlay districts
can help reinforce or define architectural character and encourage quality public open spaces and streetscapes that are compatible with existing communities.
2. Green Infrastructure Planning
Developing a Green Infrastructure Plan will help to identify an interconnected system of
ecologically important hubs and corridors county-wide. The network will support the migration
of native plant and animal species while focusing restoration efforts to help improve air and water quality. The plan will also guide state and County preservation efforts and inform
decision-making when preparing master plans, evaluating development proposals, prioritizing
the purchase of agricultural or conservation easements, and acquiring land for public facilities.
3. Promotion of our historical and cultural resources
With the advancement of Geographic Information Systems (GIS) and mobile applications, the County can streamline the field survey workflow and create a new inventory system that has
the potential for local, state, and national agencies and preservation organizations to prioritize
future preservation and promotion activities. Mobile applications can also be developed
to create walking, bicycling, and driving tours that promote the County’s cultural resources,
which can, in turn, benefit the local economy. The County will also pursue Certified Local Government (CLG) designation, which can provide access to grants and technical assistance
to enhance our historic preservation program.
4. Collective Impact Model to establish health goals across various agencies and organizations
The Collective Impact Model is a framework for fostering collaboration between organizations
from different sectors to solve a specific social problem by aligning their efforts and determining overlapping measures of success. The model typically relies on five conditions to ensure
success: a common agenda, shared measurement, mutually reinforcing activities, continuous
communication, and backbone support. The County will utilize the Collective Impact Model
to identify and solve various health issues such as the heroin epidemic, childhood obesity, and
other chronic diseases.
5. Blue Zone Community
HarfordNEXT seeks to establish Harford County as a place that emulates many facets of a
Blue Zone Community where people live measurably longer, healthier, and happier lives.
Some of the implementation strategies proposed in HarfordNEXT are a first step towards
CHAPTER 1 | INTRODUCTION
14 HarfordNEXT
improving the health and well-being of our population. The County will develop policies and
programs by collaboratively involving citizens, schools, employers, restaurants, grocery stores,
and community leaders. Public and private entities can work together to identify areas of
opportunity by utilizing data to target resources where assistance is needed to increase the probability of success. Harford County can achieve certification as a Blue Zone Community
through individual, public, and private commitments to act on specific goals and policies outlined in HarfordNEXT.
6. Holistic transportation planning
Innovative approaches are necessary to relieve congestion and improve safety on Harford County’s roads and highways. HarfordNEXT proposes strategies, such as Transportation
Demand Management (TDM) programs, that are designed to reduce travel demand during
the peak hours and/or redistribute travel demand. TDM promotes alternative ways to
manage congestion, such as expanding rideshare programs, providing transit incentives, and
encouraging businesses to implement teleworking and flexible scheduling for their employees. The plan also supports transportation alternatives, such as walking and bicycling, which have
the added benefit of promoting an active lifestyle. Preserving rights-of-way is also essential to
meeting long-range transportation goals and establishing a Complete Streets program.
Plan Organization
A master plan is a statement of a community’s vision for the future that comprehensively coordinates all major components of services, activities, and the community’s physical
development. Master plans are purposefully long-range, high-level, and general in nature to provide flexibility over the planning horizon of the document. Future plans and studies
will provide greater specificity and allow communities to individually prioritize their needs.
HarfordNEXT is an overarching plan which will require coordinated efforts across many agencies and community engagement to realize the goals contained within the document.
HarfordNEXT is designed with a focus on enhancing the excellent quality of life enjoyed by
Harford County residents, building healthy and resilient communities, and fostering economic
vitality. Preparing a master plan for the next generation required the inclusion of innovative
approaches to help the County grow with purpose, while also ensuring adaptability in an ever changing socio-economic environment.
Previously, Harford County’s Master Plan and Land Use Element Plan were supported by several
standalone element plans; such as the Transportation Element Plan, Natural Resource Element
Plan, Historic Preservation Element Plan, and the Priority Preservation Area Element Plan. In
an effort to streamline the Master Plan and coordinate policies and implementations across different disciplines, the Department of Planning and Zoning conceived a contemporary
approach that organizes the plan around six overarching themes. This thematic approach
covers the same fundamental topics as previous element plans; compiling the elements into
a single document allows for more comprehensive and coordinated planning across the 25
year planning horizon of HarfordNEXT.
CHAPTER 1 | INTRODUCTION
15HarfordNEXT
CHAPTER 1 | INTRODUCTION
16 HarfordNEXT
The six themes in HarfordNEXT represent a holistic perspective on broad planning topics. The themes are Grow With Purpose, Preserving Our Heritage, Mobility and Connectivity, Promoting
Healthy Communities, Environmental Stewardship, and Economic Vitality. Each theme is structured around a number of principles and goals that correspond to implementation
strategies to guide county policies over the life of the plan. The goals and implementations
proposed in HarfordNEXT will become the work plan for County agencies.
From Darlington to Edgewood, the fabric of Harford County is sewn together by its diverse
communities, and they are the foundation of HarfordNEXT. Seven community planning areas
were established to facilitate strategic implementations at the community level. The Community
Areas include Churchville/Creswell, Edgewood, Fallston, Greater Bel Air/Emmorton/Forest
Hill, Greater Aberdeen/Bush River/Havre de Grace, Joppa/Joppatowne, and the Northern Tier. These seven areas vary slightly from the eight Community Advisory Boards, to maintain
consistent data analysis. Each of the seven community planning areas is discussed in detail
with an emphasis on identifying strengths and opportunities to achieve a high quality of life for
residents.
Relevant implementation strategies from each of the themes have been applied to the Community Areas. After reviewing the strengths and opportunities for each Community Area,
strategies were selected to help ensure the areas remain attractive, livable communities,
which offer residents the quality of life they desire. The Community Areas section of the plan
also stresses the importance of resilience and adapting to an ever changing socio-economic
climate. To achieve this, the Community Areas section emphasizes the following goals:
HarfordNEXT combines multiple Element Plans that were updated on different timetables into one overarching plan.
CHAPTER 1 | INTRODUCTION
17HarfordNEXT
• Protection and enhancement of existing neighborhoods;
• Provision of balanced residential, commercial and employment opportunities;
• Ensuring that neighborhoods are sustainable and resilient;
• Provision of multimodal transportation connections that are sensitive to community character;
• Provision of opportunities for a healthy lifestyle;
• Protection of natural, historical, and cultural resources; and
• Protection of rural areas.
Each of the Community Area narratives provides information on existing population and growth trends. A description of each community’s character along with a land use plan for
the area is included. Variations exist among the descriptions, but this reflects the uniqueness of
each area. The Community Areas section of HarfordNEXT will provide the framework for future
planning studies and analysis in coordination with citizens and community groups.
Public Participation
The Department of Planning and Zoning initiated HarfordNEXT with a presentation to the
County Council on April 7, 2015. The presentation included a discussion on the changes to the format of the plan; specifically, the use of a thematic approach. Following the presentation to
the Council, the Department of Planning and Zoning held an open house kickoff meeting at
Harford Community College on April 29, 2015. The meeting was attended by 85 citizens who provided comments on the six guiding themes explored throughout the plan.
The Department simultaneously launched a HarfordNEXT webpage that provided information
on the master plan process, status of the update, and links to reference material. A link was
also provided to a cloud-based online civic engagement platform known as Open Town
Hall. This platform allowed for an unprecedented level of community outreach. Citizens were able to access Open Town Hall anywhere from a computer or mobile device. The forum
was updated periodically with questions to engage the public on a wide range of topics.
Citizens could also forward their comments directly to the Department via an email link on the
webpage.
During the spring and summer of 2015, staff made presentations to all of the Community Advisory Boards (CAB). Similar to the presentation given to the County Council, Department
staff educated CAB members on the changes to the format of the master plan and discussed
the six guiding themes. The CAB’s were then given an opportunity to provide formal written
comments. As part of the engagement process, the information gathered at these events was
transposed into a written format and then shared on the HarfordNEXT website. Department staff also made presentations and solicited input from stakeholder groups such as the Chamber
of Commerce, Farm Bureau, and Baltimore Metropolitan Council (BMC), as well as forming a
Technical Advisory Committee (TAC) composed of representatives from various municipal,
county, and state agencies.
CHAPTER 1 | INTRODUCTION
18 HarfordNEXT
The draft of HarfordNEXT was released for public review on February 8, 2016. The draft was
accessible through the HarfordNEXT webpage. In keeping with the Department’s commitment
to infuse technology into the planning process, citizens could use the online tool known as
OpenComment to provide feedback on the draft plan.
State Planning Visions
In 2009, the Maryland Legislature passed a suite of legislation called Smart, Green and
Growing, which included 12 Visions that address quality of life and sustainability, public participation, growth areas, community design, infrastructure, transportation, housing,
economic development, environmental protection, resource conservation, stewardship,
and implementation approaches. HarfordNEXT incorporates the State’s planning Visions
throughout the various themes, goals, and implementation strategies. The Visions are:
1. Quality of Life and Sustainability: A high quality of life is achieved through universal stewardship of the land, water, and air resulting in sustainable communities and protection of
the environment.
Enhancing quality of life is a priority for the citizens of Harford County. The County continues
to foster environmental stewardship and sustainable living, with an added focus on resiliency
and adaptation. Policies related to sustainability and resilience have been incorporated into this plan and can be found within the Grow With Purpose, Environmental Stewardship and
Preserving our Heritage themes.
2. Public Participation: Citizens are active partners in the planning and implementation of
community initiatives and are sensitive to their responsibilities in achieving community goals.
Citizens attended an Open House to provide
input for HarfordNEXT on February 18, 2016.
CHAPTER 1 | INTRODUCTION
19HarfordNEXT
Public participation is a significant component of comprehensive planning and the County is
dedicated to providing diverse forums for public participation; including email, web portals,
social media, and community meetings.
3. Growth Areas: Growth is concentrated in existing population and business centers, growth areas adjacent to these centers, or strategically selected new centers.
HarfordNEXT continues to focus future residential and commercial development within the
Development Envelope, while exploring areas to accommodate future growth. Growth areas
are discussed within the Grow With Purpose and Mobility and Connectivity themes.
4. Community Design: Compact, mixed-use, walkable design consistent with existing community character and located near available or planned transit options is encouraged, to ensure
efficient use of land and transportation resources, and preservation and enhancement of
natural systems, open spaces, recreational areas, and historical, cultural, and archaeological
resources.
HarfordNEXT proposes the development of innovative design guidelines that promote mixed-use and transit oriented development, with an emphasis on providing multi-modal
transportation options. Community design is discussed within the Grow With Purpose and
Mobility and Connectivity themes.
5. Infrastructure: Growth areas have the water resources and infrastructure to accommodate
population and business expansion in an orderly, efficient, and environmentally sustainable manner.
The Priority Funding Area (PFA) was established in 1997 to direct growth around existing
population centers where community facilities and infrastructure exists. The County’s
Adequate Public Facilities Program monitors the number and location of new housing units
approved and also provides an analysis of the current and future capacity of public facilities and services such as schools, water and sewer, and roads.
In coordination with the municipalities, the County has updated the Water Resources Element
Plan (Appendix II). This Plan ensures that Harford County has adequate water resources to
meet its current and future needs for drinking water and wastewater treatment. It also requires
that there be suitable receiving water and land areas to meet the stormwater management needs of existing and future development as identified in this Plan.
Infrastructure is discussed within the Grow With Purpose, Economic Vitality, and Mobility and
Connectivity themes.
6. Transportation: A well-maintained, multimodal transportation system, facilitates the safe,
convenient, affordable, and efficient movement of people, goods, and services within and between population and business centers.
HarfordNEXT explores various policies and goals to establish an efficient and reliable multi-
modal transportation system within Harford County and in accordance with State initiatives.
An efficient multi-modal transportation system includes transit, rail, and non-motorized
CHAPTER 1 | INTRODUCTION
20 HarfordNEXT
transportation options, which encourage walking and biking as an alternative to motorized
options. Transportation and related issues are discussed within the Mobility and Connectivity,
Grow With Purpose, Promoting Healthy Communities and Economic Vitality themes.
7. Housing: A range of housing densities, types, and sizes provides residential options for citizens of all ages and incomes.
In response to social and economic changes, HarfordNEXT explores the importance of
providing a variety of housing options that meets the diverse needs of our citizens. The
County’s Consolidated Plan (FY 2013-2017) establishes a five year strategy for how the County
will provide a suitable living environment for low to moderate income families. Housing is discussed within the Grow With Purpose and Economic Vitality themes.
8. Economic Development: Economic development and natural resource-based businesses
that promote employment opportunities for all income levels within the capacity of the County.
The Department of Planning and Zoning in cooperation with the Office of Economic
Development will continue to actively support established businesses within the County, while seeking to attract new businesses to broaden the County’s economic base. The County also
seeks to provide prospective employers with a highly trained and skilled workforce, which will
further enhance the County’s attractiveness to national companies.
Economic Development is discussed in the Preserving Our Heritage, Economic Vitality, and
Grow With Purpose themes.
9. Environmental Protection: Land and water resources, including the Chesapeake and
Coastal Bays, are carefully managed to restore and maintain healthy air and water, natural
systems, and living resources.
Harford County has long been committed to the protection and stewardship of the environment
as evidenced by our Natural Resource District (NRD) regulations and Chesapeake Bay Critical Area Program (CBCA). HarfordNEXT explores new and innovative strategies to enhance,
encourage, and promote environmental stewardship to help meet the State’s goals of
improving the water quality of our streams, rivers, and ultimately the health of the Chesapeake
Bay. Environmental Protection is discussed within the Grow With Purpose, Environmental
Stewardship and Preserving our Heritage themes.
10. Resource Conservation: Waterways, forest, agricultural areas, open space, natural systems,
and scenic areas are conserved.
Harford County continues to be committed to the protection and preservation of its natural
systems and scenic areas through the implementation of its Forest Conservation and NRD
regulations. HarfordNEXT proposes the creation of a Green Infrastructure Plan, to identify an interconnected system of ecologically valuable land, where consideration will be given to
minimize the impacts of new development and to focus restoration efforts. HarfordNEXT also
emphasizes renewed efforts to preserve our valuable historic and cultural resources. Resource
Conservation is discussed within the Grow With Purpose, Environmental Stewardship, and
Preserving Our Heritage themes.
CHAPTER 1 | INTRODUCTION
21HarfordNEXT
11. Stewardship: Government, business entities, and residents are responsible for the creation
of sustainable communities by collaborating to balance efficient growth with resource
protection.
HarfordNEXT emphasizes the concept of sustainability with a new emphasis on resilience and adapting to a rapidly changing world. Sustainability and resilience strategies must be
incorporated into planning for future growth, in order to ensure that future generations are not
burdened by problems created by today’s generation.
Stewardship is discussed within the Grow With Purpose, Environmental Stewardship, and
Preserving our Heritage themes.
12. Implementation: Strategies, policies, programs, and funding for growth and development,
resource conservation, infrastructure, and transportation are integrated across the local,
regional, State, and interstate levels to achieve these visions.
Harford County uses many tools to achieve the Visions, including Adequate Public Facilities (APF)
legislation to manage growth by tying development to the capacity of existing government services such as water and sewer, roads, and schools. APF laws are designed to ensure that
new development does not adversely impact a community’s quality of life by overburdening
these facilities.
THIS PAGE WAS INTENTIONALLY LEFT BLANK
CHAPTER 2 | GROW WITH PURPOSE
23HarfordNEXT
A Master Plan for the Next Generation
CHAPTER 2
GROW WITH PURPOSE
CHAPTER 2 | GROW WITH PURPOSE
24 HarfordNEXT
State Visions: Environmental Protection
Resource ConservationStewardship
Public Participation
Quality of Life and Sustainability
Community DesignInfrastructure
Growth Areas
Economic DevelopmentHousing
Implementation
Overlapping Themes:Economic Vitality
Environmental Stewardship
Preserving Our HeritageMobility and Connectivity
GROW WITH PURPOSE
Harford County boasts an enviable combination of quality schools, safe neighborhoods, parks, libraries, and charming
Main Street communities making it an ideal place for families to live, work, and play. Those who choose Harford County, do
so because it affords them a great quality of life with low crime
rates, varied housing options, suburban and rural comforts, and a thriving economy. The importance of maintaining and
enhancing this quality of life is fundamental to HarfordNEXT. Recognizing that quality of life is based on multiple factors,
HarfordNEXT is grounded in a sustainable approach to land
use planning that supports and promotes healthy, vibrant communities. As the County continues to mature, it will be
increasingly important for the land use plan to support the ideals that will maintain a high quality of life for current and future
residents. The Grow With Purpose theme outlines a framework
of policies and implementations that are organized through the development of five principles: Livable Communities,
Public Facilities and Infrastructure, Strengthening Communities, Housing, and Government Accountability.
CHAPTER 2 | GROW WITH PURPOSE
25HarfordNEXT
Demographic Profile
Ö$×$1,119
Average Rental Cost
per month
FOR RENT
Population Density
Census Tract (sq. mi.)
35 - 700
701 - 1000
1001 - 2500
2501 - 4000
4001 - 7500
Number of Households
×××××9 3, 3 5 8
Median
Home Value
A look at
JOBS
0.0%5.0%10.0%5.0%10.0%15.0%20.0%
Female Male
Over 85
65-84
45-64
20-44
6-19
0-5
Population by Age of Residents
15.0%20.0%
141,926
Labor force in 2013
$80,622
Median Income
1 2 0 411,
Total number of jobs
Source: 2009-2013 American Community Survey, Harford County Department of Planning and Zoning, U.S. Census Bureau.
(2015)
Total Population Total Population
22 55 0,0,00 22 55
(2015)(2015)GrowingGrowing
YoungYoung
PopulationPopulation
LARGEST AGE SEGMENTLARGEST AGE SEGMENTIN HARFORD IS IN HARFORD IS 20-44 YEARS OLD20-44 YEARS OLD
$281,800 Counting
MattersHOME
PEOPLE
CHAPTER 2 | GROW WITH PURPOSE
26 HarfordNEXT
Population
Harford County’s population has grown by 70% since 1980 to an estimated 250,025 people in 2015. During the three decades following World War II, Harford’s population growth reached
historic highs, growing at an average annual rate of 5% between 1950 and 1970; the population
more than doubled during the same period. Harford County continued to grow at a lower,
though steady rate of 2.5% from 1980 to 2000. Approximately half of the growth during the
1980 to 2000 period was fueled by in-migration from Baltimore City and Baltimore County.
During the latter half of the last decade, the national economic downturn slowed the demand
for new housing significantly. Population growth slowed to 0.6% annually between 2005 and
2010. As Harford County emerges from the downturn, the housing market is showing signs of
recovery. After a historic low of 511 new housing units in 2008, the number of new housing
starts in 2015 rebounded to 705 units.
Though the rate of population growth is unlikely to reach previous highs, population projections
for the County reflect an expected increase of over 41,000 new residents (births, in-migration,
etc) by 2040. To properly account for the needs of a growing population, it is important to
understand the implications of anticipated demographic changes. Perhaps most important
among those changes is the aging nature of Harford County’s population. By 2040, the population of residents aged 65 and older is projected to grow by 75%, increasing from 36,194
to 63,435 persons. Most notably, the number of people aged 85 and over is projected to
triple, increasing from 4,348 to 12,819 persons. The aging of our population is a demographic
change that will have significant planning and policy implications for Harford County.
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
0-4 5-19 20-44 45-64 65-84 85+
Po
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AGE
POPULATION PROJECTIONS BY AGE
2015
2020
2025
2030
2035
2040
Source: Harford County Department of Planning and Zoning
CHAPTER 2 | GROW WITH PURPOSE
27HarfordNEXT
CHAPTER 2 | GROW WITH PURPOSE
28 HarfordNEXT
Existing Land Use
In 2015, the Department of Planning and Zoning analyzed the distribution of land uses within the County to guide the development of HarfordNEXT. The predominant use of a given
property was determined through analysis of aerial photography, information from the State
Department of Assessments and Taxation, and field verification. Results show a diverse mix
of land uses throughout the County. It is important to note that agriculture continues to be
the predominant land use, comprising 126,362 acres or approximately 55% of the total land area within the County. The second largest category is residential with approximately 25%, or
57,572 acres, of the County’s land area devoted to that use.
Land Capacity Analysis
Development Envelope Residential Land Capability
In December 2014, the Department of Planning and Zoning analyzed properties inside the
Development Envelope in order to assess the County’s residential potential. An inventory of residential land was compiled that comprised both vacant and underutilized parcels
and accounted for factors such as parcel size, environmental constraints, zoning type, and
permitted densities. The resulting inventory includes four categories: approved preliminary
plans with unbuilt units, potential dwelling units from residential zoned vacant/underutilized
land, municipal undeveloped land capacity, and potential residential mixed-use dwelling unit capacity. Based on this assessment, there is an existing estimated capacity for 18,883 housing
units within the Development Envelope with the potential for an additional 2,652 within the
three municipalities.
*Residential land use densities are determined by the parcel size. Residential densities are approximated by the following categories: High Density – 6 dwelling units per acre and greater; Medium Density – 3 to 6 dwelling units/acre; Low Density Residential – 1 to 3 dwelling units/acre; Rural Density Residential – 1 dwelling for parcels between 1 and 9.99 acres.
Source: Harford County Department of Planning and Zoning
CHAPTER 2 | GROW WITH PURPOSE
29HarfordNEXT
Rural Area Land Residential Capability
While the majority of development has been directed toward the Development Envelope, it is acknowledged that a limited amount of development will occur in rural areas. Based on an
analysis of the residential potential in the rural areas of the County, the estimated residential
capacity available outside the Development Envelope is 7,286 units. This figure includes 5,351
potential development rights available on Agricultural zoned parcels with the remaining
capacity of 1,935 units tied to Rural Residential or Village Residential zoned parcels. Potential exists for up to 1,037 additional units through the Transfer of Development Rights (TDR’s).
Commercial / Industrial Land Capability
Harford County is committed to ensuring zoning and land use decisions are compatible and
accommodate economic growth opportunities. To ensure there is sufficient capacity to
accommodate commercial and industrial uses, the Department completed a comprehensive inventory of all property currently zoned B1, B2, B3, VB, CI, MO, GI, and LI. The resulting inventory
included vacant and underutilized parcels in order to estimate the amount of developable
acreage available for future development.
Residential Land Inventory Category Units
Plan Approved Un-built Dwelling Units - An inventory of all approved residential
preliminary plans, less new construction permits issued for these plans. 4,827
Potential Dwelling Units from Residential Zoned Vacant/Underutilized Land -
An inventory of developable land accounting for factors such as parcel size, environmental constraints, zoning type, and permitted density.11,739
Potential Dwelling Units From Mixed-Use Development - Based on an inventory of
parcels five acres or larger with zoning classification B1, B2, B3, CI, GI, and LI that have the potential to include a residential component if developed under Mixed-
Use development standards.
2,317
Total Unincorporated County Development Envelope Capacity 18,883
Potential Dwelling Units From Municipalities: Aberdeen, Bel Air, and Havre de Grace - An inventory of all approved municipal residential preliminary plans, less new construction permits issued for these plans.2,652
Vacant / Underutilized Land By Zoning Type B1 B2 B3 VB CI MO GI LI Total Acreage
Developable Acreage 90 214 661 108 936 60 1,546 947 4,562
Total Development Envelope Capacity 21,535
Source: Harford County Department of Planning and Zoning
Source: Harford County Department of Planning and Zoning
CHAPTER 2 | GROW WITH PURPOSE
30 HarfordNEXT
The inventory identified 2,069 acres of developable land zoned for commercial use (B1, B2, B3,
VB, CI, and MO) with an additional 333 acres of similarly zoned land within the County’s three
municipalities. The inventory identified 2,493 developable acres zoned for industrial use (GI,
LI). An additional 155 acres of industrially zoned land is located within the municipalities.
Infrastructure
It is anticipated that the need for publicly managed services and facilities will rise as the County’s population continues to grow and mature. The maintenance of services and facilities
will be an ongoing priority for the County to uphold service quality. Upgrades to facilities will require significant capital investment, and the expansion of services will likewise necessitate
considerable outlay by the County or its partners that should be considered as part of a
broader capital planning process to ensure they are provided in a timely and cost effective way. A method for prioritizing projects should be used to ensure that the Capital Improvement
Program is consistent with the goals and objectives outlined in HarfordNEXT.
Public Facilities
To ensure that an acceptable quality of life is maintained, public facilities throughout Harford
County must meet the needs of current and future residents. Many County departments and agencies maintain strategic plans to ensure service delivery standards are met.
Plans include:
• 2009 Fire and EMS Services Master Plan
• 2013 Land Preservation, Parks and Recreation Master Plan
• 2014 Educational Facilities Master Plan
• 2015 Lead, Engage, Exceed, A Strategic Plan for Harford County Public Library
• 2015 Facilities Master Plan
Water and Sewer
The County’s public water and wastewater service area generally conforms to the Development
Envelope. However, not all properties within the Development Envelope are served by public water and sewer, and services may be extended to properties beyond the boundary to
protect human health and safety.
The Water Resources Element (WRE) is an important component of HarfordNEXT, required by
the state to ensure the coordination of growth management and water resources planning
between the County and the municipalities (Bel Air, Havre de Grace and Aberdeen) as well as
Developable area refers to the total area of land available for development; excluding open space, protected environmentally sensitive areas, and land used for other public facilities.
CHAPTER 2 | GROW WITH PURPOSE
31HarfordNEXT
Aberdeen Proving Ground and private providers. The WRE also requires that there be suitable
receiving water and land areas to meet the stormwater management needs of existing and
future development as identified in this plan. The County’s efforts to provide sustainable water
resources will be a prominent focus in the coming decade. Protection of its existing surface water supplies, as well as its groundwater resources, is essential to meeting the drinking water
needs of the citizens of Harford County. An updated WRE can be found in Appendix II.
The Fallston Commercial Corridor and its associated Sanitary Sewer Service Area has been
experiencing planned growth and redevelopment since public sewer service was provided to
the region. In 2015, the County received petition requests from two existing groups of residential properties adjacent to the Service Area to obtain sewer service by expanding the Service
Area. The sewer system in the Fallston Sanitary Sewer Service Area was originally designed to
provide limited capacity to a select group of properties in the Fallston Commercial Corridor.
As a result of requests by some of the property owners in the area to expand the Sanitary Sewer
Service Area, Harford County will be hiring a consultant to prepare a detailed comprehensive study of the Fallston Sanitary Sewer Service Area. The study will determine what improvements
to the sewer system may be required to serve an expanded service area.
Information Technology
In 2014, Harford County unveiled its high-speed fiber optics network, known as the Harford
Metro Area Network (HMAN). Once complete, HMAN will provide high-speed connectivity to government buildings, schools, libraries, and economic development zones. Harford County
is currently developing a Broadband Strategic Plan. This plan is intended to supplement and
provide support for the significant efforts already undertaken by the Harford County Office of
Information and Communication Technology (OICT) to develop communications infrastructure
for economic development, unserved residential areas and government service purposes. The Plan offers analysis and strategic guidance for steps the County can take, by itself or in
partnership with the business community and private communications carriers, to fill existing
gaps in the broadband market, to maximize the broadband opportunity in Harford County and,
over time to attract and catalyze new investment in broadband infrastructure and services,
including a goal of providing all County residents access to reliable high-speed internet and communication infrastructure. It is important to note that Harford County’s ongoing efforts to
create a formal interagency structure for planning and collaboration in broadband is the first
of its kind in Maryland.
Adequate Public Facilities Ordinance
Harford County has Adequate Public Facilities (APF) standards that tie the approval of development to the availability of existing public services such as schools, water and sewer,
and roads, to accommodate new users. These standards offer a mechanism for managing
the pace of development and ensure adequate service levels are in place. In July of each
year, the Annual Growth Report is provided to the County Council in accordance with the APF
provisions. The Annual Growth Report provides an ongoing analysis of growth trends, facility capacity, and service performance and identifies facilities below the adopted minimum
standards. Public officials and County agencies use the report to assess system adequacy
and identify crucial deficiencies, which helps in the evaluation of projects in the Capital
Improvement Program.
CHAPTER 2 | GROW WITH PURPOSE
32 HarfordNEXT
Future Growth
The Development Envelope was established in 1977 to focus growth along the US 40 and MD 924/24 corridors, and it has been largely successful in channeling growth to those
areas. Between 1970 and 2012, 86% of residential growth occurred within the Development
Envelope. However, in part due to the County’s commitment to maintaining that boundary,
property outside the Development Envelope continued to fragment as large lot residential
development expanded on well and septic systems. It was not until 2012 that residential development outside the Development Envelope started to shrink as a proportion of overall
growth. This coincided with passage of the Sustainable Growth and Agricultural Preservation
Act of 2012, often referred to as Senate Bill 236. The bill set limitations on the use of septic
systems, which further concentrated growth inside the Development Envelope. Since 2013,
91% of residential development has occurred on properties inside the Development Envelope.
The appeal of Harford County’s exceptional communities, quality schools and parks, abundant
rural spaces, and a healthy environment propelled much of the County’s growth over the last 30
years, and the Development Envelope served as a safeguard against the rampant expansion
of development that might have compromised the very qualities that make Harford County
special. HarfordNEXT recognizes that these things remain important to existing residents as well as potential new inhabitants and that any enlargement of the Development Envelope could
have significant ramifications with regard to the style and intensity of development. Because
the Development Envelope generally corresponds to the County’s designated Priority Funding
Area, any expansion could also impact the delivery of crucial services.
HarfordNEXT proposes minor adjustments to the Development Envelope, including Fallston (40.8 acres at the SW intersection of MD 152 and MD 147), Forest Hill (35.16 acres at the NW
intersection of MD 23 and MD 24), and parcels 398 and 341 on Tax Map 0055 (1.87 acres
northeast of the intersection of US 1 and MD 152) which are designated as high intensity on
the land use map, parcel 180 on Tax Map 0055 (3.81 acres northeast of the intersection of US
1 and MD 152) which is designated as high intensity on the land use map, the developments commonly known as Joppa Hills, Woodbridge Manor, and Woodsyde and lots located on the
odd numbered side of Whitaker Mill Road from 405 to 415, inclusive. These areas constitute an
expansion of approximately 0.36%. Due to their location adjacent to or surrounded by existing
development, the properties should be zoned such that resulting development is compatible
with surrounding communities.
The perpetuation of development outside of the Development Envelope can exacerbate
conditions that detract from our quality of life and impede economic growth. The distribution
of residential areas relative to those with a higher concentration of jobs funnels commuters
onto a handful of roadways that are regularly congested. While high volumes of traffic may
be anticipated along primary corridors within the Development Envelope, roadways outside of the Development Envelope are frequently the most congested according to the State
Highway Administration. In particular, MD 22, MD 543, and MD 152 measure heavy congestion
during morning and evening commuting hours.
CHAPTER 2 | GROW WITH PURPOSE
33HarfordNEXT
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Land Use Map
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DEVELOPMENT ENVELOPE
CHAPTER 2 | GROW WITH PURPOSE
34 HarfordNEXT
Land Use Map
The Land Use Map represents a generalization of planned land use patterns and intensities and
roughly defines the intended location of development. The Development Envelope is a primary
feature of the map and generally includes that portion of the County where public water and sewer services are available or planned. The distribution of these land use designations
has evolved over time to provide for balanced growth in the County. Land use designations
and the Land Use Map inform many of the principles, goals, and implementations found in
HarfordNEXT. The proposed Land Use Map reflects changes in the disposition of certain areas
and highlights opportunities for growth.
The land use categories depicted on the land use map are defined below:
Agricultural – Areas where agriculture is the intended primary land use. Residential development
potential is limited and available at a density of 1.0 dwelling unit for every 10 acres. No new
commercial or industrial uses are permitted except those intended to serve the agriculture
industry or residents of the area while maintaining the character of the surrounding countryside.
Low Intensity – Areas within the Development Envelope where residential development is the
primary land use. Development densities shall range from 1.0 to 3.5 dwelling units per acre.
Neighborhood commercial uses such as doctors’ offices and banks are examples of some of
the nonresidential uses associated with this designation.
Medium Intensity – Areas within the Development Envelope where residential development is the primary land use. Development densities shall range from 3.5 to 7.0 dwelling units per acre.
Limited commercial uses such as grocery and convenience stores, banks, and professional
offices are intended for this designation.
High Intensity – Areas within the Development Envelope that are intended for higher density
residential development, exceeding 7.0 dwelling units per acre. These areas are also appropriate for a wide range of commercial uses including retail centers, home improvement
centers, automotive businesses and professional offices.
State & County Parks – Areas of land designated for public open space and recreation. These
areas also include lands that provide specialized uses such as the Stoney Forest Demonstration
Area and the Harford Glen Environmental Education Center
Industrial/Employment – Areas intended for the concentration of manufacturing, warehousing/
distribution, technical, research, office, and other employment activities. Generally these
designations should be situated along major transportation corridors.
APG – Aberdeen Proving Ground was established in 1917 as a military facility where design
and testing of weapons could be carried out in close proximity to the nation’s industrial and shipping centers. APG occupies more than 39,000 acres of land and comprises two principal
areas, the Aberdeen Area and the Edgewood Area, separated by the Bush River. APG also
operates the Churchville Test Area on the east side of MD 136 north of Churchville. The Proving
Ground’s primary mission is supporting national defense, intelligence, medical research,
engineering, and computer technology.
Mixed Office – Areas designated to promote major economic development opportunities
CHAPTER 2 | GROW WITH PURPOSE
35HarfordNEXT
such as corporate offices, research and development facilities, and high-tech services which
create significant job opportunities and investment benefits. This area may also include
residential and retail uses to service the employment center. Designated at strategic I-95
interchanges, development will be subject to specific performance, architectural, and site design standards.
Rural Villages – Areas intended for concentrated residential, commercial and institutional uses
located within the agricultural areas of the County that support the character and economy
of the surrounding communities by providing necessary goods and services.
Rural Villages
Historically, the communities of Harford County developed as rural crossroads to provide
services and support to the agricultural community. Protecting our rural heritage is paramount
to protecting the rural way of life and enhancing the character of the landscape and
villages. Promoting rural businesses, preservation of historic farms and mills, the development
of architectural standards, and the implementation of the Priority Preservation Area and Rural Legacy Area programs will ensure the County’s rural villages remain at the center of
the communities they serve. It is imperative that policies and strategies be implemented to
maintain the viability of the Rural Villages. HarfordNEXT seeks to expand opportunities for
existing businesses in the Rural Villages, with an emphasis on businesses that support the
agricultural community. This plan also supports directing any growth in the rural areas towards the Rural Villages.
A Rural Village Study was completed in 2007 which evaluated the architectural characteristics
of each of the nine Rural Villages. The Rural Village Study shall be used as the basis for
developing design standards that can be used to retain or reestablish the original character
of the Rural Villages. These standards should also address changes in technology, such as electronic signage, that can impact rural character throughout the County. Because
properties outside of the designated villages serve as gateways into the village, commercial
properties should also be designed in a manner that aesthetically supports the character of
the village area. Redevelopment, infill development or any expansion of Rural Villages in
the future should support the character of the village through architectural and aesthetic standards and traditional neighborhood design. New commercial development shall
incorporate architecture, building materials, signage and aesthetics that respect and enhance
the community. The Rural Villages should continue to serve as community focal points, while
providing amenities to serve our rural communities.
Study Area
In order to assess and control the impacts of ongoing growth outside of the Development
Envelope, evaluate the integration of already planned or expected development, and
evaluate how to serve the current and future needs of residential, business, and institutional
uses in the area, the County will initiate a study of the area east of the Development Envelope
between US 1 and I-95. The study will include a comprehensive analysis of the community facilities needed to serve this area, including schools, police, fire/EMS, water and sewerage,
transportation, parks and recreation, and libraries. A primary outcome will be the formulation
of an infrastructure improvement plan to address existing traffic concerns including MD 22 and
MD 543.
CHAPTER 2 | GROW WITH PURPOSE
36 HarfordNEXT
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Study Area
[
(GREATER THAN 10 ACRES)STATE AND COUNTY PARKS
INDUSTRIAL / EMPLOYMENT
HIGH INTENSITY
MEDIUM INTENSITY
LOW INTENSITY
AGRICULTURAL
MUNICIPAL
ABERDEEN PROVING GROUND
UNIVERSITY CENTER
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STUDY AREA
CHAPTER 2 | GROW WITH PURPOSE
37HarfordNEXT
It is essential that the County maintains the public commitment and investment in the
agricultural, environmental, and historic easements within the study area. To that end, the
study will identify strategies for preserving the agricultural, environmental, and historic heritage of the area to ensure the quality of our cultural and natural resources are maintained and
explore innovative mechanisms to preserve additional resources as an instrument to minimize future demand for public services and to protect the economic and practical viability of
farming.
Additionally, the study will provide recommendations on the form and function of any future development. The desired outcome is a landscape that conforms to the rural character of
Harford County. Any new development should be coordinated such that it maximizes open
space through the clustering of residential or commercial uses. Likewise, the study will identify
desired amenities that will enhance the quality of life for existing and future residents; trails,
parks, and other features that maintain and enrich the sense of place will be prioritized.
Residential Permit Activity
A total of 54,173 residential building permits were issued during the period between 1980 and
2014. Building permit activity peaked in 1987 when 2,746 permits were issued. Building permit
activity declined during the last decade due to the economic downturn, with only 511 permits
being issued during 2008. Although building permit activity has increased since 2008, it has not returned to levels previously experienced during the 1980’s and first half of the 1990’s. Since
1980, 81% of all residential building permits issued have been located within the Development
Envelope. The chart below depicts permit activity between 1980 and 2014.
In 2015, Harford County’s population stood at 250,025; by 2040, it is projected that the County’s population will be 291,090. There are approximately 2.7 people per household in Harford County
which shows that by 2040, the County will need 119,053 housing units to accommodate those
residents. There are an estimated 99,053 housing units currently within the County. Of these
total units, there are 74,871 housing units within the Development Envelope. Based on housing
growth trends there will be 90,414 housing units within the Development Envelope by 2040.
Source: Harford County Department of Planning and Zoning
CHAPTER 2 | GROW WITH PURPOSE
38 HarfordNEXT
in HarfordNEXT. The future design of the
County will reinforce the vision established in
HarfordNEXT.
Implementation
(a) Establish clear design objectives for
development in different communities or
along specific corridors.
(b) Create a development design manual,
which depicts land use regulations, site planning and good design features for
detached accessory dwelling units.
(c) Conduct visual preference surveys, design
charrettes, and public workshops to engage
the public on innovative design.
(d) Adopt design standards applicable
to big box retail stores which provide for
aesthetic enhancements and architecture
that achieves architectural compatibility
with the surrounding community.
Goal GWP 1.3: Encourage integrated mixed-use pedestrian oriented design.
Rationale: Mixed-use developments are built
upon the live/work/play model. Mixed-use developments help promote healthy lifestyles
by allowing for greater walkability as people
carry out their daily activities.
Implementation
(a) Provide best practice examples of successful mixed use developments to the
development industry within Harford County.
(b) Coordinate with the Office of Economic
Development and community stakeholders
to determine impediments to developing mixed-use projects.
(c) Identify and promote opportunity sites
where mixed-use developments can prosper.
Principles, Goals, and Policies for Grow With Purpose (GWP):
LIVABLE COMMUNITIES
Goal GWP 1.1: Plan and coordinate growth.
Rationale: Understanding how we grow is
crucial to the prosperity of our community. By
understanding how we grow and providing
solutions to challenges our communities
face, we can ensure that our quality of life is maintained.
Implementation
(a) Identify barriers to infill development
and determine solutions to remedy those
obstacles.
(b) Assist in assembling vacant and
underutilized properties in target areas for
larger redevelopment opportunities.
(c) Create a tiered incentive program that
aims to create quality developments. Some of the factors that can be incorporated
into the program are: streamlining the
approval process for redevelopment of older
commercial areas and/or allow for the usage
of the Fast Track program.
(d) Consider implementing Planned Unit
Development (PUD) zoning in target
redevelopment areas. PUD zoning is a
flexible zone designated to be customized
to proposed projects. A market-based range of land uses in the PUD are established and
revisited as the market evolves, which allows
for flexibility.
Goal GWP 1.2: Incorporate design standards into the planning process.
Rationale: The built environment is a common
thread throughout the themes explored
CHAPTER 2 | GROW WITH PURPOSE
39HarfordNEXT
Form-based code emphasizes the design and operation of development over the
actual uses within it.
MAINTAIN AND ENHANCE HARFORD COUNTY’S PUBLIC FACILITIES AND INFRASTRUCTURE
Goal GWP 2.1: Require adequate public facilities and infrastructure for all development.
Rationale: Public facilities and infrastructure are critical components to growth within
Harford County. By requiring adequate public facilities and infrastructure for
all developments, this can ensure that
maintenance and enhancements regularly occur.
Implementation
(a) Develop and maintain level of service
standards for public facilities and infrastructure
that must be adequate for development projects to receive a building permit.
(b) Create phasing requirements that allow for portions of projects that meet the level
of service standards to be constructed
and phase the remainder of the project to coincide with future availability of public
services and infrastructure.
Goal GWP 2.2: Plan for and coordinate the efficient expansion of public facilities and infrastructure to serve future growth.
Rationale: Investing in the maintenance of our infrastructure is important to avoid costly
construction of new facilities and disruptive outages (technology, water, power) that
can negatively impact the quality of life of
our citizens and the ability to do business in the County.
Implementation
(a) Ensure funding for future facility and
infrastructure maintenance.
(d) Introduce form-based code as a
regulatory land development tool.
(e) Consider flexible zoning alternatives
such as overlay districts and Planned Unit
Developments (PUD) that will help bring
about successful mixed-use projects.
Goal GWP 1.4: Assemble a livability agenda.
Rationale: Residents choose Harford County
for its outstanding quality of life. By assembling
a livability agenda, Harford County can take a proactive approach to maintaining and
improving our resident’s quality of life.
Implementation
(a) Establish quality of life indicators that
affect livability.
(b) Develop lighting standards that aim to
reduce light pollution.
(c) Encourage the use of “dark sky” lighting
practices.
(d) Establish policies that allow for residents
to age in place.
(e) Seek out opportunities for placemaking.
(f) Prioritize improvements of bicycle and
pedestrian access to bus and rail.
(g) Provide opportunities for residents to meet
most daily needs within walking distance.
Placemaking capitalizes on local community’s assets, inspiration, and
potential, with the intention of creating
public spaces that promote health, happiness, and well being.
Dark Sky lighting practices aim to decrease light pollution in the environment.
CHAPTER 2 | GROW WITH PURPOSE
40 HarfordNEXT
Rationale: Community Advisory Boards were
created as a way for residents to discuss
topics which may affect their neighborhoods
quality of life. These board members have in-depth knowledge of their neighborhoods
and work to make their community livable.
Implementation
(a) Collaborate with Community Advisory
Boards in the creation of a neighborhood indicators tracking system for tracking
neighborhood health and stability based on
quality of life indicators such as crime, property
values, health, economic development, etc.
(b) Partner with the Community Advisory Boards to create and implement plans for
their community.
(c) Work with Community Advisory Boards
to develop neighborhood activities such as
picnics, block parties and neighborhood night out events.
Goal GWP 3.2: Enhance the character of established neighborhoods.
Rationale: Mature neighborhoods have a character all their own. By enhancing the
character of a neighborhood, property values can increase, new investment may
occur and the bond among residents will be
stronger.
Implementation
(a) Seek grant funding under state programs
to foster redevelopment within targeted
areas. The County should seek funding for
projects such as façade improvements, streetscape improvements, land banking,
and mixed use developments.
(b) Ensure plans such as emergency services,
parks, water and sewer are routinely audited
to ensure adequate coverage.
(c) Work with service providers to upgrade and protect County infrastructure such as
power and cable lines.
(d) Utilize the County’s Facilities Master Plan
to make informed decisions regarding the
capital budget.
(e) Support the expansion of the HMAN fiber
optics system according to the Broadband
Strategic Plan.
(f) Expand high speed wireless data
transmission throughout Harford County.
Goal GWP 2.3: Enhance public facilities and services.
Rationale: Public facilities are the anchor
of many communities throughout Harford County. The County should promote the use
of these facilities and apply smart design
choices as new facilities are constructed.
Implementation
(a) Evaluate services delivered by County or state agencies for potential colocation.
(b) Support high-quality library facilities and
programs.
(c) Encourage multiple uses at public
facilities that allow for business development programs, education, fitness classes, and
places for social interaction.
(d) Design public facilities to facilitate better
cellular connections and provide cellular
boosters for larger buildings.
STRENGTHEN COMMUNITIES
Goal GWP 3.1: Partner with Community Advisory Boards to identify and correct neighborhood issues.
The State of Maryland offers multiple grants that assist with redevelopment efforts on the
County level.
CHAPTER 2 | GROW WITH PURPOSE
41HarfordNEXT
Rationale: Harford County has multiple
opportunity sites for reinvestment and
revitalization. These areas of opportunity
already have infrastructure in place and can help the surrounding neighborhoods and
businesses prosper.
Implementation
(a) Identify areas with high vacancy rates and
target redevelopment efforts to accelerate reinvestment.
(b) Identify areas along US 40, MD 24 south
of I-95, US 1 between MD 152 and MD 147,
Edgewood, and Perryman that have the
greatest potential for redevelopment.
(c) Partner with the Office of Economic
Development and Housing and Community
Development to create programs that aim
to revitalize opportunity sites.
(d) Create a US 40 corridor plan to evaluate land use opportunities for appropriate
and compatible development as well
as coordinating public investment with
development activity.
(e) Assist property owners with land assemblage in order to maximize potential
at opportunity sites.
(f) Create and invest in transit oriented
development opportunities surrounding
MARC station areas.
