Columbia: A Community Vision © Bob Tennenbaum

December 2007 County Executive Ken Ulman County Executive Jessica Feldmark Senior Advisor Ian Kennedy Executive Assistant

Department of Marsha S. McLaughlin Director Planning & Zoning Steve Lafferty Deputy Director Kimberley Flowers Deputy Director Carl Balser Chief, Transportation George Beisser Chief, Public Service & Zoning Administration Jeff Bronow Chief, Research Chuck Dammers Chief, Development Engineering Cindy Hamilton Chief, Land Development Elmina Hilsenrath Chief, Environmental & Community Planning

Contributing Staff Bill Mackey, Project Manager Thomas Sprenkle Dace Blaumanis Samantha Stoney Randy Clay

Focus Group Elizabeth Bobo Bridget Mugane Maggie Brown Cynthia Coyle Jane Parrish Andre DeVerneil Mary Pivar Doug Godine Lee Richardson Karen Gray Mohammed Saleem Rob Hollis Paul Skalny Phil Kirsch Tim Sosinski Pat Laidig Richard Talkin Jud Malone Bob Tennenbaum Nancy McCord Hugh Tousey Dennis Miller Chris Tsein

Consultants Cy Paumier Sabra, Wang & Associates, Inc. Design Collective, Inc.

Downtown Columbia: A Community Vision A Letter from the County Executive

“Over the coming years and decades, this vision will guide us towards a truly special downtown that connects our community, respects the environment, balances growth and includes everyone.”

Dear Neighbor,

Two years ago we began a community-driven process to outline the future of Down- town Columbia. Now, after significant public discussion and engagement, I am proud to present the culmination of this effort, Downtown Columbia: A Community Vision. As an embodiment of the principles that define our community and the vision that guides it, this document provides the necessary framework to achieve a downtown the community desires, one that preserves Columbia’s character and reflects the values on which it was founded. Over the coming years and decades, this vision will guide us towards a truly special downtown that connects our community, respects the environment, balances growth and includes everyone.

This document grew out of a wide range of input from many interested individu- als and groups as the public dialogue about Downtown Columbia evolved during the past two years. Over the last few months, the public has had the opportunity to review a draft of this framework and has provided compelling, thoughtful com- ments that helped shape the final form. One of the more notable suggestions offered was that there should be a greater level of detail within this document’s vision statements. While I appreciate and agree with many of the specific ideas that were proposed, I remain committed to the notion that this document should serve as a broad framework for the future rather a prescriptive set of specific regulations. It is my hope and sincere belief that initially defining our goals as bold visions will foster creative and ambitious approaches in meeting them. For the first time in Columbia’s history the County has taken the initial step of setting a high bar for future develop- ment by establishing a vision for what Downtown Columbia can and should be.

Downtown Columbia: A Community Vision As the planning process for Downtown Columbia moves forward, first with General Growth Properties’ proposal of a downtown development master plan to achieve the vision described in this document and then through the public review of that proposal by the Planning Board and the County Council, your ongoing participation is critical. The decision-making authority for zoning matters and the adoption of any master plan for downtown lies with the County Council. While the County Admin- istration will provide guidance to the Council through the Department of Planning and Zoning, the Council will want and need continued guidance from the public as well. Citizens can and must be active participants if we are to establish a plan that truly achieves the vision of this framework and this community.

I thank you for your interest and involvement in shaping the future of Columbia and Howard County. I look forward to working with you as we finalize a master plan for Downtown Columbia, and I am also aware that this plan is not the end, but rather the beginning of a downtown that is truly worthy of the community it centers.

Sincerely,

Ken Ulman County Executive

Downtown Columbia: A Community Vision A Letter from the Planning Director

Mort Hoppenfeld, Columbia’s original chief planner, chal- lenged us all when he said, “To build a better is to work at the heart of civilization.”

To All County Citizens,

The Department of Planning & Zoning is pleased to present Downtown Columbia: A Community Vision. After six public outreach sessions and a great deal of citizen input, we believe this document articulates community consensus points about the future of Downtown. While the draft that was issued in September was gener- ally well received, this document has been refined to address many issues raised during the public comment period. Amongst the refinements are an expansion of ideas related to environmental sustainability, further discussion of issues such as public space, civic life and transportation, and inclusion of a flow chart outlining the processes to be used for adopting a downtown development master plan and the accompanying zoning changes.

We also heard varying views regarding the need for greater specificity, and sugges- tions to replace the words “should or may” with “shall or must”. However, the vision framework is intended to allow property owners the flexibility necessary to propose a master plan that creatively captures the core values and concepts expressed by Downtown’s many stakeholders. The framework articulates our shared vision of a Downtown that makes a special place, connects the community, respects the envi- ronment, balances growth and includes everyone. The process, by which the master plan proposal and associated zoning will be vetted and adopted by the County Coun- cil, will establish appropriate requirements and controls. As in the draft, this docu- ment describes the vision in five themes, each detailed by vision statements. The 23 vision statements build upon and seek to extend ’s vision for Columbia so that it will become a model community for the 21st century.

Downtown Columbia: A Community Vision Mort Hoppenfeld, Columbia’s original chief planner, challenged us all when he said, “To build a better city is to work at the heart of civilization.” This is no small task. Change is often both exciting and unsettling at the same time. Fortunately, change doesn’t occur overnight and there will be many, ongoing opportunities to continue to participate in guiding Downtown’s evolution over the next year and years to come.

Thank you for taking the time to help develop Downtown Columbia: A Community Vision. We look forward to working with you to help Columbia’s Downtown achieve its potential to be a very special place—a place that will serve us well now and for generations to come. If at any time you have a question or would like to comment on this document, please feel free to visit us at www.howardcountymd.gov (select Downtown Columbia Update).

Sincerely,

Marsha S. McLaughlin, Director

Downtown Columbia: A Community Vision Table of Contents

Introduction 1

Chapter 1: Making a Special Place 9

Chapter 2: Moving and Connecting People 19

Chapter 3: Sustaining the Environment 27

Chapter 4: Balancing and Phasing Growth 33

Chapter 5: Involving Everyone 37

Appendix A: Master Plan & Zoning Approach 41

Appendix B: Traffic Analysis 43

Downtown Columbia: A Community Vision Downtown Columbia: A Community Vision Introduction

“We have in our hands the opportunity to make our city—in our generation— the most livable, the most beautiful, and the most effective city in America.” Jim Rouse

From its inception, much was expected of perhaps most importantly, the belief that, in Columbia, and this is still true today, over founder Jim Rouse’s words, “what ought to

©David Hobby 40 years later. Unlike many other communi- be, can be.” ties—planned or otherwise—Columbia is more than just a collection of buildings, a Throughout the planning and construc- center for commerce or a place for residents tion of Columbia, Jim Rouse described four to rest their heads at night. Columbia is, objectives for designing a rational city as a and always has been, a community built model for other developers to follow. These on principles, ideals, a shared vision and, four objectives are expressed in his own words below. Jim Rouse’s Vision for Planning Columbia

We set four main objectives in our planning: . To provide a real City—not just a better , but a comprehensively balanced commu- nity... . To respect the land. With sets of overlays we recorded the topography, the stream valleys, the forests, the southeastern slopes, the historic buildings, the special vistas, the quiet tree lined areas. We allowed the land to impose itself as a discipline on the form of the Commu- nity... . To provide the best possible environment for the growth of people. It would seem elemen- tary that should be planned for people… We wanted to allow these overlays, these insights about people, to influence the physical plan and the institutions we should seek to stimulate in the community just as we allowed the plan to be influenced by the land itself... . Our fourth goal was profit. This was no residual goal, not something just hoped for. It was our primary objective... Source: “Great Cities for a Great Society,” speech given to the Chicago Chamber of Commerce and Industry and the Chicago Chap- ter of the American Institute of Architects on April 8, 1965. Provided courtesy of the Columbia Archives.

Downtown Columbia: A Community Vision  Introduction City of Rockville, MD Community members voiced Although not perfect, Columbia has demon- their desire for a vibrant strated that seemingly lofty goals are cer- Downtown with a diverse mix of uses, open spaces tainly within reach. Columbia has lived up to and amenities. Rouse’s objectives in almost every respect: it enjoys tremendous diversity in people; it includes thousands of acres of open space; it has been a financial success; and it has produced a community of residents who are concerned, informed, dedicated and hardworking.

Today, 40 years after Columbia’s first “pio- neers” moved in, Columbia and its residents such as emails, messages to listservs, coffee are looking to the future and wondering houses and elsewhere. In total, hundreds of where the community is headed. While people added their voices to the dialogue there is much that Rouse and the company about Columbia’s Downtown, and from this he founded did right in crafting Columbia, a collection of visions, common themes and there is room for innovation and improve- goals emerged. ment. Downtown Columbia, in particu- lar, has yet to capture the essence of the Residents desire a vibrant, active down- city envisioned by Rouse and desired by town full of a diverse mix of uses, expanded residents. transportation options, amenities and attractions, as well as with areas for quiet At no time was this more apparent than reflection and appreciation for nature. They during the October 2005 Downtown char- also seek a city center that embodies the rette, the most inclusive planning exercise values and principles that have guided the in Howard County history. Community first 40 years of this community. Indeed, members shared their thoughts and con- because Columbia has enjoyed thoughtful, cerns about Downtown Columbia today groundbreaking development over the last and what they hoped it could become in the 40 years, residents rightly expect that future future. After the weeklong series of inten- development in Downtown will follow the sive meetings and public forums during same general, albeit updated, model. the charrette, the downtown discussion continued. Feedback was received in formal, public settings such as community forums, Approach focus group meetings and in letters pages of newspapers, as well as more informal ones The public discourse on Downtown Colum- bia has shown a clear and strong consensus for a livelier Downtown, but there are also broad concerns about infrastructure capac- ity, building heights, housing affordability and other issues. A new plan for develop- Howard County, MD ment in Columbia must reflect the commu- nity’s priorities and adequately address its concerns. Accordingly, the process to achieve the community’s goals for Down- town Columbia involves three steps. Charette participants discuss their visions for Columbia’s future.

Downtown Columbia: A Community Vision  Introduction Howard County, MD This document provides a Step 1 vision and framework to guide the evolution of devel- opment in the Downtown As the first step, the Department of Plan- Columbia study area. ning and Zoning offers this thematic docu- ment, which serves two purposes:

. to describe a vision for Downtown Columbia, highlighting the themes that have emerged through public dialogue Downtown over the course of the past two years and Study Area . to establish a framework that will pro- vide guidance for General Growth Prop- erties, Inc. (GGP), the major property owner in Downtown, as GGP prepares a downtown development master plan for public review and approval.

