Tysons Draft Plan - Jan 15 2010

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TransformingTysons

Prepared for the

Planning Commissions

Tysons Corner Committee

Fairfax County

Department of Planning and Zoning

Department of Transportation

January 15, 2010

Tysons Corner Urban Center

Areawide and District Recommendations

DRAFT Plan Amendment

Clean Version (Track Changes Off)

TransformingTysons

Prepared for the

Planning Commissions

Tysons Corner Committee

Fairfax County

Department of Planning and Zoning

Department of Transportation

January 15, 2010

Tysons Corner Urban Center

Areawide and District Recommendations

DRAFT Plan Amendment

Markup Version With Changes from Previous Draft


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County of Fairfax, VirginiaMEMORANDUM

DATE: January 14,2010TO: Tysons Committee of theFairfax County Planning CommissoFROM: James P. Zook, Director

Department of Planning a d -Ml!\,,l,SUBJECT: Transmittal of draft Tysons Co er Urban Center Plan Amendment

(Staffs third draft orTysons Pia Text)

In September 2009, the second "Straw Man" draft of Plan text was provided by staff to theTysons Committee of the Fairfax County Planning Commission. This document was staff'ssecond draft ofAreawide and District level Comprehensive Plan text for the Tysons CornerUrban Center, which utilized and expanded upon the Tysons Land Use Task Forcerecommendation document that was presented to the Board of Supervisors in September 2008.Between October 2008 and December 2009, the Planning Commission's Tysons Committeeheld meetings to consider presentations on many issue areas as well as findings of additionalanalyses. Also, at these meetings, the Tysons Land Use Task Force's Draft Review Committee(DRC) presented their recommended changes to this draft plan. Finally, during 2009 staffworked with the Georgelas Group on a demonstration project proposed for the Tysons Weststation. This helped develop understanding as to how the draft plan might be implementedthrough the development review process.The latest draft Plan Amendment, as prepared by staff, has benefited greatly from theadditional analyses and discussions with the Tysons Committee, the DRC, the DemonstrationProject Team, and others. This document provides revisions in "track changes" to assist theCommittee in identifying the changes to the previous draft "Straw Man II." A copy of the draftPlan Amendment (with and without track changes) can be downloaded from the web atwww.fairfaxcounty.gov/tysons.This document provides text boxes identifying where we believe the DRC may havesubstantive differences with the recommendations in this draft Plan text. In addition, there arestaff notes and comments which provide background and comparison information.

Excellence 11" Innovation 11" StewardshipIntegrity 11" Teamwork* Public Service

Department of Planning and ZoningDirector's Office12055 Government Center Parkway, Suite 700Fairfax, Virginia 22035Phone 703-324-1325 FAX

www.fairfaxcu . . . . . . .ono'PLANNING& ZONING


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Transmittal of draft Plan Amendment

January 14, 2010

Page 2

The most significant difference noted in this document between staff and the DRC

recommendations is TOD District intensity and the resulting development potential. Other

differences noted are the minimum acreage for consolidation and the maximum buildingheights in some locations.

In summary, the attached document represents a significant step in translating the work of the

Planning Commissions Tysons Committee into Plan text. Development of this document into

a proposed Plan Amendment will be further informed by discussions of the Planning

Commission Committee beginning January 20, with citizen comments provided on January 27

and February 11, 2010. It is anticipated that the Planning Commission will hold a workshop

on the Advertised Plan Amendment document on March 11 and a public hearing on March 24.

Markup of the Plan Amendment by the Planning Commission is expected to occur during late

April and May.

Many individuals have participated during the past five years in developing the new vision for

Tysons, and many have provided thoughts and recommendations to be included in the draft

plan. We appreciate the efforts that have been put forth to date by so many individuals who are

dedicated to transforming Tysons into a place worthy of the aspirations of present and future

generations. We look forward to working with the Planning Commission Committee to move

this most significant endeavor toward adoption of a new Plan for Tysons.


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage i

TABLE OF CONTENTS

Chapter/Section Page Number

Chapter 1: Introduction 1

Location and Boundary 2Planning History 3Tysons Land Use Task Force 4

Chapter 2: Vision for Tysons 6

Guiding Planning Principles 7The Framework to Transform Tysons 7

Achieving the Vision 9

Districts within Tysons 11

Chapter 3: Implementation 13

Implementation Strategy 14Detailed Planning 15

Implementation Entity 17

Funding Strategies 17

Regulatory Framework 17Public-Private Partnerships 18

Private-Private Partnerships 19

Phasing 19

Chapter 4: Areawide Recommendations 20

Land Use 21

Land Use Pattern 21Mix of Uses 22

Tiered Intensity 26

TOD District Intensity 27Non-TOD District Intensity 29

Circulator Intensity 29

Bonus Intensity 29

Allocating Floor Area between Sites 30Land Use Guidelines 30

Affordable/Workforce Housing 30

Green Buildings 32Coordinated Development & Parcel Consolidation 33

Existing Buildings and Services 34

Residential & Other Noise-Sensitive Uses 34Phasing Development to Transportation & Public Facilities 35


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage ii

TABLE OF CONTENTS (Continued)


Chapter 4: Areawide Recommendations (Continued)

Transportation 39Transportation Infrastructure and Services 41

Public Transportation 43

Public Transportation Goals 42

Metrorail 43Express Bus Service/BRT 44

System of Circulators 45

Local Bus Service 47Multimodal Transportation Hubs 48

The Road Network 48

Overview 48Context Sensitive Solutions 49

Grid of Streets 49

Official Map of Public Streets 51

Street Types & Design Guidelines 52Highway Connections & Beltway Crossings 61

Bicycle Network 61

Bicycle Parking 63Wayfinding 64

Level of Service 64Impacts on Roads 64

Impacts on Transit, Pedestrian & Bicycle Facilities 65

Transportation Management 66Transportation Demand Management 66

Parking Management 68

Information & Communication Technology & IntelligentTransportation Systems 70

Traffic Management & Maintenance 72

Maintaining a Balance Between Land Use &Transportation 72

Monitoring System 75Funding for Transportation Improvements 76


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage iii




Environmental Stewardship 78More Sustainable Than Tysons Today 79

Stormwater Management 80

Natural Resources Management 81

Tree Canopy Goals 81Information & Communications Technology 82

Green Buildings 83

Parks and Recreation 83Green Network Components 85

Environmental Stewardship Guidelines 89

Parks and Open Spce 89Stormwater Design 90

Green Building Design & Energy/Resource Conservation 92

Setting Future Environmental Goals for Tysons 93

Public Facilities 94

Schools 94

Library 95Fire and Rescue 95

Police 96Parks 96

Stormwater Management 97

Wastewater Management 97Water 98

Electric Power 99

Natural Gas 99Telecommunications 99

Arts Facilities 100

Public Facility Guidelines 100

Phasing Public Facilities 100Public Facilities Sustainability Goals 101

Information & Communications Technology 101


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage iv




Urban Design 104Urban Design Principles 104

Urban Design Recommendations 106

Pedestrian Realm Recommendations 106

Street Grid and Block Pattern 106Streetscape Design 107

Building and Site Design 117

Build-to Lines and Building Frontages 117Bulk and Massing 118

Step-Backs 119

Building Articulation 121Fenestration and Transparency 121

Parking Design 122

Building Height 124

Chapter 5: District Recommendations 127

Tysons West 130South Subdistrict 132

North Subdistrict 135

Tysons Central 7 141

South Tysons Central 7 Subdistrict 143North Tysons Central 7 Subdistrict 147

Tysons Central 123 151North Tysons Central 123 Subdistrict 153

Subarea 1: Tysons II 153

Subarea 2: South West Park 155

Subarea 3: Lillian Court 157South Tysons Central 123 Subdistrict 158

Subarea 1: Tysons Corner Center 158

Subarea 2: Northeast International/Route 7 161

Subarea 3: Towers Crescent North 162

Subarea 4: Towers Crescent South 163Subarea 5: Watson Street 164


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage v



Chapter 5: District Recommendations (Continued)

