Project Information
Description of Entry
In 2005, Macerich partnered with CallisonRTKL on a once-in-a-generation opportunity to amplify the success of Tysons Corner Center regional mall by master-planning one of the nation’s signature new mixed-use communities. Phase 1 incorporates an office tower, residential high-rise and hotel – all linked by an exciting outdoor Plaza.
The ambitious Phase 1 project, which resulted in approximately 1.4 million new square feet, created a 24/7 vertical, walkable, sustainable urban hub with a vibrant energy for residents, office workers, shoppers and visitors. Construction was timed to coincide with the opening of the new Metrorail Silver Line, with its dedicated Tysons Corner stop connecting Tysons Corner Center and Phase 1 to the entire Washington, D.C. metro area. Concurrent with Phase I construction, Macerich renovated approximately 75% of the existing mall interior concourse, replacing finishes from the 1980's vertical expansion of the mall.
The project’s art-filled and lushly landscaped 1.5-acre elevated Plaza, built over the mall ring road, serves as a magnificent setting for concerts, movies, festivals and other social and cultural activities, which are in great demand in this burgeoning part of Northern Virginia.
The reimagining of prime space adjacent to a successful, regional mall to incorporate important new uses and vertical density, along with the shared public space and outstanding access to transit, has repositioned Tysons Corner Center as an exemplary mixed-use project. With strong leasing, occupancy and praise for every element of the project, the mixed-use expansion at Tysons Corner Center is a remarkable success.
Shopping Center Information
Type of Project
Super-regional Center, Mixed-Use
Other
N/A
Physical Characteristics of Project
Mall, Open-Air Center
Other
N/A
Total Acreage of Site
3734609
Total Acreage of Site
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference: plus or (minus) | Number of Levels |
| 2400000 | 3734609 | 1334609 | 2 |
Other Uses: Office
537480
Other Uses: Hotel
262913
Other Uses: Residential
492297
Other Uses: Residential
429
Other Uses
Elevated Plaza is 55,000-SF; Phase 1 Retail: 41,919 SF; Number of Levels: Office (22), Residential (30), Hotel (16 Stories), Mall concourse (2 stories)
Other Uses
55000
Trade Area/Cachement Area Information
Project Trade Area
Suburban
| Population of Primary Trade Area | Population of Secondary Trade Area | Annualized percentage of shoppers anticipated being from outside of trade area (e.g., tourists, conventioneers) |
| 573761 | 2870703 | 0 |
Retail Information
Total Retail Space
2441919
Total Acreage of Site
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference-Plus or (minus) |
| 2400000 | 2441919 | 41999 |
Gross Leasable Area (small shop excluding anchors)
1095830
Gross Leasable Area (small shop excluding anchors)
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference-Plus or (minus) | Total Number of Retail Stores (excluding anchors) |
| 1029592 | 1095830 | 66238 | 266 |
Total Number of Retail Stores (including anchors)
271
Major Tenants
| GLA | USE | |
| Major Retailers: | ||
| American Girl | 22,997 | Specialty |
| Barnes & Nobel | 33,789 | Mass Merchandiser |
| Bloomingdale’s | 252,754 | Department Store |
| L.L. Bean | 74,910 | Mass Merchandiser |
| Lord & Taylor | 119,500 | Department Store |
| Macy's | 237,076 | Department Store |
| Nordstrom | 200,000 | Department Store |
| Restaurants & Entertainment: | ||
| American Tandoor | 4,907 | Restaurant |
| Barrel & Bushel | 8,750 | Restaurant |
| Brio Tuscan Grille | 8,436 | Restaurant |
| California Pizza | 4,560 | Restaurant |
| Coastal Flats | 10,769 | Restaurant |
| Earls Kitchen + Bar | 10,212 | Restaurant |
| Eddie V’s Prime Seafood | 9,990 | Restaurant |
| Gordon Biersch Brewery | 8,719 | Restaurant |
| La Madeleine | 3,502 | Restaurant |
| La Sandia | 8,642 | Restaurant |
| Seasons 52 | 9,515 | Restaurant |
| Shake Shack | 1,518 | Restaurant |
| T.G.I. Friday’s | 8,606 | Restaurant |
| AMC 16-screen IMAX Theater | 105,122 | Theater |
Parking Information
Number of Parking Spaces Provided
11000
Deck Parking
Yes
If deck parking, list vehicle capacity and number of levels of parking structure and briefly describe how structure connects to center.
