Appendix A.pdf

Stafford County, Virginia

Real Estate Development Advisory Services

Board Workshop 14 August 2018

Agenda – PART ONE (approx. 1hr 15min)

1. Introduction and Regional Context

2. Purpose and Goals

3. Trends and Demographics

DISCUSSION

4. Design Principles and Tour Recap

BREAK

Interactive Component

Agenda – PART TWO (approx. 1hr 30min)

1. Vision, Strategies, and Conceptual Framework

2. Key Elements w/ Precedent Photos

3. Design Concept

DISCUSSION

5. Next Steps

4. Preliminary Feasibility

DISCUSSION

Interactive Component

Overview and Progress Update

Regional Context

• 45 miles to D.C.

• 14 miles to Quantico

• 12 miles to

Fredericksburg

• 5 miles to Garrisonville

Road

Potomac River

RDA Context

• Regional access via I-95

• Jobs: Government

Center complex and

Stafford Hospital

• Recreation: Embrey Mill

Park and Rouse Center

• Education: Several schools within 3 miles

• Other investment in RDA

Planned Improvements – I-95/Rt 630 Interchange

Est. Timeline: 2017-2020

Planned Improvements – Express Lanes

Est. Timeline: 2019-2022

Phase 1 ~24 acres

Planned Improvements – Route 1 Widening

Potential courthouse site

~25 acres

County Land

Meeting Goals and Objectives

• Provide update on project status to date

• Gain buy-in and obtain input from Supervisors on Downtown vision and design principles

• Discussion of Next Steps with an eye toward implementation

Project Background

Stantec was engaged to study the possibility of creating a Downtown Stafford.

Stafford County has:

• Limited locations to gather, recreate, shop, dine, etc.

• Few mixed-use and walkable developments

• Land ownership in key location near highway interchange including existing government office and court complex

• Buying power

• Great potential to create a vibrant downtown development

Project Timeline

Current Progress Point

Onboarding of Team

Development of Design Principles, Framework, and

Conceptual Site Plans

Regulatory modifications and

Developer Solicitation

Tour of mixed-use developments in the region

Financial Analysis of Conceptual Program

Present Findings

Direction to Implement

Background info gathering and analysis

National Trends Influencing Stafford

STAFFORD, VA . David Dixon FAIA . August 14, 2018

“North

America is a suburban continent with an urban population”

The great reset:

a perfect storm of demographic, values, and economic change

A BRIEF PROLOGUE-from the Civil War to the Great Reset

New Rochelle, NY

• Attractive Stafford suburban street or aerial photo?

The Villages, FL

Forces for change DEMOGRAPHICS ARE DESTINY: the present future The Great Reset to the mid-2030s (and later…)

Population growth by age group: US population is growing older and younger

School-age

Under 5 and over 18

Between 1970 and 2030 the US will add 170 million people… including 2 million school-age kids

Higher income households are moving into urban centers

Household income 2000-2014

+15%

-5%

Educated millennials (and gen-Xrs…) are moving into urban centers

2000-14

There is a dramatic mismatch between the US housing stock and the US population

2011-2030 demand for roughly 50-55M

“urban” housing units

Per cent of Americans who are overweight

Wellness matters more today and walkable, urban environments are viewed healthier

ECONOMIC IMPERATIVE

Knowledge industries are heading to urban places

Economic imperative: a dramatic slowdown in workforce growth is creating labor shortages

A growing shortage of knowledge workers means jobs and investment follow these workers

Suburbs: +20%

Cities: +150%

$50/SF

$40/SF

$30/SF

$20/SF

$10/SF

2000 2005 2010 2015

Since 2000 office rents in downtowns have risen more than seven times as fast as in the suburbs

The opportunity:

the next generation of urban places thresholds for success: leadership, engagement, partnership, transformative planning

Sandy Springs, GA

LEADERSHIP

Mayor Eva Galambos led her conservative, affluent community to create a de novo downtown

Sandy Springs, GA

Sandy Springs, GA35

ENGAGEMENT

Dublin Ohio’s City Manager and Council launched a year-long community-based visioning process centered around an intensive series of workshops, lectures, and charrettes

Dublin, OH

Dublin Recreation Center—creative commons

Dublin, OHDublin, OH

Dublin, OH

The rapid growth of high-wage knowledge industries funded a very high level of services— like the Dublin Recreation Center—and helped support one of Ohio’s top housing markets.