Step 2 The second step will be GGP’s proposal of a major parties: the applicant that submits a downtown development master plan. GGP downtown development master plan, the has engaged nationally known consultants County Council which will consider the plan to help prepare a downtown development and the community that the plan will serve. master plan and is expected to present this plan to the public in the near future. GGP would formally propose their plans by Key Components requesting both a General Plan Amendment (GPA) to adopt the downtown development In order for Downtown Columbia to be master plan and a corresponding Zoning successful, there must be an appropriate Urban Land Institute Regulation Amendment (ZRA) which would balance of three key components – the ame- enable implementation of the downtown nities that contribute to quality of life, the development master plan. This second step amount of development, and the transporta- follows the tradition of the New Town zon- tion infrastructure. These factors are eco- ing process wherein the original petitioner nomically interrelated and interdependent WDG, Inc. initiates proposed changes in Columbia. and should therefore be coordinated. Step 3 Amenities. The community desires addi- tional amenities. These include intercon- The third step involves public review and nected sidewalks, public art, attractive testimony on the proposed amendments streetscapes, gathering places, preserved before the Planning Board and County natural spaces, and a variety of retail, res- Council. Ultimately, the County Council will taurant, artistic, entertainment and com- make the final decisions on the General Plan munity-based opportunities. These desired Amendment and the Zoning Regulation Downtown amenities may be categorized Howard County, MD Amendment. under two broad headings.

Public participation is an essential contribu- . Commercial amenities. Commercial amenities include shops, restaurants, A vibrant Downtown must tion to each of the three steps outlined for cafes, jazz clubs and entertainment balance key components: this approach. This document provides a amenities, development and venues. Although not the same kind of traffic. framework for the dialogue among the three

Downtown Columbia: A Community Vision  Introduction

amenity as public art, the community rents collected on retail spaces and a por- wants these for-profit ventures and the tion of condo fees collected from residential activities that they would provide in units constructed in Downtown. Downtown. These enterprises should be Howard County, MD planned, built and maintained by private Additional development also provides fund- property owners. ing for transportation and infrastructure . Community enhancements. Com- improvements and generates needed rider- munity enhancements include outdoor ship for mass transit. Affordable housing art, community arts facilities, public can be subsidized through the construction sidewalks, streetscapes and roadways, of new, market-rate housing. preserved natural spaces, parks, plazas Downtown serves as a com- and other community spaces such as a Transportation Improvements. New trans- mercial hub for the County. public square. These amenities should The shops and offices -con portation improvements are needed to tribute to the County’s eco- be planned and built by private property access the new amenities and new devel- nomic health and improve owners with continuing maintenance opment. Throughout the County, private its regional reputation. and operations by private property property owners are responsible for the owners, the (CA), construction of local, network-related Howard County and/or a partnership of improvements. In general, regional trans- these entities. portation improvements are funded through Development. Additional commercial the County road excise tax and by federal and residential development is needed and State funding. GGP as the developer to increase vibrancy and support infra- in Columbia would be responsible for local structure improvements and amenities. street network improvements. GGP could Increased foot traffic, especially from new offer to participate in regional projects residents living Downtown, is a key factor to ensure both timely delivery of needed in the success of local businesses such as road improvements and a higher quality of shops and restaurants. Civic facilities and pedestrian improvements than are cur- cultural programs such as artists’ work- rently required. shops, galleries and small entertainment venues are dependent on a critical mass of At the County’s request, a detailed traf- pedestrians attracted to the liveliness of fic study has been prepared by the firm of the surroundings for potential customers. Sabra, Wang & Associates, Inc. to address New development could continually sup- traffic capacity and multimodal approaches port maintenance of desired amenities. The to downtown transportation. A summary of maintenance of some amenities like public the report is included in Appendix B. The Lakefront, with its civic art, arts programming and some community amenities and many original spaces could be financed by a portion of Since costs for the construction of ame- buildings, remains the heart nities, development and transportation of Downtown Columbia. Howard County, MD

Downtown Columbia: A Community Vision  Introduction

Association, Columbia Association, Town Center Village Board, Wilde Lake Village Board, Oakland Mills Village Board, Harper’s

Columbia Archives Choice Village Board, King’s Contrivance Vil- Howard County, MD lage Board, , the Coalition for Columbia’s Downtown (CCD), Bring Back the Vision, Howard County Tomorrow and others.

The themes are organized around two broad categories: Vision and Process. The Howard County, MD first three—the Vision themes—serve as improvements will be borne primarily by extensions of Jim Rouse’s original goals for GGP as Downtown’s major property owner, Columbia - a reaffirmation of the communi- A vision for Downtown it is appropriate that GGP propose the levels Columbia should reaffirm ty’s founding principles and shared values. of commitment that they are willing to the founding principles, The last two—the Process themes—outline yet reflect a process that bear. The appropriate balance among these a planning and development process neces- includes all in planning for improvements should also reflect the vision the future. sary to achieve the vision for Downtown of this framework and meet its goals. Columbia. This process is further explained in Appendix A. Additionally, the major property owners —GGP, CA and Howard County—should Vision Themes collaborate on the maintenance of streets, sidewalks and other community-oriented 1. Making a Special Place amenities in Downtown. These three own- 2. Moving and Connecting People ers could create a downtown partnership to 3. Sustaining the Environment manage and maintain the Downtown area more consistently and to higher standards. Process Themes Jointly financing and coordinating mainte- nance efforts could provide a higher quality 4. Balancing and Phasing Growth environment. After gaining experience 5. Involving Everyone with the partnership, the partners could then discuss if further collaboration and The five themes and their associated vision investment in Downtown by the partner- statements are listed below to provide a ship would be of benefit to the current and summary of this framework document. Each future residents. of the five themes is addressed in detail in the five chapters that follow.

Vision Summary Making a Special This framework is organized around five Place themes that emerged from extensive input by the public. Feedback from the charrette, Theme 1: Downtown Columbia will be the Downtown Columbia Focus Group a diverse, mixed-use, livable, physical- meetings in 2006, input on this document ly distinctive and human-scaled place in Fall 2007, and comments from indepen- with a range of housing choices and dent groups and individual citizens form recreational, civic, cultural and educa- tional amenities. the basis of the five themes. Participating groups include Howard County Citizens’

Downtown Columbia: A Community Vision  Introduction

Downtown and the village 1.6 Economic Activity centers embody distinctive commercial characteristics Support Downtown’s function as a major and provide special places financial and economic center for Columbia for civic gathering. Howard County, MD and for Howard County. 1.7 Civic Life Expand civic, community and educational facilities to augment Columbia’s nationally recognized quality of life. 1.8 Arts & Culture 1.1 Rouse Vision Enhance art and cultural offerings, provid- Continue and enhance Jim Rouse’s vision of ing new spaces and opportunities for an Columbia as a thriving, socially responsible active arts community and for public art. and environmentally-friendly place for peo- ple of all ages, incomes and backgrounds. 1.9 Design 1.2 Symbols Improve the design of Downtown develop- ment through flexible design guidelines Conserve symbols of Columbia’s past found and a design review panel to ensure that throughout the Downtown area, recognizing buildings, streets and public spaces will that they contribute to the authentic charac- be aesthetically pleasing and contextually ter of Downtown and reinforce its qualities appropriate. as a special place.

Howard County, MD 1.3 Districts Shape new development to form well- Moving and defined districts within Downtown; ori- Vitality comes from having Connecting People a diverse population living ent structures to the street, making them Downtown and participating inviting to pedestrians; and establish bulk in a full range of activities. Theme 2: Downtown Columbia will en- regulations, including height limits, appro- hance multimodal connectivity through priate to each district’s character. a variety of safe, convenient and inno- vative transportation alternatives. 1.4 Commercial Balance Design a variety of Downtown commer- cial activities that complement the flexible 2.1 Multimodal System evolution of neighboring Village Centers in Develop a multimodal transportation sys- Oakland Mills and Wilde Lake, recognizing tem through investment in transit programs each center’s identity and role. Howard County, MD 1.5 Diverse Housing Provide a full spectrum and diverse mix of housing, ensuring that low-, moderate- and middle-income families have an opportunity to live in Downtown, thus continuing the original vision of Columbia as an inclusive The net- community. work is a key component of a multi-modal Downtown transportation system.

Downtown Columbia: A Community Vision  Sustaining the Environment Mahan Rykiel, Inc. Theme 3: Downtown Columbia’s natu- ral resources will be protected and en- hanced; a network of public spaces will provide places for individual contem- plation and social gathering.

3.1 Green Technology Include green technology to help build a Streets should be animated sustainable environment, incorporating and roads that will provide a pedestrian- by the uses that line them measures to reduce energy consump- and offer a lively pedestrian and bike-friendly environment. environment that invites tion and pollution while preserving the activity. 2.2 Traffic environment. Mitigate traffic congestion so that vehicles 3.2 Nature will be able to move smoothly into and Protect the natural resources and natural around Downtown without impeding beauty of Downtown’s lake, streams and pedestrian flow; encourage outside traffic to woodlands, forming them into a greenway bypass Downtown. system. 2.3 Pedestrians 3.3 Central Park Improve pedestrian connections throughout Identify Symphony Woods as Columbia’s Downtown, to surrounding villages and to “Central Park” area, which deserves special nearby destinations to encourage strolling design and conservation measures. and human interaction. 3.4 Outdoor Spaces 2.4 Transit Require additional open space and amenity Improve and expand transit service, rein- areas so that Downtown will retain the forcing Downtown as the central hub for character of a “city in a park” with plazas, the local bus system, adding a Downtown greens, promenades, paths, public art, natu- shuttle and setting the stage for the pos- ral areas and street trees. sibility of future bus rapid transit and rail

mass transit. Howard County, MD 2.5 Parking Provide an appropriate level of parking, fos- tering a park-once approach, substantially reducing or eliminating surface parking lots and integrating well-designed structured parking into Downtown.

Columbia is renowned for its natural beauty and for set- ting a “city in a park.”

Downtown Columbia: A Community Vision  Balancing and Phasing Involving Everyone Growth Theme 5: The community will be ac- tively engaged in decisions concerning Theme 4: The development of Down- the evolution of Downtown. town Columbia will be served by public facilities provided in a timely manner.

5.1 Participation 4.1 General Plan Enhance communication between citizens Recognize and implement the General Plan and County decision-makers through oppor- 2000 policy to direct growth into Downtown tunities for public information and public as the largest of the County’s mixed-use participation, so that citizens are knowl- centers. edgeable about the planning and devel- opment of Downtown and have multiple 4.2 Phasing opportunities for input. Establish targets for commercial and hous- 5.2 Collaboration ing development for a balance of land uses and public services. This ensures that devel- Encourage a partnership in planning and opment does not place undue burdens on implementation, realizing that many of the existing residents, infrastructure or service recommended strategies will depend on providers. collaboration among the County, private property owners, residents, business own- 4.3 Monitoring ers and community organizations. Monitor and evaluate implementation using a formal reporting process that will provide regular opportunity for public discussion and feedback, and that will allow for refine- ment as needed.