The Tysons Corner Center site has approximately 11,000 parking spaces amongst six parking decks and surface parking areas.
The Phase 1 office and residential towers share a parking podium with approximately 1,700 spaces in 4 levels. In addition, bike parking is provided for both the office and residential towers as well as in key locations around the shopping center site.
How many parking space are required by code?
429
Development Schedule
Original Project Opening Date
1/1/1986
Official Project Opening Date
7/1/2014
Current renovation expansion opening date
7/1/2015
Professional Recognition
Development Company
Macerich, Hines (office co-developer), Kettler (residential co-developer) and Woodbine (hotel co-developer)
Owner
Macerich and Alaska Permanent Fund Corporation (APFC)
Production or Executive Architect
CallisonRTKL
Graphic Designer
CallisonRTKL
Lighting Designer
Bliss Fasman, Inc. (Office, Hotel and Plaza) and Coventry Lighting (Residential)
Landscape Architect
Sasaki Associates (Hotel/Plaza), Rios Clementi Hale Studios (Plaza Concept Architect), Rhodeside & Hardwell (Residential/Office Tower)
General Contractor
HCB Construction (Office Tower, Hotel and Plaza), Donahoe Construction (Residential Tower)
Management Company
Macerich
Finance Company
Self-funded
Summary
Entry Summary
Describe the characteristics of the project you are submitting for an award.
- HIGHLY INNOVATIVE. Groundbreaking vertical plan to leverage retail mall.
- MACERICH AS MASTER DEVELOPER. Unusual role to guarantee exceptional quality, top partners.
- SMART LAND USE. Delivering 24/7 urban hub built around the existing extremely successful shopping center.
- TRANSIT FOCUS. Linked to dedicated new Silver Line stop and improved highway connections.
- SUSTAINABILITY. New project elements are LEED-certified and environmentally designed.
- ENGAGING PUBLIC SPACES. Centerpiece plaza for daily enjoyment plus concerts, movies and more.
- AWARD-WINNING DESIGN. Project earned awards from AIA, NAIOP and others in design excellence
In what ways do you feel that other developers can benefit from your experience?
Actively working with and listening to the municipality, community, retailers and other stakeholders is a key to developing a successful project in a world-class location. Such coordination enabled Macerich to create a project that met local desires while also providing a flexible design for the fast-changing retail environment.
From the beginning, the Macerich team coordinated directly with the local Fairfax County, Virginia staff, elected officials and residents. These parties played an essential role in the conception, design and implementation of Phase 1. Details such as the location of the children’s play area in the Plaza, the shape of the Plaza footprint and the creation of retail/restaurant space that would spill onto the Plaza were all discussed at length with members of County staff to ensure the project’s success. The partnership with local, state and federal officials resulted in a seamless connection to the Metro Silver Line.
Acting in the role of owner and master-developer of the Tysons Corner mixed use expansion, Macerich ensured the highest levels of quality throughout the project by working with best-in-class, third-party consultants: hotel specialist Woodbine Development Corporation, multi-family development company Kettler, and office construction manager, Hines. These firms assisted in delivering a high-end hotel, luxury apartments, a trophy-class office tower and additional retail, all within steps of one of the nation’s premier shopping destinations: Tysons Corner Center.
Was this project a public-private partnership or joint effort with a governmental entity? If so, what is the name of that agency, and what was the nature of their involvement in the project?
While the efforts at Tysons Corner Center were not part of a public-private partnership, Macerich coordinated with Fairfax County, Virginia during each step in the entitlement and development process. Macerich had representation on the County’s Tysons Corner Comprehensive Plan Amendment Task Force and the tax district that helped to bring the Silver Line through Tysons.
