McMillan PUD Prehearing Statements 2014 02 20

Z.C. CASE NO.
13-14
McMillan Sand Filtration Site 2501 First Street, N.W.
February 18, 2014
APPLICANT'S RESPONSE TO
ZONING COMMISSION COMMENTS AT SET-DOWN MEETING

ZC COMMENT/ISSUE APPLICANT'S RESPONSE
Housing: Family v. senior housing
(Commissioner Cohen)

Over the past several years, the Applicant has worked closely with
the community to provide the right mix of uses at the site.
Throughout the process, the community has expressed its strong
and consistent preference for senior housing to enable family
members and elders to age in close proximity to their current
residences. The Applicant believes that there is sufficient demand
in this segment of the city to support the provision of senior
housing at the site as alternative measure. Based on a market
study commissioned by the Applicant in 2012 from Real Property
Research Group, there is a net demand for senior rental housing.
Taking into account household trends and necessary unit
replacement, it is projected that there will be excess demand for
279 senior rental units in the McMillan market area as of January
2015. The results of this derivation of senior rental demand
indicate that the market has adequate depth of senior need to
absorb the three senior pipeline rental properties and still
maintain considerable excess demand for senior rental units. The
Applicant is contemplating 84 units of affordable senior housing as
a component of the project. Nevertheless, affordable housing
opportunities are provided for families throughout the PUD. The
townhouses offer inclusionary zoning ("IZ") units at a rate of 10
percent of the total gross floor area, or 18 units, which equates to
12 percent of the total number of rowhoues. This exceeds the
eight percent of gross floor area requirement of IZ. The future
multi-family building to be located on Parcel 2 will also provide IZ
units for families, setting aside at least ten percent of the total
gross floor area.

Housing: Amount of low-income housing
for District project (Commissioner Miller)

The Commission requested additional information on the level of
affordability typically required for District projects. District
projects have typically required affordability rates at 80% of AMI
for market-rate housing and at 30-60% of AMI for senior housing.
See, for example, Z.C. 07-13, Z.C. 07-26 and Z.C. 11-24. This PUD is
consistent with those standards and the requirements of the
Applicant's Exclusive Rights Agreement with the Deputy Mayor for
Planning and Economic Development. As noted above, the
Applicant will exceed the IZ requirements by providing
approximately 10 percent of the residential gross floor area of the
rowhouses (12% of the units) and at least 20 percent of the total
multi-family building program (both Parcel and Parcel 4) gross
floor area for affordable units.

Architecture: blank wall on Evarts St.

The Applicant is uncertain about which elevation this comment
applies and looks forward to discussions on this point at the
hearing. The Applicant notes, however, that the loading docks to

2

the multi-family/retail building face south on Evarts Street,
resulting in an elevation that is less articulated at the ground level.

Architecture: location of healing gardens
along high-traffic Michigan Ave.

The health care facility at the north portion of the site requires a
vehicular drop off area to accommodate passenger cars, vans,
medical transports, taxis and shuttle buses. This vehicular access
to the medical office fronts on Michigan Avenue to protect the
historic North Service Court, which cannot accommodate the
anticipated volume of passenger loading and unloading. The
healing gardens serve as a landscape buffer for the Michigan
Avenue transportation hub, while enhancing the historic Olmsted
Walk lining the perimeter of the site. Unlike the straight pathways
on the other three external street frontages, the Michigan Avenue
segment of the Olmsted Walk is curvilinear. Additionally, the
"plinth" of the McMillan Sand Filtration site is below the grade of
Michigan Avenue. The gardens are intended to create a soft
transition from the hard edge of Michigan Avenue to the scenic
elements of the Olmsted Walk and provide visitors a
contemplative area featuring plants known for their healing
qualities.

Architecture: articulation of townhouse end
units (Commissioner May)

The rowhouses were the subject of significant discussion before
the Historic Preservation Review Board ("HPRB"). HPRB concluded
that the rowhouse designs as they were ultimately approved (and
as submitted in this PUD application) well complimented the
historic resources and captured the modern design intent
envisioned by HPRB and the Applicant. The end units have been
fully designed to take advantage of their additional exterior wall.
The Master Plan allows the row home buildings to be built along
Evarts Street in a rhythm and pattern respectful to the rhythm and
pattern found with silos in the South service corridor. Each
building is separated by either a street or alley in alternating
sequence along the length of Evarts Street. The side facades of
these buildings have been uniformly designed to reinforce this
repetition and rhythm, and activate Evarts Street by being
symmetrically balanced with windows flanking a centrally featured
cantilevered bay window.

Architecture: need more renderings of
interior of project (Commissioner May)

The Applicant is presently preparing additional renderings for its
20-day submission.
Architecture: need to address scale,
brutalist appearance of other buildings
(Commissioner Turnbull)

The design intent in the approved guidelines is to reflect the
industrial nature of the existing resources on the site by expressing
"a sense of both the raw quality found in the sand bins and
filtration beds with the refined qualities found in the regulator
houses." McMillan Master Plan Design Guidelines, at 9. Buildings
along the North Service Court are to "have a podium expressed
similarly to the other buildings that will employ a concrete color
that recalls the historic North Service Court wall." The multi-
family/retail building employs a white skin that is "gridded and
banded to visually reference the geometries and material use in
the other buildings while symbolically referring to the site's

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historic water filtration function." The healthcare facility similarly
incorporates the materials and vocabulary of the regulator houses
and the sand storage bins into a contemporary architectural
language. The Applicant worked with HPRB and HPO staff to
achieve building designs that evoke the unique qualities of the
site. HPRB found the concept designs to "represent an
architecturally coordinated and cohesive approach that specifically
relates to the character of the McMillan site." See HPRB Actions,
October 31, 2014. The Applicant looks forward to describing the
design approach in greater detail at the hearing.

Architecture: design should reflect and
blend in with the surrounding
neighborhood (Commissioner Turnbull)

Two design approaches for this unique historic site whether to
devise a contextual neighborhood design or reflect the industrial
character of the landmark that set it apart from the surrounding
area were specifically explored during the Historic Preservation
Review Board ("HPRB") process. Initial designs presented to HPRB
in 2012 integrated the site more with the surrounding community.
HPRB commented, however, that the "plan was trying to relate too
closely to the many disparate conditions around it, rather than
reinforcing and recreating a unique place that is specific to the
character of McMillan and distinct from what is surrounding it."
In response, the Applicant developed Design Guidelines, which
were adopted by HPRB, that emphasize a cohesive approach to
landscape and architecture that act as additions to the historic
landmark. Overall building forms and geometries should be very
simple to reflect the simplicity of both the site's organization and
its historic structures. The Applicant will present this design
approach in greater detail at the hearing.

Historic Elements: re-use of vaults, historic
elements (Commissioner Cohen)

The majority of the underground sand filtration "cells" are
structurally unstable and cannot be re-purposed as they exist now.
However, Cell 14 at the northeast corner of the site has been
retrofitted by D.C. Water for stormwater management until 2022.
Thereafter, the Applicant will adapt this cell for active uses
dependent on its condition. Cell 28 will be partially preserved and
incorporated into the architecture of the Community Center. Cell
29 at the southeast corner of the site will be exposed and its
structural elements will frame a landscaped water feature. All
above-grade historic structures in the north and south service
courts will be preserved, as described on pages 22-25 of the Stage
1 (Master Plan) drawings dated November 22, 2013.

Historic Elements: re-use of historic
fountain in possession of NPS
(Commissioner May)

The Applicant enthusiastically endorses the idea of re-using the
historic fountain on the site and would look forward to working
with the Office of Planning to obtain permission and receive the
missing pieces from the federal government to implement this
proposal.

Lighting Plan: none provided

The Applicant retained George Sexton Associates as its lighting
consultant in November 2013 and will provide a schematic lighting
plan with its 20-day submission.

4

Parking: explanation of parking spaces at
community center; number of spaces
seems too low (Commissioner Miller);
number of spaces seem too high
(Commissioner Cohen); need to hear from
DDOT

A typographical error on the zoning tabulations for the community
center incorrectly listed the parking requirement as 95 spaces
when the actual requirement is 9 spaces. The Applicant exceeds
this requirement by providing 21 spaces in the South Service
Court. Ample additional parking is located throughout the site
within close walking distance to the community center. The
Applicant is presently reviewing with the DDOT its transportation
impact study and the draft report is included as exhibit to this
prehearing submission.

GOVERNMENT OF THE DISTRICT OF COLUMBIA
HISTORIC PRESERVATION REVIEW BOARD

1100 4
th
Street, SW, Suite E650, Washington, D.C. 20024 (202) 442-8800 fax (202) 442-7638
HPRB AGENDA
March 28 and April 4, 2013

The Historic Preservation Review Board met to consider the following items on March 28, 2013.
Present: Robert Sonderman (Acting Chair), Maria Casarella, Graham Davidson, Nancy Metzger,
and Joseph Taylor. Absent: Rauzia Ally, Andrew Aurbach and Gretchen Pfaehler.

MARCH 28 AGENDA

LANDMARK DESIGNATION HEARING
Chapman Stables, 37-57 N Street and 54-64/66-76 Hanover Place, NW, Case #13-09.
The HPO recommends that the Board find the property meets the designation criteria for listing in the
DC Inventory, but that the boundaries of the proposed landmark designation be revised to include the
Chapman Stable and Garage at 37-57 N Street on Square 617, Lot 215 only. The HPO further
recommends that the Board forward the nomination with its revised boundaries to the National Register
of Historic Places for listing. Vote: 5-0

Chapman Stables, 37-57 N Street and 54-64/66-76 Hanover Place, NW, HPA #13-255, raze application
The raze application was withdrawn by the applicant

MCMILLAN PARK RESERVOIR
McMillan Reservoir Sand Filtration Site, HPA #13-208 and HPA #13-214, raze permit for two below-
grade sand filtration cells and concept application for proposed finished treatment of site.
The Board found the proposed demolition to be inconsistent with the purposes of the preservation act, as
it will result in the demolition of important character-defining features of the McMillan Park Reservoir
landmark; and recommended to the Mayors Agent that if the project is determined to be a project of
special merit, that Option C proposed by the applicant would result in the best possible mitigation of the
loss of the filtration cells, as it would result in the recreation of the sites distinctive original topography
and would take advantage of the existing south service court to provide access to the site. Vote: 4-0
(Casarella recused)

DUPONT CIRCLE HISTORIC DISTRICT
1216 18
th
Street NW, HPA #13-212, concept/rear roof deck and screening of mechanical equipment.
[Deferred at the request of ANC 2-B]

CAPITOL HILL HISTORIC DISTRICT
1331 Constitution Avenue, NE, HPA #13-186, concept/second and third story additions.
The Board found the concept to be consistent with the purposes of the preservation act and delegated
final approval to staff, with the condition that the applicants work with HPO to finalize storefront details
and the location of the roof deck railing. Vote: 5-1 (Metzger opposed; Aurbach and Pfaehler absent)

Exhibit B.1

2

541 7
th
Street, SE, HPA #13-211, concept/rooftop addition.
final approval to staff, with the condition that the applicants continue to work with HPO on the north
and rear elevations of the house. Vote: 5-0

452 New Jersey Avenue, SE, HPA #13-145, concept/rear addition and faade reconstruction.
final approval to staff with the condition the applicant salvage as much of the faades historic fabric as
possible. Vote: 5-0

513 C Street, NE, HPA #13-116, concept/raze and new construction of two townhouses.
final approval to staff with the condition that the applicant work with staff to refine the rear elevation
balconies. Vote: 5-0

SAINT ELIZABETHS EAST CAMPUS
1100 Alabama Avenue (2700 Martin Luther King Jr. Avenue), SE, HPA #13-032, revised concept/
construction of pavilion.
The Board gave final approval to the project as presented (with some preference shown for the nose
at the northern end to be of ten-foot length). Vote: 6-0.

APRIL 4 AGENDA

The Historic Preservation Review Board met to consider the following items on April 4, 2013.
Present: Gretchen Pfaehler, Chair; Andrew Aurbach, Maria Casarella, Graham Davidson, and
Nancy Metzger. Absent: (Rauzia Ally, except for McMillan presentation), Robert Sonderman, and
Joseph Taylor.

SPINGARN HIGH SCHOOL
Spingarn High School, 2500 Benning Road, NE, HPA #13-004, revised concept review for proposed
streetcar car barn.
The Board endorsed refined concept Scheme 1 Vertical/Civic and commended the applicant and
architectural team on the improvements that had been made to make more of an appropriate civic
statement while simultaneously acknowledging the industrial and educational uses of the facility.
Although, further study was recommended for some of the architectural, landscape and infrastructure-
related details, the Board unanimously adopted the staff report recommendation to find the concept
consistent with the preservation act. However, the Board requested another opportunity to review the
designs and did not delegate further design review to staff. Vote: 5-0

EQUITABLE COOPERATIVE BUILDING/DOWNTOWN HISTORIC DISTRICT
915 F Street NW, HPA #13-027, revised concept/five story rear addition.
The HPRB asked the applicant to revise the elevation materials to an alternative finish material and
delegated final approval to staff. Vote: 5-0.

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WOODLEY PARK HISTORIC DISTRICT
2616 Garfield Street NW, HPA #13-216, rooftop stair enclosure and deck.
The Board approved a roof deck and stair penthouse on the condition of the applicants careful
attention to details, which were not fully presented in the drawings. The staff shall review the further
detail of the roof deck elements. Vote: 5-0.

U STREET HISTORIC DISTRICT
2200 14
th
Street, NW, HPA #13-213, concept/new construction, six-story apartment building.
The Board found the general conceptual height, massing and architectural direction to be compatible
with the U Street Historic District, and asked the applicant to continue working with staff to further
clarify the scope of demolition for the historic building and how the new construction above will impact
it, refine the design of the storefront to reflect the historic condition, provide drawings for the north and
west elevations, and fully integrate the design of the penthouse into the building design, and delegated
final approval to staff. Vote: 5-0.

SHAW HISTORIC DISTRICT
1011-1015 M Street NW and 1201-1207 11
th
Street NW, HPA #13-154, concept/new construction,
nine-story multi-unit residential building on vacant lot.
The Board found concept Option A to be compatible with the character of the Shaw Historic District
and consistent with the purposes of the preservation act, and delegated final approval to staff. Vote: 5-
0.

MCMILLAN PARK RESERVOIR
Revised master plan and design guidelines.
The Board heard the applicants presentation and concluded hearing community testimony, but left the
record open to allow ANC 1-B additional time to provide its comments. The case was continued to the
April 25
th
meeting.

CONSENT CALENDAR

The Board approved the following items on the consent calendar on March 28.

1205 Walter Street, SE, HPA #13-181, concept/two-story rear addition.
608 Constitution Avenue, NE, HPA #13-204, concept/rear addition.

DUPONT CIRCLE HISTORIC DISTRICT
1823 S Street, NW, HPA #13-209, concept/partial fourth floor addition.

SHAW HISTORIC DISTRICT
1418 9
th
Street NW, HPA #13-207, concept/3-story rear addition to 3-story brick rowbuilding.
__________

Transcripts of Historic Preservation Review Board Meetings may be purchased from the court reporting
agency that covered this hearing Olender Reporting, Inc. (202) 898-1108,
www.olenderreporting.com,or info@OlenderReporting.com. Copies of individual staff reports that are
prepared in advance of the hearing are posted on our website at http://planning.dc.gov

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MASTER PLAN REVIEW

Property Address:
Landmark/District:
North Capitol/Michigan Avenue, NW
McMillan Reservoir
X

Agenda
Consent Calendar

Meeting Date:
Staff Reviewer:

October 31, 2013
Steve Callcott

X
X
X
X

Conceptual Review
Alteration
New Construction
Demolition

Vision McMillan Partners (VMP) seeks on-going conceptual design review for four
development projects at the McMillan Reservoir sand filtration site that were initially presented
in June. The proposal also includes substantive revisions to the master plan.

In its previous reviews, the Board has consistently cited the sites edge condition as an
important character-defining feature that should be retained and has emphasized that new
development should have a strong sense of cohesion and relationship to the character of the
landmark. The Boards recommendations in June fell along three general lines:

1) The site needs to have a consistent perimeter condition that should include retaining the
topographical plinth, recreating the Olmsted walk, and that the new construction should
be pulled back accordingly;
2) The sites tripartite organization, as defined by the north and south maintenance
corridors, should remain the dominant organizing principle, and secondary roads and
new construction should reinforce rather than dilute the legibility of that organization;
3) To ensure that a strong sense of place be maintained, the new construction should be of a
very high quality, unified and cohesive.

The individual projects, from south to north, include: 1) the community center and park
designed by Matthew Bell of EE & K/Perkins Eastman and Warren Byrd of Nelson Byrd Woltz
landscape architects; 2) 161 rowhouses designed by Jack McLaurin of Lessard Group architects
for developer/builder EYA; 3) a mixed-use building with a ground-level grocery store with
apartments above designed by MV + A and David Jameson Architects for Jair Lynch
Development Partners; and 4) two medical office buildings with ground level retail designed by
Shalom Baranes architects for the Trammell Crow Company.
1

Master Plan Revisions
The master plan has been revised in three substantive ways to respond to the Boards comments.
A consistent setback has been provided around all sides of the site, allowing the topography to
be largely retained and the Olmsted Walk recreated. The middle section of the site, containing

1
A fifth development site, to the west of the grocery store/apartment building is not being planned for
development at this time.
Exhibit B.2
2

the townhouses and the grocery store/apartment building, has been reorganized to orient the new
construction along four narrow north/south roads to provide greater cohesiveness to this zone
and to open up views to the maintenance corridors. And finally, all buildings facing on the
north maintenance corridor would be required to have a 20 high masonry retail base, a
reference to the portal walls that would be removed, and to provide a setback for the upper
floors.

Revised Development Proposals
Community center and park
The community center was commended by the HPRB for its design and compatibility
previously and has not substantially changed. As before, the two-level 17,500 square foot glass
pavilion would access the upper and lower levels of the surrounding park. As recommended,
the elevator override that previously penetrated the green roof roof has been eliminated.

Rowhouses
The site plan and architecture of the rowhouses have been entirely redesigned to respond to the
Boards suggestions that they needed to be simplified and coalesced into larger, civic-scaled
terraces that relate to the scale of the site. Accordingly, each group has been designed so that
the individual houses form part of a larger compositional block or terrace. On each terrace, the
setback top floors are now integrated into the composition as a secondary geometric element to
the underlying block. While still providing variety, they are unified by their use of simple
geometries and an edited palette of white and black brick, grey metal panels, rectangular
projections, and charcoal-toned and wood detailing.

Grocery store/apartment building
This mixed-use building was previously proposed as a series of X-shaped towers above a
reclaimed concrete gabion base. While found to be conceptually strong in its reference to the
McMillan site, the projects sharp contrast in materials and geometries were thought to be
discordant and distracting. The redesigned building maintains the retail/grocery base, now clad
with a canted board-formed concrete wall facing the north maintenance corridor. The apartment
tower above is organized in an E-shape opening to North Capitol Street and incorporates a set
back from the north maintenance corridor. The white skin of the building would be gridded
and banded to visually reference the geometries and material use in the other buildings while
symbolically referring to the sites historic water filtration function.

Medical office buildings
As with the grocery store, these buildings have been revised to have a consistent two-story (20
foot) retail plinth clad in board-formed concrete and the upper floors have been set back so as to
relieve the impact of the buildings height on the north maintenance corridor. The shift in the
upper floors has resulted in a concurrent reduction in the size of the courtyard garden facing
Michigan Avenue. While the buildings still step down in height from west to east, the sloped
roofs have been eliminated to simplify their rooflines. The architecture has been developed to
relate to the character of the other projects and the site through simple geometries and a palette
of concrete, light-toned terra cotta panels, and charcoal and wood-toned detailing. One of the
buildings would include a green wall supporting planters for vines, and on the east side, would
have a substantial opening and projection to engage the retained cell 14.

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Evaluation
Demolition
As has been acknowledged by the Board since its initial review, demolition of the majority
of the sand filter beds and the extent of new construction would result in the loss of
important engineering, architectural and open space features for which the property is
recognized and designated. The extent of removal meets the definition of substantial
demolition as defined by the historic preservation regulations and is not consistent with the
purposes of the preservation act.
2
Throughout this review process, the Boards comments
have been to improve the preservation scope of work and compatibility of the redevelopment
with the landmark in anticipation of the project being forwarded to the Mayors Agent where
the applicants will be making a case that the redevelopment represents a project of special
merit.