Public review will continue to engage the Columbia community. Howard County, MD

Downtown Columbia: A Community Vision  1

Making a Special Place

Theme 1. Downtown Columbia will be a diverse, mixed-use, livable, physically distinctive and human-scaled place with a range of housing choices and recre- ational, civic, educational and cultural amenities.

Rouse Vision a park” setting for the community. . Columbia contains many of the cul- 1.1 Continue and enhance Jim tural, civic and recreational activities,

Howard County, MD Rouse’s vision of Columbia as a businesses and institutions found in thriving, socially responsible and large urban areas including a com- environmentally-friendly place munity college and a hospital. Yet for people of all ages, incomes the daily functions and amenities are and backgrounds. reminiscent of the small hometown atmosphere that inspired Jim Rouse. As a pioneering of the 1960s, Columbia represents an experiment . As a community of celebrated diver- on how to build a better city. Always guiding sity, people of all ages, incomes and backgrounds are brought together to A statue honoring Jim Rouse, this process has been Jim Rouse’s vision for Columbia’s founder and live with one another, creating the life a close-knit community that contains both visionary developer, and Wil- experiences that shape an accepting

lard Rouse is at Downtown’s physical and social attributes capable of Howard County, MD Lakefront. supporting the growth of people including future generations. Today, the implementa- tion of Jim Rouse’s vision can be experi- enced in Columbia in a number of ways:

. Residents feel a connection with nature through the preserved environ- mental features such as streams and build- ing, designed by Frank wooded areas. These natural areas Gehry, is a Downtown land- help shape and give character to the mark. built environment and create a “city in

Downtown Columbia: A Community Vision  Chapter 1: Making a Special Place

and caring society. Columbia truly is a Columbia’s villages each contain several garden for growing people. neighborhoods. Over the past 40 years, the Downtown has slowly evolved into As development continues, new opportuni- several recognizable neighborhoods or Howard County, MD ties need to be provided to continue Colum- districts. The Lakefront area is the heart bia’s purposeful inclusiveness, its physical of Downtown, the destination for commu- design structured to promote community, nity gathering and leisure-time activities. its planned approach to growth, its social Along Governor Warfield Parkway there responsibility and its stewardship of nature. are several residential communities. The west entrance to the Mall has been rede- veloped over the past decade and, with its Symbols restaurants and movie theaters, now serves as a major entertainment magnet in all of 1.2 Conserve symbols of Colum- Downtown. bia’s past found throughout the Downtown area, recognizing Howard County, MD that they contribute to the au- North of Symphony Woods, along Little thentic character of Downtown Patuxent Parkway, the cluster of tall office and reinforce its qualities as a buildings, small plazas and attractive special place. landscaping has become a premier office address. Some areas of Downtown, with The Lakefront is Downtown’s living room, their suburban-style low-rise office build- where celebrations such as the 4th of July, ings set in large featureless parking lots, City Fair, International Day and Festival of have yet to attain a recognizable identity. the Arts provide memorable experiences that foster community spirit. The former The crescent-shaped property, located Rouse Company headquarters, the Ameri- south and west of Symphony Woods, is the can City Building, the Teachers Building Howard County, MD last major parcel of undeveloped land in and the original Exhibit Building frame a Columbia. This large, vacant site offers great series of outdoor spaces. These spaces are opportunity to create a distinctive mixed- punctuated by sculptures that symbolize the use neighborhood. people and values of Columbia.

A downtown development master plan Symbols of Columbia’s history should be should craft an identity for various districts Sculptures like the People conserved and enhanced. As the city grows, and determine how these districts are Tree, The Bears and The Hug opportunities to introduce additional public are symbols of Columbia. shaped and interconnected. Each district art reflecting Columbia’s values should be should have a consistent design theme in pursued at the Lakefront and throughout both public and private areas. A particular Downtown. Howard County, MD Districts 1.3 Shape new development to form well-defined districts within Downtown; orient struc- The entrance to the Mall in tures to the street, making them Columbia near Warfield Tri- inviting to pedestrians; and es- angle is developing into an tablish bulk regulations, includ- attractive and pedestrian- ing height limits, appropriate to friendly dining and enter- each district’s character. tainment district.

Downtown Columbia: A Community Vision 10 Chapter 1: Making a Special Place

Kiosks and outdoor stalls can mix of uses, range of building heights and complement the Downtown public spaces should be used to differentiate Commercial Balance retail experience. districts. Street furniture, lighting fixtures 1.4 Design a variety of Down- and landscape treatments are other means town commercial activities that to create easily recognizable and cohesive complement the flexible evolu- districts. Particular attention should be paid tion of neighboring Village Cen- to balancing the differentiation of districts ters in Oakland Mills and Wilde Lake, recognizing each center’s and maintaining an integrated design for identity and role. all Downtown. Special attention should be Linux Journal Editor, Doc Searles given to include additional amenities at the A downtown development master plan Lakefront. should envision a Downtown that provides retail opportunities for both local stores and Building entrances and interesting façades national chains. Combinations of national facing public sidewalks are the primary department stores, independent local means of orienting structures to the street. shops and kiosks can create a more vibrant Also, appropriately scaled buildings should marketplace that will provide a broader Park Grill Restaurant, Chicago, IL line streets to define street edges that frame spectrum of goods and services. Different and enclose outdoor spaces. Short, walkable districts may be typified by the type of retail blocks of mixed uses should be encour- goods and services that they offer. aged to stimulate street life through pedes- trian activity. Public spaces animated with Wilde Lake and Oakland Mills are early interactive features such as fountains or examples of Columbia’s model for commu- lined with restaurants help to create special nity commercial design that allows people places. to socialize while shopping. As consumer preferences shift towards regional shopping The massing and proportion of buildings is destinations, new strategies are needed to critical and should be guided by height lim- balance the development of Downtown and its that respond to the pedestrian environ- the neighboring village centers. To enhance ment, allow for visual variety and balance the movement of people, pedestrian con- urban activity with open space. A flexible nections and a shuttle system could link height limit that allows bonuses for addi- Downtown and the village centers to facili- tional low- and/or moderate-income units tate choice and encourage ties among these As people’s shopping habits or other desired features exceeding the change, village centers could locations, as was envisioned in Columbia’s required levels could be proposed. strategize to round out the early design. range of retail stores offered in Columbia. Howard County, MD

Downtown Columbia: A Community Vision 11 Chapter 1: Making a Special Place

With a range of housing development could become strategies for options, new forms of resi- affordable living in Downtown. dences can be added to Downtown. WDG Architecture Economic Activity

1.6 Support Downtown’s func- tion as a major financial and economic center for Columbia and for Howard County.

Downtown is intended to be the financial and economic center of Columbia and Howard County. Enhanced activity, updated structures and better infrastructure in Diverse Housing Downtown would increase the draw for office space. Currently, there is a concern 1.5 Provide a full spectrum and diverse mix of housing, ensuring that Downtown is losing tenants and oppor- that low-, moderate- and middle- tunities to newer office parks. income families have an oppor- tunity to live in Downtown, thus A downtown development master plan continuing the original vision of should build on the vision of sustaining Columbia as an inclusive com- munity. Downtown as the location for the region’s most successful and high- quality office market. Recent expansions Columbia’s far-reaching original goals to the mall have begun to take on the more reflect a commitment to having different outward-oriented character of popular types of people live together to create a fully lifestyle centers that provide pedestrian-ori- realized community. The types of housing ented outdoor shopping experiences. built can influence whether people with various backgrounds can find a home in the community. A downtown development Howard County has a strong office employ- master plan should reaffirm a commitment ment base and Downtown offers the poten- to a diverse mix of housing. tial for growth in high-paying office jobs. Base Realignment and Closure (BRAC) plans for Fort Meade may offer additional oppor- By providing a full range of housing choices tunity for offices in Downtown. including universal design features, people from all walks of life will be able to continue

to come together, exchange ideas and learn Howard County, MD from one another. Expanded residential options for in-town living could include mid-rise and high-rise apartments or condominiums, lofts, stacked townhouses, accessory apartments and live-work units. New models for developing affordable hous- ing in combination with mixed-use develop- ment should generate new and innovative New office buildings in techniques. Establishing co-housing com- attractive settings can con- tribute to the prestige of the munities, employer-assisted housing and Downtown office market. contributions from commercial and office

Downtown Columbia: A Community Vision 12 Chapter 1: Making a Special Place Howard County, MD

Columbia’s Downtown will continue to serve as Howard Downtown office buildings and office work- the County prepares and updates a series of County’s downtown. ers are important to sustaining the day- facility master plans to address individual time vitality of supporting uses including program needs (for example, the Library restaurants, shops and lodging. Businesses Master Plan, the Water and Sewer Master typically need meeting space, hotel rooms Plan, the Senior Housing Master Plan, etc.). and conference facilities nearby to hold Finally, the County uses its multi-year Capi- their activities. Such facilities are currently tal Improvement Plan (CIP) to program and lacking and would help to support and fund needed public facilities. Each of these enhance the attractiveness of Downtown as plans and processes involves the public in a a premier office location. review and approval process.

Howard County Library. A major component Civic Life of Howard County’s strong educational 1.7 Expand civic, community and system, Howard County Library consistently educational facilities to augment ranks as one of the best in the nation. Pro- Columbia’s nationally recognized viding equal access to quality educational quality of life. opportunities for all, the Library system’s Central Library is one of the most important A vibrant Downtown needs public places, public facilities in Downtown. The Central civic spaces, community facilities and edu- Library could potentially take on a greater cational institutions to provide the quality role as a business, healthy living, and cul- of life that the public expects. This is espe- tural center - a hub for public life in Down- cially important because of a growing senior town Columbia. The Central Library could population, aging public facilities and an accommodate more and new uses if it were increasingly diverse population. The County expanded and/or relocated. The building’s has several mechanisms to ensure that pub- location should reflect its vital role in the lic facilities are well planned and delivered community. Ideally, it would be centrally in a timely manner. The County’s General located with increased ease of access for Plan 2000 sets the broad parameters for pedestrians. the delivery of facilities and services, then Fire Station. The Banneker Fire Station is one of the busiest fire stations in Howard County. A downtown development master plan should be coordinated with County

Howard County, MD plans for a relocated or redeveloped fire sta- tion. Access to major roadways is the high- Downtown is the site of est priority for the fire station. A relocated fairs, concerts, exhibits, fire station could be designed as a show- entertainment and activities that enrich the community’s place of mixed use and affordable housing. civic and cultural life.

Downtown Columbia: A Community Vision 13 Chapter 1: Making a Special Place

serve as magnets for civic and community activities. Providing for pedestrian connec- tions between the outlying village centers and Downtown by a shuttle or other means Howard Photography would be one way to enhance community life.