ENSURE A RANGE OF HOUSING
OPPORTUNITIES FOR ALL CITIZENS
To accommodate the projected 40,000 new residents by 2040, the County will need to offer
a range of housing choices and opportunities
to ensure the demand for housing can be
met. The County will aim to diversify its housing
stock and provide more housing options. HarfordNEXT promotes innovative methods
to accommodate new growth and allow our
(b) Create a Business Improvement District or Community Improvement District in targeted
areas where it is feasible, such as US 40
between MD 152 and MD 24.
(c) Reuse small vacant lots and utility easements/corridors that do not have
development potential for community gardens and pocket parks.
(d) Promote community identity through the
installation of gateway signage identifying neighborhoods.
Goal GWP 3.3: Encourage the maintenance and rehabilitation of existing housing stock.
Rationale: By rehabilitating vacant and
dilapidated structures, communities improve quality of life, increase property values and
reduce crime.
Implementation
(a) Evaluate the effectiveness of County
codes in dealing with the rehabilitation or removal of vacant, dangerous, and
dilapidated buildings.
(b) Educate residents on the importance of
maintaining their homes.
(c) Support non-profits that work to rehabilitate vacant homes.
(d) Establish target areas for future housing
rehabilitation and maintenance programs.
Goal GWP 3.4: Identify opportunity sites
for reinvestment and revitalization.
Improvement Districts aim to improve upon
existing communities through innovative
programs that support existing retail, decrease vacancy, provide opportunities
for redevelopment, and increase public and private investment within their boundaries.
CHAPTER 2 | GROW WITH PURPOSE
42 HarfordNEXT
the needs of the County’s inventory.
(b) Coordinate with the Department of
Housing and Community Development to
establish housing targets with an emphasis on a mix of housing types.
(c) Encourage a mixture of residential densities
and housing types that are affordable and
accessible to all age groups.
(d) Promote the creation of live-work units.
(e) Employ zoning regulations that allow
accessory dwelling units.
Goal GWP 4.3: Gear homeownership programs to meet projected affordable housing needs.
Rationale: Rising housing costs within Harford County have created a demand
for affordable housing. HarfordNEXT supports affordable housing that allows older residents
to remain in Harford County while attracting
young families.
Implementation
(a) Identify barriers to homeownership for
specific demographic groups and tailor
affordable housing programs to remove
barriers.
(b) Work with the Department of Housing
and Community Development to monitor
affordable housing needs.
(c) Create incentives and form partnerships
with large employers to develop workforce housing with modern amenities.
(d) Provide educational resources pertaining
to affordable housing that includes
information on housing cost burden and
qualifications for different assistance programs.
(e) Develop programs which promote
affordable homeownership for young
residents to age in place.
Goal GWP 4.1: Establish a program to monitor Harford County’s housing supply and demand.
Rationale: Establishing, maintaining and updating housing growth targets will ensure
the County can maintain an adequate supply of housing.
Implementation
(a) Update the Department of Housing and Community Development Consolidated
Plan to be consistent with recommendations
in HarfordNEXT.
(b) Work with existing and emerging area
employers to identify housing needs.
(c) Coordinate with Housing and Community
Development to create marketing strategies to promote emerging housing opportunities
in target communities that foster inclusiveness
and are free from discrimination.
(d) Determine a manageable vacancy
rate for residential homes and monitor the County’s supply.
Goal GWP 4.2: Diversify Harford County’s housing stock by providing a range of housing options.
Rationale: The traditional single-family
home takes up more land, is less affordable and does not offer the opportunity to age
in place like other housing options. New developments should include a variety of
housing types, choices, and density.
Implementation
(a) Assess existing housing stock and gauge
Linking HarfordNEXT with the Housing and
Community Development Consolidated Plan will allow for a more attainable mix of housing types and promote homeownership.
CHAPTER 2 | GROW WITH PURPOSE
43HarfordNEXT
Goal GWP 5.1: Develop and maintain a HarfordNEXT monitoring program.
Rationale: Annual reporting allows
government officials to gauge progress towards goals and objectives.
Implementation
(a) Develop parameters to ensure plan
implementations are followed.
(b) Periodically gauge the success of HarfordNEXT by tracking changes in land
use, jobs, housing, neighborhood level
investment, and zoning capacity.
(c) Monitor the plan implementations and
adjust goals and programs accordingly to adapt to socio-economic changes.
(d) Establish an appropriate reporting period
and update the County Council on the
progress of the plan.
(e) Harford County departments will establish benchmarks to evaluate the overall progress
and effectiveness of the plan.
Goal GWP 5.2: Allocate resources to implement the goals in HarfordNEXT.
Rationale: Resources should be allocated to
ensure implementation of strategies identified
in HarfordNEXT. An effective allocation
model may include efficient workforce
management or budget appropriation for priority projects.
Implementation
(a) Create a Strategic Plan to guide the
implementation of HarfordNEXT. The Strategic
Plan will include a prioritized compilation of goals and be updated every two years.
(b) Ensure the annual budget includes
funding for priority projects and programs to
implement HarfordNEXT.
families and older residents as an alternative
to renting.
(f) Foster inclusive communities free from
barriers that restrict access to opportunities based on protected characteristics.
(g) Develop incentives and programs which
facilitate first time home ownership by Harford
County teachers, first responders and military
members primarily in the Chesapeake Science and Security Corridor.
Goal GWP 4.4: Improve Harford County’s existing housing supply.
Rationale: Reinvesting in our existing housing supply is a cost effective way to
reduce development pressure outside of the Development Envelope and provide
affordable housing opportunities to existing
and new residents of Harford County. Programs that encourage reinvestment in
dilapidated or vacant homes can serve a dual purpose of revitalizing communities while
creating affordable housing opportunities.
Implementation
(a) Create programs and identify grant
opportunities that target rehabilitation and
modernization of aging single family homes
and communities.
(b) Develop programs to assist property owners with external property renovations.
(c) Provide incentives to address
redevelopment needs of aging multifamily
buildings. These programs could include
renovation loans, tax abatements, or grants.
GOVERNMENT ACCOUNTABILITY
Transparency and accountability are
cornerstones of good governing. County
departments and agencies will work together to ensure key action items are implemented
in a timely manner.
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CHAPTER 3 | ECONOMIC VITALITY
45HarfordNEXT
A Master Plan for the Next Generation
CHAPTER 3
ECONOMIC VITALITY
CHAPTER 3 | ECONOMIC VITALITY
46 HarfordNEXT
State Visions: Public Participation
Quality of Life and
Sustainability Infrastructure
Growth AreasEconomic Development
Housing
Implementation
Overlapping Themes:Grow With Purpose
Preserving Our HeritageMobility and Connectivity
ECONOMIC VITALITY
Harford County is part of the Greater Baltimore Region,
advantageously located in the heart of the Mid-Atlantic with convenient access to East Coast markets. Harford County
cultivates a highly-skilled workforce and an unparalleled quality
of life for residents. Diverse industry sectors including defense,
manufacturing, distribution, healthcare and IT combined with
location, logistics, a skilled workforce, and business-friendly environment offer the ideal setting for new and expanding
businesses and families alike. Harford County is Maryland’s New
Center of Opportunity. The Economic Vitality theme outlines a
framework of policies and implementations that are organized
around three key principles: Grow Economic Opportunity, Revitalize Existing Communities, and Ensure a Skilled Workforce.
CHAPTER 3 | ECONOMIC VITALITY
47HarfordNEXT
Background
Historically, Harford County’s economic success has been dependent upon two primary drivers: agriculture and Aberdeen Proving Ground (APG). Agriculture remains a key contributor
to the county’s prosperity; according to the USDA, the market value of agricultural products
sold totaled over $46 million in 2012, an increase from 2007 of more than $3 million. Likewise,
APG has been a key fixture in the County since 1917 and is currently Harford County’s top
employer and the State’s third largest workforce center by population. Today, the US Army’s oldest active proving ground is a research, development, testing and evaluation (RDT&E) hub
for science and technology innovation with an increasing cyber mission. The 93-organization
installation is a critical asset to our nation’s security both domestic and abroad, and represents
a 6.5 billion dollar economic impact to the region. More than 110 defense companies are
located in Harford County. These companies are developing technologies such as 3D printing and prototyping making Harford County a pioneer in these fields.
Though Harford County’s economic prosperity is shaped by a healthy agricultural community
and base-related activities, new prospects are emerging through expanded commercial
opportunities for agricultural producers and the launch of the County’s small business incubator,
the GroundFloor. Ensuring that the County’s infrastructure is able to meet the needs of new industries is imperative.
Economic Indicators
Job Growth
According to the US Census, currently 126,050 of Harford County’s residents are employed with
approximately 53% of the workforce occupying jobs within the County. Growth is expected to
occur in multiple employment sectors, especially the technology and distribution sector. The
number of jobs in Harford County is expected to increase from 104,670 in 2010 to 167,260 jobs
by 2040 according to the Bureau of Economic Analysis and the Department of Planning and Zoning. This growth in employment sectors will provide more job opportunities for the residents
of Harford County.
The GroundFloor is Harford County’s premier business incubator program.
CHAPTER 3 | ECONOMIC VITALITY
48 HarfordNEXT
Educational Attainment
Education is a crucial factor to the economic success of Harford County. New residents with
a high level of educational attainment have been attracted to Harford County because of
employment opportunities which require advanced degrees. In fact, the present workforce at APG holds 2,930 advanced degrees. Current residents are also continuing their education
to keep up with industry demands. According to the American Community Survey 2009-2013,
between the years of 2000 and 2013, the County experienced a 34% reduction in the number
of students who did not receive a high school diploma. During that same time period the
number of persons who received a bachelors degree or higher increased by 28.7%, while those who received a graduate or professional degree rose by 59.1%. This highly educated
workforce ensures that Harford County can meet the challenge of attracting new industries,
which in turn promotes economic success for businesses and residents throughout the County.
Economic Base
Harford County Government is committed to creating an economic climate that will attract new businesses and allow existing businesses to thrive and expand. The foundation of our
economy must be built on a population that is prepared to enter the workforce with a diverse range of skills. Preparing our workforce to excel is vital to ensuring that our emerging
employment sectors can prosper. Harford County’s economy will be resilient in every sense
by having a diversity of economic assets that can balance downturns and adapt to ever changing socio-economic conditions.
Jobs By Industry
Harford County’s strong economy is based on its diversified employment sector, representing
a wide range of industries. The number of jobs in the top industries can be found below.
Over the past 10 years, multiple industries have seen job growth. The largest number of jobs
within the County is in the government sector, which can largely be attributed to APG. The fastest growing industries in the past 10 years include health care and social assistance and
Number of Jobs by Industry Category 2004 2014 % Change
Government 19,736 23,698 20.1%
Retail Trade 14,121 15,246 8.0%
Health care and social assistance 9,372 12,333 31.6%
Professional and technical services 9,402 11,143 18.5%
Transportation, warehousing, manufacturing 9,613 10,475 9.0%
Accommodation and food services 6,373 8,385 31.6%
Construction 9,253 8,230 -11.1%
Other services, except public administration 6,344 7,184 13.2%
Real estate and rental and leasing 4,407 5,621 27.5%
Administrative and waste services 5,422 5,331 -1.7%
Source: 2014 US Bureau of Economic Analysis
CHAPTER 3 | ECONOMIC VITALITY
49HarfordNEXT
accommodation and food services. Industrial jobs are the fifth highest employment sector in
Harford County. Evidence for this can be found in the large demand for industrial space.
US 40 Corridor
Harford County is committed to identifying opportunities that make the County’s economic base more diverse. As commercial areas are aging throughout the US 40 Corridor and other
commercial corridors throughout Harford County, revitalization strategies are needed to
keep these areas vibrant as they age. The US 40 corridor provides unlimited opportunities for
redevelopment efforts; however, Harford County must ensure that the availability of industrial
land is not compromised. Over half (51%) of the total jobs located within Harford County can be found along this corridor. The County will coordinate its efforts to improve the US 40 corridor
with the City of Aberdeen, the City of Havre de Grace and Aberdeen Proving Ground. This
coordination will also help redevelop the Edgewood and Joppa areas. The long-term health
and viability of the US 40 corridor will help the County create additional jobs to accommodate
a diverse workforce.
The Water’s Edge Corporate Campus is an example of a successful development along US
40 that incorporates multiple uses within a single development. Redevelopment along the
US 40 corridor should emphasize mixed-use and transit-oriented development. Whether
strengthening our infrastructure for mass transit, attracting millennials as our next wave of
workers, or leveraging an opportunity for tech cluster development in proximity to Aberdeen Proving Ground, redevelopment is an investment in our future by balancing managed growth
with continued preservation efforts.
Education & Workforce Development
Harford County has many educational and workforce assets including; a strong public school
system with high graduation rates; a strong STEM focus with targeted and magnet programs; a model Science & Math Academy at Aberdeen High School; a Homeland Security program
at Joppatowne High; and Biomedical program at Bel Air High. Harford Community College
provides opportunities for residents to obtain an associates degree or an array of certificates.
The College also provides 2 + 2 programs that make it convenient for residents to earn a
four year degree. In addition, the University Center of Northeastern Maryland offers university courses, advanced education, training and resources.
Harford County’s Workforce Development effort is a partnership between government, higher education and industry. New and innovative programs in the area of continuing education,
higher education, vocational and professional training have been developed to complement
career awareness efforts and advanced skills development programs designed to support
and grow a productive skilled and competitive labor force. The County also possesses a highly
trained workforce that is well-suited to the service industry and technical sector. The County
Harford Community College in partnership with Towson University offer a 2+2 program for select programs. This program allows students to obtain a four-year degree at the Harford Community College Campus.
CHAPTER 3 | ECONOMIC VITALITY
50 HarfordNEXT
has strong workforce partnerships among higher education, the local workforce investment
board, and government and industry that recognize interdependency for economic stability.
Harford County has a solid framework and funding tools in place for workforce training needs,
including technical training grants. The Harford Business Innovation Center offers a technology incubator program that helps young technology and growth-oriented start-up companies by
offering a critical combination of customized business support services and access to subject matter experts. With a highly-skilled workforce and a focus on innovation, Harford County is
the premier setting for technology and entrepreneurism.
Economic Outlook
Economic Development Visioning and Work Plan
In 2011, the Economic Development Advisory Board (EDAB) developed their Visioning and
Work Plan. This five-year plan provides a strategic approach to sustain and enhance the
County’s economic development while establishing its long-term, regional viability as a hub
for technology in northeastern Maryland. The plan concentrates primarily on three key areas; land use, workforce development (and education), and finance. The Visioning and Work Plan
aims to improve the economic climate throughout Harford County and will be updated during
the planning horizon of HarfordNEXT.
Economic Opportunities
Despite the downturn in the economy experienced in the late 2000’s, Harford County’s economy is growing, with a strong existing retail, health care and industrial base. Cultivating
a diversified economy that generates quality, stable, full-time jobs that contribute to a high
quality of life for our residents will require a strategic approach to capitalize on emerging
opportunities across various sectors. Our economic success depends upon job creation and
preparing the workforce of tomorrow for those jobs. Partnerships with Harford Community College and the University Center of Northeastern Maryland are essential to educating and
training a skilled workforce that is able to adapt to the changing needs of the marketplace.
Other opportunities exist to invest in the future of our workforce by partnering with the Board of
Education to create programs that focus on science and technology.
Harford County has supported the vital mission of Aberdeen Proving Ground since its founding in 1917. APG will continue to provide a significant number of jobs, directly or indirectly, within
Harford County. Building upon the world-class research and work performed at APG, unique
opportunities exist to diversify the local economy and stimulate job creation. A significant
portion of this century’s job creation will be in the fields of biotechnology, and Harford County
is poised to capitalize on such opportunities with a strong and well trained workforce.
Opportunities exist to revitalize and redevelop along US 40 to make the Chesapeake Science
and Security Corridor (CSSC) the premier location for industries that support APG’s mission.
Identifying the impediments to redevelopment along the corridor is necessary to developing
strategies that encourage revitalization and reinvestment within the CSSC. Innovative
and forward thinking planning approaches, such as form based codes, transit oriented development, increased densities, and overlay districts can be employed to meet the long
held goal of revitalizing the corridor.
CHAPTER 3 | ECONOMIC VITALITY
51HarfordNEXT
The County’s agricultural sector is equally important to the health of our economy. Opportunities
exist to expand the marketing of locally grown and value added products. The County can
also pursue opportunities to capitalize on heritage tourism and agritourism which have the
added benefit of promoting the diverse range of products produced by our farms. The viability of farming and our economy in general will depend upon the ability to quickly adapt
to changes in technology and capitalizing on new and expanding markets to solidify Harford County as a strong competitor in the region.
Harford County has experienced many physical, demographic and economic changes over
the past decade in response to local and regional conditions. Harford County recognizes that these changes can present opportunities that will require an adaptive approach to building
a diverse and vibrant economy. This will ensure that Harford County is “The New Center for
Opportunity”. HarfordNEXT supports economic development efforts that contribute to the
County’s long term sustainability and resiliency. The regional and national economy is very
dynamic and will require the County to be nimble, while remaining strategic.
CHAPTER 3 | ECONOMIC VITALITY
52 HarfordNEXT
@AîmlñkmÑMaryland's New Center of OpportunityMaryland's New Center of Opportunity
Source: Maryland Department of Business and Economic Development, 2009-2013 American Community Survey, U.S. Census Bureau,
Harford Community College, Harford County Government
66,200 PEOPLE ARE
EMPLOYED BY
HARFORD'S 5,600
BUSINESSES
EMPLOYERS IN
HARFORD
WITH OVER
100 EMPLOYEES
100
ABERDEEN PROVING GROUND
GROWS WITH THE ADDITION
OF 110 CONTRACTOR FIRMS
m
High Speed EnterpriseHigh Speed Enterprise
Job InnovationJob Innovation
credit and non-credit
students attended
Harford Community
College in 2015
!
Workforce ReadinessWorkforce Readiness mhave a Bachelor's Degree
or higher32.7%
have a Master's Degree
or higher12.9%
connections to HMAN, the Harford Metro Area
network, changing business communication
in Harford County135
20,337
CHAPTER 3 | ECONOMIC VITALITY
53HarfordNEXT
Principles, Goals, and Policies for Economic Vitality (EV):
GROW ECONOMIC OPPORTUNITIES AND COMPETITIVENESS
Goal EV 1.1: Review and amend regulatory strategies and tools that prevent economic growth.
Rationale: Routinely evaluating the development review process and codes
will ensure that the County can adapt to
changing socio-economic conditions.
Implementation
(a) Conduct an analysis of land use regulations affecting redevelopment to determine if they
allow for economically feasible and quality
development to occur.
(b) Evaluate parking regulations and modify
as needed to ensure standards appropriately address commercial and environmental
needs.
(c) Work with the Office of Economic
Development and the business community
to identify regulatory obstacles that impede starting or growing a business in the County.
(d) Work with municipalities to establish
consistent development regulations to
facilitate greater transparency and remove
administrative burdens in the development process.
Goal EV 1.2: Plan for infrastructure improvements as an incentive to stimulate economic development.
Rationale: Strategically investing in
infrastructure improvements will provide new opportunities for businesses.
Implementation
(a) Expand the HMAN fiber optics
infrastructure throughout the County.
(b) Continue to improve transportation and
utilities infrastructure that support the needs
of businesses.
(c) Plan for infrastructure improvements,
particularly delivery of fiber optic cable, at
opportunity sites.
(d) Promote streetscape improvements
and beautification projects which utilize sustainable design strategies and construction
practices to improve and enhance the
attractiveness of aging commercial areas.
Goal EV 1.3: Support a business friendly environment.
Rationale: Providing businesses with an
environment in which they can thrive is imperative.
Implementation
(a) Create an environment that is supportive
of startups through incubator programs and
accelerators.
(b) Ensure zoning regulations are conducive
to the growth of small businesses.
(c) Build a coordinated retention program
for businesses to determine their needs and
concerns.
(d) Support recruitment and retention efforts
by economic development organizations
such as the Harford County Chamber of
Commerce.
(e) Develop an online tool focused on assisting the development and growth of
new businesses.
(f) Monitor the County’s commercial tax rate
An opportunity site is a location where
the conditions are right for economic
development or revitalization.
CHAPTER 3 | ECONOMIC VITALITY
54 HarfordNEXT
to increase the County’s competitive edge.
Goal EV 1.4: Maintain a capacity for growth.
Rationale: Identifying and maintaining an
inventory of available commercial and
industrial land is important to attracting
new businesses and targeting development
opportunities.
Implementation
(a) Evaluate commercial land use capacity
and adjust as necessary to accommodate
economic development opportunities or
changing regional conditions.
(b) Promote the utilization of existing
commercial and industrial zoned land within
the Development Envelope, especially along
the US 40 corridor.
(c) Explore land banking opportunities to ensure a future supply of commercial land
is available for development within the
Development Envelope.
Goal EV 1.5: Create a development ready environment where businesses can thrive.
Rationale: Removing impediments for businesses to locate in Harford County will
make the County the premier choice to
open and operate a business.
Implementation
(a) Create a virtual tour that promotes and emphasizes the benefits of locating in Harford
County.
(b) Create a program that provides tiered
incentives for developers who choose to
utilize innovative development practices.
(c) Work with developers to allow for the
planned densification of developments to
densify over time in redeveloping areas such as US 40 and transit oriented developments.
(d) Encourage mixed-use zoning districts
that provide for a balanced integration of
commercial and residential uses.
Goal EV 1.6: Market Harford County as a “food hub”.
Rationale: Labeling Harford County as a
food destination will attract new businesses,
residents and visitors to the County and will
have a secondary effect of promoting our agricultural heritage.
Implementation
(a) Cultivate small businesses that produce
local goods.
(b) Establish a farm to table program to promote healthy communities and promote
the County’s agricultural industry.
(c) Support rural businesses and the
agricultural economy by encouraging
farming and tourism relating to the agricultural industry.
(d) Create festivals that focus on businesses
within the food industry such as farmers,
restaurants, and caterers.
(e) Expand the County’s Buy Local program.
(f) Promote temporary uses, such as farmers
markets, bazaars, and flea markets at Park
Land banking is the process by which a government or non-profit entity assembles
and holds properties for future projects in order to spur economic development.
The USDA defines a food hub as “a
centrally located facility with a business management structure facilitating
the aggregation, storage, processing, distribution, and/or marketing of locally/
regionally produced food products”.
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55HarfordNEXT
and Ride locations to promote healthy
communities.
(g) Work with the Health Department to
support the creation of a common kitchen that can be utilized by food related businesses.
REVITALIZE EXISTING COMMUNITIES
Harford County should prioritize infill
development within the Development Envelope to reduce development pressure
on the rural areas of the County. Revitalizing
existing communities is more economically
responsible than expanding infrastructure
to areas outside of our designated growth areas.
Goal EV 2.1: Adapt to changing economic conditions.
Rationale: Flexible zoning allows businesses to create, respond and adjust to rapidly
changing economic conditions while ensuring the County remains resilient and
ready to adapt.
Implementation
(a) Support co-working spaces and low-
impact home-based businesses.
(b) Implement Planned Unit Development
(PUD) zoning in target redevelopment areas.
PUD zoning is a flexible zone designated to be customized to proposed projects. A
market based range of land uses in the PUD
are established and revisited as the market
evolves.
(c) Develop floating zones that provide flexibility for businesses, especially startups.
Goal EV 2.2: Revitalize existing commercial corridors.
Rationale: Redeveloping existing commercial corridors promotes investments in mature
communities, which promotes economic
development, improves the quality of life for
residents, and provides additional services
and retail opportunities to areas that may be
underserved.
Implementation
(a) Assess the physical, infrastructure and
market conditions and needs of older
commercial corridors.
(b) Create a Business Improvement District or Community Improvement District for the US
40 corridor.
(c) Inventory vacant and underutilized land
to find opportunities for property assembly
with a specific emphasis on US 40.
(d) Work with the Department of Inspections,
Licenses and Permits to provide flexibility
when utilizing vacant commercial spaces.
(e) Provide redevelopment incentives to
corridors with high vacancy rates.
(f) Encourage integration of housing along
commercial corridors to increase pedestrian
activity.
(g) Expand Fast Track process to include
projects proposing the conversion of underutilized commercial buildings and
redevelopment of industrial areas.
Goal EV 2.3: Improve the appearance of aging commercial areas.
Rationale: Many aging retail areas have
not been updated and the appearance of the buildings has declined. Façade
improvements can encourage revitalization
and stimulate investment in areas with high vacancy rates.
Implementation
(a) Create an outreach program between
the Department of Planning and Zoning,
the Office of Economic Development and
CHAPTER 3 | ECONOMIC VITALITY
56 HarfordNEXT
Department of Housing and Community
Development that aims to improve the
appearance of blighted properties.
(b) Encourage property owners to rehabilitate their physical facilities and infrastructure to
accommodate new businesses.
(c) Explore commercial revitalization
programs that provide grants or low interest
rate loans for façade improvements and physical improvements.
Goal EV 2.4: Work with communities on local revitalization efforts.
Rationale: Our citizens are keenly aware of the issues that affect their neighborhoods
and are an important catalyst for change. Citizens can provide valuable input about
what their communities need to revitalize
and succeed.
Implementation
(a) Create a neighborhood grant program
for community and public spaces to improve
aesthetics within neighborhoods.
(b) Update community plans and incorporate an economic development section tailored
to the needs of the community.
(c) Engage communities through workshops
and design charrettes.
(d) Encourage community events and social gatherings that partner with surrounding
small businesses.
ENSURE AND PROMOTE A SKILLED WORKFORCE THAT WILL ATTRACT BUSINESSES
Goal EV 3.1: Provide educational
opportunities that prepare students for the workforce and work to give those currently in the workforce advancement
opportunities.
Rationale: A skilled and educated workforce can promote economic development by
attracting new businesses to the County.
Implementation
(a) Create a workforce development plan
with an emphasis on Career and Technical Education (CTE) that prepares youth and
adults for a wide range of high-wage, high-
skill, high-demand careers.
(b) Engage established businesses to mentor
entrepreneurs.
(c) Improve early childhood education
programs and provide assistance to parents
in order to ensure their children are ready for
school.
(d) Partner local businesses with our schools and Harford Community College to develop
comprehensive job readiness programs
that aim to prepare students to enter the
workforce.
(e) Increase the availability, awareness, and completion of Adult Basic Education and
GED preparation courses.
(f) Work with schools to ensure that students
are receiving training for jobs in emerging
sectors, particularly in science, technology, engineering and math.
(g) Tailor educational programs at Harford
Community College to meet market demands.
(h) Recruit employers that require a variety of educational backgrounds and skill levels.
(i) Work with the business community and
APG to determine workforce needs and tailor high school and college programs to
meet those needs.
A Master Plan for the Next Generation
CHAPTER 4
ENVIRONMENTAL STEWARDSHIP
CHAPTER 4 | ENVIRONMENTAL STEWARDSHIP
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State Visions: Environmental Protection
Resource ConservationStewardship
Public Participation
Quality of Life and Sustainability
Community DesignInfrastructure
Growth Areas
Economic Development Implementation
Overlapping Themes:
Grow with PurposePreserving our Heritage
ENVIRONMENTAL STEWARDSHIP
Harford County is rich in natural resources that contribute to
the quality of life of its residents. Harford County is committed
to maintaining and enhancing these resources through the implementation of policies that promote environmental
stewardship. Environmental stewardship begins with the understanding that people should live in harmony with their
environment. Environmental stewardship highlights the
interconnection between natural and built environments and emphasizes the need to balance responsible development
with the protection of our natural resources. The Environmental Stewardship theme provides a framework of policies and
implementations that preserve natural habitats, protect and
enhance areas of high ecological value, and effectively manage environmental resources with limited funds. This
framework is organized through the development of five principles: Protect and Restore Environmentally Sensitive Areas,
Preserve Water Resources, Stormwater Management, Outreach
and Education, and Natural Resource Management.
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Environmentally Sensitive Areas
The protection and restoration of Harford County’s environmentally sensitive areas is paramount to maintaining a high quality of life for our citizens. Harford County has many sensitive resources;
including streams, wetlands, floodplains, forests, rare habitats, steep slopes, and other
environmental assets. Streams, wetlands and floodplains provide excellent habitat for many
species. These areas have also been deemed worthy of protection for their value in improving
water quality. Rare or unique habitat areas need focused preservation efforts to maintain their health and biodiversity. These areas have been identified as Targeted Ecological Areas
(TEAs), which are lands deemed as the most ecologically valuable in the state. The County will
also utilize other GIS data sets through the Bionet system to target ecologically valuable areas.
These lands are preferred for conservation and preservation funding.
Forested resources are another important sensitive area worth protecting. By providing shade to headwater streams, reducing sediment load, and improving habitat, forests can be the
most effective land cover in certain areas. Forested areas that provide hubs and corridors for
wildlife are especially important for targeting protection and restoration efforts. TEAs, forested
hubs and corridors will be the foundation of a future Green Infrastructure Plan for the County.
The County will continue to improve the quality of our sensitive areas and environmental resources by developing new policies or building on existing efforts to protect these areas.
Preserve Water Resources
The County’s water resources are an integral part of the landscape of the County. Preserving
and protecting the quality and quantity of our water resources is fundamental to the public’s
health and quality of life by providing adequate drinking water supplies, waste water treatment,
and stormwater management. Certain streams are drinking water sources for County residents,
while other areas rely on groundwater. Measures must continually be implemented to provide high quality drinking water for all of our citizens. The County must remain environmentally
Forested streams provide multiple environmental benefits.
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CHAPTER 4 | ENVIRONMENTAL STEWARDSHIP
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responsible in its conveyance and treatment of waste water discharges. There are many
high quality (Tier II) streams in the County, and additional efforts may be needed to ensure
streams maintain their high quality. Quality and quantity of runoff from the landscape is greatly
influenced by land cover; from forest, field, cropland and pasture to high-density urban uses. The impact of stormwater on streams must be analyzed to ensure that the water quality of
our streams does not become impaired. There are many state and federal laws that Harford County must comply with in regards to water quality, and Harford County must continue to
meet or exceed these measures. Through the implementation of sound land use planning,
best management practices, monitoring, and education and outreach, all water resources will be effectively managed.
Adequate Stormwater Management
A responsible environmental stewardship plan encourages stormwater management facilities
that are designed in harmony with the natural environment. Stormwater management systems
should be designed to mimic natural hydrology patterns. Development or redevelopment
should be designed in a manner that does not overburden local streams. When impacts of stormwater runoff are treated at the source, water quality is maintained.
The County should consider ways to reduce the footprint of future development activities,
and partner with citizen groups and non-profit organizations to restore and enhance existing developed areas. The County should also explore restoration practices that remove impervious
surfaces and promote landscaping with native plants. Expanding our outreach and education efforts to install small scale stormwater management devices such as rain barrels, rain gardens,
and conservation landscaping will assist with improved stormwater management.
Stormwater management techniques such
as bioretention facilities treat pollution at the
source.
Since spring 2011, the County has invested over $48 million into upgrades for the Sod Run and Joppatowne wastewater treatment facilities to improve capacity, handling, and discharge quality of wastewater.
CHAPTER 4 | ENVIRONMENTAL STEWARDSHIP
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Outreach and Education
Community engagement is one of the foundations of environmental stewardship. The role of local government is to effectively communicate information to their citizens. The County
currently has several environmentally-focused programs that use education to engage youth,
such as the Envirothon. Student teams work collaboratively to develop their knowledge of
ecology and natural resource management and practice their environmental problem-
solving skills in preparation for Envirothon competitions. In 2011, Maryland became the first state in the nation to require students to be environmentally literate as a high school
graduation requirement. One of the main goals of this requirement is to create meaningful
outdoor experiences with students to foster the understanding that we are all connected
to the environment. The County will continue to find ways to engage residents to foster the
development of environmental stewardship for future generations.
Protecting our water resources from the impacts of nonpoint source pollution continues to be
a complex challenge. This type of pollution originates from diffuse sources and effects large
geographic areas, making it difficult to control and regulate. Governments at all levels have
made strides in reducing pollution in sectors such as agriculture, septic systems, and wastewater
treatment plants through various programs. Outreach and education was an important factor in the success of these programs. Local governments must improve outreach while
encouraging grassroots efforts from concerned citizen groups and watershed associations
to help make meaningful improvements on private properties at the source. The County will
continue to use social media and other outlets to help build and maintain environmental
outreach and education efforts.
Natural Resource Management
The primary goal of natural resource management is to preserve and protect our natural
resources while enhancing public safety and health. The responsible management of
our natural resources is an essential component to a high quality of life for the citizens of
Harford County. A sound natural resource management plan emphasizes the protection and restoration of natural systems while encouraging public outreach and participation in
the stewardship of our resources. Natural resources such as forests, streams, and wetlands
can provide many benefits when they are effectively managed. When these resources are
mismanaged, they can become a community liability. HarfordNEXT supports a systematic
approach to natural resource management that promotes stewardship while recognizing the economic and quality of life benefits derived from them.
Arbor Day tree planting events provide outreach and
eduction opportunities.
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The fameflower is aThe fameflower is a
rock-dwellingrock-dwelling
plant with shallow plant with shallow
roots & is exclusiveroots & is exclusive
to the serpentine to the serpentine
barrens in Harfordbarrens in Harford
County.County.
of the County
is covered by
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%%6060
Natural ResourcesHARFORD
COUNTY
acresacresof of
floodplainfloodplain1100,,7 7 8 8 2 2 2626 m i l e s o f p r o t e c t e d
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s t r e a m
b u f f e r s
i n H a r f o r d
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abitat
Harford County has Harford County has
one of the largest one of the largest
populations of thepopulations of the
fringe-tip gentian fringe-tip gentian
in the state.in the state.
ÌàààFameflowerFameflower Fringe-tipFringe-tip
GentianGentian
Agricultural land useAgricultural land use
has the largest amount has the largest amount
of tree canopyof tree canopy
of the state's of the state's
147 champion trees147 champion trees
are in Harford Countyare in Harford County
The bog turtle is 3-4"The bog turtle is 3-4"
in size.in size.
30Bitternut HickoryBitternut Hickory
%of the County isof the County iscovered in tree canopycovered in tree canopy
Carya cordiformisCarya cordiformis
48
national
champion
tree1
95 ft95 ft
CircumferenceCircumference
TallTall16 ft16 ft
Bog turtleBog turtle
Source: MD Department of Natural Resources, Harford County Planning & Zoning.
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Principles, Goals, and Policies for Environmental Stewardship (ES):
PROTECT AND RESTORE ENVIRONMENTALLY SENSITIVE AREAS
Goal ES 1.1: Protect streams, wetlands, and their buffers.
Rationale: Research has shown that water
quality is greatly improved by preserving or
restoring areas adjacent to streams and
wetlands.
Implementation
(a) Protect Tier II subwatersheds and
Targeted Ecological Areas. Require the use
of innovative designs and best management
practices in developments located in Tier II
watersheds.
(b) Conduct watershed studies to assess the
health of streams throughout Harford County.
(c) Consider limiting forest clearing within
NRD buffers.
(d) Prepare a County Green Infrastructure
Plan that will identify and prioritize large
forested hubs and corridors.
Goal ES 1.2: Preserve 100 – year floodplains.
Rationale: By discouraging development
within the 100-year floodplains, the risk of flood losses is reduced. Floods can result in the
loss of life and property along with increased
risks to health and safety.
Implementation
(a) Utilize advanced mapping and data
tools to more accurately depict floodplains in
coordination with the Department of Public
Works.
(b) Encourage property owners in flood
prone areas to elevate structures higher than the two foot freeboard requirement to
minimize damage and reduce the cost of
flood insurance.
(c) Improve the County’s Community
Rating System (CRS) score through updated regulations, outreach, and improved flood
warning dissemination, which can reduce
flood insurance rates for our citizens.
(d) Pursue grants for protecting County
infrastructure from flood damage.
Harford County entered the National Flood
Insurance Program on March 2, 1983. This
allows County residents and businesses to purchase flood insurance, and allows the
County to receive federal disaster funding.
Harford County is currently a Class VII community in CRS, which gives citizens a
15% discount on flood insurance.
Tier II waters are streams that have been identified by the State as having significantly
higher water quality than the standard for
the designated use of that stream. Maintaining floodplains is important to
protecting life and property from major flood
events.
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Goal ES 1.3: Protect rare, threatened, and endangered species (RTE) and ecologically significant areas from encroachment.
Rationale: Unique combinations of climate,
soil, topography and vegetation provide
habitats for rare plants and animals. Focused
preservation efforts will ensure the health and biodiversity of these areas.
Implementation
(a) Identify ecologically high-value land
that is worthy of preservation based upon
the presence of RTE species or other environmental assets.
(b) Pursue grants that improve rare habitats
or other environmental features.
(c) Improve outreach to landowners that
have RTE habitat utilizing various methods;
including the web, social media, and webinars to protect our most valuable
resources.
(d) Targeted Ecological Areas should be
prioritized in the County’s Green Infrastructure
Plan.
(e) Support actions to maintain habitat
conditions for sensitive fishery resources in sections of Deer Creek and Little Gunpowder.
Goal ES 1.4: Protect and restore forest resources.
Rationale: Preserving forests provides numerous benefits such as improved water
and air quality, reduced erosion and pollutants from surface and ground water,
and habitat and temperature regulation for
aquatic species.
Implementation
(a) Identify gaps in forest canopy coverage
and prioritize funding for planting projects in
these areas.
(b) Create incentives for land owners to reforest and restore ecologically valuable
land.
(c) Develop a County program to assist
property owners in planting riparian forest
buffers.
(d) Apply for grants to help improve habitats
on properties with existing Rural Legacy
easements.
(e) Work with homeowner associations to
plant unused open space areas that are routinely mowed.
(f) Partner with DPW to strategically reforest
along designated County road rights-of-way
to improve water quality and wildlife habitat.
(g) Enhance buffer yard requirements by requiring the use of native plants for new
construction.
(h) Create a Tree Canopy Ordinance within
the Green Infrastructure Plan.
Harford County is one of four Maryland counties that still have one of North America’s smallest and rarest turtle, the bog turtle (Glyptemys muhlenbergii).
Harford County (excluding APG) is approximately 49% TEA, most of which is
located in the northern tier of the County.
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PRESERVE WATER RESOURCES
Goal ES 2.1: Ensure high-quality drinking water to Harford County’s citizens.
Rationale: Maintaining and improving the quantity and quality of our water is important
to the health, safety, and welfare of our
citizens and business community.
Implementation
(a) Coordinate with municipalities and APG to make decisions on system adequacy.
(b) Protect quality of drinking water sources
with a specific emphasis on the Winters Run watershed.
(c) Explore water reuse capabilities such as greywater and rainwater recycling for
certain land uses to increase efficiency and
save costs.
Goal ES 2.2: Provide the necessary infrastructure to meet wastewater demands while improving the quality of discharge from treatment plants.
Rationale: Ensuring the proper and effective
treatment of wastewater is critical to meeting water quality standards established by the
federal government for our streams, rivers, and bay.
Implementation
(a) Improve the quality of discharge waters in accordance with our National Pollutant
Discharge Elimination System (NPDES) permit.
(b) Work with the Health Department to
identify areas currently served by private
septic systems and assist property owners
who elect to convert to public sewer.
(c) Coordinate with municipalities and APG to routinely review system adequacy.
(d) Support the use of Bay Restoration Funds
for new and replacement septic systems
within 1,000 feet of perennial streams and
require these systems to use Best Available Technology (BAT).
Goal ES 2.3: Reduce stormwater runoff
that impacts our streams, river, and bay.
Rationale: High quality water that is clean and
free of pollutants is an important component
of a healthy community and economy.
Implementation
(a) Promote and enhance the implementation
standards of the County’s NPDES permit.
(b) Support the actions of the existing
Watershed Implementation Plan (WIP).
(c) Construct enhanced best management practices to reduce pollutants to streams
and wetlands, where appropriate.
(d) Update and refine the County’s nonpoint
source loading analysis to accurately assess
future priority projects.
Goal ES 2.4: Protect groundwater quality to ensure a safe and adequate drinking water supply.
Rationale: Protecting drinking water supplies
that are derived from groundwater is
important to the health of citizens in areas not served by public water.
Harford County’s water system has over 600 miles of water mains with 12 storage tanks
that hold over 12 million gallons of water.
See WRE in Appendix II for maps of existing and future conditions of water and sewer
service areas.
Harford County has nearly 800 miles of sewer mains and lateral lines to maintain.
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Implementation
(a) Evaluate existing impervious surface limits
of the County’s Water Source Protection
District regulations.
(b) Identify and mitigate potential sources
of contamination to reduce environmental
liability and minimize the need for
groundwater cleanup.
(c) Work with APG to identify strategies for maintaining and improving the quality of
the County’s groundwater supply wells in
Perryman.
ADEQUATE STORMWATER MANAGEMENT
Goal ES 3.1: Reduce the footprint of development through innovative design concepts.
Rationale: Water quality and quantity
can be positively affected when natural topographical and hydrological conditions
are maintained.
Implementation
(a) Evaluate parking standards to reduce
impervious cover.
(b) Establish stricter limits on impervious
surfaces and forest clearing within the Green
Infrastructure Plan.
(c) Develop design standards that place an
emphasis on maintaining natural landscapes.
(d) Require the inclusion of native plants as
part of landscape plans to improve habitat.
(e) Evaluate height restrictions on structures
to allow flexibility in new developments and
reduce the impervious footprint.
Goal ES 3.2: Establish a tree canopy program that encourages citizens to maintain and increase tree canopy in rural and urban environments.
Rationale: Increasing tree canopy in more
densely developed areas helps to mitigate
pollution from stormwater runoff. Other benefits include improved air quality,
reductions in the urban heat island effect, and reduction in thermal pollution to streams
and rivers.
Implementation
(a) Increase the County tree canopy
coverage (currently 48% as determined by
the 2013 County Tree Canopy Assessment), by two percentage points over the next ten
years.
(b) Work with homeowner’s associations to
plant trees within existing developments,
with an emphasis on planting passive open spaces.
(c) Conduct a County tree canopy study
every 10 years to track progress.
(d) Identify priority areas for reforestation
efforts by utilizing GIS.
(e) Require the use of resilient native tree
species that can tolerate the conditions of
urban/suburban areas to increase survival
rates.
(f) Partner with SHA, DPW, Parks and Recreation to incorporate tree canopy into
the design of projects.
In 2014, the Potomac Group Aquifer
provided 1.4 billion gallons of groundwater to County citizens.Thermal pollution can degrade streams with native trout populations.
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Goal ES 3.3: Increase outreach and education activities related to stormwater management.
Rationale: Treating stormwater runoff at the
source significantly reduces the cumulative
effects on streams and rivers. Low-cost solutions like rain barrels, rain gardens, and
conservation landscaping can help improve
local water quality, enhancing the quality of
life.
Implementation
(a) Train citizen groups to perform water
quality monitoring.
(b) Assist citizen groups through grant-funded
demonstration projects of stormwater best
management practices.
(c) Implement an impervious surface removal
outreach campaign.
(d) Partner with Parks and Recreation,
DPW, and HCPS to create more stormwater
management demonstration projects.
(e) Establish a rain barrel incentive program
for County residents.
OUTREACH AND EDUCATION
Goal ES 4.1: Increase Citizen Stewardship of land and resources.
Rationale: Partnering with concerned citizen
groups and watershed associations can
help make meaningful improvements to our resources.
Implementation
(a) Encourage community gardens,
community cleanups, or other enhancement
initiatives.
(b) Educate citizens about environmental
issues through programs such as Envirothon,
4-H, and Anita Leight Estuary Center.
(c) Implement a certification program for
rain garden installers and inspectors.
(d) Educate citizen groups about grant
opportunities that improve environmental
resources.
(e) Use social media to raise awareness
about environmental programs or initiatives.
NATURAL RESOURCE MANAGEMENT
Goal ES 5.1: Preserve our agricultural heritage and resources for future generations.
Rationale: Preserving productive farm land
ensures that our rich agricultural heritage will survive and be a valuable asset to future
generations. Local farms are important to
creating and maintaining food hubs and
encouraging fresh locally-sourced products
that promote healthy communities.
Implementation
(a) Direct development towards areas
within the Development Envelope and Rural
Villages to relieve development pressure on
productive farmland.
(b) Identify opportunities to create a
greenbelt that strengthens the viability of
farms and limits external encroachments.
(c) Maintain contiguous tracts of farmland to
increase the viability of productive land.
Goal ES 5.2: Protect and improve local air quality.
Harford County teams have won the state
Envirothon competition a record nine times.
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Implementation
(a) Balance the operational needs of active
quarries with those of surrounding land uses.
(b) Explore the feasibility of converting inactive quarries into drinking water reservoirs
or other community asset.
Goal ES 5.4: Reduce the amount of solid waste transferred to local landfills.
Rationale: Reducing solid waste while
expanding recycling programs conserves
space in existing landfills, which increases life
and reduces costs.
Implementation
(a) Evaluate expansion of recycling programs
as new cost-effective opportunities arise.
(b) Expand County compost operations that
remove additional compostable materials
from the solid waste stream.
(c) Partner with Maryland Environmental
Services (MES) to find cost-effective measures for reducing solid waste in the County.
Goal ES 5.5: Incorporate coastal resiliency strategies into the development of the Green Infrastructure Plan and future updates of the Harford County Hazard
Mitigation Plan.
Rationale: Coastal resiliency strategies and
planning will help communities better prepare
for natural disasters, recover from them faster,
and protect critical infrastructure.
Rationale: Clean air is important to promoting healthy communities and reducing the
incidence of chronic respiratory diseases.
Implementation
(a) Ensure that burning laws are adequate to
protect air quality.
(b) Encourage citizens to use electric or
manual lawn mowers and yard tools instead
of gas-powered machines.
(c) Encourage drivers to consolidate vehicle
trips to reduce emissions.