A top ranked suburb to live, work, and start a business, Dublin had long prided itself on

“staying ahead of the economic development curve” and saw change coming

The community came to understand that its class A office parks and high end subdivisions were losing their appeal to a changing world…and an aging Dublin

Dublin, OH

The community came to understand that its class A office parks and high end subdivisions were losing their appeal to a changing world…and an aging Dublin

New office development by decade: total square feet

Community members drilled down into the trends that shaped the commercial office markets so important to Dublin’s ability to fund a high quality of life.

https://www.linkedin.com/pulse/disrupting-status-quo-planning-dublins-aging-legacy-office-ray-aicp https://www.linkedin.com/pulse/disrupting-status-quo-planning-dublins-aging-legacy-office-ray-aicp#comments

A new walkable downtown would help Dublin retain and attract knowledge workers…and employers…and more important—create a new heart to the community

Dublin, OH https://www.linkedin.com/pulse/disrupting-status-quo-planning-dublins-aging-legacy-office-ray-aicp https://www.linkedin.com/pulse/disrupting-status-quo-planning-dublins-aging-legacy-office-ray-aicp#comments

BridgePark represents the first phase, a three million SF mix of housing, office, retail, food, culture, education…and a new Scioto Riverfront “central park”.

Net fiscal impact from new growth

PARTNERSHIPS

Rockville Center, MD

Fiscal benefits unlock the ability to invest in “urban” infrastructure — street grid, parking, parks and squares

Rockville Center, MD

Dublin, OHDublin, OH

TRANSFORMATIVE PLANNING

South Bay, Boston

Many traditional malls, strip centers, big box malls, and single-use office parks are losing value

Putting the market to work

Increasing density 300-400% often unlocks redevelopment. Housing, with retail, food and entertainment at “street” level is often the strongest market South Bay, Boston e

Walkable densities require structured parking—shared parking strategies can reduce expensive parking requirements 15-30%

…shared parking strategies

Dayton Mall, OH

Creating a new urban place is usually a market-driven, incremental process

…strategies that create opportunities for the market to get started

Year 1-3

Dayton Mall, OHYear 5-7

Dayton Mall, OHYear 7-10

Tanglewood Mall, Roanoke VA

…strategies that make a new center the heart of the community

Town Center, Roanoke VA

Town Center, Roanoke VA

Discussion principles for community-building: walkability, connectivity, multilayered public realm, diverse choices…and authenticity

WALKABILITY

Made real with density, programming and design

Needham Street, Newton MA

Needham Street, Newton MAClose to 1000 housing units unlocks ability to attract “walkable retail”

Crystal City, Arlington VA

Crystal City, Arlington VA

The street level of some older buildings were retrofitted, while new retail was added in front of others to bring street’s to life—and reverse declining office and residential values

Rockville Town Center MD

CONNECTIVITY

Linked to their communities physically and socially

Arlington VAMetro’s underground route is visible in Arlington, VA’s development patterns

Brooklyn Village, Charlotte NCComplete streets are growing more complete

“There was no central heart of Sandy Springs, a place that people could call a city center.”

Sandy Springs GA New Performing Arts Center—and center of community life

PUBLIC REALM

Multilayered—from places to reflect to lively squares

Reston Town Center VA

Reston Town Center VA

A continuous hierarchy of public spaces

Water Street, Tampa FL

CHOICES

Diverse options to live, work, play, learn, celebrate…

Tampa, FL

Water Street, TampaWater Street, Tampa FL

Arts, culture

Health, research

Convention center

Sports

Downtown

Civic square

A wide mix of activities touch many aspect of Tampa’s social, economic, and cultural life

Culture, science, music

Culture, science Music

Water Street, Tampa FL

Makers’ Alley

“Makers’ Alley” and new USF Medical School

UD principles for creating walkable urban places:

4. Choices

Water Street, Tampa

Water Street, Tampa FL

AUTHENTICTY

Celebrate their communities’ stories and living culture

Water Street, TampaWater Street, Tampa FL Belmar, Lakewood, CO

Maker spaces and artists’ working studios line an alley and parking garage

Reston , VA

Robert E. Simon, founder of Reston

Regional Responses to National Trends

Guided tour for County stakeholders in April included visits to:

• Kentlands (MD)

• Downtown Crown (MD)

• Rockville Town Center (MD)

• Fairfax Corner (VA)

Regional Examples

Tour Recap - Kentlands

Initial Reactions:

• “Allow living above retail (not in our zoning now)”

• “On-street [parking] is a good option”

• “Pedestrian access across Courthouse Road critical to our vision of this place”

• “Needed more green space – small park”

>1 million sq ft commercial + 1,800 homes on 350 acres.