Tysons East 166Scotts Run Crossing and Colshire Subdistricts 168

Old Meadow and Anderson Subdistricts 171

West Side 176Old Courthouse Spring Branch Subdistrict 178

Ashgrove Subdistrict 178

Gosnell Subdistrict 179

Old Courthouse 180

South Old Courthouse Subdistrict 182Subarea 1: Nonresidential Edge 182

Subarea 2: Residential Edge 182

Northwest Old Courthouse Subdistrict 183

Subarea 1 183Subarea 2 184

Subarea 3 185

Northeast Old Courthouse Subdistrict 186Subarea 1 186

Subarea 2 188Additional Guidance for Northwest & Northeast Subdistricts 188

North Central 190Office Subdistrict 192

Subarea 1: DAAR Office Area 192

Subarea 2: Capital Beltway Office Area 193Urban Neighborhood Subdistrict 194

Subarea 1: Rotonda/Post Neighborhoods 194

Subarea 2: Park Crest & Crescent 195

Subarea 2: West Park Urban Neighborhood 196


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Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner CommitteePage vi


Chapter 5: District Recommendations (Continued)


East Side 199North Magarity Subdistrict 201

Subarea 1: The Westerlies 201

Subarea 2: Hunting Ridge 201

Subarea 3: McLean Commons 202South Magarity Subdistrict 203

Subarea 1: Westgate School and Park 203

Subarea 2: South Residential Neighborhoods 203Beltway/Route 7 Subdistrict 206


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FAIRFAX COUNTY COMPREHENSIVE PLAN AREA IITysons Corner Urban CenterAreawide RecommendationsDRAFT, January 14, 2010 (Clean Version) Page 1

Draft Plan Amendment by County staff prepared for Planning Commission Tysons Corner Committee

Tysons Today Tysons Transformed

1: INTRODUCTION

In the 1950s, Tysons was a rural area of Fairfax County, marked by the crossroadsof Routes 7 and 123 and a general store. In the 1960s, the Tysons Corner Center, a largeregional mall, was opened, beginning the areas transformation into a major commercialcenter. Later Tysons attracted a second regional mall, the Galleria at Tysons II, and theCountys largest concentration of hotel rooms, including those at the Ritz Carlton and theSheraton Premiere. Tysons has also become home to several Fortune 500 headquarters

and many other prominent national firms, and in 2009 had around one-quarter of all ofthe office space in Fairfax County.

The construction of the Capital Beltway and the Dulles Airport Access Road inthe 1960s improved Tysons access to highway and air transportation. This made Tysonsone of the regions most strategic locations for capturing suburban office and retaildevelopment. The subsequent transformation of Tysons was part of a nationwidephenomenon that shifted many traditional business functions from downtowns to thesuburbs. Tysons was at the forefront of this trend, and, in fact, was identified as thearchetypical Edge City by Joel Garreau in his 1991 book of the same name.

Tysons, with its large concentration of office and retail development,is well positioned to take advantage of the coming of Metrorails Silver Line. This linewill run from the East Falls Church station and ultimately extend beyond the WashingtonDulles International Airport into Loudoun County. Four Metro stations are planned toopen in the Tysons Corner Urban Center by 2014: Tysons East, Tysons Central 123,Tysons Central 7, and Tysons West. The arrival of Metrorail service provides anopportunity to transform Tysons yet again, from an edge city into a true urbandowntown for Fairfax County. The remade Tysons should provide a better balance of


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housing and jobs, a transportation system that includes facilities for pedestrians,bicyclists and motorists, and a green network that links existing stream valley parks withopen space and urban parks located throughout the area.

Map 1 shows the boundaries of the Tysons Corner urban center, and the locationsof the four future Metrorail stations.

Map 1Tysons Corner Urban Center andFour Proposed Metrorail Stations

LOCATION AND BOUNDARY

Tysons is a 1,700 acre area located in northeastern Fairfax County, about halfwaybetween downtown Washington, D.C. and Dulles International Airport. It is located atthe confluence of Interstate 495 (the Capital Beltway) with the Dulles Airport Access and

Toll Roads, Route 7 and Route 123.

Tysons is roughly triangular in shape and contains the highest natural elevationsin Fairfax County. It is bounded on the southeastern side by Magarity Road and on thesouthwestern side generally by the limit of commercial development along Gallows andOld Courthouse Roads and the natural areas of Old Courthouse Stream Branch. Theresidential areas on the western side of Gosnell Road flanking Old Courthouse Road are


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also part of the Tysons Corner area. The Dulles Airport Access and Toll Roads form thenorthern boundary of Tysons.

The residential communities surrounding Tysons, which include McLean, Viennaand Falls Church, help to make Tysons a good business location. These communitiesprovide a wide range of housing types and a relatively large supply of housing nearTysons employers. The communities surrounding Tysons also have many outstandingfeatures, such as excellent public schools and one of the best educated and highly trainedlabor pools in the nation.

PLANNING HISTORY

As Tysons grew in the 1960s and early 1970s, its evolution as a dynamic andcomplex business center required restudy by County planners every few years. In August

of 1975, the Board of Supervisors adopted the Area II portion of the ComprehensivePlan, which established the Tysons Corner Complex Area as a special study arearequiring continual monitoring and restudy . In September of 1975, the Boardcommissioned a special study and created a broad-based task force with representationfrom large and small businesses in the area, landowners of major undeveloped tracts, andresidents of the area, as well as citizen leaders from the surrounding McLean and Viennacommunities. As a result of this study, a revised Comprehensive Plan was adopted inJune of 1978. The detailed land use recommendations that were provided by thisamendment were the primary guide for land use and zoning decisions through 1993.

After 1978, the Tysons plan was amended by means of the Area Plan Review or

Out-of-Turn Plan Amendment processes. The most significant change was the additionof building height guidelines as a result of the 1984 Tysons Corner Height Study. Theseguidelines established maximum building heights to be considered during the zoningprocess, along with building mass, architectural interest and other features, in order toachieve the Plans urban design objectives.

Between 1989 and 1991, the Countys Comprehensive Plan underwent a majorreview known as the Fairfax Planning Horizons process. The first phase of FairfaxPlanning Horizons resulted in the creation of the Policy Plan, which was adopted by theBoard of Supervisors in August of 1990. At the same time, the Board adopted TheConcept for Future Development and Land Classification System as a guide for the

second phase of the Planning Horizons process, the update of the Area Plans. TheConcept for Future Development designated Tysons Corner as the Countys UrbanCenter, and set forth a need for a Tysons Corner special study to identify amendments tothe Comprehensive Plan that would guide the areas evolution to a more urban andpedestrian-oriented environment.

In 1990 the Board authorized a study of the Tysons Corner Urban Center andappointed a 24-member task force to work with staff on this planning effort. This task


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force included representatives of local businesses, developers and civic associations. Theresulting Plan Amendment, as adopted by the Board in 1994, incorporated concerns ofthe community, applicable countywide goals, and the overall objective to develop Tysons

as the downtown of Fairfax County. A key feature of the 1994 Plan was the locationof three Metrorail stations at Tysons. These stations were expected to serve as thecatalyst to transform the area from a suburban to an urban area.

Over the next ten years, county, regional, state and national officials worked toensure that Metrorail through Tysons would become a reality. The final EnvironmentalImpact Statement (EIS) for this project identified four transit stations in Tysons, versusthe three stations in the 1994 Plan. As a result of the greater certainty of Metrorailsalignment and station locations, in 2004 twenty proposals for redevelopment in Tysonswere submitted under the countys Area Plan Review (APR) process. Since theComprehensive Plan had not been revised to account for the specific locations of the four

stations, the Planning Commission deferred all rail-related APR nominations to bereviewed in a Special Study of the Tysons Corner Urban Center.