(d) Pursue Congestion Mitigation and Air
Quality (CMAQ) Grants for implementation
projects that aim to decrease pollutants.
(e) Promote reforestation in urban
environments to reduce the urban heat island
effect, improve air quality, and increase
energy efficiency of buildings.
Goal ES 5.3: Conserve mineral resources.
Rationale: Mineral extraction companies are
a valuable resource and commodity for the County.
The Maryland Recycling Act required
counties to recycle up to 35% of solid waste
by the end of 2015 with a voluntary target of
55% by 2020.
Bike lanes give citizens options for commuting,
recreation, and improves our air quality.
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Implementation
(a) Identify critical infrastructure, property,
and populations at risk in order to make
informed programmatic decisions to protect County resources.
(b) Analyze risk and vulnerability, and
evaluate and identify cost-effective solutions
to increase coastal resiliency.
(c) Apply for grants to fund implementation of projects that mitigate or reduce risk to coastal
communities or government infrastructure.
(d) Incorporate new studies and coastal
floodplain management measures into the
Hazard Mitigation Plan.
Goal ES 5.6: Improve efficiency by increasing access to, and availability of alternative energy sources.
Rationale: Renewable energy technologies
such as wind and solar have a much lower
environmental impact than conventional energy sources.
Implementation
(a) Evaluate public schools and County
buildings to determine the viability of installing
rooftop solar.
(b) Identify local regulatory impediments
to streamline the use of alternative energy
sources.
(c) Consider allowing solar farms in a variety
of zoning districts.
Goal ES 5.7: Encourage sustainable maintenance practices for County-owned land.
Rationale: Harford County can increase
efficiency, reduce costs, and be a model
for sustainability by adopting sustainable
maintenance practices.
Implementation
(a) Establish low-mow zones to save County
resources and minimize air pollution.
(b) Plant native flowering plants in median
strips and other public spaces.
(c) Develop Invasive Plant Management
plans for County parks and continue support
for the Noxious Weed program.
(d) Consider developing a County-run native
plant nursery to use trees and plants for capital projects or other needs.
Low-mow zones help to minimize air pollution
and save County resources.
CHAPTER 5 | PRESERVING OUR HERITAGE
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A Master Plan for the Next Generation
CHAPTER 5
PRESERVING OUR HERITAGE
CHAPTER 5 | PRESERVING OUR HERITAGE
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State Visions: Environmental Protection
Resource Conservation
Stewardship
Public Participation
Quality of Life and Sustainability
Community Design
Economic Development
Housing
Implementation
Overlapping Themes:Grow with Purpose
Environmental Stewardship
Economic Vitality
PRESERVING OUR HERITAGE
Harford County boasts a unique array of irreplaceable resources
that represent the substantial events and activities that shaped the communities we know today. These resources provide a direct physical link to our past, contributing to our sense of community and offering continuity as Harford County continues to grow and evolve. For over forty years, the County has made considerable achievements in protecting its resources by managing the identification and preservation of its extensive historic and agricultural assets. Numerous historically significant sites and structures have been identified and protected through easements and the local landmark program, and thousands of acres of prime farmland and forests have been preserved through various land preservation programs. Culturally significant resources, such as oral histories, folklore and traditions, archaeological sites and artifacts signify our heritage and provide opportunities for preserving our legacy. According to the National Park Service, “preservation is about deciding what is important, figuring out how to protect it, and passing along an appreciation for what was saved to the next generation”.
With such an abundance of historic, agrarian, and cultural resources, it is our duty to ensure their protection for future generations. The Preserving Our Heritage theme outlines strategies to help ensure that local resources endure to tell the story of Harford’s past. This framework is organized around four principles: Protect Historical and Cultural Resources, Protect Agricultural and Natural Resources, Build Capacity For Preservation, and Educate and Connect With A Broader Audience.
CHAPTER 5 | PRESERVING OUR HERITAGE
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Historic and Cultural Resources
Harford County contains an extremely rich and diverse collection of culturally significant buildings, landscapes, sites, and communities that reflect the history of our County. Throughout
the County, one can find archaeological sites from the era of the Susquehannocks, early
English colonial cabins, Palladian-style mansions, two Freedmen’s Bureau schools, houses built
by French émigrés fleeing revolution in Europe, some of the country’s earliest and finest Gothic
Revival churches, and documented stops on the Underground Railroad. Physical reminders are not only interesting and valuable as splendid stylistic examples from various periods, but
also as important reminders of the fascinating people who helped shape that history.
Many of our historic resources no longer exist, due in part, to development activity that occurred throughout the 20th century. Lack of prioritization accelerated the loss of resources
as growth occurred. Preserving our remaining resources will require adapting our traditions
and landmarks of the past to fit the needs of the present, and future. This theme identifies
achievable implementation strategies to meet the County’s preservation goals and ensure
that local historic and cultural resources preserve our sense of place and cultural landscape.
Historic and Cultural Resources: Designation & Protection Programs
A successful preservation program requires the coordination of federal, state, and local
jurisdictions to preserve and protect resources by means of identification and designation. The Antiquities Act of 1906 and the National Historic Preservation Act of 1966 served as the
foundation for most local programs and helped initiate the identification and protection of
the country’s most significant resources. Designations, such as the National Register of Historic
Places and National Historic Landmarks, have contributed to the protection and recognition
of some of the country’s most notable resources.
Indigenous people have inhabited Harford County for at least 8,000 years. During the Colonial Period, thousands of Native Americans from different groups traveled through the State of Maryland contributing to Harford County’s history.
Harford County’s architectural history shows a diverse range of influences.
In 2014, the Maryland Historical Trust (MHT) published PreserveMaryland, the statewide preservation plan for 2014-2018. PreserveMaryland established five statewide goals and identifies a number of preservation issues in various regions throughout the State of Maryland.
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There are more than 2,000 sites in Harford County listed on the Maryland Inventory of Historic
Properties; many have one or more federal, state, or local designations. The level of designation
often indicates a resource’s level of prominence and helps determine the subsequent
protections that accompany it.
Historic and Cultural Resources
Designation as a historic resource can provide benefits to property owners. These benefits
vary depending on the level of designation (i.e. federal, state, or local). Historic tax credits are the primary incentive homeowners and businesses can utilize through a historic designation.
Most tax credits can be used in conjunction with other programs, which can deliver substantial
savings to homeowners and businesses. Currently, Harford County offers a 10% tax credit on
qualified rehabilitation projects for County Landmark properties. An increase in the tax credit
allowance may boost preservation activity, spurring investment.
Historic and Cultural Resources: Execution & Opportunity
Historic and cultural resources provide an orientation within society, preserving the relevance
of the past and inspiring our future. The historic preservation model proposed in HarfordNEXT
is structured around three primary implementations. First, the County must intensify efforts
to survey and document our remaining inventory of resources. Documentation records significant aspects of history and culture through the creation of a comprehensive database.
Additional surveys will assist in the documentation of the County’s recent history, and aid in providing a more thorough investigation of resources currently with limited data. Second,
a concerted effort to establish a heritage tourism campaign will produce educational and
economic benefits while aiding and promoting preservation. Finally, a package of targeted incentives and flexible requirements can help promote adaptive reuse as a viable option
for many owners or tenants. Adaptive reuse is a sustainable way to extend the useful life of structures, generate new investment, and preserve valued resources.
To aid in our preservation planning efforts, the County is seeking designation as a Certified
Local Government (CLG), which not only recognizes that Harford County is committed to preserving its significant resources, but also provides support through the Federal Historic
Preservation Fund. CLG’s have access to funds that aid in local projects such as comprehensive
surveys, documentation, and mitigation planning for the protection and enhancement of our
significant resources.
The Maryland Inventory of Historic Properties is a research and documentation instrument that serves as an archive of information to further the understanding of the State’s architectural, archaeological, and cultural resources.
Source: Harford County Department of Planning and Zoning
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CHAPTER 5 | PRESERVING OUR HERITAGE
76 HarfordNEXT
The Proctor House before rehabilitation.
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CHAPTER 5 | PRESERVING OUR HERITAGE
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PRESERVINGPRESERVING 6arfordarfordHISTORYHISTORY
EMBRACING OUR PAST...EMBRACING OUR PAST...
SOURCE: The Abell Report, Abell Foundation, 2009, National Trust for Historic Preservation.
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CHAPTER 5 | PRESERVING OUR HERITAGE
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Agricultural Preservation
Harford County’s heritage is intimately linked to its agricultural traditions. For generations, farms and farmers have been the cornerstone of communities throughout the County, supplying a
bounty of fresh produce, grain, milk and livestock while also providing local jobs, tax revenues,
pastoral views and recreational opportunities. Historically, tobacco, grain, meat production
and the harvesting of timber were the foundation of the industry. Later, dairy farms and
vegetable canning operations emerged as farmers pursued higher value products. Today the agricultural industry continues to evolve as producers adopt new technologies and invest in
capital improvements that aid in farming operations.
While the farming industry remains strong, farmland continues to be lost, threatening the
future viability of agriculture in the County. Exurban development activity over the last several
decades has caused the loss of productive farmland and natural resource areas. From 1959 to 2012, over 100,000 acres of agricultural farmland were converted to residential use. To
ensure farming remains a viable industry, the County must adequately plan for a future that
integrates sound land use planning with education, technology and promotion to preserve
our valuable agricultural resources. A sustainable agricultural industry also offers many benefits
to local communities; including convenient access to healthy foods and improved nutrition. Building resilient local food systems is critical to creating healthy communities and ensuring
food security.
Agricultural preservation programs provide financial rewards and other benefits when a land
owner sells or donates their development rights. Those who sell development rights receive
an infusion of capital that can be used to improve or diversify farming operations, purchase additional land, pay off debt, or meet other financial obligations. Participation in these
programs can also provide tax benefits. As of 2015, Harford County has successfully preserved
nearly 50,000 acres through conservation easements. Harford County has set a goal of 75,000
acres to be placed under perpetual land preservation easements by the year 2040. In addition,
a reimagined transfer of development rights program that is applied more strategically or surgically may enhance opportunities for preservation.
CHAPTER 5 | PRESERVING OUR HERITAGE
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Priority Preservation Plan (PPA)
The Agricultural Stewardship Act of 2006 required counties to adopt a Priority Preservation Area Plan (PPA). The County adopted its first PPA in 2008 which included the Lower Deer Creek
Rural Legacy area. The PPA was expanded in 2009 to include most of the upper Deer Creek
area. As the County works towards its 2040 preservation goal of 75,000 acres, the updated
PPA will now include the Manor Rural Legacy area. This area includes the Broad Creek and
Little Gunpowder Falls watersheds. See Appendix I for the full Priority Preservation Plan.
The Future of Agriculture in Harford County
For agriculture to remain a viable pursuit in Harford County, technological and operational
innovations must be combined with advanced training and education to provide agricultural
producers with the tools necessary to endure the many challenges facing today’s farmers.
Technological innovations developed to aid farm management have already changed the economics and operational practices of agriculture. These advanced capabilities have
resulted in more efficient and productive farms that generated $46 million in market value in
2012.
With greater innovation and promotion, agriculture will continue to be an important sector of
the economy. Harford’s farmers are poised to further expand into regional and international markets while continuing to serve local residents with quality products. The County’s nationally
recognized operations in the dairy and beef cattle breeding programs, along with our grain
producers and nurseries are delivering high quality produce and value added products that
prove agriculture is thriving and growing in Harford County.
Harford County and its farmers are only beginning to reap the benefits of the burgeoning agritourism industry. The County’s farms and farmers are uniquely positioned to capitalize on
niche tourism that showcases our diverse agricultural economy; including tours of wineries,
breweries, creameries and restaurants serving locally sourced products. HarfordNEXT seeks
to build upon the successes of farmers throughout the County who have already modernized
their business models by incorporating unique approaches that enhance the viability of farming for the next generation. Additionally, the ability to engage in agricultural commercial
uses such as farm stands, farmers markets, restaurants, and seasonal events allow farmers to
tap new income streams.
Support for farms and farmers remains strong, and Harford County is committed to ensuring
farmland is preserved and future farmers have opportunities to succeed. The Preserving Our Heritage theme identifies fundamental strategies for protecting farmland and maintaining the
traditions of farming. Key policies feature implementations that will guide the preservation
of additional farmland and the mobilization of our next generation of farmers. Innovations,
financial incentives and advanced education will provide today’s agricultural producers with
the tools necessary to endure.
CHAPTER 5 | PRESERVING OUR HERITAGE
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CHAPTER 5 | PRESERVING OUR HERITAGE
81HarfordNEXT
Census of Agriculture
Harford County 2012 Data Set
farming by numbers
Farm Land Use
249
582
Number of farms
acres in farms 65,472
Number of principal operators who farm full time
68%
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82 HarfordNEXT
Principles, Goals, and Policies for Preserving Our Heritage (POH):
PROTECT HISTORIC AND CULTURAL RESOURCES
Goal POH 1.1: Identification and Evaluation of Historic and Cultural Resources.
Rationale: The inventory is a documentation
tool that compiles pertinent data from
onsite surveys and research conducted in
order to determine historical significance
of a resource. Documentation aids in the determination of historic designations.
Implementation
(a) Update and maintain a comprehensive
inventory of historic places and Geographic
Information System (GIS) layers.
(b) Coordinate with the Maryland Historical
Trust, and other organizations, to ensure data
is exchanged on a regular and consistent
basis.
(c) Research and evaluate resources with the potential to become significant over
time. Identify funding sources to undertake
comprehensive surveys.
(d) Identify and prioritize threatened or
endangered resources deemed to be of exceptional value and significance to the
County’s history.
(e) Explore mobile applications to aid in onsite
monitoring and survey work of properties.
(f) Establish a ranking system to distinguish a resources significance in accordance
with the National Register of Historic Places
established criteria.
Goal POH 1.2: Expand the County’s Historic Landmark list.
Rationale: Landmark designation preserves
resources deemed most significant to local
history and provides crucial protections. The
number of designations in Harford County is considered low in comparison to other
jurisdictions.
Implementation
(a) Develop strategies to expand and
promote the list of Harford County Landmarks.
(b) Increase the historic tax credit percentage
to strengthen the program, protect our
significant resources, and spur economic
development.
(c) Monitor all designated County Landmark properties annually in order to maintain
compliance with the Zoning Code, ensuring
their protection and integrity.
(d) Consider a Demolition-by-Neglect
provision to protect local Landmarks.
(e) Identify highly desirable County Landmark
properties; properties and resources deemed
significant to local history.
(f) Seek funding to ensure that all County
Historic Landmark’s receive a plaque stating their distinguished local designation.
Goal POH 1.3: Identification and Evaluation of Historic Districts.
Rationale: Historic districts document several sites/buildings that together, have
significance to the history of a locale. As the
County continues to evolve, it is important to
document these districts.
Implementation
(a) Develop strategies for the identification
of new historic districts.
(b) Identify existing local districts with the
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83HarfordNEXT
potential to be elevated to a national
designation.
(c) Research options for the protection of
historic districts.
Goal POH 1.4: Identify areas of archaeological interest and establish a local archaeology component to our
existing program.
Rationale: Archaeological resources provide
opportunities to discover and learn from
the past inhabitants of the County- whether
it be terrestrial (land) or maritime (water) resources.
Implementation
(a) Develop a cultural resource management
plan that incorporates an archaeological
component.
(b) Coordinate with local organizations to
formulate best practices and goals.
PROTECT AGRICULTURAL & NATURAL RESOURCES
Goal POH 2.1: Preserve large blocks of productive farm and natural resource land through conservation easements.
Rationale: Loss of farmland and natural
resource land has resulted in the decline of the agricultural industry in the County.
Implementation
(a) Establish a new County goal of 75,000
acres with government and private land
trusts.
(b) Expand funding for the County program
to reach projected goals.
(c) Work with the federal government to
preserve productive farm and forest lands
through the Army and USDA programs.
(d) Pursue donated easements on farmland
by promoting the use of charitable
contributions for income tax purposes.
(e) Continue full match participation for the
state programs.
(f) Research and develop additional
programs based on successful preservation
programs found across the country to preserve farmland.
Goal POH 2.2: Support agricultural operations to ensure viability of farming.
Rationale: Support for agricultural production must be a priority in order to ensure the viability
of an industry; advancement opportunities must be pursued aggressively.
Implementation
(a) Expand the number of farms that offer their high value crops for sale to retail consumers.
(b) Maintain an efficient permit process for
agricultural commercial uses.
(c) Expand marketing program to support
locally grown agricultural products.
(d) Expand producer grant program to help
match funding for new and expanded value
added production.
(e) Help farmers navigate the regulatory
process for expanding or establishing businesses that sell traditional or value added
agricultural products.
(f) Support right to farm principles and
policies.
(g) Review regulations to reduce conflicts between producers, commuters, and non-
farm residents in rural communities.
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Goal POH 2.3: Encourage sensitive site design in rural areas within the County.
Rationale: The creation of conventionally
designed new residential and institutional uses on productive farm and natural resource
land throughout the rural area contributes to
fragmentation of agricultural land.
Implementation
(a) Review existing residential conservation clustering provision; consider requirement of
a mandatory percentage of the farmland to
be placed under a conservation easement.
(b) Limit the types of institutional uses allowed
in rural areas; encourage uses that preserve farmland, open space, and encourage
preservation of historic structures.
(c) Expand transfer of development rights
program that would shift development
rights out of rural areas, to locations where infrastructure can more efficiently
accommodate development.
BUILD CAPACITY FOR PRESERVATION
Goal POH 3.1: Investigate measures to have historic and cultural resources become a part of the development review process.
Rationale: Protections must be implemented
to aid in the preservation of historic and
cultural resources.
Implementation
(a) Incorporate plan review for new developments on land containing a historic
or cultural resource. Require a management
plan on how new developments will avoid or
minimize any adverse effect on the resource.
(b) Consider incorporation of a demolition review process. Implement a time allotment
between application and approval to allow
for proper documentation of site.
Goal POH 3.2: Make rehabilitation and adaptive reuse of vacant buildings a priority.
Rationale: The greenest buildings are those already built. Preserving the built
environment spurs economic activity at the local level while encouraging sustainable
building practices.
Implementation
(a) Identify target areas for revitalization and
make rehabilitation and adaptive reuse a
priority. Consider offering incentives as a
catalyst.
(b) Allow a mix of uses and flexibility for redevelopment projects that include historic
structures.
Goal POH 3.3: Develop guidelines that promote quality design and appropriate techniques.
Rationale: Design guidelines aid in protecting the integrity of historic resources, but also
ensure that new development maintains the appropriate historical setting and scale.
Implementation
(a) New developments shall be compatible with the pattern, scale, and character of the
historic district, Main Street, rural village or
agriculturally dominant area.
(b) Establish guidelines that demonstrate
appropriate rehabilitation techniques. Ensure guidelines follow the US Secretary of the
Interior’s Standards for Rehabilitation.
Goal POH 3.4: Obtain designation as a Certified Local Government (CLG).
Rationale: The CLG program recognizes
CHAPTER 5 | PRESERVING OUR HERITAGE
85HarfordNEXT
counties and municipalities that have made
a special commitment to preservation.
Designation also provides access to grants
to assist in preservation related activities and projects, such as comprehensive surveys.
Implementation
(a) Explore the benefits of Certified Local
Government (CLG) status. Research and
pursue grant opportunities to help advance Harford County’s historic preservation
program.
(b) Review program requirements to
ensure we meet all prerequisites to obtain
designation.
Goal POH 3.5: Require a cost of community services study for new non-agricultural land uses within rural areas.
Rationale: The County’s 2003 Cost of
Community Services Study showed that
agricultural land uses pay for themselves in needed services through the collection of
property and income tax.
Implementation
(a) Require an updated cost of community
services study for the County to include a breakdown for residential, commercial,
industrial and agricultural land uses.
(b) In addition to visual, community and
cultural impacts, the economic impact to the
County should be factored into the approval of new uses unrelated to agriculture or natural
resource protection.
EDUCATE AND CONNECT WITH BROADER AUDIENCES
Goal POH 4.1: Promote public understanding and appreciation for the County’s heritage.
Rationale: Promotion assists in garnering
support for preservation activities and
encourages advocacy.
Implementation
(a) Educate the next generation about
historic and cultural resources.
(b) Promote the annual Historic Preservation
Awards held each May in association with
historic preservation month.
(c) Create promotional materials to be
disseminated to owners and potential owners
of historic properties.
(d) Develop mobile applications that help
teach and engage others about preservation.
(e) Develop walking, bicycling and driving
tours of the County’s historic structures and
places.
Goal POH 4.2: Promote heritage tourism.
Rationale: Promoting our historic and
agricultural resources can have a tremendous
impact on our economic vitality, which in turn can help emphasize the preservation of
our resources.
Implementation
(a) Promote tourism based on heritage theme
and integrate into municipal, county and regional tourism plans. Promote activities for
tourists and the community.
(b) Develop interpretational materials, signs,
and plaques to further understanding of the
County’s historical and cultural resources.
(c) Support heritage tourism initiatives that
promote the County’s heritage areas, parks,
greenways, and nature preserves.
(d) Support associated heritage area
programs designed to link, promote and
CHAPTER 5 | PRESERVING OUR HERITAGE
86 HarfordNEXT
protect our significant resources. The
Lower Susquehanna Heritage Greenway is
responsible for the implementation of the
heritage area management plan. Maintain commitments to preserving historical,
cultural and natural resources for sustainable development through heritage tourism.
(e) Promote the Maryland Scenic Byways
within the County and develop a wayfinding system to navigate.
(f) Develop a County scenic byways program.
(g) Identify, protect and promote significant
County viewsheds.
Goal POH 4.3: Collaborate with stakeholders to advance shared objectives.
Rationale: Working in unison allows for more
creativity and provides a solid knowledge base in which to operate. Collaboration
can further advance initiatives and launch
innovative ideas.
Implementation
(a) Solicit active participation and cooperation of people interested in Harford
County’s historic preservation programs.
(b) Promote partnerships with municipalities to
strengthen the foundation of preservation in
the County and ensure consistency between programs.
(c) Develop a conference for local
commissions, civic groups, and citizens to
gather to share ideas concerning historic
and cultural resources.
(d) Maintain support for local museums,
programs and exhibits, which tell the story of
the County’s history.
(e) Support the Historical Society’s mission of providing long-term conservation of
relevant archives, legal materials, vintage
photographs, and other research materials.
Goal POH 4.4: Educate citizens on rural
agricultural issues.
Rationale: Education serves as a tool that
can benefit all citizens of the County while
also aiding to preserve open space through
productive agriculture and natural resource uses.
Implementation
(a) Continue outreach and create signage
to educate community members on
agricultural and natural resource needs in the rural areas of the County.
(b) Develop workshops to educate the
community on concerns farmers have
with encroachment on farm operations,
woodland management, and equipment transportation.
(c) Educate local community members on
the importance of locally grown agricultural
products and how they can support local
area farmers.
(d) Support and educate the County’s youth
about the importance of the agricultural
industry and natural resource lands within
the County.
Goal POH 4.5: Continue support for organizations and programs that benefit
the larger agricultural and natural resource community.
Rationale: The agricultural industry continues
to expand and can remain strong with
The Captain John Smith Chesapeake
National Historic Trail is a series of water routes along the Chesapeake that trace
the captain’s famous voyage up the bay.
CHAPTER 5 | PRESERVING OUR HERITAGE
87HarfordNEXT
additional education, training, and
assistance by knowledgeable agricultural
service providers.
Implementation
(a) Support agencies such as the soil
conservation district, cooperative extension
service, 4-H programs, the Maryland Forest
Services, high school agricultural education
programs, County Farm Fair, and others.
(b) Maintain access to the latest agricultural
and natural resource research and
educational programs.
(c) Provide continuing education
opportunities such as seminars, college courses, and training for the agriculture and
natural resource industry professionals.
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CHAPTER 6 | MOBILITY AND CONNECTIVITY
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A Master Plan for the Next Generation
CHAPTER 6
MOBILITY AND CONNECTIVITY
CHAPTER 6 | MOBILITY AND CONNECTIVITY
90 HarfordNEXT
State Visions:
Public Participation
Quality of Life and
Sustainability
Community DesignInfrastructure
Transportation
Implementation
Overlapping Themes:
Grow with Purpose
Economic VitalityPromoting Healthy
Communities
MOBILITY AND CONNECTIVITY
A primary goal of HarfordNEXT is to establish policies that
strengthen individual communities and restore connections
between communities. By doing so, we will reinforce our common
values and establish a collective sense of place. The future of
Harford County will be rooted in strong and vibrant communities that balance land use, economic development, mobility, and
environmental sustainability. Transportation planning will be
key to integrating these components. As we contemplate the
evolution of our communities, we must evaluate the impact
of changing demographics and lifestyles. To accommodate the needs of our aging population and remain a desirable
destination for families and younger individuals, greater efforts
are needed to reduce our reliance on the automobile as the
sole or primary means of mobility. HarfordNEXT emphasizes
accessibility to alternate modes of transportation, such as walking, bicycling, and transit, as a means of managing traffic
on our roadways while improving air quality and promoting
healthy lifestyles. The framework of Mobility and Connectivity is
organized around six principles: Taking A Universal Approach
To Transportation Planning, Integrating Transportation and Land Use Planning, Establishing A Safe, Robust Network Of Bicycle
and Pedestrian Facilities Accommodating Users Of All Levels,
Improving Transit Service Offered, Finding Alternative Ways To
Manage Congestion, and Expanding Transportation Demand
Management (TDM) Programs.
CHAPTER 6 | MOBILITY AND CONNECTIVITY
91HarfordNEXT
Universal Transportation Planning
In considering how best to deliver comprehensive transportation solutions with increasingly limited funds, the list of proposed capital projects should be routinely assessed to determine
cost effective and beneficial improvements to pursue. Investment in our transportation
infrastructure is necessary to accommodate the increased strain on existing facilities. New
and improved roads, bicycle facilities, sidewalks, trails and Park and Ride facilities are required
to maintain a high quality of life for our citizens. These facilities should be harmonious with the character of the communities they serve and designed to foster confidence and safety.
HarfordNEXT supports investment in transit, rail, freight facilities, and airparks to maintain our
competitiveness in the regional economy.
Livable Communities and Transportation
The nexus between transportation and land use is central to providing a high quality of life and promoting livable communities. Transportation is increasingly viewed as an important factor
in developing a more holistic approach to land use planning; where alternative transportation
options are prioritized over costly roadway expansions. Like other suburban counties,
development patterns throughout Harford County reflect an emphasis on moving cars
rather than circulating people. The development of a road code that combines alternative transportation options with sound land use planning is critical to promoting development
patterns that reflect the livable communities model. The mobility and connectivity theme
proposes implementable strategies that can be incorporated into a proposed update of the
Harford County Road Code to help achieve the goal of being a livable community.
Bicycles, Pedestrians, and Transit
Harford County offers many safe and inviting facilities for pedestrians and cyclists. Our network
of sidewalks, trails, and bicycle lanes connect many communities and provide access to
schools, commercial centers, parks, libraries, and places of employment. As the County
continues to grow, new development should incorporate similar facilities that enhance the
existing system and strengthen the interconnectivity of our communities. Enhancements to the existing system should include the extension of the MA & PA Trail and the development of new
trails, such as the Colonial Greenway Trail, previously identified in the 2003 Joppa/Joppatowne
Community Plan. Connecting the two segments of the MA & PA Trail remains a high priority.
Additionally, the Bicycle and Pedestrian Master Plan should be reviewed and updated, to
ensure efforts to extend the network of non-motorized facilities is synchronized with other land use and transportation decisions.
Harford Transit LINK provides a crucial service for commuters and residents moving in and
around Harford County. The system provides regional links via the MTA’s Commuter Bus
Service and MARC train connections and fills a vital role for many residents, helping to fulfill
their daily travel needs. Recognizing that transit must be part of a comprehensive strategy to solve many of our transportation issues, the goals and implementations identified in this theme
support the provision of efficient, safe, and convenient bus and rail services that address local
and regional travel needs. Successful transit can offset congestion, improve air quality, and
help stimulate economic development. For transit to become a viable transportation option,
CHAPTER 6 | MOBILITY AND CONNECTIVITY
92 HarfordNEXT
Harford Transit must continue to serve commuters and the transit-dependent while building
ridership by providing safe and convenient access to transit stops and transfer hubs. Other
system enhancements that improve service or user comfort coupled with land use decisions
that facilitate transit use will encourage more widespread acceptance of transit as a viable alternative to the automobile.
Improving Road Traffic Conditions
Physical constraints and limited funding at the state and local levels preclude roadway
expansion as a viable solution to traffic congestion. To alleviate some of the current and
projected strain, the County will explore TDM concepts that optimize the existing transportation
system without adding capacity. These concepts work by reducing the travel demand during times of peak congestion; possible solutions include employee transit pass subsidies, parking
management for new development, shuttle services connecting employment centers, ridesharing, commuter education, transit promotions, and providing “last mile” connections
by way of bicycle and pedestrian accommodations. Special emphasis should be placed on
promoting TDM along the MD 22 and MD 543 Corridors and within the Chesapeake Science and Security Corridor (CSSC). Specific areas where TDM solutions could improve traffic
conditions include Harford Community College (HCC), Aberdeen Proving Ground (APG), and near MARC train stations.
Transportation Demand Management (TDM) is a general term for various strategies that increase transportation system efficiency, emphasizing the movement of people and goods, rather than motor vehicles.
Source: Maryland Department of Transportation (MDOT)
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93HarfordNEXT
The overarching vision of HarfordNEXT emphasizes strong and connected communities.
To realize that vision, Harford County must pursue policies that promote a highly efficient
transportation system that clearly addresses all motorized and non-motorized modes of travel
in a holistic way. The Mobility and Connectivity theme highlights goals and implementations supporting an integrated approach to transportation planning, one that balances multi-modal
transportation solutions with land use planning to maximize the efficiency of our transportation facilities and maintain our high quality of life.
The Mobility and Connectivity principles and goals are consistent with the Maryland Department
of Transportation (MDOT) statewide goals. Listed below are the 2035 Maryland Transportation Plan goals for transportation system planning in the state:
• Quality of Service: Maintain and enhance the quality of service experienced by users of
Maryland’s transportation system.
• Safety and Security: Enhance the safety of transportation system users and provide a
transportation system that is resilient to natural and man-made hazards.
• System Preservation: Preserve and maintain the State’s existing transportation
infrastructure and assets.
• Environmental Stewardship: Ensure that the delivery of the State’s transportation
infrastructure program conserves and enhances Maryland’s natural, historic and cultural
resources.
• Community Vitality: Provide options for movement of people and goods that support
communities and quality of life.
• Economic Prosperity: Support a healthy and competitive Maryland economy.
Functional Classification
The Functional Classification of roads establishes a hierarchy of mobility and accessibility within the County road network. The classification of roadways by their function is an important
component of transportation planning that defines how a road functions within the overall network of streets and roads.
A balanced relationship between mobility and access control can be ensured through
the appropriate classification of roads within a network. The functional classification is also important when considering the scope of traffic impact analyses for development projects.
Roads are grouped into three general categories; arterial, collector and local roads. Arterials
provide a high level of mobility and a greater degree of access control. Local roads provide
a high level of access with a reduced level of mobility. Collector roadways provide a balance
between mobility and land access. The Functional Classification map for Harford County along
with a list of roads and definitions for each classification is provided in Appendix III.
CHAPTER 6 | MOBILITY AND CONNECTIVITY
94 HarfordNEXT
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TRIP-LINKING REDUCES VEHICLE TRIP-LINKING REDUCES VEHICLE
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CHAPTER 6 | MOBILITY AND CONNECTIVITY
95HarfordNEXT
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96 HarfordNEXT
Principles, Goals, and Policies for Mobility & Connectivity (MC):
ADOPT A HOLISTIC APPROACH TO TRANSPORTATION PLANNING
Goal MC 1.1: Preserve right-of-way to effectively meet long-range transportation goals.
Rationale: Right-of-way preservation is essential to ensure current and future road
capacity and reduce the cost of constructing
improvements such as travel lanes, sidewalks,
bicycle lanes, and parallel shared-use paths.
Implementation
(a) Research and plan infrastructure and
added roadway capacity, such as for new
exclusive travel lanes for connected and
automated vehicles.
Source: US Department of Transportation
(b) Develop a corridor capacity
management and preservation program
that coordinates land use and transportation
decisions with the goals and policies of
HarfordNEXT.
(c) Utilize the Baltimore Metropolitan Council
(BMC) travel demand forecasts to determine
corridors where acquisition of right-of-way is
Connected Vehicles communicate with
nearby vehicles and infrastructure, while
Automated Vehicles operates in isolation from
other vehicles using internal sensors.
necessary to meet future needs.
Goal MC 1.2: Improve road safety conditions for motorized and non-motorized transportation.
Rationale: Harford County is committed to preventing accidents on our roadways,
particularly those leading to injury or loss of life.
Implementation
(a) Ensure that roadway designs prioritize safety for all modes of transportation.
(b) Conduct safety and congestion relief
studies to inform decision making and
identify practical alternatives for improving
conditions.
(c) Prioritize capital projects that improve
safety.
(d) Evaluate roads for safety as part of the
development review process.
(e) Update the Harford County Road Code to ensure specifications accommodate highest
levels of safety for all users.
(f) Continue to work with the Maryland
Highway Safety Office to educate the public
and implement highway safety programs to help reduce crashes and fatalities.
Goal MC 1.3: Reduce congestion on roadways.
Maryland’s Highway Safety Programs:
Impaired Driving
Occupant ProtectionDistracted Driving
Aggressive Driving
Motorcycle Safety
Pedestrian and Bicycle Safety
Young and Older Driver SafetyTraffic Safety Information System Improvements
Police Traffic Services
CHAPTER 6 | MOBILITY AND CONNECTIVITY
97HarfordNEXT
Rationale: Congested corridors lead to
higher accident rates, reduce the efficiency
of the road network, and negatively impact
the economy.
Implementation
(a) Require that traffic impact studies
evaluate the impact of unapproved
projects in the vicinity of new development
projects that will be reviewed through the Development Advisory Committee (DAC).
(b) Consider flexible Level of Service (LOS)
standards for mixed-use or transit oriented
development.
(c) Develop corridor-wide LOS standards using Synchro Software and accepted
guidelines.
(d) Include minimum LOS standards for bicycle
and pedestrians at signalized intersections
based on Highway Capacity Software.
(e) Use Notify Me application to provide alerts
regarding congested areas and encourage
use of alternate routes.
(f) Encourage businesses to provide
employee incentives to rideshare, telework, and use transit.
(g) Partner with the State in developing a
comprehensive traffic plan to alleviate traffic
congestion with special emphasis on the MD
22 and MD 543 Corridors.
Goal MC 1.4: Commit to investing in our future by completing 33% of our priority projects over the next 15 years.
Rationale: Strategic investment in modern
transportation facilities produces many
long-term benefits. These benefits include traffic congestion relief, improved access to
goods and services, better system reliability,
increased economic development, and
improved air quality. Completing these
projects in a timely fashion maximizes these benefits.
Implementation
(a) Develop methodology to annually identify, prioritize, and pursue short-term and
long-term capital improvements.
(b) Fund capital projects that align with state
aid or developer contributions to maximize
combined investments and accelerate completion of priority projects.
(c) Continue to prioritize the preservation
of road facilities and the maintenance and
operations of these facilities.
Goal MC 1.5: Allow for efficient movement of freight and agriculture equipment.
Rationale: Movement of freight and
agricultural equipment is an important part
of the County’s economy. The proximity of major highways, rail corridors, and large
regional ports provides access to national
and global markets. Designating freight
routes helps avoid conflicts with residential
traffic. Facilitating the efficient movement of agricultural equipment is critical to sustaining
our agricultural community.
Implementation
(a) Identify opportunities to cluster land uses
with a high concentration of freight uses.
(b) Complete the Michaelsville Road
connection for truck traffic in Perryman for a
direct connection to MD 715.
(c) Work with SHA to identify a location along
the I-95 corridor for overnight truck parking.
(d) Identify points of conflict between
commuters and agricultural equipment.
(e) Develop and install signage alerting
motorists to the presence of agricultural
equipment.
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98 HarfordNEXT
Goal MC 1.6: Support existing aviation facilities.
Rationale: Community aviation facilities
can be vital links in the macro transportation
system and aid local economies by creating
jobs, moving goods, generating revenue,
and attracting businesses to an area.
Implementation
(a) Encourage the aviation facilities to partner
with the Maryland Aviation Administration
(MAA) to develop a Harford County aviation
facilities master plan.
(b) Ensure improvements to existing facilities
are consistent with the character of the
community they serve.
(c) Promote commercial activities associated
with aviation facilities and encourage events that engage the community.
Harford County Airport provides commercial
flight services as well as recreational
opportunities.
INTEGRATE TRANSPORTATION WITH LAND USE PLANNING
Goal MC 2.1: Establish a Transportation for Livable Communities program.
Rationale: Livable communities promote
civic engagement and a sense of place through safe, sustainable choices for a variety
of elements that include transportation, housing, education, recreation, cultural
diversity, and enrichment.
Implementation
(a) Establish a complete streets policy
in accordance with national standards ensuring use of context sensitive solutions in
roadway design.
(b) Require that new development and
retrofit projects be designed using the established complete streets policy.
(c) Develop streetscape and street beautification plans to include amenities
such as crosswalks, pedestrian scale lighting,
benches, planter boxes, street trees, banners, kiosks, trash receptacles, bicycle parking,
and wayfinding signage where appropriate.
(d) Promote walkable neighborhoods
that facilitate connectivity, safety, healthy
lifestyles, and social interaction.
Goal MC 2.2: Reinforce the connection between transportation planning and land use planning through updates to manuals, regulations, and design standards.
A context sensitive solution is an approach to develop a transportation facility that fits
its physical setting and preserves scenic, aesthetic, historic and environmental
resources, while maintaining safety and
mobility.
The Maryland Manual on Uniform Traffic
Control Devices (MUTCD) has signs that could
be combined to create signage warning commuters in rural areas of farm machinery.
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Rationale: Traditional transportation
planning tends to emphasize vehicle mobility
improvements over other community
livability objectives. Therefore, connecting transportation planning and land use
planning is essential for building resilient, livable communities.
Implementation
(a) Update the Harford County Road Code to ensure specifications accommodate
all travel modes and that road designs
are consistent with the character of the
community they serve.
(b) Require context sensitive solutions that take into account the surrounding community
and land uses.
(c) Plan for connections between parcels
with different land uses where appropriate,
including service roads along commercial corridors.
(d) Create pedestrian-oriented public spaces
which are easily accessible by walking,
bicycling or transit.
Goal MC 2.3: Develop access to County and state parks and expand waterfront
access.
Rationale: Parks and open space are
essential to our quality of life. Providing
safe connections to parks, waterfronts, and
other public spaces contributes to achieving livable communities.
Implementation
(a) Expand operating hours at existing parks
and improve access to public waterfronts
and waterways for boating, fishing, and other recreational activities.
(b) Create a network of trails, greenways,
and bikeways that connect communities
to nearby parks, schools, and recreation
facilities.
(c) Work with the Lower Susquehanna
Heritage Greenway (LSHG), the East Coast Greenway (ECG), and Cecil County to
identify a safe bicycle and pedestrian
crossing over the Susquehanna River.
(d) Coordinate with DNR to extend the
southern terminus of the Little Gunpowder Falls Trail and Big Gunpowder Falls Trail to
connect to the existing State Park trail network
around historic Port Joppa on Rumsey Island.
EXPANDED NETWORK OF SAFE BICYCLE AND PEDESTRIAN FACILITIES
Goal MC 3.1: Establish development standards that incorporate multimodal options and connectivity into new projects.
Rationale: Non-motorized connections
enhance mobility and reduce congestion,
particularly in areas where new development occurs. Connecting neighborhoods and
local destinations with sidewalks and
pathways reduces vehicle miles traveled,
alleviates congestion, improves safety, and
promotes active lifestyles.
Expanding access to Harford County’s waterfront creates recreational opportunities.
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Implementation
(a) Require bicycle parking to be included
on site development plans for non-residential
developments.
(b) Provide interparcel connections between
developments for bicycles and pedestrians.
(c) Require facilities for internal bicycle
and pedestrian circulation in commercial
development and include provisions for connectivity to surrounding uses.
(d) Incorporate shared access points for
commercial developments.
(e) Prioritize locations that have the greatest
need for new or reconstructed sidewalks to create pedestrian links.
(f) Update GIS to show a connectivity layer
identifying sidewalks, shared use paths,
bicycle lanes, easements, and existing rights-
of-way.
Goal MC 3.2: Improve safety for bicyclists and pedestrians.
Rationale: People are more likely to walk or bicycle when proper facilities are in place to
provide an appropriate level of comfort and
safety.
Implementation
(a) Evaluate the installation of chokers, refuge islands, and raised crosswalks to
reduce traffic speeds and improve safety
where appropriate.
Commercial developments with shared
access points unifies properties and
provides smoother connections by reducing the number of conflicting turning
movements which is safer for drivers, pedestrians and bicyclists.
(b) Provide pedestrian access and intersection improvements near transit stops.
(c) Provide connections from transit to job
centers by way of bicycle and pedestrian accommodations.
(d) Follow the recommendations of the 2013
Bicycle and Pedestrian Master Plan.
(e) Conduct bicycle and walkability safety
audits as prescribed in the Bicycle and Pedestrian Master Plan.
(f) Evaluate the Neighborhood Traffic
Management Program (NTMP) and revise to
incorporate elements that improve safety.
(g) Incorporate “Road Diets” to achieve systemic improvements by reducing the
number of travel lanes and/or width of
roadways.
Goal MC 3.3: Add multiple miles of shared use paths adjacent to high volume roads.
Rationale: Constructing trails and shared use
paths adjacent to roadways is an efficient use of right-of-way and provides an alternative
for bicyclists, joggers, and pedestrians.
Implementation
(a) Utilize GIS to identify existing rights-of-way
with potential to accommodate shared use paths.
(b) Update GIS to show existing sidewalks,
shared use paths, bicycle lanes, easements,
and paper roads to identify gaps.
(c) Develop agreements with state agencies and utility companies to allow trails and paths
within rights-of-way.
A road diet removes a travel lane from a
road and converts the extra road width into a center turn lane, bicycle lanes, a bus
lane, pedestrian refuge and/or parking.
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101HarfordNEXT
(d) Prioritize the development of shared use
paths within existing communities and create
regional connections to destinations.
Goal MC 3.4: Develop a pilot program establishing temporary car-free zones and bicycle boulevards.
Rationale: Car-free zones and bicycle
boulevards promote economic activity,
healthy communities, and social interaction.
Sponsored events can raise awareness of existing non-motorized transportation
facilities.
Implementation
(a) Expand on the existing car-free events
conducted by Harford Commuter Assistance and Harford Transit.
(b) Work with municipalities, main street organizations, and community associations
on the temporary conversion of “main streets”
into pedestrian malls and bicycle boulevards.
(c) Hold cyclovia events to showcase healthy
and active transportation options.
SAFE, EFFICIENT, AND CONVENIENT TRANSIT SERVICES
Goal MC 4.1: Expand commuter train and bus service along the northeast corridor.
Rationale: Expanding commuter service
will help meet the demand projected by the MARC Growth and Investment Plan
(MGIP) and grow ridership through focused redevelopment around transit stops.
Implementation
(a) Improve intermodal connections between bus and rail to extend geographic
service area.
(b) Work with MTA to provide additional
MARC service to accommodate reverse commuting as well as late evening and
weekend demand.
(c) Work with MTA to provide MARC commuting options to and from Delaware
and Pennsylvania.
(d) Work with MTA to increase commuting
options for commuters between Washington,
DC and Baltimore and Aberdeen Proving Ground (APG).
(e) Work with MTA to provide service to Harbor East and additional commuter service
to Downtown Baltimore.
Goal MC 4.2: Establish safe, convenient, and accessible bus stops.
Rationale: Ridership can be increased when
citizens have safe and convenient access to
transit.
Cyclovia is the temporary closing of a road or network of streets so that they become
open to people for walking, jogging,
bicycling or skating. Originating in Bogota,
Columbia, the concept is increasing in
popularity worldwide.
Events such as Bike to Work day promote
bicycling as an alternative to motorized options.
An intermodal connector is a place where
the transfer from one mode of transportation to another mode of
transportation takes place.
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102 HarfordNEXT
Implementation
(a) Incorporate highly visible signage, lighting,
landscaping, crosswalks, and sidewalks at
bus stops.
(b) Provide benches and shelters, bicycle
parking, cell phone charging stations, and
trash receptacles at highly used bus stops.
(c) Ensure that all bus stops comply with the
ADA requirements.
Goal 4.3: Create a centrally located bus
transfer hub with amenities for passengers.
Rationale: A hub provides more effective
service by allowing riders to efficiently
transfer between routes. Properly located
and appointed hubs are safe, provide more reliable connectivity, reduce travel times,
and can attract new riders.
Implementation
(a) Identify suitable location(s) where existing
service could be supplemented by linking additional routes.
(b) Evaluate potential need to build a hub
facility in Bel Air on publicly owned property
or partner location. A potential partner
location could be the Harford Mall or other large parking lot.
(c) Design hubs to accommodate
appropriate level of use. Possible amenities
include a comfort station with restroom
facilities and refreshments for drivers and passengers, shelters, benches, and
informational kiosks.
Goal MC 4.4: Improve local transit services.
Rationale: More frequent and convenient
service will better accommodate users and
expand ridership.
Implementation
(a) Improve the routes and schedules of the
existing circulators in Bel Air, Aberdeen and
Edgewood.
(b) Consider additional fixed route circulators,
such as within Havre de Grace.
(c) Evaluate need and potential for Harford
LINK service to Forest Hill.
(d) Extend service to the Edgewood train station.
(e) Incorporate Quick Response (QR) Codes
on bus signs and transit literature to link to the
transit website.