Master Plan
While resulting in substantial demolition of the below-grade cells and compromise to the
sites open space character, the latest version of the master plan represents a significant
improvement over previous versions and now retains the significant above-grade
topographical, architectural and engineering features that were identified by the Board as the
most important. As before, there would be substantial rehabilitation and meaningful
incorporation of the sand bins, regulator houses and sand washers into the park and the retail
street along the north maintenance corridor; the service court walls would be largely retained
in the south corridor; two of the below-grade cells would be retained, interpreted and reused;
a substantial open space would be retained within the 8 acre park at the southern end of the
site; and the raised topography at the southern edge of the site (where it is most pronounced)
would be retained.

The revised plan substantially improves upon those commitments by retaining a berm and
building set back along all edges of the site, and would recreate the elevated hawthorn-lined
perimeter walkway laid out by Frederick Law Olmsted, Jr. While the topography will be
slightly and compatibly modified to improve the width of the public sidewalks and sight-
lines into the site, the distinctive edge condition of the property will be retained, preserving
an important visual characteristic of the McMillan landmark. While the loss of the portal
walls along most of the north maintenance corridor is regrettable, the master plans design
requirement for a 20 foot high masonry base on buildings fronting the corridor will evoke
this lost element and the setbacks for additional floors above will provide space and relief to
ensure the corridor isnt overwhelmed by the new construction.

The revised master plan would retain significant character-defining features of the landmark
sufficient to convey its historic character.

Development
Both individually and collectively, the revised concepts are dramatically improved,
reflecting the high level of quality, cohesiveness and distinctiveness that have been sought

2
DCMR 10-C, Section 305.1 (e) The removal or destruction of a substantial portion that includes character-
defining features of the building or structure.
4

by the Board. Without resorting to replication or literal references, the architecture uses a
carefully edited (while still rich and varied) vocabulary of colors, materials, patterns,
geometries and forms to unite the proposals distinctly different building types. The
resulting language is specific to and evocative of the landmark, interpreted in a fresh and
contemporary manner. For the first time, it looks like a destination you would want to seek
out to experience its distinct sense of place; one that includes equally interesting historic and
new features balanced and blended compatibly together.

The revised conceptual designs represent an architecturally cohesive, high-quality and site-
specific series of projects that relate to the character of the landmark.

Preservation Covenant
In 1987, as a condition of transfer to the District of Columbia from the General Services
Administration (GSA) and prior to its local and National Register listing, a preservation
covenant was attached to the property. The covenant required that rehabilitation and
renovation work be undertaken in accordance with the Secretary of the Interiors Standards
for Rehabilitation and that the project be reviewed by the Historic Preservation Officer
(SHPO). The covenant states that if the SHPO did not agree with the plans (legally
imprecise language that presumably means that they are found not to meet the Secretarys
Standards), the District would request the comments of the Advisory Council on Historic
Preservation in accordance with 36 CFR Part 800.

As the project will result in substantial demolition of character-defining features and the
redevelopment will compromise the open-space quality of the site, the SHPO concludes that
the project does not meet the Secretary of the Interiors Standards for Rehabilitation and
Guidelines for Rehabilitating Historic Buildings and advises the District to forward the
plans to the Advisory Council for comment.

Recommendation
The HPO recommends that the Board:
Find that the proposal will result in substantial demolition, as defined in the
preservation regulations, and therefore inconsistent with the purposes of the Historic
Landmark and Historic District Protection Act;
Find that the revised master plan has been developed to retain important character-
defining features of the site sufficient to convey its historic characteristics. The
requirements for buildings on the north maintenance corridor to have a masonry base
and setbacks for upper floors should be specifically codified in the master plan and
design guidelines to ensure that these will be consistently applied to future projects;
Find the concept designs to represent an architecturally coordinated and cohesive
approach that specifically relates to the character of the McMillan site;
Conduct a final design review of the projects if and when approved by the Zoning
Commission as a PUD and the Mayors Agent as a project of special merit.
GOVERNMENT OF THE DISTRICT OF COLUMBIA

1100 4
th
Street, SW, Suite E650, Washington, D.C. 20024 (202) 442-8800 fax (202) 442-7638
HPRB ACTIONS
October 24 and October 31, 2013

The Historic Preservation Review Board met to consider the following items on October 24 and October 31,
2013.

OCTOBER 24 HPRB AGENDA

Present: Rauzia Ally, Andrew Aurbach, Maria Casarella, Graham Davidson, Nancy Metzger, Robert Sonderman,
Joseph Taylor and Charles Wilson. Absent: Gretchen Pfaehler (Sonderman acting chair).

INFORMATIONAL PRESENTATION
Presentation on the 2016 Historic Preservation Plan.
Informational presentation only.

LANDMARK HEARINGS
The Round House, 1001 Irving Street NE, Case #13-06.
The Board denied landmark designation of the Round House, 1001 Irving Street NE. Vote: 3-5.

The Metropolitan Apartments, 200-210 Rhode Island Avenue NE, Case #13-19.
The Board designated the Metropolitan Apartments, 200-210 Rhode Island Avenue NE, a historic
landmark to be entered into the D.C. Inventory of Historic Sites. The Board recommended that the SHPO
forward the nomination for listing in the National Register as of local significance with a period of
significance of 1936-1937. Vote: 8-0.

HISTORIC LANDMARKS
Randall Junior High School, 65 I Street SW, HPA #13-341, revised concept/rehabilitation and 12-story addition.
The Board reaffirmed its previous comments to the Mayors Agent, and endorsed the revised concept with
the following additions: (A) the concept should be further developed to avoid the lowering of auditorium
windows and include the restoration of the cornice balustrade on the center block; (B) further
consideration should be given to the treatment of the museum wing so as to reduce impacts on the historic
building; (C) take into account the comments of the Board, particularly the relationship of the museum
addition to the main block, and the metal skin between the corners; and (D) explore ways to improve the
relationship between the historic building and the residential addition, with a closer look at revising the
cantilever elements supported by the single columns. Vote: 8-0.

Patterson House, 15 Dupont Circle NW, HPA #13-577, concept/six-story addition.
The Board voted to establish the period of significance for the Patterson House as 1902-1948, therefore
making the existing two-story addition from 1956 non-contributing. Vote: 7-0 (Wilson absent). At the
request of the applicant, the Board did not make a motion or take a vote on the proposed concept, but
concurred with the findings in the staff report that the addition was incompatibly tall and too close to the
mansion.

Exhibit B.3
2

GEORGETOWN HISTORIC DISTRICT
2734 P Street NW, HPA #13-246, concept/demolition of rear ell, addition and rear carport and shed, and
construction of a two-story addition and a carport. Case deferred at the request of the applicant.

U STREET HISTORIC DISTRICT
1921-23 14
th
Street and 1351 Wallach Place, NW, HPA #13-568, concept/alteration and new construction of nine-
story apartment building.
The Board adopted the HPO report recommending approval of the general concept as compatible with the
historic district. In addition to the suggestions for further refinement outlined in the HPO report, the Board
requested additional study of the Wallach Place retail entrance and infill element, the width and size of the
bay projections, elimination of the cantilevered element over the historic building, and the amount of
glazing and material use. The Board requested to review the building again when appropriate. Vote : 4-2
(Casarella and Wilson absent)

SHERIDAN KALORAMA HISTORIC DISTRICT

1823 Phelps Place NW, HPA #13-593, concept/driveway reconfiguration in side yard.
The Board approved the concept as consistent with the purposes of the preservation act, with comments,
and delegated final approval to staff. Vote: 4-2 (Casarella and Wilson absent)

2422 Tracy Place NW, HPA #13-600, after-the-fact permit for roof replacement.
The Board advised the Mayors Agent that the permit application for replacement of the pre-existing slate
roof with fiberglass shingles is not consistent with the purposes of the preservation law, as it pertains to any
roof elevation that is prominently visible from Tracy Place, NW. The Board approved the use of either
synthetic slate or real slate on the front slope and right of side of the front dormer, with the condition that a
sample be provided for HPO review at the time of permitting. Vote: 6-0. (Casarella and Wilson absent)

OCTOBER 31
ST
AGENDA

Present: Gretchen Pfaehler, Chair; Rauzia Ally, Andrew Aurbach, Maria Casarella, Graham Davidson, Nancy
Metzger, Joseph Taylor and Charles Wilson. Absent: Robert Sonderman.

TAKOMA PARK HISTORIC DISTRICT
6915-6917 Maple Street NW, HPA #13-565, concept/rear addition.
The Board found the proposed concept incompatible with the character of the historic district and
provided direction to the applicant on how the addition could be revised to be compatible. Vote: 8-0.

DOWNTOWN HISTORIC DISTRICT
610-624 Eye Street and 609-619 H Street NW, HPA #13-627, concept/ demolition, alterations and new
construction for office and retail building.

The Board found the demolition of contributing buildings, the size, design, and scale of the proposed
addition and the closing of the public alley to be incompatible with the character of the historic district
and inconsistent with the purposes of the preservation act. The Board recommended that any addition on
3

the site be substantially smaller and respect and retain the historic buildings on the site. Vote: 7-0
(Wilson absent).

HISTORIC LANDMARKS
McMillan Park Reservoir, 2501 First Street NW, HPA #13-318, revised concept/townhouses, mixed use retail and
residential buildings, medical office buildings.
The Board: (A) Determined that the proposal will result in substantial demolition, as defined in the
preservation regulations, and therefore inconsistent with the purposes of the Historic Landmark and
Historic District Protection Act; (B) Found the revised master plan has been developed to retain important
character-defining features of the site sufficient to convey its historic characteristics; (C) Found the revised
concept designs to represent an architecturally coordinated and cohesive approach that specifically relates
to the character of the McMillan site; and (D) Asked that the project return for final review after approval
by the Zoning Commission and Mayors Agent. Vote: 7-0 (Taylor absent).

CONSENT CALENDAR

The Board approved the following items on the consent calendar on October 24: 8-0.

ANACOSTIA HISTORIC DISTRICT
2221 Chester Street SE, HPA #13-618, construction of two-story detached dwelling.

1352 Valley Place SE, HPA #13-619, construction of two-story detached dwelling.

327 7
th
Street NE, HPA #13-615, concept/rear addition.
414 East Capitol Street NE, HPA #13-546, concept/rear addition.

CLEVELAND PARK HISTORIC DISTRICT
3703 Porter Street NW, HPA #13-574, permit/solar panels.
3045 Ordway Street NW, HPA #13-582, permit/rear addition.

14
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STREET HISTORIC DISTRICT
1734-36 14
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Street NW, concept/renovation and rear addition.

WASHINGTON HEIGHTS HISTORIC DISTRICT
2316 18
th
Street NW, HPA #13-473, concept/roof addition.

_______

Transcripts of Historic Preservation Review Board Meetings may be purchased from the court reporting
agency that covered this hearing Olender Reporting, Inc. (202) 898-1108,
www.olenderreporting.com,or info@OlenderReporting.com. Copies of individual staff reports that are
prepared in advance of the hearing are posted on our website at http://planning.dc.gov