TYSONS LAND USE TASK FORCE

In May 2005 the Board established the Tysons Land Use Task Force anddescribed its mission to update the 1994 Plan as follows:

1. Promote more mixed use;2. Better facilitate transit-oriented development (TOD);3. Enhance pedestrian connections throughout Tysons;4. Increase the residential component of the density mix;5. Improve the functionality of Tysons; and6. Provide for amenities and aesthetics in Tysons, such as public spaces, public art,

parks, etc.

The members of the Task Force represented a wide range of community interestsand perspectives. Between 2005 and 2008 the Task Force studied the issues andconditions in Tysons and looked at examples of how transit- oriented communities havebeen designed and implemented elsewhere in the U.S. The Task Force also formed sixcommittees that met regularly, interacted with County staff and relevant experts, andprovided detailed recommendations for Task Force review. Committee topics included

transportation, affordable and workforce housing, implementation, livability andwalkability, landowner coalitions, and communication.

The Board also directed the Task Force to engage in extensive public outreach toinvolve and incorporate the views and concerns of surrounding communities, citizengroups, smart growth advocates, businesses, employees, environmentalists and otherspecial interests, in addition to landowners and developers. The full Task Force held over60 public meetings in addition to the meetings of its subcommittees. Another 45 public


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meetings and workshops were held and attended by over 2,000 stakeholders. In addition,public input was obtained through the Countys Tysons website. The input received fromthe public outreach initiatives helped to shape the Task Forces recommendations. The

recommendations and vision to transform Tysons were presented to the Board ofSupervisors in September, 2008.

The Board accepted the Task Forces Areawide Recommendations report andreferred it to the Planning Commission and staff for the development of detailedComprehensive Plan text. The Board directed that, in addition to the Task ForceRecommendations, the Plan text be guided by the population and employment forecastsfor Tysons developed by George Mason Universitys Center for Regional Analysis, andthe transportation and public facility impact studies conducted in 2008 and 2009.Utilizing these analyses, as well as a fiscal impact analysis also requested by the Board,staff worked with the Planning Commissions Tysons Committee and the Tysons Land

Use Task Forces Draft Review Committee to formulate the Plan Amendment, ST05-CW-1CP, which was adopted by the Board of Supervisors on (date to be inserted).


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2: VISION FOR TYSONSImagine the future Tysons as a different, better place than today. Clusters of

high density buildings surround the four Metrorail stations, and tree-lined streets connectneighborhoods. This vision for Tysons is not just about tall buildings. It is aboutcreating a place in which people are engaged in their surroundings and a place wherepeople want to be. Imagine seeing people at sidewalk cafes, walking or jogging downtree-lined boulevards, enjoying public art and outdoor performances, and playing in theparks. Over the long term the vision calls for:

75% of all development to be located within an easy walk (1/2 mile) of Metro;

An urban center that could include 200,000 jobs and 100,000 residents; A jobs/housing balance of approximately 4.0 jobs per household; A sustainable Tysons with restored streams, a green network of public parks, open

spaces and trails, and green buildings; and

A redesigned transportation system with circulator routes, community shuttles,feeder bus service, and vastly improved pedestrian and bicycle routes and

connections.


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GUIDING PLANNING PRINCIPLES

The vision for Tysons is grounded in the following Guiding Planning Principles.

1. Move Tysons forward within its existing boundaries as the employment andcommercial economic engine of the region and an expanding contributor to thetax base of Fairfax County.

2. Retain compatible transitions at the edges to adjacent neighborhoods through acombination of use, intensity, scale and/or building heights.

3. Transform Tysons from a suburban office park and activity center into a 24/7urban center marked by the diversity of residents and workers, a wide range ofideas, opportunities, and activities, the quality of buildings, aesthetics, and openspaces, and connections and accessibility for all.

4. Reduce the time, cost, and inconvenience of accessing and moving within Tysonsby promoting a functional and accessible system of pedestrian walkways, trails,shuttles, bike routes, a grid of streets, transit connections, and standard principlesof trip reduction.

5. Reduce the suburban focus on isolated buildings, surface parking and movingvehicles through Tysons to somewhere else and connect new buildings, urbanparks, structured parking, and pedestrian and bicycle accommodations to formengaging streetscapes and connected neighborhoods.

6. Attract mixed-use transit-oriented development and private investment toMetrorail station areas and transit connection locations throughout Tysons,including increased housing supply, choices, and price points, serviceopportunities, and office space.

7. Engage people, communities, institutions, and the private sector with governmentto include in Tysons the distinctive architecture, civic focal points, cultural andeducational institutions, places of worship, medical facilities, entertainment andrecreation, libraries, and public safety facilities that mark environmentally sound,safe and inclusive urban communities.

8. Respect the unique natural features and topography of Tysons in all plans, expanduseable and publicly accessible open space and improve the existing naturalenvironment.

THE FRAMEWORK TO TRANSFORM TYSONS

The guiding principles provide a framework for the future of Tysons one thatenvisions a highly livable place for residents, employees and visitors. The frameworkincludes six elements that are essential to future development. While the exact details ofeach element will evolve over time, none can be ignored and all must be in place andworking together for the vision to be realized. The six elements of the framework aredescribed below.


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1. Creating a people-focused urban setting. The Tysons of tomorrow will be a place forpeople. A people-focused urban setting will be created by providing mixed-use, transit-oriented neighborhoods that promote pedestrian, bike, and transit use. The new

transportation and land use concept for Tysons creates a people-focused urban setting by:

Encouraging Transit-Oriented Development (TOD) Improving the Jobs/Housing Balance Providing Diverse and Affordable Housing Creating Defined Neighborhoods Protecting the Edges Incorporating Community Benefits Creating Excellence in the Public Realm

2. Redesigning the transportation network with a strong focus on transit. The creationof a multi-modal transportation system within Tysons will provide diverse and accessibletransportation choices. The choices will encourage people to walk, bike or take transit todestinations within Tysons. Ultimately, Tysons could be a place where owning a car maybe unnecessary and certainly not essential. The transportation network should:

Encourage Mobility within Tysons Establish and Construct a Grid of Streets Create a System of Circulators Promote Regional Connectivity

3. Placing a strong focus on the environment. The plan to transform Tysons recognizesthe long-term value and importance of protecting and enhancing the environment; thiscan be achieved through such goals as reducing greenhouse gas emissions, restoringstreams, encouraging sustainable development, and promoting the efficient use andconservation of resources. Some key features of environmental stewardship are:

Low Impact Development Techniques to Control Stormwater Supporting the Creation of Environmentally Sustainable Buildings Creating a Network of Parks, Open Spaces and Trails Conservation of Resources such as energy and water

4. Developing a vibrant civic infrastructure. The transformed Tysons will includefacilities and programs for arts and culture, recreation and education. These will be partof the essential fabric of a livable Tysons, and should be included in the initial planningfor new development. Such facilities and programs should:

Build upon Educational Excellence Provide Urban Recreation Facilities within Tysons


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Meet the Communitys Needs for Cultural and Arts Facilities Provide Public Art for Public Places

5. Enhancing Tysons as the Countys major employment center and regional economicengine. Fairfax County is the heart of the Washington area technology sector and Tysonsis its economic and employment center. Further, Tysons is one of the nations largestemployment and retail centers. The transformed Tysons is expected to continue togenerate significant increases in revenues to the county from real estate taxes, sales taxesand business licenses. The County should continue to capitalize on Tysons growth as aregional economic engine.