Completed 1990.

• “Central square”

• “Mix of uses”

• “Multi-modal access paths”

• “Wider streets had more room for sidewalks[…] but wider streets meant cars can go faster”

260,000 sq ft retail (including 50,000 sq ft grocery) and

500 apartments on 20 acres. Downtown Crown completed 2014.

Tour Recap – Downtown Crown

• “Very walkable – great public space, good scale”

• “Sidewalks were fairly wide and building height did not overwhelm”

• “Good feel – in spite of the six stories”

• “Great parking guidance system”

>180,000 sq ft retail + 650 housing units in 12.5 acre downtown. Completed 2007.

Tour Recap – Rockville Town Center

• “Main Street layout for a shopping center is nice”

• “Include a community use”

• “I don’t like how housing was separate”

• “A little heavy on surface parking fields

– would be a waste of space in Stafford”

>500,000 sq ft development including retail, office, housing.

Tour Recap – Fairfax Corner

• “I was very surprised at how much I liked the higher developments. It seems a better use of space.”

• “I now feel that mixing the project into surrounding community could be a good design decision.”

• “Including a community amenity would help the success.”

Post-Tour Comments

Lessons learned:

• Actively programmed gathering space: farmer’s market, yoga, outdoor movies, splash pad, etc.

• Smart parking signage

• LEED for Neighborhood Development

• Curated mix of local and national retailers

>1.5 million sq ft development including retail, housing, entertainment, office. Phase 1 opened in 2012-3.

Additional Regional Example – Mosaic District

BREAK

Agenda – PART TWO

1. Vision, Strategies, and Conceptual Framework

2. Key Elements w/ Precedent Photos

3. Design Concept

DISCUSSION

5. Next Steps

4. Preliminary Feasibility

DISCUSSION

Downtown Vision

Downtown Stafford

Vision for Downtown Stafford

• Establish a walkable, vibrant, authentic town center oAmenities, pedestrians and bikes, connected to neighborhoods oAcknowledge car-dependent realities of market

• Introduce a heart for the community o Signature ‘place’ that represents Stafford’s culture and values

Strategies for Downtown Stafford

• Density to support ‘critical mass’

• Housing choices

• Retail and amenities that drive activity

• Signature town square with regular programming

• Community-rich public spaces

• Walkable and bike-able streets, shared parking, and connections to neighborhoods

• Connection across Courthouse Road to government center, particularly retail and parking

Downtown Design Framework

Conceptual Framework

Green edge/ multi-use trail

Town square/ active public realm

Anchor destination Walkable, connected street grid

Mix of uses:

Housing, retail, office

Connect across Courthouse Rd

Retail/active sidewalks

Key Element: Multi-layered Public Realm

Flexible multipurpose open space defined by building edges

Outdoor dining and other places to rest and enjoy the activity

Programming critical: yoga, movie night, farmers market, art festivals, etc.

Ensure a critical mass of residents living here

Key Element: Housing Choices

Ensure a critical mass of residents living here

Key Element: Housing Choices

Front setback with gardens, landscape, individual unit entrances at ground level

Key Element: Connectivity

Connect to neighborhoods, encourage active transportation

Key Element: Connectivity

Inviting sidewalks with shade trees, café seating, storefront awnings, benches, pedestrian lighting

Key Element: Walkability

Calm streets with on-street parking, narrow lanes, crosswalks, street trees to slow cars

Key Element: Walkability

HOSPITAL

GOV’T

CENTERExpansion of “Main Street”

NOTE: This is a graphic representation of one possible growth scenario

A successful initial phase should stimulate organic growth

• Partnerships

• Public Engagement

• Transformative Planning

• Leadership

Initial Downtown

CENTERWalkable and Connected Streets

NOTE: This is a graphic representation of one possible growth scenario

Street hierarchy

• Primary retail street: most walkable, best streetscape, active edges

• Secondary streets: also walkable, mix of ground floor uses, limited parking access points