Macerich worked closely with the planning, transportation, parks, public works and utility representatives during the planning, design and construction processes to ensure that county and state requirements and goals were met to create a final product that the County would consider a model. The County’s input and suggestions helped to create a better finished product and resulted in County and community support. As Macerich works to refine and improve upon the site, the local staff and elected officials continue to play an important role in these efforts.
In addition to coordination with Fairfax County, Macerich also coordinated with the entities constructing and operating the Metrorail Silver Line: The Metropolitan Washington Airports Authority (MWAA) and the Washington Metropolitan Area Transit Authority (WMATA). This coordination was critical to establish design and operations collaboration related to the Metrorail connection to the Tysons Corner Center site, ongoing security and safety concerns, etc.
Describe the financing involved in the project.
Due to Macerich’s strong financial condition, the project was completed without external debt or equity financing.
If you had this project to do over again, what would you do differently? Why?
With all projects, we expect to make adjustments to the merchandising mix over time, and we are constantly gauging customer demand. Today, we are adjusting the merchandising mix to meet the expectations of our customers.
From a design standpoint, the Construction Administration phase was defined nearly two years before it began. Better anticipation of potential design changes and value engineering might have allowed for more flexibility in scope, schedule and fees that accommodated the project evolution.
Multiple CallisonRTKL design teams were assigned to the project, working on Hotel, Plaza, Mall Connector and Mall Interior Renovation. The project required that these roles be blurred at times, demanding some overlap of roles. More anticipation of this necessary cross collaboration could have resulted in better coordination overall.
The Plaza was a highly complex design, engineering and construction project, resulting in numerous coordination and cost management challenges along the way. Despite some value engineering, the final product turned out to be a highly functional and flexible space that met the original design goals of the client.
Renovations / Expansions
Explain why the owner decided to renovate or expand. Include a description of the existing conditions prior to renovation or expansion (physical conditions, sales, tenant mix, vacancy factor and the like)
Describe how the renovation or expansion altered those conditions.
What do you believe to be the key reasons for the success of the project? Why?
How did you determine the business success of the project? (Cite 'before' and 'after' statistics to back up the claim.)
If the center was kept open during construction, explain what measures were taken to ensure shopper safety and main shopper traffic, and what impact the work had on business.
In addition to the physical improvements, what ancillary measures were taken to enhance the center?
Describe any new marketing and/or re-leasing approaches successfully implemented during the period.
Yes
If yes, at what level?
There are three separate LEED certified building as part of this development: Office – Gold, Residential – Silver, and Hotel – Certified Pending.
Describe the project's central approach to sustainability such as energy and water use, the internal environment, pollution, transport, materials, waste, ecology and management processes.
Bicycle storage and changing rooms, storm-water design, construction waste management, recycled content, regionally sourced building materials, and low-emitting materials are some of the many sustainable aspects incorporated into the design. The plaza itself doubles as a green roof over base levels of the hotel which minimizes overall impervious surfaces. These strategies led to a 14% reduction in energy use below the baseline, and the Hyatt Regency’s indoor water use was also reduced 40%. The site is reducing electricity consumption with the addition of LED lighting throughout the project, and the property is a zero waste site with 100% of our solid waste diverted to an electrical generation facility.
Macerich has a strong commitment to sustainable development and every development project starts with sustainability design intent discussion and process meant to insure that our developments minimize use of natural resources in the created building environment, minimize energy and water use and the environmental effect of buildings, and ensure a process to validate building system functions and capabilities for proper maintenance and operations. This commitment and comprehensive team approach to sustainability from inception and design through project completion has resulted three separate LEED certified building as part of this development:
- Office – Gold
- Residential – Silver
- Hotel – Certified Pending
These certifications speak to the comprehensive and complete nature of the sustainable design and elements that went into this development.