6. Creating an implementation strategy that provides the flexibility, accountability, andresources necessary to achieve the vision, including the creation of an entity to focus onimplementing the vision for Tysons. A strong implementation strategy will make the

vision of a transformed Tysons a reality. The implementation strategy should specify anapproach that guides and coordinates individual projects with the phasing of urbaninfrastructure and community benefits that are necessary to achieve the overall vision.The balancing of opportunities for development with needs for appropriate infrastructurewill provide certainty for landowners as well as county residents that the vision will beimplemented as desired. The implementation strategy should include:

Detailed planning that links infrastructure provision with development Creation of an implementation entity Establishment of a funding strategy for public infrastructure Revision of the regulatory framework Formation of public-private partnerships

ACHIEVING THE VISION

The vision of the future Tysons is one of greater density, a synergistic mix ofuses, more pedestrian and transit friendly, and sustainable in design and function. Thisnew Tysons will be highly attractive with residential communities where people willwant to live, raise families, and retire. Tysons will be an active 24-hour place, providing avariety of residential, office, retail, civic and entertainment uses that will attract touristsand other visitors. Pedestrian-friendly connections and frequent transit service willenable people to move easily within Tysons or to other portions of the region onMetrorails Silver Line. High quality parks and open space will give people a variety ofplaces to gather and socialize.

The auto-oriented streets of Route 7 and Route 123 will be transformed to tree-lined boulevards designed to calm traffic through the most urban parts of Tysons whilestill moving traffic. People will be able to walk or bike safely within Tysons to nearbybusinesses. Circulator routes will provide frequent transit access to almost all areas


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within Tysons. These elements will constitute a new and forceful example of how torealize automobile trip reduction.

This transformed Tysons will be organized around eight districts, each with a mixof land uses. The transit-oriented developments (TODs) around the four Metrorailstations will resemble intense and busy downtowns. The four Non-TOD Districts willinclude lively neighborhoods leading to the edges of Tysons. Closer to theneighborhoods outside of Tysons, the pattern of development will carefully transitiondown to a scale and use that respects the adjacent communities. Map 2 below shows theboundaries of the eight districts at Tysons.

Map 2Tysons Corner Urban Center

Eight Districts


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DISTRICTS WITHIN TYSONS

The vision identifies eight districts at Tysons, each with a different mix of land

uses and intensities. Within these districts there will be places, to work, to live, to shop,and to play. Collectively, the districts of the transformed Tysons will work together tocreate an urban center or downtown for Fairfax County. All of the districts withinTysons will be equally important to its overall success.

Each TOD and Non-TOD District will have a different character, as describedbriefly below. People who live and work in Tysons will use all of these places, and eachdistrict will be connected to the others. Boundaries between the districts will be blurredas people move seamlessly from one place to the next. The connectedness and uniquenessof each place will be mutually supportive, creating a 24-hour urban center of greatvitality.

TOD Districts

Each of the four station areas is considered a TOD District, and is describedbriefly below.

Tysons West: Tysons West should be a signature gateway to the urban center. Streetsleading to and from the Metro station are expected to redevelop with retail uses, drawingpeople off Metrorail and into the neighborhoods. In addition, Tysons West is an optimallocation for an arts and entertainment district, including restaurants and entertainmentoptions that stay open after the workday ends.

Tysons Central 7: Tysons Central 7 District has two subdistricts, separated by Route 7.The North Subdistrict is oriented towards Greensboro Drive and is envisioned to be avibrant 24-hour mixed use center with a high concentration of office space. The SouthSubdistrict is oriented towards Route 7 and is envisioned as a civic center with a mix ofpublic, residential and commercial uses.

Tysons Centr al 123: Tysons Central 123 will remain the regions signature shoppingdestination. Redevelopment is expected to add street-front, ground floor retail andentertainment, and high-rise residential buildings. In addition, high-rise hotel andconference facilities will provide services to local residents and will be a short walk from

the office concentration in the Tysons Central 7 District.

Tysons East: Tysons East serves as a signature gateway for those entering the urbancenter from the east. The defining focus of Tysons East will be Scotts Run, which isenvisioned to transform into a great urban park surrounded by mixed-use development,including office, residential, hotel, support retail and service uses. In addition, the areacould include institutional and public uses, such as educational and recreational facilities.


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Non-TOD Districts

The four Non-TOD Districts are generally located between TOD Districts and the

edges of Tysons that are adjacent to surrounding residential communities. Each isdescribed briefly below.

West Side: The West Side District is developed with two residential neighborhoods andincludes the Old Courthouse Spring Branch stream valley park as a key feature. Becauseof its location on the edge of the urban center, this district serves as a transition fromplanned high intensity mixed-use in the Tysons West and Tysons Central 7 TOD Districtsto the single family neighborhoods just outside of Tysons.

Old Courthouse: The Old Courthouse District will have smaller scale office buildingsand residential developments than TOD Districts and will serve as a transition area

between the Tysons Central 123 District and the neighboring communities. Withadditional infill and redevelopment, portions of this district will evolve into aneighborhood that supports an active 24-hour environment where people go to restaurantsor stores after work.

North Central: The land use pattern in the North Central District will allow for atransition between Tysons Central 123 and communities north of Tysons. Office useswould be mostly located adjacent to the Dulles Access Road, while residential land usescould be the focus around the proposed circulator route. Future development along thisroute could result in vibrant, mixed-use residential neighborhoods, with local-servingretail, dedicated parks and civic uses, and a pedestrian-friendly street network.

East Side: The East Side District serves as a transition area between higher intensityTOD Districts and the adjacent Pimmit Hills neighborhood abutting Tysons. Portions ofthis district will redevelop into urban residential neighborhoods, including limited retailand office uses serving the local residential population and providing Tysons with somelive-work opportunities.


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3: IMPLEMENTATIONThe new vision seeks to transform Tysons from a suburban edge city into a

truly urban place the new downtown of Fairfax County. Implementation of the visionwill result in significant changes in who lives and works in Tysons, and how day-to-dayneeds get accomplished while enhancing the quality of life. It will provide a uniqueopportunity to make Tysons a better place to live, work and play.

The Tysons of tomorrow will be characterized by housing located close to jobs,urban services, abundant transit, shopping, and public spaces. The new Tysons will

create a living environment less dependent on the automobile. Green architecture and sitedesign will encourage great places and lessen the impact of development on theenvironment. Density will be highest near Metro to support a more intense mix ofhousing, shopping, and employment. New types of housing will be designed to meet theneeds of smaller households and people on fixed incomes. Streets will be transformed byimplementing design standards that encourage walking, biking, and transit, in balancewith the single-occupancy automobile. Parks and open space will be enlarged andrestored. The needs of the greater community, the public sector and the private businesssector will be balanced within Tysons in an open and transparent process to deliver thevision.

Transforming Tysons will necessitate a departure from past approaches toplanning and implementation. Identifying the vision will not be enough. The truemeasure of the vision will be what happens in the next step - implementation.


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IMPLEMENTATION STRATEGY

Transforming Tysons will require an implementation strategy equal to thechallenge, and a strong will to see it through. Central to the strategy will be building andassembling the tools and the partnerships necessary to achieving the vision for atransformed Tysons. It will be an evolving strategy that will be refined and completedover many years.

Priorities and responsibilities for implementation are outlined in this chapter.Successful implementation will require: commitment to the vision and Guiding PlanningPrinciples; committed leadership; dedicated professional staff at the County and otheragencies; loyal, hard-working citizen participants; and a private sector willing to worktogether to seize new opportunities and utilize new development and building techniques.

Implementation of the Plan will be the most complex component of Tysons future. Theprocess must be transparent, intentional, and thorough. The elements of theimplementation strategy include:

Detailed Planning Detailed planning is required in order to refine and updateguidance for each of the eight districts; to address the alignment of the proposedgrid of streets and Circulator System; to create a coordinated network of parksand open space; and to refine strategies for environmental stewardship.