(f) Update the website to provide riders with
information that improves confidence in the
transit system, such as schedules, general information, and routes.
(g) Expand weekday service times to
accommodate flexible work hours.
(h) Evaluate operating limited Saturday
service for higher demand routes.
Goal MC 4.5: Improve headways on all bus routes.
Rationale: Reduced wait times will provide
greater connectivity, better reliability, and increased ridership.
Implementation
(a) Optimize schedules and routes to establish
safe and efficient service.
(b) Equip buses with signal priority control devices and install queue jump lanes.
Bus routes will be linked to the website to
determine the location of the bus en route
and follow their progress on a smartphone,
computer or tablet.
CHAPTER 6 | MOBILITY AND CONNECTIVITY
103HarfordNEXT
Source: Ontario Ministry of Transportation
(c) Operate express routes between municipalities and identify potential for
dedicated routes between employment centers and residential hubs.
Goal MC 4.6: Upgrade Park and Ride services and facilities throughout Harford County.
Rationale: Park and Ride facilities are
essential for encouraging shifts to transit and ridesharing. When Park and Ride is served by
transit, it compounds the benefits by further
reducing congestion, commuter costs, and
air pollution.
Implementation
(a) Improve intermodal connectivity by
providing MTA and Harford Transit LINK bus
service to Park and Ride facilities.
(b) Work with MTA to establish an I-95
Commuter Bus Route originating at the MD 155 Park and Ride.
(c) Identify an appropriate location for a new
A queue jump is a type of roadway geometry used
that gives preference to buses at intersections.
Park and Ride facility along MD 924.
(d) Relocate the existing Park and Ride lot on
MD 22 to a more convenient location that
will better serve the corridor.
AN EMPHASIS ON REDUCING VEHICLE
MILES TRAVELED
Goal MC 5.1: Establish pilot programs for car sharing and bike sharing.
Rationale: Car sharing and bike sharing
are simple and effective ways to alleviate
congestion. Participants in these programs drive less and are more likely to seek
alternative transportation options.
Implementation
(a) Identify and solicit partner organizations
to assist with program launch.
(b) Identify partner community to ensure
participation during pilot phase.
(c) Promote the programs through Harford
Commuter Connections and the Office of
Economic Development.
Goal MC 5.2: Reinstate an APG shuttle service with routes serving the Edgewood
area of APG.
Rationale: An efficient and reliable shuttle
service can reduce congestion and delays
at the gates. Shuttle service provides a
connection to APG for commuters arriving via rail. In addition, shuttle service can circulate
on the base reducing car trips within and between the installations.
In 2014, there were 2.4 billion Vehicle Miles
Traveled within Harford County resulting in frequent congestion along major
commuting routes.
Headway is a measurement of the distance
or time between buses or trains in a transit
system.
CHAPTER 6 | MOBILITY AND CONNECTIVITY
104 HarfordNEXT
Implementation
(a) Evaluate and implement shuttle/transit
service at APG and the Edgewood area of
APG.
(b) Coordinate with the Transportation Work
Group (TWG) at APG to provide an APG
shuttle service with routes that will also serve
the Edgewood Area.
(c) Reinstate shuttle service from the Aberdeen train station and provide service
from the Edgewood train station connecting
to the installations.
Goal MC 5.3: Partner with HCPS to
implement Safe Routes to School Programs.
Rationale: Improvements to the pedestrian
and bicycle network will make walking and bicycling to school a safer and more
appealing option. SRTS initiatives are often
celebrated as opportunities for parents to spend time with their children and
encourages them to participate in a more active and healthy lifestyle.
Implementation
(a) Continue to pursue funding for the Safe Routes to School Program and work to
implement a program for every elementary
and middle school in Bel Air, Havre de Grace,
Aberdeen, Edgewood and Joppatowne.
(b) Implement a countywide Safety Town program for kindergarten students.
(c) Ensure adequate pedestrian and bicycle
infrastructure exists near and leading to the
County’s high schools.
(d) Encourage schools to provide educational
programs that support walking.
(e) Support, promote, and expand the
annual International Walk to School Day.
Goal MC 5.4: Work with APG and SHA to provide High-Occupancy Vehicle (HOV) lanes on congested roads during peak hours.
Rationale: APG has a concentration of jobs
and commuters. Reducing vehicle trips is essential for relieving congestion on roads
leading to the base. Creating HOV lanes
provides an incentive for commuters to carpool and can reduce congestion at the
gates.
Implementation
(a) Convert the existing eastbound MD 22
shoulder into a temporary travel lane and the left lane into a temporary HOV lane during
the AM Peak Hours.
(b) Designate one of the gates at APG for
HOV.
(c) Install advance notice signage along the MD 22 corridor to notify drivers of the
upcoming temporary lane usage restriction.
EXPAND TRANSPORTATION DEMAND MANAGEMENT (TDM)
Goal MC 6.1: Promote the benefits of TDM.
Rationale: TDM programs give commuters
Safety Town was started in 1937 and is a safety education program for children that
teaches pedestrian safety, bike safety,
stranger safety, drug awareness, fire safety, school bus safety, outdoor safety and
seatbelt safety.
International Walk to School Day is a global
event held each October that has become
part of a movement for year-round safe routes to school.
CHAPTER 6 | MOBILITY AND CONNECTIVITY
105HarfordNEXT
more travel options and provide a time
savings and economic benefit.
Implementation
(a) Work with the Office of Economic Development and Harford County Public
Schools to provide educational tools about
transportation options and the benefits of
clean commuting.
(b) Work with property managers of multi-tenant buildings to coordinate and implement
rideshare programs and transit incentives.
(c) Support the efforts of the APG-CSSC
office, APG-CSSC Transportation Center and
the Transportation Work Group at APG.
(d) Emphasize TDM policies such as flextime,
telework, bus pass subsidies, and parking
restrictions within the CSSC.
(e) Establish TDM policies along the MD
22 corridor, such as working with Harford Community College (HCC) on scheduling
of classes with large enrollment to off peak
hours.
Goal MC 6.2: Develop alternative ways to
manage transportation congestion.
Rationale: Harford County supports promoting
alternative ways to improving road conditions
and alleviating congestion.
Implementation
(a) Encourage infill development
opportunities that incorporate mixed use
and multimodal transportation options.
(b) Prioritize infrastructure upgrades that
support infill development.
(c) Encourage mixed-use projects centered
on walkability to reduce automobile trips.
(d) Promote trip chaining/trip linking to
reduce VMT.
(e) Promote Live Near Your Work initiatives.
(f) Encourage athletic tournament sponsors
to work with local hotels to provide shuttle
service to regional fields as a means to
reduce vehicular traffic and reduce carbon footprint.
Goal MC 6.3: Educate the public and encourage people to make transportation choices that reduce the number of single occupant trips.
Rationale: When more people rideshare or
take an alternate mode of transportation
instead of driving alone it reduces the number of cars on the road which lowers our carbon
footprint.
Implementation
(a) Establish an outreach program that
encourages commuters to try alternate forms of transportation.
(b) Continue to promote carpooling
and vanpooling as commuting options
and encourage increase participation in
telecommuting and flex-time.
(c) Develop tools to help commuters find
rideshare partners or plan transit routes.
Vehicle Miles Traveled are increased
by development outside of existing
communities and neighborhoods.
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CHAPTER 7 | PROMOTING HEALTHY COMMUNITIES
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A Master Plan for the Next Generation
CHAPTER 7
PROMOTING HEALTHY COMMUNITIES
CHAPTER 7 | PROMOTING HEALTHY COMMUNITIES
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State Visions: Environmental Protection
Resource Conservation
Stewardship
Public Participation
Quality of Life and Sustainability
Housing
Economic Development
Implementation
Overlapping Themes:
Grow with PurposeEnvironmental Stewardship
Preserving our Heritage
PROMOTING HEALTHY COMMUNITIES
Healthy communities are built upon active residents empowered
to be champions for their own wellbeing. Based on the premise
that all Harford County residents deserve the opportunity to live long and healthy lives, HarfordNEXT proposes unique initiatives
and strategies that support strong and vibrant communities
that foster the health of its citizens. The Promoting Healthy
Communities theme outlines policies and implementations
emphasizing healthy and active lifestyles, access to healthy food choices, efficient delivery of health and social services,
and ensuring the safety and preparedness of our communities.
This framework is organized through the development of four
principles: Foster Healthy Lifestyles and Active Living For All
Harford County Residents, Provide Safe Communities, Provide Access To Healthy Food Choices For All Harford County
Residents, and Support Efficient and Effective Delivery Of Health and Social Services Throughout Harford County.
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Background
Harford County provides many venues for physical and social activity; County parks and recreation centers, modern children’s playgrounds, state parks, regional trail systems, and
passive outdoor educational facilities like the Anita C. Leight Estuary Center form a highly
regarded system of recreational facilities.
Healthy communities are characterized not just by their facilities but their capacity to support
active lifestyles, provide connections to jobs and services, and encourage walking and bicycling as part of a daily routine. Healthy communities are also defined by their emergency
preparedness and resilience; planning for natural disasters and other crises is crucial to ensuring
the continuation of services after an emergency event. Similarly, achieving adequate
medical, fire, and police response times to every part of the County ensures critical services
are available to all when needed.
Creating and maintaining safe and healthy communities remains a top objective for County
agencies, and HarfordNEXT provides strategies that will help achieve this vision through changes
to the built environment while additional policies address emerging or chronic health issues
such as asthma, obesity, and addiction. The goals and objectives explored in this theme are
intended to encourage healthy and resilient communities with the ultimate goal of reversing negative trends. This approach is supported by Healthy Harford, a coalition of government
agencies, local businesses, and non-profit organizations dedicated to making Harford County
the healthiest community in Maryland. To be successful in our venture, Harford County and
its partners must adopt a sustainable approach to land use planning that promotes healthy,
vibrant communities and ensures the safety and wellbeing of its residents.
Healthy Lifestyles
Harford County is committed to providing an environment that encourages daily physical
activity and promotes walking and biking as alternatives to using the automobile. Communities
across the country are recognizing the link between our built environments and physical
and mental health and wellness. Land use decisions, community design, and transportation planning have a direct effect on the rates of obesity, incidence of chronic diseases, such as
cardiovascular disease, diabetes, and mental illness, and personal injuries. Therefore, health
and wellness must be incorporated into the planning process by engaging stakeholders across
various government agencies and disciplines.
HarfordNEXT supports the creation of safe and convenient opportunities for outdoor recreational activity while providing adequate recreational services and facilities to accommodate year-
round activity for a diverse population. Building on the success of the Ma and Pa Trail system,
HarfordNEXT also supports further development of trails and pathways throughout the County
that will connect people to community amenities and promote social interaction. Walkable
communities are a key component of a healthy and active community.
Empowering citizens to increase physical activity and make health a priority is crucial to
changing societal attitudes toward maintaining healthy lifestyles. The Promoting Healthy
Communities theme promotes initiatives that reach vulnerable populations at an increased
risk of developing obesity and other chronic diseases.
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Safe Communities
Public safety is frequently a top priority for a jurisdiction, and Harford County remains committed to providing first rate emergency assistance and maintaining readiness. The County is served
by 12 volunteer fire and ambulance companies that annually respond to over 32,000 calls
for emergency medical or fire response assistance; police emergencies are handled by the
Sherriff’s Office and the Maryland State Police. To maintain acceptable response times,
emergency services and post-disaster resilience should be incorporated into the decision-making process across various sectors and policy areas.
Food Choices
Access to fresh foods and produce is a core tenant of healthy lifestyles. HarfordNEXT
acknowledges that creating healthy communities in Harford County relies on improving
connections between producers and local markets, which also benefits agricultural producers who look to bring locally grown fruits and vegetables to the tables of our citizens and restaurants.
Farm-to-table programs and other initiatives, such as community gardens, farmers markets,
Community Supported Agriculture (CSA), urban farms, and food hubs, can help preserve
our agricultural heritage by providing markets for local farm products while achieving better
wellness throughout Harford County communities.
Access to Services
Maintaining healthy communities requires a holistic approach to delivering health services,
one that contemplates the various physical, social, and mental health challenges trending
in Harford County and commits resources to provide assistance efficiently and effectively.
Statewide, Harford County reports higher than normal incidences of chronic lung disease, Lyme disease, colorectal and lung cancers, obesity, diabetes, and drug related deaths.
Coupled with the growing problem of addiction, these physical and social problems create a
formidable constellation of health issues facing the County.
Many health issues can be influenced by the physical design of our surroundings. For example,
obesity and diabetes rates are more prevalent where recreational facilities are lacking or not readily accessible. The correlation between land use planning and healthy communities is
discernible when observing other physical health concerns, including asthma, certain forms of
cancer, and cardiovascular disease. However, the relationship between community design
and health is not limited to the built environment of a specific place. Necessary facilities
should be planned for and located where they can be conveniently accessed, and assuring services are available in different parts of the County means coordination must occur between
agencies.
While some common physical health problems can be aided simply by providing opportunities
to pursue active lifestyles, other issues will require a more concentrated and collaborative
approach. Substance use disorders cover a range of social health issues; in Harford County, alcohol abuse and drug addiction remain serious problems that must be addressed. Heroin
use in particular is a growing problem throughout Harford County. Improving the situation
requires adopting a multi-disciplined community approach that includes medical and health
care professionals, government and community leaders, law enforcement, teachers, and
parents.
CHAPTER 7 | PROMOTING HEALTHY COMMUNITIES
111HarfordNEXT
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CHAPTER 7 | PROMOTING HEALTHY COMMUNITIES
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Principles, Goals, and Policies for Promoting Healthy Communities (PHC):
FOSTER HEALTHY LIFESTYLES AND ACTIVE LIVING FOR ALL HARFORD COUNTY
RESIDENTS
Goal PHC 1.1: Promote wellness and prevention.
Rationale: Encouraging overall wellness
increases the quality and years of a healthy
life, reduces long term costs, and lessens the burden on our healthcare system.
Implementation
(a) Develop regular channels of
communication and collaboration between
local health officials and planners utilizing the collective impact model to establish health
goals across agencies.
(b) Build healthy and safe communities that
encourage increased physical activity and
reduce pollution (e.g., workplace flexibility,
rideshare and vanpool programs, Park and
Ride incentives, travel demand management initiatives, and telecommuting options).
(c) Expand access to preventative health
services.
(d) Empower citizens to make healthy choices
and lead an active lifestyle through policies and programs that make healthy options the
easy choice.
(e) Support drug intervention programs with
a specific emphasis on school-aged children.
(f) Promote coordination between health
care providers and local public health
resources and programs, such as Healthy
Harford and the Harford County Health
Department.
(g) Support the objectives of Healthy Harford
and the annual Healthy Harford Day.
(h) Develop and promote Healthy Designation
programs for restaurants, workplaces, schools
and child care centers.
(i) Bring together multi-disciplinary providers
for information sharing and cross training of
addiction and mental health.
(j) Investigate ways to promote behavioral
health screenings within primary care and urgent care practices.
(k) Encourage the sharing of resources
between addiction specialists and mental
health providers.
(l) Raise community awareness around prescription drug use, treatment and
monitoring as well as misuse, storage and
disposal.
(m) Educate the public on the health benefits
of increased physical activity.
(n) Encourage property owners to designate
smoke-free housing units.
Goal PHC 1.2: Locate health services to afford the maximum level of access to all residents.
Rationale: Providing access to
Collective impact is a collaborative
approach to solving complex social problems where groups from various sectors
align their efforts to establish a common
agenda and goals.
Healthy Harford is the healthy communities
initiative of Harford County that is dedicated to improving the health
of Harford County residents through education, policy changes, and
improvements in the built environment.
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(c) Evaluate standards for trails, connections,
community gathering places and other
community amenities for new residential
projects.
(d) Ensure a safe and secure environment at
all county parks and recreation facilities and
track incidences of crime.
(e) Examine ways to mimic Blue Zone
communities.
(f) Develop signage to mark Lyme endemic
areas and promote prevention of tick-borne
diseases.
Goal PHC 1.4: Provide adequate recreational services and facilities to accommodate year-round activity for a
diverse population.
Rationale: Recreational facilities and
programs should accommodate different
users and be available throughout the year.
Implementation
(a) Follow the recommendations of the
County’s Land Preservation, Parks and
Recreation Plan.
(b) Achieve target of 30.0 acres of
recreational land for every 1,000 residents.
(c) Acquire additional recreation land,
including waterfront properties, to help meet
the needs of current and future residents.
(d) Offer a range of specialized programs for
seniors.
(e) Work with Harford Transit to ensure access
to parks and recreation facilities throughout
the County.
A Blue Zone is a place where people live measurably longer, healthier, and
productive lives.
comprehensive, quality health care services
is crucial in achieving overall wellness and
health equity.
Implementation
(a) Develop a program to assess the
service needs of vulnerable or underserved
populations in the County and measure
resident’s access to appropriate, safe, and
effective care, including clinical preventive services.
(b) Work to decrease disparities and measure
access to care for diverse populations,
including racial and ethnic minorities and
older adults.
(c) Ensure access to safe long-term and
hospice care services.
(d) Support the colocation of facilities to
expand the reach of health services.
(e) Encourage hospitals and health service providers to integrate physical, oral, mental,
and public health services with a focus on
addressing social determinants of health.
Goal PHC 1.3: Create safe and convenient
opportunities for outdoor recreational activity.
Rationale: People are more likely to utilize
parks and trails when they are safe and conveniently located.
Implementation
(a) Conduct walkability audits to identify gaps in connectivity or dangerous routes;
prioritize infrastructure improvements that
establish connections to parks and schools.
(b) Encourage shared facilities with schools,
especially in neighborhoods that suffer a disproportionate lack of recreational facilities.
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(f) Develop additional community centers in
appropriate areas.
(g) Monitor usage trends and add
recreational opportunities and facilities that meet the needs of all segments of the public.
(h) Develop complementary facilities in
support of the destination recreation/sports
tourism market.
(i) Strengthen the development review process to ensure that future land dedications
are appropriate additions to the County’s
system of parkland and open space.
Goal PHC 1.5: Develop a system of trails
and pathways to connect people to common destinations such as libraries, schools, parks, and commercial centers.
Rationale: An extensive system of convenient and safe trails that provide connections
to common destinations will encourage walking, bicycling, and social interaction
and reduce vehicle trips.
Implementation
(a) Set a walkability standard of ¼ mile for
residents’ access to recreational facilities
within the development envelope.
(b) Ensure that pedestrian routes and
sidewalks are integrated into continuous networks.
(c) Encourage property owners to maintain
trails and sidewalks, especially during the
winter months.
(d) Initiate a trail sponsorship program whereby individuals and business can support
the upkeep and maintenance of the trail.
(e) Regularly review and update the Bicycle
and Pedestrian Master Plan to set priorities and
reflect new opportunities for connections.
Goal PHC 1.6: Establish communities that facilitate walking as part of a regular daily routine.
Rationale: Physical activity is important to
achieving a balanced healthy lifestyle, which
reduces stress and lowers the risk of certain diseases associated with sedentary lifestyles.
Residents of walkable communities are more
likely to achieve the recommended amount
of daily exercise.
Implementation
(a) Identify opportunities to acquire
properties within the Development Envelope
for recreational uses that can help achieve
the established walkability standard.
(b) Establish design guidelines that support complete streets and universal design
principles.
(c) Use traffic calming techniques to improve
safety and access.
(d) Require new development to meet level of service standards for pedestrians and
cyclists in addition to those established for
cars.
(e) Expand the Safe Routes to School program
so that students across the County can safely walk and bike to and from school.
PROVIDE SAFE COMMUNITIES
Goal PHC 2.1: Pursue an integrated strategy to reduce crime in new and existing communities.
Rationale: An effective crime control strategy
is one that integrates community policing
efforts with the actions of citizens who are
vigilant and engaged in their communities.
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Goal PHC 2.2: Ensure that emergency services adequately serve all Harford County residents.
Rationale: Harford County must
accommodate the diverse needs of an expanding service area while providing
innovative, cost-effective, and clinically
sophisticated emergency medical services.
Implementation
(a) Ensure that new emergency medical service facilities are strategically located in
order to achieve the most efficient response
times to the areas they serve.
(b) Work with Emergency Operations and
the Harford County Volunteer Fire and EMS association to develop an emergency
medical service strategic plan.
(c) Work with the Harford County Volunteer
Fire and EMS Association to recruit new
volunteers and retain existing volunteers to serve their communities.
(d) Offer advanced training to first-responders
to maintain rescue capabilities.
(e) Maintain and upgrade equipment and
facilities to ensure availability of reliable service.
(f) Partner with public health and public safety
organizations to enhance public education
activities and incident prevention.
Implementation
(a) Support community policing,
neighborhood watch, and police patrols
that engage community residents.
(b) Utilize resident survey data, systematic
social observations, and Crime Prevention
Through Environmental Design (CPTED)
assessments to analyze and target specific
problems within communities.
(c) Pursue a program to beautify residential
and commercial properties and provide incentives for aesthetic enhancements to
buildings in order to generate a sense of
pride and ownership which can also increase
property values.
(d) Promote programs that encourage volunteerism that focuses on crime
prevention; such as Neighborhood Watch,
Community Policing, DARE and National
Night Out.
(e) Identify and restore “anchor points” such as parks, community centers, or other specific
places. These anchor points are frequented
by neighborhood residents and serve to
build strong communities and provide
opportunities to transmit information about the neighborhood to other residents, and
provide residents with a sense of personal
investment in the community.
(f) Support school programs that educate
students on crime prevention and community safety.
Grant funding helps support educational outreach on the dangers of heroin.
Crime prevention through environmental design is a multi-disciplinary approach
to deterring criminal behavior through
environmental design.
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Goal PHC 2.3: Protect life and property from natural hazards.
Rationale: Hazard mitigation is an essential
part of ensuring continuity of businesses, schools, government services, utilities, and
communities following hazard events.
Implementation
(a) Prepare a natural hazard assessment
and vulnerability study for Harford County that evaluates the threat of various natural
hazards and the degree of loss or damage
that would result from a disaster.
(b) Ensure County agencies and partners
have both a Continuity of Government (COG) and Continuity of Operations Plan
(COOP) to build redundancy and continuity
into local government post disaster.
(c) Create a post disaster recovery plan.
(d) Reduce hazard vulnerability through mitigation measures such as purchasing
repetitive loss properties, elevating structures
within the floodplain, and updating the
Floodplain Management Program.
(e) Educate and encourage property owners to take action to decrease their vulnerability
to the impacts of natural hazards. Empower
citizens with educational programs and
information on emergency preparedness,
emergency procedures and safety measures
(f) Require critical facilities, buildings and
infrastructure to be designed and built to
withstand catastrophic damage in the event
of a disaster.
(g) Secure pre-disaster mitigation funds to construct storm shelters in public facilities
such as parks, fairgrounds, or near other
vulnerable public areas.
PROVIDE ACCESS TO HEALTHY FOOD CHOICES FOR ALL HARFORD COUNTY RESIDENTS
Goal PHC 3.1: Develop opportunities for community gardens and urban farms.
Rationale: Community gardens and urban
farms increase the availability of fresh fruits and vegetables and provide awareness
of the environment and the science of
cultivation, and incorporating it as a way of life.
Implementation
(a) Identify potential community garden/
urban farm sites on parkland, public
easements, and school grounds.
(b) Provide classes on gardening and
composting on small lots. Prioritize classes in neighborhoods that lack access to healthy
foods and/or green space.
(c) Encourage local businesses to provide
resources and help initiate community
gardens.
(d) Utilize the Harford Cable Network to
promote healthy eating habits, community events focusing on exercise and nutrition,
and community gardening.
(e) Support the establishment of gardens and greenhouses in all schools.
(f) Support courses that teach gardening, nutrition, and healthy cooking.
(g) Encourage edible landscaping and
urban orchards.
Urban farms and community gardens can provide nearly 44 pounds of food a year
per 10 square feet.
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Goal PHC 3.2: Encourage expansion
of farm-to-table and farm to school programs.
Rationale: Quality locally sourced food
should be available to all residents. Farm-to-table programs benefit farmers through
increased revenue, and residents benefit
from healthy, locally sourced fresh produce.
Implementation
(a) Work with Healthy Harford, Harford County
Public Schools, and other youth organizations
to promote farm tours highlighting the
importance of farms and locally sourced foods.
(b) Strengthen opportunities for farmers by
linking them to new markets; such as schools,
colleges, and other institutional uses such as
assisted living facilities.
(c) Establish an informational website and
networking resource for all local food system
resources and ecologically sound farming
practices.
(d) Work with local restaurants to promote farm-to-table events and encourage use of
locally sourced products.
Goal PHC 3.3: Support local food production and community based agricultural operations.
Rationale: Convenient access to fresh fruits
and vegetable can help in the fight to reduce
obesity and associated diseases.
Implementation
(a) Encourage farmers markets in the Rural
Villages and convenient locations such as
park and ride facilities.
(b) Review zoning and permitting regulations to ensure farmers markets and farm stands
are compatible.
(c) Support farmers markets that allow for
electronic benefit transfer (EBT) so that
vulnerable populations can have access to healthy locally grown foods.
(d) Encourage Community Supported
Agriculture (CSA) efforts and develop
materials to promote them.
(e) Assess and plan for local food processing/wholesaling/distribution facilities to connect
local agriculture to markets such as retailers,
restaurants, schools, hospitals, and other
institutions.
(f) Provide support for farmers who choose direct marketing of their products.
(g) Enhance the capacity to produce,
process, distribute, and consume food locally and regionally.
(h) Encourage grocery stores and other retail outlets to sell locally sourced produce.
(i) Provide fast-track permitting for grocery
stores that carry locally sourced food products.
(j) Identify areas in the County that lack access to healthy foods or supermarkets.
Community gardens offer a focal point for community organizing, and can lead to
community-based efforts to deal with other
social concerns.
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SUPPORT EFFICIENT AND EFFECTIVE DELIVERY OF HEALTH AND SOCIAL SERVICES THROUGHOUT HARFORD COUNTY
Goal PHC 4.1: Encourage development of diverse housing types with an emphasis on life-cycle housing.
Rationale: A diverse housing stock will attract new residents while allowing existing residents
to continue to live in Harford County as their
needs change.
Implementation
(a) Evaluate mixed use regulations and establish density bonuses for projects that
incorporate affordable housing and healthy
community design.
(b) Encourage live/work units and expand
home based business opportunities.
(c) Encourage lifecycle housing by adopting
regulations for accessory dwellings.
(d) Provide and maintain options for intergenerational/life-cycle housing.
(e) Maintain neighborhood continuity by targeting new affordable housing
developments for existing residents and allow
for “aging in place”.
(f) Promote the redevelopment of the US
40 corridor to provide a range of housing opportunities.
(g) Develop design guidelines for new
communities within the Development
Envelope that promote quality affordable
housing with an emphasis on building healthy and active communities.
(h) Develop strategies for homelessness
prevention and creating permanent
supportive housing opportunities.
(i) Collaborate with non-profit organizations and service providers that assist those
experiencing homelessness, disabled
individuals and families in need.
Goal PHC 4.2: Identify where vulnerable
populations exist and where community services are lacking.
Rationale: Vulnerable populations are often
located in areas where material and physical resources are lacking. By identifying where
vulnerable populations exist, the County can
target these areas to ensure access to quality medical care and other community services,
especially during times of emergency.
Implementation
(a) Collaborate with the Health Department,
Housing and Community Development, and nonprofit organizations, including local faith-
based and community-based organizations
in order to identify, engage, and protect
vulnerable citizens.
(b) Actively engage and involve disadvantaged groups in planning in order
to understand the culture of poverty and its
impact on preparedness in the event of an
emergency.
(c) Develop plans for addressing the needs of non-institutionalized, home-bound older
adult populations that may have limited
access to health care and social services.
Life-Cycle Housing accommodates the
different stages of life which incorporates housing opportunities for first time buyers,
families, older homeowners, and senior housing; including assisted living facilities
and nursing homes. This creates a
community with diverse demographics.
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(d) Develop programs to educate the public
and first responders on preparedness-related
information specific to vulnerable populations,
such as people with disabilities, economically disadvantaged, ethnic and racial minorities,
pediatric, and rural populations.
(e) Develop public health preparedness,
response, and recovery strategies and
activities should include a strong focus on the needs of specific vulnerable populations.
(f) Work with local hospitals and health service
providers to identify areas of the County
that are insufficiently served and determine
impediments to locating these services in underserved communities.
(g) Develop a fast track approval process
for projects identified as critical to serving
vulnerable populations.
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CHAPTER 8 | COMMUNITY PLANNING AREAS
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A Master Plan for the Next Generation
CHAPTER 8
COMMUNITY PLANNING AREAS
CHAPTER 8 | COMMUNITY PLANNING AREAS
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COMMUNITY PLANNING AREAS
Communities are defined by shared educational, cultural, civic, recreational, commercial
facilities and activities, natural features, and common interests. The importance of these may vary among communities – and even among different groups within one community –
but the location of these facilities helps to reinforce the “sense of place” that residents feel.
Strong communities and the preservation of their “community character” are essential to the County’s future.
Recognizing this, a Community Areas section was first introduced in the 1996 Land Use Element Plan. HarfordNEXT continues to stress the importance of our communities as the foundation
of the master plan. The Community Areas differ from the reconstituted Community Advisory
Boards (CAB) that were created by the Administration in 2015. Several Community Areas were combined in an effort to streamline the document and avoid unnecessary redundancy
and duplication. The areas were combined based on similar geographic and demographic attributes.
The purpose of this section is to help ensure that each of the areas remain attractive, with
livable communities that offer community residents the quality of life they desire. HarfordNEXT and the Community Areas also stress the importance of resilience and adapting to an ever
changing socio-economic climate.
To achieve this, the Community Areas section of the Plan emphasizes the following:
• Protection and enhancement of existing neighborhoods;
• Provision of a balance of residential, commercial and employment opportunities;
• Ensuring that neighborhoods are sustainable and resilient;
• Provision of multimodal transportation connections that are sensitive to community character;
• Provision of opportunities for a healthy lifestyle;
• Protection of natural, historical, and cultural resources; and
• Protection of rural areas
Each of the Community Area narratives provides information on existing population and growth trends. A description of each community’s character along with a land use plan for the area
is included. Variations exist among the descriptions, but this reflects the uniqueness of each
area. Detailed implementation strategies have been derived from the principle explored in the six overarching themes in the conclusion of each Community Area. The plans presented in
this document will serve as a guide for development of the area and to encourage community groups and residents within each Community Area to work with planning staff in the future to
develop detailed Community Plans.
CHAPTER 8 | COMMUNITY PLANNING AREAS
123HarfordNEXT
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CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
124 HarfordNEXT
TRENDS AND KEY ISSUES
The MD 22 Multimodal
Corridor Study, which was
completed in 2012, identified a range of improvements
for the MD 22 corridor. One short-term improvement
identified in this study was
the MD 22 / Prospect Mill Rd / Thomas Run Rd intersection.
This SHA project has an estimated cost of 3 million
dollars and is scheduled for
construction in 2016.
Employment
Harford Community College is the largest employer (999)
in the area.
CHURCHVILLE/CRESWELL
LAND USE CHARACTERISTICS
This area contains 22,121 acres, or 9.5 percent of Harford‘s
total land area.
Agricultural land uses comprise the majority of this area
with 63.1 percent or 13,957 acres.
Residential land uses make up 20.8 percent (4,618 acres).
Other major land uses are parks/open space (4.3
percent, 948 acres); institutional (4.0 percent, 876 acres); transportation/utilities (1.3 percent, 293 acres); industrial &
commercial (1.3 percent, 287 acres).
DEMOGRAPHIC PROFILE
Population
Population: 12,967
Median Age: 42.2
Age Composition: 31% of residents are between the ages
of 45 and 64.
Housing
Total Households: 4,362
Median Home Value: $317,552
Monthly Median Rent: $1,278
Tenancy: Owner occupied 87 percent. Renter occupied
13 percent.
Income
Median Household Income: $96,471
Employment
Total Jobs: 4,757
Total Labor Force: 7,332
CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
125HarfordNEXT
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CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
126 HarfordNEXT
Location and Context
The Churchville/Creswell Community Area is located in the central portion of Harford County. The terrain closest to the southern portion of the community area is gently sloping, with the hills
slowly increasing in size and steepness through the northern area. Along the Deer Creek, valley
slopes are steep and wooded. The Community Area is predominately agricultural and rural
residential single family housing. Business and industrial uses are limited and are found mainly
in clusters along the MD 22 corridor at Churchville and Campus Hills, and in the northwestern part of the community in the Hickory area, along US 1. The Churchville rural village supports the
surrounding community with mixed use businesses.
The continuation of agriculture remains important to the community, and is supported by
nearby agricultural businesses. The northern portion of the community area is in the Deer Creek
Valley Rural Legacy Area and the County’s Priority Preservation Area. Limited commercial development exists in the Churchville rural village, with more intensity located around the
Harford Community College. These uses should continue to support local residents, students,
and the farming industry.
Development and Infill Potential
Opportunities for the redevelopment and expansion of existing businesses are supported in the Churchville rural village, as long as the development is compatible with surrounding
development and the agricultural character of the area.
There is a Mixed Office designation adjacent to I-95 and MD 543 which was designed to
accommodate corporate offices, research and development facilities, and high-tech services,
that is currently underutilized. Finding the appropriate employment use to anchor the MO, along with providing other supportive uses, will help transform this part of the community area
into a regional commercial center.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis of
opportunities and challenges was performed for the Churchville Creswell Community Area, in order to provide a baseline for prioritizing goals and objectives. Ultimately, the community
will play a critical role in determining the most effective strategies for implementation. Some
opportunities for the Churchville Creswell Community Area include the Harford Community
College, Mixed Office designation, and the Churchville rural village. The college can be a
partner with many of the initiatives proposed in HarfordNEXT. The Churchville rural village can be enhanced by targeting redevelopment and streetscape beautification efforts. Some of
the challenges for the Churchville Creswell Community Area include traffic along MD 22,
limiting sprawl development patterns that threaten agricultural preservation strategies, and
establishing riparian forest buffers along streams and wetlands. These tasks can be viewed
as priorities for new policy initiatives, planning studies, and innovative programs. Each of the themes developed in HarfordNEXT provide implementation strategies that can be addressed
with greater detail when looking at the community level.
CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
127HarfordNEXT
GROW WITH PURPOSE
Grow With Purpose aims to address how
the Churchville Creswell Community Area can grow and evolve sustainably over
time. Decisions will need to be made about how the community functions and where it
focuses infill development efforts within the
MD 22 corridor, Mixed Office designation, and the Churchville rural village. In order to
help further preserve the rural landscapes throughout the community area clustering
provisions for new subdivisions should be
promoted.
CPA 1.1: Maintain and Enhance Public Facilities and Infrastructure
(a) Expand programming at different
community facilities, like the Churchville Recreation Center. Offer programs related
to business development, continuing education, and fitness classes, and make the
spaces available for community events.
CPA 1.2: Strengthen Communities
(a) Develop accessible community gathering
spaces, like those at the Schucks Road Regional Sports Complex, which provide
people a place for social interaction and to promote a healthy community.
ECONOMIC VITALITY
Economic Vitality recognizes that a
diverse and vibrant economy is an integral component of making the Churchville
Creswell Community Area a successful community. Additional farm stands should
also be created throughout the community
area.
CPA 1.3: Revitalize Existing Communities
(a) Support small business development that fills retail gaps and revitalizes the Churchville
rural village. Update the Rural Village Study, to assess Churchville’s specific conditions
and needs.
(b) Investigate a grant program where citizen groups can apply for infrastructure
improvements to enhance their respective neighborhoods.
CPA 1.4: Ensure and Promote a Skilled Workforce That Will Attract Businesses
(a) Partner with the Harford Community College and faculty to establish educational
programs that meet local employment
market demands.
(b) The Harford Technical School should continue to be used as an asset to provide
partnerships between students entering the workforce and local businesses.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes
developing Small Watershed Action Plans for
In 2014, Harford Community College offered more than 70 affordable degree
and certificate programs to nearly 2,000
full-time and 7,500 part-time students. An additional 11,000 noncredit students
attended continuing education courses at the college.
Parks provide a place for social interaction and
promote healthy communities.
CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
128 HarfordNEXT
the Gray’s Run and James Run watersheds.
It also includes protecting the forested hubs
and corridors in the southern portion of the
community area, through the development of a Green Infrastructure Plan. Since the
area is predominantly agricultural, best management practices for soil and water
conservation plans will be critical to helping
maintain the quality of life of the citizens in this community area.
CPA 1.5: Protect and Restore Environmentally Sensitive Areas
(a) Prepare a Green Infrastructure Plan and identify the main components of the system,
such as Deer Creek, Grays Run, and James Run watersheds. The plan will help provide
policy direction to minimize the impacts
of new development, as well as, focus restoration efforts.
(b) Require the use of innovative designs
and best management practices for
development within Tier II watersheds, the
highest quality waters in the state. The northern half of the Community Planning
Area drains to Deer Creek, which is a Tier II
watershed, and is also a State-designated
targeted ecological area (diverse high-
quality habitat area). Grants should be used to preserve high value land in this area,
and incentives created for homeowners to
reforest and restore their properties. Water
quality improvement projects identified in the
Deer Creek Water Resource Action Strategy should also continue to be implemented in
this area.
(c) Improve outreach to homeowners with
rare, threatened, or endangered species
on their properties, and encourage the development of cooperative management
plans.
CPA 1.6: Preserve Water Resources
(a) Connect septic system areas, where they would be better served by public sewer,
and prioritize Bay Restoration Funds for new
and replacement best available technology
septic systems that are located within either
1,000 feet of perennial streams or the Green Infrastructure Network.
CPA 1.7: Adequate Stormwater Management
(a) Increase the tree canopy throughout
the community area. Partner with various
agencies, public and private, to increase the
tree canopy in appropriate open spaces.
(b) Increase water quality monitoring by
training citizen or school groups. Focus
on measuring the effectiveness of local
restoration practices.
(c) Partner with Harford Community College and other institutions, such as Prospect Mill
Elementary School, to create demonstration
projects of storm water best management
practices.
CPA 1.8: Natural Resource Management
Forested stream buffers help to preserve and
improve water quality.
CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
129HarfordNEXT
(a) Improve outreach and incentives for
farmers to create riparian forest buffers along
streams and wetlands.
(b) Foster the innovative use of alternative energy sources at community facilities,
such as the Churchville Recreation Center,
ensuring the applications are also sensitive to
the environment.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
promotion and preservation of the agricultural industry within the Churchville
Creswell Community Area. Historic
preservation is geared towards deciding
what’s important, figuring out how to protect
it, and preserving an appreciation of what is saved for future generations.
CPA 1.9: Protect Historic and Cultural Resources
(a) Identify and address where possible threatened or endangered historical and/
or cultural resources deemed to be of exceptional value and significance to the
community.
(b) Develop educational programs to help increase awareness and appreciation of
the community’s significant historic and/or
cultural resources.
(c) Develop marketing strategies for the
historic tax credit program and highlight demonstration projects that can be
an effective economic stimulant in the
community area.
CPA 1.10: Educate and Connect With
Broader Audiences
(a) Support heritage tourism initiatives
throughout the Community Area, promoting
heritage areas, parks, rural view sheds, and
greenways.
PRESERVING OUR HERITAGE: LAND PRESERVATION
CPA 1.11: Protect Agricultural and Natural Resources
(a) Promote more agricultural easements in
the southern portion of the community area.
(b) Develop workshops and increase
marketing strategies to facilitate agricultural
business.
(c) Work with the US Army’s easement
program to preserve land close to APG’s
Churchville Test Area.
CPA 1.12: Educate and Connect With
Broader Audiences
(a) Conduct workshops on the adaptive
reuse and educational values of barns,
gristmills, and other significant structures.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to establish
ways in which to create a strong sense
of community by focusing on integrating
transportation planning with housing, land use, economic development, and
environmental goals. It includes recognizing all the users of streets, such as bicyclists and
pedestrians, as well as, farm equipment and
commuter cars, and creating shared use paths along high volume roads. These sorts of
enhancements, coupled with traffic calming techniques and innovative development
practices within the Churchville rural village,
can help to improve citizen’s quality of life.
CPA 1.13: Adopt A Holistic Approach To Transportation Planning
CHAPTER 8 | COMMUNITY PLANNING AREA: CHURCHVILLE/CRESWELL
130 HarfordNEXT
(a) Identify road corridors for right-of-way
preservation, such as MD 22, and develop a
corridor capacity management program for
widening or construction of parallel shared use paths.
(b) Develop signage that encourages drivers
to safely share the road with agricultural
machinery.
(c) Work with MDOT to implement the pertinent recommendations from the MD 22
Study.
CPA 1.14: Integrate Transportation With Land Use Planning
(a) Provide greenways to connect
communities to nearby parks and schools.
(b) Support streetscape beautification
projects within the Churchville rural village.
CPA 1.15: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Enter into agreements with state agencies
and utility companies to allow rights-of-way
under their control to be used for trails.
(b) Partner with the Harford Community
College to showcase “Car-free events” and
bike sharing programs.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments found throughout the community area. It
includes working with local institutions such
as the Community Advisory Board, Harford Community College, and churches, to help
address particular health issues of concern. The goal is to maintain the health, safety,
and welfare of the citizens in the Churchville
Creswell Community Area.
CPA 1.16: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Work with schools to encourage more
walkable school sites.
(b) Consider development standards to encourage social interaction within the
Churchville rural village.
(c) Use traffic calming techniques such as
refuges and street trees, to improve street
safety and access within the Churchville rural village.
CPA 1.17: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify appropriate sites for farmer’s markets, encourage community-supported
agriculture (CSA), and prioritize those uses in
the appropriate locations.
(b) Partner with Healthy Harford and the
schools to promote the importance of farms and eating locally sourced foods.
(c) Support strategies that capitalize on the
mutual benefit of connections between rural
economies as food producers and urban
economies as processors and consumers. The Churchville Creswell Community Area
should seek to connect their food producers
with the local food markets within the more
urbanized areas of the region, such as the
Harford Community College.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
131HarfordNEXT
EDGEWOOD
LAND USE CHARACTERISTICS
This area contains 5,516 acres, or 2.4 percent of Harford‘s
total land area.
Residential land uses make up 20.8 percent (1,631 acres).
Other major land uses are parks/open space (13.1 percent,
725 acres); industrial (8.0 percent, 445 acres); commercial
(7.4 percent, 410 acres); transportation/utilities (5.4 percent,
300 acres); institutional (5.2 percent, 286 acres).
DEMOGRAPHIC PROFILE
Population
Population: 23,981
Median Age: 32.9
Age Composition: 35 percent of residents are between the ages of 20 and 44.
Housing
Total Households: 8,622
Median Home Value: $182,473
Monthly Median Rent: $852
Tenancy: Owner occupied 64 percent. Renter occupied 36
percent.
Income
Median Household Income: $53,505
Employment
Total Jobs: 6,440
Total Labor Force: 13,658
TRENDS AND KEY ISSUES
Growth Trends
The population of the area
is projected to grow by 6 percent between 2013 and
2040.
Employment
Kohl’s E-Fulfillment Center is
the largest employer (1,255) in the area.
Housing
39 percent of Edgewood
area homeowners’ spend
30 percent or more of their household income
on housing costs in 2013 compared to 28 percent in
the County overall.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
132 HarfordNEXT
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CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
133HarfordNEXT
Location and Context
Edgewood is located in the southwestern portion of Harford County. Historically, the village of Edgewood evolved from a railroad stop at the “edge of the woods.” Edgewood has grown
in response to the 1917 opening of the large army post, the Aberdeen Proving Ground. The
community is well connected regionally with easy access to I-95, US 40 and the MARC train.
Edgewood is entirely located within Harford County’s Development Envelope and the area
contains multiple parcels for potential future development to occur.
A diverse range of housing types exist in the community, including single family detached
homes, townhouses, condos, and apartments. Major employment centers are located along
the MD 7 corridor, and other commercial corridors are found along US 40 and MD 755. The
Edgewood Neighborhood Overlay District was established to provide enhanced design
guidelines and development incentives for the area. This designation, along with others such as Enterprise Zones, Sustainable Communities, and the Chesapeake Science and Security
Corridor (CSSC), is facilitating revitalization and expansion of the businesses in Edgewood.
The waterfront within this community area is located in the Chesapeake Bay Critical Area
(CBCA), which includes all land within 1,000 feet of the shoreline. Goals of the CBCA program
are to minimize adverse impacts on water quality, enhance wildlife habitat, and establish land use policies for development. The Edgewood area also contains the Otter Point Creek
Marsh, which are sensitive tidal and nontidal wetlands designated as a State Natural Area and
National Estuarine Research Reserve, and they are monitored and studied on a national scale.
Development and Infill Potential
There are a number of opportunities for infill development throughout the Community Area, particularly in targeted redevelopment areas along the US 40 and MD 755 corridors. The
County can prioritize infrastructure upgrades in these areas, to support infill and mixed use
development.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis of opportunities and challenges was performed for the Edgewood Community Area, in
order to provide a baseline for prioritizing goals and objectives. Ultimately, the community
will play a critical role in determining the most effective strategies for implementation. Some
opportunities for the Edgewood Community Area include its access and educational value
along the waterfront of the Otter Point Creek Marsh and Bush River, redevelopment funding availability along the US 40 corridor, and proximity to APG. These situations can be viewed as
strengths that can be built upon to enhance citizen’s quality of life. Some of the challenges
for the Edgewood Community Area include potential sea level rise, retrofitting outdated storm
water management facilities, and softening the footprint of existing development. These tasks
can be viewed as priorities for restoration activities and focusing volunteer efforts. Each of the themes developed in HarfordNEXT provide implementation strategies that can be addressed
with greater detail when looking at the community level.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
134 HarfordNEXT
GROW WITH PURPOSE
Grow with Purpose aims to address how the
Edgewood Community Area can redevelop and evolve sustainably over time. Infill
development opportunities exist along the US 40 and MD 755 corridors. The Chesapeake
Science and Security Corridor (CSSC)
designation brings additional development incentives to this community area.