A new community center could continue the Columbia tradition of providing residents with nearby gathering spots for programs and events. A community center, designed as a signature building and located adjacent to a major public space, could be included in a downtown development master plan. Pro- at Town posed sources of funding for the construc- School. If a potential school were eventually Center is a graceful setting tion, maintenance and program operations for community events. needed in Downtown, it could enhance the of a community center should be identified civic identity and offer a place for commu- to ensure the facility’s long-term success. nity gatherings. If the County determines that a school would be needed, such a Public Square. Downtown should have a true school should be a model appropriate to public square to permit assembly and the Downtown with multiple stories and limited exercise of free speech. The public space parking on site, rather than a suburban might be either a landscaped town green model with a single story and expansive or a plaza. The square should be centrally- surface parking lots. located and highly visible to Downtown visitors. It might be associated with a public Columbia Association Headquarters. The building site, such as the library, or it could Columbia Association’s headquarters on be adjacent to existing open space areas. the Lakefront is also a focal point for com- This public space should be designed in col- munity gathering and engagement. Col- laboration with the County, improved by the laboration with the Columbia Association developer and dedicated to Howard County to ensure a permanent headquarters at the to be held in trust for the public. current location or at a new, equally promi- nent site is highly encouraged. Arts & Culture Archives. The Columbia Archives is a research library, repository and museum 1.8 Enhance art and cultural of- of Columbia’s history. The Archives should ferings, providing new spaces continue to serve that function. A strong and opportunities for an active arts community and for public sense of civic pride in Columbia’s history art. may provide opportunities to expand both the collection and its community education In addition to civic and community facilities, programs. a vibrant Downtown needs arts and cultural facilities and programs. Downtown has Community Centers. Existing community many existing resources that are well rec- centers such as Oakland Manor in Town ognized and highly valued. To nourish these Center, the Other Barn in Oakland Mills critical resources, arts and cultural offerings and Slayton House in Wilde Lake currently should be expanded to create a supportive

Downtown Columbia: A Community Vision 14 Chapter 1: Making a Special Place

address funding for an improved facility and propose a reasonable strategy to achieve year-round performances at MPP.

Toby’s Dinner Theatre Toby’s New Offerings. Columbia residents have long supported local artists. A downtown devel- opment master plan should require space for arts and cultural programs, especially on the ground floors of select new buildings. The Artists’ Gallery in the American City Building could be a prototype. Strategies should include subsidized/low-cost incuba- Toby’s Dinner Theatre, a tor opportunities for artists and performers. pioneer arts venue in Down- environment and attract new patrons. New town Columbia, continues spaces and programs should be provided Public Art. Public art plays a vital role to entertain residents and along with new public art. the region with award-win- in sharing the life stories of people who ning shows. shaped the cultural history of the city. The Important Resources. Toby’s Dinner The- People Tree, The Hug, The Bears and the ater is a pioneer arts venue and provides Willard and Jim Rouse statuary group are an award-winning dinner theater in the all iconic sculptures that tell the story of heart of Columbia. The recently completed Columbia. The importance of embedding Horowitz Visual and Performing Arts Center meaning into the physical landscape also and the Rep Stage at Howard Community helps people form bonds with the places College, as well as the Jim Rouse Theatre at built for them. Learning from the examples , add to the variety of public art at the Lakefront, a downtown of theater experiences offered in Columbia. development master plan should include These arts facilities should be protected, public art to continue building a memorable perhaps expanded, promoted, nurtured and place filled with the life and character of adequately funded so that they will con- Columbia. tinue to provide an active cultural life and serve the residents in Downtown and in the Additionally, the walls of buildings and County. They are important components parking garages could become the surfaces that draw people Downtown, helping to for murals and sculptural relief that tell the make the area lively by day and night. story of Columbia and its people. Common elements such as water fountains, bus shel- Merriweather Post Pavilion. Another impor- ters and signage could be transformed into tant resource, set within the natural beauty objects of cultural meaning.

Cy Paumier of Symphony Woods, but not part of the woods property, is Merriweather Post Pavil- Artistic expressions should be incorporated ion (MPP), owned by General Growth Prop- into both newly formed and existing public erties, Inc. MPP has always been a social spaces throughout Downtown. Within these gathering place and premier entertainment centers of civic life, art can play an impor- venue. MPP would benefit from conversion tant role in communicating what Colum- to an indoor/outdoor venue so that perfor- bians value. Sources of inspiration might mances can be enjoyed year-round. With include nature, social diversity or even The Family sculpture, located expanded programming, MPP’s function significant events in Columbia’s history. Out- in the Wilde Lake village as a gathering place would be enhanced. A door plazas, greens and promenades as well green, is an early example of downtown development master plan should public art in Columbia. as institutions such as the library, hospital,

Downtown Columbia: A Community Vision 15 Chapter 1: Making a Special Place

The Artist’s Gallery in the Howard County, MD American City building is an example of an arts space in an office building. Down- town festivals also offer a venue for community art Howard County, MD exhibits.

community college, Columbia Archives and Design (HRD), a wholly owned subsidiary of a new community center could showcase GGP, in its role as the developer of Columbia. and provide appropriate locations for public art. A new approach is needed for design review in Downtown. Design guidelines are needed An equally important goal is to include art as a measure against which to evaluate any in private developments. The architectural site-specific development proposal. The form of buildings could feature sculptural various groups that review plans could use reliefs and integrate the design of both these guidelines: community groups, County freestanding and attached installations. technical staff and the Planning Board. The In addition to other locations, mixed-use County is also working on a proposal for the storefronts wrapping parking garages could establishment of a Design Advisory Panel become studio and live-work space for local (DAP), comprised of design professionals, artists adding to the vitality of Downtown’s that could have authority to review plans art scene. for Downtown development. Together, the design guidelines and the DAP would set To support public art, a percentage of fund- high standards for Downtown development ing for art could be set aside based on total to create a special place with distinctive construction costs for private and public design. projects in Downtown. Multidisciplinary project teams including artists and land- A downtown development master plan scape architects, together with the commu- should include specific design guidelines nity, should design unique pieces that will for Downtown and for each of its districts. become the hallmarks of Downtown. These guidelines should be flexible enough to promote creativity and high-quality design. Guidelines should address scale as well as the quality of materials, articula- Design tion of facades and the degree of interest 1.9 Improve the design of Down- created at the pedestrian level of structures. town development through Guidelines should be established for each flexible design guidelines and a proposed district in Downtown. design review panel to ensure that buildings, streets and public spaces will be aesthetically pleas- Additionally, criteria for Planning Board ing and contextually appropri- review of plans should be included. Ulti- ate. mately, any proposed guidelines and plan review criteria need approval from the Downtown building design review is cur- County Council. rently undertaken by Howard Research and

Downtown Columbia: A Community Vision 16 Chapter 1: Making a Special Place

The development of Addison . Open Space - general descriptions, Circle in Dallas, Texas, was general layout, anticipated functions, guided by an architectural appropriate amenities, public art; par- review panel. ties responsible for maintenance . Building Design - general descriptions of heights, bulk, character, materials,

©2007 RTKL.com/David Whitcomb ©2007 and green building certification level . Signature Buildings - criteria for locat- At a minimum, proposed design guide- ing such buildings and descriptions of lines for each district should address the how they are to be distinctive following: . Landscaping - criteria for materials suitable for Downtown, compatibility . District Purpose / Mix of Uses – uses with built and natural environment, and overall design character for each screening and use of native proposed district in Downtown plant species. . Site Design - character or general layout of sites and their relation to streets, sidewalks and public realm; variety of buildings and open spaces . Street Design - detailed description of street functions, street furniture, streetscapes and the pedestrian-level experience

Design guidelines apply not only to buildings but also to the public realm. Park Grill Restaurant, Chicago, IL

Downtown Columbia: A Community Vision 17 Chapter 1: Making a Special Place

Downtown Columbia: A Community Vision 18 2

Moving and Connecting People

Theme 2. Downtown Columbia will enhance multimodal connectivity through a variety of safe, convenient and innovative transportation alternatives.

Strategies to address overall transportation Multimodal System capacity in Downtown should address the 2.1 Develop a multimodal trans- following: portation system through invest- ment in transit programs and roads 1. Intersection improvements should be made on major roads. ©Regents of the Univ. MN that will provide a pedestrian- and bike-friendly, environment. 2. The internal network of local streets should be expanded. Transportation capacity and safety are criti- 3. More lanes should be added in and out cal to the success of Downtown Columbia. of Downtown. This includes improve- Howard County, MD Capacity should be in balance with ame- ments to the MD 175 and Broken Land nities and development. The downtown Parkway interchanges of US 29 and development master plan provides a vehicle either a new interchange at South for demonstrating how multimodal trans- Entrance Road or an overpass across US

Otobus portation improvements will be phased and 29. funded. It is also important that phasing 4. Different ways of traveling to and within plans identify who (developer, County and/ Downtown need to be encouraged in or State) will be responsible for financing order to improve the travel experience. and constructing improvements. Although Using public transportation, walking, biking and park-and-ride alternatives Multimodal travel is the goal most improvements are expected to be for Downtown Columbia. the responsibility of the developer, certain are all good options. Tools such as components may be funded through public- transportation demand management and parking management can also help. private partnerships or public sector capital Alternatives and tools are discussed budgets.

Downtown Columbia: A Community Vision 19 Chapter 2: Moving and Connecting People

in section 2.4 of this chapter and in Internal Street Network. Currently, Down- Appendix B. town streets have been designed to move vehicles as efficiently as possible between destinations. As a result, the mobility of pedestrians has been limited. The street network needs to be redesigned to create a more pedestrian-oriented environment that encourages people to walk rather than drive in Downtown.

A downtown development master plan should include new connections to expand the number of choices people have for trav- eling within Downtown. Streets should be designed for both pedestrians and drivers. ©Regents of the Univ. Minnesota/Metropolitan Design Center The most important streets should be lined with shops and restaurants and have ameni- All intersections should be ties including wide sidewalks, bike lanes, designed to accommodate street trees and furniture. New streets, vehicular, bicycle and pedes- Major Intersections. The traffic capacity on trian traffic in a safe manner. some carved from existing parking lots, will major Downtown roadways (Little Patuxent serve a critical role in forming a network of Parkway, Broken Land Parkway, Governor connections. This network will help dis- Warfield, South Entrance Road and Hickory perse vehicles along a greater number of Ridge Road) is of concern. They provide routes, thereby reducing congestion. local access to Downtown uses and serve through traffic that is traveling to and from An improved network will reduce the need US 29. to travel on the major Downtown streets that serve through traffic. Developing a Improvements to major intersections grid-like internal network of local streets is should be addressed in ways that improve also necessary to provide sufficient capac- the pedestrian environment while minimiz- ity for traffic generated by new office, retail, ing impacts on traffic between nearby vil- residential, lodging, cultural and civic uses lages and US 29. A collaborative effort of the in Downtown. County and property owners is needed to fund major road improvements. For major

roads and intersections, County funding will Cy Paumier primarily come from the Adequate Public Facilities road excise tax, which is levied on development when building permits are approved. Private funding sources should also be identified in a downtown develop- ment master plan. Phasing of develop- ment needs to be tied to transportation This street’s design creates improvements. an environment oriented towards pedestrians, not cars.