Implementation Entity Implementing the vision of Tysons will be well servedby a Keeper of the Vision that is involved in the policies, guidelines and intent

of the vision at every step of implementation, and that monitors and evaluates thetype and pace of development and the phasing of infrastructure to accommodatethe growth within Tysons.

Funding Strategies Funding strategies (including public-private partnerships)should be identified. The feasibility of various financial tools should be assessed,and the mechanisms for financing specific portions of the plan must be identified.

Regulatory Framework Regulatory tools will be needed to implement the typeand intensity of new development and to prescribe design and developmentstandards to achieve Tysons overall urban design goals.

Public-Private Partnerships - In addition to regulatory tools, public infrastructureimprovements and public/private partnerships will be essential in implementingthe Plan.

Private-Private Partnerships Cooperation among landowners will be necessaryin order to obtain land for public facilities, parks and open space, the grid ofstreets, and future circulator rights-of-way within Tysons.


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Phasing A dynamic and evolving phasing plan tying future development tospecific public improvements will be critical to ensure that transportation, otherurban infrastructure and public amenities will be in place as growth occurs.

DETAILED PLANNING

District Plans

Plan guidance for each of Tysons eight districts addresses the mix and intensityof land uses and additional guidance for achieving the envisioned future. Over time it isanticipated that the guidance for each district will need to be refined and updated toreflect new and approved development.

Circulator Alignments

A key component of the future transportation network is a transit CirculatorSystem, linking Metro stations and other areas of Tysons. It is anticipated that thisCirculator System will be developed in phases. The first phase will be bus serviceprovided in existing rights-of-way. This service is expected to be in place whenMetrorail begins operating within Tysons. However, over the long-term this service isenvisioned to evolve in to a higher level of transit service, which would operate in itsown rights-of-way. To implement this system, the first step is to conduct a detailedtransit circulator study. This study needs to assess:

Connections between the circulator and the Metrorail system. This includesidentifying where the connections will occur and how the two systems will beintegrated at Metrorail stations and circulator stops

Alignment of Circulator System routes, including identification of how thecirculator fits in the roadway (dedicated right-of-way or mixed with traffic)

Location of Circulator System stops throughout Tysons Design of the circulator stops, including access and circulation plans for

pedestrians, transit, bikes, and autos, and integration with the surrounding landuses

Type of circulator mode (i.e., branded bus, streetcar, etc.) Maintenance facility (potential locations, size, etc.) Ridership of Circulator System and degree to which the circulator will increase

Metrorail ridership


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Whether or not additional density should be planned for areas in proximity to thecirculator routes, based on resulting increases in transit capture and reductions inpeak hour vehicle trips into and out of Tysons

Parks and Open Space

Parks provide a sense of place for Tysons and individual neighborhoods. Thesuccessful implementation of the parks and open space network and the urban standardsfor parks and recreation will be critical for Tysons transformation. Parks shouldprovide:

Respite from the urban environment A public place to play, socialize and relax Connectivity to a network of pocket parks, public plazas and common greens

Guidance on the network of parks, open space, trails and recreational facilities isprovided in the Areawide Environmental Stewardship recommendations. This guidancewill need to be periodically reviewed and refined to reflect the needs and desires of thenew residents and workers in Tysons.

Environmental Stewardship Strategies

The transformed Tysons should be a model of environmental sustainability. Inorder to make this a reality, strategies for protecting natural resources, managingstormwater, restoring streams, and minimizing greenhouse gas emissions should be

updated and refined. Monitoring programs will need to be established to document theeffectiveness of these activities and determine whether these strategies need to bemodified in order to achieve the outlined goals.

Civic Infrastructure

An urban, livable Tysons should offer opportunities to participate in the arts,culture, recreation, and the exchange of ideas. Essential civic infrastructure may includearts centers, conference or convention centers, libraries, schools, and public art.

A centrally located civic center is envisioned at Tysons. This site may include a

central library, possibly co-located with an arts center. There may be a need for at leasttwo new school sites at Tysons. There is also potential for a local university to establisha presence at Tysons which may provide continuing education opportunities for residents,workers and seniors.


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Information and Communications Technology (ICT)

Since the Tysons Corner Urban Center should include ICT infrastructure,

strategies and programs will need to be developed to ensure that all residential,commercial and public use structures in the Urban Center are designed and equipped toenable such information and communications networking.

IMPLEMENTATION ENTITY

In order for Tysons to reach its full potential, a Keeper of the Vision should beestablished to assist in achieving the overarching goals and objectives of the newComprehensive Plan. The Keeper of the Vision should be an implementation entity,established by the Board of Supervisors and charged with working in conjunction withFairfax County agencies, landowners, and other stakeholders. This entity should be

focused on ensuring that the new Comprehensive Plan, and associated regulations andrecommendations, are effective.

FUNDING STRATEGIES

Existing public and private funding mechanisms will be inadequate to deliver allof the infrastructure and amenities envisioned in the Plan. New strategies will be criticalto support the transformation of Tysons into a great urban place. Potential fundingmechanisms may include:

Tax Increment Financing County, State and Federal funding Improvement Districts Community Development Authorities (Tysons-wide, district or subdistrict levels) Public-private partnerships Private-private partnerships Pro-rata contributions by landowners Other forms of borrowing and grants Land exchanges Parking fees

REGULATORY FRAMEWORK

The ability to achieve the vision will require that appropriate regulatorymechanisms be modified or created to implement the key land use and transportationelements of the vision. The Zoning Ordinance is the primary tool for implementing theplanned mix of uses and intensities. Generally, the Zoning Ordinance also addresses thedimensions of development with regard to building mass, setbacks and height. TheZoning Ordinance needs to be amended to help implement the Comprehensive Plansvision for Tysons.


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In addition, other regulations and documents may need to be updated, such as theCountys capital improvement plan, the Countys transportation demand management

programs and the Countys Public Facilities Manual. It may also be necessary to seeklegislative authority for new financing or land development strategies.

One example of the need for consistency between the adopted vision and theimplementing regulations and policies will be the road network. It will be imperative thattransportation investments to be made in and around Tysons follow the lead of the Plan.VDOT needs to become a full partner in creating the kind of pedestrian environment andurban street network the Plan envisions. Street cross sections and traffic mitigation andmanagement measures proposed on streets in Tysons should apply to all streets, includingthose controlled by VDOT.

Affordable/workforce housing goals are another example of how new regulationsneed to be in place to ensure that the Plans vision comes to fruition. New regulatoryincentives, such as reduced fees or tax abatement, should be considered.

To implement the vision, a new Tysons zoning district is being created. It isexpected that all applications in Tysons will be submitted under this district.

Revisions to regulations or programs to be considered may include:

Specific urban design guidelines to augment the guidelines contained in the Plan Revisions to the development review process, such as providing concurrent

processing of rezonings with site plans Transportation demand management programs Acceptance by VDOT of new urban street sections for roadways Evaluating and monitoring the performance of the transportation system

(i.e., achievement of trip reduction goals)

Transfer of development rights or similar mechanism Public Facilities Manual requirements (e.g., stormwater management) Establishment of a tree canopy goal, based on analysis of existing tree cover

PUBLIC-PRIVATE PARTNERSHIPS

In addition to regulatory tools, public infrastructure improvements and public-private partnerships will be essential to create the synergy needed to implement the Plan.A public-private partnership involves using public funds or activities to foster privateinvestment and development activity that might otherwise not occur. Publicinfrastructure investments, such as a park or transit system, improve the developmentclimate of an area and make it more attractive for private investment. By using publicinvestments strategically, Fairfax County can reinforce and leverage private sectorinvestments that achieve the vision of the Tysons Plan.