• Residential streets: small-lot single-family or townhouses

• Service streets: parking access, etc

• Multi-use trail: off-street bike/ped path connecting to neighborhoods

Initial

CENTER

Initial Downtown

Phase 2

Phase 3

Phase 4

Potential Future Growth Pattern

U S

FIRE

Town square

Cinema/ bowling

P

P

P County parking deck

P

PHASE 1

Housing 330 units

Retail 92,000 gsf

Office 38,000 gsf

Civic/ Entertainment

35,000 gsf Entertainment

TOTAL 530,000 gsf

Parking Supply

640 spaces + county deck (570)

Conceptual Site Plan: Initial Phase

Temporary

Surface P

Town square

Anchor destination:

Entertainment use like cinema or bowling, or civic

P

P

P

County parking deck (Surface parking as needed)

Multi-use path and green edge

Destination dining

Main entrance and crosswalks

Secondary entrances

Wide sidewalks, on-street parking

Housing above retail

• Town square as anchor and magnet

• Retail and dining creates lively sidewalks

• Housing on upper floors provides critical mass of residents

• Off-street connections to neighborhoods

• Shared parking on-street, in structures, and on surface lots

Conceptual Site Plan: Initial Phase Detail

FIRE

Town square

Cinema/ bowling

P

P

P

P County parking deck

Conceptual Site Plan: Second Phase

PHASE 1 PHASE 2

Housing (units) 330 365-410

Retail (GSF) 92,000 0-25,000

Office (GSF) 38,000 0-25,000

Civic/ Entertainment

(GSF)

35,000 Ent.

50,000 Civic

TOTAL 530,000 500,000

Parking Supply (Spaces)

640 + county deck

P

Anchor use – civic or entertainment

Aerial view from south

COURTHOUSE RD

Government

Center

Public

Safety

Conceptual Site Plan – Massing

County parking deck

Main entrance and crosswalks

Town square

COURTHOUSE RD

Government

Center

Public

Safety

Aerial view from north

Conceptual Site Plan – Massing

Town squareCounty parking deck

Main entrance and crosswalks

Public

Safety

Aerial view from northeast

Conceptual Site Plan – Massing

Town square

County parking deck

Main entrance and crosswalks

Town Square Conceptual Rendering

Preliminary Feasibility

Retail Gap Analysis

• Key to establishing a walkable, vibrant, authentic town center is inclusion of retail amenities such as shopping, entertainment & dining.

• To identify retail demand, we conducted a Retail Gap Analysis, which considers:

• Population, demographics, retail supply & demand & other economic data

• Key Terms:

• Gap/ Leakage – where market supply is less than market demand

• Leakage occurs when retailers outside the market are fulfilling the demand for retail products

Analysis indicates leakage among many retail categories in Stafford County

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Food Services & Drinking Places

Clothing & Clothing Accessories Stores

Food & Beverage Stores

Nonstore Retailers

Sporting Goods, Hobby, Book & Music Stores

General Merchandise Stores

Health & Personal Care Stores

Miscellaneous Store Retailers

Furniture & Home Furnishings Stores

Electronics & Appliance Stores

Bldg. Materials, Garden Equip. & Supply Stores

Gasoline Stations

Motor Vehicle & Parts Dealers

Leakage/Surplus Percentage

Leakage /Surplus Percentage

• Median household income for Stafford County is $97,606 – significantly higher than Fredericksburg which hosts many of the retail opportunities that Stafford desires

• Higher median income along with findings of Gap Analysis indicate there is an opportunity for additional retail absorption in Stafford

• Retail Gap in Dollars:

Retail Gap/Leakage Amount

Retail Spending in Stafford $1.2 billion

Retail Potential in Stafford $2.5 billion

Retail Gap in Stafford $1.3 billion

Retail Leakage in Dollars:

Leakage/Surplus factor by Industry Demand

(Retail Potential) Supply

(Retail Sales) Retail Gap

Leakage /Surplus Percentage

Number of Businesses

Food Services & Drinking Places $ 251,546,844 $ 117,112,130 $ 134,434,714 53.4% 191

Clothing and Clothing Accessories Stores $ 117,914,873 $ 9,036,858 $ 108,878,015 92.3% 14

Food & Beverage Stores $ 396,909,138 $ 179,548,588 $ 217,360,550 54.8% 60

Nonstore Retailers $ 42,943,465 $ 10,106,237 $ 32,837,228 76.5% 8

Sporting Goods, Hobby, Book, and Music Stores $ 63,744,971 $ 13,028,849 $ 50,716,122 79.6% 18