MASTER PLAN DESIGN GUIDELINES
NOVEMBER 29, 2012
AUGUST 21, 2013 UPDATE
OCTOBER 22, 2013 UPDATE
OWNER
DISTRICT OF COLUMBIA
DEVELOPMENT TEAM
EYA
JAIR LYNCH DEVELOPMENT PARTNERS
TRAMMELL CROW COMPANY
PROJECT DIRECTOR
ANNE L. CORBETT
MASTER PLAN ARCHITECT
EE&K A PERKINS EASTMAN COMPANY
LANDSCAPE ARCHITECT
NELSON BYRD WOLTZ
HISTORIC PRESERVATION CONSULTANT
EHT TRACERIES, INC.
CIVIL ENGINEER
BOWMAN CONSULTING
STRUCTURAL ENGINEER
ROBERT SILMAN ASSOCIATES
TRAFFIC CONSULTANT
GOROVE / SLADE
LAND USE COUNSEL
HOLLAND & KNIGHT
BUILDING ARCHITECTS
EE&K A PERKINS EASTMAN COMPANY
LESSARD DESIGN
MV+A / DAVID JAMESON
SHALOM BARANES ASSOCIATES
Exhibit C
september 5, 2013 McMillan Design Guidelines 2
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NAME OF SECTION TABLE OF CONTENTS & PROJECT BACKGROUND
PROJECT BACKGROUND
SITE SIGNIFICANCE
Te site of the McMillan Slow Sand Filtration Plant
is signifcant to Washington, DC, as a unique historic
landmark and a major public asset. Te site occupies
a key location within the extended boundaries of the
City of Washington as envisioned in the McMillan
Commissions Plan of 1901, and it exemplifes the
infuence of the City Beautiful Movement on public
works at the turn of the twentieth century.
SITE HISTORY
Te McMillan Site is a 24.69-acre parcel that was once
part of the larger 92-acre McMillan Reservoir and
Filtration Plant complex. Te property is within the
McMillan Park Reservoir Historic Landmark, which was
listed in the District of Columbia Inventory of Historic
Sites in 1991.
Constructed between 1902 and 1905, the McMillan
Slow Sand Filtration Plant was the frst large-scale water
purifcation facility in Washington, DC. Although
utilitarian in purpose, the complex was designed to
be enjoyed by the public as a visual landmark, and its
various buildings and structures are consistent with the
ideals of the City Beautiful Movement.
Between 1907 and 1911, Frederick Law Olmsted, Jr.
was retained to develop a landscape design to transform
the larger reservoir and fltration plant site into a
public park, beautifying the grounds with plantings
and pedestrian paths. Open space for active recreation
was located adjacent to the reservoir, and a perimeter
pedestrian path was located on the site of the fltration
plant.
Te McMillan Site was enjoyed as a park until the
1940s, when it was permanently closed to the public
during World War II. Operation of the fltration
plant ended after the property was sold by the federal
government to the city in 1986.
Since the sale of the property, the McMillan Site has
been the subject of numerous studies and development
proposals. Community members, historians, landscape
architects, urban planners, engineers, and developers
have spent years studying the site and determining its
existing conditions and future potential.
SITE CONTEXT
Since the opening of the fltration plant in 1905,
the sites context has evolved to include various
neighborhoods, institutions, landscapes, and
infrastructure, but the site itself remains a distinct and
unique island within the city. As the city has grown
up around McMillan, the site has become increasingly
visible as a key convergence (or separator) of varied and
diverse communities.
Te dual role of the site as an individual landmark
and urban nexus has informed the master planning
approach for redevelopment.
MASTER PLAN
Te Master Plan for the McMillan Site culminates
years of study and community outreach. In 2006, the
District of Columbia issued a request for proposals with
the goal of attracting a developer to partner with the
city government in the creation and implementation
of a Master Plan. Vision McMillan Partners (VMP)
was selected to lead the efort and has since engaged
a team of design and planning professionals to work
with the community throughout the process. VMP has
coordinated with the McMillan Advisory Group* and
conducted a series of workshops and outreach activities
to ensure that plans for future use and redevelopment
embody the communitys vision for the property.
Te Master Plan seeks to balance economic
development with public beneft, historic preservation,
and community amenities. Te redevelopment will
incorporate residential, of ce, and retail uses and a
series of passive and active open spaces to support
diverse recreational programming. Te redevelopment
will not only enhance the life of existing and new
neighborhood residents, but also serve the various
medical and educational institutions that play
important roles in this area of the city.
Te Master Plan incorporates approximately two
million square feet of development and a holistic
preservation strategy that will protect and enhance
McMillan as a historically and culturally signifcant
landmark in the city.
* McMillan Advisory Group (MAG) is a group comprised of citizen
stakeholders, including members of civic associations, ANCs, and
other community leaders from Wards 1 and 5.
PROJECT BACKGROUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
ABOUT THE DESIGN GUIDELINES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1: PRESERVE THE SITE AS A DISTINCT LANDMARK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2: PRESERVE AND CELEBRATE THE SITES HISTORIC SIGNIFICANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3: PRESERVE, RESTORE, AND ADAPT THE SITES CHARACTERISTIC HISTORIC RESOURCES . . . . . . . . . . . . . . . . 6
4: CREATE A COHESIVE AND ACCESSIBLE URBAN COMMUNITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
5: DESIGN COMPLEMENTARY LANDSCAPE AND ARCHITECTURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Site aerial,circa 1930
september 5, 2013 3 McMillan Design Guidelines
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ABOUT THE DESIGN GUIDELINES
DESIGN GUIDELINES
Te opportunity is rare in our era to preserve and
enhance a unique urban place in our nations capital
and to return a long-neglected landmark to the
community. Te Design Guidelines will direct the
implementation of the Master Plan to ensure that this
efort fulflls the potential promised by this site.
Te Design Guidelines:
Provide a framework for design that refects
community and stakeholder feedback, which
was collected in a collaborative process
throughout the initial phases of the project.
Coordinate the design eforts of many
architects, landscape architects, and engineers
to produce a cohesive whole that is both
unifed and diverse.
Ensure that all design eforts refect and
enhance the history of this important site.
Provide clear strategies for creating a unique
place that will be beautiful, memorable,
urban, diverse, and inclusive.
Without being overly prescriptive about how the
built environment should look in terms of style, the
Design Guidelines provide strategies and direction for
preservation, architecture, landscape, and urban design
that will achieve a unifed wholea strong sense of
place at McMillan.
Tese guidelines are intended to help create an
urban place that will not only itself function as
a new community, but will also integrate with
its neighboring communities. Further, this new
community will enhance the city as a whole, providing
a highly visible example of creative reclamation of an
abandoned site.
What is now an inaccessible void in the heart of the
city will become a vital, interesting, and unique urban
place. Tese Design Guidelines will ensure that the
vision becomes reality.
MISSION
Vision McMillan Partners (VMP) is charged with the
following mission:
Preserve and enhance McMillans unique sense of place.
VISION
When complete, the 21st-century McMillan site will
be a cohesive and distinctive mixed-use neighborhood that
refects the sites unique aesthetic, character, and history
in its architecture and public space.
Te redeveloped McMillan site will be clearly
identifable inside and out while at the same time
connected to its surrounding neighborhoods.
Visitors and residents will be able to experience and
learn about the sites critical role in public health and
water fltration in the early 20th century. Tey will also
be able to engage in healthy activities via expansive
recreation opportunities, including a pool, splash
fountain, play felds, and places for exercise.
Tese Design Guidelines will guide the development
process toward fulflling the visioncreating an urban
place that gives new life to this landmark and extends
the legacy of the McMillan Sand Filtration Site.
OBJECTIVES
Five objectives form the foundation of the Design
Guidelines. Each objective is expanded with principles,
strategies, and precedents in the sections that follow.
McMillan Site,existingcondition
Sand washingprocess,archival drawing,date unknown
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DESIGN GUIDELINES
A. EXTERNAL EXPERIENCE
At street level, on foot, bicycle or in a vehicle, the viewer should acquire a sense of the
unique totality of the place, signaled by key distinguishing elements including preserved
historic structures, topography, plant material, lighting, and streetscape.
B. INTERNAL EXPERIENCE
Inside the site, the viewer should experience a consistent and unique environment
supported by the elements of the place: historic structures, new buildings, and
landscape features, as well as pathways, lighting, signage, streetscape, and public art. Te
environment should be cohesive yet diverse. Views through and from the site should be
preserved and enhanced, with special consideration for the view south to the Capitol.
C. THE PLINTH
Te constructed plain or plintha series of fat, grass-covered surfaces that cover the
roof structure of the underground flter bedsis a defning element of this landmark.
Te plinth should be memorialized in the site design to retain the unique sense of place
it created. Te site design should incorporate contiguous sections spanning the length
and/or width of the site at the 170-foot elevation of the historic plinth.
D. EDGES
Te sites perimeter should retain a clear and distinctive edge that visually communicates
a sense of the place as a whole and sets it apart from the surroundings. Te re-creation of
the Olmsted Walk and its associated landscape should clearly defne the perimeter. Te
constructed berms that currently edge the site, both positive (sloping up from the
street) and negative (sloping down from the street), should be conceptually integrated
and/or referenced in the new site design, without compromising pedestrian and
vehicular access, views, and public safety.
E. ENTRYWAYS
Major entrance points should welcome people arriving at the site. Tese entryways
should have a consistent and celebratory character, and should be scaled appropriately
for the site and immediate context. When entering the site through these entryways, a
sense of threshold and arrival at a unique place should be experienced.
F. STREETSCAPE
Streetscape is one of the most efective ways to create a cohesive urban environment.
Te streetscape at McMillan should set this place apart from its surroundings,
celebrating its unique character. Elements of streetscape design include: sidewalks,
crosswalks, and street paving; trees, tree boxes, and other bio-retention basins; street
lamps, furniture, and trash cans. Te design of these elements should be informed by
the sites historic conditions.
OBJECTIVE ONE
Preserve the site as a distinct landmark, creating a
cohesive built environment.
This objective addresses:
a. External Experience
b. Internal Experience
c. The Plinth
d. Edges
e. Entryways
f. Streetscape
Corner stair,existingcondition
Detail,Olmsted,Jr.plan,circa 1911
Perimeter path,circa 1946
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NAME OF SECTION DESIGN GUIDELINES
A. PEOPLE
Honor the landmarks association with Senator James McMillan and landscape architect
Frederick Law Olmsted, Jr.
B. PLACE
Tell the story of the McMillan Sand Filtration Site through interpretive programming.
Reveal and interpret the sites character, history, and function in the context of the citys
growth in the early twentieth century.
C. PURPOSE
Incorporate the theme of water throughout the site, considering the act of fltering water
and the role of sand in the process.
i. Create distinctive water elements throughout the site that can be actively and
passively experienced; and
ii. Create a state-of-the-art stormwater management system on site to capture,
retain, and reuse stormwater as extensively as possible, exposing the mechanics
of water fltration in the stormwater management system, and incorporating
bio-retention systems into the landscape design.
OBJECTIVE TWO
Preserve and celebrate the historic signicance of the site.
a. People
b. Place
c. Purpose
Sen.James McMillan
Overall site plan for reservoir and ltration plan,circa 1902
PRECEDENT:Paddington Reservoir Gardens,Sydney (Tonkin ZulaikhaGreer Architects)
Frederick Law Olmsted,Jr.
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DESIGN GUIDELINES
A. BUILT RESOURCES
Preserve and allow for future adaptive reuse of existing above- and below-ground
historic built resources. Ensure that the treatment of retained historic resources is
consistent with the Secretary of the Interiors Standards for the Treatment of Historic
Properties. Integrate these resources into the site design and program.
i. Retain below-ground spaces suf ciently sized to preserve the expansiveness and
distinctive repetitive structure of the flter beds. Where appropriate, associated
portals and entrance ramps should be retained as primary access points to
underground space.
ii. Preserve and adapt both service courts and the buildings within them.
iii. Manholes and manhole covers associated with preserved flter beds should be
preserved with any necessary modifcations for public safety. Manhole covers
associated with demolished flter beds should be adaptively reused on the site.
iv. Relocate and restore the historic McMillan Fountain in a publicly accessible,
highly visible location on the site.
B. LANDSCAPE RESOURCES
Integrate preservation and adaptive reuse of historic resources into the design of open
spaces.
i. Preserve the sites clear tripartite organization and trapezoidal footprint. Te site
design should use simple geometries that relate to the original site layout.
ii. Convey a sense of the unique man-made topography of the landmark. Physical
and/or interpretive evidence of the sites defning topographic features
(underground flter beds, service court level, raised plain/plinth) should be
provided at key locations.
iii. Recall aspects of Olmsted, Jr.s original landscape design in the landscape and
park design for the site.
1. Incorporate a perimeter pedestrian path that recreates or interprets the
historic Olmsted Walk.
2. Reconstruct corner stairs where appropriate.
3. Incorporate Olmsteds original planting lists in the landscape palette for
the site. Substitute native, pest-resistant, and/or drought-resistant species
where appropriate.
OBJECTIVE THREE
Preserve, restore, and adapt the sites characteristic
historic resources. Retain sufcient historic integrity of the
landmark to convey its signicance to the history of public
works, water purication, and landscape architecture.
a. Built Resources
b. Landscape Resources
Cornus forida
Flowering Dogwood
Franklinia alatamaha
Franklinia
Ulmus americana
Elm
Catalpa speciosa
Northern catalpa
Gymnocladus dioicus
Kentucky coffee tree
Fraxinus americana
WhiteAsh
Cercis canadensis
Eastern Redbud
Chionanthus virginicus
Fringe Tree
Perimeter walk and plinth, circa 1910
Select trees fromOlmsteds plan
Filter bed ramp,existingcondition Manhole opening,existingcondition
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NAME OF SECTION DESIGN GUIDELINES
OBJECTIVE FOUR
Create a cohesive and accessible urban community that
connects to the surrounding neighborhoods.
a. Permeability
b. Approachability
c. Walkability
d. Land Use & Building Massing
A. PERMEABILITY
Increase access to and permeability of the site by adding through streets and paths.
B. APPROACHABILITY
Use edges, streetscape, and public spaces to form a distinct and memorable place that is
inviting, not walled-of or exclusive, in character.
C. WALKABILITY
Develop a superior pedestrian environment with public parks and open spaces, great
streets with retail, a grocery store, and restaurants, and access to multiple transit modes.
D. LAND USE & BUILDING MASSING
Select and locate land uses to promote an economically thriving, diverse, and safe mixed-
use urban community. Relate building massing to the surrounding neighborhoods.
PRECEDENT:City Garden,St.Louis (Nelson Byrd Woltz)
PRECEDENT:Thrivingmixed-use streets,Washington,DC
PRECEDENT:City Garden,St.Louis (Nelson Byrd Woltz)
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DESIGN GUIDELINES
A. RESPECT FOR HISTORIC ELEMENTS
Give historic resources pride of place through respectful and compatible new landscape
and architecture.
i. Te service courts comprise the iconic urban framework of the site. All new
landscape and architecture adjacent to the service courts should reinforce their
role as character-defning urban corridors.
ii. Te cylindrical sand storage bins are the iconic above-ground structures of the
site. Te forms, proportions, materials, and colors of new buildings should be
distinct from but complementary to the sand storage bins.
iii. Te regulator houses and flter bed portals, characterized by their human scale,
varied materials, and fne architectural details, contrast with and complement the
monolithic sand storage bins. New architecture on the ground/base levels facing
the service courts should likewise relate to the human scale and provide visual
contrast with the sand bins.
iv. Restored, adapted, or recreated flter beds should retain and enhance the unique
spatial character and repetitive structure of the below-grade cells.
B. COHESION
Create a sense of cohesion in the design of landscape and architecture.
i. New landscape and architecture should be additions that enhance the landmark.
As such, they should reference the sites history and heighten the experience of
the site.
ii. Landscape and architecture should reinforce the sites unifed identity along the
perimeter.
iii. Landscape and architecture should employ a consistent and limited palette
of forms, geometries, rhythms, materials, and colors that relates to the sites
historic resources.
a. Paving patterns, materials, and colors, lighting, street furniture, and other
streetscape elements should reference and, where appropriate, replicate the
historic site palette. Clear visual distinction should be made between
restored/recreated historic elements (service courts, the Olmsted walk,
corner stairs) and new elements (gardens, parks, open spaces, paths, and
streets that did not exist in the original plan).
b. Overall building forms and geometries should be rational and straightforward
to refect the sites logical organization and the historic structures
formal simplicity. Pronounced eaves, gables, cornices, and other similar
projecting architectural features are discouraged. However, systematic
layering and variation of faade elements is appropriate and encouraged.
C. WATER & HEALTH
Where appropriate, incorporate the theme of water capture and fltration in new
buildings, as functional and/or aesthetic design elements.
D. INDUSTRY
Integrate materials that recall the industrial nature of historic resources on the site.
E. REPURPOSING FOUND MATERIALS
Integrate materials found on site or resulting from demolition into new components of
the landscape and architecture.
OBJECTIVE FIVE
Design landscape and architecture that reinforces
McMillans unique sense of place and complements
historic resources.
a. Respect for Historic Elements
b. Cohesion
c. Water & Health
d. Industry
e. Repurposing Found Materials
Grids,existing
Material and color palette,existing
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ARCHITECTURAL COHESION
B. INFLUENTIAL IMAGES
Tese images served as sources of design ideas for the
McMillan architectural cohesion guidelinesl.
i. Massing sis imple and aligned with property
lines
ii. Simple charcoal & white color palette
iii. Generally solid walls with vertical punched
openings
iv. Row houses are composed as single
building elevations
C. COLOR PALETTE
A. COHESION GUIDELINES
Tere are four architectural types that make up the McMillan project. A public community
center, row houses, mixed use medical of ce buildings, and mixed use multi-family
buildings. It is a stated goal to have all these building types look like they belong together,
while at the same time keeping the project in total looking like a place apart from the rest
of the city. Te buildings need to both look right together and to draw a distinct diference
with the architecture that surrounds them - to keep McMillan looking like the unique and
special precinct it has always been.
i. Tere must be a unifed palette that all the buildings adhere to
ii. Te materials used by the architects will express a sense of both the raw qualities
found in the sand bins and fltration beds with the refned qualities found in the
regulator house.
iii. Te color and orientation of the building fenestraion will be similar. Dark frames
oriented vertically is strongly suggested.
iv. All buildings will employ simple geometries and massing strategies.
v. Te row houses will be composed as single facades along the length of each grouping.
vi. Te North Service Court will have the following guidelines that are specifc to it:
a. Each building will have a podium expressed similarly to the other
buildings that will employ a concrete color that recalls the historic North
Service Court wall.
b. Each building will set back of this podium between 15 and 30 feet, and
have a usable terrace level. Plantings overhanging this wall are encouraged.
c. Te podium will have a canted wall as the original service court wall
employed. A superfcial pattern recalling the silos is also encouraged.
d. Storefronts design guidelines will be provided in the following section.
Primary Building Color
Fenestration, railings and
secondary building color
Highlights, small elements
and tertiary building color
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STOREFRONT DESIGN GUIDELINES
A. INTRODUCTION
To ensure these conditions are met, a balance must be struck between the potentially
competing interests.
i. Te need to express individual retail identities with the over-arching need to
preserve the sense of McMillans identity and expression along the North Service
Court as a singular place.
ii. Tere will be a common spatial and material expression on both the north and
south sides of the street as well as guidelines for contrasting with those rules to
meet these ends.
B. COLOR (specifics TBD with a color consultant)
i. Te Zero Plane will match material, material expression and color on
both sides of the street. Te color should be derived from the existing color
palette of the McMillan site
ii. Fenestration color Dark charcoal frames, bay windows, storefronts, etc.
are encouraged, though a fair amount of design freedom shall be allowed in
selecting the colors for storefront fenestration. A wide ranging palette will be
suggested by the color consultant - specifcs TBD
iii. Canopy colors shall be selected from the color consultants palette
iv. Balconies, railings, etc shall be dark charcoal - Specifcs TBD
v. All color and material samples will be submitted to EEK for approval to ensure
cohesion across all building types.
C. THE ZERO PLANE
Te Zero Plane is defned as the vertical surface that defnes the edges of the North Service
Court, and acts as the wall of the building base, defned in the general guidelines as being
from 18-20 in height. Storefronts can ft within an opening in the the base, stand out from
the base, and in some instances span above an opening in the base.

i. Te zero plane must be legible on all sides of a given storefront
ii. Storefronts shall always leave a minimum of 3 of zero plane above the
storefront so it reads across the top of all retail bays up and down the NSC.
iii. Te storefronts may be confned to a single punched opening with the lines of
structure reading on either side, or may extend in front of structural bays to
make varying sizes of frontage, and allowing more freedom to the storefront
designer
iv. Storefronts may stand out from the zero plane up to 30.
v. Storefronts may carve away from the zero plane to a desired depth, however
some portion of the storefront must be fush with, or stand out from, the zero
plane.
In addition to the creation of a vibrant and vital retail
environment, the storefronts along the North Service
Corridor need to satisfy two very important conditions:
The respectful preservation of the Genus Loci and sense of
place that the McMillan site has today
The preservation of the identity of the rst and future
retail tenants to locate along the North Service Court.
5
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Tea Shop
TEA SHOP
TEA SHOP
Tea Shop
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10-15
C
3 Minimum
L
10-15
3 Minimum
18-20 to top of Zero Plane
10 Min
6 Max
2 Min
D. MASSING GUIDELINES
Te storefronts along the North Service Court will adhere to these general massing
guidelines:
i. No storefront will be entirely suppressed into the mass of the Zero Plane - some part
of the storefront must at least be fush with this plane.
ii. Te protrusion of the storefront shall be between 0 and 30 in depth
iii. All storefront protrusions will be between 10 and 15 in height. Spanning above
opening is also allowed.
iv. Flush or recessed transoms, doors or louvers are allowed
v. Te Zero Plane will be between 18 and 20 in height, and must never be less than
4 along the top of the storefronts
vi. Teir need be no relationship between the structure of the building and the glass of
the storefront; there may be if one is desired
E. SIGNAGE GUIDELINES
Signage will conform to these general guidelines and ft within the ranges in the graphic
provided:
i. Signs may be placed on the glass of the storefront, the door, or the transom
ii. Signs may be placed on a canopy, attached as pin letters or painted on the Zero
Plane
iii. Metal or wood blade signs may be used
iv. Lights may be used within their designated zone
v. Plastic back-lit signs are not allowed, large three dimensional objects are discouraged
Graphic Signage and Zero Plane Guidelines
Possible storefront congurations
Possible storefront congurations
February 6, 2014 McMillan Stage One PUD Application 10
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PARCELS & STREET DIMENSIONS
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North Capital St
One Quarter St, NW
Half St, NW
Three Quarters St, NW
First St, NW
7
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SCALE
0 50 100
*All dimensions are nominal, and for illustrative purposes
only. Please see civil engineering drawings for all specifics.
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PARCELS & STREET DIMENSIONS
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North Capital St
One Quarter St, NW
Half St, NW
Three Quarters St, NW
First St, NW
7
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SCALE
0 50 100
*All dimensions are nominal, and for illustrative purposes
only. Please see civil engineering drawings for all specifics.
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The public art program will distinguish McMillan as a unique destination, while referencing the
important history of the site and reflecting the character of the surrounding community. Building
public art into the redevelopment plan demonstrates Vision McMillans commitment to the
community, as well as to the importance of creative place-making. McMillans public art program
will strategically incorporate art installations that enhance the sites community assets to be enjoyed
by the public.

Public art will be incorporated into the overall lighting and landscape plan, with consideration
for the sites historical features and highlighting the importance of water, movement, recycled
materials and scale. The public art plan will allow the historic architectural features and the
natural landscape with its tree-lined perimeter to shine. Character-defining elements will serve as
themes for the public artworks. Similarly, certain existing elements such as the sand storage bins
and regulator house will be developed with a public art objective.

The sites unique, historic character offers inspiration for public art themes including repetition
and grids, the simple geometry of the cylindrical sand storage bins, cubic brick regulator houses
and pyramidal concrete washers. These key concepts will inform the selection and development
process for public art on the site. Similarly, the public art team will consider potential synergies
with the external viewpoints that connect neighborhood landmarks and points of city pride (i.e.
Washington Monument; Basilica; Howard Universitys Clock Tower).

In addition, the sites functional elements such as manhole covers, benches, pavers, and playground
equipment, provide opportunities to include artists in the design, and in some cases, the fabrication
of these objects. The public art program will be closely coordinated with the projects design team
to insure a cohesive approach that compliments the sites architecture and landscape.