In addition to the efforts Macerich has made to enhance the site sustainability and create green buildings, Macerich has also been a leader in Transportation Demand Management (TDM) efforts. In 2008, a robust TDM program was established at the Center to encourage employees to utilize the over 500 buses that stop at Tysons Corner Center each day. Since that time, the program has grown to provide ride-matching services, personalized commute planning and a variety of other services/promotions throughout the year to encourage the new residents and employees to find alternatives to Single Occupancy Vehicle transport. Capital Bikeshare will be expanding into Tysons Corner this fall, and Tysons Corner Center will host one of the first Bikeshare Stations in the Phase 1 development. This new amenity is not only helpful to residents who may want to take advantage of a new recreational option in Tysons, but it will also be useful to the employees of the Center, the Hyatt and Tysons Tower for use in commuting, running errands, etc. Importantly, this mode of transportation will take cars off the road and will contribute to the transformation of Tysons Corner from a suburban destination to a transit-oriented environment with urban amenities.
Supporting Marterials
Documentation
Tenant Mix / Merchandising Plan
Maps / Floor Plan
Photo Gallery
Audio / Video
Project Information
Description of Entry
In 2005, Macerich partnered with CallisonRTKL on a once-in-a-generation opportunity to amplify the success of Tysons Corner Center regional mall by master-planning one of the nation’s signature new mixed-use communities. Phase 1 incorporates an office tower, residential high-rise and hotel – all linked by an exciting outdoor Plaza.
The ambitious Phase 1 project, which resulted in approximately 1.4 million new square feet, created a 24/7 vertical, walkable, sustainable urban hub with a vibrant energy for residents, office workers, shoppers and visitors. Construction was timed to coincide with the opening of the new Metrorail Silver Line, with its dedicated Tysons Corner stop connecting Tysons Corner Center and Phase 1 to the entire Washington, D.C. metro area. Concurrent with Phase I construction, Macerich renovated approximately 75% of the existing mall interior concourse, replacing finishes from the 1980's vertical expansion of the mall.
The project’s art-filled and lushly landscaped 1.5-acre elevated Plaza, built over the mall ring road, serves as a magnificent setting for concerts, movies, festivals and other social and cultural activities, which are in great demand in this burgeoning part of Northern Virginia.
The reimagining of prime space adjacent to a successful, regional mall to incorporate important new uses and vertical density, along with the shared public space and outstanding access to transit, has repositioned Tysons Corner Center as an exemplary mixed-use project. With strong leasing, occupancy and praise for every element of the project, the mixed-use expansion at Tysons Corner Center is a remarkable success.
Shopping Center Information
Type of Project
Super-regional Center, Mixed-Use
Other
N/A
Physical Characteristics of Project
Mall, Open-Air Center
Other
N/A
Total Acreage of Site
3734609
Total Acreage of Site
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference: plus or (minus) | Number of Levels |
| 2400000 | 3734609 | 1334609 | 2 |
Other Uses: Office
537480
Other Uses: Hotel
262913
Other Uses: Residential
492297
Other Uses: Residential
429
Other Uses
Elevated Plaza is 55,000-SF; Phase 1 Retail: 41,919 SF; Number of Levels: Office (22), Residential (30), Hotel (16 Stories), Mall concourse (2 stories)
Other Uses
55000
Trade Area/Cachement Area Information
Project Trade Area
Suburban
| Population of Primary Trade Area | Population of Secondary Trade Area | Annualized percentage of shoppers anticipated being from outside of trade area (e.g., tourists, conventioneers) |
| 573761 | 2870703 | 0 |
Retail Information
Total Retail Space
2441919
Total Acreage of Site
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference-Plus or (minus) |
| 2400000 | 2441919 | 41999 |
Gross Leasable Area (small shop excluding anchors)
1095830
Gross Leasable Area (small shop excluding anchors)
| Before Renovation / Expansion | After Renovation / Expansion | Net Difference-Plus or (minus) | Total Number of Retail Stores (excluding anchors) |