General Merchandise Stores $ 412,560,711 $ 224,039,735 $ 188,520,976 45.7% 18

Health & Personal Care Stores $ 133,322,536 $ 69,803,088 $ 63,519,448 47.6% 31

Miscellaneous Store Retailers $ 83,053,689 $ 31,670,208 $ 51,383,481 61.9% 51

Furniture & Home Furnishings Stores $ 89,509,504 $ 21,110,654 $ 68,398,850 76.4% 21

Electronics & Appliance Stores $ 75,479,359 $ 29,350,707 $ 46,128,652 61.1% 18

Bldg. Materials, Garden Equip. & Supply Stores $ 158,886,575 $ 107,395,414 $ 51,491,161 32.4% 49

Gasoline Stations $ 220,952,488 $ 54,807,672 $ 166,144,816 75.2% 19

Motor Vehicle & Parts Dealers $ 485,715,930 $ 347,776,758 $ 137,939,172 28.4% 92

• Creation of a robust model to determine high-level development feasibility

• Model inputs include assumptions such as vacancy rates, inflation rates, construction costs, rental rates, etc.

• Market research identified construction costs, rental rates, etc., in the area

• Output metrics measured include IRR, Return on Investment, to determine likely developer interest

Financial Analysis

• Assessment of conceptual plans shows potential for a successful project. IRR and Return on Equity in stabilized year are in range to meet returns that developers/investors seek.

• Have used “placeholders” for infrastructure costs—will refine

• Have not assumed any land payment in model, but current feasibility assessment would allow developer/bidders to propose land payment. Will study further

• Next steps for financial modeling:

• Improve analysis of infrastructure assumptions

• Continue to revise based upon modifications to conceptual plans

• Conduct sensitivity analyses on construction costs, rental rates, and occupancy, etc.

• Analyze outputs

Assessment

Next Steps - Implementation

• Generalized Development Plan (GDP) – plan for county-owned parcels that includes development guidelines for items such as street grid and placement of key assets. Also called Master Plan.

• Small Area Plan – plan for area bounded by Courthouse Road, Hospital Center Blvd, Wyche Rd, and Route 1.

• Zoning – the legal regulatory framework by which developments must abide.

Implementation – Definition of Terms

To achieve the vision of a walkable, vibrant, authentic town center that serves as the heart of the community, next steps include:

• Modifying the regulatory framework

• Creating Generalized Development Plan (GDP) for County-owned parcels

• Re-zoning County-owned parcels to UD-5

• Targeting greater density development

• Amendment UD zoning district standards

• Bringing in a private developer

Implementation

• Creating Generalized Development Plan (GDP) for County-owned parcels

• Take conceptual plan to next level of detail

• Creates framework of impacts for zoning

• Board takes plan public

• Approximately 3-month process

• Re-zoning County-owned parcels to UD-5 and amending UD standards

• Identification of what within UD-5 should be adjusted (i.e. street design guidelines, density, etc.)

• Preparation and review of Application

• Public Hearing and Decision *Requires involvement of County Staff, Consultant Team, PC, and BOS

Implementation – Regulatory Framework

Implementation – Regulatory

Aim to condense Zoning duration

Master Plan = GDP for County-owned parcels

YEAR 2018 2019

MONTH A

u gu st

Se p te m b er

O ct o b er

N o ve m b er

D ec em b er

Ja n u ar y

Fe b ru ar y

M ar ch

A p ri l

ACTIVITY 1 2 3 4 5 6 7 8 9

1) PROJECT KICK-OFF (BOARD OF SUPERVISORS WORK SESSION - AUGUST 14)

Review: design concepts, parking garage, access, public space use(s)

2) DEVELOP MASTER PLAN OF COUNTY-OWNED PROPERTY (FOR REZONING)

Consultant prepare draft Master Plan (with Co. staff Review)

Prepare Application and Ordinance Amendments (Co. staff)

Board Review & Initiate Applications - Refer to PC

Application Review (Co. staff and agencies)

Application / Master Plan Revisions (by Consultant)

PC Review, Public Hearing, and Recommendation

BOS Public Hearing and Decision

3a) BOARD INITIATED REZONING OF COUNTY PROPERTY 3b)

ZONING TEXT AMENDMENT (UD-5 DISTRICT)