CPA 2.1: Livable Communities
(a) Create a mixed use center along I-95
near MD 24, and include form-based codes to enhance the design of the development.
(b) Partner with the Community Advisory
Board, and other interested community groups, to update the Edgewood Community
Plan, if the community so desires.
CPA 2.2: Strengthen Communities
(a) Foster redevelopment in target areas,
such as US 40, MD 24, and MD 755. Incentivize mixed use projects and assist property owners
with land assemblage.
(b) Create a neighborhood indicators
tracking system for tracking the health and
stability of various neighborhoods in the
community area.
CPA 2.3: Maintain and Enhance Public
Facilities and Infrastructure
(a) Develop a redevelopment strategy for
Washington Court.
(b) Create a Transit Oriented Development
Overlay District at the Edgewood Train Station.
CPA 2.4: Ensure A Range Of Housing Opportunities For All Citizens
(a) Expand homeownership programs that support a variety of owner-occupied housing
and develop programs to assist property owners with external property renovations.
(b) Adopt policies to promote the creation of
live-work units and accessory dwelling units within the US 40 corridor.
(c) Foster inclusive communities free from
barriers that restrict access to opportunities
based on protected characteristics.
ECONOMIC VITALITY
Economic Vitality recognizes that a
diverse and vibrant economy is an integral
component of making the Edgewood
Community Area a successful community. Infrastructure improvements, design
guidelines, and mixed use developments, can help to stimulate economic activity in
the targeted redevelopment areas along
the MD 755 and US 40 corridors.
CPA 2.5: Grow Economic Opportunities and Competitiveness
(a) Create a tiered incentive program that
provides incentives for developers who choose to utilize innovative development
practices.
The Edgewood Library is an anchor point for the
community, providing a range of services.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
135HarfordNEXT
CPA 2.6: Revitalize Existing Communities
(a) Perform a study of the commercial centers and corridors throughout the community
area, to assess their specific conditions and
needs.
(b) Partner with the Route 40 Business
Association to create a Business Improvement District from MD 152 to MD 24.
(c) Explore commercial revitalization
programs that provide grants or low interest
rate loans for façade improvements and
interior renovation.
(d) Encourage public-private partnerships at
the two Park and Ride facilities that allow a
business to operate a retail establishment, in
return for maintaining the facility.
(e) Inventory vacant and underutilized land to find opportunities for property assembly
along the US 40 corridor.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes implementing the pertinent
recommendations of the Small Watershed
Action Plan for Sam’s Branch, to help protect
and improve the quality of the water before
draining into the Otter Point Creek Marsh. It also includes softening the footprint of existing
development by considering conservation
landscaping techniques and rain gardens to
help treat storm water runoff at the source, in
places such as the Edgewood Train Station or along US 40.
CPA 2.7: Protect and Restore Environmentally Sensitive Areas
(a) Prepare a County Green Infrastructure Plan and identify the main components of
the system within the community area, such
as Willoughby Woods and the Otter Point
Creek Marsh. The plan will help provide policy direction to minimize the impacts of new
development, as well as, focus restoration
efforts.
(b) Investigate grants to help protect public
infrastructure from flood damage, which includes seven different sewage pumping
stations in the community area.
(c) Implement projects identified in the 2012 Sam’s Branch Small Watershed Action Plan,
and consider new studies.
(d) Identify and preserve ecologically rich
land, such as the Otter Point Creek Marsh, and
focus appropriate restoration management strategies where necessary.
CPA 2.8: Adequate Stormwater Management
(a) Reduce parking requirements, particularly
large retail along US 40, MD 24, and MD 755,
and require more landscaping with native plants to soften the development footprint in
the landscape.
(b) Partner with various public and private
agencies to increase the tree canopy
throughout the community area, with a
The Otter Point Creek Marsh is one of the largest freshwater tidal marshes in the region.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
136 HarfordNEXT
particular emphasis on open spaces.
CPA 2.9: Outreach and Education
(a) Engage citizens about sustainability
efforts, including outreach to Edgewood
middle and high schools, and home and
business owners.
(b) Support community gardening efforts and
recreational groups, to encourage outdoor
physical activity and improve citizen’s sense
of community and environmental ethic.
CPA 2.10: Natural Resource Management
(a) Foster the innovative use of alternative
energy sources ( i.e. wind, solar, and geothermal) at community facilities, ensuring
the applications are also sensitive to the
environment.
(b) Implement coastal resiliency strategies
and hazard mitigation opportunities. Identify forests, wetlands, and aquatic resources for
future wetland migration, to help mitigate
the potential impacts of sea level rise.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
promotion of the agricultural industry within
the Edgewood Community Area. Efforts should be made to continue the marketing
campaigns of County grown agricultural and
natural resource products, and additional
farmer’s markets at accessible locations, such
as along the MD 755 or US 40 commercial corridors. Likewise, historic preservation is
geared towards deciding what’s important,
figuring out how to protect it, and preserving
an appreciation of what is saved for the
future generations.
CPA 2.11: Protect Historic and Cultural Resources
(a) Identify and address where possible,
threatened or endangered historical and/
or cultural resources, deemed to be of
exceptional value and significance to the community.
(b) Develop educational programs to help
increase awareness and appreciation of
the community’s significant historic and/or
cultural resources.
CPA 2.12: Educate and Connect With Broader Audiences
(a) Support heritage tourism initiatives
throughout the Community Area, promoting heritage areas, parks, and greenways.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity establishes
strategies that promote the integration of transportation planning with sound land
use decisions. HarfordNEXT emphasizes
accessibility to alternate modes of
transportation, such as walking, bicycling,
and transit, as a means of managing traffic on our roadways while improving air quality
and promoting healthy lifestyles.
CPA 2.13: Adopt A Holistic Approach To Transportation Planning
(a) Identify road corridors for right-of-way
preservation and develop a corridor capacity management program for widening or
construction of parallel shared use paths
throughout the community area.
CPA 2.14: Integrate Transportation With Land Use Planning
(a) Prioritize streetscape beautification
projects in the commercial corridors along US 40, MD 24, and MD 755.
(b) Partner with APG to require walkability and
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
137HarfordNEXT
bicycling designs as part of the development
review process, to ensure walking/biking is a
safe and convenient option, and provide
connections to transit wherever possible.
(c) Acquire easements for greenways to
connect neighborhoods to nearby parks
and schools, and partner with other public
agencies and utility companies to use their
easements.
CPA 2.15: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Prioritize the creation of pedestrian links
for new or reconstructed sidewalks.
(b) Require developers to establish bicycle
and pedestrian facilities, including bicycle
parking within nonresidential developments.
(c) Explore new crossing opportunities across
I-95 for bicyclists and pedestrians.
CPA 2.16: Safe, Efficient, and Convenient Transit Services
(a) Provide amenities at bus stops to make
them inviting as a mode choice. Bus stops should be accessible and include signage,
lighting, landscaping, and benches.
(b) Connect the US 40 commuter route with
Harford Transit.
(c) Partner with Harford Transit to perform
a ridership improvement study to prioritize
future outreach efforts and bus stop locations
within the community area.
(d) Provide bicycle lanes along Trimble Road
and Willoughby Beach Road, and extend
Harford Transit, to better serve the Edgewood
MARC Train Station.
CPA 2.17: Expand Transportation Demand Management (TDM)
(a) Encourage mixed use development
in designated locations and prioritize
infrastructure upgrades that support infill development.
(b) Continue to pursue funding for the Safe
Routes to School Program and work to
implement a program for each elementary
and middle school in the community area. Encourage these schools to provide
educational programs that support walking
and its health benefits.
(c) Attract APG shuttle service to connect
commuters from the Edgewood Train Station to APG.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments
found throughout the community area. It
includes working with institutions such as the Community Advisory Boards, schools, and
churches to help address particular health issues of concern. The goal is to maintain the
health, safety, and welfare of the citizens
and enhance their quality of life.
The Penn Line has a daily ridership of 24,000 passengers The Edgewood Station has the
potential to capitalize on this amount of
traffic, by transforming the vicinity into a
high density mixed use center.
Alternative transportation choices help to relieve congestion on county roadways.
CHAPTER 8 | COMMUNITY PLANNING AREA: EDGEWOOD
138 HarfordNEXT
CPA 2.18: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Encourage the schools to make their
campuses more walkable.
(b) Perform walkability audits to identify inconvenient or dangerous routes to schools
and recreational facilities, and prioritize the
necessary infrastructure improvements.
(c) Use traffic calming techniques such
as medians, refuges, street trees, and on-street parking to improve street safety and
access, and require developers to build
these facilities as part of new development
or redevelopment.
(d) Reduce parking requirements for developments that locate near transit and
establish bicycle and pedestrian facilities.
CPA 2.19: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify potential community garden
sites. Work with Parks and Recreation and
other community groups to provide classes
on gardening and composting.
(b) Promote grocery store access in the appropriate places and coordinate with
local transit agencies to develop routes that
connect residents to health service facilities.
CPA 2.20: Support Efficient and Effective Delivery of Health and Social Services Throughout Harford County
(a) Target new affordable housing
developments for existing residents to
maintain neighborhood continuity.
(b) Support community policing,
neighborhood watch, and walking/biking police patrols that engage residents of this
community.
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
139HarfordNEXT
FALLSTON
LAND USE CHARACTERISTICS
This area contains 24,078 acres, or 10.4 percent of
Harford‘s total land area.
Agricultural land uses comprise the majority of this area
with 43.5 percent or 10,473 acres.
Residential land uses make up 38.2 percent (9,217 acres)
with rural density residential uses comprising 70 percent
(6,705 acres) of the residential use.
Other major land uses are parks/open space (10.0
percent, 2,417 acres); institutional (1.5 percent, 367
acres); commercial (1.4 percent, 254 acres).
DEMOGRAPHIC PROFILE
Population
Population: 18,610
Median Age: 44.7
Age Composition: 33 percent of residents are between
the ages of 45 and 64.
Housing
Total Households: 6,260
Median Home Value: $383,210
Monthly Median Rent: $779
Tenancy: Owner occupied 95 percent. Renter occupied
5 percent.
Income
Median Household Income: $112,146
Employment
Total Jobs: 4,801
Total Labor Force: 10,726
TRENDS AND KEY ISSUES
Growth Trends
The population of the area
is projected to grow by 11 percent between 2013 and
2040.
Education
42.2 percent of the
population aged 25 years and older have a
bachelor’s degree or higher
compared to 32.6 percent for the County as a whole.
Housing
The Fallston area has the
lowest median rent ($779) of
all community areas though rental opportunities are
limited as only 5 percent of all households are renter-
occupied.
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
140 HarfordNEXT
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LOCATION MAP
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
141HarfordNEXT
Location and Context
The Fallston Community Area is located on the western edge of Harford County. The area has grown considerably since the establishment of Old Fallston. Today, Fallston is characterized
by a mix of agricultural and residential uses. The rural heritage of Fallston is still evident in the
community area.
Only four percent of the community area is located within the County’s Development Envelope
and is served by the County’s public water and sewer system.
Over the past 50 years, Fallston has experienced considerable rural residential development.
Residential development is predominantly single-family dwellings on large lots of two acres or
greater. There are also older well established communities with lots of 1 acre or less. Commercial
development within the Community Area is located within the Development Envelope along
the US 1 corridor from Reckord Road to Winters Run, as well as at crossroads such as MD 152 and Pleasantville Road, and MD 152 at MD 165, which is designated as a Rural Village. A wide
range of retail and service uses are found within the commercial areas of Fallston.
Development and Infill Potential
There are a limited number of opportunities for infill development in this Community Area, as
Upper Crossroads is the only rural village, and the predominant land uses remain low density residential and agricultural.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis
of opportunities and challenges was performed for the Fallston Community Area, in order to
provide a baseline for prioritizing goals and objectives. Ultimately, the community will play a critical role in determining the most effective strategies for implementation. Some opportunities
for the Fallston Community Area include the Little Gunpowder Falls State Park, Ladew Topiary
Gardens, and the Chenowith Activity Center. These institutions can be viewed as strengths
that can be enhanced by providing additional community events and spaces for social
interaction, to improve citizen’s quality of life and to promote a healthy community. Some of the challenges for the Fallston Community Area include providing adequate drinking water
supply, traffic along MD 152, and redevelopment along the US 1 corridor. These tasks can
be viewed as priorities for new policy initiatives, planning studies, and innovative programs.
Each of the themes developed in HarfordNEXT provide implementation strategies that can be
addressed with greater detail when looking at the community level. The Fallston Volunteer Fire and Ambulance Company provides the fire and emergency services to the area. The
community is encouraged to support the local volunteer fire service.
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
142 HarfordNEXT
GROW WITH PURPOSE
Grow With Purpose aims to address how
the Fallston Community Area can grow and evolve sustainably over time. Decisions
will need to be made about how the community functions and where it focuses
infill development efforts within the US 1
corridor, and Upper Crossroads rural village, and explore the options to develop a new
rural village at the Pleasantville Road area in the community. Clustering provisions
should be required for new subdivisions,
in order to help further preserve the rural landscapes throughout the community area.
Development in the community shall not be approved until the Adequate Public Facility
and the Fallston Sanitation Sub-district Sewer
Capacity Studies have been reviewed.
CPA 3.1: Strengthen Communities
(a) Develop accessible community gathering spaces such as parks, plazas, and farmers
markets, which provide people a place for social interaction and to promote a healthy
community.
(b) Foster redevelopment in target areas, such as US 1, from MD 152 to MD 147, and
support small business development and revitalization of vacant buildings to fill retail
and office gaps in the community area.
(c) Encourage the community to become involved and participate with local volunteer
organizations such as the local volunteer fire company.
(d) Encourage local businesses to advertise,
support, and/or sponsor local events in the community area such as sporting and
school events, community meetings, and fire company activities.
(e) Structure future development in the
community area with regard to single family
homes with low intensity development.
ECONOMIC VITALITY
Economic Vitality recognizes that a diverse and vibrant economy is an
integral component of making the Fallston Community Area a successful community. It’s
important to maintain consistent economic
development initiatives with groups like the Fallston Community Advisory Board, in order
to coordinate infrastructure improvements that can help to stimulate economic activity
in strategic areas of the community area.
Additional farm stands should also be created throughout the community area.
CPA 3.2: Grow Economic Opportunities and Competitiveness
(a) Continue to improve transportation and utilities infrastructure, including streetscape
beautification projects; that support the needs of existing businesses, in places like the
Upper Crossroads rural village.
(b) Partner with community groups for maintaining consistent economic
development initiatives and encourage
businesses to work with local schools in the
community area.
CPA 3.3: Revitalize Existing Communities
(a) Support small business development that
fills retail gaps and revitalizes all retail areas of the community.
(b) Update the Rural Village Study, to assess
the Upper Crossroads and Pleasantville Road
areas to research specific conditions and
needs.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes
developing management strategies
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
143HarfordNEXT
within the Winters Run watershed and Little
Gunpowder Watershed to help protect
and improve the quality of the drinking
water and to provide well head protection for some of the neighborhoods within the
community area. It also includes protecting the three state designated trout streams,
noted for their high quality water and pristine
wildlife habitat, through the development of a Green Infrastructure Plan. Since the
area is predominantly agricultural, best management practices for soil and water
conservation plans will be critical to helping
maintain the quality of life of the citizens in this community area.
CPA 3.4: Protect and Restore Environmentally Sensitive Areas
(a) Prepare a Green Infrastructure Plan and identify the main components of the system
within the community area, such as Winters Run and Little Gunpowder Falls. The plan will
help provide policy direction to minimize the
impacts of new development, as well as, focus restoration efforts.
(b) Require the use of innovative designs
and best management practices for
development within Tier II watersheds, such
as Winters Run and Little Gunpowder Falls. These are the highest quality waters in the
State of Maryland.
(c) Identify and preserve high value land,
and create incentives for homeowners to
reforest and restore their property.
(d) Improve outreach to homeowners with
rare, threatened, or endangered species
on their properties, and encourage the
development of cooperative management
plans.
CPA 3.5: Preserve Water Resources
(a) Implement the pertinent recommendations of the Source Water
Protection Plan for the Bel Air, Maryland
Public Water System within the Winters Run
watershed.
(b) Connect septic system areas, where they would be better served by public sewer, and
prioritize Bay Restoration Funds for new and
replacement BAT septic systems that are
located within either 1,000 feet of perennial
streams or the Green Infrastructure Network.
(c) Implement the pertinent recommendations
from the Fallston Sanitation Sub-district Sewer
Capacity Study.
CPA 3.6: Adequate Stormwater Management
(a) Increase the tree canopy throughout
the community area. Partner with various
agencies, public and private, to increase the
tree canopy in appropriate open spaces.
(b) Increase water quality monitoring by
training citizen or school groups. Focus
on measuring the effectiveness of local
restoration practices.
CPA 3.7: Natural Resource Management
(a) Improve outreach and incentives for
farmers to create riparian forest buffers along streams and wetlands.
(b) Foster the innovative use of alternative
energy sources at community facilities,
ensuring the applications are also sensitive to
the environment.
PRESERVING OUR HERITAGE: HISTORIC
PRESERVATION
Preserving Our Heritage supports the promotion and preservation of the agricultural
Fallston has three state designated
trout streams that all feed into the Little
Gunpowder Falls.
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
144 HarfordNEXT
industry within the Fallston Community Area.
Efforts should be made to connect food
producers with the local food markets and
local schools within the more urbanized areas of the region, as well as, create additional
farm stands throughout the community area. Likewise, historic preservation is geared
towards deciding what’s important, figuring
out how to protect it, and preserving an appreciation of what is saved for the future
generations.
CPA 3.8: Protect Historic and Cultural Resources
(a) Identify and address where possible,
threatened or endangered historical and/or cultural resources, deemed to be of
exceptional value and significance to the
community.
(b) Develop educational programs to help
increase awareness and appreciation of
the community’s significant historic and/or
cultural resources.
(c) Promote the historic tax credit program
and highlight demonstration projects that
can be an effective economic stimulant in
the community area.
CPA 3.9: Educate and Connect With Broader Audiences
(a) Support heritage tourism initiatives
throughout the community area, promoting
heritage areas, parks, rural view sheds, and
greenways.
PRESERVING OUR HERITAGE: LAND
PRESERVATION
CPA 3.10: Protect Agricultural and Natural Resources
(a) Investigate expanding the Priority
Preservation Area and Rural Legacy Areas,
to acquire more easements in the northern portion of the community area.
CPA 3.11: Educate and Connect With Broader Audiences
(a) Conduct workshops on the adaptive reuse and educational values of barns,
gristmills, and other significant structures.
(b) Expand the marketing program to support
locally grown agricultural products.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to establish
ways in which to create a strong sense
of community by focusing on integrating
transportation planning with housing, land use, economic development, and
environmental goals. It includes recognizing all the users of streets, such as bicyclists and
pedestrians, as well as, farm equipment and
commuter cars, and creating shared use paths along high volume roads. These sorts of
enhancements, coupled with traffic calming techniques and innovative development
practices within the Upper Crossroads rural
village, can help to improve citizens quality of life.
CPA 3.12: Adopt A Holistic Approach To Transportation Planning
(a) Consider public transportation service to
The Little Falls Meetinghouse is listed on the National Register of Historic Places.
CHAPTER 8 | COMMUNITY PLANNING AREA: FALLSTON
145HarfordNEXT
and from the Chenowith Activity Center.
(b) Develop signage that encourages drivers
to safely share the road with agricultural
machinery.
CPA 3.13: Integrate Transportation With Land Use Planning
(a) Provide greenway trails to connect
communities to nearby parks and schools.
(b) Implement the pertinent recommendations
of the Maryland Scenic Byway Management
Plan, as the community area is traversed by
the Horses and Hounds Scenic Byway. MD
146 can become a focal point for greenways and other streetscape beautification projects
in the future.
CPA 3.14: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Enter into agreements with state agencies
and utility companies to allow rights-of-way under their control to be used for trails.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments found throughout the community area.
The goal is to maintain the health, safety,
and welfare of the citizens in the Fallston Community Area.
CPA 3.15: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Work with schools to encourage more
walkable school sites.
CPA 3.16: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify appropriate sites for farmer’s
markets, encourage community-supported
agriculture (CSA), and prioritize those uses in the appropriate locations.
(b) Partner with Healthy Harford and Harford
County Public Schools to promote the importance of farms and eating locally
sourced foods.
(c) Support strategies that capitalize on the
mutual benefit of connections between rural
economies as food producers and urban economies as processors and consumers.
The Fallston Community Area should seek to
further connect their food producers with the
local food markets within the more urbanized
areas of the region.
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
146 HarfordNEXT
GREATER BEL AIR/EMMORTON/FOREST HILL
LAND USE CHARACTERISTICS
This area contains 30,400 acres, or 13.1 percent of Harford‘s
total land area.
Residential land uses make up 38.8 percent (11,784 acres)
Other major land uses are parks/open space (14.6 percent,
4,442 acres); commercial (3.5 percent, 1,077 acres);
institutional (2.9 percent, 882 acres); transportation/utilities
(1.0 percent, 293 acres); industrial (0.5 percent, 178 acres).
DEMOGRAPHIC PROFILE
Population
Population: 92,158
Median Age: 39.6
Age Composition: 31 percent of residents are between the ages of 20 and 44.
Housing
Total Households: 33,832
Median Home Value: $289,016
Monthly Median Rent: Median Monthly Rent $1,024
Tenancy: Owner occupied 84 percent. Renter occupied 16
percent.
Income
Median Household Income: $89,770
Employment
Total Jobs: 38,589
Total Labor Force: 52,857
TRENDS AND KEY ISSUES
Transportation
The US 1 / MD 22 Multi-
modal Corridor Study was
completed in July, 2015 and proposes a range
of bicycle-pedestrian, roadway, and intersection
improvements that will
enhance safety and traffic movement in this area.
The MD 924 Corridor Study, currently underway, is
expected to be completed
in 2016 and will generate a range of recommendations
from signage to intersection improvements in the greater
Bel Air area road network.
Employment
Upper Chesapeake Health
System is the largest employer (3,129) in the area
and the second largest
employer in Harford County.
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
147HarfordNEXT
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LOCATION MAP
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
148 HarfordNEXT
Location and Context
The Greater Bel Air Community Area forms the heart of Harford County. It has a mix of land uses and is generally higher in intensity, except for the northern portion near Deer Creek,
which is primarily agricultural. The area has developed outward from the Town of Bel Air
into a number of suburban developments and includes the distinct communities of Forest
Hill, Emmorton, and Abingdon. Some of the County’s well known historic landmarks are
found in Bel Air, such as the County Courthouse and the Liriodendron, which is part of the Heavenly Waters Park system. Future growth in this community area will be primarily limited to
redevelopment.
Over 60% of the community area is located within the County’s Development Envelope.
Forest Hill began as rural crossroad community that grew with the construction of the Ma
and Pa railroad. The railroad station, which is still visible today, is a historic landmark that accentuates the character of the rural village of Forest Hill. During the latter half of the 20th
Century, Forest Hill experienced significant residential and commercial growth, especially
along the MD 24 corridor and Jarrettsville Road with the development of the Forest Hill
Industrial Airpark.
Emmorton started as a rural village in the 1800’s, but given its location within the core of the Development Envelope, now includes a mix of housing types and retail centers. The
Emmorton Recreation Center includes the main tennis facility for the County and offers a
diversity of programs for neighborhood residents to participate in. The recent development
of the Boulevard at Box Hill provides a regional retail center that attracts shoppers from all
corners of the County and beyond.
Development and Infill Potential
There are a number of opportunities for infill development throughout the Community Area,
and these will help to further define the sense of the Greater Bel Air community. The County
can prioritize infrastructure upgrades that support infill and mixed-use development.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis of
opportunities and challenges was performed for the Greater Bel Air Community Area, in order
to provide a baseline for prioritizing goals and objectives. Ultimately, the community will play a
critical role in determining the most effective strategies for implementation. Some opportunities
for the Greater Bel Air Community Area include its centralized location, attractive gateways into the Town of Bel Air, and the popular Ma and Pa Trail. These factors can be viewed as
strengths that can be built upon to enhance citizen’s quality of life. Some of the challenges for
the Greater Bel Air Community Area include retrofitting outdated storm water management
facilities, providing adequate drinking water supply, and softening the footprint of existing
development. These tasks can be viewed as priorities for restoration activities and focusing volunteer efforts. Each of the themes developed in HarfordNEXT provide implementation
strategies that can be addressed with greater detail when looking at the community level.
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
149HarfordNEXT
GROW WITH PURPOSE
Grow With Purpose aims to address how
the Greater Bel Air Community Area can redevelop and evolve sustainably over
time. Decisions will need to be made about how the community functions and where
it focuses infill development efforts, with
the ultimate goal of locating or enhancing infrastructure improvements in well-designed
neighborhood centers and commercial corridors. In the community, no development
shall be constructed until the Adequate
Public Facility report has been consulted.
CPA 4.1: Livable Communities
(a) Create a mixed use center along I-95 near MD 24, and include form-based codes
to enhance the design of the development.
CPA 4.2: Maintain and Enhance Public Facilities and Infrastructure
(a) Expand programming at different
community facilities, like the McFaul Activity Center. Offer programs related to business
development, continuing education,
and fitness classes, and make the spaces available for community events.
(b) Work with key property owners to develop redevelopment strategies on gateway
properties into this community area.
ECONOMIC VITALITY
Economic Vitality recognizes that a diverse and vibrant economy is an integral
component of making the Greater Bel Air
Community Area a successful community. Being the central location for Harford County,
this community has the potential to become the region’s “food hub”. Infrastructure
improvements, design guidelines, and mixed
use developments, can help to stimulate economic activity in strategic areas of the
community.
CPA 4.3: Grow Economic Opportunities and Competitiveness
(a) Provide infrastructure improvements,
such as streetscape beautification projects, in order to help stimulate economic
development in select job centers and
corridors, and support the needs of existing
and potential businesses.
CPA 4.4: Revitalize Existing Communities
(a) Work with MTA to create public-private
partnerships at the four Park and Ride facilities that allow a business to operate a
retail establishment, in return for maintaining
the facility.
(b) Perform a study of the commercial centers
and corridors throughout the community area, to assess their specific conditions and
needs.
(c) Provide incentives for good design
by creating a grant program where
citizen groups can apply for building and infrastructure improvements to enhance their
respective neighborhoods.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes developing management strategies within
the Winters Run watershed to help protect
and improve the quality of the drinking
water for the Town of Bel Air and other
neighborhoods within the community area. It also includes softening the footprint of existing
development by considering conservation
landscaping techniques and rain gardens to
help treat storm water runoff at the source,
particularly the commercial centers that contain large areas of impervious surface.
CPA 4.5: Protect and Restore Environmentally Sensitive Areas
(a) Implement projects identified in the 2008
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
150 HarfordNEXT
Wheel Creek and 2011 Plumtree Run Small
Watershed Action Plans, and consider new
studies.
(b) Identify and preserve ecologically rich land, and focus appropriate restoration
management strategies where necessary.
CPA 4.6: Preserve Water Resources
(a) Implement the pertinent
recommendations of the Source Water Protection Plan for the Bel Air, Maryland
Public Water System.
CPA 4.7: Adequate Stormwater Management
(a) Evaluate parking requirements and
provide incentives for reducing parking, particularly large retail along MD 24, MD 924,
US 1, and MD 22. Require more landscaping
with native plants to soften the development footprint in the landscape.
(b) Partner with various public and private
agencies to increase the tree canopy
throughout the community area, with a
particular emphasis on open spaces.
(c) Inspire and empower citizen groups to
acquire grants for installing demonstration
projects related to stormwater best
management practices, such as rain barrels,
rain gardens, and conservation landscaping. Partner with Parks and Rec, DPW, and HCPS
to create demonstration projects as well.
Establish a rain barrel incentive program.
CPA 4.8: Outreach and Education
(a) Engage citizens about sustainability efforts, including outreach to Bel Air middle
and high schools, and home and business owners.
CPA 4.9: Natural Resource Management
(a) Partner with the Town of Bel Air to foster the
innovative use of alternative energy sources
at community facilities, while ensuring the applications are sensitive to the environment.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
promotion of the agricultural industry within the Greater Bel Air Community Area. Efforts
should be made to continue the marketing
campaigns of County grown agricultural and natural resource products. Likewise, historic
Stormwater projects at Hickory Elementary School are vital to improving water quality.Arbor Day tree planting events engage and educate citizens on the benefits of trees.
CHAPTER 8 | COMMUNITY PLANNING AREA: GREATER BEL AIR/EMMORTON/FOREST HILL
151HarfordNEXT
preservation is geared towards deciding
what’s important, figuring out how to protect
it, and preserving an appreciation of what is
saved for the future generations.
CPA 4.10: Protect Historic and Cultural Resources
(a) Identify and address where possible,
threatened or endangered historical and/or cultural resources, deemed to be of
exceptional value and significance to the
community.
(b) Develop educational programs to help
increase awareness and appreciation of the community’s significant historic and/or
cultural resources.
CPA 4.11: Educate and Connect With Broader Audiences
(a) Support heritage tourism initiatives
associated with the Ma and Pa Trail. Promote heritage areas, parks, greenways, and rural
view sheds in the northern portion of the
community area.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to establish
ways in which to create a strong sense
of community by focusing on integrating transportation planning with housing,
land use, economic development, and
environmental goals. It includes recognizing
all the users of streets, such as bicyclists,
pedestrians, and transit riders, in addition to cars, and creating streetscape beautification
projects where appropriate. These sorts of
enhancements, coupled with traffic calming
techniques and innovative development
practices, can help lead to a decrease in traffic congestion.
CPA 4.12: Adopt A Holistic Approach To Transportation Planning
(a) Identify road corridors for right-of-way
preservation and develop a corridor capacity management program for widening or
construction of parallel shared use paths
throughout the community area.
(b) Implement the pertinent
recommendations of the MD 924 and the
Business US 1 & MD 22 Corridor Studies.
CPA 4.13: Integrate Transportation With
Land Use Planning
(a) Prioritize streetscape beautification
projects in the commercial centers and
corridors throughout the community area.
Partner with the Town to establish standards for streetscape amenities, which include
crosswalks, pedestrian scaled lighting, benches, planter boxes, street trees, kiosks,
trash receptacles, bicycle parking, public
art, uniform building facades, wayfinding signage, and awnings where appropriate.
(b) Require walkability and bicycling designs
as part of the development review process,
to ensure walking/biking is a safe and
convenient option, and provide connections to transit wherever possible.
(c) Acquire easements for greenways to
connect neighborhoods to nearby parks
and schools, and partner with other public
agencies and utility companies to use their easements.
Roads designed to accommodate all users,
including bicyclists and pedestrians are an asset
to the community.
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152 HarfordNEXT
CPA 4.14: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Prioritize the creation of pedestrian links
for new or reconstructed sidewalks.
(b) Require developers to establish bicycle
and pedestrian facilities, including bicycle
parking within nonresidential developments.
(c) Explore new crossing opportunities across
I-95 for bicyclists and pedestrians.
CPA 4.15: Safe, Efficient, and Convenient Transit Services
(a) Provide amenities at bus stops to make
them inviting as a mode choice. Bus stops should be accessible and include signage,
lighting, landscaping, and benches.
(b) Provide bus service to and from key
commercial centers.
(c) Improve intermodal connectivity by providing bus service to the four Park and
Ride lots found in the community area.
(d) Partner with MDOT to identify a location
for a new Park and Ride facility within the
MD 924 corridor. Consider a location within an existing shopping center with a surplus of
parking spaces.
(e) Partner with Harford Transit to perform
a ridership improvement study to prioritize
future outreach efforts and bus stop locations within the community area.
CPA 4.16: Expand Transportation Demand Management (TDM)
(a) Continue to pursue funding for the Safe Routes to School Program and work to
implement a program for each elementary
and middle school in the community
area. Encourage these schools to provide
educational programs that support walking and its health benefits.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments found throughout the community area. It
includes working with institutions such as the Community Advisory Boards, schools, and
churches to help address particular health
issues of concern. The goal is to maintain the health, safety, and welfare of the citizens in
the Greater Bel Air Community Area.
CPA 4.17: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Encourage the schools to make their campuses more walkable as to appeal to
the community to use them.
(b) Perform walkability audits to identify
inconvenient or dangerous routes to schools
and recreational facilities, and prioritize the necessary infrastructure improvements.
(c) Use traffic calming techniques such as medians, refuges, street trees, and on-
street parking to improve street safety and
access, and these facilities as part of new development or redevelopment.
(d) Reduce parking requirements for development near major transit hubs.
CPA 4.18: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify potential community garden sites on existing parks. Establish a community
garden program with the Town of Bel Air.
CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
153HarfordNEXT
ABERDEEN/BUSH RIVER/
HAVRE DE GRACE
LAND USE CHARACTERISTICS
This area contains 32,225 acres, or 13.9 percent of Harford‘s
total land area.
Agricultural land uses comprise the majority of this area with
35.9 percent or 11,557 acres.
Residential land uses make up 18.8 percent (6,736 acres)
Other major land uses are parks/open space (15.6
percent, 5,018 acres); industrial (6.5 percent, 2,099 acres); transportation/utilities (5.6 percent, 1,812 acres); commercial
(2.7 percent, 883 acres), and institutional (2.4 percent, 767
acres).
DEMOGRAPHIC PROFILE
Population
Population: 54,552
Median Age: 38.5
Age Composition: 34 percent of residents are between the
ages of 20 and 44.
Housing
Total Households: 21,422
Median Home Value: $239,867
Monthly Median Rent: $835
Tenancy: Owner occupied 72 percent. Renter occupied 28
percent.
Income
Median Household Income: $66,494
Employment
Total Jobs: 24,680 and an additional 24,403 jobs located on
Aberdeen Proving Ground (APG).
Total Labor Force: 31,421
TRENDS AND KEY ISSUES
Population
The population of the area is projected to grow by 38
percent between 2013 and
2040.
Employment
Aberdeen Proving Ground is the single largest employer
in Harford County with over
24,000 employees.
The total employment for
the Aberdeen/Bush River/Havre de Grace area and
APG combined contains 44
percent of all Harford County jobs.
CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
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CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
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Location and Context
The Greater Aberdeen/Bush River/Havre de Grace Community Area is primarily located along the waterfront in Harford County. It has a mix of land uses and is generally higher in
intensity. The area has developed outward from the Cities of Havre de Grace and Aberdeen
into a number of suburban developments. Most of the community area is located inside the
Development Envelope. However, agriculture (35.9%) and Parks/Open Space (15.6%) make
up the primary land uses.
Havre de Grace came of age during the nation’s Federalist Era and includes many fine
examples of the early architectural building styles. Virtually the entire downtown area is listed
as a historic district on the National Register of Historic Places. Aberdeen’s origins can be
traced back to the mid-19th century with the advent of the canning industry. Abundant fertile
farmland and access to the railroad allowed the canning industry to flourish into the early 20th century. The era of the canning industry came to an end with the federal government’s
acquisition of thousands of acres in the area for the development of the Aberdeen Proving
Ground military base. In Bush River, the Perryman Peninsula has a rich history dating back to
the 1600s and was noted for its corn and tomato canning. Riverside was built as a planned
mixed use development on The Bata Shoe Company land at Belcamp, and has residential, commercial, and industrial components.
Development and Infill Potential
Opportunities for infill development exist throughout this community area, particularly along
the US 40 corridor, the MD 22 corridor, the MD 7 corridor, and within the Perryman Peninsula.
The Aberdeen Train Station and the neighborhood adjacent to it have been designated by the State of Maryland as a Transit Oriented Development area. In addition, the US 40 corridor
is part of the designated Chesapeake Science and Security Corridor. The Greater Aberdeen/
Havre de Grace Enterprise Zone includes land adjacent to the US 40 corridor, as well as land
in Perryman, within the municipalities, and at the I-95 interchanges with MD 22 and MD 155.
Community Assessment
Department staff solicited public input in order to develop an analysis of opportunities and
challenges for the Greater Aberdeen/Bush River/Havre de Grace Community Area. The
Areas residents and business owners will play a critical role in determining the most effective
implementation strategies to realize the goals for their community. These specific goals can
be determined through a partnership between the Department of Planning and Zoning and the community to develop a Community Area Plan.
There are many opportunities along the US 40 corridor to target redevelopment and revitalization
efforts. The Lower Susquehanna Heritage Greenway also presents numerous opportunities to
expand recreation and tourism in the area. This Community Area also faces challenges such
as potential sea level rise, traffic congestion, disinvestment along the US 40 corridor, and aging infrastructure. The themes within HarfordNEXT provide a variety of implementation strategies
to address these challenges.
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GROW WITH PURPOSE
Grow With Purpose aims to address how
the Greater Aberdeen/Bush River/Havre de Grace Community Area can redevelop
and evolve sustainably over time. Infill development opportunities exist along the
US 40, MD 22, and MD 7 corridors. The County
should ensure that all new development adequately addresses traffic concerns. The
Chesapeake Science and Security Corridor (CSSC) designation brings development
incentives to this community area.
CPA 5.1: Livable Communities
(a) Create mixed-use centers at the I-95/
MD 22 interchange and the I-95/MD 155 interchange, with designs based on formed
based code.
CPA 5.2: Maintain and Enhance Public Facilities and Infrastructure
(a) Expand programming at different
community facilities, like the Havre de Grace Activity Center. Offer programs
related to business development, continuing
education, and fitness classes, and make the spaces available for community events.
(b) Ensure that technological demands are met within this community area including
broadband network expansion, reliable high
speed cellular data, and improved cellular communication.
CPA 5.3: Strengthen Communities
(a) Target US 40 and Perryman for
redevelopment/revitalization with façade improvements, streetscape improvements,
land banking, and mixed-use developments.
(b) Create a neighborhood indicators tracking system for tracking the health and
stability of various neighborhoods in the community area.
(c) Initiate a US 40 Corridor Plan targeting
economic development opportunities which
improve access to employment and housing.
(d) Identify areas with high rates of vacant buildings and create strategies for their reuse.
(e) Reuse accessible vacant lots as
community gardens, pocket parks, plazas,
and farmer’s markets.
CPA 5.4: Ensure A Range Of Housing Opportunities For All Citizens
(a) Adopt policies for this community area
which promote the creation of live-work units
and accessory dwelling units within the US 40 corridor.
(b) Foster inclusive communities free from
barriers that restrict access to opportunities
based on protected characteristics.
ECONOMIC VITALITY
Economic Vitality recognizes that a diverse and
vibrant economy is an integral component
of making the Greater Aberdeen/Bush
River/Havre de Grace Community Area a successful community. This area continues to
grow due its convenient access to jobs and transportation facilities such as the MARC line.
Recognizing the advantageous location and
redevelopment opportunities along the US 40 Corridor, the County’s Office of Economic
Development initiated the Ground Floor, which is a collaborative workspace designed
for community entrepreneurs and start-up
businesses. Growth within this area has been focused around the municipalities and within
the Development Envelope. Infrastructure improvements, design guidelines, and
mixed-use developments, should continue
to be focused on the redevelopment of the US 40 corridor, whose long-term health and
viability are critical to the economic success of the County.
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CPA 5.5: Grow Economic Opportunities and Competitiveness
(a) Provide infrastructure improvements,
such as streetscape beautification projects, in order to help stimulate economic
development in select job centers and
corridors, and support the needs of existing
and potential businesses.
(b) Land bank available land within this community area for future commercial
development.
(c) Create a tiered incentive program that
provides incentives for developers who
choose to utilize innovative development practices.
CPA 5.6: Revitalize Existing Communities
(a) Create public-private partnerships at
the five Park and Ride facilities that allow a
business to operate a retail establishment, in
return for maintaining the facility.
(b) Perform a study of the commercial centers and corridors throughout the community
area, such as US 40, MD 22, and MD 7, to
assess their specific conditions and needs.
(c) Establish and implement PUD (planned
unit development) zoning within targeted redevelopment areas within the community
area.
(d) Support small business development
within this community area that fills retail gaps
and revitalizes neighborhoods.
(e) Inventory vacant and underutilized land
to find opportunities for property assembly
along the US 40 corridor.
(f) Explore commercial revitalization programs
that provide grants or low interest rate loans for façade improvements and renovation.
CPA 5.7: Ensure and Promote a Skilled Workforce That Will Attract Businesses
(a) Partner local businesses with Aberdeen
and Havre de Grace middle and high schools and the University Center of Northeastern
Maryland, to develop comprehensive job
readiness programs that aim to prepare
students to enter the workforce.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes planning
for potential sea level and managing
shoreline erosion related to storm surges.
The Perryman Wellfield supplies about one-quarter of the County’s public drinking
water supply. This resource should continue
to be protected from potential sources of
groundwater contamination.
CPA 5.8: Protect and Restore Environmentally Sensitive Areas
(a) Prepare a Green Infrastructure Plan and
identify the main components of the system,
such as the Oakington Peninsula, Grays Run, and Swan Creek watersheds. The plan will
help provide policy direction to minimize the
impacts of new development, as well as,
focus restoration efforts.
The Harford Community College and Towson 2+2 program and University Center of Northeastern Maryland will train the next generations workforce.
CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
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(b) Investigate grants to help protect public
infrastructure from flood damage, which
includes 16 sewage pumping stations and
the Sod Run Waste Water Treatment Plant in the community area.
(c) Implement projects identified in the 2014
Declaration Run and 2014 Riverside Area
Small Watershed Action Plans, and consider
new studies.
(d) Identify and preserve ecologically rich
land, and focus appropriate restoration
management strategies where necessary.
CPA 5.9: Preserve Water Resources
(a) Connect septic system areas, where they
would be better served by public sewer, and
prioritize Bay Restoration Funds for new and replacement BAT septic systems that are
located within either 1,000 feet of perennial
streams or the Green Infrastructure Network.
CPA 5.10: Adequate Stormwater
Management
(a) Evaluate parking requirements and
provide incentives for reducing parking,
particularly large retail along US 40, MD 22,
MD 7, and MD 155. Require more landscaping with native plants to soften the development
footprint in the landscape.
(b) Partner with various public and private
agencies to increase the tree canopy
throughout the community area, with a particular emphasis on open spaces.
CPA 5.11: Outreach and Education
(a) Engage citizens about sustainability
efforts.
(b) Engage school aged children through
outreach at Havre de Grace and Aberdeen
middle and high schools.
CPA 5.12: Natural Resource Management
(a) Partner with the Cities of Havre de Grace and Aberdeen to foster the innovative use
of alternative energy sources at community
facilities, while ensuring the applications are
sensitive to the environment.
(b) Explore coastal resiliency strategies and hazard mitigation opportunities. Identify
forests, wetlands, and aquatic resources for
future wetland migration, to help mitigate
the potential impacts of sea level rise.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
agricultural industry within the Greater
Aberdeen/Bush River/Havre de Grace Community Area. Even with two municipalities
and the location of this community area being
mostly inside the County’s Development
Envelope, the land use remains mostly
agricultural. Efforts should be made to connect food producers with the local food
markets within the more urbanized areas of
the region, as well as, create additional farm
stands throughout the more rural portions
of the community area. Likewise, historic
Concord Point Lighthouse is a landmark that
continues to stimulate tourism in Havre de Grace.
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preservation is geared towards deciding
what’s important, figuring out how to protect
it, and preserving an appreciation of what is
saved for future generations.
CPA 5.13: Protect Historic and Cultural Resources
(a) Identify and address where possible,
threatened or endangered historical and/or cultural resources, deemed to be of
exceptional value and significance to the
community.
(b) Develop educational programs to help
increase awareness and appreciation of the community’s significant historic and/or
cultural resources.
CPA 5.14: Educate and Connect With
Broader Audiences
(a) Support heritage tourism initiatives
associated with the Lower Susquehanna
Heritage Greenway. Promote heritage areas,
parks, greenways, and rural view sheds in the northern and waterfront portions of the
community area.
PRESERVING OUR HERITAGE: LAND PRESERVATION
CPA 5.15: Protect Agricultural and Natural Resources
(a) Work with the US Army’s easement
program to preserve land close to APG.
(b) Acquire more agricultural easements in
the northern portion of the community area.
(c) Preserve the historic canning factory
buildings in Perryman and Aberdeen. Prioritize
these structures for adaptive reuse and help to secure grant funding.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to create
a strong sense of community by focusing on integrating transportation planning with
housing, land use, economic development, and environmental goals. The community
area is a transportation hub for Harford County
and is served by the MARC train, Amtrak, an MTA commuter bus, Harford Transit LINK, five
park and ride lots, a state designated bicycle route, and the Lower Susquehanna Heritage
Greenway. Continuing to recognize all the
users of streets, such as bicyclists, pedestrians, and transit riders, in addition to cars, and
creating streetscape beautification projects where appropriate, will help to improve
citizen’s quality of life.
CPA 5.16: Adopt A Holistic Approach To Transportation Planning
(a) Preserve existing Right-of-Way along major
roadways such as US 40, MD 22, MD 7 and
MD 155, for future expansion or separated shared use facilities.
(b) Continue to implement the pertinent recommendations from the MD 22 Corridor
Study, such as the HOV lane from MD 132 to
APG.
The preservation of historic resources such as the Rock Run Grist Mill provide a direct link to the County’s past.
CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
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(c) The Community Area contains the most
industrial land in Harford County. Therefore,
it is important that the safe and efficient
movement of freight is prioritized. Construct the freight traffic road in Perryman with a
connection to MD 715, as a safer and more efficient movement of truck traffic, taking
into account the sensitive environmental
resources in the area.