| 1029592 | 1095830 | 66238 | 266 |
Total Number of Retail Stores (including anchors)
271
Major Tenants
| GLA | USE | |
| Major Retailers: | ||
| American Girl | 22,997 | Specialty |
| Barnes & Nobel | 33,789 | Mass Merchandiser |
| Bloomingdale’s | 252,754 | Department Store |
| L.L. Bean | 74,910 | Mass Merchandiser |
| Lord & Taylor | 119,500 | Department Store |
| Macy's | 237,076 | Department Store |
| Nordstrom | 200,000 | Department Store |
| Restaurants & Entertainment: | ||
| American Tandoor | 4,907 | Restaurant |
| Barrel & Bushel | 8,750 | Restaurant |
| Brio Tuscan Grille | 8,436 | Restaurant |
| California Pizza | 4,560 | Restaurant |
| Coastal Flats | 10,769 | Restaurant |
| Earls Kitchen + Bar | 10,212 | Restaurant |
| Eddie V’s Prime Seafood | 9,990 | Restaurant |
| Gordon Biersch Brewery | 8,719 | Restaurant |
| La Madeleine | 3,502 | Restaurant |
| La Sandia | 8,642 | Restaurant |
| Seasons 52 | 9,515 | Restaurant |
| Shake Shack | 1,518 | Restaurant |
| T.G.I. Friday’s | 8,606 | Restaurant |
| AMC 16-screen IMAX Theater | 105,122 | Theater |
Parking Information
Number of Parking Spaces Provided
11000
Deck Parking
Yes
If deck parking, list vehicle capacity and number of levels of parking structure and briefly describe how structure connects to center.
The Tysons Corner Center site has approximately 11,000 parking spaces amongst six parking decks and surface parking areas.
The Phase 1 office and residential towers share a parking podium with approximately 1,700 spaces in 4 levels. In addition, bike parking is provided for both the office and residential towers as well as in key locations around the shopping center site.
How many parking space are required by code?
429
Development Schedule
Original Project Opening Date
1/1/1986
Official Project Opening Date
7/1/2014
Professional Recognition
Development Company
Macerich, Hines (office co-developer), Kettler (residential co-developer) and Woodbine (hotel co-developer)
Owner
Macerich and Alaska Permanent Fund Corporation (APFC)
Production or Executive Architect
CallisonRTKL
Graphic Designer
CallisonRTKL
Lighting Designer
Bliss Fasman, Inc. (Office, Hotel and Plaza) and Coventry Lighting (Residential)
Landscape Architect
Sasaki Associates (Hotel/Plaza), Rios Clementi Hale Studios (Plaza Concept Architect), Rhodeside & Hardwell (Residential/Office Tower)
General Contractor
HCB Construction (Office Tower, Hotel and Plaza), Donahoe Construction (Residential Tower)
Management Company
Macerich
Finance Company
Self-funded
Summary
Entry Summary
Describe the characteristics of the project you are submitting for an award.
- HIGHLY INNOVATIVE. Groundbreaking vertical plan to leverage retail mall.
- MACERICH AS MASTER DEVELOPER. Unusual role to guarantee exceptional quality, top partners.
- SMART LAND USE. Delivering 24/7 urban hub built around the existing extremely successful shopping center.
- TRANSIT FOCUS. Linked to dedicated new Silver Line stop and improved highway connections.
- SUSTAINABILITY. New project elements are LEED-certified and environmentally designed.
- ENGAGING PUBLIC SPACES. Centerpiece plaza for daily enjoyment plus concerts, movies and more.
- AWARD-WINNING DESIGN. Project earned awards from AIA, NAIOP and others in design excellence
In what ways do you feel that other developers can benefit from your experience?
Actively working with and listening to the municipality, community, retailers and other stakeholders is a key to developing a successful project in a world-class location. Such coordination enabled Macerich to create a project that met local desires while also providing a flexible design for the fast-changing retail environment.
From the beginning, the Macerich team coordinated directly with the local Fairfax County, Virginia staff, elected officials and residents. These parties played an essential role in the conception, design and implementation of Phase 1. Details such as the location of the children’s play area in the Plaza, the shape of the Plaza footprint and the creation of retail/restaurant space that would spill onto the Plaza were all discussed at length with members of County staff to ensure the project’s success. The partnership with local, state and federal officials resulted in a seamless connection to the Metro Silver Line.