Downtown Columbia: A Community Vision 20 Chapter 2: Moving and Connecting People

A proposed plan should include street . South Entrance Road / US 29 inter- design guidelines for an expanded street change, which provides Downtown network and a walkable, lively pedestrian access inbound and outbound from the southbound lanes of US 29.

Howard County, MD environment. Provisions should be made to accommodate all travelers including people . Broken Land Parkway / US 29, which on foot, on bicycle, in wheelchairs and those provides full movements at the south- driving automobiles, delivery trucks, ambu- ernmost entrance to Downtown. lances and fire rescue vehicles. New trends in personal mobility such as Segways, Global A downtown development master plan and Electric Motorcars or other golf-cart type zoning proposal must demonstrate that

City of Rockville, MD vehicles should also be considered. Safe and needed interchange improvements can be convenient access to the street system for phased and funded to meet the needs of all users is paramount. proposed development. The capacity of and Interchanges can be recon- plans for improvements to the Downtown figured to meet future traffic Although it is essential to add internal interchanges will affect the development demand. The urban diamond capacity of Downtown. interchange (lower image) streets to the Downtown road network to offers the potential for more enhance connectivity for all users, align- efficient traffic flow and- con Modal Shifts. A downtown development sumes less land. ments and right-of-way widths need to respond to and respect natural features. master plan should include strategies for Due to environmental conditions, certain shifting to a multimodal system. Several corridors may not be achievable; some may strategies for making a multimodal shift need to be pedestrian-only streets; and could be addressed: others may need to be designed so that they . Construct and expand safe and acces- can be closed to vehicles at certain times, sible pedestrian connections. when traffic would have an undesirable effect on adjacent public spaces. . Develop a transportation center within or near the Downtown area. Interchange Improvements. Howard County . Establish a Downtown shuttle service. and the State Highway Administration (SHA) are jointly funding the widening of . Expand existing satellite park-and- northbound US 29 by one lane from MD 32 ride lots. north to MD 175. This project is indepen- . Designate priority transit corridors dent of any proposal for development or and regional connections. redevelopment in the Downtown. Potential improvements to the three interchanges . Develop shared parking facilities. that connect Downtown to the US 29 regional highway system should be coor- . Create a multimodal planning team to spearhead efforts in and around dinated by the County, the State and the Downtown. developers as part of a downtown develop- ment master plan. These are: To complement transportation choices, a Transportation Demand Management . MD 175 / US 29 interchange, which provides full movements at the north- (TDM) program could be established. A ern entrance to Downtown. TDM is a set of specific strategies that fos- ters increased efficiency of the transporta- tion system by influencing travel behavior

Downtown Columbia: A Community Vision 21 Chapter 2: Moving and Connecting People

Adequate Public Facilities regulations exempt some Downtown intersections from level-of-service (LOS) standards. A

Howard County, MD proposed downtown development master plan would set forth new LOS standards to include all intersections and to address pedestrian access. Such standards would ensure that sidewalks, streets, medians and intersections are safe, efficient and com- modious for drivers, cyclists and people on foot and in wheelchairs. New standards for Downtown streets should be proposed and provide short-term and long-term Wide crosswalks at busy approaches. intersections will help ease by mode, time, frequency, trip length, cost safe pedestrian connections and/or route. TDM tools include carpooling, throughout Downtown. transit, telecommuting, flextime, com- pressed workweeks, value pricing, bicycle Pedestrians strategies, pedestrian strategies, high 2.3 Improve pedestrian connec- occupancy vehicle (HOV) lanes, commuter tions throughout Downtown, choice, parking management and Advanced to surrounding villages and to nearby destinations to encourage Travel Information System (ATIS). Although strolling and human interaction. TDM incorporates elements that require investment in infrastructure and technol- A proposal for Downtown should both ogy, it also offers approaches that can be strengthen existing and create new physical cost-neutral and involve behavior change. linkages within Downtown and to surround- Given that the most problematic traffic ing villages and their village centers. Side- congestion is during the the PM peak hour walks and trails linking Downtown to the when employees depart Downtown offices, community college and the hospital are like- flexible work hours can help lessen that wise important. These linkages will become problem. To make effective use of pedes- the building blocks of an expanding pedes- trian improvements, people should change trian-oriented public realm. Columbia has their modal patterns and walk more. A always been noted for its extensive system Downtown partnership among major prop- of off-road paths through the open space erty owners could be the vehicle to support network. The existing network of pathways a Downtown TDM program. Cy Paumier Traffic

2.2 Mitigate traffic congestion so that vehicles will be able to move smoothly into and around Down- Both plazas and broader town without impeding pedes- sidewalks will encourage trian flow; encourage outside pedestrian activity along traffic to bypass Downtown. streets lined with shops and restaurants.

Downtown Columbia: A Community Vision 22 Chapter 2: Moving and Connecting People Cy Paumier and sidewalks should be expanded for pedestrians and cyclists in order to provide connections among important destinations

Howard County, MD and as an integral part of open spaces.

A more walkable Downtown calls for an expanded network of sidewalks and cross- walks at all intersections. Throughout the Downtown, streets should have sidewalks

Cy Paumier along both sides. In areas where retail uses are concentrated and greater pedestrian use oped with distinctive characteristics to is expected, wide sidewalks should be pro- create memorable and diverse walkable vided with shade trees and street furniture environments. Landscaped promenades will help enhance pedestrian to enhance the pedestrian experience. connections throughout the As part of planning for the 20th anniversary Downtown. Promenades, such as the one along Lake of Columbia in 1987, a vision for creating Kittamaqundi, are another important com- new amenities along the Lakefront included ponent of a Downtown pedestrian system. an expanded pedestrian promenade wrap- A promenade is an extended walkway, more ping around the lake edge and connecting prominent and frequently wider than a to Nomanisan Island. Recent additions to sidewalk, which accommodates significant the promenade have gradually increased the pedestrian movement and provides a formal accessibility of the waterfront. A downtown connection between important destinations. development master plan could propose A promenade may also be used as a setting completing the lakeside pathway loop. As for planned events such as festivals. part of this project, efforts could be made to enhance the variety of activities the To improve overall accessibility in Down- Lakefront offers. For example, the Kennedy town, major promenade-type walkways Gardens could extend along the walkway should be provided from the Mall to Sym- to provide a lush and attractive arboretum phony Woods, from the Mall to Lake Kit- setting. Sitting and gathering areas could tamaqundi, from Symphony Woods to the offer opportunities to rest and enjoy the The pedestrian bridge over Lakefront and from the Mall toward Wilde natural beauty of the Lakefront. Some areas US 29 has the potential to could feature structures nestled alongside be an attractive and invit- Lake village center. These promenades ing connection, such as this should establish strong pedestrian and the banks for other forms of leisurely activ- example from the city of visual connections. Each should be devel- ity such as fishing. Larger segments of the Greenville, SC. promenade could host performance areas and spaces for vendors.

Early models and sketches of Downtown

City of Greenville, SC created in the 1960s portray a prominent connection from Oakland Mills for east-west travel in Columbia. The US 29 pedestrian/ bike overpass built in 1983 serves as an important feature of the County’s spinal pathway system for walking and biking.

Downtown Columbia: A Community Vision 23 Chapter 2: Moving and Connecting People Howard County, MD A proposed plan should recognize and address the importance of this connection and should enhance the overpass as a grand promenade across US 29. An attractive new, renovated or remodeled bridge is needed Maryland Transit Authority Maryland Transit and could be designed as an iconic sym- bol of Columbia. With added lighting, the existing pathways connecting to the bridge would provide a safe and inviting place for evening users.

New Haven, CT Trolley and an expanded Downtown transit hub. If As Downtown attractions expand and the proposed development warrants it, rail Howard Transit, regional pedestrian access becomes an ever more mass transit should also be addressed. MTA bus rapid transit and important and viable transportation alter- a local Downtown shuttle native, attention may need to be given to Howard Transit. Potential Howard Transit or trolley could help reduce vehicular congestion. improving pedestrian access across the stops throughout the new Downtown dis- interchanges that connect east and west tricts need to be identified in a downtown Columbia. development master plan. Research by Howard Transit’s contract manager, Corri- dor Transportation Corporation (CTC), will Transit identify optimal routes, schedules and ser- 2.4 Improve and expand transit vice frequencies for added bus service. DPZ service, reinforcing Downtown and CTC will also study transit approaches as the central hub for the local in similar environments. Property owners bus system, adding a Downtown shuttle and setting the stage for should work with the County pursuant to the possibility of future bus rapid the Transit Development Plan (TDP). The transit and rail mass transit. TDP is updated every five years, thus pro- viding an opportunity for periodic review The vision for Downtown Columbia is a of Downtown transit service. DPZ will also place where people are more important complete short-term and mid-term transit than their private vehicles and where easy feasibility studies as part of the 2008 TDP. connections are provided to village cen- ters, community facilities and neighboring Increase Regional Bus Transit (RBT). The developments. Improved public transit will Maryland Transit Administration (MTA) reduce dependency on private car use and provides several commuter bus routes along ownership and will support a more pedes- US 29 between and Washington trian-friendly and walkable environment. that also serve Columbia. As Downtown All members of society from young children develops, the hours of service may need to to senior citizens benefit from improved expand. public transportation options. A downtown development master plan should address Establish Bus Rapid Transit (BRT). BRT the phased implementation of several encompasses a variety of techniques for modes of transit service including Howard enhancing traditional bus service via Transit; regional commuter bus transit; a higher-quality vehicles, dedicated transit shuttle, trolley or other such local service rights-of-way, traffic signal preemption,

Downtown Columbia: A Community Vision 24 Chapter 2: Moving and Connecting People

Smart Card fare collection and other strate- Such a center would ideally be centrally gies. Additionally, a Downtown transit hub located for all districts, with direct access would encourage greater use of a potential to major arterials, but within convenient BRT service. walking distance of major retail and activ- ity centers. It should have sufficient space Downtown Shuttle. To complement Howard for commuter parking, provide opportunity Transit, an independently funded Down- for shared parking for different Downtown town shuttle system is needed as develop- uses and could include some retail or office ment increases. The shuttles could carry space. As transit ridership increases, the passengers around the Downtown core and current hub system may evolve into a more to outlying parking garages, neighboring complex and diverse web of connections village centers and nearby major institu- among destinations. tions such as the hospital and community college. The shuttle system could include Rail Transit. Located within the growth cor- distinctively designed vehicles and artis- ridor of the Baltimore-Washington metro tically designed stops or shelters that area, Columbia is an important popula- would enhance Downtown as an attractive tion and employment center. Downtown’s destination. significance, combined with other existing and proposed economic activity hubs (BWI Establishing a shuttle system would also Airport and NSA / Fort Meade), creates showcase the strength of Downtown as a an opportunity to evaluate transit access premier office and residential location with within a regional context. If connections to convenient options for travel among hotels, Baltimore, Washington and various other conference space, shopping and entertain- corridor activity centers could be achieved, ment amenities. they would expand the range of travel choices necessary for connecting people Downtown Transit Hub. Downtown Colum- with employment, mitigating dependency bia will continue to serve as a Howard Tran- on automobile travel and restoring environ- sit transportation hub, although other hub mental health. locations may be created as development continues east of Downtown in the Gateway The Baltimore Metropolitan Council (BMC), and Fort Meade areas. A transportation cen- Washington Council of Governments (Wash- ter in or near Downtown as part of the long- COG), Maryland Transit Administration range plan for transit-oriented development (MTA), Baltimore Regional Transportation Board (BRTB) and Washington Metropoli- would assist in achieving higher transit use. Bic Green, courtesy of KCI Technologies, Inc

The long-range plan for mul- timodal travel in Columbia should include a transporta- & Associates, Inc. Sabra, Wang tion center. Rail transit may include improved MARC ser- vice or a future extension of the Washington DC Metro Green Line.