(d) Work with MDOT to locate overnight truck
parking at the existing Riverside Park and
Ride Lot on MD 7 at MD 543, near the I-95
interchange.
CPA 5.17: Integrate Transportation With Land Use Planning
(a) Prioritize streetscape beautification
projects and implement the pertinent
recommendations of the MD 22 Corridor Study and the US 40 Green Boulevard
adjacent to the Aberdeen Train Station.
(b) Acquire easements for greenways to
connect neighborhoods to nearby parks
and schools, and partner with other public agencies and utility companies to use their
easements. Construct sidewalks and bike
lanes to improve access to transit.
(c) Improve access to the waterfront
throughout this community area and continue making the regional connections for the
Lower Susquehanna Heritage Greenway.
(d) Promote green building standards and
infill development along the US 40 corridor
and install EV charging stations at the five Park and Ride facilities within this community
area.
CPA 5.18: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Require developers to establish bicycle
and pedestrian facilities, including bicycle
parking within nonresidential developments,
and implement the street connectivity policy
in the subdivision code.
(b) Work with the Cities of Havre de Grace and Aberdeen to identify locations to create
seasonal car-free zones as pedestrian malls,
bicycle boulevards, and cyclovia events.
Cyclovia events are also referred to as “Open
Streets”, where major streets are temporarily closed to car traffic and are converted into
safe, open, car-free environments for families
to run, bike, play, and be well together.
CPA 5.19: Safe, Efficient, and Convenient
Transit Services(a) Partner with Harford
Transit to perform a ridership improvement study to prioritize future outreach efforts and
bus stop locations within the community
area.
(b) Implement the pertinent
recommendations of the Aberdeen TOD
Master Plan.
(c) Operate express bus service between the
municipalities and install queue jump lanes on US 40 and MD 22.
(d) Improve the Aberdeen bus circulator
and provide a fixed route circulator in Havre
de Grace. Provide amenities at bus stops to
include signage, lighting, landscaping, and benches.
(e) Provide additional MARC and MTA
Commuter Bus Service to Aberdeen, a
reverse commute service from Baltimore with
a direct connection to APG, and work with MTA to establish an I-95 Commuter Bus Route
originating at the MD 155 Park and Ride Lot
with stops at the I-95/MD 22 Park and Ride
and the Riverside Park and Ride lot.
CPA 5.20: Expand Transportation Demand Management (TDM)
CHAPTER 8 | COMMUNITY PLANNING AREA: ABERDEEN/BUSH RIVER/HAVRE DE GRACE
161HarfordNEXT
(a) Continue to pursue funding for the Safe
Routes to School Program and work to
implement a program for each elementary
and middle school in the community area. Encourage these schools to provide
educational programs that support walking and its health benefits.
(b) Implement car-sharing and bike-sharing
programs within the cities of Havre de Grace and Aberdeen, as well as, at APG.
(c) Attract APG shuttle service to connect
commuters from the Aberdeen Train Station
to APG.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments
found throughout the community area. It
includes working with institutions such as the Community Advisory Boards, schools,
churches, and the cities of Havre de Grace and Aberdeen, to help address particular
health issues of concern. The goal is to
maintain the health, safety, and welfare of the citizens and enhance their quality of life.
CPA 5.21: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Encourage the schools to make their
campuses more walkable.
(b) Perform walkability audits to identify
inconvenient or dangerous routes to schools
and recreational facilities, and prioritize the
necessary infrastructure improvements to
ensure connectivity.
(c) Use traffic calming techniques such
as medians, refuges, street trees, and on-
street parking to improve street safety and
access, and require developers to build
these facilities as part of new development
or redevelopment.
CPA 5.22: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify potential community garden sites on existing parks, public easements, schools,
and churches. Establish a community garden
program with the cities of Havre de Grace and Aberdeen. Work with the Department of
Parks and Recreation and other community groups to provide classes on gardening and
composting.
(b) Encourage creation of farmers markets and community-supported agriculture (CSA)
and offer gardening and composting classes for residents.
(c) Promote grocery store access in the
appropriate places and coordinate with local transit agencies to develop routes that
connect residents to health service facilities.
CPA 5.23: Support Efficient and Effective Delivery of Health and Social Services Throughout Harford County
(a) Target new affordable housing for existing residents to maintain neighborhood
continuity.
(b) Support community policing,
neighborhood watch, and walking/biking
police patrols that engage residents of this community.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
162 HarfordNEXT
JOPPA/JOPPATOWNE
LAND USE CHARACTERISTICS
This area contains 10,005 acres, or 4.3 percent of Harford‘s
total land area.
Residential land uses make up 34.9 percent (3,495 acres)
with rural density residential uses comprising 60 percent
(2,110 acres) of the total residential uses.
Agricultural land uses comprise 29.2 percent of the area
with 2,925 acres.
Other major land uses are parks/open space (16.6 percent,
1,665 acres); institutional (4.0 percent, 404); commercial
(3.3 percent, 327 acres) industrial (1.6 percent, 160);
transportation/utilities (2.6 percent, 260 acres).
DEMOGRAPHIC PROFILE
Population
Population: 15,559
Median Age: 40.7
Age Composition: 33 percent of residents are between
the ages of 20 and 44.
Housing
Total Households: 6,074
Median Home Value: $260,649
Monthly Median Rent: $1,053
Tenancy: Owner occupied 85 percent. Renter occupied 15 percent.
Income
Median Household Income: $73,958
Employment
Total Jobs: 2,517
Total Labor Force: 8,995
TRENDS AND KEY ISSUES
Growth Trends
The population of the area is projected to grow by 23
percent between 2013 and 2040.
Housing
26.6 percent of area renters’ spend 50 percent or more
of their household income on housing costs in 2013
compared to 22.2 percent
for the County as a whole.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
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CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
164 HarfordNEXT
Location and Context
The Joppa Joppatowne Community Area is located in southwestern Harford County. It has a mix of land uses and is generally higher in intensity. The area originally developed around the
Colonial port of Joppa, as well as, the villages associated with the many mills located along
the banks of the Little Gunpowder Falls. In 1962, Joppatowne, one of the first planned unit
developments in the nation, was established.
The Joppa Joppatowne Community Area is divided by I-95, with areas south of the highway located within the Development Envelope, and areas north of the highway, outside of the
Development Envelope. Within the Development Envelope, there is a mix of single family,
duplex, townhouse and multi-family housing communities, with the highest densities located in
the Joppatowne area along the Little Gunpowder Falls. Along US 40 are various commercial
retail and service businesses serving local and regional citizens. A small cluster of commercial activities can be found at the intersection of MD 7 and MD 152. Future growth in this portion of
the community area will be primarily limited to infill development.
In the more rural area of Joppa, which is located outside of the Development Envelope
and to the north, the primary land use designation is agricultural, with larger lot single-family
housing, small farmsteads, and minimal commercial activity. Agricultural preservation efforts in this area have helped to maintain some of the area’s rural character. All of the shoreline
within this community area is located within the Chesapeake Bay Critical Area (CBCA). Goals
of the CBCA program are to minimize adverse impacts on water quality, enhance wildlife
protection, and establish land use policies for development.
Development and Infill Potential
There are a number of opportunities for infill development throughout the southern portion of
the community area, particularly targeted redevelopment areas along the US 40 and MD 7
corridors.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis of opportunities and challenges was performed for the Joppa Joppatowne Community Area,
in order to provide a baseline for prioritizing goals and objectives. Ultimately, the community
will play a critical role in determining the most effective strategies for implementation. Some
opportunities for the Joppa Joppatowne Community Area include its waterfront along the
Gunpowder River, redevelopment funding availability along the US 40 corridor, and proximity to APG. These situations can be viewed as strengths that can be built upon to enhance citizen’s
quality of life. Some of the challenges for the Joppa Joppatowne Community Area include
potential sea level rise, retrofitting outdated storm water management facilities, and softening
the footprint of existing development. These tasks can be viewed as priorities for restoration
activities and focusing volunteer efforts. Each of the themes developed in HarfordNEXT provide implementation strategies that can be addressed with greater detail when looking at the
community level.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
165HarfordNEXT
GROW WITH PURPOSE
Grow With Purpose aims to address how the Joppa Joppatowne Community Area
can redevelop and evolve sustainably over
time. Infill development opportunities exist along the US 40 and MD 7 corridors. The
Chesapeake Science and Security Corridor (CSSC) designation brings development
incentives to this community area.
CPA 6.1: Livable Communities
(a) Create a mixed use center along I-95
near MD 152, and include form-based codes to enhance the design of the development.
(b) Partner with the Community Advisory Board, and other interested community
groups, to update the Joppa Joppatowne
Community Plan, if the community so desires.
(c) Seek property for and establish a Youth
and Senior Activity Center in Joppatowne.
CPA 6.2: Strengthen Communities
(a) Seek grant funding to foster redevelopment in target areas, such as US 40
and MD 7. Incentivize mixed use projects and
assist property owners with land assemblage.
CPA 6.3: Maintain and Enhance Public Facilities and Infrastructure
(a) Expand programming at different
community facilities, like Joppatowne Library. Offer programs related to business
development, continuing education, and fitness classes, and make the space available
for community events.
CPA 6.4: Ensure A Range Of Housing Opportunities For All Citizens
(a) Expand homeownership programs that
support a variety of owner occupied housing
and develop programs to assist property
owners with external property renovations.
(b) Adopt policies to promote the creation of
live-work units and accessory dwelling units
within the US 40 corridor.
(c) Foster inclusive communities free from
barriers that restrict access to opportunities based on protected characteristics.
ECONOMIC VITALITY
Economic Vitality recognizes that a
diverse and vibrant economy is an integral component of making the Joppa
Joppatowne Community Area a successful
community. Infrastructure improvements,
design guidelines, mixed use developments,
and institutional development, can help to stimulate economic activity in targeted
redevelopment areas, such as the US 40 and
MD 7 corridors.
CPA 6.5: Grow Economic Opportunities and Competitiveness
(a) Provide infrastructure improvements, such as streetscape beautification projects,
in order to help stimulate economic
development along US 40, and support the needs of existing and potential businesses.
CPA 6.6: Revitalize Existing Communities
(a) Perform a study of the commercial centers
and corridors throughout the community area, to assess their specific conditions and
needs.
(b) Partner with the Route 40 Business Association to create a Business Improvement
District from the Baltimore County line to MD
152.
(c) Explore commercial revitalization
programs that provide grants or low interest rate loans for façade improvements and
interior renovation.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
166 HarfordNEXT
(d) Inventory vacant and underutilized land to find opportunities for property assembly
along the US 40 corridor.
CPA 6.7: Ensure and Promote a Skilled Workforce That Will Attract Businesses
(a) Partner local businesses with Magnolia
middle and Joppatowne high schools,
to develop comprehensive job readiness
programs that aim to prepare students to
enter the workforce.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes
developing management strategies within
the Winters Run watershed to help protect and improve the quality of the drinking water
for some of the neighborhoods within the community area. It also includes softening
the footprint of existing development by
considering conservation landscaping techniques and rain gardens to help treat
storm water runoff at the source, in places such as Rumsey Island or along US 40.
CPA 6.8: Protect and Restore Environmentally Sensitive Areas
(a) Prepare a Green Infrastructure Plan and
identify the main components of the system
within the community area, such as Winters
Run and Little Gunpowder Falls. The plan will
help provide policy direction to minimize the impacts of new development, as well as,
focus restoration efforts.
(a) Investigate grants to help protect public
infrastructure from flood damage, which
includes twenty different sewage pumping stations and the Joppatowne Waste Water
Treatment Plant in the community area.
(b) Implement projects identified in the 2012
Foster Branch Small Watershed Action Plan,
and consider new studies.
(c) Identify and preserve ecologically rich
land, and focus appropriate restoration
management strategies where necessary.
CPA 6.9: Preserve Water Resources
(a) Connect septic system areas, where they
would be better served by public sewer, and
prioritize Bay Restoration Funds for new and replacement BAT septic systems that are
located within either 1,000 feet of perennial
streams or the Green Infrastructure Network.
CPA 6.10: Adequate Stormwater
Management
(a) Evaluate parking requirements and
provide incentives for reducing parking,
particularly large retail along US 40 and MD
152. Require more landscaping with native plants to soften the development footprint in
the landscape.
(b) Partner with various public and private
agencies to increase the tree canopy
throughout the community area, with a particular emphasis on open spaces.
CPA 6.11: Outreach and Education
(a) Engage citizens about sustainability
Harford County’s shorelines are protected
through the Chesapeake Bay Critical Area
program.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
167HarfordNEXT
efforts, including outreach to Magnolia middle and Joppatowne high schools, and
home and business owners.
CPA 6.12: Natural Resource Management
(a) Foster the innovative use of alternative
energy sources (i.e. wind, solar, and
geothermal) at community facilities, while
ensuring the applications are sensitive to the environment.
(b) Incorporate coastal resiliency strategies
and hazard mitigation opportunities, such
as along Rumsey Island and Foster Branch.
Identify forests, wetlands, and aquatic resources for future wetland migration, to
help mitigate the potential impacts of sea
level rise.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
promotion of the agricultural industry within the
Joppa Joppatowne Community Area. Efforts should be made to continue the marketing
campaigns of County grown agricultural
and natural resource products and to
create additional farm stands throughout
the northern portion of the community area. Likewise, historic preservation is geared
towards deciding what’s important, figuring
out how to protect it, and preserving an
appreciation of what is saved for the future
generations.
CPA 6.13: Protect Historic and Cultural Resources
(a) Identify and address where possible,
threatened or endangered historical and/or cultural resources, deemed to be of
exceptional value and significance to the
community.
(b) Develop educational programs to help
increase awareness and appreciation of the community’s significant historic and/or
cultural resources.
CPA 6.14: Educate and Connect With Broader Audiences
(a) Support heritage tourism initiatives at
Jerusalem Mill, promoting heritage areas,
parks, and greenways throughout the
community area.
PRESERVING OUR HERITAGE: LAND PRESERVATION
CPA 6.15: Protect Agricultural and Natural Resources
(a) Acquire more agricultural easements in the northern portion of the community area.
(b) Conduct workshops on the adaptive
reuse and educational values of barns, gristmills, and other significant structures.
CPA 6.16: Educate and Connect With Broader Audiences
(a) Enhance the Grow Local Program by expanding both the products being sold and
the markets processing and buying them.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to establish ways in which to create a strong sense
of community by focusing on integrating transportation planning with housing, land use,
economic development, and environmental
goals. It includes recognizing all the users of streets, such as bicyclists, pedestrians, and
transit riders, in addition to cars, and creating streetscape beautification projects where
appropriate. These sorts of enhancements,
coupled with traffic calming techniques and more mixed use developments, can help
lead to a decrease in traffic congestion.
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
168 HarfordNEXT
CPA 6.17: Adopt A Holistic Approach To Transportation Planning
(a) Identify road corridors for right-of-way
preservation and develop a corridor capacity
management program for widening or
construction of parallel shared use paths throughout the community area.
CPA 6.18: Integrate Transportation With Land Use Planning
(a) Prioritize streetscape beautification projects in the commercial corridors along
US 40 and MD 152. Establish standards
for streetscape amenities, which include
crosswalks, medians, pedestrian scaled
lighting, benches, planter boxes, street trees, kiosks, trash receptacles, bicycle
parking, public art, uniform building facades,
wayfinding signage, and awnings where
appropriate.
(b) Acquire easements for greenways to connect neighborhoods to nearby parks
and schools, and partner with other public
agencies and utility companies to use their
easements.
CPA 6.19: Expanded Network of Safe Bicycle And Pedestrian Facilities
(a) Prioritize the creation of pedestrian links
for new or reconstructed sidewalks.
(b) Require developers to establish bicycle and pedestrian facilities, including bicycle
parking within nonresidential developments.
(c) Work with Baltimore County and SHA to
identify safe crossing opportunities across the
Little Gunpowder Falls in the vicinity of Route 40 for bicyclists and pedestrians.
CPA 6.20: Safe, Efficient, and Convenient Transit Services
(a) Provide amenities at bus stops to make them inviting as a mode choice. Bus stops
should be accessible and include signage, lighting, landscaping, and benches.
(b) Improve intermodal connectivity by
providing bus service to the Park and Ride lot along MD 152 at I-95.
(c) Partner with Harford Transit to perform
a ridership improvement study to prioritize
future outreach efforts and bus stop locations
within the community area.
CPA 6.21: Expand Transportation Demand Management (TDM)
(a) Encourage mixed use development
in designated locations and prioritize infrastructure upgrades that support infill
development.
(b) Continue to pursue funding for the Safe
Routes to School Program and work to
implement a program for each elementary and middle school in the community
area. Encourage these schools to provide
educational programs that support walking
and its health benefits.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to improve the physical and social environments
found throughout the community area. It
includes working with institutions such as the Community Advisory Board, schools, and
churches, to help address particular health issues of concern. The goal is to maintain the
health, safety, and welfare of the citizens
and enhance their quality of life.
CPA 6.22: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Encourage the schools to make their
CHAPTER 8 | COMMUNITY PLANNING AREA: JOPPA/JOPPATOWNE
169HarfordNEXT
(b) Support community policing,
neighborhood watch, and walking/biking
police patrols that engage residents of this
community.
campuses more walkable.
(b) Perform walkability audits to identify
inconvenient or dangerous routes to schools
and recreational facilities, and prioritize the necessary infrastructure improvements.
(c) Use traffic calming techniques such
as medians, refuges, street trees, and on-
street parking to improve street safety and
access, and require developers to build these facilities as part of new development
or redevelopment.
(d) Reduce parking requirements for
developments that locate near transit and
establish bicycle and pedestrian facilities.
CPA 6.23: Provide Access To Healthy Food Choices For All Harford County Residents
(a) Identify potential community garden sites
on existing parks, such as Mariner Point, public easements, schools, and churches. Work with
Parks and Recreation and other community
groups to provide classes on gardening and
composting.
(b) Work with Economic Development
to promote grocery store access in the
appropriate places and coordinate with local transit agencies to develop routes that
connect residents to health service facilities.
CPA 6.24: Support Efficient and Effective Delivery of Health and Social Services Throughout Harford County
(a) Target new affordable housing developments for existing residents to
maintain neighborhood continuity.
Mariner Point Park in Joppatowne has
over 6,500 linear feet of paved walkways,
much of which is located along either the Gunpowder River or Foster Branch
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
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NORTHERN TIER
LAND USE CHARACTERISTICS
This area contains 107,540 acres, or 46.3 percent of Harford‘s
total land area.
Agricultural land uses comprise the majority of this area with
70.9 percent or 76,273 acres.
Residential land uses make up 18.6 percent (20,090 acres)
with rural density residential uses comprising 92 percent
(18,457 acres) of the total residential uses.
Other major land uses are parks/open space (5.7 percent,
6,187 acres); transportation/utilities (1.2 percent, 1,275 acres)
(1,275 acres); institutional (439 acres)
DEMOGRAPHIC PROFILE
Population
Population: 26,499
Median Age: 45.4
Age Composition: 35 percent of residents are between the
ages of 45 and 64.
Housing
Total Households: 9,492
Median Home Value: $347,439
Monthly Median Rent: $817
Tenancy: Owner occupied 88 percent. Renter occupied 12
percent.
Income
Median Household Income: $85,019
Employment
Total Jobs: 5,017
Total Labor Force: 15,597
TRENDS AND KEY ISSUES
Growth Trends
The population of the area
is projected to grow by 19.8 percent between 2013 and
2040.
Population
The Northern Tier community
area’s median age (45.4) has the highest median age
of any community area
Land Preservation
There are 33,350 acres of
land preserved through the local and state preservation
programs.
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
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CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
172 HarfordNEXT
Location and Context
The Northern Tier Community Area can generally be described as all those areas and communities north of Forest Hill; including the rural villages of Coopstown, Jarrettsville, Norrisville, Whiteford,
Dublin, and Darlington. The Northern Tier Community Area is predominantly agricultural
with fragmented areas of rural residential development. The Rural Villages have generally
maintained their character as small crossroads communities with minimal new development.
The majority of the Priority Preservation Area (PPA) is located within this Community Area. The County’s goal is to preserve a total of 75,000 acres within the PPA. There are currently over
33,000 acres permanently preserved within easement programs in the Northern Tier.
Efforts to concentrate the amount of preserved land in this area are also consistent with
the recommendations of the Deer Creek Watershed Restoration Action Strategy (WRAS).
Completed in 2007, this plan prioritizes subwatersheds and stream systems that are in need of restoration, and those resources that are of high quality and worthy of additional protection
measures. Based on Deer Creek’s conditions, the restoration priorities are focused on agricultural
best management practices, riparian buffer plantings, land preservation, and outreach.
Development and Infill Potential
There are a number of opportunities for infill development, specifically within the six rural villages. These areas can evolve to provide accessible community gathering spaces such as
parks, plazas, and farmers markets, which provide people a place for social interaction.
Community Assessment
Public input was gathered as part of the planning process for HarfordNEXT and an analysis
of opportunities and challenges was performed for the Northern Tier Community Area, in order to provide a baseline for prioritizing goals and objectives. Ultimately, the community
will play a critical role in determining the most effective strategies for implementation. Some
opportunities for the Northern Tier Community Area include its rural heritage, high quality
waters, and establishing an Agricultural Research and Exposition Center. These circumstances
can be viewed as strengths that can be built upon to enhance citizen’s quality of life. Some of the challenges for the Northern Tier Community Area include revitalizing the six rural villages,
limiting sprawl development patterns that threaten agricultural preservation strategies, and
establishing riparian forest buffers along streams and wetlands. These tasks can be viewed as
priorities for new policy initiatives.
Each of the themes developed in HarfordNEXT provide implementation strategies that can be addressed with greater detail when looking at the community level.
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
173HarfordNEXT
CPA 7.3: Grow Economic Opportunities and Competitiveness
(a) Provide infrastructure improvements,
such as streetscape beautification projects, in order to help stimulate economic
development in the six rural villages.
(b) Continue to partner with the Mason Dixon
Business Association to maintain consistent
economic development initiatives.
CPA 7.4: Revitalize Existing Communities
(a) Create a public-private partnership at the Pylesville Park and Ride facility, which allows
a business to operate a retail establishment,
in return for maintaining the facility.
(b) Support small business development that
fills retail gaps and revitalizes the six rural villages.
(c) Update the Rural Village Study, to assess
the community’s six rural villages’ specific
conditions and needs.
ENVIRONMENTAL STEWARDSHIP
Environmental Stewardship includes
developing management strategies within
the Deer Creek watershed to help protect
the high quality waters and pristine wildlife habitat such as native trout species. It also
includes studying other watersheds, such as
Broad Creek. Since the area is predominantly
agricultural, best management practices
for soil and water conservation plans will be critical to helping maintain the quality
of life of the citizens in this community area.
Conservation landscaping will also be critical
in residential areas, as this can help to support
the biological hubs and corridors of a green infrastructure network.
CPA 7.5: Protect and Restore Environmentally Sensitive Areas
(a) Implement projects identified in the Deer
GROW WITH PURPOSE
Grow With Purpose aims to address how
the Northern Tier Community Area can grow and evolve sustainably over time.
Decisions will need to be made about how the community functions and where it
focuses infill development efforts within the
six rural villages. Clustering provisions should be required for new subdivisions, in order to
further help preserve the rural landscapes throughout the community area.
CPA 7.1: Maintain and Enhance Public Facilities and Infrastructure
(a) Expand programming at different community facilities, like the Norrisville Library
and Recreation Center. Offer programs
related to agricultural business development, continuing education, and fitness classes, and
make the spaces available for community events.
CPA 7.2: Strengthen Communities
(a) Develop accessible community
gathering spaces such as parks and farmers
markets, which provide people a place for social interaction and to promote a healthy
community.
ECONOMIC VITALITY
Economic Vitality recognizes that a diverse and vibrant economy is an integral
component of making the Northern Tier Community Area a successful community. It’s
important to maintain consistent economic
development initiatives with groups like the Mason Dixon Business Association, in order
to coordinate infrastructure improvements that can help to stimulate economic activity
in strategic areas of the six rural villages.
Additional farm stands and food hubs should also be created throughout the community
area.
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
174 HarfordNEXT
Creek Water Resource Action Strategy. This
plan was produced in 2007 and includes
improvement projects related to stormwater
retrofits, citizen stewardship, and forest conservation.
(b) Perform a Watershed Assessment for the
Broad Creek Watershed.
(c) Require the use of innovative designs
and best management practices for development within Tier II watersheds,
such as Deer Creek, which has the third
highest water quality ranking in the State of
Maryland.
(d) Improve outreach to homeowners with rare, threatened, or endangered species
on their properties, and encourage the
development of cooperative management
plans.
CPA 7.6: Preserve Water Resources
(a) Implement the recommendations of the
Source Water Protection Plan for the Bel Air, Maryland Public Water System within the
Winters Run watershed.
(b) Provide adequate facilities for the
Whiteford Sewer Service Area, which is a
joint venture between the County and the Borough of Delta in Pennsylvania.
(c) Prioritize Bay Restoration Funds for new
and replacement BAT septic systems that are
located within either 1,000 feet of perennial
streams or the Green Infrastructure Network.
CPA 7.7: Adequate Stormwater Management
(a) Increase the tree canopy in the six rural
villages found throughout the community area. Partner with various agencies, public
and private, to increase the tree canopy in appropriate open spaces.
(b) Increase water quality monitoring by
training citizen or school groups. Focus
on measuring the effectiveness of local
restoration practices.
(c) Partner with Parks and Rec, DPW, and HCPS to create demonstration projects of
stormwater best management practices.
CPA 7.8: Outreach and Education
(a) Improve public access to the water, such
as a canoe/kayak launch along Deer Creek.
CPA 7.9: Natural Resource Management
(a) Pursue grants for implementing projects
identified in the Deer Creek WRAS.
(b) Improve outreach and incentives for farmers to create riparian forest buffers along
streams and wetlands.
(c) Foster the innovative use of alternative
energy sources at community facilities,
ensuring the applications are also sensitive to the environment.
PRESERVING OUR HERITAGE: HISTORIC PRESERVATION
Preserving Our Heritage supports the
promotion and preservation of the agricultural industry within the Northern Tier
Community Area. Efforts should be made to
connect food producers with the local food markets within the more urbanized areas
of the region, as well as, create additional farm stands throughout the community
area. Likewise, historic preservation is geared
towards deciding what’s important, figuring out how to protect it, and preserving an
appreciation of what is saved for the future generations.
CPA 7.10: Protect Historic and Cultural
Resources
(a) Identify threatened or endangered
resources deemed to be of exceptional
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
175HarfordNEXT
value and significance to the community.
(b) Identify highly desirable Historic
Landmarks in the community for developing
educational programs to help increase awareness and appreciation.
(c) Develop marketing strategies for the
historic tax credit program and highlight
demonstration projects that can be an
effective economic stimulant in the six rural villages.
(d) Develop educational programs to help
increase awareness and appreciation of
the community’s significant historic and/or
cultural resources.
CPA 7.11: Build Capacity For Preservation
(a) Create design guidelines and rehabilitation techniques for the rural
villages, historic districts, and structures found throughout the Northern Tier Community
Area.
(b) Consider increasing the amount offered by the County’s historic tax credit program
to help protect significant resources and spur
economic development opportunities within
the rural villages.
CPA 7.12: Educate and Connect With Broader Audiences
(a) Support heritage tourism initiatives
throughout the Northern Tier Community
Area, promoting heritage areas, parks, rural viewsheds, and greenways.
PRESERVING OUR HERITAGE: LAND PRESERVATION
CPA 7.13: Protect Agricultural and Natural Resources
(a) Investigate expanding the Priority
Preservation Area and Rural Legacy Areas, to acquire more easements throughout the
community area.
CPA 7.14: Educate and Connect With Broader Audiences
(a) Conduct workshops on the adaptive
reuse and educational values of barns, gristmills, and other significant structures.
CPA 7.15: Educate and Connect With Broader Audiences
(a) Explore the establishment of an Agricultural Research and Exposition Center, to stay
connected to the latest agricultural and natural resource research and educational
programs. Partner with the Future Farmers of
America, and local colleges, to ensure local youth remain committed to the agricultural
industry. Consider including a native plants nursery at the Center, to be used to improve
water quality and enhance wildlife habitat at
community facilities throughout the County.
(b) Enhance the Grow Local Program by
expanding both the products being sold and the markets processing and buying them.
MOBILITY AND CONNECTIVITY
Mobility and Connectivity seeks to establish
ways in which to create a strong sense of community by focusing on integrating
transportation planning with housing,
land use, economic development, and
The restored Hosanna School demonstrates the value of rehabilitation.
The Northern Tier has over 33,350 acres of
preserved farm land. The County has a
goal to preserve 75,000 acres Countywide
by 2040.
CHAPTER 8 | COMMUNITY PLANNING AREA: NORTHERN TIER
176 HarfordNEXT
(b) Enter into agreements with state agencies
and utility companies to allow rights-of-way
under their control to be used for trails.
PROMOTING HEALTHY COMMUNITIES
Promoting Healthy Communities aims to
improve the physical and social environments
found throughout the community area. It
includes working with institutions such as the Community Advisory Boards, schools, and
churches to help address particular health issues of concern. The goal is to maintain the
health, safety, and welfare of the citizens in
the Northern Tier Community Area.
CPA 7.19: Foster Healthy Lifestyles and Active Living For All Harford County Residents
(a) Work with schools to encourage more
walkable school sites.
(b) Use the appropriate traffic calming techniques such as medians, refuges, street
trees, and on-street parking, to improve street
safety and access within the six rural villages.
CPA 7.20: Provide Access To Healthy Food
Choices For All Harford County Residents
(a) Identify appropriate sites for farmer’s
markets, encourage community-supported
agriculture (CSA), and prioritize those uses in
the appropriate locations.
(b) Partner with Healthy Harford and the
schools to promote the importance of farms
and eating locally sourced foods.
(c) Support strategies that capitalize on the
mutual benefit of connections between rural economies as food producers and urban
economies as processors and consumers.
The Northern Tier Community Area should
seek to connect their food producers with the
local food markets within the more urbanized areas of the region.
environmental goals. It includes recognizing
all the users of streets, such as bicyclists and
pedestrians, as well as, farm equipment and
commuter cars, and creating shared use paths along high volume roads. These sorts of
enhancements, coupled with traffic calming
techniques and innovative development
practices within the six rural villages, can help
to improve citizens quality of life.
CPA 7.16: Adopt A Holistic Approach To Transportation Planning
(a) Develop signage that encourages drivers
to safely share the road with agricultural machinery
CPA 7.17: Integrate Transportation With Land Use Planning
(a) Provide greenways to connect communities to nearby parks and schools.
For example, acquiring an easement alongside MD 165 for a shared use path or
reusing a portion of the abandoned Ma and
Pa railroad line, can connect Whiteford to North Harford High School.
(b) Partner with both the Lower Susquehanna
Heritage Greenway and the East Coast
Greenway in identifying a safe bicycle and
pedestrian Susquehanna River crossing.
(c) Implement the pertinent recommendations
of the Maryland Scenic Byway Management
Plan, as the community area is traversed by
the Mason Dixon, Horses and Hounds, and
Lower Susquehanna Scenic Byways. These roads can become focal points for greenways
and other streetscape beautification projects
in the future.
CPA 7.18: Expanded Network of Safe
Bicycle And Pedestrian Facilities
(a) Provide shared use paths with signage
adjacent to high volume roads, such as MD
165.
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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A Master Plan for the Next Generation
APPENDIX I
PRIORITY PRESERVATION AREA PLAN
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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Introduction and Background
In response to the Agricultural Stewardship Act of 2006, Harford County adopted a Priority Preservation Plan in 2008 which applied to the Lower Deer Creek Rural Legacy Area. In 2009,
the Deer Creek Rural Legacy Area and the Priority Preservation Area (PPA) were expanded
to include the majority of the upper Deer Creek watershed (Figure 1). To date over 34,000
acres have been protected within the PPA, and the County continues working toward an 80%
preservation rate for the undeveloped lands in that area (Figure 2).
To enhance preservation efforts, the 2016 Priority Preservation Area Plan expands the PPA
boundary to include all lands north of the 2009 boundary and the Harford County portion
of the Manor Rural Legacy Area (Figure 3). This new PPA encompasses portions of several
watersheds (Figure 4), and this designation is consistent with the goals of the Sustainable Growth
and Agricultural Preservation Act of 2012 (SB 236). The area is designated Agricultural on the County’s 2012 Land Use Map and is located outside of the designated growth area (Figure 5).
Defining the Priority Preservation Area
To be designated as a Priority Preservation Area, the area should exhibit the characteristics
noted in the Agricultural Stewardship Act. These are:
1. Contain productive agricultural or forest soils, or be capable of supporting profitable agricultural and forestry enterprises where productive soils are lacking;
2. Be governed by local policies that stabilize the agricultural and forest land base so that
development does not convert or compromise agricultural or forest resources;
3. Be large enough to support the kind of agricultural operations that the County seeks to
preserve, as represented in the comprehensive plan; and
4. Be accompanied by the County’s acreage goal for land to be preserved through
easements and zoning in the PPA equal to at least 80% of the remaining undeveloped areas
of land in the area.
Another important consideration in selecting an area for designation as a PPA is how well
the area exemplifies the goals of the MALPF Program. The state goals for agricultural land preservation are:
1. Permanently preserve agricultural land capable of supporting a reasonable diversity of
agricultural products;
2. Protect natural, forestry, and historic resources and the rural area character of the
landscape associated with Maryland’s farmland;
3. To the greatest degree possible, concentrate preserved land in large, relatively contiguous
blocks to effectively support long-term protection of resources and resource based industries;
4. Limit the intrusion of development and its impacts on rural resources and resource-based industries;
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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Broad Creek
Bush River
Bynum Run
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FIGURE 4
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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EXISTING LAND USE
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Rural Density Residential
Low Density Residential
Medium Density Residential
High Density Residential
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FIGURE 5
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
viii HarfordNEXT
5. Preserve approximately 1,030,000 acres of productive agricultural land by 2020;
6. Ensure good return on public investment by concentrating state agricultural land
preservation funds in areas where the investment is reasonably well supported by both local
investment and land use management programs; and
7. Work with local governments to:
a) Establish preservation areas, goals, and strategies through local comprehensive
planning processes that address and complement state goals;
b) In each area designated for preservation, develop a shared understanding of goals
and the strategy to achieve them among rural landowners, the public at large, and state and local government officials;
c) Protect the equity interests of rural landowners in preservation areas by ensuring sufficient
public commitment and investment in preservation through easement acquisition and
incentive programs;
d) Use local land use management authority effectively to protect public investment in preservation by managing development in rural preservation areas; and
e) Establish effective measures to support profitable agriculture, including assistance
in production, marketing, and the practice of stewardship, so that farming remains a
desirable way of life for both the farmer and public-at-large.
Thus, the PPA should be capable of supporting profitable agricultural and forestry enterprises and should be managed by local policies that help stabilize the land base so that agricultural
and/or forest resources are not compromised. The area should also be large enough to support
traditional large-scale agricultural operations, such as dairy, grain, and horse and beef cattle,
that the County seeks to preserve.
Based on the PPA goal of protecting 80% of the remaining undeveloped land, and program goals to concentrate preserved land in large relatively contiguous blocks, the Lower Deer
Creek Valley was selected as the County’s first PPA. There was, however, strong support to
include the upper portion of the watershed. In 2009, the PPA was expanded concurrent with the
expansion of the Deer Creek Valley Rural Legacy Area (See Figure 1). The area encompasses
66,701 acres of which 52% (34,683 acres) has been protected.
In 2012, the Maryland General Assembly enacted the Sustainable Growth and Agricultural
Preservation Act. Subsequent to its implementation, the Tier IV areas of the County were
reevaluated to determine if they also met the criteria for potential designation as a PPA (Figure
6). Utilizing the same criteria employed previously (percentage of the area already preserved,
acreage needed to reach the 80% goal, and the percentage of the area developed), it was determined that the expansion of the PPA should include the area north of the current
boundary and the Harford County portion of the Manor Rural Legacy Area (See Figure 3).
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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SUSTAINABLE GROWTH & AGRICULTURAL PRESERVATION ACT OF 2012
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Tier Designation
1 - Development Envelope/Existing SewerService
2 - Development Envelope/Planned SewerService
3 - Rural Villages & RR, VR, VB Zoning
4 - Priority Preservation Area, Rural LegacyArea, Protected Lands, Ag Forest
Development Envelope
Rural Village
CECIL COUNTY
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HAVRE DE GRACE
FIGURE 6
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
x HarfordNEXT
Characteristics of the Harford County Priority Preservation Area
The newly defined PPA now encompasses over 110,000 acres of which 96,373 are zoned agricultural. Of the agriculturally zoned land, 47% (45,224 acres) has been preserved through
a variety of measures. Preservation efforts in the PPA reflect a combination of easements
and other protected lands. A mix of state parks and camps are located within the area;
including Parker Conservation Area, Rocks, Palmer, and Susquehanna State Parks along
with the Broad Creek Memorial Scout Reservation. The majority of the easements are held through Harford Agricultural Land Preservation Program (HALPP), Maryland Agricultural Land
Preservation Foundation (MALPF), or Rural Legacy, with the Maryland Historical Trust and
Maryland Environmental Trust holding the remainder. A portion of the 1,600 acre Broad Creek
Memorial Scout Reservation has been preserved through the Forest Legacy and the
While the largest blocks of contiguous preserved lands tend to be located within the Deer Creek and Manor Rural Legacy Areas, the Broad Creek area offers a strong opportunity for
continuing this pattern of land preservation which will help to maintain the viability of agricultural
operations in the area.
With its high concentration of prime agricultural soils, the PPA is a major contributor to the
County’s agricultural economy. Almost 48% of the area is comprised of Class I, Class II, and Class III soils for crops, and over 37% of the area is comprised of Class I and Class II soils for forests.
This highly productive base supports a diversified mix of agricultural and forestry enterprises.
Land uses in the area are a mix of agriculture, woodland, and residential with small areas of
commercial and industrial uses. Agriculture and woodland uses comprise almost 85% of the
area. There are also 55 state identified habitat sites within the area.
According to the 2012 Census of Agriculture, there are 582 farms in Harford County, and a
substantial portion of these farms are located in the PPA. The average producing farm is
approximately 112 acres with many farmers owning or renting multiple parcels. The area is
home to some of the County’s largest grain and soy producers.
While traditional beef, dairy, and cash grain operations are the major agricultural enterprise, other sectors such as equine, orchards, vineyards, and commercial horticulture are expanding.
Area farmers have also demonstrated their ability to adapt to changing demographics by
moving to more value added products through direct marketing aimed at the County’s
growing population.
Area farmers participate in Farmer’s Markets, both in and outside the County, as well as the operation of roadside stands, “pick your own” fields, and Community Supported Agriculture
(CSA) programs. The processing of their products into cheese, ice cream, and retail ready
beef and lamb have given producers access to new markets. Many stores and restaurants
actively promote their utilization of locally grown products on their shelves and farm to table
menus.
National and international markets play an important role for producers within the PPA. Local
horticulture operations have developed a marketing edge through the introduction of unique
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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plants that are being grown and developed for innovative uses. Several beef and dairy farms
within the PPA are nationally known for their quality stock. Likewise, local wineries and viniculture
operations continue to grow and be recognized for their international award winning wines.
Serving the racing industry and pleasure riders, the equine industry has a strong presence in the area. County thoroughbred breeders and trainers are nationally recognized for their quality
bloodstock. Numerous riding stables operate throughout the PPA, providing recreational
opportunities as well as competitive show events. These businesses are also providing a
strong market for local hay growers and support infrastructure businesses such as feed stores,
farriers, and veterinarians. The Manor Area is renowned for its long history of fox hunting and steeplechase. Steeplechase racing is showcased by races which occur each spring, and
many of the farms already have horse jumps built into them.
Equally important as their quality products, many area farmers have earned recognition for
taking environmental stewardship beyond mandated levels. They have taken leadership roles
in their respective state, regional and national industry organizations. Their innovative land preservation, environmental stewardship, and production practices draw tour groups from
across the country.
The selection of the northern portion of Harford County as a PPA clearly supports the state’s
goals for land preservation. This area also includes the County’s two designated Rural Legacy
Areas, a Certified Heritage Area, and three Scenic Byways – Horses and Hounds, Mason and Dixon, and Lower Susquehanna. All of these programs promote and support tourism while
retaining the rural and natural characteristics of the area.
The Master Plan and Land Use Element Plan
The Harford County Charter requires the development of a Master Plan, and it requires the
inclusion of a series of elements or components which “further advance the purposes” of the Master Plan. In 2015, the Department of Planning and Zoning initiated the update to the 2012
Master Plan and Land Use Element Plan. The Department’s approach to the update is based
on a thematic structure which incorporates the Transportation, Priority Preservation Area,
Natural Resources, and Historic Preservation Element Plans into one cohesive and streamlined
document known as HarfordNEXT.
The designation of the PPA is consistent with HarfordNEXT, as well as other County plans, policies,
and programs. HarfordNEXT supports the continuation of agriculture and preservation of the
rural quality of life that has been an important part of Harford County’s history. The PPA is
consistent with the Grow With Purpose, Economic Vitality, Environmental Stewardship, Promoting
Healthy Communities, and Preserving Our Heritage themes explored in HarfordNEXT. These themes serve as the common thread that provides continuity and consistency throughout
HarfordNEXT. In addition, various County boards and programs help to implement these
policies that are designed to protect the character of the rural area.
As a component of the County’s Master Plan, the PPA promotes an integrated approach to
preservation efforts by establishing appropriate goals for the amount of land to be preserved, and by describing the kind of agricultural production this area will support along with the way
the preservation goals will be accomplished.
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
xii HarfordNEXT
Senate Bill 236 the Sustainable Growth and Agricultural Preservation Act of 2012
The Sustainable Growth and Agricultural Preservation Act was passed by the Maryland General
Assembly in the spring of 2012. The three main purposes of the bill are:
1. To reduce the impacts of nitrogen that is deposited in the soil by septic systems and the resulting impacts on the Chesapeake Bay;
2. To preserve agricultural and forestry uses in rural areas; and
3. To direct new growth where public infrastructure already exists such as sewer service,
roads, schools, police, and fire in keeping with statewide growth policies.
The Sustainable Growth and Agricultural Preservation Act requires the creation of four growth tiers and applies only to residential development. It specifies where subdivisions may occur
and what type of sewerage system will serve them. The tiers are defined as follows:
1. Tier I – Areas currently served by public sewer and within a Priority Funding Area or currently
served by public sewer and mapped as a locally designated growth area;
2. Tier II – Areas currently planned for public sewer and in the municipal growth element or mapped locally as a designated growth area;
3. Tier III – Areas not planned for public sewer and not dominated by agriculture or forests;
areas not planned or zoned for agricultural or resource protection; and is one of the following:
a. A municipality not served by public systems;
b. A defined rural village;
c. A mapped designated growth area; or areas planned and zoned for large lot and rural
development.
4. Tier IV – Areas not planned for public sewer and that are:
a. Planned and zoned for agricultural and resource protection;
b. Dominated by agricultural and resource areas;
c. Rural Legacy, Priority Preservation Areas; or
d. Areas protected to the benefit of the state or local jurisdiction.
Zoning Code
Through the years, the Zoning Code has been amended to address changes in the agricultural
industry and development in agriculturally zoned areas. The Code details the various zoning classifications and establishes regulations regarding permitted uses and buffers. It also addresses
the development potential associated with agriculturally zoned lands. Within the PPA, 96,373
acres or 87% is zoned agricultural, and the remaining area is a mix of residential, commercial,
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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and industrial zoning.
The Code states that an agricultural operation or facility cannot be considered a nuisance as
a result of changes to the surrounding lands. Agriculturally related commercial opportunities
and agricultural public events have been added to the Code to improve the economic viability of farms.
Agriculturally zoned land can be developed at a density of one unit per 10 acres on parcels
described in the land records as of February 8, 1977. On parcels where the individual owner
was also the owner of record as of the 1977 date, additional lots may be permitted for the
immediate family members. Development rights, purchased under an easement program, are determined in part on these criteria, thereby supporting the landowners’ equity.
The passage of the Sustainable Growth and Agricultural Preservation Act placed limits on
the number of lots that would be permitted on any property that is designated as a Tier IV
property. It also required that local jurisdictions have legislation in place that defines major
and minor subdivisions. Major subdivisions are prohibited in Tier IV areas.
The Code also includes Conservation Development Standards (CDS) to provide for increased
preservation opportunities when development occurs. Under CDS, a buffer is required between
the development and adjoining active farms.
Countywide Preservation Program Evaluation
There are four major preservation programs used throughout the County; including the Harford County Agricultural Land Preservation Program (HALPP), Maryland Agricultural Land
Preservation Foundation (MALPF), Rural Legacy, and Maryland Environmental Trust (MET). These programs have protected over 49,000 acres in the County (Figures 6 and 7). The Rural
Legacy Program has protected over 3,100 acres while the County program has protected over
29,500 acres. The state program has protected an additional 13,757 acres through December 2015. There are also 2,915 acres preserved through MET, and 539 acres of donated easements
through MHT.
Figure 7
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xiv HarfordNEXT
Preservation efforts in the PPA also include parklands owned by the state and County. The
Maryland Department of Natural Resources (DNR) manages publicly owned lands in the
County, overseeing approximately 4,100 acres of public land and protected open space
including Susquehanna, Palmer, and Rocks State Parks. County parks in the PPA comprise nearly 800 acres.
Continued development pressure on areas outside of the Development Envelope as well
as changing agricultural markets and practices have continued to impact the County’s
remaining farmland. The 2012 Census of Agriculture shows that between 2007 and 2012, the
County lost 9,694 acres of farmland which is about 3,000 acres more than during the previous five year reporting period (Figure 8).
