About RTCA

Those contributions include design review (to maintain high architectural standards); enforcement of the good repair and other covenants; support of the arts through the presentation/sponsorship of robust community and cultural programming; transportation demand management strategies that allow for efficient travel through and around Town Center (including support of transit-oriented development); and the management of common property. Reston Town Center was envisioned from Reston’s founding as the community’s densest neighborhood and downtown, and it also serves today as a major employment center and important regional destination. Much of what the association does can be seen as supporting Town Center’s downtown and destination propositions.

By an 11-person board of directors elected by the stakeholders of the four property sub-associations/centers that comprise the Town Center, all as set forth in the governing documents: the Residential Center, which elects two representatives to the board; the RTC Mixed-Use Center, which elects a residential and commercial representative to the board; the Reston Urban Core Assocation, which elects three representatives to the board; and the Reston Town Center Industrial Assocation, which elects four representatives to the board. By deed, all properties within RTC are a part of one of these sub-associations/centers, which in turn bind the properties to RTCA governance. The management function is vested with an executive director and supporting staff, all facilitated through an important partnership with SFMC, Inc., a regional leader in the provision of community association management services.

1988

The budget, adopted each year by the board of directors, is funded through an assessment paid by all property owners within RTCA. The assessment is set by a fixed formula defined in the governing documents under which, essentially, larger properties pay more. RTCA is a mixed-use association, and both residential and commercial properties pay the assessment and are subject to RTCA’s governance. It is worth noting that commercial properties pay about 85% of the assessment.

The logo was the result of a professionally led process with important stakeholder input. The objective was to create something that more concisely, compellingly, and straightforwardly speaks to who we are.

• That starts with the dot in the C, concisely expressing that we are the community’s center, its downtown, a destination, a place to be. You will see that dot deployed as our favicon and in our web and other informational materials.
• We can redeploy the broader RTC dot architecture as a uniform and straightforward way to signal that this or that is an RTCA-produced or -presented experience (e.g., with linkRTC and Second Saturdays).
• The addition of the distinctive green A for association brings vibrancy and energy to the logo, reflecting the dynamism of this special place. That different shade of green also adds a little surprise, perhaps some edge, and a little bit of fun, all characteristics of RTC as the embodiment of live, work, and enjoy.
• We chose a contemporary font (we are still growing and becoming) and its open architecture signifies that this is an open and welcoming place for all.
• The multiple colors reflect RTC’s diversity (of living choices (townhome, condo, and apartment), of our enviable Who’s Who employer base, of the depth of our wonderful restaurant, retail, amenity, and cultural offerings, and most importantly of our live/work/visit populations).
• All of this rests on the solid platform of the tag line, spelling out the association’s name, which we hope reflects the confidence that our stakeholders have in RTCA’s steady contributions to the RTC experience.

Just as RTC continues to evolve and grow, so does RTCA, and we think this brand identity well captures who the association is and is becoming.