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PRIVATE-PRIVATE PARTNERSHIPS

The transformation of Tysons will require an unprecedented level of cooperation

among area landowners. The result of this cooperation is expected to be private-privatepartnerships that will insure that new development at Tysons includes sites for parks andopen space; for needed public facilities like stormwater management, schools, firestations, a public library, a performing arts center and a conference or convention center;for rights-of-way and connections to implement the grid of streets; and for future rights-of-way to implement the proposed Circulator System. Another byproduct of cooperationamong landowners is expected to be consolidation and/or coordinated development plans.

PHASING

The new Tysons will unfold incrementally over the next 40 years. The

transformation of Tysons must keep pace with the necessary infrastructure and publicfacilities that are needed to successfully support the people who will live, work, and playin Tysons. Block-by-block redevelopment must be balanced by having requisiteinfrastructure in place when needed, such as the Circulator System, the new grid ofstreets, parks and recreational facilities, schools and fire stations. Each step ofredevelopment in Tysons needs to move it in the direction of achieving the vision laid outin the Plan.

The phasing of development is essential to assure the provision of publicfacilities. A phased strategy to grow, monitor that growth, and adjust the implementationstrategy based on experience and performance is crucial to Tysons success. The goal of

appropriate phasing is to balance projected development with infrastructure and publicfacility needs over time. The Areawide Land Use, Transportation and Public Facilitiessections provide a phasing approach which will be guidance applied during the review ofdevelopment applications.


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4: AREAWIDE RECOMMENDATIONS

A strategic approach is essential to create the type of vibrant, compact, mixed-use

centers envisioned for the transformed Tysons. This approach takes the vision andprovides specific strategies so that the individual pieces work together to create a betterwhole. The key is to remain consistently true to the vision, rather than just buildingprojects.

The Areawide Recommendations, when implemented, will achieve the futurevision for the future Tysons Corner Urban Center. These recommendations presentoverall concepts for Tysons and provide the framework for the DistrictRecommendations. These recommendations also provide guidance on areawide issuesthat may not be specifically addressed in the District Recommendations because theyapply to all areas of Tysons.

All development proposals in Tysons which involve new development orredevelopment that increase intensity, increase height, or substantially change the designof a previously approved development should be in general conformance with theAreawide Recommendations as well as the District Recommendations. The AreawideRecommendations include:

The Land Use Section, which identifies the land use pattern, mix of uses andintensities, and sets forth guidelines for phasing development with publicfacilities, infrastructure and amenities;

The Transportation Section, which addresses the grid of streets, the bicycle andpedestrian network, and the proposed system of circulators;

The Environmental Stewardship Section, which addresses the network of parksand open space, the system of stormwater management, and the requirements forgreen architecture;

The Public Facilities Section, which identifies existing facilities serving the areaand additional planned public facilities needed to serve future growth; and

The Urban Design Section, which provides guidance on the pedestrian realm andon building and site design.


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LAND USEThe land use concept creates a very different place from what exists in Tysons in

2010. It transforms Tysons into a livable place by redeveloping most areas into compact,mixed-use transit-oriented developments (TODs) and neighborhoods. The followingsections describe the proposed area-wide land use pattern, mix of uses, intensities, andamenities proposed for the transformed Tysons. Detailed recommendations for eachdistrict and specific portions of Tysons can be found in the District Recommendations.

LAND USE PATTERN

The pattern of land use in Tysons focuses growth within walking distance ofMetrorail stations. Intensities will be highest in areas with the closest proximity to thestations, tapering down to transition to mid and lower density areas in the Non-TODDistricts. Most areas within Tysons will include a mix of uses, with most of the retailand office uses concentrated within 1/4 mile from the stations. The Conceptual Land UsePattern is shown in Map 3 below.

The four TOD Districts, encompassing the areas within 1/2 mile of each Metrorailstation, are planned for about 75% of all development in Tysons. The four Non-TODDistricts include some areas planned to redevelop as walkable urban neighborhoods,although at a lower intensity than the areas closer to the stations. The Non-TOD Districtsalso contain areas at their edges that should maintain their existing characters, uses, andintensities due to their proximity to stable residential neighborhoods outside of Tysons.

The urban grid of streets and the parks and open space network will be integratedinto the land use fabric. Civic uses, public gathering places, and public facilities will belocated throughout Tysons to create a full service community.


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MIX OF USES

Overall, the proportion of residential development within Tysons should increase

as development occurs. Up to 100,000 residents are expected to live in Tysons by 2050compared to 17,000 in 2010. The number of jobs is also expected to increase from105,000 to as many as 200,000 by the end of the 40 year planning horizon (see the textbox on the following page for alternatives on development thresholds and projected timeframes). Ultimately, the desired land use mix will provide a ratio of four jobs for everyhousehold in Tysons a significant improvement over the 2010 ratio of approximatelythirteen jobs for every household. This greater mix of uses throughout Tysons willpromote walking by providing more people with the opportunity to live near their jobsand other everyday destinations.

Staff Note: The comment box on the following page compares the above vision to various

potential development levels and projected time frames.

In the future, most areas of Tysons should have a mix of land uses. This mix willinclude many of the same land uses that existed in Tysons in 2010, such as residences,offices, retail stores, hotels, and public facilities. However, the land use conceptpromotes the redevelopment of uses such as car dealerships and strip retail centers intomore efficient, higher intensity land uses. Consideration should be given to incorporatingretail and service uses, car dealerships, and compatible industrial businesses into newmixed use buildings.

Providing a mix of uses, either vertically (in the same building) or horizontally

(within a distance of two to three blocks), will reduce the separation among residents,workers, and services, encouraging people to walk or take transit rather than drive tofulfill many of their daily needs. People will be able to engage in routine errands, andfind restaurants, entertainment, and shopping all within walking distance of their homes,offices and transit. Ground floor retail and convenience services will be essential forresidential neighborhoods. Housing can also be successfully co-located with publicfacilities, such as schools, libraries, and fire stations.


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Staff Comment: The following table is provided for information purposes and compares Tysonsexisting development in 2010 to a range of future development levels (the current Plan on the low-endand the Task Force recommendation on the high-end). The last column estimates the time frame for

absorbing development based on the highest growth rate in the September 2008 study by GMUs Centerfor Regional Analysis. This tab le shows that t he development levels in the staff and consultan trecommendations are consistent with the vision of achieving 100,000 residents and 200,000 jobs in

Tysons. It should be noted that the Draft Review Committee agrees that 113 million square feet is thelikely amount of development that can be absorbed in Tysons by the year 2050.

Compar ison of Development Potential and Projected Timeframes

Population Employment

DevelopmentPotential(SquareFeet) 1

AnticipatedBuild-Out

Time Frame(GMU High)

Existing

Development

18,500 112,600 46 million 2010

Current Plan(3 Stations) 2

36,300 141,000 73 million2023

(~ 13 years)

Modified Current Plan(4 Stations) 3

39,700 145,000 76 million2025

(~ 15 years)

20 Year HorizonAlternative 4

44,400 166,700 84 million2030

(~ 20 years)

ConsultantRecommendation 5

85,000 188,000 114 million2050

(~ 40 years)

Staff Recommendation(40 Year Horizon) 6

96,600 190,500 116 million2050

(~ 40 years)

Task ForceRecommendation 7

191,200 210,700 175 million2080

(~ 70 years)

1 The development potential for the consultant, staff and Task Force recommendations includes an 85% efficiencyfactor to account for land that does not redevelop to maximum allowed intensity. Population, employment, andsquare footage totals should be considered estimates that may be higher or lower depending on the overall landuse mix built in Tysons.

2 The Current Plan potential (having three Metro stations) as estimated in 1994 was 68 million square feet; in2005, based on development activity and approvals since the Plans adoption, the Plans potential was estimatedat approximately 72.7 million square feet.

3 In 2005, staff provided the Task Force with an estimate of the Plans potential assuming that the same rail-related intensity recommendations would apply to the fourth Metro station.