Public art will be integrated into the site in thoughtful, innovative ways that define space, create a
holistic art environment and make a strong aesthetic statement. The public art program will also
draw attention to overlooked spaces, integrate artwork into the natural and built environment and
evoke movement, whimsy, and character.
MCMILLAN PUBLIC ART
February 14, 2014 67 McMillan Stage One PUD Application
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MCMILLAN PUBLIC ART
Create a holistic, integrated art
environment that makes a strong
aesthetic statement
Activate space and functionality
Use public art to create an
experience that references the
historical significance of McMillan
through content and/or materials
Highlight locations in innovative or
unconventional ways
Enliven gathering locations where
people could gravitate to and
explore
Consider potential synergies
with the external viewpoints
that connect to neighborhood
landmarks and points of city pride
(i.e. Washington Monument;
Basilica; Howard Universitys Clock
Tower)
Design artworks to be distinctive
yet complimentary to both the
historical assets and the new
developments at McMillan
Consider key material features
such as filter bed sand, iron
in reference to the ironwork
on portals and on manhole
covers and other materials used
throughout site: concrete, brick,
clay, tile, wood and metal
GOALS
Defining Place: Creating artist-
designed gathering places
Reusing & Recycling
Materials: Artists using historic
and functional references by
reusing materials
Dynamic Platforms for
Contemporary Art: Creating
spaces for rotating art installations
Integrated Streetscape
Design: Functional design
elements envisioned by artists
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MCMILLAN PUBLIC ART
Discovering art in unexpected places...
water
sand
earth
concrete
...incorporating historic elements...
...drawing attention to overlooked
spaces
KEY ELEMENTS
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MCMILLAN PUBLIC ART
A. MAIN GATEWAY
B. GATEWAY 2
C. GATEWAY 3 (STAIRS)
D. GATEWAY 4
E. COMMUNITY CENTER
F. REGULATOR HOUSE
G. MANHOLE COVERS (CELL 14)
H. SAND STORAGE BINS/SILOS
I. STATIONARY SAND WASHER
J. PAVERS
K. BENCHES/SEATING
L. PLINTH AND/OR SCULPTURAL
WORKS
M. WATER INTEGRATED WORK INTO
DRAIN/ BASIN INFRASTRUCTURE
N. HEALING GARDENS
O. OLMSTED UNDERPASS AND
PEDESTRIAN AREA
NOTE: LOCATION OF ARTIST
DESIGNED APVERS (J) AND BENCHES/
SEATING (K) PENDING FURTHER
LANDSCAPE INPUT
OPPORTUNITIES FOR
ARTISTIC INTERVENTION
Integrate artist-designed natural elements into main entrance
to highlight sectional theme of site
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MCMILLAN PUBLIC ART
Adaptive re-use of regulator houses as food & art projects
Artist-designed manhole covers: potential for collaboration with DC public schools and local artists, honoring of local art movements such as the DC Color School and light
integration
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MCMILLAN PUBLIC ART
The Sand Filtration Silos will be highlighted by light, projections, murals, and other creative elements
Themes of health and water are critical to the historical and present-day identity of McMillan. Projections can create dynamic murals of light that reinterpret these themes to extract a
more modern and holistic understanding of the site and place
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MCMILLAN PUBLIC ART
Community Center and Olmsted Underpass activation can be achieved through sculpture, technology, lighting, and interactive themes
Streetscape elements can include artist-designed pavers, playground equipment, and benches
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MCMILLAN PUBLIC ART
Recycled materials on site can be reinterpreted into sculptures
Kinetic sculptures can be employed to create dynamic experiences
Healing Garden activation can be achieved through integrated works
PHASING PLAN
2014 2015 2016 2017 2018
INFRASTRUCTURE
PUBLIC AMENITIES
ROWHOUSES
HEALTHCARE
DELIVERY SCHEDULE
MIXED USE / MF
Start
Delivery
Delivery
Delivery
Delivery
Delivery
Start
Start
Start
Start
Future
Phase 2
Future
Phase 2
Future
Phase 2
DC Water Control
until 2022
PROPOSED AREA EFFECTIVE AREA
PROPOSED BUILDING
FOOTPRINT AREA
MAXIMUM BUILDABLE
AREA
PROPOSED BUILDING
FOOTPRINT
EFFECTIVE BUILDING
FOOTPRINT
MAXIMUM BUILDING
HEIGHT
PROPOSED BUILDING HEIGHT
SF SF SF % % % FT FT
OFFICE 860,000 MAX 4.01 5.42
RETAIL 15,000 MIN 0.07 0.09
FUTURE RETAIL 23,250 MIN 4.0 - NON-RESIDENTIAL 0.35
FUTURE RESIDENTIAL 311,700 MAX 8.0 RESIDENTIAL / MAX 4.65
FUTURE RETAIL 3,000 MIN 0.09
FUTURE OFFICE 170,000 MAX 5.10
RETAIL 100% 55% 52,920 MIN 4.0 NON-RESIDENTIAL 0.55
RESIDENTIAL 75% 18% 255,230 MAX 8.0 RESIDENTIAL / MAX 2.66
PARCEL 5 **
(RESIDENTIAL)
251,281 RESIDENTIAL 87,446 75% 35% 8.0 RESIDENTIAL / MAX 1.42 110 42 4
PARK/ HISTORIC STRUCURES
/COMMUNITY CENTER
16,300 0.07 26 2
SAND BIN - RETAIL 1,800 0.01 EX HISTORIC STRUCTURES EX HISTORIC STRUCTURES
PUBLIC SPACE
/ HISTORIC STRUCTURES
4,500 0.05
SAND BIN - RETAIL 1,800 0.02
Total 1,075,356 353,846 2,069,900 2,071,700
110 8
PARCEL 6
(PARK/COM CTR)
328,059 4.0 NON-RESIDENTIAL 110
8
PARCEL 2
(FUTURE)
66,989
4.0 NON-RESIDENTIAL
100%
20%
66%
N/A
PROPOSED SITE TABULATIONS
AREA NAME
PROPOSED
USE
GROSS FLOOR AREA PERMITTED FAR
(PUD GUIDELINES)
PROPOSED FAR
AGGREGATE ZONING GROSS
FLOOR AREA
MAXIMUM
AGGREGATE FAR PER
ZONING DISTRICT
PROPOSED
AGGREGATE FAR PER
ZONING DISTRICT
MAXIMUM BUILDING
STORIES
PROPOSED BUILDING STORIES
SF
EFFECTIVE FAR * PROPOSED ZONING
SF
PARCEL 1
(MOB)
8.0 4.08 130 130 214,555 158,547 115,800 73% 100% 54% 8.0 MAX 875,000 MAX C-3-C
N/A N/A
6
20,500 100% 173,000 MAX 110 110
78 308,150
6%
110
2.62
MAX
PARCEL 7 85,177 7%
PARCEL 4
(GROCERY/RESID)
100%
CR
PARCEL 3
(FUTURE)
33,311
43,900
95,984 69,900
356,800
EX HISTORIC STRUCTURES
EX HISTORIC
STRUCTURES
4,500
1,800
4.0 NON-RESIDENTIAL 6,300
NO LIMIT
22,000
1,800
110
356,800
8.0
0.07
10
0.07 110
23,800
334,950 MAX
Land Use Type
Gross Floor Area
sf
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Medical Office 860,000 953 1,650
- 4 - Berths 4 - Berths
- 3 - Platforms 3 - Platforms
Retail 15,000 16 17
Loading - - (Shared with Office)
Accessible - 27 61
Land Use Type
Gross Floor Area - sf
/ Unit
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Retail 23,250 27 95
Residential 258 86 218
- 3 - Berths (Shared with Retail)
- 1 - Platform (Shared with Retail)
Accessible - 8 8
Land Use Type
/ Unit
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Retail 3,000 0 0
Loading - - -
Office 170,000 187 194
Accessible - 6 6
Land Use Type
/ Unit
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Grocery 52,920 67 160
Residential 278 93 179
- 1 - Platform 1 - Platform
Accessible - 8 8
Land Use Type Unit
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
208 (Garaged)
116 (Garaged Optional)
Land Use Type
/ Public Space
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Community Center 17,500 9 21
Loading - - 1 - Loading Space
Accessible - 1 1
Land Use Type Public Space
Required Parking /
Loading Spaces
Proposed Parking /
Loading Spaces
Public Space - - -
Accessible - - -
Existing Parking
Spaces
Required Loading
Spaces
Proposed Loading
Spaces*
Required Accessible
Parking
Proposed Accessible
Parking
Required Parking
Spaces
Proposed Parking
Spaces
84 18 16 50 76 1,437 2,742
* 3 Shared Spaces *+116 Optional Spaces
Loading
Loading
(1) Loading Platform At 100 sf, (1) Loading Platform at 200 sf
(1) Loading Platform At 200 sf
Loading
(1) Platform At 200 sf
Loading
(2) Loading Platforms At 100 sf
Zone C-3-C
Loading
Loading
1 Space per (3) Dwelling Units
(1) Loading berths At 55' Deep, (1) Loading Space at 20' Deep
301-400 Total Spaces: 8 Spaces
1,001 Total Spaces and Over: 20 Spaces, Plus 1 Space for Each 100 Spaces over 1,000 Spaces
None Required Per 2201.2 (GFA < 10% of Total GFA)
Parking Requirement
0 Space for 1st 3,000 sf, & 1 Space Per 750 sf of Gross Floor Area in Excess of 3,000 sf
Parking Tabulations
0 Spaces for 1st 3,000 sf, & 1 Space Per 750 sf of Gross Floor Area in Excess of 3,000 sf
Existing On-Street Parking in Public Right-of-Way
Street Name
Required Parking / Proposed Parking
Parcel 1 (MOB)
Parking Requirement
0 Space For 1st 2,000 sf, & 1 Space Per 900 sf of Gross Floor Area in Excess of 2,000 sf
84
Michigan Avenue
1st Street
N. Capitol Street
Total Existing On-Street Parking
Number of Spaces
0
51
33
0
Channing Street
146 146 1 Space per Dwelling Unit
Zone CR
1-25 Total Spaces: 1 Space
Parcel 5 (Residential)
Not Required, Less then 5,000 sf
Zone CR
Total
Parking Requirement
Parcel 6 (On-Street Parking)
Parking Requirement
0 Total Spaces: 0 Spaces
1 Space per 2,000 sf of Building and Use
Parcel 7 (On-Street Parking)
Parking Requirement
No Requirement
Not Required, Less then 30,000 sf GFA
Zone CR
Residential
Parcel 2 (Future Residential / Retail)
Zone CR
Zone CR
Zone CR
1 Space per (3) Dwelling Units
Parcel 3 (Future Office / Retail)
Parcel 4 (Grocery / Residential)
Parking Requirement
(1) Loading berth at 30' Deep, (1) Loading berth at 55' Deep, (1) Loading Space at 20' Deep
(1) Loading berth at 55' Deep, (1) Loading Space at 20' Deep
Parking Requirement
(0 Spaces For 1st 2,000 sf, & 1 Space Per 1,800 sf of Gross Floor Area in Excess of 2,000 sf)*2
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SITE AREA
PARCEL 214,555
CELL#14 (36,879)
HALF STREETR.O.W. (16,082)
1stSTREETSETBACK (3,047)
EFFECTIVETOTAL 158,547
STREET WIDTHS
NORTH CAPITOL STREET 130FT USEDFORHEIGHT ACT COMPLIANCE PURPOSES
MICHIGAN AVENUE, NW 90 FT
FIRSTSTREET,NW 90 FT USEDFORMEASURING POINT PURPOSES
PERMITTED/REQUIRED
BUILDING HEIGHT (2405.1) 130'
4.08 ACTUAL
1
FLOORAREARATIO(2405.2) 8.0 5.52 EFFECTIVE
2
GROSSFLOORAREA
MEDICALOFFICE 1,716,440 860,000 MAX
RETAIL 1,716,440 15,000 MIN
TOTAL 1,716,440 875,000 MAX
54% ACTUAL
1
LOT OCCUPANCY(772.1) 100% 73% EFFECTIVE
2
REARYARD(774) 2.5INPERFTOFBUILDINGHEIGHT = 27'1"MIN
ROOFSTRUCTURE(411)
AREA 0.37FARMAX
HEIGHT 18'6"MAX
SETBACK 1:1 MIN
PARKING(2101)
MEDICALOFFICE INEXCESSOF2,000 SF,1PER900SF= 954SPACES
RETAIL INEXCESSOF3,000 SF,1PER750SF= 16SPACES
TOTAL 970 SPACES
LOADING(2201)
OFFICE
12' x 30'BERTH/100SFPLATFORMS 3
10' x 20'SERVICE/DELIVERYSPACE 1
RETAIL
12' x 30'BERTH/100SFPLATFORMS 0
5
TOTAL
12' x 30'BERTHS 3
10' x 20'SERVICE/DELIVERYSPACE 1
2. EFFECTIVEEXCLUDESCELL#14AND THEHALF STREETR.O.W.INTHECALCULATION
3. Gross floorarea of groundlevel iscalculatedusingperimeter method.
ZONINGTABULATIONS
0.37FARMAX
18'6"MAX
5. BECAUSE MEDICALOFFICEUSE OCCUPIES MORE THAN90%OFTHEGROSSFLOORAREAAND CELLARFLOORAREA, RETAIL LOADINGISN'T REQUIRED (2201.2)
1. ACTUAL FARINCLUDESTHEENTIRE ZONINGRECORDLOTINTHECALCULATION
4. AS ATHROUGH LOT,THEREARYARD IS MEASURED FROMTHECENTERLINE OFNORTH CAPITOL STREET(774.11).
C3C w/PUD GUIDELINES
PROVIDED
130'
27'1"MIN
4
4
1:1 MIN
1,900 MAX
Vision McMillan
NOTES:
1. Actual FAR includes the entire zoning
parcel in the calculation.
2. Effective FAR excludes cell #14, 1st
Street Setback and the Half Street R.O.W.
In the calculation.
3. Gross foor area of ground level is
calculated using perimeter method.
4. As a through lot, the rear yard is
measured from the center line of North
Capitol Street (774.11).
5. Because medical offce use occupies
more than 90% of the gross foor area
and cellar foor area, retail loading isnt
required (2201.2).
NUMBEROFSPACES(2101) LEVEL STANDARD COMPACT ACCESSIBLE
MEDICALOFFICE(SFMAX.) 860,000 IN EXCESSOF2,000 SF,1PER900SF= 954 SPACES G 139 11 14
RETAIL (SFMIN.) 15,000 IN EXCESSOF3,000 SF,1PER750SF= 16 SPACES P1 249 82 47
P2 302 49 0
P3 342 64 0
P4 352 77 0
TOTAL 1,384 283 61
TOTAL 970 SPACES(MIN.) 1,900 SPACES(MAX.) REQUESTED
SIZEOFSPACES(2115)
STANDARD
COMPACT
VAN
NOTES:
9' x 19', WITH 7'2"MINIMUMCLEARANCE
1. Interiorplanlayoutsare conceptualandshownforillustrativepurposes.Thefinal
layoutsmayvary.
2. Numberof compactspaces isapproximate,upto 40%of parkingmaybecompact
spaces.
PARKINGTABULATIONS
PERMITTED/REQUIRED PROVIDED
3. Bicycleparkingspaces shallbeprovidedatleastequalto fivepercent(5%) of the
numberof automobileparkingspaces required forofficeuse.
4. Driveaisleswillbe20feet minimuminareas described inDCMR11.2117.5.
5. Theprovidedparkingspacecountmaybereduced, butnotbelowtherequired
minimum.
PARKING TABULATIONS
N
PARCEL 1 AREA DIAGRAMS
MICHIGAN AVE.
1
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MICHIGAN AVE.
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ZONING TABULATIONS
McMillan Stage One PUD Application 2
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Zoning Tabulations
november 13, 2013
Site Area
Site Area 95,984 sf
Minus Internal Streets / Easements (32,006 sf)
Effective Total 71,909 sf
Street Widths
North Capitol Street 130 Ft - used for height act compliance purposes
Evarts Street, NW 50 ft (private)
Quarter Street, NW 52 ft (private)
North Service Court, NW 117 ft (private)
CR PUD Guidelines
Permitted/Required Provided
Building Height (2405.1) 110 77
Floor Area Ratio (2405.2) 8.0 Residential
4.0 Non-residential
8.0 Total
2.66 Residential actual
3.55 Residential effective
0.55 Non-residential actual
0.74 Non-residential effective
3.21 Total actual
4.29 Total effective
Gross Floor Area
Residential
Retail (Grocery Store)
Total
490,350
-
490,350
255,230
52,920
308,150
Lot Occupancy (772.1) 100% non-residential
75% residential
Non-residential: 72% (69,625/95,984) actual
97% (69,625/71,909) effective
Residential: 53% (51,046/95,984) actual
71% (51,046/71,909) effective
Roof Structure (411)
Area
Height
Setback
0.37 FAR max
18-6 max
1:1 min
0.37 FAR max
18-6 max
Relief Requested
Notes
1. (411.4) Permitted to provide multiple penthouses when multiple elevator or stair cores extend to roof.
2. (411.17) All other screens and walls are less than four feet above parapet.
3. (770.6) Housing for mechanical equipment shall be set back from all exterior walls a distance at least equal to its heigh above the roof
upon which it is located.
Parking & Loading Tabulations
Parcel 4
Land Use Type Parking or Loading Requirement Gross
Floor Area
/ Unit
Required Proposed
Retail 1 Space for 1st 3,000 sf, & 1 Space Per 750 sf of
Gross Floor Area in Excess of 3,000 sf
52,920 68 160
Loading (1) Loading Berth at 30 Deep with (1) platform @
100sf, (1) Loading Berth at 55 Deep with (1) Platform
at 200 sf, (1) Loading Space at 20 Deep
- 2 Berths with
required
platforms
1 Loading
space
(2) 73-6 berths
with (2) 200 sf
platforms
(1) 20 Loading
space
Residential 1 Space per (3) Dwelling Units 278 93 178
Loading (1) Loading Berth at 55 Deep with (1) Platform at 200
sf, (1) Loading Space at 20 Deep
- 1 Berth with
required
platform
1 Loading
space
(1) 40 berth with
200 sf platform
(1) 20 Loading
space
Accessible 401-500 Total Spaces: 9 Spaces - 9 9
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Parking Plans
Grocery
Residential
Parking/
Loading/MEP
Note:
Standard Spaces:
(Unmarked)
9 x 19
Compact Spaces:
(Marked with C)
8 x 16
Accessible Spaces
(Marked with Accessible
Symbol)
9x 19 Not including
accessible aisle.
Line of Building Above Line of Building Above
P1 PLAN RETAIL PARKING P2 PLAN RESIDENTIAL PARKING
Senior Affordable
Residential
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Street Level Plan
Grocery
Residential
Parking/
Loading/MEP
Retail doors to be
coordinated with
future tenant
STREET LEVEL PLAN
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Residential Level Plans
LEVEL 2 PLAN LEVELS 36 PLAN
Residential
Parking/
Loading/MEP
Senior Affordable
Residential
Line of parking below Line of parking below
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Roof Plan
ROOF PLAN
Residential
Parking/
Loading/MEP
Senior Affordable
Residential
Line of parking below
Elevator over-run
less than 4-0 above
parapet height
February 18, 2014 McMillan Stage Two PUD Application 1
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NAME OF SECTION SITE USE PLAN
KEY
ROW HOUSE 130 UNITS
DENOTES IZ UNIT 18 UNITS
BACK TO BACK 16 UNITS
ENTIRE SITE
SITE USE PLAN BY TYPES
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NAME OF SECTION SITE USE PLAN
ROW HOUSE PORTION OF SITE
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NAME OF SECTION
ROW HOUSE A UNIT (14 WIDE)
FIRST FLOOR SECOND FLOOR THIRD FLOOR FOURTH FLOOR
FLOOR PLANS
SCALE: 1/8 = 1-0
0 4 8
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NAME OF SECTION
ROW HOUSE B UNIT (16 WIDE)
FOURTH FLOOR
FLOOR PLANS
THIRD FLOOR SECOND FLOOR
FIRST FLOOR
SCALE: 1/8 = 1-0
0 4 8
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ROW HOUSE C UNIT (18 WIDE)
FLOOR PLANS
SCALE: 1/8 = 1-0
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ROW HOUSE D UNIT (CORNER/20 WIDE)
FLOOR PLANS
SCALE: 1/8 = 1-0
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STREET ELEVATION AA: HALF STREET EAST SIDE ELEVATION
BUILDING
BUILDING BUILDING
BUILDING KEY PLAN
BUILDING
BEYOND
STREET ELEVATION BB: QUARTER STREET WEST SIDE ELEVATION
B
C
A A A A B B B B
C C C C
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ELEVATIONS
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SCALE: 1/16 = 1-0
0 8 16
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NAME OF SECTION
BUILDING BUILDING
BUILDING
A C
ELEVATIONS
F
SCALE: 1/16 = 1-0
0 8 16
BUILDING
BEYOND
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NAME OF SECTION
STREET ELEVATION EE: NORTH CAPITOL STREET EAST SIDE ELEVATION
STREET ELEVATION CC: SOUTH SERVICE COURT NORTH SIDE ELEVATION
G
BUILDING
BUILDING
C
BUILDING KEY PLAN
A A A A B B B B
C C C C
E E E F F F
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ELEVATIONS
CC FF
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SCALE: 1/16 = 1-0
0 8 16
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NAME OF SECTION
STREET ELEVATION FF: SOUTH SERVICE COURT NORTH SIDE ELEVATION STREET ELEVATION GG: EVARTS STREET SOUTH SIDE ELEVATION
STREET ELEVATION DD: EVARTS STREET SOUTH SIDE ELEVATION
G G
BUILDING BUILDING
BUILDING BUILDING B A
ELEVATIONS
SCALE: 1/16 = 1-0
0 8 16
BUILDING
BEYOND
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NAME OF SECTION SITE SECTIONS
SITE SECTION HH: FROM NORTH CAPITOL STREET TO HALF STREET
BUILDING KEY PLAN
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NAME OF SECTION SITE SECTIONS
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NAME OF SECTION DETAILS & MATERIALS
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A. DETAIL
A.
B. DETAIL
WHITESTONE BRICK WITH WHITE MORTAR
MANGANESE IRONSPOT SMOOTH BRICK
WITH WHITE MORTAR
CHARCOAL GREY PANEL
CHARCOAL GREY (ZINC) METAL SIDING WITH
CONCEALED FASTENERS
STAINED WOOD CANOPY WITH WIRE
TIEBACKS
BLACK (ALUMINUM) METAL HANDRAILS
CLEAR GLASS WITH LOW-E COATING;
CHARCOAL GREY WINDOW TRIM
CHARCOAL GREY METAL WRAPPED DOOR
WITH CLEAR GLASS WITH LOW-E COATING
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NAME OF SECTION DETAILS & MATERIALS
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B. C.
C. DETAIL
BLOCKS DESIGNED IN SYMMETRICALLY BALANCED
LAYOUT
PLINTH SET-UP BY CANOPIES AND BAYS
SINGLE, PUNCHED WINDOW WHERE PLACED WITHIN
BRICK
SERIES OF WINDOWS WHERE PLACED ON BAY OR
PANEL
PANEL, CANTILEVERING TWO-STORY BAY
BRICK, TWO-STORY BAY WITHIN BLOCK INTERIOR
SINGLE OR GROUPED WOOD CANOPY DEPENDING
BUILDING LOCATION
LOFT LEVEL SETBACK FROM THIRD-STORY PARAPET
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B. DETAIL
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ZONING TABULATION
MCMILLAN COMMUNITY CENTER
Site Area
9 sf 5 0 , 8 2 3 6 l e c r a P
Street Widths
South Service Court, N (Private) W 98
62
130 t e e r t S l o t i p a C h t r o N
90 W N , t e e r t S t s r i F
Channing Street, NW
NOTES
FAR Calculated with area within red boundary, called
Parcel 6.
FAR Calculated including ROW in the South Service Court
Side yard distance given is to the North Captiol Street
parcel boundary
Rear yard distance given is to the Channing Street parcel
boundary
CR w/ PUD Guidelines
Permitted/Required Provided
Building Height 110 26
1
Floor Area Ratio 4.0 (non-residential) 0.05
Gross Floor Area 1,312,236 sf 17,500 sf
Lot Occupancy 75% 4%
Rear Yard none required for non-residential
building
215
Side Yard none required; if provided, 3in/ft
of height, but not less than 8 ft
188
Parking 1 per 2000 sqft or 9 spaces 21 parking spaces in South Service
Court parkway
Loading None required for buildings
< 30,000sqft
Dedicated loading space along South
Service Court
1
Where a building is removed from all lot lines by a distance equal to its height above grade, the
height of the building shall be measured from the natural grade at the middle of the front of the
building to the highest point of the roof, excluding parapets not exceeding four feet in height.
Natural grade of the McMillan site has not yet been determined. Building height is measured at
elevation +165.00 ft at the South Service Court at the front of the building.
+165.00 MP
+26.00 above MP
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8

McMillan Redevelopment
Fiscal & Economic Impact Analysis:
Revised Program

Vision McMillan Partners| June 2011

Exhibit E

231 Van Buren Street NW
Washington, DC 20012
O 202.234.0726 C 202.230.4041
www.greendooradvisors.com
Executive Summary

Project Overview
Green Door Advisors (GDA) was retained by Vision McMillan Partners (VMP) to conduct a fiscal and
economic impact analysis of the proposed redevelopment of the historic McMillan Reservoir. Vision
McMillan Partners is a joint venture development team including Trammell Crow Company (TCC), Jair
Lynch Companies, and EYA. The proposed project is located in Northwest DC along Michigan Avenue NW
between First Street NW and North Capitol Street. The 25-acre site is a historic landmark, and some of the
historic resources of the site will be maintained as the site is redeveloped. The site is also located
proximate to a number of key institutional assets, including the Armed Forces Retirement Homes (AFRH
Washington DC), the VA Hospital, Washington Hospital Center, Childrens Medical Center, and Howard
University. As proposed, the redevelopment will include townhomes, workforce condominiums, market rate
rental apartments, affordable senior apartments, retail, restaurants, grocery, medical office, and a
substantial amount of open space.

GDA analyzed the fiscal and economic benefits of the proposed redevelopment plan to the District of
Columbia over a 30-year period, from 2012 to 2041. This analysis took account of all relevant categories of
District of Columbia revenues and expenditures expected to be received and incurred as a result of the
redevelopment. These revenues and expenditures were incorporated into a detailed model to provide the
overall net fiscal impact of the development over the 30-year period. The assumptions used for the fiscal
impact analysis were based on inputs from the District of Columbia FY 2010 Budget, as well as assumptions
from the District of Columbia Office of Tax and Revenue, the Washington, D.C. 2011 Budget Support Act,
Claritas, 2000 U.S. Census, Bureau of Labor Statistics (BLS), independent third-party market studies, and
VMP (see Exhibit 7).