Acting in the role of owner and master-developer of the Tysons Corner mixed use expansion, Macerich ensured the highest levels of quality throughout the project by working with best-in-class, third-party consultants: hotel specialist Woodbine Development Corporation, multi-family development company Kettler, and office construction manager, Hines. These firms assisted in delivering a high-end hotel, luxury apartments, a trophy-class office tower and additional retail, all within steps of one of the nation’s premier shopping destinations: Tysons Corner Center.
Was this project a public-private partnership or joint effort with a governmental entity? If so, what is the name of that agency, and what was the nature of their involvement in the project?
While the efforts at Tysons Corner Center were not part of a public-private partnership, Macerich coordinated with Fairfax County, Virginia during each step in the entitlement and development process. Macerich had representation on the County’s Tysons Corner Comprehensive Plan Amendment Task Force and the tax district that helped to bring the Silver Line through Tysons.
Macerich worked closely with the planning, transportation, parks, public works and utility representatives during the planning, design and construction processes to ensure that county and state requirements and goals were met to create a final product that the County would consider a model. The County’s input and suggestions helped to create a better finished product and resulted in County and community support. As Macerich works to refine and improve upon the site, the local staff and elected officials continue to play an important role in these efforts.
In addition to coordination with Fairfax County, Macerich also coordinated with the entities constructing and operating the Metrorail Silver Line: The Metropolitan Washington Airports Authority (MWAA) and the Washington Metropolitan Area Transit Authority (WMATA). This coordination was critical to establish design and operations collaboration related to the Metrorail connection to the Tysons Corner Center site, ongoing security and safety concerns, etc.
Describe the financing involved in the project.
Due to Macerich’s strong financial condition, the project was completed without external debt or equity financing.
If you had this project to do over again, what would you do differently? Why?
With all projects, we expect to make adjustments to the merchandising mix over time, and we are constantly gauging customer demand. Today, we are adjusting the merchandising mix to meet the expectations of our customers.
From a design standpoint, the Construction Administration phase was defined nearly two years before it began. Better anticipation of potential design changes and value engineering might have allowed for more flexibility in scope, schedule and fees that accommodated the project evolution.
Multiple CallisonRTKL design teams were assigned to the project, working on Hotel, Plaza, Mall Connector and Mall Interior Renovation. The project required that these roles be blurred at times, demanding some overlap of roles. More anticipation of this necessary cross collaboration could have resulted in better coordination overall.
The Plaza was a highly complex design, engineering and construction project, resulting in numerous coordination and cost management challenges along the way. Despite some value engineering, the final product turned out to be a highly functional and flexible space that met the original design goals of the client.
New Developments
Explain what specific design and construction problems were solved or how new standards in the areas of design and construction were established.
Describe what you feel to be the key reasons for the success of the project (environmental enhancements, space utilization, construction costs, and the like).
Was the developer required to make an investment in the community? If so, explain what had to be done and what the impact was on the community.
Sustainable Design
Is your project ISO, LEED, ARUP or BREEAM certified?
Yes
If yes, at what level?
There are three separate LEED certified building as part of this development: Office – Gold, Residential – Silver, and Hotel – Certified Pending.
Describe the project's central approach to sustainability such as energy and water use, the internal environment, pollution, transport, materials, waste, ecology and management processes.
Bicycle storage and changing rooms, storm-water design, construction waste management, recycled content, regionally sourced building materials, and low-emitting materials are some of the many sustainable aspects incorporated into the design. The plaza itself doubles as a green roof over base levels of the hotel which minimizes overall impervious surfaces. These strategies led to a 14% reduction in energy use below the baseline, and the Hyatt Regency’s indoor water use was also reduced 40%. The site is reducing electricity consumption with the addition of LED lighting throughout the project, and the property is a zero waste site with 100% of our solid waste diverted to an electrical generation facility.