4 This alternative shows the anticipated development level if the draft Plan was adjusted to a twenty year planninghorizon (the year 2030).

5 In April 2008, PB PlaceMaking recommended intensities which yield about the same overall square footage asthe staff recommendation; the difference is that the consultant recommendations include additional intensityalong proposed circulator routes but do not include the affordable housing or green building bonuses

recommended by staff.6 The staffs recommended development level is similar to the consultant recommendation (with the same

intensities within TOD areas) and is projected to be absorbed within a forty year planning horizon (the year2050). This development level includes the affordable housing bonus and a portion of the green building bonus.Without green building bonuses, the total is 113 million square feet. Additional intensity for the provision ofpublic facilities is not included in calculating the total development because the amount is not known.

7 Using the same methodology used to calculate the staff recommendation, the Task Forces recommendedintensities yield about 175 million square feet. Applying the average absorption of the GMU high forecast forthe period between 2010 and 2050 (i.e., about 1.9 million square feet per year), this development level would beabsorbed in about 70 years or by the year 2080.


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Land Use Categories and Map

The areas closest to the Metro stations should be developed primarily with office

space and other non-residential uses. The areas beyond 1/4 mile of the stations should bedeveloped primarily with multifamily housing units. This pattern reflects studies oftransit-oriented development which have found that people going to and from their homeswill walk farther to transit than people going to and from their jobs. The following landuse categories correspond to the proposed conceptual land use pattern, shown on Map 3.These categories indicate a general proportion of uses; however, the appropriate mix willbe evaluated on a case-by-case basis during the development review process. Projectsthat span multiple land use categories may be granted flexibility in the location of uses aslong as the overall land use mix is consistent with the proportions recommended for theentire project area.

Retail Mixed-Use: These areas are planned for regional and sub-regional retailcenters that should be complemented by a mix of residential, office, hotel, andarts/civic uses. The residential component should be on the order of 20% ormore.

Office Mixed-Use: These areas are planned for primarily office uses with a mixof other uses, including ground floor retail, residential, hotel, and arts/civic.Developments in these areas should include an office component on the order of50% or more and a residential component on the order of 20% or more.

Office: These areas are planned almost exclusively for office uses. Supportingretail and service uses, such as hotels and restaurants, are also encouraged in theseareas. Educational and institutional uses are encouraged, as well.

Residential Mixed-Use: These areas are planned for primarily residential useswith a mix of other uses, including office, hotel, arts/civic, and supporting retailand services. These complementary uses should provide for the residents dailyneeds, such as basic shopping and services, recreation, schools and communityinteraction. It is anticipated that the residential component should be on the orderof 75% or more of the total development.

Residential: These areas are planned almost exclusively for residential uses,including multi-family housing and townhouses. Supporting retail uses areallowed and should be compatible with the character of the neighborhood.

Civic Use or Public Facility: These areas are planned for public uses, such as alibrary, school, arts center, or community center. In some instances, the uses maybe in a stand-alone building. However, they may also be located within acommercial or residential building. The conceptual land use pattern identifies theplanned locations for civic and public uses identified in the Public Facilities


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section. Some of these facilities could be located in areas planned as RetailMixed-Use, Office Mixed-Use or Residential Mixed Use.

Par ks/Open Space: These areas are planned for passive and active park land andurban open spaces such as plazas and pocket parks. This land may be privately orpublicly owned. Regardless of ownership, these areas should be open andaccessible to the public. Additional guidance on parks and open space can befound in the Environmental Stewardship section.

Map 3Conceptual Land Use Pattern

Staff note: This map has been modified to be consistent with land use categories. Stable

residential areas that were previously designated asResidential Mixed-Use are now

categorized asResidential. Areas that were previously designated atMixed-Use are

now categorized as eitherRetail Mixed-Use, Residential Mixed-Use, orOffice Mixed-

Use, based on guidance found in the District Recommendations. Civic Uses and Public

Facilities are shown as dots on the map rather than shapes because some of these uses

may be integrated within mixed-use developments.


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TIERED INTENSITY

A key ingredient for transforming Tysons is to strategically use intensity to

maximize the benefits of Metrorail and transit and create sustainable, walkable urbanenvironments. This is consistent with the Countys policy on transit-orienteddevelopments. Intensity can also be an important economic tool by allowing sufficientincentive to encourage the redevelopment of auto-dependent uses, thereby strengtheningTysons status as Fairfax Countys Urban Center.

The land use concept for Tysons links intensity to transit accessibility based onhow far most people are willing to walk to and from transit. Expressed as floor arearatio (FAR), the proposed levels of intensity are primarily based on distance fromMetrorail stations. Development is planned to be most intense in the areas nearest thestations and least intense at the edges. Map 4 indicates conceptually where the various

levels of intensity are designated in Tysons.

Map 4:Conceptual Intensity Map

Projects that include areas of different intensity recommendations should have anoverall intensity that is based on the proportion of land area associated with each intensityrecommendation. The resulting development pattern should generally conform to the


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goal of locating the highest intensities closest to transit. In addition, proposed intensitiesshould be consistent with the urban scale and character that is envisioned for the area.

To encourage public-private partnerships, when building space is provided for apublic facility, the floor area of the facility should not be counted toward a developmentsallowable FAR.

Intensity alone will not create a livable, vibrant Tysons; a mix of land uses, publicfacilities, civic uses, parks, and infrastructure must also be in place. The recommendedintensities are conditional and contingent upon these livability factors being provided in amanner that is phased appropriately with development. These components of a healthycommunity will help attract new residents to Tysons and enhance the quality of life forresidents. The provision of this civic infrastructure will be the responsibility of both theprivate and public sectors. Specific needs for Tysons are addressed in the sections on

Transportation, Environmental Stewardship, Public Facilities, and Urban Design, as wellas the District Recommendations.

TOD District Intensity

In the four TOD Districts, the highest intensities will be allowed in areas within1/8 mile of a Metro station entrance, a distance roughly equivalent to one or two cityblocks or a three minute walk. Intensities then decrease at distances of 1/4 and 1/2 milefrom each station. This reflects the fact that transit ridership decreases as the walkingdistance to the station increases. In order to achieve the recommended intensity, apedestrian-friendly environment should be established from the closest station entrance to

the buildings within a development proposal. The recommended intensity is alsocontingent on achieving the land use mix planned for a projects site.

Table 1 shows the recommended intensity tiers allowed under the redevelopmentoption based on distance from a Metro station. This table does not reflect the potentialfor bonus intensity, which is covered in the Land Use Guidelines. Specific guidance foreach of the four TOD Districts can be found in the District Recommendations.

Table 1:Recommended Intensities for TOD Districts

IntensityTier

Distance fromMetro

RecommendedFAR

(before bonuses)

Tier 1 0 - 1/8 mile 4.75

Tier 2 1/8 - 1/4 mile 2.75

Tier 3 1/4 - 1/2 mile 2.0


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To encourage cohesion of development between Tiers 1 and 2, additionalintensity in Tier 2 (above that shown in Table 1 above) may be considered if the mix ofuses has equal or less traffic impact than the areas recommended land use mix and

intensity, and if the proposed land use mix and character is generally consistent with thatenvisioned for the area.

Staff Comment: The following tables are provided for information purposes. The firsttable shows the intensities recommended by PB PlaceMaking, and the second table showsthe intensities recommended by the Tysons Land Use Task Force.

On April 9, 2008 the Task Forces consultant, PB PlaceMaking, provided a memoentitled Consultant Draft Preferred Concept. This memo included recommendedintensities as shown in the table below. These recommendations were based on theconsultants professional judgment, which took into consideration the findings of previoustransportation and public facility analyses of five land use alternatives as well as the inputprovided in three rounds of public workshops during 2007 and 2008.