Development Program
The proposed development program includes 756 residential units, of which 296 are workforce/affordable, 1
million square feet of medical office space, grocery store, and over 33,000 square feet of retail and
restaurants. The detailed development program is included in Exhibit 6 and the following table.

Proposed Development Programfor McMillan Reservoir Redevelopment - VMP

Proposed Development Program 2015 2016 2017 2018 2019 2020 2021 TOTAL
For-Rent Residential Units
Apartments - Market Rate 0 96 144 64 0 0 0 304
Senior Apartments - ADU 72 14 0 0 0 0 0 86
For-Sale Residential Units
Townhomes - Market Rate 42 69 41 4 0 0 0 156
Townhomes - WDU 13 6 0 0 0 0 0 19
Condo - WDU 6 36 36 36 36 36 5 191

Office 842,079 184,783 0 0 0 0 0 1,026,862
Retail (In-line) 15,500 12,635 0 0 0 0 0 28,135
Restaurants 2,500 2,500 0 0 0 0 0 5,000
Retail [Grocery] 44,700 0 0 0 0 0 0 44,700
Public Parking Spaces 1,647 653 0 0 0 0 0 2,300
Total Residential Units 133 221 221 104 36 36 5 756
Total Commercial GSF 904,779 199,918 0 0 0 0 0 1,104,697
Total Parking Spaces 1,647 653 0 0 0 0 0 2,300
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Summary of Fiscal Impact Analysis Results
The results from our detailed model show that the redevelopment of the McMillan Reservoir site will have a
positive fiscal impact on the District of Columbia. The total net fiscal impact of the proposed redevelopment
for the 30-year period 2012-2041 will be $873.8 million for the District of Columbia (see table below and
Exhibits 1 and 2).

Based on this analysis and assumptions, the redevelopment program will generate $1.2 billion in revenues
and $309.3 million in expenditures over the 30-year period (2012-2041) for The District of Columbia. The
favorable net fiscal impact of the proposed redevelopment is primarily due to revenue generated by real
property taxes, personal income taxes, and miscellaneous revenues.

Summary of Fiscal Impact Analysis Results, 2012 2041

The results of the analysis are described in this report and can be found in Exhibits 1 through 5. Exhibits 6
through 8 show all of the assumptions and estimates used in the fiscal impact analysis.

Revenues

Real Property Tax
Real property tax is a significant source of revenue generated by the proposed McMillan redevelopment.
The site is currently owned by the District, and therefore is generating no real property tax revenue for the
District. The transfer of the site to private ownership and the development of active uses will create a large
influx of tax revenue for the District.

GDA estimated the assessed value of each land use to determine the real property tax revenues generated
by the project. The estimated assessed values were determined based on methodology utilized by the
District of Columbia Office of Tax and Revenue, therefore providing a realistic estimate of how the property
will be valued and taxed during construction and after development is complete. When the unimproved land
is transferred from public to private ownership at the onset of the development process, the unimproved
GENERAL FUND $ %
REVENUES
Real Property Tax $457,282,100 39%
Personal Property Tax $8,931,800 1%
Sales Tax $72,031,500 6%
Meals Tax $13,745,600 1%
Deed Recordation/Transfer Tax $14,272,000 1%
Income Tax $413,986,900 35%
Parking Tax $735,400 0%
Miscellaneous Revenues $202,069,700 17%
TOTAL $1,183,055,000 100%
EXPENDITURES
Misc./Non-Educational Operating Expenditures $141,279,300 46%
Capital Expenditures $97,898,000 32%
Educational Expenditures $70,106,500 23%
TOTAL $309,283,800 100%
TOTAL NET FISCAL IMPACT $873,771,200
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land will begin to generate to revenue for the District. The value of the unimproved land used in this
analysis is based on a third-party appraisal conducted for the site. When 60% of construction is complete
for each land use, the assessed value for that land use will be modified to reflect the portion of the
development budget that has been completed. For example, when construction is 80% complete, the
assessed value would be 80% of the total development budget for that land use. The development budgets
used for valuation in this analysis were provided by VMP and were modified to reflect the escalation of costs
over time.

Once construction is complete, the assessed values are calculated using the income approach. The
assessed value of for-sale residential properties was informed by the weighted average sale prices,
according to the third-party market study recommendations provided by VMP. These assessed values were
inflated at 3% per year and include the value of a parking spot in the sale price. The Homestead Exemption
of $67,500 per condo and townhome unit was deducted from the assessed values before the property tax
rate was applied. The assessed values of rental apartments, office, retail, and restaurant land uses were
calculated based on the anticipated net operating income for each land use. A cap rate was then applied to
the net operating income to derive the value of each land use, on a per square foot or per unit basis.

Real property tax revenues were then calculated by applying current District tax rates to the projected
assessed values.

Personal Property Tax
Personal property tax is collected on tangible property used in a trade or business. The addition of
employees and residents to the District generates economic activity which leads to increased overall value
of personal property in the District. The District of Columbia FY 2010 Budget and the 2010 total resident
and employee counts for the District were used to determine the personal property tax revenue collected on
a per resident and per employee basis.

Using the District of Columbia FY 2010 Budget, GDA estimated the portion of the total District personal
property tax revenues that were attributable to employees and residents. GDA then divided each portion of
the total revenue by the number of District employees or residents to derive the average personal property
tax revenue to the District on a per employee and per resident basis. The average per employee and per
resident personal property tax revenues were then multiplied by the number of full-time employees and
residents generated by the redevelopment, to determine the total personal property tax revenues generated
by the McMillan redevelopment.

Of the total personal property tax collected, 17.4% is directed to the Neighborhood Investment Fund (NIF)
and the remaining is collected by the General Fund.

Sales Tax
Sales taxes generated by the McMillan redevelopment include retail expenditures in the District during the
construction process, on-site retail sales, on-site alcohol sales, and future McMillan resident retail and
alcohol expenditures off-site within the District.

A. Construction Expenditures: Retail sales tax revenue will be generated by the purchase of materials for
the McMillan project construction. Construction costs for each land use were based on the costs of
construction provided by VMP, and GDA made assumptions regarding the portion of construction
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expenditures that would result in retail sales tax revenues. GDA assumed that 45% of the commercial
construction materials and 30% of residential construction materials will be purchased within the District.

B. On-Site Retail Sales: With the proposed redevelopment scenario, sales taxes revenues are generated
by purchases made (including purchases made by residents and non-residents) at the proposed retail uses.
The estimated average spending per gross square foot was based on actual sales for similar store types in
this market. Almost all of the retail sales in the 28,000 square feet of traditional retail space will be taxable
at the retail sales tax rate, while only 5% of sales at the grocery store are non-food items taxable at this rate.

C. Alcohol Sales: The on-site alcohol sales, estimated as a portion of the grocery store revenues, are
taxed at a higher rate of 9%. This analysis accounts for these alcohol sales tax revenues generated on-site
as well as the revenues generated as future McMillan residents purchase alcohol off-site and elsewhere in
the District. The estimated alcohol sales are based on BLS data regarding consumer spending patterns and
the portion of income spent on alcohol consumed off of the premises where purchased.

D. Resident Expenditures Off-Site: A portion of the McMillan residents household consumer expenditures
will be made within off-site retail located within the District, therefore contributing to the Districts retail sales
tax revenues. The retail sales taxes generated by future residents of the McMillan redevelopment have
been estimated based on household consumer expenditures as a percent of household income, as provided
by the BLS and Claritas. The resident household incomes used for this analysis are based on the annual
household incomes correlating to the rental rate and sales prices provided in the third-party market studies
for McMillans proposed residential uses.

Meals Tax
Meals taxes will be generated by the proposed on-site restaurants at the McMillan redevelopment as well as
by McMillan households eating at restaurants off-site within the District. Of the 10% meals tax rate in the
District, 90% is directed to the General Fund and 10% is directed to the Convention Center Fund.

A. On-Site Restaurant Sales: With the proposed redevelopment scenario, meal tax revenues are
generated by restaurant sales (including residents and non-residents meals) at the proposed
5,000 square feet of restaurant space. The projected revenues per square foot of restaurant space
is based on average restaurant sales within the market and based on known industry standards for
revenues per square foot.

B. Resident Expenditures Off-Site: A portion of the household restaurant expenditures of residents at
the development will be made within off-site restaurants located within the District. Meals taxes
generated by residents of the McMillan redevelopment project have been estimated based on
household expenditures spent on meals as a percent of household income, as provided by the BLS
and Claritas.

Deed Recordation and Deed Transfer Tax
The District collects a deed recordation and transfer tax upon the transfer of real property. The rates for
properties valued under $400,000 are 1.10% for deed recordation and a deed transfer tax of 1.10%, with an
effective recordation and transfer tax rate of 2.20%. For properties valued over $400,000, the deed
recordation and transfer tax rates are each 1.45%, with an effective rate of 2.9%. Recordation taxes were
calculated for the initial sale of the proposed McMillan residential units, as well as subsequent transfers,
based on homeowner turnover rates for for-sale residential housing in the District. The deed recordation
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and transfer tax was also calculated for the initial transfer of land from public to private ownership. The
value for this transfer was based on the value provided in the independent third-party appraisal.

Income Tax
Personal income tax is collected from residents of the proposed McMillan residential units and from the
permanent full-time employees of the commercial uses on-site, as well as from the construction employees
during the development process.

A. Commercial: GDA estimated average taxable income of construction, medical office, retail, and
restaurant employees at the proposed redevelopment that are expected to live in the District based
on the Bureau of Labor Statistics average annual industry-specific wages for employees. We
assumed that 35% of the medical office employees are District residents, that 85% of the retail,
restaurant, and grocery employees, and 40% of construction employees are District residents. The
income tax rate was then applied to these employee incomes to determine the total income tax
revenue collected by the District from McMillan employees.

B. Residential: GDA calculated residential income of each housing type offered based on the
approximate income needed to rent or purchase a unit at the prices recommended by the
independent third-party residential market studies of the McMillan redevelopment. The average
income required to rent apartments at the recommended pricing was weighted by the number of
units at each price point and size, for both the standard market rate and for the affordable units.
For the for-sale residential units, GDA used the average income required to purchase
condominiums and townhomes at the recommended pricing, weighted by the number of units at
each price, for both market-rate and workforce units.

Miscellaneous Revenues
Miscellaneous revenues include such items as public utilities, insurance premiums, development related
permits and licenses, fines & forfeits, and other items of revenue that are not calculated directly in the fiscal
impact model. Using the District of Columbia FY 2010 Budget, GDA estimated the portion of each type of
miscellaneous revenues that is attributable to residential and commercial uses, and calculated the average
miscellaneous revenues per resident and per employee. The resulting revenue of $1,011 per employee and
$640 per resident is then multiplied by the number of residents and employees projected to be located at the
McMillan redevelopment. The detailed allocation of miscellaneous District revenues can be found in Exhibit
9.

Expenditures

Operating Expenditures (Non-Educational)
District operating expenditures include budget categories such as public safety, government direction and
support, human support services, and public works, and exclude education costs. GDA estimated the
portion of each type of operating expenditures that would increase as a result of the development, and the
proportion of added expenditures that are attributable to residential and commercial uses. This calculated
the average operating costs per resident and per employee. The resulting non-educational operating cost is
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$476 per employee and $986 per resident for the District. The detailed allocation of non-educational
operating expenditures can be found in Exhibit 9.

Educational Expenditures
The proposed McMillan residential development will result in educational expenditures for school-aged
children. The educational expenditures were calculated based the 2010-2011 budget for the Districts public
schools, and are $10,752 per pupil. This educational cost per pupil was applied to the anticipated number
of school children living in the proposed McMillan residential units using a pupil generation rate. The pupil
generation rates used in this analysis are based on an Urban Institute study identifying student generation
rates for new development in the District, and based on the development teams experience with
developments within the District. Based on these pupil generation rates, the proposed redevelopment
program is projected to generate 144 pupils, most of which are projected to reside in the townhomes and
apartments.

Capital Expenditures
The anticipated capital expenditures incurred by the District are for the land development and infrastructure
needs prior to the construction process. The fiscal model assumes that the District will issue a 20-year bond
at an interest rate of 5% to finance these land development and infrastructure costs. The annual payment on
this bond is then considered the annual cost of the capital expenditures until the bond is paid off after 20
years.

Other Funds
In addition to the net fiscal benefit of $873.8 million to the General Fund, the proposed McMillan
redevelopment also provides revenues to the Convention Center Fund and the Neighborhood Investment
Fund. The Convention Center Fund receives revenues from meals taxes and the Neighborhood Investment
Fund is funded through a portion of personal property taxes. The proposed McMillan redevelopment
program results in $1.9 million to the Neighborhood Investment Fund over the 30-year period, and $1 million
to the Convention Center Fund.

Indirect/Induced Benefits
The analysis also took account of indirect and induced economic benefits from redeveloping the McMillan
reservoir not accounted for in the direct fiscal impact of the development. The indirect and induced
economic benefits are generated by McMillans on-site businesses and residents purchasing goods and
services from other District businesses. These additional dollars spent in the District are calculated using
multipliers from IMPLAN, a national economic analysis and impact modeling firm. The multipliers estimate
the amount of additional sales in economic spin-off that will take place in the District, the additional
employment created from this economic spin-off, and the labor income generated through additional
employment. The fiscal impact model then provides a projection of the additional sales and income tax
revenues generated by this indirect and induced economic activity.

The proposed McMillan redevelopment is projected to generate an additional $373.1 million of indirect and
induced gross output in the District over the 30-year period, resulting in over $22.4 million in additional sales
tax revenues to the District. The estimated 1,132 new jobs created in the District from this indirect and
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induced economic activity is projected to create $145.2 million in additional income tax revenues for the
District. These indirect and induced benefits demonstrate the significant positive indirect and induced
impacts of the proposed McMillan redevelopment to the District.

Job Creation
The redevelopment of the McMillan Reservoir will also have a positive economic impact in the form of new
job creation in the District of Columbia. GDA estimates that at project build-out, approximately 3,270 new
permanent jobs will be created as a consequence of the on-site commercial development. Of the 3,270
total new employees, 190 are retail, restaurant and grocery employees, and 3,081 are medical office
employees. In addition to these new full-time jobs, the project development will also create 3,034
construction jobs created during the construction phase of the project. The following chart shows the
estimated average income of future McMillan employees, based on the Bureau of Labor Statistics average
annual industry-specific wages for employees in the District.

Estimated Jobs Created through McMillan Redevelopment

Land Use Number of
Jobs
Estimated Average
Income
% DC
Residents
Retail & Restaurant 190 $30,000 85%
Medical Office 3.081 $76,000 35%
Construction 3,034 $70,000 40%
Page 7

O 202.234.0726 C 202.230.4041
General Limiting Conditions

Reasonable efforts have been made to ensure that the data contained in this study reflect accurate and
timely information and are believed to be reliable. This study is based on estimates, assumptions, and other
information developed by Green Door Advisors (GDA) from its independent research effort, general
knowledge of the industry, and consultations with the client and its representatives. No responsibility is
assumed for inaccuracies in reporting by the client, its agent, and representatives or in any other data
source used in preparing or presenting this study. This report is based on information that to our knowledge
was current as of the date of this report, and GDA has not undertaken any update of its research effort since
such date.

Our report may contain prospective financial information, estimates, or opinions that represent our view of
reasonable expectations at a particular time, but such information, estimates, or opinions are not offered as
predictions or assurances that a particular level of income or profit will be achieved, that particular events
will occur, or that a particular price will be offered or accepted. Actual results achieved during the period
covered by our prospective financial analysis may vary from those described in our report, and the
variations may be material. Therefore, no warranty or representation is made by Green Door Advisors that
any of the projected values or results contained in this study will be achieved.

Possession of this study does not carry with it the right of publication thereof or to use the name of "GDA" or
"Green Door Advisors" in any manner without first obtaining the prior written consent of GDA. No
abstracting, excerpting, or summarization of this study may be made without first obtaining the prior written
consent of GDA. This report is not to be used in conjunction with any public or private offering of securities
or other similar purpose where it may be relied upon to any degree by any person other than the client
without first obtaining the prior written consent of GDA. This study may not be used for any purpose other
than that for which it is prepared or for which prior written consent has first been obtained from GDA.

Page 8
Exhibit 1
FISCAL IMPACT ANALYSIS
MCMILLAN REDEVELOPMENT
30 Years (2012 - 2041)
$309,283,800
$1,183,055,000
Expenditures
Total Revenues
$873,771,200
$0 $200,000,000 $400,000,000 $600,000,000 $800,000,000 $1,000,000,000 $1,200,000,000
Net Fiscal
Benefit
p
Net Fiscal Benefit Expenditures Total Revenues
01 Graph
64-12483.01
Printed: 6/16/2011
Page 9
Exhibit 2
SUMMARY OF FISCAL IMPACT ANALYSIS
WASHINGTON, D.C.
30 Years (2012 - 2041)
GENERAL FUND $ %
REVENUES
Real Property Tax $457,282,100 39%
Sales Tax $72,031,500 6%
Meals Tax $13,745,600 1%
Deed Recordation/Transfer Tax $14,272,000 1%
Income Tax $413,986,900 35%
Parking Tax $735,400 0%
Miscellaneous Revenues $202,069,700 17%
TOTAL $1,183,055,000 100%
EXPENDITURES
Misc./Non-Educational Operating Expenditures $141,279,300 46%
Capital Expenditures $97,898,000 32%
Educational Expenditures $70,106,500 23%
TOTAL $309,283,800 100%
TOTAL NET FISCAL IMPACT $873,771,200
ADDITIONAL REVENUE DEDICATED TO OTHER FUNDS
NEIGHBORHOOD INVESTMENT FUND
TOTAL $1,881,000 100%
CONVENTION CENTER FUND
Meals Tax $1,000,000 100%
Hotel Tax $0 0%
TOTAL $1,000,000 100%
TOTAL ADDITIONAL REVENUE $2,881,000
INDIRECT/INDUCED IMPACTS
TOTAL ESTIMATED INDIRECT SALES TAX REVENUES $22,387,000 13%
TOTAL ESTIMATED INDIRECT/INDUCED INCOME TAX REVENUE $145,179,000 87%
INDIRECT/INDUCED NET FISCAL IMPACT $167,566,000
PERMANENT JOBS CREATED
NEW FULL-TIME JOBS CREATED (DIRECT) 3,270
NEW FULL-TIME JOBS CREATED (INDIRECT) 1,132
CONSTRUCTION JOBS CREATED
NEW FTE CONSTRUCTION JOBS (DIRECT) 3,034
02 Summary
64-112483.01
Printed: 6/16/2011
Page 10
Exhibit 3
CUMULATIVE NET FISCAL IMPACT
30 Years (2012 - 2041)

$285 000 000
$345,000,000
$405,000,000
$465,000,000
$525,000,000
$585,000,000
$645,000,000
$705,000,000
$765,000,000
$825,000,000
$885,000,000
$945,000,000
($15,000,000)
$45,000,000
$105,000,000
$165,000,000
$225,000,000
$285,000,000
Cumulative Net Fiscal Impact For The McMillan Redevelopment
03 Cumulative
64-12483.01
Printed: 6/16/2011
Page 11
Exhibit 4
ANNUAL SUMMARY OF NET FISCAL IMPACT
30 Years (2012 - 2041)
ANNUAL CUMULATIVE ANNUAL NET FISCAL CUMULATIVE
YEAR REVENUES REVENUES EXPENDITURES IMPACT (NFI) NFI
2012 $0 $0 $4,894,900 ($4,894,900) ($4,894,900)
2013 $9,934,700 $9,934,700 $5,832,100 $4,102,600 ($792,300)
2014 $3,892,100 $13,826,800 $5,251,300 ($1,359,200) ($2,151,500)
2015 $19,281,800 $33,108,600 $7,075,900 $12,205,900 $10,054,400
2016 $25,955,400 $59,064,000 $8,584,600 $17,370,800 $27,425,200
2017 $29,553,800 $88,617,800 $9,829,900 $19,723,900 $47,149,100
2018 $31,029,100 $119,646,900 $10,473,900 $20,555,200 $67,704,300
2019 $32,136,800 $151,783,700 $10,733,300 $21,403,500 $89,107,800
2020 $33,490,200 $185,273,900 $11,030,800 $22,459,400 $111,567,200
2021 $34,236,600 $219,510,500 $11,232,300 $23,004,300 $134,571,500
2022 $35,271,600 $254,782,100 $11,422,400 $23,849,200 $158,420,700
2023 $36,396,800 $291,178,900 $11,618,200 $24,778,600 $183,199,300
2024 $37,555,700 $328,734,600 $11,819,900 $25,735,800 $208,935,100
2025 $38,749,400 $367,484,000 $12,027,600 $26,721,800 $235,656,900
2026 $39,978,800 $407,462,800 $12,241,600 $27,737,200 $263,394,100
2027 $41,246,800 $448,709,600 $12,462,000 $28,784,800 $292,178,900
2028 $42,553,700 $491,263,300 $12,689,100 $29,864,600 $322,043,500
2029 $43,900,000 $535,163,300 $12,922,900 $30,977,100 $353,020,600
2030 $45,286,400 $580,449,700 $13,163,700 $32,122,700 $385,143,300
2031 $46,714,500 $627,164,200 $13,411,800 $33,302,700 $418,446,000
2032 $48,186,300 $675,350,500 $8,772,300 $39,414,000 $457,860,000
2033 $49,703,100 $725,053,600 $9,035,600 $40,667,500 $498,527,500
2034 $51,265,800 $776,319,400 $9,306,600 $41,959,200 $540,486,700
2035 $52,875,000 $829,194,400 $9,585,800 $43,289,200 $583,775,900
2036 $54,532,800 $883,727,200 $9,873,400 $44,659,400 $628,435,300
2037 $56,240,300 $939,967,500 $10,169,600 $46,070,700 $674,506,000
2038 $57,999,500 $997,967,000 $10,474,700 $47,524,800 $722,030,800
2039 $59,811,200 $1,057,778,200 $10,789,000 $49,022,200 $771,053,000
2040 $61,677,400 $1,119,455,600 $11,112,600 $50,564,800 $821,617,800
2041 $63,599,400 $1,183,055,000 $11,446,000 $52,153,400 $873,771,200
04 Ann Sum
64-12483.01
Printed: 6/16/2011
Page 12
Exhibit 5
ANNUAL EXPENDITURES
30 Years (2012 - 2041)