Figure 8
The Census of Agriculture statistics also reported that while the number of farms in the County
declined between 2007 and 2012, the average farm size increased slightly (Figure 9).
Farm Number and Size 1997 2002 2007 2012
Number of Farms 651 683 704 582
Average size (acres)145 119 107 112
Figure 9
During the period 2002-2012, the value of land fluctuated requiring adjustments in the per acre
offer prices. Recently, discounting has been part of the negotiations for most preservation settlements. The average cost per acre has markedly decreased significantly since 2008, and
the market remains farmer driven versus development driven. Concurrent with this downturn in the market, County offers have been lowered by half since the 2008 peak.
Since the adoption of the 2009 PPA, funding for preservation efforts has been impacted by
the downturn in the economy. Since funding for agricultural preservation is linked to the land transfer tax, funding sources are taking longer to accumulate. To help stretch available funds,
the County continues to encourage discounting of up to 50% from the original Rural Legacy
US Agricultural Census
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
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formulas, and MALPF has established a 70% fair market value as its cap. The County’s ability to
offer interested parties a variety of preservation options has helped to keep preservation efforts
moving forward even through tougher economic times. The County maintains a waiting list of
farms interested in receiving offers for preservation.
Protected Lands
Protection Program Countywide PPA
Maryland Agricultural Land Preservation Foundation (MALPF)13,757 10,843
Harford County Agricultural Land Preservation Program 29,572 24,704
Rural Legacy 3,136 3,136
Maryland Environmental Land Trust 2,915 1,453
Maryland Historical Trust 539 141
State Parks 7,087 4,158
County Parks 5,020 789
Total 62,025 45,224
Figure 10
Program Marketing
The County’s marketing program emphasizes a one-on-one effort to interested landowners.
In addition, the County has taken a proactive approach to soliciting participants by offering
a regular series of workshops. These workshops present the benefits of estate planning and
demonstrate how selecting a preservation option can benefit the landowner and their heirs.
The County also holds an annual Celebration of Agriculture that recognizes farming in Harford County with several awards including Preservationist of the Year.
Purchase of Development Rights
In 2006, the County updated its Purchase of Development Rights Program to enable the Harford
County Agricultural Land Preservation Advisory Board to adjust the County’s per acre value
on an annual basis to ensure that offers remained competitive with the real estate market. In early 2007, legislation was adopted that again updated the County’s 10 year old Purchase of
Development Rights Program to make the program and process clearer to those interested
participants. The ranking system was also adjusted to add points for properties located within
or adjacent to designated PPA and Rural Legacy Areas.
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Principles, Goals, and Policies for Priority Preservation Area (PPA)
FOCUS PRESERVATION EFFORTS IN THE PRIORITY PRESERVATION AREA TO
MAINTAIN THE CONTINUED VIABILITY OF THE AREA’S AGRICULTURAL INDUSTRY.
Within the designated PPA, approximately
15,489 additional acres will need to be
preserved to meet the requirements of the
Agricultural Stewardship Act. Zoning and development procedures in Harford County
must continue to direct development into the
Development Envelope while discouraging
development outside of the designated
growth areas. Harford County must do this in a manner that respects and values its multi-
generational farms, while demonstrating
support for its young farmers as they face the
challenges and opportunities of farming for
future generations.
The commitment to agricultural preservation
must be combined with efforts to provide for
a diversification of agricultural businesses and
the continued promotion of its agricultural
products.
PPA 1.1 Preserve 80% of the remaining undeveloped lands within the designated Priority Preservation Area.
Under the State’s Agricultural Stewardship
Act, jurisdictions with a designated PPA are
required to establish a goal of preserving 80% of the remaining undeveloped lands
within the PPA. While Harford County’s PPA
encompasses an area of about 110,000
acres, just over 87% is zoned agricultural.
However, not all of these agriculturally zoned lands are eligible for preservation.
To determine the amount of additional
acreage that must be preserved to achieve
the Agricultural Stewardship Act’s goal of
80%, an analysis of the PPA was completed in
2014. Within the PPA, 45,112 acres have been
protected through easements or as parks.
There is also an additional 24,900+ acres that consist of larger active agricultural lands
and parcels - some containing a residential
structure on 20 or more acres – while others
are woodlands or agricultural fields. Most of
these properties lack development rights; however, they continue to support the
agricultural operations within the PPA while
also contributing to the agricultural nature
of the area. There are approximately 7,000
additional acres that have been developed for non-agricultural uses. This leaves 19,361
acres, of which 80% or 15,489 acres will need
to be preserved to meet the preservation
goal within the PPA.
Implementation
(a) Continue to preserve a minimum of 1,000
acres per year in the PPA.
(b) Investigate the possibility of designating
the Broad Creek watershed as a Rural Legacy
Area.
(c) Continue to utilize the Harford County
Agricultural Land Preservation Program,
MALPF, and Rural Legacy to fund preservation
efforts.
(d) Work with the State to shorten the timeframe for MALPF settlements.
(e) Maintain the County’s MALPF certification
to leverage state funds with County funds.
(f) Work with local land trusts to seek
alternative funding sources including state, federal, and private funds along with
donations and match challenges to support
preservation efforts.
(g) Investigate opportunities and programs
to create additional incentives to preserve farmland.
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
xviiHarfordNEXT
(h) Continue to encourage the application
of Conservation Development Standards
for proposed residential development and
include the 75% of the parcel that is preserved in preservation totals.
PPA 1.2 Monitor current preservation programs and residential development patterns to determine the impact on working farmland.
Each year the Department of Planning and
Zoning prepares an Annual Growth Report
to meet the requirements of the Adequate Public Facilities legislation and the 2009 Smart
Green and Growing legislation enacted by the Maryland General Assembly. This reporting
requires the tracking of development inside
and outside the County’s designated growth areas. In addition, the Department monitors
agricultural preservation efforts countywide, as well as changes to the agricultural land
base.
The Department also maintains a data base which monitors development of properties
that are designated as either Tier III or Tier
IV properties under the Sustainable Growth
and Agricultural Preservation Act of 2012.
A separate data base is maintained to track subdivisions grandfathered under this
legislation since their grandfathered status is
subject to an expiration date.
These data bases enable the Department
to identify any changes in development or preservation patterns, and it provides a
foundation for identifying changes that might
be needed to programs and regulations to
continue to meet plan goals. These efforts are
important to identifying where preservation efforts should be focused or the additional
marketing of programs would be beneficial.
Implementation
(a) Continue to track projects grandfathered
by the Sustainable Growth and Agricultural
Preservation Act of 2012.
(b) Continue to direct a minimum of 80% of all
new development to the designated growth
areas.
(c) Continue to report preservation efforts
and development impacts as part of the Annual Growth Report and determine if
additional steps should be taken to further
stabilize the agricultural land base.
PPA 1.3 Ensure that within the Priority
Preservation Area there is support for a range of agricultural enterprises and the potential to adapt to new markets.
Harford County has a long and rich agricultural history, sustained by farm families
that have managed to evolve with the changing agricultural climate. While recent
years have seen farmers continue to focus
on traditional agricultural practices, they have also begun to expand their operations
to include products, services and events that appeal to the changing demographics of
Harford County.
As more families opt to “Buy Local” participation at local Farmer’s Markets
have risen, and the number of Community
Supported Agriculture co-ops within the
County has also increased. The CSAs involve
a network or association of individuals who have pledged to support one or more local
farms, with growers and consumers sharing
the risks and benefits of food production. CSA
members or subscribers receive a share of the
anticipated harvest; once harvesting begins, they receive weekly shares of vegetables and
fruit. CSA’s can also include herbs, honey,
eggs, dairy products and meat, in addition
APPENDIX I | PRIORITY PRESERVATION AREA PLAN
xviii HarfordNEXT
to cut flowers and various ornamental plants
as part of their weekly pickup arrangement.
Production and marketing of value added
products along with farm centered events such as corn mazes, pumpkin patches, and
wineries help to attract business from non-
county residents. Agricultural related tourism
is also supported by State Heritage Area
and Scenic Byway programs, but continued marketing of rural tourism is needed if
the County is to compete with regional
attractions. In addition, the Agricultural
Economic Development Advisory Committee
should focus on taking the necessary steps to support local farming operations while
also helping them maintain their competitive
edge.
Implementation
(a) Promote community supported agriculture, farmer’s markets, and other
emerging local and regional markets and
distribution systems.
(b) Continue to support agricultural and rural
based tourism.
(c) Review and update the Agricultural
Economic Development Initiatives to
specifically support agriculture within the
PPA.
(d) Continue to review and revise zoning regulations to permit compatible agriculturally
related uses in areas easily accessible to farm
operators while also minimizing impacts to
surrounding properties.
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xixHarfordNEXT
A Master Plan for the Next Generation
APPENDIX II
WATER RESOURCE ELEMENT PLAN
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xx HarfordNEXT
Introduction
A primary objective of HarfordNEXT is to protect and conserve the County’s water resources. The provision of safe drinking water and clean water for recreational pursuits and environmental
health is fundamental to the public’s quality of life.
In 2006, the Maryland General Assembly passed HB1141 which mandated that local jurisdiction’s
develop a Water Resources Element (WRE) as part of their Master Plan. This appendix to
HarfordNEXT addresses the requirement of HB1141 to develop a WRE within the Master Plan. The main purpose of the WRE is to ensure that Harford County has adequate water resources
to meet its current and future needs for drinking water and wastewater treatment. In addition,
HB1141 requires that there be suitable receiving waters and land areas to meet the stormwater
management needs of existing and future developments as identified in HarfordNEXT. Policies
and strategies will be presented to ensure an adequate and safe supply of drinking water resources and wastewater facilities, and protection of water quality through adequate
stormwater management.
HarfordNEXT and the Land Use Map identify designated growth areas which will accommodate
new development while minimizing impacts to agricultural lands and other natural resources.
The County’s designated growth areas include the Development Envelope (which incorporates the three municipalities of Bel Air, Aberdeen and Havre de Grace) and several other
areas designated for economic development. These areas, along with nine Rural Villages,
are recognized as Priority Funding Areas (PFA) by the State. The Development Envelope,
designated in 1977, is a growth management tool designed to ensure that development is
targeted to areas planned for public water and sewer while discouraging development in rural areas. The Development Envelope is generally defined as those areas along the MD
24/MD 924 corridor and the I-95/US 40 corridors. The County’s Water and Sewer Master Plan
provides for planned service within this area.
The Water and Sewer Master Plan provides for an adequate supply of clean drinking water
and environmentally responsible conveyance and treatment of waste water discharges within the Water & Sewer Service Area. The Water and Sewer Service Areas are closely linked
to the Development Envelope. Adequate water and sewer capacity must exist for all new
development within the Development Envelope in accordance with the requirement of the
County’s Adequate Public Facilities regulations (APF). If sufficient capacity does not exist,
then development shall not occur. Thus, to facilitate the planned and orderly growth of the County, the provision of adequate water and sewer service is essential.
The WRE begins with an analysis of the drinking water supply in the County. The drinking
water supply is analyzed both inside the Development Envelope where public drinking water
is provided by seven major water purveyors and outside the Development Envelope where
individual and community systems rely on groundwater. The County’s wastewater treatment systems are analyzed next, not only in terms of capacity but also in terms of pollutant loading
rates and nutrient caps imposed by State permits. An overview of the County’s stormwater
management program is also presented as part of the WRE. Policies and key implementation
strategies to achieve the County’s water resources goals are presented.
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxiHarfordNEXT
The WRE is built upon work contained in other planning and technical documents already
prepared by the County, namely the Water and Sewer Master Plan and the MS-4 (NPDES)
Permit, as well as other documents that will be identified throughout this Section. It is not
the purpose of the WRE to duplicate this material, but to summarize and reference it where needed.
Coordination with Municipalities
The Departments of Planning and Zoning and Public Works coordinated with representatives
from the Town of Bel Air, Maryland American Water Company, City of Aberdeen and City of
Havre de Grace for the development of this WRE. Although each jurisdiction prepares its own WRE, it is critical that the County and municipalities coordinate their efforts to address water
resource issues. Population projections were coordinated and verified.
The Cities of Aberdeen and Havre de Grace operate their own water and wastewater systems
while the Town of Bel Air receives its water supply from the private Maryland American Water
Company and is provided sewer service by the County. As a result of these coordination meetings, the study period was agreed to begin with the baseline year of 2010 and project
forward to 2035. Water and sewer service area boundaries were reconfirmed, and population
projections for these service area boundaries were determined by Harford County and shared
with the municipalities for their planning purposes.
Drinking Water Assessment
Public Water Supply
Within the County’s Development Envelope there are seven distinct and separately owned,
operated and managed water purveyors who meet the needs of a majority of the County’s
population. For the purposes of this document these major water systems are collectively
named the “Major Water Systems”. These Major Water Systems are: Harford County Government (known as “The County System”), Maryland American Water Company (MAWC),
City of Aberdeen (Aberdeen City), City of Havre de Grace (HDG), APG – Aberdeen Area
(APG – AA), APG – Edgewood Area (APG – EA), and Green Ridge Utilities (GRU). The current
and future service areas for these seven water systems are shown on Figure 1 and Figure
2, respectively. Based on the 2010 Population Census, collectively these purveyors served approximately 174,000 people and it is estimated that approximately 183,000 people were
served by the public water systems in 2015.
Existing Conditions
Table 1 presents the current and projected water supply demands and planned capacities for
the Major Water Systems. Data for the APG-AA system and APG-EA system were unavailable. In addition, population projections and other informational facts concerning each large water
system within Harford County are presented.
The County System
The County System is the largest purveyor of water in the County with the largest service area
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxii HarfordNEXT
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APPENDIX II | WATER RESOURCE ELEMENT PLAN
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APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxiv HarfordNEXT
of approximately 30 square miles. The County System served approximately 125,000 residential
people in 2010 and had 39,690 customer connections. In 2010, the County had supply
capability of 19.6 mgd and the County’s average daily demand was 13.8 million gallons per
day (mgd). The maximum day demand was 15.1 mgd. Of the 13.8 mgd of average use, 12.29 mgd was needed to meet the County’s domestic demand, while the commercial and
industrial demand was 1.12 mgd and 0.39 mgd, respectively. In 2011, the County completed the 10.0 mgd expansion (9.5 mgd net production) to its major water treatment plant, known as
the Abingdon Water Treatment Plant. This expansion brought the system’s supply capability to
29.1 mgd. Growth within the County has slowed from its historic highs in the 1990’s and early 2000’s and contracted over the past five years. Only 1,100 new connections were made to
the County’s water system between 2010 and 2015. In addition, water usage per capita has decreased. The County’s Municipal contractual customers did not require the use of their
maximum allowable appropriation from the County system during this timeframe. Based on
nine months of data for 2015 it is estimated that the average and maximum day demands will be 12.40 mgd and 14.30, respectively.
The orderly development of the County’s public water supply system is controlled through
the Water and Sewer Master Plan (WSMP) and the County’s Capital Budget and Five Year
Capital Improvement Program (CIP). The WSMP outlines phased improvements to its water
supply system required to satisfy existing and future development. In addition, the County’s APF regulations require adequate capacity to service planned development within the
Development Envelope.
The central water supply system serving Harford County is operated by the Department of
Public Works, Division of Water and Sewer. The County’s service area generally lies outside
of the incorporated Town of Bel Air, and Cities of Aberdeen and Havre de Grace, and also excludes the Federal land area of APG-AA and APG –EA (see Figure 2). The County System is
planned in conformance with HarfordNEXT. In addition to serving the planned Development
Envelope, the County System also has Water Purchase Agreements for a set amount of water
to several of the other major water suppliers: Aberdeen City – 0.9 million gallons per day
(mgd), Aberdeen City – APG-AA backup supply – 1.7 mgd with an option until 2018 for an additional 0.3 mgd, Maryland American – 0.5 mgd, and Green Ridge Utilities – 0.35 mgd.
Four different water treatment plants service the Development Envelope: the City of Havre de
Grace Water Treatment Plant (by way of a 1980 contractual agreement), the Harford County
Havre de Grace Water Treatment Plant, Perryman Water Treatment Plant, and the Abingdon
Water Treatment Plant. Current combined safe treatment capacity of the four sources is 29.1 mgd, comprised of 1.3 mgd from the City of Havre de Grace Water Treatment Plant, 3.6 mgd
from the Harford County Havre de Grace Water Treatment Plant, 5.2 mgd from Perryman
and 19.0 mgd net production from the Abingdon Water Treatment Plant. The safe yield of
each source is decreased from the raw water appropriation amount by the amount of water
required by the plant itself.
The raw water source for the City of Havre de Grace and Harford County Havre de Grace Water
Treatment Plant is the Susquehanna River. The intakes for these plants are located downstream
of the southern-most railroad bridge crossing and are below the authority of the Susquehanna
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxvHarfordNEXT
Present and Projected Water Supply Demands and Planned Capacities (MGD) SOURCE: Data Provided by Each Individual Water System
TABLE 1 PLANNING YEAR HARFORD COUNTY GOVERNMENT
MARYLAND AMERICAN WATER COMPANY CITY OF ABERDEEN CITY OF HAVRE DE GRACE
GREEN RIDGE UTILITIES
SOURCE WATER/SAFE YIELD OF TREATMENT PLANT CAPACITY MGD [Permitted Max. Daily Appropriation - mgd]
2010
Susquehanna River – County HDG Plant – 3.6 [6.0]
Winters’ Run Stream – 1.4 [1.7] Ground Water – Aberdeen Well Field – 1.73
Susquehanna River – City HDG Plant – 4.0 [5.0]
Ground Water – Port Deposit Gneiss Aquifer – 20 active wells – 0.137 Ground Water – Talbot Formation and Potomac Group – Perryman – 5.2 [4.39]
Bynum Wells – 0.144 [.271]
Winters’ Run Wells – 0.132 [.246]
Harford County Contract Purchase – 0.9
Harford County Contract Purchase – 0.35
Loch Raven Reservoir/Susquehanna River – Abingdon Plant – 20* [25] Harford County Contract Purchase – 0.541 Havre de Grace City Water Purchase – 1.3
TOTAL SAFE YIELD (ALL PLANTS, SOURCES AND CONTRACTS)
2010 19.6 2.144** 2.63 3.86 0.487
2035 33.54 2.184** 3.5 (source unknown) 3.86 0.487
ANNUAL AVERAGE DAILY DEMAND (2005 IS BASED ON 5 PREVIOUS YEAR – PLUS 10% FOR DROUGHT FACTOR)
2010 13.80 1.5 1.67 City County
1.63 1.3 0.092
2035 20.15 1.65 1.97 2.65 0 0.092
BUILD OUT 25.11
MAXIMUM DAY DEMAND *INCLUDES CONTRACTUAL DEMANDS 2005 ACTUAL
2010 15.1 1.7 2.66 2.12 1.3 0.182
2035 28.71 1.84 3.12 3.9 0 0.182
BUILD OUT 35.65
RESIDENTIAL POPULATION SERVED 2010 125,531 15,029 14,831 12,553 1,736
2035 165,737 15,027 17,008 15,355 1,736
COMMERCIAL CONSUMPTION
2010 AVG PEAK AVG PEAK AVG PEAK AVG PEAK AVG PEAK
1.12 1.57 0.56 0.66 0.91 1.39 UNAVAILABLE NONE 2035 4.50 6.29 0.48 0.56 1.40 2.43
INDUSTRIAL CONSUMPTION 2010 0.39 0.66 UNAVAILABLE UNAVAILABLE UNAVAILABLE NONE
2035 0.77 1.07
DOMESTIC CONSUMPTION
2010 12.29 12.87 0.94 1.04 0.76 1.27 UNAVAILABLE .184 .182
2035 14.89 21.35 1.17 1.28 .57 .70 .184 .182
WATER USAGE PER CAPITA
2010 98 103 63 69 51 85 127 169 53 105
2035 90 129 78 85 33 41 173 254 53 105
NUMBER OF CONNECTIONS
2010 39,690 4878 4,759 5000 855
2035 48,069 5000 6,077 7,000 855
WATER USAGE PER CONNECTION
2010 348 295 308 349 351 558 320 423 108 213
2035 419 527 330 368 381 606 379 557 108 213
NUMBER OF INDIVIDUAL PRIVATE WELLS WITHIN SERVICE AREA
2010 2995 71
0
150
0 2035 0 0 118
CONTRACTURAL DEMANDS 2010
Aberdeen City 0.9
APG-AA 1.7
MAWW 0.5
GRU 0.35
*Net production is 19 mgd, 1 mgd is used by the Treatment Plant internally APF Report ** In 2029 agreement for finished water from HDG expires and not included *** Prepared by HC in 2013 based on 2010 census 1. New contracted flow ** Per Table 3-6, Harford County Water and Sewer Plan dated October 2015
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxvi HarfordNEXT
River Basin Commission. The Perryman Water Treatment Plant uses a well field comprised of
seven deep wells drawing ground water from the Talbot Formation and Potomac Group of
the Coastal Plain. Source water protection regulations within the Harford County Zoning Code
provide protections to the Perryman Wellfield Protection District. These regulations include prohibition of potential contaminant uses within the wellfield district, limitation of impervious
surfaces within the district, and promotion of recharge of the groundwater supply.
The Abingdon Water Treatment Plant is fed from the 108-inch Susquehanna Aqueduct which
is owned and maintained by the City of Baltimore. Raw water for the Abingdon Water
Treatment Plant is obtained by agreement between the City of Baltimore and Harford County. The Aqueduct can provide water from two supplies: the City’s Loch Raven Reservoir by gravity
flow and from the Susquehanna River through Baltimore City’s Deer Creek Booster Station. The
primary source for the Abingdon Water Treatment Plant is the Loch Raven Reservoir. During
drought conditions and possible future operational changes by the City of Baltimore, water from
the Susquehanna River will be the primary source via the 108-inch Aqueduct. When Baltimore City requires water from the Susquehanna River, typically during drought times, the water
source is from the Conowingo Pond north of the Conowingo Dam, thus within the authority
and permitting purview of the Susquehanna River Basin Commission. The current agreement
with Baltimore City allows the County to withdraw up to 25.0 mgd from the Aqueduct.
In addition to providing a water supply for domestic consumption and firefighting to its population, the County is responsible for maintaining the quality of water in the distribution
system. As a result, while planning for improvements to the system to meet future demands,
the County must also consider the effects of these improvements in order to maintain a high
quality of water within the distribution system. A comprehensive evaluation of the entire water
distribution system was previously completed. As a part of this effort, the County developed a long range Capital Improvement Program (CIP) to provide the additional facilities required to
meet projected future demands through 2025.
Municipal Systems
The City of Havre de Grace owns and operates its own 4.0 mgd water treatment plant and
water distribution system. The source of this water is the Susquehanna River. Over 13,000 residents are currently served by this system as well as commercial and industrial customers.
The City’s plant produces water to supply the needs of Havre de Grace as well as for small
service areas just outside the City limits but within the Harford County Development Envelope.
In 1980, the City and County entered into a forty-year water agreement whereby the County
upgraded the City’s plant to a safe capacity of 3.86 mgd in return for the right of the County to build its own water treatment plant adjacent to the City’s and for the right for any remaining
water capacity in the upgraded facility to be used by the County. The 1980 agreement allows
the City to buy back this capacity over time and the City has been exercising this option
routinely over the life of the contract. As of July 1, 2015, the City supplied the County with
1.39 mgd as per year-by-year terms. Based on current projections, the City will need the entire safe yield capacity of the facility by the end of the agreement and no renewal is currently
anticipated. This water agreement contract ends in 2020.
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xxviiHarfordNEXT
The City of Aberdeen currently owns and operates a 1.5 mgd average (2.0 mgd peak) well
field located near the boundary of APG-AA. Through a contract purchase agreement with the
County, the City may purchase up to 900,000 gallons per day from the County to supplement
this supply. In addition, in 2004 the County and City amended the agreement to include an additional 1.5 mgd to be used at the Chapel Hill Interconnection in order for the City to provide
a reliable back up to the Deer Creek supply for APG-AA. In 2013, the agreement was once again amended for a temporary allocation of up to 0.5 mgd to be used until 2018. By 2018, a
new source of water treatment at APG-AA, known as Building 250, is proposed to be brought
back online. Building 250 is a previously used but now decommissioned groundwater treatment plant. If Building 250 is not brought back online by 2018, the temporary allocation must be
bought and become permanent. The City owns and maintains its own water distribution system including the Chapel Hill Water Treatment Plant. The City of Aberdeen system served
approximately 14,831 residential people in 2010 and had 4,759 customer connections. The
City’s average day demand was 1.67 million gallons per day and its maximum day demand was 2.66 mgd.
Private Systems
Maryland American Water Company (MAWC) provides service to the Town of Bel Air as well as
County areas adjoining the Town, serving approximately 15,029 residents. Its water treatment
plant draws water from Winters Run (up to 1.4 mgd) and two wells (up to 0.355 mgd). In addition, MAWC may receive up to 540,000 gpd through a contract purchase agreement
with the County. The company’s average day demand was 1.5 mgd and its maximum day
demand was 1.7 mgd. The water supply withdrawals from Winters Run are limited during times
of drought and during late summer and early fall when rainfall is not plentiful due to minimum
stream “flow-by” requirements.
Green Ridge Utilities, Inc. provides water service to approximately 1,736 people via 855 customer
connections outside of the Town of Bel Air and immediately adjacent to the County’s water
system in the Green Ridge community. The source water for the utility is a series of 20 active
wells, as well as a contract purchase agreement with the County for 0.35 mgd of water. There
are no foreseen future customers to its system. The service area has no plans for expansion.
Federal Systems
The Aberdeen Proving Ground is divided into two areas: Aberdeen area (APG-AA) and
Edgewood Area (APG-EA) and is served by two independent water supply systems. APG-EA
is served by a water treatment plant in the Van Bibber area which has an allocation permit to
withdraw a maximum of 4.5 mgd of water from Winters Run. The Winters Run stream has a zero safe yield as a water source, due to the required flow-by criteria which frequently necessitates
the plant to stop production due to low flows in the stream during late summer and early fall.
In seven of the last eight summers, this plant was unable to withdraw water from Winters Run
due to low stream flows. Privatization of this Federal facility is pending.
The water system for APG-AA was “privatized” by the City of Aberdeen. APG-AA is served by the Chapel Hill water treatment plant which is supplied from Deer Creek. Deer Creek
also has a zero safe yield during times of drought due to flow-by requirements that can’t be
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxviii HarfordNEXT
maintained during moderate drought conditions. A water availability study of the Deer Creek
watershed, recently conducted by the Susquehanna River Basin Commission, has revealed
insufficient water in times of drought for Deer Creek to become a major drinking water source
without back-up supplies. Therefore, the water allocation from this source is tied to adequate reliable backup supplies. The permitted withdrawal rate from Deer Creek is 1.5 mgd. Back-up
supply is provided by the County (1.7 mgd).
Summary of Major Water Suppliers’ Existing Supply and Demand
Table 2 presents the total supply and demand of the Major Water Suppliers as of 2010.
TABLE 2
Major Water Suppliers’ 2010 Supply and Demand
(includes both residential and non-residential)
2010 County MAWC Aberdeen APG-AA APG-EA HDG GRU TOTAL
ResidentialPopulationServed 125,531 15,029 14,831 3,339 913 12,553 1,736 173,932
IndependentSupply* mgd 19.6 .992 1.73 0 0 3.86 .137 26.32
Average Day Demand mgd
13.80 1.50 1.67 0.927¹1.0²2.9 .092 21.89
Maximum Day Demand mgd
15.1 1.7 2.66 1.28¹1.5²3.42 .182 25.84
* Independent Supply is defined as the available safe yield supply to an entity without the use of any contractual relief from one purveyor to another. The Capacity is what is available for the purveyor’s solely owned treatment plant(s).
¹ Flow data taken from Harford County meter records from delivery from the County system to APG.
² Flow data taken from Harford County meter records from delivery from the County system to APG-EA; no flow from APG-EA Van Bibber Plant is being produced during these times due to flow-by conditions of the Winters Run stream being below the pass- by requirement of the withdrawal permit.
Future Needs - Water Supply
The County anticipates that of the total population projection for 2035 of 281,030 people,
nearly 75%, or 210,830 people, will be on a public water supply located within the current Development Envelope. This is an anticipated 15.6% increase since 2010 in the population to
be served by public water, including the municipalities and Federal land.
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xxixHarfordNEXT
The County System
In 2011, the County completed its expansion of the Abingdon Water Treatment Plant from 10.0
mgd to 20.0 mgd (19.0 mgd net production). Additionally, in 2012 the County and Baltimore
City amended its raw water purchase contract to increase the County’s allocation from 20.0 mgd to 25.0 mgd. With this increased allocation from Baltimore City and another expansion of
the Abingdon Water Treatment Plant, the County will have adequate water supply to meet its
2035 needs. The average day demand for the Harford County system is projected to be 20.15
mgd with a maximum day demand of 28.71 mgd in 2035.
Municipal Systems
The City of Havre de Grace will serve a population of approximately 15,300 residents by 2035.
The average and maximum day demands of 2.65 mgd and 3.86 mgd, respectively, will be
met by the current Havre de Grace Water Treatment Plant supply of 3.86 mgd. The City will
be able to meet its future needs as it gradually buys back the capacity it was selling to the
County through a 1980 agreement. By 2020, the City will no longer be providing water to the County system.
The City of Aberdeen has been actively searching a new water source for its short and long-
term needs. In 2035, the City of Aberdeen will have a projected average day demand of
1.97 mgd and a maximum day demand of 3.12 mgd. As shown in Table 1, the total safe yield
for the City is 2.63 mgd; therefore, additional water supply will be needed. The City indicates that it will seek additional capacity increases either through construction of an Aberdeen
Plant or seek approval to purchase water from Harford County Government, if the County has
adequate supply and appropriation available. The need for additional water sources will be
addressed in the Water Resources Element of the Aberdeen Comprehensive Plan.
Private Systems
Maryland American Water’s need for water is projected to slightly increase to 1.65 mgd
average day demand by 2035. Under drought conditions MAWC cannot meet its current
or future maximum day demand. In 2015, MAWC entered into a Consent Order to develop
an additional safe supply to meet the current and future demands of their system. MAWC is
currently in the process of designing an off-line earthen dam structure and associated pump station to augment their source of supply during drought conditions. The operation of the
facility would include withdrawing water from Winters Run when stream flow is sufficiently high
to fill the upland reservoir and store it for future use when stream flow is not adequate to meet
permit conditions, or when raw water quality is not optimal.
Green Ridge Utilities, Inc. is currently meeting its needs through a combination of their well system and water provided by a contract with the County. There are no plans for expansion.
Federal Systems
Additional sources of water will be required for both the APG-AA and APG-EA service areas.
APG is pursuing a strategy to bring APG Building 250 back online by June 30, 2018. Building 250
is a previously used but now decommissioned groundwater treatment plant that is capable of producing up to 3.0 mgd of potable water, thus eliminating the need to rely on any reserved
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxx HarfordNEXT
potable water capacity purchased by the City of Aberdeen as back up to the Chapel Hill WTP.
When the treatment plant is placed into service again, the City of Aberdeen would release
the 1.5 mgd, currently serving as reserve capacity, back to the County. The County, through
a separate water purchase agreement, would then provide up to 1.5 mgd of potable water to APG-EA, thus solving both Federal installations’ future water inadequacies. On September
22, 2015, the County and the City executed the 10th amendment to their water purchase contract to provide for this exchange in the future. Also on September 22, 2015 the County
and APG-EA entered into a separate long term agreement to provide 1.5 mgd to APG-EA,
contingent on APG constructing a new water source and treatment plant by June 30, 2018.
2035 Development Envelope Region (no growth allotment for either APG–AA or APG–EA)
Table 3 collectively addresses the future needs of all of the Major Water Purveyors as a region.
Future demand requirements for the Federal areas of Aberdeen and Edgewood were not
made available; therefore, Federal water service areas are held at their 2015 demand.
Following the concept of regional availability in the future, (neglecting pressure zones, services areas and contractual requirements) Table 3 illustrates the need for additional water sources
and treatment systems to be planned and developed in Harford County. The water supply
availability shown in Table 3 takes into account actual water supply projects that are currently
listed in the Harford County Water and Sewer Master Plan, Fall 2015, including the Abingdon
Water Treatment Plant expansion to 25.0 mgd by 2030. TABLE 3Region’s Future Supply and Demand (2035)(includes both residential and nonresidential)
2035 County MAWC Aberdeen APG-AA APG-EA HDG GRU TOTAL
Residential Population Served
165,737 15,027 17,008 3,332 911 15,355 1,736 219,106
Independent Supply* (mgd)
33.54 1.644 2.60 2 0 3.86 .137 43.27
Average Day Demand1 (mgd)
20.151 1.65 1.37 1.4 0 2.65 .092 27.31
Maximum Day Demand2 (mgd)
28.712 1.84 2.22 2.0 0 3.9 .182 38.85
* Independent Supply is defined as the available safe yield supply to an entity without the use of any contractual relief from one purveyor to another. The Capacity is what is available for the purveyor’s solely owned treatment plant(s).
1. HC [20.15 includes 0.25 to MAWC; 0.60 to Aberdeen City; 1.0 to APG-EA], Aberdeen City [1.37 is determined by 1.97-0.60].
2. HC [28.71 includes .5 to MAWC, 0.9 to Aberdeen City and 1.5 to APG-EA], APG-AA is assumed that Building 250 water treatment plant is up and running with a new well water source equal to at least 2.0 safe yield. See City of Aberdeen/Harford County Water Purchase Agreement 10th Amendment.
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxiHarfordNEXT
As a result of the expansion of the Abingdon Water Treatment Plant to 20.0 mgd, Harford County
will be able to meet its expected maximum day demand through 2035. The future demand is
based on population projections, and small increases (40,000 gpd a year) in commercial and
industrial demands. This table does not reflect the total water supply required by the County to meet build-out conditions of its current planned Development Envelope contemplated in
HarfordNEXT.
Future Total Supply and Demand of the Development Envelope Region – Predicated on Build-
out of HarfordNEXT.
Table 4 presents future water needs of the County based on the buildout of the service area. TABLE 4Region’s Future Supply and DemandCounty Build Out of Service Area(includes both residential and nonresidential)
Beyond 2025Build out of 2015 Development Envelope
County MAWC Aberdeen APG-AA APG-EA HDG GRU TOTAL
Independent Supply* (mgd)
33.54 2.0 1.73 2.0 0 3.86 .137 43.27
Average Day Demand 1 (mgd)
25.111 1.65 2.9 1.4 0 2.65 .100 33.81
Maximum Day Demand 2 (mgd)
35.642 1.9 4.1 2.03 0 4.0 .137 45.79
* Independent Supply is defined as the available safe yield supply to an entity without the use of any contractual relief from one purveyor to another. The Capacity is what is available for the purveyor’s solely owned treatment plant(s).
1. HC [25.11 includes 0.25 to MAWC; 0.60 to Aberdeen City; 1.0 to APG-EA], Aberdeen City [2.9 is determined by 3.5-.60].
2. HC [35.64 includes 0.5 to MAWC, 0.9 to Aberdeen City and 1.5 to APG-EA], Aberdeen City [4.10 is determined by 5.0-0.9], APG-EA [0.0 is determined by 1.5-1.5].
3. APG-AA max. demands are being met with 2.0 mgd from new Building 250 ground water treatment plant.
The County has, since 1993, envisioned the need for a total of 30.0 mgd plant capacity at the
Abingdon Water Treatment Plant site with raw water supply from Baltimore City. The County
is currently negotiating with Baltimore City to execute the option for the 30.0 mgd allocation
and a possible additional 10.0 mgd (for a total of 40.0 mgd) in order to ensure adequate supply for all of these service areas.
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxii HarfordNEXT
Table 4 shows that at a minimum, an additional 12.0 mgd of supply allocation is required to
meet provide a safe supply to APG-EA, and to meet the build-out needs of HarfordNEXT. The
estimated increased allocation for the Federal lands is based on various estimates received
by the County over the last several years for the provision of water to private development on APG through enhanced use leases. In addition to this increase in allocation, additional
allocation should be planned due to drought demands and the impact on MAWC’s Winters Run Plant. For this reason, the region should be looking at studying and permitting an additional
20.0 mgd beyond the region’s current approved levels. The County and local municipalities
have recently obtained funding for a study that evaluates the regionalization alternatives and feasibility for the water supply needs of Harford County and the major water systems.
Drinking Water – Rural Area
In keeping with the County’s goal to target planned growth within designated growth areas,
the provision of public utilities in the rural area (outside of the designated growth areas) is
prohibited unless it is needed to address a public health issue. Therefore, drinking water needs outside the County water and sewer service areas are supplied by groundwater resources.
Table 5 presents the current and future population and households in the rural area relying on groundwater resources. In 2005, this accounted for approximately 30% of the County’s
population.
TABLE 5
Population and Households in the Rural Area on Private Systems
2010 2035 (Projected)
Population 62,433 70,199
Households 22,336 26,426
The groundwater resources of Harford County are divided into two physiographic provinces: the unconfined aquifers of the Piedmont, encompassing approximately 80% of the County,
and the confined or semi-confined aquifers of the Coastal Plain. The Coastal Plain aquifers typically provide an abundant yield of water, and are currently tapped by the County and
the City of Aberdeen as part of their public water supply.
A majority of the rural area lies within the Piedmont where the aquifers have more limited water-yielding potential and well yields are extremely variable. One area especially prone
to low water yields is the Lower Pellitic Schist of the Wissahickon formation, particularly in the Upper Fallston/Jarrettsville area. The majority of properties, even those in these low yield areas,
are generally able to obtain a satisfactory water supply.
Even though the Piedmont formations supply a large number of individual residences and industrial and commercial facilities, the reported low well yields (average reported well yields
of 10.0 to 15.0 gpm with higher yields of about 50.0 gpm in draws and valleys) are not sufficient
for consideration of these formations as a major groundwater source for a County water system.
These formations can continue to supply individual residences, small residential developments
and commercial facilities not readily accessible to the County’s central water system. All requests for groundwater appropriations in the County will follow the MDE permit process.
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxiiiHarfordNEXT
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APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxiv HarfordNEXT
Agriculture
The Harford Soil Conservation District reports there are no current supply issues for existing dairy and livestock operations in the County. The Piedmont area is not conducive to intensive
agricultural operations requiring large amounts of irrigation, such as the grain crop operations
prevalent on the Eastern Shore of Maryland.
The Soil Conservation District will assist the agricultural community with compliance related to
setbacks requirements stated in the Nutrient Management Regulation through the Maryland Department of Agriculture. These setbacks were created to provide a natural buffer to open
surface water (perennial/intermittent streams and ponds) from runoff of farm land. Technical
assistance for best management practices that will reduce the nutrient and sediment loads
to tributaries located adjacent to farms will be the primary function of the Soil Conservation
District.
Community Water Systems
Several community water systems, including six small mobile home parks, are served by
private well systems in the Piedmont (Table 6). In keeping with previous master plans, no new
community water systems will be considered to serve new development outside of the Water
& Sewer service area.
The Darlington and Campus Hills water systems are operated by the Maryland Environmental
Service and serve populations of approximately 250 each. The Lakeside Vista subdivision
serves approximately 220 people through 81 service connections. Six mobile home parks in
the Piedmont serve from a low of 28 at one park to a high of 150 people at another park.
One additional mobile home park is located in the southern portion of the County and taps into the Coastal Plain aquifer for its source of drinking water. All of these private community
water systems outside of the Development Envelope are expected to maintain economically
viable and physically reliable resources to serve the existing communities. Extensive expansion
of these systems will not be encouraged, as reported in the County’s Water and Sewer Plan;
however, minor additions to the customer base may be logical and appropriate.
In addition to community water systems, there are 43 nontransient-noncommunity water
systems that rely on groundwater to meet their drinking water needs. These systems are
defined as public water systems that are not a community and serve at least 25 of the same
individuals over 6 months per year. Located throughout the Piedmont are schools and day
care centers which fall within this category.
The County has source water protection regulations for the County’s Perryman wellfield as
well as other community and nontransient-noncommunity systems. These regulations prohibit
potential contaminant uses within designated wellhead protection districts and promote
recharge of the groundwater supply. Figure 3 identifies these regulated wellhead areas.
Water Quality
Overall, the water quality of Harford County aquifers is relatively good. Source water assessments
have been prepared by or for MDE for the community and nontransient-noncommunity
APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxvHarfordNEXT
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APPENDIX II | WATER RESOURCE ELEMENT PLAN
xxxvi HarfordNEXT
drinking water systems in the County. These assessment reports map wellhead protection
areas, identify potential sources of contaminants, and identify strategies to address protection
of the water supply.
The most common threats to drinking water identified in the source water assessment reports are nitrates and volatile organic compounds (VOCs). When found, these contaminants are
readily treatable by individual removal systems. The Health Department has worked with
communities where contamination has been detected and has recommended appropriate
water treatment options to ensure that Safe Drinking Water Act standards are met. When
groundwater contamination is detected, the Harford County Health Department may conduct sampling to determine the scope of the contamination and the area that is at risk. Based on
the results of the sampling, community outreach is conducted when needed.
Water Resources Policy 1: Provide the infrastructure and facilities necessary to meet water demands within the Harford County water service area.
Implementation
(a) Expand the Abingdon Water Treatment Plant by 5.0 mgd prior to exceeding maximum day
demands; anticipated to beyond 2035.
(b) Implement projects in the Capital Improvement Program and reevaluate these projects
annually.
(c) Promote water conservation and leak repair.
(d) Continue to prohibit new private community water systems to service new development
outside of Designated Growth Areas.
(e) Adhere to the County’s Adequate Public Facilities regulations and Capital Management
Plan provided to MDE.
(f) Continue to restrict new multi-use systems greater than 10,000 gpd (peak rate) in no-
planned-service areas.
(g) Encourage the use of treated effluent for non-potable needs.
Water Resources Policy 2: Coordinate and share information with the municipalities
and Aberdeen Proving Ground so that all entities can make informed decisions with regard to the adequacy of their systems.
Implementation
(a) Continue coordination on the reallocation of water back to the City of Havre de Grace.
(b) Support and monitor the progress of the MAW and the proposed construction of an upland
raw water storage impoundment and APG-AA construction of the a new ground water drinking
source and treatment plant, known as Building 250. Hold biannual water utility meetings with the municipalities and Aberdeen Proving Grounds to share and monitor progress with respect
APPENDIX II | WATER RESOURCE ELEMENT PLAN
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to meeting the demands of each service area.
Water Resources Policy 3: Protect the quality and quantity of drinking water sources.
Implementation
(a) Implement the Source Water Protection regulations pertaining to the Perryman wellfield,
community water supplies, and nontransient-noncommunity water supplies.
(b) Pursue implementation of the Bush River WRAS and the Deer Creek WRAS to protect water quality in the Winters Run and Deer Creek watersheds.
(c) Promote low impact development and the use of green building design principles to
decrease impervious surfaces and impacts to water quality.
(d) Continue to review and comment on all plans and annexations to ensure consistency with
the WRE.
(e) Continue to evaluate water quality based on various weather related and water use
scenarios.
Wastewater Assessment
It is estimated that approximately 70% of the County’s population is presently served by the
County’s central sewerage facilities or by a municipal owned treatment and collection system. In the Development Envelope, as shown on Figure 1, waste water is collected and treated at
six waste water treatment plants each greater than 500,000 gallons per day in capacity. These
major plants are: Harford County Government – Sod Run and Joppatowne Waste Water
Treatment Plants (known as “The County System”), City of Aberdeen (Aberdeen City), City
of Havre de Grace (HDG), APG – Aberdeen Area (APG – AA), and APG – Edgewood Area (APG – EA). The current and future service areas for these six waste water treatment plants are
shown on Figures 4 and 5, respectively. The Spring Meadows WWTP, a small (.01 mgd) plant
outside the Development Envelope and taken over by the County in 1976, is also included as
part of the County system.
In addition to the major publicly-owned waste water treatment plants, there are multiple private waste water treatment systems, including those owned by the Board of Education serving
public schools, mobile home parks and other commercial/community establishments, plus a
large population on private individual septic systems outside of the Development Envelope.
Since 1972, the County has prohibited any additional privately owned community or multi-
use treatment plants with a peak capacity larger than 10,000 gpd outside its Development Envelope in order to encourage growth to remain within the growth corridor, maintain financial
stability and protect the environment.
There are approximately 25,500 private septic systems that serve residential and commercial
uses. Of the 25,500, approximately 3,000 septic systems are located within the Development
Envelope. The number of septic systems was determined by analyzing Bay Restoration Fund accounts within Harford County.
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APPENDIX II | WATER RESOURCE ELEMENT PLAN
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Water Quality/Nutrient Loading
Increased nutrient loading is one of the key factors that have been attributed to the decline in water quality and living resources in the Chesapeake Bay. Sources of these nutrients include
run-off from the land, waste water treatment plants and septic systems, and atmospheric
deposition. All sources of nutrients that enter the Bay have been studied extensively and
quantified. Scientists have estimated the maximum amount of nutrients that the Bay can
accommodate without adverse water quality affects.
In order to meet the goals of the Chesapeake Bay Initiatives, all of the major public waste
water treatment plants in Harford County have been upgraded to ENR standards of 4.0 mg/l
total nitrogen and 0.3 mg/l total phosphorus. These Enhanced Nutrient Removal standards are
being utilized for today’s National Pollutant Discharge Elimination System (NPDES) permits. Each
of the individual treatment plant owners have completed the upgrades and are achieving the ENR goals.