Downtown Columbia: A Community Vision 25 Chapter 2: Moving and Connecting People

tan Area Transit Authority (WMATA) should As part of the regeneration of Wilde Lake all be partners in decisions about connec- and Oakland Mills village centers, shuttle tions between Downtown Columbia and service could be extended to pick up and the Washington and Baltimore area transit drop off passengers on the parking lot in Howard County, MD systems. The success in bringing rail mass front of Slayton House and between the transit to Columbia largely depends on the Barns. This would provide new shopping level of development in Downtown. opportunities that support local merchants.

As Downtown grows, park- ing lots will be replaced by A recent feasibility study of the Washing- Ideally, parking structures should be attractive parking garages. ton Metro Area Transit Authority’s Green designed so they are not visible from the Line extension from Greenbelt to Balti- street. Where possible, they should be more-Washington International Thurgood located internal to the block. Buildings with Marshall Airport generated several concepts structured parking as their sole use are for service to Columbia. Although the cost discouraged. Vehicular access to and from of service to Columbia is currently seen as the structures should preferably be from too expensive to be feasible, there is hope secondary streets, while pedestrian access that the option will remain a consideration should be from primary streets where for future planning. Even without a direct first-floor, street-front retail should also be rail spur to Downtown, the Green Line located. extension offers important opportunities for expanded transit connections to service Downtown and the remainder of the County. Parking

2.5 Provide an appropriate level of parking, fostering a park- once approach, substantially reducing or eliminating surface parking lots and integrating well- designed structured parking into Downtown.

Most development of Downtown over the past 40 years has relied on large, surface parking lots provided at each destination. As development continues, a park-once environment that guides vehicles coming

into Downtown toward peripheral garages Howard County, MD could become an effective element to minimize traffic congestion in and around Downtown. The park-once concept relies on a shuttle system that circulates among peripheral parking areas along a main route with access to major destinations within Parking structures with Downtown, neighboring villages and to shops on the ground floor can offer a pleasant pedes- nearby institutions such as the community trian experience on Down- college and hospital. town streets.

Downtown Columbia: A Community Vision 26 3

Sustaining the Environment

Theme 3. Downtown Columbia’s natural resources will be protected and enhanced; a network of public spaces will provide places for individual contempla- tion and social gathering.

innovative ways to manage stormwater, Green Technology wastewater and energy flows; and reduced 3.1 Include green technology to carbon emissions, would greatly expand the help build a sustainable environ- original Rouse objective of respecting the ment, incorporating measures to land. © American Hydrotech, Inc reduce energy consumption and pollution while preserving the In the summer of 2007, the County Execu- environment. tive proposed and the County Council approved Green Building standards for In February 2007, County Executive Ken Howard County based on the U.S. Green Ulman endorsed the U.S. Mayors Climate Building Council’s Leadership in Energy Protection Agreement and created a Com- Howard County, MD and Environmental Design (LEED) rating mission on the Environment and Sustain- system. ability. These two acts were aimed at making Howard County a model green com- Green building standards, which play an Green buildings and green munity. In its report to the Executive, the infrastructure systems help integral part in energy strategies for a more Commission made recommendations about promote an environmentally sustainable community, should become the sustainable Downtown. air and water quality, energy, open space hallmark of Downtown Columbia. Given and land preservation, and green building that many of the future buildings in Down- and development that, if embraced, could town, by virtue of their size or type, will be establish a new environmental ethic for required to meet green building standards, Downtown. This new sustainable approach Downtown Columbia has the potential to to development, which would include spe- establish an identity as one of the leading cial protection for natural resources or sen- green communities in the region. sitive environmental areas; green buildings;

Downtown Columbia: A Community Vision 27 Chapter 3: Sustaining the Environment

Green building technology could also num LEED ratings can take advantage of the inspire forward-looking architectural design County’s tax incentives and fast-track plan for Downtown. The façades and roofs of processing for high performance buildings. structures might even become green can- vases contributing to the outward expres- Another area where green technology sion of the “city in a park.” These green should be used is water conservation. buildings could become the centerpieces Efforts should include shared resource of an expanded environmental strategy for systems between buildings and outdoor Downtown. This environmental strategy public spaces. Methods for harvesting and could also emphasize the role that healthy reusing rainwater should be developed to buildings play in the well-being of those support gardens and street trees. Natural who live and work Downtown; promote drainage systems designed with the land programs to reduce, reuse and recycle can filter pollutants from stormwater runoff materials; incorporate active and passive and increase groundwater recharge, thus solar and other renewable energy source reducing the impacts from impervious technologies; and undertake other activities surfaces. Even recycled wastewater could that would ultimately help to combat global have a place in managing Downtown’s water warming. resources.

Property owners are strongly encouraged to exceed the LEED certification level required Nature for certain projects after July 1, 2008. By exceeding minimum LEED certification 3.2 Protect the natural resources levels, Downtown developers would be and natural beauty of Down- town’s lake, streams and wood- building a more energy-efficient Downtown, lands, forming them into a green- one that could be less costly for future gen- way system. Sustainable site design and erations to manage and maintain. Qualify- green building can help ing commercial, residential and mixed-use protect the water quality in The physical planning of Columbia is orga- and in buildings that achieve silver, gold or plati- nized around its natural environmental the Little . Howard County, MD Howard County, MD

Downtown Columbia: A Community Vision 28 Chapter 3: Sustaining the Environment Howard County, MD

Symphony Woods is a well- loved green space, but it features. Development is clustered so that downtown development master plan should needs both woodland resto- stream valleys, lakes and wooded areas cre- include a commitment to the preservation ration to enhance its value ate a green system of preserved open space of sensitive lands and the development of as a natural area and addi- tional activities to meet its that respects the land and provides for peo- a stormwater management system that full potential as the “Central ple’s need to interact with nature. All future follows natural subwatershed boundaries Park” for Downtown. development in Downtown should preserve and effectively manages runoff and water and enhance the natural patterns that define quality in Downtown. Columbia’s open space network, placing spe- cial priority on connectivity which is neces- Currently, most of Downtown’s environ- sary for ecological sustainability. Downtown mental resources are protected as perma- should be an environmentally-friendly and nent, credited open space. Environmentally sustainable place, befitting of Jim Rouse’s sensitive areas within the Crescent property vision of Columbia as a “city in a park.” should be added to the open space network as part of any future development on that The natural environment of Downtown parcel. can be expanded and restored to health by planting native vegetation, selectively Beyond the preservation of environmentally clearing and removing existing invasive sensitive lands, a downtown development plants and prohibiting the planting of new master plan should also include provisions exotic invasive plant materials. Downtown’s to restore stream and wetland habitat natural resources need to be managed not and to address stormwater management. only for the people who will use Downtown Because parts of Downtown were developed but also as a habitat for the other species prior to stormwater management require- that dwell there. There is a special need ments, updating systems will present a chal-

Howard County, MD to develop and implement forest manage- lenge. Retrofitting Downtown to address ment plans. Areas that have potential for past stormwater deficiencies and restore accommodating interior dwelling species or stream channels would help improve water have other high ecological value need to be quality and habitat within streams, and protected and preserved. Areas that cur- reduce future silt and nutrient impacts in rently have severe degredation need to be Lake Kittamqundi. Implementing a green prioritized for restoration. infrastructure system and low impact

Howard County, MD development practices which minimize dis- A downtown development master plan turbances to the land and provide natural should recognize that Downtown is part of means for filtering, controlling and contain- Downtown green areas the Little Patuxent River watershed. Most of ing stormwater is encouraged. should be protected, used Downtown stormwater drains into Lake Kit- wisely and, if degraded, tamaqundi and the Little Patuxent River. A restored to health.

Downtown Columbia: A Community Vision 29 Chapter 3: Sustaining the Environment

Originally the summer home of the Baltimore Symphony Outdoor Spaces Orchestra, MPP is in the cen- Ian Kennedy ter of Downtown Columbia’s 3.4 Require additional open space “Central Park.” and amenity areas so that Down- town will retain the character of a “city in a park” with plazas, greens, promenades, paths, pub- lic art, natural areas and street trees.