$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
$0
$2,000,000
$4,000,000
$6,000,000
"Annual Expenditures"
05 Expenditures
64-12483.01
Printed: 6/16/2011
Page 13

Exhibit 6

ESTIMATED INITIAL YEAR OF FULL OPERATION
FEBRUARY 2011
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Land Uses/Product 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 TOTAL
McMillan Development Program (Units/GSF)
For-Rent Residential
Apartments - Market Rate 0 0 0 0 96 144 64 0 0 0 304
Senior Apartments - ADU 0 0 0 72 14 0 0 0 0 0 86
For-Sale Residential
Townhomes - Market Rate 0 0 0 42 69 41 4 0 0 0 156
Townhomes - WDU 0 0 0 13 6 0 0 0 0 0 19
Condo - WDU 0 0 0 6 36 36 36 36 36 5 191

Commercial GSF
Office 0 0 0 842,079 184,783 0 0 0 0 0 1,026,862
Retail (In-line) 0 0 0 15,500 12,635 0 0 0 0 0 28,135
Restaurants 0 0 0 2,500 2,500 0 0 0 0 0 5,000
Retail [Grocery] 0 0 0 44,700 0 0 0 0 0 0 44,700
Public Parking Spaces 0 0 0 1,647 653 0 0 0 0 0 2,300
Total Residential Units 0 0 0 133 221 221 104 36 36 5 756
Total Commercial GSF 0 0 0 904,779 199,918 0 0 0 0 0 1,104,697
Land Area Taken Down (Acres) 0.0 0.0 2.6 6.1 2.4 0.0 0.0 0.0 0.0 0.0 11.1
Cumulative Development of Unimp. Acres 0.0 0.0 0.0 5.4 10.8 11.1 11.1 11.1 11.1 11.1 11.1
SOURCE: Vision McMillan Partners; Green Door Advisors
06 Development Program
64-12483.01
Printed: 6/16/2011
Page 14
Exhibit 7
FISCAL IMPACT MODEL ASSUMPTIONS
WASHINGTON, D.C.
2011
ESCALATION AND FINANCING RATES
Revenues 3.0% per yr
Expenditures 3.0% per yr
Interest Rate on 20-yr Bond 5.0% per yr
VALUE BY LAND USE VALUE (2010$) RENTS, REVENUE, AND OTHER ASSUMPTIONS
Type
Land Area
(Acres)
Resident/
Employee
Household Income
Construction Value
per SF, Unit
1
Average Sales
Price
2
Estimated NOI per
GSF, Unit
3
Cap Rate
Assessed Value per
GSF or Unit Sales/GSF
GSF per
Employee Occupancy
Retail
Taxable
Sales
Prepared
Foods
Sales
Sales
from
Alcohol
Unimproved Land 11.1 N/A N/A N/A N/A N/A $1,654,238 per Acre N/A N/A N/A
Residential
Apartments - Market Rate N/A $78,016 $229,934 /Unit N/A $17,883 /Unit 7.5% $238,444 /Unit N/A N/A 95%
Senior Apartments - ADU N/A $37,654 $262,840 /Unit N/A $9,407 /Unit 7.5% $125,431 /Unit N/A N/A 95%
Townhomes - Market Rate N/A $128,625 $269,219 /Unit $483,333 /Unit N/A N/A $483,333 /Unit N/A N/A N/A
Townhomes - WDU N/A $93,200 $223,718 /Unit $346,957 /Unit N/A N/A $346,957 /Unit N/A N/A N/A
Condo - WDU N/A $82,800 $266,360 /Unit $308,241 /Unit N/A N/A $308,241 /Unit N/A N/A N/A

Commercial
Office N/A $76,100 $348 /GSF N/A $34 /GSF 8.5% $400 per GSF N/A 300 SF/Emp 90%
Retail [In-Line] N/A $26,400 $270 /GSF N/A $32 /GSF 9.0% $356 per GSF $350 /GSF 350 SF/Emp 90% 95% 0% 0%
Restaurants N/A $22,800 $270 /GSF N/A $32 /GSF 9.0% $356 per GSF $400 /GSF 250 SF/Emp 90% 100% 0% N/A
Retail [Grocery] N/A $30,800 $270 /GSF N/A $20 /GSF 9.0% $222 per GSF $500 /GSF 450 SF/Emp 100% 5% 5% 5%

Demographics Source
Population 596,300 FY 2010 Budget
Households 258,700 FY 2010 Budget
Household Size, Avg. 2.30 FY 2010 Budget
Condominiums 1.90 US Census
Rental Apartments 1.90 US Census
Townhome 2.64 US Census
Active Adult 1.50 US Census
At-Place Employment 702,500 FY 2010 Budget
Owner Turnover 7% turnover/yr US Census
Owner Turnover - ADU 3% turnover/yr GDA
Total Relevant School Expenditures $563,538,346 DC Public Schools FY 2011 Budget
Total Students 52,413 DC Public Schools FY 2011 Budget
School expenditures per pupil $10,752 DC Public Schools FY 2011 Budget
Pupil Generation Rates per Household
4
Apartments - Market Rate 0.24 Urban Institute
Apartments - ADU 0.24 Urban Institute
Senior Apartments - ADU 0.00 Urban Institute
Senior Apartments - Market Rate 0.00 Urban Institute
Townhomes - Market Rate 0.35 Urban Institute, VMP
Townhomes - WDU 0.35 Urban Institute, VMP
Condo - Market Rate 0.07 Urban Institute
Condo - WDU 0.07 Urban Institute
1
The construction costs per SF include the construction costs for vertical development and the appropriate share of land development costs
2
The sales price for condo units includes the cost of a parking space.
3
The NOI calculations for all rental apartments includes the value of residential parking.
4
Based on the Urban Institute Study Housing in the Nation's Capital (2006) and VMP assumptions
SOURCE: FY 2010 Budget for Washington D.C.; Claritas; U.S. Census; Bureau of Labor Statistics; Green Door Advisors; Washington, DC Public Schools, Urban Institute
07 Assumptions
64-12483.01
Printed: 6/16/2011
Page 15
Exhibit 8
FISCAL IMPACT MODEL TAX RATES
WASHINGTON, D.C.
2011
Taxes Tax Rates Other Funds Source Comments
Real Property Tax - Class I $0.850 per $100 AV FY 2010 Budget
Real Property Tax - Class II $1.850 per $100 AV FY 2010 Budget For Value Over $3million
Real Property Tax - Class II $1.650 per $100 AV FY 2010 Budget For Value Under $3million
Real Property Tax - Class III $5.000 per $100 AV FY 2011 Budget Support Act
Homestead Exemption $67,500 FY 2010 Budget
Personal Property Tax $3.400 per $100 AV 17.4% FY 2010 Budget 17.4% Dedicated to Neighborhood Investment Fund
Sales Tax 6.00% FY 2010 Budget
Alcohol Tax - Consumption Off Premises 9.00% FY 2010 Budget
Meals Tax 9.00% 1.00% FY 2010 Budget 1% Dedicated to Convention Center Fund
Hotel Tax 10.05% 4.45% FY 2010 Budget 4.45% Dedicated to Convention Center Fund
Parking Tax 12.00% FY 2010 Budget Parking in commercial lots
Individual Income Tax FY 2010 Budget
Income $0 - $10,000 4.00% FY 2010 Budget
Income $10,000 - $39,999 6.00% FY 2010 Budget
Income $40,000 and up 8.50% FY 2010 Budget
Blended Individual Income Tax Rate 6.00% GDA Used for Indirect and Induced Labor Income Revenue
Transfer & Recordation Tax, Effective Rate 2.20% FY 2010 Budget
Deed Transfer Tax - Under $400,000 Value 1.10% FY 2010 Budget
Deed Recordation Tax - Under $400,000 Value 1.10% FY 2010 Budget
Transfer & Recordation Tax, Effective Rate 2.90%
Deed Transfer Tax - Over $400,000 Value 1.45%
Deed Recordation Tax - Over $400,000 Value 1.45%
SOURCE: FY 2010 Budget for Washington D.C., 2011 Budget Support Act
08 Tax Rates
64-12483.01
Printed: 6/16/2011
Page 16
Exhibit 9
ALLOCATION OF DISTRICT REVENUES AND EXPENDITURES
WASHINGTON, D.C.
FY 2010
POPULATION 596,300 45.9%
EMPLOYMENT 702,500 54.1%
TOTAL 1,298,800 100.0%
REVENUE (GENERAL FUND - Net of Transfer to Other Funds) PERCENTAGE ALLOCATION BUDGET ALLOCATION REVENUE PER
DEPARTMENTS/CATEGORIES GENERAL FUND UNALL. EMP. RES. EMPLOYEE RESIDENT EMPLOYEE RESIDENT
Real Property
1
$1,738,471,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Personal Property
1
$56,216,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Sales Tax (including Meals Tax)
2
$811,178,000 94.4% 1.0% 4.6% $8,111,780 $37,340,183 $11.55 $62.62
Income Tax
1
$1,445,877,000 74.0% 26.0% 0.0% $376,516,000 $0 $535.97 $0.00
Gross Receipts: Public Utility/Toll Telecom/Insurance Premiums $261,070,000 0.0% 50.0% 50.0% $130,535,000 $130,535,000 $185.81 $218.91
Other Taxes $175,524,000 57.8% 8.0% 34.2% $14,091,000 $60,000,000 $20.06 $100.62
Non-Tax Revenue: Permits and Licenses $60,034,000 0.0% 54.1% 45.9% $32,471,424 $27,562,576 $46.22 $46.22
Non-Tax Revenue: Fines & Forfeits/Charges for Service/Miscellaneous $275,144,000 0.0% 54.1% 45.9% $148,820,958 $126,323,042 $211.84 $211.84
Lottery/Interfund Transfer $65,775,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Dedicated Tax Revenue & Special Purpose Fund Revenue $875,885,000
TOTAL $5,765,174,000 $1,011.45 $640.22
OPERATING EXPENDITURES (GENERAL FUND) PERCENTAGE ALLOCATION BUDGET ALLOCATION EXPENDITURES PER
DEPARTMENTS/CATEGORIES GENERAL FUND UNALL. EMP. RES. EMPLOYEE RESIDENT EMPLOYEE RESIDENT
Government Direction & Support $311,154,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Economic Development & Regulation $164,633,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Public Safety & Justice $931,795,000 78.4% 11.7% 9.9% $108,955,110 $92,483,890 $155.10 $155.10
Public Education System $1,359,696,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
Human Support Services $1,378,216,000 80.4% 0.0% 19.6% $0 $270,085,000 $0.00 $452.93
Public Works $413,602,000 91.7% 0.0% 8.3% $0 $34,210,000 $0.00 $57.37
Financing and Other $904,805,000 54.0% 24.9% 21.1% $225,195,927 $191,152,073 $320.56 $320.56
Enterprise & Other Funds $172,971,000 100.0% 0.0% 0.0% $0 $0 $0.00 $0.00
TOTAL $5,636,872,000 $475.66 $985.97
1
Real Property, Personal Property & Income Tax revenues from the proposed development are allocated directly in the model; For Income Tax: Corporate Franchise Tax and Unincorporated
Business Franchise Tax are allocated here.
2
General Sales, Meals, and Alcohol tax allocated directly in the model. Other key items including Motor Fuel, and Cigarettes are allocated in this line.
SOURCE: FY 2010 Budget for Washington D.C.; Claritas; U.S. Census; Bureau of Labor Statistics; Green Door Advisors
09 - Rev & Exp
64-12483.01
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Page 17
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B C D E F G H I J M N O P Q R S T
ASSUMPTION ASSUMPTION TOTAL 2012 2013 2014 2015 2016 2017 2018 2019
(2010$) Column 2 (2012-2041) Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9
ESCALATIONS
Revenues 3.0% 1.061 1.093 1.126 1.159 1.194 1.230 1.267 1.305
Commercial 3.0% 1.061 1.093 1.126 1.159 1.194 1.230 1.267 1.305
Residential 3.0% 1.061 1.093 1.126 1.159 1.194 1.230 1.267 1.305
Expenditures 3.0% 1.061 1.093 1.126 1.159 1.194 1.230 1.267 1.305
DEVELOPMENT PROGRAM
Residential
Delivery (Units) 756 0 0 0 133 221 221 104 36
Cumulative Units 756 0 0 0 133 354 575 679 715
Delivery (Units) 390 0 0 0 72 110 144 64 0
Apartments - Market Rate
Delivery (Units) 304 0 0 0 0 96 144 64 0
Senior Apartments - ADU
Delivery (Units) 86 0 0 0 72 14 0 0 0
Delivery 366 0 0 0 61 111 77 40 36
Cumulative GSF 366 0 0 0 61 172 249 289 325
Townhomes - Market Rate
Delivery (Units) 156 0 0 0 42 69 41 4 0
Townhomes - WDU
Delivery (Units) 19 0 0 0 13 6 0 0 0
Condo - WDU
Delivery (Units) 191 0 0 0 6 36 36 36 36
Commercial
Delivery (GSF) 1,104,697 0 0 0 904,779 199,918 0 0 0
Cumulative GSF 1,104,697 0 0 0 904,779 1,104,697 1,104,697 1,104,697 1,104,697
Office
Delivery (GSF) 1,026,862 0 0 0 842,079 184,783 0 0 0
Cumulative GSF 1,026,862 0 0 0 842,079 1,026,862 1,026,862 1,026,862 1,026,862
Retail, Restaurant, & Grocery
Delivery (GSF) 77,835 0 0 0 62,700 15,135 0 0 0
Cumulative GSF 77,835 0 0 0 62,700 77,835 77,835 77,835 77,835
Retail (In-line)
Delivery 28,135 0 0 0 15,500 12,635 0 0 0
Cumulative GSF 28,135 0 0 0 15,500 28,135 28,135 28,135 28,135
Restaurants
Delivery 5,000 0 0 0 2,500 2,500 0 0 0
Cumulative GSF 5,000 0 0 0 2,500 5,000 5,000 5,000 5,000
Retail [Grocery]
Delivery 44,700 0 0 0 44,700 0 0 0 0
Cumulative GSF 44,700 0 0 0 44,700 44,700 44,700 44,700 44,700
Page 18
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EMPLOYEE RATIOS Gross GSF per Employee
Office 300 GSF per Employee 300 300 300 300 300 300 300 300 300
Vacancy Rate 10.0%
Retail [In-Line] 350 GSF per Employee 350 350 350 350 350 350 350 350 350
Vacancy Rate 10.0%
Restaurants 250 GSF per Employee 250 250 250 250 250 250 250 250 250
Vacancy Rate 10.0%
Retail [Grocery] 450 GSF per Employee 450 450 450 450 450 450 450 450 450
Vacancy Rate 0.0%
HOUSEHOLD RATIOS On-Site Residents
Apartments - Market Rate 1.9 Residents per Household 549 0 0 0 0 173 433 549 549
Occupancy Rate 95.0%
Senior Apartments - ADU 1.5 Residents per Household 123 0 0 0 103 123 123 123 123
Townhomes - Market Rate 2.6 Residents per Household 412 0 0 0 111 293 402 412 412
Townhomes - WDU 2.6 Residents per Household 50 0 0 0 34 50 50 50 50
Condo - WDU 1.9 Residents per Household 363 0 0 0 11 80 148 217 285
CONSTRUCTION VALUE (HARD COSTS FOR CONSTRUCTION SALES)
Construction Costs per Unit $229,934 per SF $243,937 $251,255 $258,793 $266,556 $274,553 $282,790 $291,273 $300,012
Construction Value $80,801,700 $0 $0 $24,810,064 $38,384,129 $17,607,507 $0 $0 $0
Total Construction Hours 9.7 per $1K const. value 782,513 0 0 240,270 371,726 170,517 0 0 0
Total FTE Construction Jobs 2025 hours/year 386 0 0 119 184 84 0 0 0
Construction Value $24,819,231 $0 $20,735,978 $4,083,253 $0 $0 $0 $0 $0
Total Construction Hours 9.7 per $1K const. value 240,358 0 200,815 39,544 0 0 0 0 0
Construction Value $47,342,507 $0 $12,360,498 $20,947,392 $12,785,763 $1,248,854 $0 $0 $0
Total Construction Hours 9.7 per $1K const. value 458,482 0 119,704 202,862 123,822 12,094 0 0 0
Townhomes - WDU
Page 19
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Construction Value $60,776,037 $0 $1,751,137 $10,822,026 $11,116,231 $11,449,718 $11,793,210 $12,180,286 $1,663,428
Total Construction Hours 9.7 per $1K const. value 588,577 0 16,959 104,804 107,654 110,883 114,210 117,958 16,109

Total Residential Construction Value $218,428,140 $0 $38,029,640 $62,169,373 $62,286,123 $30,306,080 $11,793,210 $12,180,286 $1,663,428
Total Residential FTE Construction Jobs 1,045 0 182 297 298 145 56 58 8
Office
Construction Costs per GSF $348 /FAR SF $370 $381 $392 $404 $416 $428 $441 $454
Total Construction Hours 9.7 per $1K const. value 3,805,388 0 3,103,857 701,531 0 0 0 0 0
Total FTE Construction Jobs 2025 hours/year 1,879 0 1,533 346 0 0 0 0 0
Retail [In-Line]
Construction Costs per GSF $270 /GSF $287 $295 $304 $313 $323 $332 $342 $353
Restaurants
Construction Value $1,499,028 $0 $738,438 $760,591 $0 $0 $0 $0 $0
Retail [Grocery]
Construction Value $13,203,264 $0 $13,203,264 $0 $0 $0 $0 $0 $0
Total Construction Hours 9.7 per $1K const. value 127,865 0 127,865 0 0 0 0 0 0
Total Commercial Construction Value - 2 Years Prior to Delivery $416,066,141 $0 $339,021,941 $77,044,200 $0 $0 $0 $0 $0
Total Commercial FTE Construction Jobs 1,990 0 1,621 368 0 0 0 0 0

Total Construction Value - 2 Years Prior to Delivery $634,494,280 $0 $377,051,580 $139,213,573 $62,286,123 $30,306,080 $11,793,210 $12,180,286 $1,663,428
Total FTE Construction Jobs 3,034 0 1,803 666 298 145 56 58 8
ASSESSED VALUE
PROJECT VALUE - UNIMPROVED LAND BASE
Unimproved Land Base Value per Acre $1,654,238 /Acre $1,754,981 $1,807,631 $1,861,859 $1,917,715 $1,975,247 $2,034,504 $2,095,539 $2,158,405
Land Takedown 11.1 0.0 0.0 2.6 6.1 2.4 0.0 0.0 0.0
Cumulative Land Takedown 0.0 0.0 2.6 8.7 11.1 11.1 11.1 11.1
Cumulative Development of Unimproved Land 11.1 0.0 0.0 0.0 5.4 10.8 11.1 11.1 11.1
Remaining Land Area - Taken Down & Unimproved 0.0 0.0 2.6 3.4 0.3 0.0 0.0 0.0
Remaining Value of Unimproved Land Base $0 $0 $4,840,835 $6,424,346 $592,574 $0 $0 $0