In response to the new pollution limits, also known as the Total Maximum Daily Load (TMDL),
the seven Bay jurisdictions have created individual Watershed Implementation Plans (WIPs),
or restoration blueprints that detail specific actions each would take to meet their pollution
reduction goals by 2025. The blueprints guide local and state Bay restoration efforts through the next decade and beyond. The Bay jurisdictions also set two-year pollution reduction
milestones to track and assess near-term progress towards completing their restoration actions;
EPA regularly reviews each jurisdiction’s milestones and confirmed that Maryland achieved
both the 2010-2011, 2012-2013, and 2014-2015 milestones. Harford County submitted its Phase
II WIP to MDE in 2012, and recently submitted new 2016-2017 programmatic milestones to track water quality improvements.
Antidegradation Policy
Another policy used by the State to protect water quality is the Antidegradation Policy. For
any amendments to a County water and sewer plan or discharge permit, MDE must review
the proposed change in light of the Maryland Antidegradation Policy. This policy ensures that water quality continues to support designated uses. In addition to protecting designated uses,
Federal and State laws require protection of waters that are of higher quality than the minimum
standards. These waters are designated “Tier II”. Tier II waters in Harford County occur mostly
in the Deer Creek, Broad Creek and Little Gunpowder Falls watersheds and are depicted on
the Sensitive Areas Map. All but one occurs outside of the Development Envelope. None of the major wastewater treatment plants in Harford County discharge to Tier II waters, and there
are no plans for any future discharges to these waters. One small treatment plant, Spring
Meadows, services an existing community in the Deer Creek watershed; there are no plans for
expansion.
Existing Conditions
Table 7 shows the present and projected waste water demands and planned capacities for
the County’s and local municipalities’ sewer systems. In addition, population projections and
nutrient (nitrogen and phosphorus) loadings are shown now and into the future. Also included
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Present and Projected Waste Water Demands and Planned Capacities Million Gallons Per Day – MGD
TABLE 7 PLANNING YEAR HARFORD COUNTY GOVERNMENT CITY OF ABERDEEN CITY OF HAVRE DE GRACE
PLANT STATE PERMIT# NPDES PERMIT# RECEIVING STREAM LOCATION
SOD RUN DP-1580 MD00056545 Bush River Perryman
JOPPATOWNE DP-0675 MD0022525 Little Gunpowder Joppatowne
SPRING MEADOWS DP-0670 MD0024953 Rock Hollow Branch Jarrettsville
CITY OF ABERDEEN Swan Creek Aberdeen
CITY OF HAVRE DE GRACE 06-DP-0673 MD0021750 Chesapeake Bay Havre de Grace
SYSTEM CAPACITY HYDRAULIC CAPACITY Average and Maximum Day
2010
AVG MAX AVG MAX AVG MAX AVG MAX AVG MAX
20 52 0.95 3.2 0.01 0.04 4 1.89 7.25
CURRENT/FUTURE PERMIT REQUIREMENTS WITH REGARD TO NITROGEN AND PHOSPHORUS
Current Future Current Future
N/A
Current Future Current Future
8.0 mg/l goal N 1.7 mg/l P
4.0 mg/l N 0.3 mg/l P
8.0 mg/l goal N 2.0 mg/l P
4.0 mg/l N 0.3 mg/l P
8.0 mg/l goal N 0.65 mg/l P
4.0 mg/l N 0.3 mg/l P
8.0 mg/l goal N 2.0 mg/l P
4.0 mg/l N 0.3 mg/l P
NPDES LIMITS FOR NITROGEN AND PHOSPHORUS(LBS/YR)
374,865 N 243,645 N 12,614 N 11,573 N N/A 48,729 N 27,715 N
25,029 P 18,273 P 1,665 P 868 P N/A 3,655 P 2,079 P
PLANNED HYDRAULIC CAPACITY 2010
AVG MAX AVG MAX AVG MAX AVG MAX AVG MAX
20 52 0.95 3.2 0.01 0.04 4 1.89 7.25
2035 20 52 0.95 3.2 0.01 0.04 4 3.3 11
EXPECTED POUNDS LOADING (TMDL) N-NITROGEN P-PHOSPHORUS
2010 N P N P N P N P
374,865 25,029 12,614 1,665 N/A 33,624 2,241
2035 241,397 18,105 10,959 822 27,715 2,079
RESIDENTIAL POPULATION SERVED 2010 HC Bel Air Total 9610 155 16556 12,762 119424 9135 128559
2035 163955 8914 172869 10120 155 18459 18,847
NUMBER OF CONNECTIONS
2010 37,000 3209 51 3,933
2035 51844 3379 51 7,000
ANNUAL FLOWS (includes I & I)
2010 AVG MAX AVG MAX AVG MAX AVG MAX AVG MAX
12.603 27.693 0.760 1.850 0.01 0.03 1.872 1.67 4.2
2035 19.83 45.60 0.90 3.06 0.01 0.03 4 2.8 6
Buildout 20.00 46.00 0.95 3.23 0.01 0.03 4 3.3 11
INFILTRATION/INFLOW (I & I)
BASE INFLITRATION BASE INFLITRATION BASE INFLITRATION BASE INFLITRATION BASE INFLITRATION
2010 2.02 4.44 0.08 0.20 0.0004 0.02 0.53 1.35
2035 2.78 6.38 0.09 0.31 0.0004 0.02 0.90 1.92
TOWN OF BEL AIR FLOW 2010 AVG INF MAX
N/A N/A N/A N/A 1.02 0.80 1.39
2035 1.00 0.64 1.17
WASTE WATER USAGE PER CAPITA
2010 AVG MAX AVG MAX AVG MAX AVG MAX
69 155 67 264 65 196 63 329
2035 70 169 76 264 65 196 52 318
WASTE WATER USAGE PER CONNECTION
2010 341 748 237 920 189 566 423 1068
2035 382 880 266 906 189 566 400 857
COMMERCIAL CONSUMPTION 2010 AVG MAX AVG MAX AVG MAX
1.364 2.728 0.038 0.075 N/A 0.214 0.428
2035 4.304 8.608 0.040 0.079 0.754 1.508
INDUSTRIAL CONSUMPTION 2010 0.313 0.626 N/A N/A 0.109 0.219
2035 0.673 1.346 0.169 0.339
DOMESTIC CONSUMPTION 2010 8.912 19.897 0.641 2.392 0.01 0.03 0.808 2.206
2035 10.289 24.932 0.770 2.675 0.01 0.03 0.979 2.229
NUMBER OF INDIVIDUAL PRIVATE SEPTIC WITHIN SERVICE AREA
2010 3,276 0 0
2035 0 0 0
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is this table is the small (10,000 gpd) Spring Meadows waste water treatment plant, privately
developed in 1966 and taken over by the County in 1976.
The County Waste Water System
The orderly development of the County’s public sewer system is controlled through HarfordNEXT, the County Water and Sewer Master Plan and the County’s Capital Budget and Five Year
Capital Improvement Program (CIP). The Water and Sewer Master Plan outlines phased
improvements to its sewer collection and treatment systems required to satisfy existing and
future development. In addition, the County has established an Adequate Public Facilities
regulation (APF) within the Harford County Zoning Code and issues an annual report on the status of capacity within the waste water treatment and conveyance systems that are owned
and operated by the County. Through the APF regulations, Harford County reviews and
approves all planned residential, commercial, and industrial development utilizing the County’s
Public Sewer System. A model is being developed and maintained by the Division of Water
and Sewer to account for existing, planned and future flows so that sewerage infrastructure can be planned and constructed in an economical and timely manner.
Individual septic systems will continue to provide sewerage service within rural areas of Harford
County. When the County’s public sewerage system is extended into the areas served by septic
systems, within the growth corridor, the individual systems may be abandoned and the area(s)
will be incorporated into the County’s public sewerage system, where economically feasible. Septic systems which are taken out of service and connected to the County’s wastewater
treatment plants are being tracked in order to use nutrient loadings for future credits and
possible future expansions of the County’s Waste Water Treatment Plant system. Based on
the current number of private septic systems within the Sod Run service area, approximately
800,000 gallons a day will need to be provided at the treatment plant. Table 8 below charts the private household septic systems removed and connected to public sewer since 2005.
Table 8
Private Household Septic Systems
Abandoned and Connected to Public Waste Water Treatment
Treatment Plant Service Area Septic Systems Removed
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Sod Run 19 23 12 40 3 9 10 5 4 3
Joppatowne 2 0 1 0 0 0 0 0 1 0
The Sod Run Waste Water Treatment Plant is owned and operated by Harford County, Department of Public Works, Division of Water and Sewer and is located at the southern terminus
of Chelsea Road in the Perryman area. Sod Run receives sewage from three major interceptor
systems that serve the County’s designated growth area. In addition Sod Run Waste Water Treatment Plant receives effluent from the Town of Bel Air and conveys and treats the sewage
pursuant to an agreement between Harford County Government and the Town of Bel Air. This plant, which is the largest publicly-owned facility in Harford County, is designed to treat an
annual average daily flow of 20.0 million gallons per day (mgd) and peak daily flows of 52.0
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mgd. The most recent upgrade of the treatment facility was completed in December of 2014,
when the facility was upgraded to achieve the effluent ENR standards of 4.0 mg/l of Nitrogen
and 0.3 mg/l of Phosphorus. The plants hydraulic capacity was not changed in this upgrade.
This plant currently provides for both secondary and tertiary levels of waste water treatment utilizing both chemical and biological processes to achieve the ENR standards. The biosolid
residuals are anaerobically digested, dewatered and distributed to permitted farmland. The treated effluent is discharged to the Bush River.
Based on a Waste Water Capacity Management Plan that was completed and submitted to
the Maryland Department of the Environment in April 2008 the Sod Run Waste Water Treatment Plant drainage area has approximately 9,000 equivalent dwelling units encumbered under
S-1 Infill flow. MDE defines Infill in its Waste Water Capacity Management Plan Guidance
Document as the number of existing unimproved (infill) parcels and lots within a Service Area.
More specifically, this number includes both residential and commercial/industrial approved
building permits not yet connected, vacant lots from previously recorded plats that are required to connect to public sewer and existing communities on private septic systems within
the Development Envelope. Vacant land within the Sod Run drainage area can yield an
additional 11,000 equivalent dwelling units based on the designations shown on the Land
Use Map contained in HarfordNEXT. Combining the S-1 Infill equivalent dwelling units with
vacant land potential yields 20,000 equivalent dwelling units. With appropriate allowance for infiltration and inflow, this will complete the build-out of the Sod Run Service Area.
The Joppatowne Waste Water Treatment Plant is owned and operated by Harford County,
Department of Public Works, Division of Water and Sewer and is located south of US Route 40
on the western boundary of Harford County, in Joppatowne, Maryland. Joppatowne receives
sewage from three major interceptor systems that serve the County’s designated growth area. It is designed to treat an annual average daily flow of 0.95 million gallons per day (mgd) and
peak daily flows of 3.2 mgd. The most recent upgrade of the treatment facility was completed
in the Summer of 2013. Similar to the Sod Run WWTP the Plant was modified to achieve the
ENR standards of 4.0 mg/l of Nitrogen and 0.3 mg/l of Phosphorus In the plant effluent. The
plant’s hydraulic capacity was not changed. This plant currently provides for both secondary and tertiary levels of waste water treatment utilizing both chemical and biological processes
to achieve the ENR standards. The plant’s waste biosolids are discharged into the collection
system that conveys the waste to the Sod Run Waste Water Treatment Plant. The treated
effluent is discharged to the Little Gunpowder River.
Based on a Waste Water Capacity Management Plan that was completed and submitted to MDE in January 2015, the Joppatowne Waste Water Treatment Plant drainage area has
approximately 80 residential and 3 commercial lots on approved S-1 record plats that have
not applied for building permits and associated flow, and 72 lots (197 EDU) proposed future
connections (S-2 & S-3). In addition, the Joppatowne service area includes a pumping station
known as PS 47 which currently has the capability to pump the station’s higher flows to the Sod Run Waste Water Treatment Plant collection system instead of going to the Joppatowne
Waste Water Treatment Plant. A pumping station modification is currently under construction
to increase the capacity of the station and bring all of its flows to the Joppatowne Waste
Water Treatment Plant. This project will save infrastructure investment while optimizing the
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available Waste Water Treatment Plant capacity at both Sod Run and Joppatowne. These
additional units and redirection of PS 47, with appropriate allowance for infiltration and inflow,
are planned to complete the build-out of the Joppatowne Service Area.
The Spring Meadows Waste Water Treatment Plant is owned and operated by Harford County, Department of Public Works, Division of Water and Sewer and is located outside of the County’s
planned Development Envelope, in Jarrettsville, Maryland. This plant serves a portion of Spring
Meadows and Northampton subdivisions. It is designed to treat an annual average daily flow
of 10,000 gallons per day (mgd) and peak daily flows of 40,000 gallons per day. The original
plant was built by a developer in 1966 and taken over by the County in 1976. The most recent upgrade of the treatment facility was completed in 1987. The plant provides secondary level
of treatment and is too small for consideration of nutrient removal. The treated effluent is
discharged to the Rock Hollow Branch, which is within the Deer Creek sub drainage basin.
Deer Creek is not listed on the State’s 303(d) list of impaired waterbodies.
Municipal Waste Water Systems
City of Havre de Grace
The City of Havre de Grace presently owns and operates a sewage collection and treatment
facility which provides service throughout the majority of the corporate limits of Havre de
Grace. The treated effluent from this facility is discharged to the Chesapeake Bay.
In 2002, the treatment plant was upgraded for BNR with a rated capacity of 1.89 million gallons per day. The treatment plant has been modified to increase its rated hydraulic capacity to
3.3 million gallons per day and add ENR technology in compliance with the Chesapeake Bay
Program.
City of Aberdeen
The City of Aberdeen owns, operates and maintains a waste water treatment facility located at the end of Michaels Lane which discharges to Swan Creek. The plant has a design capacity
of 4.0 mgd and a peak flow capacity of 6.0 mgd. This plant has recently been modified and
currently provides for both secondary and tertiary levels of waste water treatment utilizing ENR
technologies.
Federal Waste Water Systems
The Aberdeen Proving Ground is divided into an Aberdeen area (APG-AA) and an Edgewood
Area (APG-EA) and is served by two complete and independent waste water collection and
treatment systems. APG-EA is served by a waste water treatment plant which has an NPDES
permit to discharge to the Bush River. This treatment plant provides a secondary level of
treatment and has an existing design capacity of 3.0 mgd and average daily flow of 0.97 mgd. Privatization of this Federal facility is pending. APG-AA is served by a waste water treatment
plant that is owned by the City of Aberdeen. It discharges to Spesutie Narrows and into the
Chesapeake Bay. The facility has an existing design capacity of 2.8 mgd and an average
daily flow of 0.83 mgd. MDE reports that this facility is in operation for ENR and is capable of
achieving an effluent with Total Nitrogen of 3.0 mg/l and a Total Phosphorus goal of 0.3 mg/l.
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No further information is available from the Federal government.
Future Wastewater Needs
It is projected, based on the current availability of land and current zoning that the population
served by public waste water treatment plants will grow by approximately 59,000 to approximately 217,000 by 2035. The County anticipates that of the total population projection
in year 2035 to increase to approximately 281,030, nearly 77% will be on public sewer located
within the current Development Envelope including the Town of Bel Air and Cities of Aberdeen
and Havre de Grace.
The County System
Currently the Sod Run and Joppatowne Waste Water Treatment Plants will be able to provide
adequate hydraulic capacity to treat the projected waste water generated by residential,
commercial, and moderate industrial development throughout the County’s sewer service
area beyond 2035. The plants are both successfully meeting the ENR standards and complying
with the nutrient loading caps outlined in the Chesapeake Bay Initiative. The County is currently evaluating the Sod Run WWTP Biosolids handling systems for both improvement and reliability
with regard to the MDE regulations that will be limiting future land application based on
Phosphorus levels in the soils of Maryland. Future systems may include improved dewatering
and drying processes.
The Spring Meadows Waste Water Treatment Plant’s service area is completely built out and there are no plans to expand the service area or hook up any additional existing homes.
Municipal Systems
In order for Havre de Grace’s Waste Water Treatment Plant to remain within the cap limits for
nitrogen and phosphorus and still provide waste water treatment to the City’s planned service
area, the City will need to seek land application (i.e. spray irrigation) of its effluent when daily average flows are over three million gallons per day to remain in compliance with the NPDES
permit.
Currently the City of Aberdeen’s waste water plant does not have enough hydraulic or cap
loading capacity to meet the projected future development needs as outlined in the City
Land Use Element Plan. The City will address this need in the Water Resources Element of its Comprehensive Plan.
Federal Systems
The APG-AA waste water treatment plant has been privatized by the City of Aberdeen and will
be addressed by the City in its water resources element. The APG-EA Waste Water Treatment
Plant is in the process of being privatized and will be addressed by the future owner.
Water Resources Policy 4: Provide the infrastructure and facilities necessary to meet waste water demands within the Sod Run and Joppatowne Waste Water Treatment Plant designated drainage areas.
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Implementation
(a) Continue to implement projects in the Capital Improvement Plan and reevaluate these
projects annually.
(b) Continue to hire and train qualified professional wastewater managers and operators.
(c) Maintain the County’s infrastructure with regard to excess infiltration and in-flow.
(d) Continue to implement Code requirements to prohibit new community wastewater systems
outside designated growth areas.
(e) Complete an annual Capital Management Plan as required by MDE and ensure that it adheres to the County’s Adequate Public Facilities requirements.
Water Resources Policy 5: Protect the quality of discharge waters from wastewater treatment plants.
Implementation
(a) Continue to maintain and operate all County wastewater treatment plants in accordance
with all State and Federal requirements.
(b) Limit allocations and connections that would cause the system to exceed its maximum
daily capacity rating.
(c) Promote the re-use of clean waste water effluent for non-potable uses, such as lawn and golf course irrigation, power plants, incinerators, etc.
Water Resources Policy 6: Optimize the available waste water treatment capacity and cap loadings in Harford County and the municipalities to service the Development Envelope.
Implementation
(a) Review and comment on all municipal annexation plans to ensure consistency with this plan and the Water and Sewage Master Plan.
(b) Hold regularly scheduled meetings with the municipalities to coordinate and monitor
service area capacity needs.
(c) Participate with MDE in the development of a nutrient trading program.
(d) Assist the City of Aberdeen to develop a regional drainage area and recoupment policy for the east Aberdeen portion of the Development Envelope.
(e) Continue to track and pursue nutrient offsets through septic tank connections and
abandonment of smaller waste water treatment.
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Stormwater Management and Urban Pollutant Loads
Managing stormwater is of critical importance in protecting the quality of Harford County’s
stream systems. As development occurs, forest and farm land are converted to impervious
surfaces, resulting in increased stormwater runoff and decreased infiltration. With development,
stormwater runoff increases in volume and velocity and can result in degraded stream
channels, erosion, and increased pollutant loads. This chapter of the Water Resources Section will describe the County’s current efforts toward managing and mitigating stormwater runoff,
and describe a proposed restoration plan to address urban pollutant loadings from Harford
County into the Chesapeake Bay.
Stormwater Management
In order to address the effects of increased stormwater runoff, the State of Maryland enacted the first stormwater law in 1982. This law required local governments to enact stormwater
ordinances to control the quantity of stormwater resulting from development. Historically,
runoff from development was only managed during the construction phase by sediment
control practices. In 1984, Harford County enacted its first stormwater management ordinance
to control the quantity of stormwater leaving a site after development. This can be found in Chapter 214 of the Harford County Code – Sediment Control and Stormwater Management. Best
management practices used to control stormwater runoff include stormwater management
ponds, infiltration and flow attenuation.
In 2002, Harford County updated Chapter 214 to incorporate the 2000 Maryland Stormwater
Design Manual in which stormwater quality must now be addressed as well as stormwater quantity. This manual encourages the use of environmentally sensitive site design techniques
and requires that redevelopment decrease impervious surfaces by 20% or treat an equivalent
area. Examples of these techniques include rain gardens, rooftop disconnection and reduced
impervious surfaces. Harford County updated Chapter 214 again in 2009 to incorporate the
Maryland Stormwater Management Act of 2007 which mandates that Environmental Site Design (ESD) techniques be used to address stormwater runoff wherever feasible. Innovative
site design along with properly designed and well-maintained stormwater best management
practices can help reduce pollutant loads, impervious surfaces and negative impacts
associated with uncontrolled stormwater runoff.
Stormwater management is an integral component of another County program which comprehensively addresses water quality problems. This program is the National Pollutant
Discharge Elimination System (NPDES) Program, administered by Harford County the Watershed
Protection and Restoration Office (MS4 Office) within the Department of Public Works. Harford
County obtained its first municipal NPDES permit in 1994. This permit addresses stormwater
discharges from municipal separate storm sewer systems (MS4s). Recertification is required every five years. Stormwater retrofits and stream restoration projects within the Development
Envelope are implemented through this program.
Urban Pollutant Loading Analysis
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As required under the County’s MS4 permit Part IVF2, Harford County has developed preliminary
Restoration Plans for the EPA approved TMDLs for Harford County including Bynum Run for
sediment, Swan Creek for nutrients, and the Chesapeake Bay for nutrients and sediment.
Drafts for all three plans will be posted for public review and comment before being finalized.
The Chesapeake Bay Restoration Plan for Harford County includes an updated model of the
pollutant loads calculated using the Maryland Assessment Scenario Tool (MAST) which was
developed by the State to mimic the modeling of the Chesapeake Bay Model at a local level.
MAST scenarios were developed for baseline (2002), current (2015) and proposed conditions
for the three major river basins in Harford County; Bush River, Northern Chesapeake Bay, and Gunpowder River
Proposed scenarios were developed based on watershed restoration strategies such as new
stormwater management facilities, retrofits of existing stormwater management facilities,
stream restorations, and tree plantings. The cost for implementing TMDL restoration goals for
Harford County is estimated at over $400 million. If implemented by 2025, the County would need to allocation $50 million.
There are currently 58,500 urban acres within Harford County excluding the municipalities,
state owned properties including state highways and federally-owned properties including
Aberdeen Proving Grounds. The results of the analysis below only reflects pollutant loads and
restoration strategies for urban land uses.
Figure 6
LOWER SUSQUEHANNA
BUSH RIVER
UPPER WESTERN SHORE
BaltimoreCounty
Pennsylvania
GUNPOWDER RIVER
S
U
S
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MAJOR RIVER BASINS IN HARFORD COUNTY
Development Envelope
APPENDIX II | WATER RESOURCE ELEMENT PLAN
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Basin Results
Since the land use and recommended restoration strategies vary between the river basins, the loads were calculated separately for the Bush River, Gunpowder River and Northern
Chesapeake Bay (which includes Lower Susquehanna River and Upper Western Shore) Figure
15 delineates the major river basins in Harford County.
The Susquehanna Basin is the largest basin in the County, comprising over 50% of the land area
of the County. It is mostly rural in nature and located predominately outside of the County’s Development Envelope. The greatest nutrient contributions come from agricultural land. As
developed land is expected to grow by over 20%, with over 2,500 new septic systems projected,
developed land will comprise a greater percentage of the nutrient load in the future. No
major point sources contributed to the nutrient loads nor, are any planned in the future.
The Bush River Basin is the second largest basin in the County, comprising approximately 30% of its land area. This basin contains the greatest amount of developed acreage, with half of
the basin lying within the County’s Development Envelope.
The Gunpowder Basin comprises approximately 10% of the County. Currently, the predominant
contributor of total nitrogen loading in this basin is agricultural. By 2025, agriculture will
remain the predominant contributor of total nitrogen; however, the major contributor of total phosphorus will be developed land.
Figure 7 and Figure 8 presents graphs for nitrogen and phosphorus loads for the 2010 baseline,
the 2015 current loads, and compares them to the TMDL loads for Harford County urban areas.
Figure 7
APPENDIX II | WATER RESOURCE ELEMENT PLAN
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Water Resources Policy 7: Optimize the County’s Stormwater Management Program to reduce the impacts of stormwater runoff.
Implementation
(a) Educate homeowners and community associations on the proper maintenance of stormwater management best management practices and on-site stormwater best
management practices.
(b) Promote a decrease in impervious surfaces vs. stormwater treatment as a mechanism to
meet stormwater management regulations.
Water Resources Policy 8: Reduce urban loading of pollutants to the County’s stream systems
Implementation
(a) Continue coordination with the State and the Soil Conservation District to improve stream
water quality.
(b) Research and develop nutrient offset projects for subdivisions built outside of the
Development Envelope using standard septic systems.
(c) Promote the use of denitrifying septic systems through the use of the Bay Restoration funds.
(d) Implement watershed restoration as required under the County’s MS4 permit through
stormwater retrofits and stream restoration projects.
(e) Implement the County’s Bush River and Deer Creek Watershed Restoration Action Strategies.
(f) Build the capacity within County government to promote and enhance the establishment
of stream buffers.
(g) Finalize and implement the MS4 Watershed Restoration Plans for Bynum Run, Swan Creek
and the Chesapeake Bay.
Figure 8
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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A Master Plan for the Next Generation
APPENDIX III
FUNCTIONAL CLASSIFICATION OF ROADS
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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Functional Classification
The basic functions of all roads are the movement of vehicular traffic and the provision of access to adjacent land. The Harford County Highway Classification System is exclusively based on
these functions and divides the components of the overall road system into various roadway
classifications, each serving the two basic functions to different degrees. These classifications
are based on general plan guidelines and design data developed from alignment studies and/
or traffic studies. Below are the roadway classifications and their characteristics according to US Department of Transportation Federal Highway Administration Highway Functional
Classification Concepts, Criteria and Procedures.
Interstate – Interstates are the highest classification of Arterials and are designed and
constructed with mobility and long-distance travel in mind. Since their inception in the 1950s,
the Interstate System has provided a superior network of limited access, divided highways offering high levels of mobility while linking the major urban areas of the United States.
Expressways/Freeways – These roadways look very similar to Interstates. Like Interstates, these
roadways are designed and constructed to maximize mobility and abutting land uses are not
directly served by them. Roads in this classification have directional travel lanes, are usually
separated by some type of physical barrier, and their access and egress points are limited to on- and off-ramp locations or a very limited number of at-grade intersections.
Principal Urban Arterial – These roadways serve major centers of metropolitan areas, provide
a higher degree of mobility and can also provide mobility through rural areas. Link major
centers of activity of a metropolitan area. Its primary function is for mobility and carries a
high proportion of total trips entering, existing, or passing through an urbanized area. Unlike Interstates and Expressways/Freeways, forms of access include driveways to specific parcels
and at-grade intersection with other roadways.
Principal Rural Arterial – These roadways serve major centers of metropolitan areas, provide
a higher degree of mobility and can also provide mobility through rural areas. Serves trips
of Statewide or Interstate travel. Principal Rural Arterials connects all or nearly all Urbanized Areas and a large majority of urban clusters with a population of 25,000 or more and provides
an integrated network of continuous routes without stub connections (dead ends).
Minor Urban Arterial – These roadways provide service for trips of moderate length, serve
geographic areas that are smaller than the Principal Arterials and offer connectivity to the
higher Arterial system. Minor Urban Arterials interconnects with and augments Principal Urban Arterials and provides intra-community continuity. Spacing between Minor Urban Arterials
varies from 1/8 mile – ½ mile in central business districts to 2 – 3 miles in the suburban areas.
Although mobility is the primary function of this type of arterial system, it may provide limited
access to major community centers along its path.
Minor Rural Arterial – These roadways provide service for trips of moderate length, serve geographic areas that are smaller than the Principal Arterials and offer connectivity to the
higher Arterial system. Minor Rural Arterials are spaced at intervals consistent with population
density, so that all developed areas are within a reasonable distance of a higher level Arterial.
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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Additionally, these roadways are typically designed to provide relatively high overall travel
speeds, with minimum interference to through movement.
Urban Collector – Provides both access to abutting land and circulation within neighborhoods
and business areas. It serves residential, commercial, and industrial areas by collecting and distributing trips from local streets and channelizing it into arterials for reaching their final
destination. Operating characteristics include higher speeds and more signalized intersections.
Major Rural Collector – Provides service to towns that are not served by Principal Arterials.
Intra-county travel between centers of activity such as major parks and agricultural areas of
farming communities are connected via this system. It provides access to arterials for one or more neighborhoods, providing direct connections to residential roads and other collectors
and has a limited amount of direct driveway access to abutting properties. These routes are
spaced at intervals consistent with population density in which traffic is collected from local
roads and channeled into a higher classified roadway to reach their destination in agricultural
centers and towns. Also provides internal distribution within a rural neighborhood, or part of one, and has limited direct driveway access to abutting properties.
Minor Rural Collector – Provides access and service to neighborhoods, and direct access
to residential, commercial, and industrial land use. The amount of access this type of road
provides is important. The length of the minor collector road should remain limited to a few
miles and create an efficient network to major collectors and arterials to effectively channel trips through the roadway network.
Local Roads – All unclassified roads are considered local roads. Harford County’s Department
of Public Works further categorizes local roads as Business District Roads and Residential Roads.
Note that all developer constructed new roads will fall into one of the following Local Road
categories unless otherwise specifically defined in the Planning and Zoning – Preliminary Plan Approval Letter.
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
INTERSTATE
I-95 (JFK Highway)Baltimore County Line Cecil County Line 18.29
Total Interstate Miles (rounded to the nearest tenth of a mile)18.3
FREEWAY/EXPRESSWAY
MD 23 MD 24 US 1 (Hickory Bypass)1.99
MD 24 US 1 Bypass Inter-
change MD 755 8.83
US 1 Bypass MD 543 MD 147/US 1 Busi-ness 5.41
Total Freeway/Expressway Miles (rounded to the nearest tenth of a
mile)16.2
PRINCIPAL URBAN ARTERIAL
MD 22
US 1 Business (Bal-
timore Pike/Main Street)MD 156 6.31
MD 22 Long Drive APG (Aberdeen)3.53
MD 24 MD 23 US 1 Bypass 1.81
MD 24 MD 755 APG (Edgewood)1.75
MD 155 I-95 US 40 2.53
MD 924 US 1 Bypass US 1 Business 1.88
US 1 (Conowingo
Road)US 1 (Hickory Bypass)US 1 (Hickory Bypass)1.58
US 1 Business (Bal-
timore Pike/Bel Air Road)MD 22 US 1 (Bel Air Road)/
US 1 Bypass 2.67
US 1 (Bel Air Road)MD 152 MD 147/US 1 Busi-
ness 1.54
US 40 Baltimore County Line Cecil County Line 18.64
Total Principal Urban Arterial Miles (rounded to the nearest tenth of a mile)42.2
PRINCIPAL RURAL ARTERIAL
MD 22 MD 156 Long Drive 3.11
MD 152 Pleasantville Road I-95 6.89
US 1 Baltimore County Line MD 152 1.34
US 1 MD 543 Cecil County Line 11.75
Total Principal Rural Arterial Miles (rounded to the nearest tenth of a mile)23.1
Total Principal Arterial Miles (Urban and Rural – rounded to the
nearest tenth of a mile)65.3
MINOR URBAN ARTERIAL
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
Edgewood Road MD 24 US 40 1.24
Juniata Street MD 763 Revolution Street 0.92
MD 7 Baltimore County Line US 40 11.32
MD 24 MD 23 Jarrettsville Road 0.63
MD 132 (W. Bel Air
Avenue)I-95 APG (Aberdeen)2.30
MD 147 MD 152 US 1/US 1 Bypass 1.08
MD 152 MD 146 Pleasantville Road 5.64
MD 152 US 40 APG (Edgewood)2.25
MD 159 US 40 Perryman Road 0.67
MD 462 (Paradise
Road)Old Robinhood Road MD 132 1.62
MD 543 US 1 (Conowingo Road)US 40 10.04
MD 715 US 40 APG (Aberdeen)0.53
MD 755 US 40 APG (Edgewood)1.69
MD 763 (Superior Street)Juniata Street MD 155 (Ohio Street)0.32
MD 924
US 1 Business (Bal-
timore Pike/Fulford Avenue)MD 24 5.42
Otsego Street US 40 Union Avenue 0.53
Revolution Street US 40 Union Avenue 1.48
Union Avenue Otsego Street Revolution Street 0.64
US 1 Business (Conowingo Road/
Hickory Avenue/Broadway)
US 1 Bypass MD 924 1.76
Total Minor Urban Arterial miles (rounded to the nearest tenth of a
mile)50.1
MINOR RURAL ARTERIAL
MD 23 MD 138 MD 165 4.56
MD 23 MD 165 MD 24 4.81
MD 136 MD 165 MD 22 12.94
MD 138 Baltimore County Line MD 23 0.90
MD 146 Baltimore County Line MD 23 5.34
MD 155 MD 22 I-95 6.49
MD 165 MD 23 (East-West
Highway)
Pennsylvania State
Line 13.48
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
Total Minor Rural Arterial miles (rounded to the nearest tenth of a mile)48.5
Total Minor Arterial miles (Urban and Rural – rounded to the near-est tenth of a mile)98.6
URBAN COLLECTOR
Abingdon Road MD 924 US 40 2.95
Beards Hill Road MD 132 MD 462 1.14
Bel Air South Parkway Tollgate Road MD 924 0.36
Box Hill South Park-
way MD 924 Abingdon Road 0.77
Brass Mill Road MD 543 MD 7 0.89
Brierhill Road MD 22 MacPhail Road 0.80
Bulle Rock Parkway MD 155 Chapel Road 1.08
Bush Chapel Road MD 132 (Bel Air Ave-
nue)Stepney Road 1.44
Bynum Road Water Tower Way MD 24 1.07
Canvasback Drive MD 155 Chapel Road 0.79
Carrs Mill Road Grafton Shop Road MD 152 1.92
Chapel Road Bulle Rock Parkway Ohio Street 1.59
Commerce Drive Jarrettsville Road MD 23 0.43
East Bel Air Avenue Old Post Road MD 22 0.69
Forest Valley Drive MD 24 Bernadette Drive 0.73
Grafton Shop Road Jarrettsville Road Red Pump Road 3.53
Hanson Road MD 152 MD 755 1.66
Henderson Road MD 543 North Avenue 1.69
Hickory Avenue Fulford Avenue US 1 Business (Broad-way)0.60
High Point Road Jarrettsville Road Pleasantville Road 1.63
Hookers Mill Road Abingdon Road MD 136 1.84
Jarrettsville Road MD 24 US 1 2.05
Joppa Road MD 7 Trimble Road 0.81
Joppa Farm Road MD 7 Trimble Road 0.48
Laurel Bush Road MD 924 Abingdon Road 2.55
MD 132 MD 22 US 40 (Oakington
Road)1.41
MD 136 I-95 MD 7 0.33
MD 159 (Perryman
Road)Old Philadelphia Road Bush River 4.39
MacPhail Road MD 924 Wheel Road 3.01
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
Moores Mill Road MD 22 MD 924 2.19
Mt. Royal Avenue MD 132 MD 22 0.63
North Avenue Henderson Road MD 924 0.29
Old Philadelphia Road US 40 MD 159 1.52
Old Post Road MD 22 East Bel Air Avenue 0.30
Osborne Parkway MD 24 Grafton Shop Road 1.28
Patterson Mill Road MD 924 Wheel Road 1.77
Perryman East (new)Michaelsville Road MD 715
Perryman West (new)US 40 at Mitchell Lane Canning House Road
Plumtree Road MD 924 Cypress Drive 0.52
Prospect Mill Road MD 22 MD 543 2.63
Red Pump Road Tollgate Road MD 24 2.07
Ring Factory Road Whitaker Mill Road MacPhail Road 3.11
Shore Drive Joppa Farm Road Bridge Drive 0.91
Singer Road MD 924 Winters Run Road 1.58
Spesutia Road US 40 MD 159 0.76
Southampton Road Moores Mill Road MD 543 0.64
Stepney Road I-95 MD 7 1.68
Thomas Run Road MD 543 Prospect Mill Road 0.97
Towne Center Drive Joppa Farm Road Shore Drive 0.70
Trimble Road Joppa Farm Road Willoughby Beach
Road 4.53
Union Avenue Revolution Street Commerce Street 0.32
Vale Road MD 924 Grafton Shop Road 1.96
Water Tower Way MD 23 US 1 Bypass 0.54
Watervale Road MD 152 Vale Road 1.72
Wheel Road Schucks Road Deadora Drive 4.58
Willoughby Beach Road Trimble Road Flying Point Road 3.01
Woodbridge Center
Way US 40 Hanson Road 0.80
Woodsdale Road MD 924 Present Terminus 0.56
Total Urban Collector miles (rounded to the nearest tenth of a mile)84.2
MAJOR RURAL COLLECTOR
Hess Road MD 146 MD 152 1.83
Jarrettsville Road MD 24 MD 23/MD 165 6.10
MD 23 MD 138 Pennsylvania State
Line 7.91
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
MD 24 Pennsylvania State
Line Jarrettsville Road 11.15
MD 136 MD 23 MD 165 10.89
MD 136 MD 22 I-95 5.82
MD 147 Baltimore County Line MD 152 1.86
MD 161 US 1 MD 155 5.35
MD 439 Baltimore County Line MD 23 1.16
MD 462 (Paradise Road)MD 155 Old Robinhood Road 2.53
MD 543 MD 165 US 1 (Conowingo
Road)8.60
MD 624 (Graceton
Road)
Pennsylvania State
Line MD 165 3.75
Schuster Road MD 146 MD 23 1.76
Total Major Rural Collector miles (rounded to the nearest tenth of a mile)68.7
MINOR RURAL COLLECTOR
Boggs Road High Point Road Grafton Shop Road 1.35
Bradenbaugh Road MD 23 Madonna Road 3.90
Carea Road Pennsylvania State
Line MD 136 1.23
Carsins Run Road MD 156 Creswell Road 5.90
Castleton Road MD 623 MD 440 3.09
Cedar Lane Wheel Road MD 136 2.12
Cedarday Drive Cedar Lane Cedar Lane 1.46
Chapel Road MD 462 (Paradise
Road)Bulle Rock Parkway 2.08
Cherry Hill Road MD 24 MD 543 3.94
Connolly Road MD 152 US 1 1.13
Constitution Road Pennsylvania State Line MD 24 1.34
Cool Spring Road Thomas Run Road MD 136 1.40
Creswell Road MD 543 Carsins Run Road 0.53
Deep Run Road MD 623 Prospect Road 2.45
Earlton Road Webster-Lapidum
Road Chapel Road 1.96
Fawn Grove Road Pennsylvania State
Lane MD 165 4.11
Greene Road Baltimore County Line MD 165 1.89
Grier Nursey Road MD 165 MD 24 6.29
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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EXISTING ROADWAY SYSTEM FUNCTIONAL CLASSIFICATION
ROAD NAME BEGIN POINT END POINT MILEAGE
Harford Creamery
Road Bradenbaugh Road Madonna Road 2.93
Hess Road Baltimore County Line MD 146 0.41
Houcks Mill Road Baltimore County Line MD 146 2.05
Jerrys Road Madonna Road Fawn Grove Road 2.44
Jerusalem Road Baltimore County Line MD 152 1.19
Line Road Pennsylvania State Line MD 136 0.27
Madonna Road Bradenbaugh Road MD 23 4.39
MD 156 MD 22 MD 155 5.97
MD 165 Baltimore County Line MD 23 (East-West
Highway)5.52
MD 440 MD 543 US 1 5.63
MD 623 Pennsylvania State Line US 1 7.04
MD 646 MD 543 MD 136 3.29
Old Federal Hill Road Jarrettsville Road MD 165 2.79
Old Joppa Road MD 7 US 1 Business 5.94
Old Pylesville Road (Main Street)Pennsylvania State Line MD 136 1.04
Pleasantville Road Baltimore County Line High Point Road 4.34
Prospect Road Pennsylvania State
Line MD 136 2.21
Reckord Road Old Fallston Road MD 152 3.48
Robinhood Road Chapel Road US 40 2.43
Schucks Road MD 22 MD 136 3.09
Singer Road MD 152 Winters Run Road 1.85
St. Clair Bridge Road MD 165 MD 24 3.26
Stepney Road MD 22 I-95 2.24
Thomas Run Road Prospect Mill Road MD 22 6.34
Whitaker Mill Road US 1 Ring Factory Road 1.81
Total Minor Rural Collector miles (rounded to the nearest tenth of a mile)128.1
Total Collector miles (Urban, Major Rural and Minor Rural – round-ed to the nearest tenth of a mile)281.0
APPENDIX III | FUNCTIONAL CLASSIFICATION OF ROADS
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A Master Plan for the Next Generation
APPENDIX IV
HARFORD COUNTY LANDMARKS
APPENDIX IV | HARFORD COUNTY LANDMARKS
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INVENTORY #PROPERTY NAME PROPERTY ADDRESS CITY
HA-937 Christopher's Camp 1219 South Fountain Green Rd Bel Air
HA-441 Churchville Presbyterian Church & Cemetery 2844 Churchville Rd Churchville
HA-225 Hays House 324 South Kenmore Ave Bel Air
HA-609 Little Falls Meeting House Burial Ground 719 Old Fallston Rd Fallston
HA-610 Fallston Friends Schoolhouse 719 Old Fallston Rd Fallston
HA-855 Nelson-Reardon-Kennard House 3604 Philadelphia Rd Abingdon
HA-4 Rigbie House 2422 Castleton Rd Darlington
HA-1312 St. Francis De Sales Church 1450 Abingdon Rd Abingdon
HA-5 Sophia's Dairy 4602 Pulaski Highway Belcamp
HA-168 St. Mary's Church 1 St. Mary's Church Rd Abingdon
HA-561 Stansbury Mansion 1616 Eden Mill Rd Pylesville
HA-49 Thomas Run Church Thomas Run Rd Bel Air
HA-165 Deer Creek Harmony Presbyterian Church 2202 Shuresville Rd Darlington
HA-12 Deer Creek Friends Meeting House & Cemetery 1212 Main St Darlington
HA-6 Bon Air 2501 Laurel Brook Rd Fallston
HA-307 McComas Institute 1911 Singer Rd Joppa
HA-249 Spesutia Church Vestry House & Cemetery 1504 Perryman Rd Aberdeen
HA-867 Bush Hotel 4014 Philadelphia Rd Abingdon
HA-1315 Joppa Historic District Joppa
HA-44 D. H. Springhouse 3000 Sandy Hook Rd Bel Air
HA-469 King and Queen Seats Rt. 24 Street
HA-1117 Whitaker Mill & Miller's House 1212 Whitaker Mill Rd Joppa
HA-103 Tabernacle Church Tabernacle Rd Whiteford
HA-66 Old Brick Baptist Church Baldwin Mill Rd Forest Hill
HA-1590 St. James African Methodist Episcopal Church Cemetery 4139 Gravel Hill Rd Havre de Grace
HA-693 Woodside 400 Singer Rd Abingdon
HA-240 Swansbury 111 Beards Hill Ext.Aberdeen
HA-1279 Greenwood 331 Glenville Rd Churchville
HA-1435 Historical Society Headquarters/Old Bel Air Post Office 143 N. Main St Bel Air
HA-356 Joshua's Meadows 300 N. Tollgate Rd Bel Air
HA-1244 Hopkins House 141 N. Main St Bel Air
HA-1394 Mrs. Dunnigan's Building 31 West Courtland St
HA-1456 Survey Stones for Bel Air at 220 South Main Street 220 South Main Street Bel Air
HA-1396 Survey Stones for Bel Air at 33 West Courtland Street 33 West Courtland Street Bel Air
HA-1311 Bel Air M.E. Church (Main Street)20 N. Main Street Bel Air
HA-1267 Asbury M.E. Church 114 Asbury Road Churchville
HA-448 Ivory Mills 4916 Harford Creamery Road Norrisville
HA-458, HA-459 George N. Wiley Mill 4907 Jolly Acres Road Norrisville
HA-997 Calvary United Methodist Church 1321 Calvary Road Churchville
HA-1228 Woodview 1326 Somerville Road Bel Air
HA-1605 Dembytown Church 800 Trimble Road Joppatowne
HA-258 Proctor House 54 East Gordon Street Bel Air
HA-1689 Orthodox Friends Meeting House & Caretaker's House 2225 Old Quaker Road Darlington
HARFORD COUNTY LANDMARKS
§ 267-112 HISTORIC LANDMARKS
APPENDIX IV | HARFORD COUNTY LANDMARKS
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HA-1393 Old Aegis Building 29 West Courtland St Bel Air
HA-1780 Old Aberdeen High School 34 N. Philadelphia Blvd.Aberdeen
HA-1395 Mrs. Dunnigan's Hotel & Restaurant 33 West Courtland St Bel Air
HA-1463 Harford Mutual Fire Insurance Company Building 18 Office Street Bel Air
HA-2181 Darlington Library 1134 Main Street Darlington
HA-218 Harford County Courthouse 20 West Courtland Street Bel Air
HA-1413 Bel Air Colored School 205 Hays Street Bel Air
HA-1409 Old Bel Air Academy 45 East Gordon Street Bel Air
HA-2180 Francis Silver Park (Darlington)2428 Shuresville Road Darlington
HA-370 Scott House (Equestrian Center)608 Tollgate Road Bel Air
HA-230 Liriodendron 502 W. Gordon Street Bel Air
HA-562 Eden Mill Park 1617 Eden Mill Road Pylesville
HA-1081 Stone House & Spring House (Edgeley Grove Farm)864 Smith Lane Benson
HA-439 Franklinville Road Joppa
HA-1119 Old Carrs Mill Road Fallston
HA-336 Nobles Mill Road Darlington
HA-799 Cherry Hill Road Street
HA-1982 Forge Hill Road Dublin
HA-1038 Ring Factory Road Bel Air
HA-1237 Whitaker Mill Road Joppa
HA-1098 Green Road Whitehall
HA-699 Harford Glen 60 W. Wheel Road Bel Air
HA-2179 Darlington Elementary School 2119 Shursville Road Darlington
HA-152 Hays-Heighe House 401 Thomas Run Road Bel Air
HARFORD COMMUNITY COLLEGE
PARK PROPERTY
BRIDGES
BOARD OF EDUCATION
HARFORD COUNTY PROPERTY