Over the last 40 years, Downtown has gained praise for its open spaces and ame- nity areas: first for Symphony Woods and Lake Kittamaqundi with its surrounding green spaces and activity areas, and more recently for the small plazas associated with the Mall and Downtown office buildings. In addition to preserving the existing open space network, the Downtown open space network should continue to evolve and Central Park expand with the introduction of new green 3.3 Identify Symphony Woods as spaces and public places. Columbia’s “Central Park” area, which deserves special design In keeping with Columbia’s famed open and conservation measures. space design, opportunities for nature appreciation, private contemplation and Currently, Symphony Woods is a jewel in the social gatherings should continue to flour- rough. Symphony Woods needs to be pre- ish within Downtown. To expand the range served and enhanced as the “Central Park” of these experiences, additional amenity within Downtown. To increase its visibility areas such as greens, plazas and prom- and promote the use of this natural area, enades should be designated in a downtown selected new recreational features may development master plan, as should a loca- need to be added and activities may need to tion for a new public square. These vari- be programmed. In addition, a connection ous elements should be linked to form an such as a promenade should link Symphony expanded network of outdoor spaces. These Woods to the Mall. Other connections could areas should be designed to orchestrate a better link Symphony Woods to the Lake- sequence of transitions between built and front area, to Merriweather Post Pavilion natural environments that maintain and and to any potential new development at diversify the natural beauty of Downtown. the adjacent Crescent property. A downtown development master plan Protection of tree roots and a sustainabil- should devote additional land to the public ity plan for the healthy maintenance of the realm in Downtown. It should establish woods, including the introduction of under- minimum requirements in two categories: story plantings, is greatly needed. In addi- tion to preserving the natural features, the Open Space. The first category is land that park could also be enhanced by the addition is set aside permanently for community and of public art. public use. New Town zoning calls for the

Downtown Columbia: A Community Vision 30 Chapter 3: Sustaining the Environment

creation of permanent credited open space. Amenity Areas. The second category is land Traditionally, open space land has been set enhanced with planting, outdoor furnishing Cy Paumier aside for the following purposes: and special surface treatment that provides space for the property users’ enjoyment. . Environmentally sensitive lands, Although these spaces are often avail- including steep slopes, wetlands, flood- able for the public to use, amenity areas plains and associated woodlands. Most are located on private property and are of the land in this category is undevel- typically owned, built and maintained by oped, although pathways, small sitting areas and tot lots may be introduced in the owner of the associated residential or commercial property. A major amenity area,

Cy Paumier appropriate locations. accessible to the public, is strongly encour- . Passive recreation and community aged for each proposed district. Smaller gathering areas such as parks, plazas, amenity areas may be included throughout amphitheatres, and gardens. the Downtown. The following are examples . Active recreation facilities such as play- of Downtown amenity areas: grounds, gyms, neighborhood centers and tennis clubs. . Existing amenity areas associated with Downtown commercial development Open space land is typically dedicated to and include the LL Bean plaza and J.C. Pen- ney playground at the Mall, and the Howard County, MD is under the stewardship of the Columbia Association. Lands owned and managed by small parks and sitting areas adjacent to several Downtown office buildings. the Columbia Association may be consid- Maintenance of amenities in commer- ered privately-held, but since the inception cial areas is typically the responsibility Downtown needs a variety of Columbia these lands have been avail- of outdoor spaces—pub- of the developer or property owner lic and private, formal and able for use by the public. Maintenance of and is financed through the rents casual—for the enjoyment new Downtown open space dedicated to charged on retail and office uses. of all. the Columbia Association would be funded through the lien paid by Columbia property . New residential buildings or com- owners. Some Columbia open space land is plexes often provide outdoor ameni- ties such as landscaped entrances, publicly-owned and used for schools, librar- seating areas, gardens, fountains ies, fire stations and similar uses. A new and courtyards. Amenities in new Downtown public square would be included Downtown residential development in the open space category. Publicly-owned may be maintained by a management Downtown open space and facilities would company or homeowners’ association The Lakefront has the larg- est concentration of Down- be maintained by the County. (HOA) and are funded by residents’ town’s most treasured open rents or HOA fees. spaces and amenities. Howard County, MD

Downtown Columbia: A Community Vision 31 New open spaces and amenity areas will present an opportunity to build upon Columbia’s legacy as a “city in a park.” Innovations should integrate elements of Columbia’s environmental founding prin- ciples with current sustainable practices, such as forest and habitat enhancements, stream restoration, community gardens and farmers’ markets. Howard County, MD Howard County, MD

Community gardens and farmers’ markets can play a role in making a healthier and more sustainable com- munity.

Downtown Columbia: A Community Vision 32 4

Balancing and Phasing Growth

Theme 4. The development of Downtown Columbia will be served by public facilities provided in a timely manner.

General Plan 2000 addresses Downtown General Plan under Policy 5.5: “Encourage Downtown 4.1 Recognize and implement the Columbia’s continuing evolution and growth General Plan 2000 recog- General Plan 2000 policy to direct as the County’s urban center.” This policy nized an evolving mixed-use growth into Downtown as the includes recommendations to implement character for the Downtown largest of the County’s mixed-use the policy. of not just Columbia but also centers. of Howard County. Adding residential units is recommended “to maintain activity and support res- taurants, shops and entertainment uses after normal office hours.” Other recom-

Howard County, MD mendations relate to redeveloping older properties and encouraging “vertical mixed uses.” Improved pedestrian connections and transit integration are sought to foster connectivity by multimodal means. Recom- mendations regarding open space, a cultural center, infrastructure and Symphony Woods look to increase amenities and provide higher levels of maintenance in Downtown. These recommended actions are further described on pages 177 through 178 in General Plan 2000.

Downtown Columbia: A Community Vision 33 Chapter 4: Balancing and Phasing Growth

next phase begins. Phasing also requires Phasing that certain benchmarks be reached for 4.2 Establish targets for commer- infrastructure improvements (amenities Mehan Rykiel Inc. cial and housing development for and transportation capacity) before the next a balance of land uses and public phase begins. services. This ensures that devel- opment does not place undue burdens on existing residents, in- Because of the complexity, scale and dura- frastructure or service providers. tion of redevelopment in Downtown, this framework calls for the downtown develop- Public input and comments during the ment master plan to provide a phasing plan. Downtown Columbia planning process Each phasing component should indicate showed concern that public amenities and the potential funding sources for construc- Howard County, MD traffic capacity be addressed prior to begin- tion and maintenance. The following plan- ning construction of a project. Infrastruc- ning requirements are expected for each ture requirements are currently overseen phase: through the subdivision and site develop- . Phasing: ment plan review process. Improvements Timetable with amounts of residential, office, retail and civic/cul- required by the Adequate Public Facilities Cy Paumier tural facilities per phase. regulations are addressed through these existing processes. . Pedestrian Connections: Specific projects and their completion dates The public also expressed concern that an for each major phase. appropriate balance of uses (office, retail, . Roadway Improvements: Specific residential) be provided so that one single Phasing plans define an projects and their completion dates appropriate balance of uses use does not dominate the redevelopment for each major phase. and help ensure that infra- of Downtown in its early phases. The pub- structure and amenities keep lic’s greatest concern was to have a planned . Transit Solutions: Proposed transit pace with development. approach for all development. solutions and timeline for their imple- mentation for each major phase. A phasing plan is essential to provide infra- . Other Amenities: Arts, civic and cul- structure in a timely manner and to ensure tural facilities, locations and timing a balanced mix of uses. Phasing addresses Outdoor Spaces: development timing by defining the amount . Environmentally sensitive areas to be dedicated as open of construction expected within certain space, proposed private amenity areas periods. It addresses the mix of develop- and the location of a public square. ment in each phase, requiring that specific amounts of each major use (office, commer- . Future Public Facilities: potential cial, residential, civic/cultural, open space sites for new fire station, library, a and public space) be completed before the transit hub and a school.

As the County’s and Colum- Howard County, MD bia’s population increases, ages and becomes more diverse, the demand for public services, facilities and arts programs can be expected to increase.

Downtown Columbia: A Community Vision 34 Chapter 4: Balancing and Phasing Growth

master plan should identify benchmarks Monitoring that would be added to the GPMR. As part 4.3 Monitor and evaluate imple- of the monitoring report, those indicators mentation using a formal report- would be discussed by the committee, pub- ing process that will provide lished, then reviewed by the Planning Board regular opportunity for public at a public meeting. discussion and feedback, and that will allow for refinement as needed. Together, the annual DMS report and the periodic GPMR would provide a formal reporting process that includes regular Development activity in Howard County is opportunities for public discussion and currently monitored by means of the annual feedback. Development Monitoring System (DMS) report and the periodic General Plan Moni- toring Report (GPMR). In addition to these County-generated reports, the property owner should propose a process to deliver a Downtown Columbia 2005 General Plan Monitoring Report Monitoring Report. This report could track the progress made toward meeting the phasing requirements adopted as part of a

Howard County, MD downtown development master plan. The report process should include an opportu- The General Plan Monitoring nity for review by a monitoring committee Report provides for public and by the public. review and comment on the progress toward General

Plan 2000 goals and objec- Prepared By Howard County Department of Planning and Zoning tives. General Plan Monitoring Committee

The County’s principal development track- ing mechanism is the annual DMS Report. Approved and in-process residential and nonresidential plans are analyzed by loca- tion, type and amount. Resulting population and employment impacts are also discussed. In addition, there are sections on housing sales prices, land preservation statistics and the status of APF housing unit allocations. Information on senior housing and moder- ate-income housing are also tracked. Using the DMS, the County will be able to moni- tor Downtown development to ensure key benchmarks are being met before allowing the next phase of development to begin.

A GPMR is issued every two to three years. Members of the GPMR task force gather to review progress toward the indicators set forth in General Plan 2000. As a General Plan Amendment, a downtown development

Downtown Columbia: A Community Vision 35 Chapter 4: Balancing and Phasing Growth

Downtown Columbia: A Community Vision 36 5

Involving Everyone

Theme 5. The community will be actively engaged in decisions concerning the evolution of Downtown.

During fall 2007, a series of public meetings Participation and workshops were held to review and 5.1 Enhance communication be- discuss both this framework and the traffic

Columbia Archives tween citizens and County deci- study. The community and property owners sion-makers through opportuni- may refer to this revised framework docu- ties for public information and ment as a guide for the downtown develop- public participation, so that citi- ment master plan and any future zoning zens are knowledgeable about regulation amendments. the planning and development of Downtown and have multiple op- portunities for input. Using this framework as a foundation,

Howard County, MD General Growth properties, Inc. (GGP) The general public will continue to partici- may request approval of a General Plan pate in the planning process for Downtown Amendment (GPA) and a Zoning Regulation Columbia. The downtown development Howard County, MD master plan would be subject to multiple public meetings before the Planning Board and the County Council. This is the purpose for the legislative process being recom- Howard County, MD mended by this framework. At any time in the process, citizens are able to submit both formal and informal comments to staff, and People will have numerous appointed and elected officials via email, opportunities to confer with decision-makers about the telephone, letter and the County’s web site. issues that may affect their communities.

Downtown Columbia: A Community Vision 37 Chapter 5: Involving Everyone

Amendment (ZRA) by the County Council. With the adoption of a General Plan Amend- This process is summarized in Appendix A. ment, new General Plan indicators and These two amendments require multiple benchmarks for Downtown phasing can public meetings, thus providing additional be added to the General Plan Monitoring opportunities for public comment and input Report. As described Chapter 4, the General before the Planning Board and the County Plan Monitoring Report provides an oppor- Council. tunity for public review by a monitoring committee and Public Meeting(s) before the Subsequent to the adoption of a downtown Planning Board. development master plan and a Zoning Regulation Amendment, the review process should follow the traditional requirements Collaboration of the New Town zoning district. With the additional requirement for professional 5.2 Encourage a partnership in planning and implementation, peer review by a Design Advisory Panel realizing that many of the rec- (DAP), the process should include the ommended strategies will de- following: pend on collaboration among the County, private property owners, . Public Meeting(s) before the Planning residents, business owners and Board for Comprehensive Sketch Plan community organizations. (CSP) review. This framework strongly encourages Down- . Public Meeting(s) before the Planning town property owners to work collabora- Board for Final Development Plan tively to define a plan for their properties (FDP) review. and the property that they hold in trust for the public. The primary property owner and . Community pre-submission meeting by developer with the Town Center original petitioner, HRD (now GGP), as it village board. develops a downtown development mas- ter plan for its holdings, is encouraged to . Design Advisory Panel review prior consider the entire Downtown and to confer to Site Development Plan (SDP) with other property owners. submission. Unique experiences and destinations in . Public Meetings(s) before the Plan- Downtown require that service providers, ning Board for Site Development Plan (SDP) review. property owners, business owners and the County collaborate to develop a new Howard County, MD Howard County, MD

A Downtown partnership can help provide additional signage and public street furniture. It can program activities and provide for ambassador services.