Total Value of Unimproved Land $11,857,755 $0 $0 $4,840,835 $6,424,346 $592,574 $0 $0 $0
INTERIM PROJECT VALUE BASED ON CONSTRUCTION COST
Residential
Units Under Construction 0 0 0 0 270 304 0 0
Under Construction Value $229,934 /Unit $131,969,516 $0 $0 $0 $0 $62,069,599 $69,899,917 $0 $0
Under Construction Value $262,840 /Unit $76,636,202 $0 $0 $0 $21,845,109 $26,990,686 $27,800,407 $0 $0
Under Construction Value $269,219 /Unit $2,124,107 $0 $0 $0 $0 $2,124,107 $0 $0 $0
Townhomes - WDU
Under Construction Value $223,718 /Unit $207,660 $0 $0 $0 $0 $207,660 $0 $0 $0
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Condo - WDU
Under Construction Value $266,360 /Unit $22,899,799 $0 $0 $0 $22,899,799 $0 $0 $0 $0
Total Residential Units Under Construction 0 0 0 146 363 390 0 0
Total Residential Project Value Under Construction $233,837,283 $0 $0 $0 $44,744,908 $91,392,052 $97,700,324 $0 $0

Retail
Office
GSF Under Construction 0 0 0 741,384 911,341 184,783 0 0
Under Construction Value $348 /FAR SF $757,544,850 $0 $0 $0 $299,361,012 $379,027,149 $79,156,689 $0 $0
Retail (In-line)
GSF Under Construction 0 0 0 13,647 22,032 9,135 0 0
Under Construction Value $270 /FAR SF $14,424,363 $0 $0 $0 $4,276,319 $7,111,138 $3,036,905 $0 $0
Restaurants
GSF Under Construction 0 0 0 2,201 4,720 0 0 0
Under Construction Value $270 /FAR SF $2,213,159 $0 $0 $0 $689,729 $1,523,430 $0 $0 $0
Retail [Grocery]
GSF Under Construction 0 0 0 17,356 44,700 0 0 0
Under Construction Value $270 /FAR SF $19,866,312 $0 $0 $0 $5,438,749 $14,427,564 $0 $0 $0
Total Commercial GSF Under Construction 0 0 0 774,588 982,793 193,918 0 0
Total Commercial Project Value Under Construction $794,048,684 $0 $0 $0 $309,765,809 $402,089,281 $82,193,594 $0 $0

Total Interim Project Value Based on Construction Cost $1,027,885,967 $0 $0 $0 $354,510,717 $493,481,332 $179,893,918 $0 $0

PROJECT VALUE BASED ON INCOME APPROACH
Residential
Units Completed 304 0 0 0 0 0 0 304 304
Developed Units Assessed Value $238,444 /Unit $181,222,982 $0 $0 $0 $0 $0 $0 $91,824,190 $94,578,916
Units Completed 86 0 0 0 0 0 0 86 86
Developed Units Assessed Value $125,431 /Unit $26,968,578 $0 $0 $0 $0 $0 $0 $13,664,756 $14,074,699
Units Completed 156 0 0 0 57 139 156 156 156
Developed Units Assessed Value $483,333 /Unit $188,506,058 $0 $0 $0 $31,938,001 $80,220,413 $92,732,489 $95,514,464 $98,379,898
Townhomes - WDU
Units Completed 19 0 0 0 7 17 19 19 19
Developed Units Assessed Value $346,957 /Unit $16,480,977 $0 $0 $0 $2,815,526 $7,042,837 $8,107,549 $8,350,775 $8,601,298
Condo - WDU
Units Completed 191 0 0 0 0 191 191 191 191
Developed Units Assessed Value $308,241 /Unit $147,189,609 $0 $0 $0 $0 $70,298,577 $72,407,534 $74,579,760 $76,817,153
Total Residential Units Completed 756 0 0 0 64 347 366 756 756
Total Residential Project Value - Completed $560,368,204 $0 $0 $0 $34,753,527 $157,561,828 $173,247,572 $283,933,945 $292,451,964
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Retail
Office
GSF Completed 1,026,862 0 0 0 0 0 842,079 1,026,862 1,026,862
Developed GSF Value $400 /GSF $1,026,894,958 $0 $0 $0 $0 $0 $414,260,553 $520,319,202 $535,928,778
Retail (In-line)
GSF Completed 28,135 0 0 0 0 0 19,000 28,135 28,135
Developed GSF Value $356 /GSF $25,009,693 $0 $0 $0 $0 $0 $8,308,481 $12,672,205 $13,052,371
Restaurants
GSF Completed 5,000 0 0 0 0 0 5,000 5,000 5,000
Retail [Grocery]
GSF Completed 44,700 0 0 0 0 0 44,700 44,700 44,700
Total Commercial Project Value Completed $1,081,183,369 $0 $0 $0 $0 $0 $436,972,224 $547,826,692 $564,261,493
Total Project Value Based on Income Approach $1,641,551,574 $0 $0 $0 $34,753,527 $157,561,828 $610,219,796 $831,760,637 $856,713,456
REVENUES
REAL PROPERTY REVENUES
Assessed Value of Unimproved Land $0 $0 $4,840,835 $6,424,346 $592,574 $0 $0 $0
Value Subject to Real Property Tax $0 $0 $4,840,835 $6,424,346 $592,574 $0 $0 $0
Real Property Tax - Unimproved Land $5.000 per $100 AV $592,888 $0 $0 $242,042 $321,217 $29,629 $0 $0 $0
Assessed Value of Commercial Uses Under Construction $0 $0 $0 $309,765,809 $402,089,281 $82,193,594 $0 $0
Value Subject to Real Property Tax $0 $0 $0 $309,765,809 $402,089,281 $82,193,594 $0 $0
Real Property Tax - Commercial Uses Under Construction $1.850 per $100 AV Value Over $3M $0 $0 $0 $5,724,667 $7,432,652 $1,514,581 $0 $0
Real Property Tax - Commercial Uses Under Construction $1.650 per $100 AV Value Under $3M $0 $0 $0 $49,500 $49,500 $49,500 $0 $0
Total Real Property Tax - Commercial Uses Under Const. $14,820,401 $0 $0 $0 $5,774,167 $7,482,152 $1,564,081 $0 $0
Assessed Value of Residential Uses Under Construction $0 $0 $0 $44,744,908 $91,392,052 $97,700,324 $0 $0
Value Subject to Real Property Tax $0 $0 $0 $44,744,908 $91,392,052 $97,700,324 $0 $0
Real Property Tax - Residential Uses Under Const. $0.850 per $100 AV $1,987,617 $0 $0 $0 $380,332 $776,832 $830,453 $0 $0
Assessed Value of Commercial - Completed $0 $0 $0 $0 $0 $436,972,224 $547,826,692 $564,261,493
Value Subject to Real Property Tax $0 $0 $0 $0 $0 $436,972,224 $547,826,692 $564,261,493
Real Property Tax - Commercial Uses - Completed $1.850 per $100 AV Value Over $3M $0 $0 $0 $0 $0 $8,077,986 $10,128,794 $10,432,838
Real Property Tax - Commercial Uses - Completed $1.650 per $100 AV Value Under $3M $0 $0 $0 $0 $0 $49,500 $49,500 $49,500
Total Real Property Tax - Completed Commercial Uses $358,076,663 $0 $0 $0 $0 $0 $8,127,486 $10,178,294 $10,482,338
Assessed Value of Residential Uses - Completed $0 $0 $0 $34,753,527 $157,561,828 $173,247,572 $283,933,945 $292,451,964
Owner Occupied Condos 80% owner occupied units 0 0 0 0 153 153 153 153
Owner Occupied Townhomes 80% owner occupied units 0 0 0 51 125 140 140 140
Homestead Exemption $67,500 per Unit $0 $0 $0 $3,456,000 $18,738,000 $19,764,000 $19,764,000 $19,764,000
Value Subject to Real Property Tax $0 $0 $0 $31,297,527 $138,823,828 $153,483,572 $264,169,945 $272,687,964
Real Property Tax - Residential Uses - Completed $0.850 per $100 AV $81,804,956 $0 $0 $0 $266,029 $1,180,003 $1,304,610 $2,245,445 $2,317,848
TOTAL REAL PROPERTY REVENUES $457,282,524 $0 $0 $242,042 $6,741,745 $9,468,615 $11,826,631 $12,423,738 $12,800,185
PERSONAL PROPERTY TAX REVENUES
Resident-Driven Personal Property Tax Revenues
Personal Property Tax Revenues per Resident $24 per resident $25 $26 $27 $27 $28 $29 $30 $31
Total Residents 0 0 0 260 719 1,156 1,350 1,418
Total Resident-Driven Personal Property Tax Revenues $1,591,617 $0 $0 $0 $7,093 $20,240 $33,499 $40,308 $43,621
Employee-Driven Personal Property Tax Revenues
Personal Property Tax Revenues per Employee $60 per employee $64 $66 $68 $70 $72 $74 $76 $78
Total Employees 0 0 0 2,674 3,270 3,270 3,270 3,270
Total Employee-Driven Personal Property Tax Revenues $9,221,323 $0 $0 $0 $186,077 $234,359 $241,390 $248,631 $256,090
TOTAL PERSONAL PROPERTY TAX REVENUE $10,812,940 $0 $0 $0 $193,170 $254,599 $274,889 $288,940 $299,711
Funds Directed to Neighborhood Investment Fund 17.4% $1,881,452 $0 $0 $0 $33,612 $44,300 $47,831 $50,276 $52,150
TOTAL PERSONAL PROPERTY TAX REVENUE - GENERAL FUND $8,931,488 $0 $0 $0 $159,558 $210,299 $227,058 $238,664 $247,562
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SALES TAX REVENUES
CONSTRUCTION SALES
Commercial Construction (2 Yrs Prior to Delivery) % of improvement
Commercial Improvement Value (hard costs minus labor) 85% of Construction Value $214,967,506 $0 $175,161,336 $39,806,170 $0 $0 $0 $0 $0
% Materials and Purchased in the District 45% of Construction Value $96,735,378 $0 $78,822,601 $17,912,776 $0 $0 $0 $0 $0
Retail Sales Tax Rev (Commercial Construction) 6.00% $5,804,123 $0 $4,729,356 $1,074,767 $0 $0 $0 $0 $0
For-Rent Residential Construction (2 Yrs. Prior to Delivery) % of improvement
Residential Improvement Value (hard costs minus labor) 75% of Construction Value $44,008,721 $0 $8,639,991 $12,038,882 $15,993,387 $7,336,461 $0 $0 $0
% Materials and Purchased in the District 30% of Construction Value $13,202,616 $0 $2,591,997 $3,611,665 $4,798,016 $2,200,938 $0 $0 $0
Retail Sales Tax Rev (Residential Construction) 6.00% $792,157 $0 $155,520 $216,700 $287,881 $132,056 $0 $0 $0
For-Sale Residential Construction (2 Yrs. Prior to Delivery) % of improvement
Residential Improvement Value (hard costs minus labor) 60% of Construction Value $67,684,325 $0 $10,376,197 $19,965,634 $14,341,197 $7,619,144 $7,075,926 $7,308,171 $998,057
% Materials and Purchased in the District 30% of Construction Value $20,305,298 $0 $3,112,859 $5,989,690 $4,302,359 $2,285,743 $2,122,778 $2,192,451 $299,417
Retail Sales Tax Rev (Residential Construction) 6.00% $1,218,318 $0 $186,772 $359,381 $258,142 $137,145 $127,367 $131,547 $17,965
RETAIL ON-SITE SALES
Effective Retail SF Total Effective SF
Retail [In-Line] 25,322 0 0 0 13,950 25,322 25,322 25,322 25,322
Retail [Grocery] 44,700 0 0 0 44,700 44,700 44,700 44,700 44,700
Total Effective Square Feet 0 0 0 58,650 70,022 70,022 70,022 70,022

Retail Sales Sales/SF Taxable Sales
Retail [In-Line] $350 per GSF 95% $392,958,685 0 0 0 5,377,148 10,053,202 10,354,798 10,665,442 10,985,406
Retail [Grocery] $500 per GSF 5% $52,738,873 0 0 0 1,295,489 1,334,353 1,374,384 1,415,616 1,458,084
Total Sales $445,697,559 $0 $0 $0 $6,672,637 $11,387,556 $11,729,183 $12,081,058 $12,443,490
Retail Sales Tax Rev (On-Site Retail) 6.00% $26,741,854 $0 $0 $0 $400,358 $683,253 $703,751 $724,863 $746,609
RETAIL SALES FROM RESIDENTS
Residential Taxable Sales % Spent on Retail (Excluding Food) 2010 Income
Apartments - Market Rate 20% $78,016 $202,586,120 $0 $0 $0 $0 $1,696,814 $4,372,892 $5,708,294 $5,879,543
Senior Apartments - ADU 30% $37,654 $43,921,712 $0 $0 $0 $909,327 $1,115,668 $1,149,138 $1,183,612 $1,219,120
Townhomes - Market Rate 20% $128,625 $184,493,052 $0 $0 $0 $1,253,029 $3,414,135 $4,812,699 $5,083,681 $5,236,191
Townhomes - WDU 30% $93,200 $25,185,954 $0 $0 $0 $427,142 $642,201 $661,467 $681,311 $701,751
Condo - WDU 30% $82,800 $209,378,484 $0 $0 $0 $175,402 $1,264,647 $2,416,039 $3,635,377 $4,925,700
Total Retail Taxable Sales 95% taxable $632,287,056 $0 $0 $0 $2,626,655 $7,726,792 $12,741,623 $15,477,661 $17,064,190
Retail Expenditures Made Off-Site, In DC 60% $379,372,234 $0 $0 $0 $1,575,993 $4,636,075 $7,644,974 $9,286,597 $10,238,514
Total Residential Sales Tax Revenues 9.00% $34,143,501 $0 $0 $0 $141,839 $417,247 $688,048 $835,794 $921,466
ALCOHOL SALES ON-SITE
Alcohol Sales Sales/SF % Sales Alcohol Total Alcohol Sales
Retail [In-Line] $350 per GSF 0% 0 0 0 0 0 0 0 0 0
Grocery Store $500 per GSF 5% 1,117,500 0 0 0 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500
Total Sales $30,172,500 $0 $0 $0 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500
Sales Tax from Alcohol Sales 9.00% $2,715,525 $0 $0 $0 $100,575 $100,575 $100,575 $100,575 $100,575
ALCOHOL SALES FROM RESIDENTS
Residential Taxable Sales - Alcohol %Spent on Alcohol 2010 Income
Apartments - Market Rate 1% $78,016 $10,129,306 $0 $0 $0 $0 $84,841 $218,645 $285,415 $293,977
Senior Apartments - ADU 1% $37,654 $1,446,109 $0 $0 $0 $29,939 $36,733 $37,835 $38,970 $40,139
Townhomes - Market Rate 1% $128,625 $9,224,653 $0 $0 $0 $62,651 $170,707 $240,635 $254,184 $261,810
Townhomes - WDU 1% $93,200 $829,240 $0 $0 $0 $14,064 $21,144 $21,779 $22,432 $23,105
Condo - WDU 1% $82,800 $6,893,722 $0 $0 $0 $5,775 $41,638 $79,547 $119,694 $162,177
Total Alcohol Taxable Sales 80% taxable $22,818,423 $0 $0 $0 $89,943 $284,050 $478,752 $576,556 $624,966
Alcohol Expenditures Made Off-Site, In DC 30% taxable $6,845,527 $0 $0 $0 $26,983 $85,215 $143,626 $172,967 $187,490
Total Residential Alcohol Sales Tax Revenues 9.00% $616,097 $0 $0 $0 $2,428 $7,669 $12,926 $15,567 $16,874
TOTAL SALES TAX REVENUE $72,031,574 $0 $5,071,647 $1,650,848 $1,191,224 $1,477,945 $1,632,667 $1,808,346 $1,803,490
MEALS TAX Total Restaurant SF
Restaurants 4,500 0 0 0 2,250 4,500 4,500 4,500 4,500
Total Restaurant Sales $400 per GSF $0 $0 $0 $1,043,347 $2,149,294 $2,213,773 $2,280,186 $2,348,592
Prepared Foods at Grocery 5% $0 $0 $0 $1,295,489 $1,334,353 $1,374,384 $1,415,616 $1,458,084
Meals Tax Revenues (on-site restaurants) 9.0% $12,297,964 $0 $0 $0 $210,495 $313,528 $322,934 $332,622 $342,601
Residential Meals Tax Revenues
Total Taxable Sales $0 $0 $0 $2,626,655 $7,726,792 $12,741,623 $15,477,661 $17,064,190
Meals at Eating Places % of Retail Spending 3.4% $0 $0 $0 $89,088 $262,068 $432,155 $524,953 $578,762
% of Expenditures Off-Site & in DC 75.0% 75% 75% 75% 75% 75% 75% 75% 75%
Restaurant Expenditures Made Off-Site $0 $0 $0 $66,816 $196,551 $324,116 $393,714 $434,072
Total Effective Residential Meals Tax Revenues 9.00% Effective Rate to General Fund $1,447,547 $0 $0 $0 $6,013 $17,690 $29,170 $35,434 $39,066
TOTAL MEALS TAX REVENUE $13,745,512 $0 $0 $0 $216,509 $331,218 $352,105 $368,056 $381,667
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DEED RECORDATION/TRANSFER TAX
Land Taken Down (Acres) 11.1 0.0 0.0 2.6 6.1 2.4 0.0 0.0 0.0
Land Sale - Assessed Value per Acre $1,654,238 $83,493,958 $1,754,981 $1,807,631 $1,861,859 $1,917,715 $1,975,247 $2,034,504 $2,095,539 $2,158,405
Total Land Sales and Transaction Costs $0 $0 $4,840,835 $11,698,063 $4,830,096 $0 $0 $0
Deed Recordation/Transfer Tax on Land Sale 2.90% $619,701 $0 $0 $140,384 $339,244 $140,073 $0 $0 $0
New Owner Occupied Unit Sales - Under $400k
Townhomes - Market Rate $483,333 $0 $0 $0 $0 $0 $0 $0 $0
Townhomes - WDU $346,957 $0 $0 $0 $0 $0 $0 $0 $0
Condo - WDU $308,241 $0 $0 $0 $2,149,886 $13,286,295 $13,647,493 $14,056,918 $0
Owner Occupied Households in Turnover
Townhomes - Market Rate 6.7% turnover per yr 0 0 0 0 3 7 10 10
Townhomes - WDU 3.0% turnover per yr 0 0 0 0 0 1 1 1
Condo - WDU 3.0% turnover per yr 0 0 0 0 0 1 2 3
Value of Housing Unit Sales in Turnover - Under $400K
Townhomes - Market Rate $483,333 $0 $0 $0 $0 $0 $0 $0 $0
Townhomes - WDU $346,957 $0 $0 $0 $0 $0 $0 $0 $0
Condo - WDU $308,241 $0 $0 $0 $0 $66,431 $478,971 $915,048 $0
Recordation/Transfer Tax, Properties under $400k 2.20% $0 $0 $0 $47,297 $293,760 $310,782 $329,383 $0

New Owner Occupied Unit Sales - Over $400k
Townhomes - Market Rate $483,333 $0 $0 $0 $23,542,474 $39,897,540 $24,352,457 $2,378,636 $0
Townhomes - WDU $346,957 $0 $0 $0 $5,235,446 $2,478,897 $0 $0 $0
Condo - WDU $308,241 $0 $0 $0 $0 $0 $0 $0 $14,478,626
Townhomes - Market Rate 6.7% turnover per yr 0 0 0 0 3 7 10 10
Townhomes - WDU 3.0% turnover per yr 0 0 0 0 0 1 1 1
Condo - WDU 3.0% turnover per yr 0 0 0 0 0 1 2 3
Value of Housing Unit Sales in Turnover - Over $400K
Townhomes - Market Rate $483,333 $0 $0 $0 $0 $1,617,853 $4,408,170 $6,213,931 $6,563,810
Townhomes - WDU $346,957 $0 $0 $0 $0 $161,775 $243,226 $250,523 $258,039
Condo - WDU $308,241 $0 $0 $0 $0 $0 $0 $0 $1,376,858
Recordation/Transfer Tax, Properties over $400k 2.90% $12,671,126 $0 $0 $0 $834,560 $1,280,526 $841,112 $256,450 $657,643
TOTAL DEED RECORDATION/TRANSFER TAX REVENUE $14,272,050 $0 $0 $140,384 $1,221,101 $1,714,359 $1,151,894 $585,833 $657,643
INCOME TAX
EMPLOYEE INCOME
Office
Number of Employees 300 GSF/Employee 3,081 0 0 0 2,526 3,081 3,081 3,081 3,081
Average Employee Income $76,100 $80,734 $83,157 $85,651 $88,221 $90,867 $93,593 $96,401 $99,293
Taxable Employee Income 80% taxable $64,588 $66,525 $68,521 $70,577 $72,694 $74,875 $77,121 $79,435
Retail Income Tax, $10,000 - $40,000 $400.00 $0 $0 $0 $0 $0 $0 $0 $0 $0
Retail Income Tax, $40,000 + $2,200.00 $225,186 $4,290 $4,455 $4,624 $4,799 $4,979 $5,164 $5,355 $5,552
% of Employees Living in Washington D.C. 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0%
Employee Income Tax Revenue $227,451,650 $0 $0 $0 $4,243,206 $5,368,363 $5,568,230 $5,774,092 $5,986,130