Completion of Draft Master Plan for County Property

R el ea se

R

FP

f o r C o u n ty ro p er ty

R e zo n in g a n d T e x t

A m e n d m e n t

A p p ro va l

RFQ/RFP process

• Provide guidelines and objectives for most critical elements

• Leave as much developer flexibility as possible

• Target release of RFP – late Spring 2019 after zoning for County-parcels is updated

Implementation– Disposition of Parcels

Future Growth Considerations

Potential growth

~25 acres

County Land

Potential growth

Target of potential future growth:

• Access to Route 1

• Connection to

Hospital Center Blvd

• Regularization of site boundaries

CENTER

Initial Downtown

Phase 2

Phase 3

Phase 4

Potential Future Growth Pattern

CENTERFuture Land Use Concept

20+ year planning horizon

• Mix of uses: ground floor retail (incl. grocery), office, multi-family and single-family housing, hotel, civic

• Walkable, connected streets

• Variety of public spaces

NOTE: This is a graphic representation of one possible growth scenario

Initial

CENTERExpansion of “Main Street”

NOTE: This is a graphic representation of one possible growth scenario

A successful initial phase should stimulate organic growth

• Partnerships

• Public Engagement

• Transformative Planning

• Leadership

Initial

CENTERWalkable and Connected Streets

NOTE: This is a graphic representation of one possible growth scenario

Street hierarchy

• Primary retail street: most walkable, best streetscape, active edges

• Secondary streets: also walkable, mix of ground floor uses, limited parking access points

• Residential streets: small-lot single-family or townhouses

• Service streets: parking access, etc

• Multi-use trail: off-street bike/ped path connecting to neighborhoods

Initial

CENTERMulti-layered Public Realm

Variety of public spaces

• Town Square: flexible public spaces with active programming, hardscape, water features, shade structures, etc

• “Main Street” sidewalks: wide sidewalks with benches, street trees, café seating, and storefront displays

• Park: large public green space with play features, etc

• Semi-public: office forecourts and shared residential courtyards

NOTE: This is a graphic representation of one possible growth scenario

Initial

To achieve the vision of a walkable, vibrant, authentic town center that serves as the heart of the community, future steps include:

• Modifying the regulatory framework

• Courthouse Small Area Plan

• Comprehensive Plan text amendment

• Broader re-zoning effort

• Targeting greater density development

• Supporting developers/land owners

Implementation

Future Steps – Planning and Zoning

YEAR 2018 2019 2020

MONTH A

u gu st

Se p te m b er

O ct o b er

N o ve m b er

D ec em b er

Ja n u ar y

Fe b ru ar y

M ar ch

A p ri l

M ay

Ju n e

Ju ly

A u gu st

Se p te m b er

O ct o b er

N o ve m b er

D ec em b er

Ja n u ar y

Fe b ru ar y

M ar ch

A p ri l

M ay

Ju n e

Ju ly

A u gu st

ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Board Review & Initiate Plan Amendments - Refer to PC

PC Review

Public Input Meeting(s)

Review Plan Revisions & Initiate PC Public Hearing

PC Public Hearing & Recommendation

BOS Public Hearing and Decision

Draft Zoning Text Amendments (Consultant / Co. staff)

Board Review & Initiate Zoning Amendments - Refer to PC

PC Review

PC Public Hearing & Recommendation

BOS Public Hearing and Decision

4) COMP PLAN AMENDMENT - COURTHOUSE SMALL AREA PLAN

C o m p le ti o n o f

C o u rt h o u se

R o ad In te rc h an g e

Draft Courthouse Area Plan (Consultant / Co. staff) *Buildout, Traffic Study

5) ZONING TEXT AMENDMENTS (IN SUPPORT OF THE SMALL AREA PLAN)

C o u rt h o u se

A re a la n A d o p ti o n

Z o n in g T e x t A m e n d m e n t

A p p ro va l

To build on the initial phase of Downtown development that occurs on the County-owned parcels a broader re-zoning is recommended. The range of zoning options includes:

❑ Re-zoning county-owned parcels only (future development proposals reviewed on case-by-case basis)

❑ Acquisition of parcels by county to be included in re-zoning

❑ Re-zoning the entire SAP area regardless of ownership

❑ Allowing owners to participate in re-zoning

Implementation – Zoning

Stafford County, Virginia

Real Estate Development Advisory Services

Board Workshop 14 August 2018