Downtown Columbia: A Community Vision 38 Chapter 5: Involving Everyone

management model. Currently, the manage- ment of activities and improvements are the separate responsibilities of the County, Columbia Association and various private property owners.

To provide the high-quality amenities envisioned for Downtown, a Downtown partnership among the various entities responsible for planning, managing and pro- gramming the Downtown would be desir- able. This coordinated effort could create a more efficient approach to safety, security, maintenance, marketing, physical improve- ments and transportation. Such collabora- tion should result in a more coordinated public realm with new directional signage, upgraded sidewalks, integrated street furni- ture, pedestrian lighting and lush landscap- ing that will generate an aesthetic quality that is operationally functional, attractive and vibrant. Howard County, MD

Those who own and man- age property in Downtown - including GGP, the County, the Columbia Association and others - should collabo- rate to ensure the long-term vitality of the County’s most valuable urban center.

Downtown Columbia: A Community Vision 39 Chapter 5: Involving Everyone

Downtown Columbia: A Community Vision 40 A Master Plan & Zoning Approach

General Plan Amendment (GPA) Zoning Regulation Amendment (ZRA)

The approval process rec- ommended for Downtown Overview Columbia is comprised of three steps and the legisla- tive adoption of two com- DowntownColumbia:ACommunityVision ponents: a General Plan Amendment and a Zoning ProcessDiagram Regulation Amendment. Step1:CountyandCommunityGuidance

Community DraftVision Community Final/Revised Guidance Framework Guidance VisionFramework

Step2:ProposalbyPropertyOwner

ProposedDowntown Community SubmitRequestforGeneral DevelopmentMaster Guidance PlanAmendment(GPA)& PlanandZoning ZoningRegulation Amendment(ZRA)toCounty GuidedbyVision Framework

Step3:Legislative/PublicReview

DPZEvaluatesGPA 4wks Planning 4Ǧ6wks Planning 4Ǧ6wks County 2Ǧ6wks County &ZRAandIssues BoardPublic Board CouncilPublic Council StaffReports Meeting(s) Recommend. Hearing(s) Vote

GuidedbyVision Community Community Framework Guidance Guidance

Downtown Columbia: A Community Vision 41 Appendix A: Master Plan & Zoning Approach

3 Steps Legislative Process

The preceding diagram portrays the three- To achieve the community’s vision for step process needed to implement the com- Downtown Columbia, the County Council munity vision for Downtown. will need to review and eventually approve a downtown development master plan and 1. County and Community Guidance. The Zoning Regulation Amendment to imple- County prepares a vision framework ment that plan. The County Administration document incorporating public com- is proposing that the original petitioner ment. With the publication of this docu- request an approval of a General Plan ment, step 1 is complete. Amendment by the County Council via the 2. Proposal by Property Owner. Using the legislative process. framework and informal community guidance, General Growth Properties, Consistent with the submittal of a General Inc. (GGP), formulates a General Plan Plan Amendment and consistent with the Amendment and Zoning Regulation requirements set forth under Section 125 Amendment for submittal to County of the Zoning Regulations, (New Town Council. District), the original petitioner would be 3. Legislative / Public Review. Planning expected to petition for a Zoning Regula- Board and County Council review GGP’s tion Amendment that would implement the proposal and receive community guid- downtown development master plan. These ance through the County’s formal, legis- two proposed amendments, GPA and ZRA, lative process for amendments. Council would be introduced to the public at the votes to approve, to deny or to approve same time, so that the relationship between with modifications. The timeframe for the downtown development master plan this step will depend on the complex- and its implementation through the Zoning ity of the proposal and quantity of the Regulations would be clearly understood. public testimony. The County Administration proposes this 2 Components as the recommended approach for Down- town because the amendments are adopted 1. A General Plan Amendment (GPA), through legislation. Legislative processes requested by the principal property afford the public the maximum opportunity owner (original petitioner), which to interact with their elected officials. The proposes to formally adopt a downtown other processes that could be utilized, such development master plan for Down- as amendment to the Preliminary Devel- town Columbia, and opment Plan or a rezoning case, would 2. A Zoning Regulation Amendment (ZRA), be quasi-judicial, requiring that elected requested by the principal property officials not speak with the public or anyone owner (original petitioner), which else about the case. With the legislative defines the development program, approach, elected officials are free to meet amenity requirements, required phas- with the public and to discuss the amend- ing, Planning Board review criteria, ments as much as they may find helpful. and all of the related entitlement grants, exactions and County-mandated requirements.

Downtown Columbia: A Community Vision 42 B Traffic Analysis

Columbia Town Center Short and Long-Term Traffic Analysis September 2007 Sabra, Wang & Associates, Inc.

importance of improvements to local and Executive Summary regional mass transit as well as improved connections for pedestrians and bicycles to Howard County Government contracted decrease dependence on individual automo- with the consulting firm of Sabra, Wang & biles and support a shift to other modes of Associates, Inc. to conduct a traffic study transportation. for Downtown Columbia. For the purposes of the study, the County provided sets of assumptions about potential development The following is the Executive Summary scenarios. It is important to note that these from the traffic study. The full traffic study sets of assumptions are simply examples of report is available on line at www.howard- possible development scenarios at vary- countymd.gov/downtowncolumbia. ing levels of intensity. They do not repre- sent any specific development plans for Downtown.

Using these assumptions, the study evalu- ates the traffic capacity of the existing road network as well as several proposed road network improvements. The study recom- mends a number of road extensions, inter- section and interchange improvements and the creation of a transportation manage- ment center to monitor and manage traffic operations. The study also highlights the

Downtown Columbia: A Community Vision 43 Appendix B: Traffic Study Columbia Town Center Short and Long-Term Traffic Assessment

September 2007

Downtown Columbia: A Community Vision 44 Columbia Town Center Short and Long-Term Traffic Assessment

September 2007 This page is intentionally left blank Columbia Town Center Short and Long-Tern Traffic Assessment

EXECUTIVE SUMMARY

The Howard County Department of Public Works requested a comprehensive assessment of the traffic impact of planned and potential mixed-use development scenarios in the Columbia Town Center area in Howard County, Maryland to identify and aid in the programming of current and future capital projects required to improve the existing roadway network and meet future travel demand needs. The study network includes 18 intersections and 2 interchanges in and around the Town Center area primarily on Little Patuxent Parkway, Governor Warfield Parkway, Broken Land Parkway, Hickory Ridge Road and Cedar Lane. The report documents existing conditions including baseline traffic volumes, capacity and level of service, and identify of network deficiencies. An analysis of short-term (five to ten-year) and long-term (30-year) conditions is also performed including traffic projections under various development scenarios, future capacity and levels of service, and identification of future network improvements to maintain adequate mobility levels in the Town Center area.

The findings of this report demonstrate that all signalized intersections currently operate at acceptable levels of service, with the exception of Little Patuxent Parkway at Broken Land Parkway (PM level of service E). In addition, one stop-controlled movement, Wincopin Circle at Little Patuxent Parkway, (PM level of service F) and one weaving movement, eastbound Little Patuxent Parkway at US 29 ramps (PM level of service E) currently fail. New traffic signals, signal phasing modifications, and ramp modifications are suggested to mitigate existing year traffic back to an acceptable level of service.

A potential development program of 1,125 residential units, 1,100,000 square feet of office space, 420,000 square feet of retail space, 274,000 square feet of medical/ hospital space and 125 hotel rooms was evaluated for the short-term scenario. The short-term range is a five to 10 year horizon, which is defined for the purposes of this report as year 2014. The results of a travel forecasting analysis indicate that approximately 3,300 AM and 4,500 PM new peak hour vehicle trips will be added to the network by 2014. Under the short-term development scenario, three additional intersections and one additional ramp movement would deteriorate to failing conditions. New traffic signals, signal phasing modifications, added turn lanes, and ramp modifications are suggested to mitigate year 2014 traffic back to an acceptable level of service.

Beyond 2014, three development scenarios were evaluated: x A high-intensity development program with an additional 4,375 residential units, 4,000,000 square feet of office space, 330,000 square feet of retail, and 425 hotel rooms to be built or redeveloped in the study area x An medium-intensity development program with an additional 2,075 new dwelling units, 1,900,000 square feet of new office space, and 330,000 square feet of new retail to be built or redeveloped in the study area x No additional development in the study area with a 1% annual growth in ambient external traffic volumes

Sabra, Wang & Associates, Inc. iv Columbia Town Center Short and Long-Tern Traffic Assessment

The high-intensity development scenario is projected to generate an additional 5,750 AM and 7,340 PM peak hour vehicle trips. With the year 2014 improvements to the roadway network in place, and no transit improvements, thirteen of eighteen intersections will fail, including ten intersections along Little Patuxent Parkway, one intersection along South Entrance Road, one intersection along Cedar Lane, one intersection along Broken Land Parkway as well as four ramp movements at the US 29 interchanges. Under the medium intensity development scenario, eleven intersections will fail, while under the No Build scenario seven intersections will fail. Based on these findings, several improvement strategies are required beyond year 2014 to enhance network capacity, manage network demand, and increase access to alternative transportation modes.

The recommended improvements include: x Roadway extensions of Wincopin Street, Hickory Ridge Road, Corporate Boulevard and South Entrance Road x Intersection improvements such as added turn lanes at Governor Warfield Parkway, Wincopin Circle, Broken Land Parkway, Hickory Ridge Road, and Symphony Woods x Interchange improvements along US 29/ South Entrance Road and US 29/ MD 175 x Creation of a County-wide Transportation Management Center to monitor and manage in real-time traffic operations and incidents using advanced traffic control technologies

These roadway improvements would mitigate all but one intersection to a level of service E or better. However, the intersection of Little Patuxent Parkway at Broken Land Parkway cannot be mitigated without major roadway widening or grade separation.

Further strategies to manage network demand, and increase access to alternative transportation modes include: x New and improved Pedestrian and bicycle connections x Transit initiatives such as the establishment of a Transportation Center, new shuttle service, satellite parking, shared parking and improved regional transit connections.

Sabra, Wang & Associates, Inc. v This page is intentionally left blank For information or alternative formats contact:

Department of Planning & Zoning 3430 Courthouse Drive Ellicott City, Maryland 21043 410-313-2350 www.howardcountymd.gov/downtowncolumbia