Macerich has a strong commitment to sustainable development and every development project starts with sustainability design intent discussion and process meant to insure that our developments minimize use of natural resources in the created building environment, minimize energy and water use and the environmental effect of buildings, and ensure a process to validate building system functions and capabilities for proper maintenance and operations. This commitment and comprehensive team approach to sustainability from inception and design through project completion has resulted three separate LEED certified building as part of this development:
- Office – Gold
- Residential – Silver
- Hotel – Certified Pending
These certifications speak to the comprehensive and complete nature of the sustainable design and elements that went into this development.
In addition to the efforts Macerich has made to enhance the site sustainability and create green buildings, Macerich has also been a leader in Transportation Demand Management (TDM) efforts. In 2008, a robust TDM program was established at the Center to encourage employees to utilize the over 500 buses that stop at Tysons Corner Center each day. Since that time, the program has grown to provide ride-matching services, personalized commute planning and a variety of other services/promotions throughout the year to encourage the new residents and employees to find alternatives to Single Occupancy Vehicle transport. Capital Bikeshare will be expanding into Tysons Corner this fall, and Tysons Corner Center will host one of the first Bikeshare Stations in the Phase 1 development. This new amenity is not only helpful to residents who may want to take advantage of a new recreational option in Tysons, but it will also be useful to the employees of the Center, the Hyatt and Tysons Tower for use in commuting, running errands, etc. Importantly, this mode of transportation will take cars off the road and will contribute to the transformation of Tysons Corner from a suburban destination to a transit-oriented environment with urban amenities.
Supporting Marterials
Documentation
Tenant Mix / Merchandising Plan
Maps / Floor Plan
Photo Gallery
Audio / Video
Description of Entry
In 2005, Macerich partnered with CallisonRTKL on a once-in-a-generation opportunity to amplify the success of Tysons Corner Center regional mall by master-planning one of the nation’s signature new mixed-use communities. Phase 1 incorporates an office tower, residential high-rise and hotel – all linked by an exciting outdoor Plaza.
The ambitious Phase 1 project, which resulted in approximately 1.4 million new square feet, created a 24/7 vertical, walkable, sustainable urban hub with a vibrant energy for residents, office workers, shoppers and visitors. Construction was timed to coincide with the opening of the new Metrorail Silver Line, with its dedicated Tysons Corner stop connecting Tysons Corner Center and Phase 1 to the entire Washington, D.C. metro area. Concurrent with Phase I construction, Macerich renovated approximately 75% of the existing mall interior concourse, replacing finishes from the 1980's vertical expansion of the mall.
The project’s art-filled and lushly landscaped 1.5-acre elevated Plaza, built over the mall ring road, serves as a magnificent setting for concerts, movies, festivals and other social and cultural activities, which are in great demand in this burgeoning part of Northern Virginia.
The reimagining of prime space adjacent to a successful, regional mall to incorporate important new uses and vertical density, along with the shared public space and outstanding access to transit, has repositioned Tysons Corner Center as an exemplary mixed-use project. With strong leasing, occupancy and praise for every element of the project, the mixed-use expansion at Tysons Corner Center is a remarkable success.
Size of Store
Company Name
Architect
Designer
General Contractor
Type of Merchandise
Opening Date
If Renovation, Store's Original Opening Date
Store's Renovated Opening Date
Summary
Retail Store Design
Provide detailed information on the design concept, including background on the reasons for the concept, its development and impact on store image and sales performance.
Describe the integration of interior, storefront and merchandise displays.
Describe the specific materials used in creating the new concept.
If this is a renovation, describe the impact on sales. If this is a new store, comment on sales performance to date versus the planned performance.
Total cost per square meters including design, leasehold improvements and fixtures.
Documentation
Floor Plan
Audio / Video
Tysons Corner Center
Category
Renovations/Expansions > Mixed-use projects
Description
1961 Chain Bridge Rd.
{22102 Address#projectAddress.City}, Virginia 22102
,
Winner Status
- Sustainable Commendation