Consultant Recommended Intensities for TOD Districts

Intensity TierDistance from

MetroNon-Residential

FARResidential

FAR

Tier 1 0 1/8 mile 4.75 4.75

Tier 2 1/8 1/4 mile 2.75 2.75

Tier 3 1/4 1/3 mile 1.65 2.0

Tier 4 1/3 1/2 mile Base Plan 2.0

On May 27, 2008, the Tysons Land Use Task Force recommended intensities asshown in the table below. These recommendations were based on the Task Forcesestimation of what was needed to encourage the private sector to provide the full range ofcommunity benefits at Tysons.

Task Force Recommended Intensities for TOD Districts

Intensity TierDistance from

Metro

Non-ResidentialFAR

(beforebonuses)

ResidentialFAR

(beforebonuses)

Tier 1 0 1/8 mile 6.0 6.0

Tier 2 1/8 1/4 mile 4.0 4.5

Tier 3 1/4 1/3 mile 2.0 3.0

Tier 4 1/3 1/2 mile 1.75 2.75


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Non-TOD District Intensity

Large portions of the Non-TOD Districts are planned for increased intensity to

encourage the creation of urban residential neighborhoods. Each of these areas has aredevelopment option above the base plan identified in the District Recommendations.Some portions of Non-TOD Districts, including neighborhoods at the edge of Tysons andstable residential developments like the Rotonda, are not planned for redevelopment.Specific guidance for each of the four Non-TOD Districts can be found in the DistrictRecommendations.

Circulator Intensity

A detailed study of the circulator transit system proposed in the Transportationsection should be completed to determine the appropriate routes and operational

characteristics. The routes and expected ridership will be used to determine the degree towhich additional intensity is warranted for areas located along the circulator routes. Oncethe study is complete, the Comprehensive Plan should be amended to reflect itsrecommendations on routes and intensity.

Bonus Intensity

Additional intensity in the form of bonuses is provided to encourage the provisionof affordable/workforce housing and the construction of green buildings. The purpose ofthese bonuses is to achieve the overarching goals for Tysons of a mix of housing typesand opportunities and enhanced environmental stewardship through green building

practices. Intensity bonuses should be applied to the recommended FAR, and multiplebonuses may be compounded. For example, a housing development that meets theaffordable housing objective (20% bonus) and attains LEED Platinum certification (10%bonus) would receive a total bonus of 32%, not 30%. More information on bonusintensity is provided under the Land Use Guidelines below.

In addition to intensity credit given for dedicating land for parks and roads,additional floor area could be allowed in limited circumstances for the provision of majorpublic facilities, such as a school, a conference center, or facilities associated with a largeurban park. In order to achieve this additional floor area, the facility provided shouldsignificantly advance securing the necessary improvements identified in the Public

Facilities section and in the District Recommendations. The extent of the public benefitbeing provided should be considered in determining the amount of additional floor area.

In cases where bonus intensity is utilized, the overall land use mix of a projectshould be generally consistent with the recommended land use category shown on theland use map as well as additional guidance for land use and character of use set forth inthe Urban Design section and the District Recommendations.


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Allocating Floor Area Between Sites

Allowable floor area may be allocated between sites through the rezoning process

or coordinated development plans under either of the following circumstances.

1. Floor area that is planned for a site that is being used for a public purpose may beallocated to another development site. For example, if a land owner acquires a100,000 square foot site planned at 1.5 FAR and dedicates the land for an athleticfield, the land owner may utilize the resulting 150,000 square feet on anotherdevelopment site within Tysons through zoning proposals considered andapproved by the Board of Supervisors.

2. Within a single rezoning application, floor area may be allocated betweenadjacent intensity tiers, such as 1/8 and 1/4 mile from a Metro station, provided all

other Plan goals are met.

LAND USE GUIDELINES

The following land use guidelines are necessary to create a people-focused urbansetting. These guidelines should be considered along with the general Land Userecommendations above and the District Recommendations in evaluating developmentproposals at Tysons.

Affordable and Workforce Housing

A critical aspect of the vision is to provide housing choices and ensure that apopulation with a variety of income levels has the ability to live in Tysons. The PolicyPlan states that affordable housing should be located close to employment opportunitiesand should be a vital element in high density and mixed-use development projects. Aspecific objective in the Policy Plan is to encourage affordable and workforce housing inTysons.

All projects with a residential component that seek to utilize the redevelopmentoption in the District Recommendations should provide 20% affordable and workforceunits. These projects are allowed a 20% residential floor area bonus and flexibility inhow and where these units can be provided within Tysons.

The following housing conditions and the guidelines in the Housing section of thePolicy Plan (except as modified below) apply to any residential development built underthe redevelopment option, regardless of whether or not the development elects to utilizethe available bonus density. Affordable housing units in Tysons should also be providedconsistent with the Countys Affordable Dwelling Unit Ordinance.


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20% of the residential units in new developments should be affordable tohouseholds with incomes ranging from 50 to 120 percent of AMI (Area MedianIncome), as set forth in Table 2. The 20% applies to the total number of units,including any units built with bonus intensity.

Table 2:Income Tiers for Affordable Housing in TOD Districts

101-120% of AMI 5% of total units





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in perpetuity. If such market rate affordable housing units are redeveloped,they should be replaced on a one-for-one basis.

The workforce units should be provided concurrently with market rate units orwith some form of surety that they will be built.

Cash contributions in lieu of providing workforce units are not desired. Programs that capitalize either the development of housing or the incomes of

households, such as low income housing tax credits, tax-exempt housing bonds,tax increment financing, tax abatement, and the Countys One Penny Fund shouldbe considered.

Other creative strategies for achieving housing objectives should also beconsidered. This could include a system similar to wetlands banking in which adeveloper builds additional affordable and workforce units and the credit forproviding the units is sold to another developer who has an obligation to provideaffordable housing. Another strategy could be incorporating units into publicbuildings.

Non-residential development throughout Tysons should contribute $3.00 pernonresidential square foot (adjusted annually based on the Consumer Price Index) to ahousing trust fund that will be used to create affordable and workforce housingopportunities in Tysons. Such developments may provide an equivalent contribution ofland or affordable units in lieu of a cash contribution. The provision of workforce

housing should be viewed as a collective responsibility that will directly benefitemployers in Tysons. New office, retail, and hotel developments will benefit fromhaving a range of affordable housing opportunities within a short commuting distance ofthe jobs in Tysons.

Green Buildings

All new buildings at Tysons should receive green building certification under anestablished rating system such as the U.S. Green Building Councils Leadership inEnergy and Environmental Design (LEED) program. The green building rating systemused should be based on individual building certification, such as LEED-NC (New

Construction) or LEED-CS (Core and Shell). LEED Silver, or the equivalent, is theminimum expectation for certification in Tysons. Certification at the LEED Gold orPlatinum level, or the equivalent, is encouraged through incentives, as described below.


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Recommended Incentives for Gr een Buildings

Buildings certified LEED Gold, or the equivalent, may achieve an increase intotal allowable FAR of up to 4%.

Buildings certified LEED Platinum, or the equivalent, may achieve an increase intotal allowable FAR of up to 10%.

Intensity bonuses should be revisited periodically to gauge effectiveness andadjust for changes in market conditions, rating systems, and other factors such as buildingcodes.

Tax abatements or other cost recovery strategies may be considered in the futureas an alternative and/or preferred incentive option. At this time, tax abatements areunavailable for use.

Coordinated Development and Parcel Consolidation

Proposals to redevelop individual parcels could be a barrier to implementing thevision. Piecemeal proposals for individual parcels will make it difficult to redevelopTysons in a coordinated way, especially as it relates to the grid of streets,

Tysons Draft Plan - Jan 15 2010

Documents

Transcript of Tysons Draft Plan - Jan 15 2010