Retail [In-Line]
Number of Employees 350 GSF/Employee 72 0 0 0 40 72 72 72 72
Retail Income Tax, $10,000 - $40,000 $400.00 $32,124 $1,144 $1,185 $1,226 $1,269 $1,313 $1,358 $1,405 $1,453
Retail Income Tax, $40,000 + $2,200.00 $27,433 $0 $0 $0 $0 $0 $0 $0 $0
Employee Income Tax Revenue $3,408,788 $0 $0 $0 $42,993 $80,749 $83,541 $86,416 $89,377
Restaurants
Retail Income Tax, $10,000 - $40,000 $400.00 $37,331 $961 $996 $1,032 $1,069 $1,107 $1,146 $1,186 $1,228
Employee Income Tax Revenue $705,208 $0 $0 $0 $8,176 $16,934 $17,533 $18,151 $18,788
Page 24
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Retail [Grocery]
Employee Income Tax Revenue $5,767,439 $0 $0 $0 $127,821 $132,162 $136,634 $141,239 $145,983
Construction
Construction Employee - FTE Jobs 3,034 0 1,803 666 298 145 56 58 8
Average Income - Construction Employees $69,700 174,256 $73,945 $76,163 $78,448 $80,801 $83,225 $85,722 $88,294 $90,943
Average Taxable Income 80% taxable $59,156 $60,930 $62,758 $64,641 $66,580 $68,578 $70,635 $72,754
Construction Income Tax, $10,000 - $40,000 $400.00 $0 $0 $0 $0 $0 $0 $0 $0 $0
Construction Income Tax, $40,000 + $2,200.00 $203,221 $3,828 $3,979 $4,134 $4,294 $4,459 $4,629 $4,804 $4,984
Total Const. Employee Income Tax Rev. $4,973,551 $0 $2,870,056 $1,101,049 $511,693 $258,527 $104,432 $111,935 $15,860
Total Employees 0 1,803 666 2,972 3,415 3,327 3,329 3,278
Total Employees - Excluding Construction 3,270 0 0 0 2,674 3,270 3,270 3,270 3,270
Total Employee Income Tax Revenue $242,306,637 $0 $2,870,056 $1,101,049 $4,933,889 $5,856,735 $5,910,370 $6,131,833 $6,256,138

HOUSEHOLD INCOME
Number of Households 289 0 0 0 0 91 228 289 289
Average Household Income $78,016 $82,767 $85,250 $87,807 $90,441 $93,155 $95,949 $98,828 $101,793
Taxable Household Income 80% taxable $66,213 $68,200 $70,246 $72,353 $74,524 $76,759 $79,062 $81,434
Household Income Tax Revenue $60,179,101 $0 $0 $0 $0 $467,627 $1,213,333 $1,594,260 $1,652,485

Household Income Tax Revenue $7,230,349 $0 $0 $0 $129,991 $159,978 $165,268 $170,716 $176,328

Household Income Tax Revenue $57,868,502 $0 $0 $0 $375,610 $1,027,428 $1,453,780 $1,541,252 $1,593,105

Townhomes - WDU
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Condo - WDU

Total Residents 0 0 0 260 719 1,156 1,350 1,418
Total Households 0 0 0 130 345 559 660 696
Total Household Income Tax Revenue $171,680,444 $0 $0 $0 $617,664 $2,008,616 $3,404,859 $4,112,944 $4,478,898
TOTAL INCOME TAX REVENUE $413,987,081 $0 $2,870,056 $1,101,049 $5,551,553 $7,865,351 $9,315,229 $10,244,777 $10,735,036

PARKING TAX REVENUE
Average Annual Revenue per Space (Monthly & Public) $2,279 $2,418 $2,490 $2,565 $2,642 $2,721 $2,803 $2,887 $2,974
Total Income-Generating Parking Spaces 0 0 0 0 1,647 653 0 0 0
Total Parking Revenues $0 $0 $0 $0 $4,351,350 $1,776,973 $0 $0 $0
Parking Tax Revenue 12% $0 $0 $0 $522,162 $213,237 $0 $0 $0
TOTAL PARKING TAX REVENUES $735,399 $0 $0 $0 $522,162 $213,237 $0 $0 $0

MISCELLANEOUS REVENUES
Miscellaneous Revenues (See Appendix)
Per Employee $1,011 $1,073 $1,105 $1,138 $1,173 $1,208 $1,244 $1,281 $1,320
No. Employees 3,270 $0 $1,803 $666 $2,972 $3,415 $3,327 $3,329 $3,278
Misc Rev (Employee) $158,835,285 $0 $1,992,987 $757,918 $3,485,183 $4,124,637 $4,138,241 $4,264,760 $4,326,326
Per Resident $640 $679 $700 $721 $742 $764 $787 $811 $835
No. Residents 1,496 0 0 0 260 719 1,156 1,350 1,418
Misc Rev (Resident) $43,234,441 $0 $0 $0 $192,671 $549,795 $909,961 $1,094,931 $1,184,916
TOTAL MISCELLANEOUS REVENUES $202,069,725 $0 $1,992,987 $757,918 $3,677,854 $4,674,432 $5,048,202 $5,359,691 $5,511,242
TOTAL REVENUES $1,183,055,000 $0 $9,934,700 $3,892,100 $19,281,800 $25,955,400 $29,553,800 $31,029,100 $32,136,800
Real Property Tax $457,282,100 $0 $0 $242,000 $6,741,700 $9,468,600 $11,826,600 $12,423,700 $12,800,200
Personal Property Tax $8,931,800 $0 $0 $0 $159,600 $210,300 $227,100 $238,700 $247,600
Sales Tax $72,031,500 $0 $5,071,600 $1,650,800 $1,191,200 $1,477,900 $1,632,700 $1,808,300 $1,803,500
Meals Tax $13,745,600 $0 $0 $0 $216,500 $331,200 $352,100 $368,100 $381,700
Deed Recordation/Transfer Tax $14,272,000 $0 $0 $140,400 $1,221,100 $1,714,400 $1,151,900 $585,800 $657,600
Income Tax $413,986,900 $0 $2,870,100 $1,101,000 $5,551,600 $7,865,400 $9,315,200 $10,244,800 $10,735,000
Parking Tax $735,400 $0 $0 $0 $522,200 $213,200 $0 $0 $0
Miscellaneous Revenues $202,069,700 $0 $1,993,000 $757,900 $3,677,900 $4,674,400 $5,048,200 $5,359,700 $5,511,200
Page 26
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794
EXPENDITURES
MISC./NON-EDUCATIONAL OPERATING EXPENDITURES (SEE APPENDIX)
Expenditures Per Employee $476 $504.63 $519.77 $535.36 $551.42 $567.96 $585.00 $602.55 $620.63
No. Employees 3,270 0 1,803 666 2,972 3,415 3,327 3,329 3,278
Op. Expenditures (Employee) $74,696,027 $0 $937,249 $356,429 $1,638,989 $1,939,708 $1,946,105 $2,005,604 $2,034,557
Per Resident $986 $1,046 $1,077 $1,110 $1,143 $1,177 $1,213 $1,249 $1,286
No. Residents 1,496 0 0 0 260 719 1,156 1,350 1,418
Op. Expenditures (Resident) $66,583,228 $0 $0 $0 $296,723 $846,712 $1,401,386 $1,686,249 $1,824,830
TOTAL MISC./NON-EDUC OPERATING EXPENDITURES $141,279,255 $0 $937,249 $356,429 $1,935,712 $2,786,419 $3,347,491 $3,691,852 $3,859,387

CAPITAL EXPENDITURES
Land Development & Infrastructure Costs $5,159,037 per acre 11.1 Acres $61,000,777 $61,000,777 $0 $0 $0 $0 $0 $0 $0
Value of Phase 1 Land Takedown $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Land Development Costs $61,000,777 $61,000,777 $0 $0 $0 $0 $0 $0 $0
Annual Payment on 20 Year Bond 5.0% Interest Rate 20 Years $4,894,860 $0 $0 $0 $0 $0 $0 $0
Cumulative Bond Payments $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860

TOTAL CAPITAL EXPENDITURES $97,897,204 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860

EDUCATIONAL EXPENDITURES
Pupil Generation
Apartments - Market Rate 0.24 per household 69 0 0 0 0 22 55 69 69
Senior Apartments - ADU 0.00 per household 0 0 0 0 0 0 0 0 0
Townhomes - Market Rate 0.35 per household 55 0 0 0 15 39 53 55 55
Townhomes - WDU 0.35 per household 7 0 0 0 5 7 7 7 7
Condo - WDU 0.07 per household 13 0 0 0 0 3 5 8 11
Total On-Site Pupils 144 0 0 0 20 70 120 139 141
School Expenditures per Pupil $10,752 per pupil $11,407 $11,749 $12,101 $12,464 $12,838 $13,223 $13,620 $14,029
TOTAL SCHOOL OPERATING EXPENDITURES $70,106,631 $0 $0 $0 $245,332 $903,276 $1,587,454 $1,887,074 $1,979,039
TOTAL OPERATING EXPENDITURES $309,283,800 $4,894,900 $5,832,100 $5,251,300 $7,075,900 $8,584,600 $9,829,900 $10,473,900 $10,733,300
Misc./Non-Educational Operating Expenditures $141,279,300 $0 $937,200 $356,400 $1,935,700 $2,786,400 $3,347,500 $3,691,900 $3,859,400
Capital Expenditures $97,898,000 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900
Educational Expenditures $70,106,500 $0 $0 $0 $245,300 $903,300 $1,587,500 $1,887,100 $1,979,000
NET FISCAL IMPACT $873,771,200 ($4,894,900) $4,102,600 ($1,359,200) $12,205,900 $17,370,800 $19,723,900 $20,555,200 $21,403,500

Page 27
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DEDICATED REVENUE STREAMS (NON-GENERAL FUND REVENUE)
PERSONAL PROPERTY TAX REVENUES - NEIGHBORHOOD INVESTMENT FUND
Total Personal Property Tax Collected $3.400 per $100 AV $10,812,940 $0 $0 $0 $193,170 $254,599 $274,889 $288,940 $299,711
Neighborhood Investment Fund Revenues 17.4% $0 $0 $0 $33,612 $44,300 $47,831 $50,276 $52,150
TOTAL PERSONAL PROPERTY TAX REVENUE - NEIGHBORHOOD INVESTMENT FUND $1,881,452 $0 $0 $0 $33,612 $44,300 $47,831 $50,276 $52,150
TOTAL NEIGHBORHOOD INVESTMENT FUND REVENUE $1,881,452 $0 $0 $0 $33,612 $44,300 $47,831 $50,276 $52,150
MEALS TAX - CONVENTION CENTER FUND Total Effective Restaurant SF
Total Restaurant Sales On-Site $0 $0 $0 $1,043,347 $2,149,294 $2,213,773 $2,280,186 $2,348,592
Meals Tax Revenues (on-site restaurants) 1.00% Effective Rate to Convention Center Fund $839,052 $0 $0 $0 $10,433 $21,493 $22,138 $22,802 $23,486
Total Restaurant Expenditures Off-Site from Residents $0 $0 $0 $66,816 $196,551 $324,116 $393,714 $434,072
Total Effective Residential Meals Tax Revenues 1.00% Effective Rate to Convention Center Fund $0 $0 $0 $668 $1,966 $3,241 $3,937 $4,341
TOTAL MEALS TAX REVENUE - CONVENTION CENTER FUND $999,890 $0 $0 $0 $11,102 $23,458 $25,379 $26,739 $27,827

TOTAL CONVENTION CENTER FUND REVENUE $999,890 $0 $0 $0 $11,102 $23,458 $25,379 $26,739 $27,827
INDIRECT/INDUCED EMPLOYMENT
Type SAM
IMPLAN Categories
Indirect/Inducted Construction Jobs 34,37 1.309 938 0 557 206 92 45 17 18 2
TOTAL INDIRECT/INDUCED CONSTRUCTION JOBS 938 0 557 206 92 45 17 18 2
Indirect/Induced Full Time Employment
Office 394, 396, 397 1.358 1,103 0 0 0 904 1,103 1,103 1,103 1,103
Retail [In-Line] 325, 327, 328, 330, 419, 421 1.145 10 0 0 0 6 10 10 10 10
Restaurants 413 1.138 2 0 0 0 1 2 2 2 2
Retail [Grocery] 324 1.158 16 0 0 0 16 16 16 16 16
TOTAL INDIRECT/INDUCED FULL-TIME JOBS (EXCLUDING CONSTRUCTION) 1,132 0 0 0 927 1,132 1,132 1,132 1,132
INDIRECT GROSS OUTPUT SALES TAX REVENUE
Indirect Only
Retail [In-Line] On-site Sales: Categories $0 $0 $0 $5,660,156 $10,582,318 $10,899,788 $11,226,782 $11,563,585
Indirect Impact 325, 327, 328, 330, 419, 421 0.2530 $104,651,102 $0 $0 $0 $1,432,019 $2,677,327 $2,757,646 $2,840,376 $2,925,587
Restaurants On-site Sales: Categories $0 $0 $0 $1,043,347 $2,149,294 $2,213,773 $2,280,186 $2,348,592
Indirect Impact 413 0.2410 $21,228,009 $0 $0 $0 $263,967 $543,771 $560,085 $576,887 $594,194
Retail [Grocery] On-site Sales $0 $0 $0 $25,909,776 $26,687,069 $27,487,681 $28,312,311 $29,161,681
Indirect Impact 324 0.2950 $266,858,699 $0 $0 $0 $6,555,173 $6,751,828 $6,954,383 $7,163,015 $7,377,905

TOTAL GROSS OUTPUT SALES TO THE DISTRICT 95% Taxable Sales $373,100,920 $0 $0 $0 $7,838,601 $9,474,280 $9,758,508 $10,051,264 $10,352,802

TOTAL ESTIMATED INDIRECT SALES TAX REVENUES 6.00% $22,387,000 $0 $0 $0 $470,000 $568,000 $586,000 $603,000 $621,000
Page 28
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INDIRECT/INDUCED INCOME TAX
Office Type SAM Multiplier
Total Employees 0 0 0 2,526 3,081 3,081 3,081 3,081
Average Employee Income $80,734 $83,157 $85,651 $88,221 $90,867 $93,593 $96,401 $99,293
Total Employee Income - DC 35% Emp. living in DC $0 $0 $0 $78,003,321 $97,973,668 $100,912,878 $103,940,265 $107,058,472
Indirect/Induced Labor Income 0.580 $0 $0 $0 $45,241,926 $56,824,728 $58,529,469 $60,285,353 $62,093,914
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate $134,160,483 $0 $0 $0 $2,714,516 $3,409,484 $3,511,768 $3,617,121 $3,725,635
Retail [In-Line]
Total Employees 0 0 0 40 72 72 72 72
Indirect/Induced Labor Income 0.564 $0 $0 $0 $584,782 $1,093,318 $1,126,118 $1,159,902 $1,194,699
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate $2,564,132 $0 $0 $0 $35,087 $65,599 $67,567 $69,594 $71,682
Restaurants
Total Employees 0 0 0 9 18 18 18 18
Total Employee Income - DC 85% Emp. living in DC $0 $0 $0 $202,201 $416,533 $429,029 $441,900 $455,157
Indirect/Induced Labor Income 0.520 $0 $0 $0 $105,144 $216,597 $223,095 $229,788 $236,682
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate $507,338 $0 $0 $0 $6,309 $12,996 $13,386 $13,787 $14,201
Retail [Grocery]
Total Employees 0 0 0 99 99 99 99 99
Indirect/Induced Labor Income 0.610 $0 $0 $0 $1,838,995 $1,894,165 $1,950,990 $2,009,520 $2,069,805
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate $4,491,889 $0 $0 $0 $110,340 $113,650 $117,059 $120,571 $124,188
Construction
Total Employees 0 1,803 666 298 145 56 58 8
Total Employee Income - DC 40% Emp. living in DC $0 $54,935,259 $20,891,480 $9,627,558 $4,824,939 $1,933,888 $2,057,283 $289,386
Indirect/Induced Labor Income 0.609 $0 $33,455,573 $12,722,912 $5,863,183 $2,938,388 $1,177,738 $1,252,885 $176,236
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate $3,455,215 $0 $2,007,334 $763,375 $351,791 $176,303 $70,664 $75,173 $10,574

TOTAL ESTIMATED INDIRECT/INDUCED INCOME TAX REVENUE $145,179,057 $0 $2,007,334 $763,375 $3,218,042 $3,778,032 $3,780,445 $3,896,247 $3,946,280
TOTAL INDIRECT/INDUCED REVENUES $167,566,057 $0 $2,007,334 $763,375 $3,688,042 $4,346,032 $4,366,445 $4,499,247 $4,567,280

Page 29
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34
35
36
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38
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58
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93
B C D E
ASSUMPTION
(2010$)
ESCALATIONS
Revenues 3.0%
Commercial 3.0%
Residential 3.0%
Expenditures 3.0%
DEVELOPMENT PROGRAM
Residential
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery
Cumulative GSF
Delivery (Units)
Cumulative Units
Townhomes - WDU
Delivery (Units)
Cumulative Units
Condo - WDU
Delivery (Units)
Cumulative Units
Commercial
Delivery (GSF)
Cumulative GSF
Office
Delivery (GSF)
Cumulative GSF
Delivery (GSF)
Cumulative GSF
Retail (In-line)
Delivery
Cumulative GSF
Restaurants
Delivery
Cumulative GSF
Retail [Grocery]
Delivery
Cumulative GSF
U V W X Y Z AA AB AC AD AE
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20
1.344 1.384 1.426 1.469 1.513 1.558 1.605 1.653 1.702 1.754 1.806
1.344 1.384 1.426 1.469 1.513 1.558 1.605 1.653 1.702 1.754 1.806
1.344 1.384 1.426 1.469 1.513 1.558 1.605 1.653 1.702 1.754 1.806
1.344 1.384 1.426 1.469 1.513 1.558 1.605 1.653 1.702 1.754 1.806
36 5 0 0 0 0 0 0 0 0 0
751 756 756 756 756 756 756 756 756 756 756
0 0 0 0 0 0 0 0 0 0 0
390 390 390 390 390 390 390 390 390 390 390

0 0 0 0 0 0 0 0 0 0 0
304 304 304 304 304 304 304 304 304 304 304

0 0 0 0 0 0 0 0 0 0 0
86 86 86 86 86 86 86 86 86 86 86
36 5 0 0 0 0 0 0 0 0 0
361 366 366 366 366 366 366 366 366 366 366

0 0 0 0 0 0 0 0 0 0 0
156 156 156 156 156 156 156 156 156 156 156

0 0 0 0 0 0 0 0 0 0 0
19 19 19 19 19 19 19 19 19 19 19

36 5 0 0 0 0 0 0 0 0 0
186 191 191 191 191 191 191 191 191 191 191
0 0 0 0 0 0 0 0 0 0 0
1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697
0 0 0 0 0 0 0 0 0 0 0
1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862
0 0 0 0 0 0 0 0 0 0 0
77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835
0 0 0 0 0 0 0 0 0 0 0
28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135
0 0 0 0 0 0 0 0 0 0 0
5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
0 0 0 0 0 0 0 0 0 0 0
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
Page 30
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B C D E
ASSUMPTION
(2010$)
94
95
97
98
99
101
102
103
105
106
107
109
114
115
116
117
118
122
123
124
128
129
130
131
134
135
136
137
138
139
140
141
142
143
150
151
152
153
154
155
163
164
165
166
167
168
169
170
171
172
173
174
181
EMPLOYEE RATIOS
Office 300 GSF per Employee
Vacancy Rate 10.0%
Retail [In-Line] 350 GSF per Employee
Vacancy Rate 10.0%
Restaurants 250 GSF per Employee
Vacancy Rate 10.0%
Retail [Grocery] 450 GSF per Employee
Vacancy Rate 0.0%
HOUSEHOLD RATIOS
Apartments - Market Rate 1.9 Residents per Household
Senior Apartments - ADU 1.5 Residents per Household
Townhomes - Market Rate 2.6 Residents per Household
Townhomes - WDU 2.6 Residents per Household
Condo - WDU 1.9 Residents per Household
Construction Costs per Unit $229,934 per SF
Construction Value
Total Construction Hours 9.7 per $1K const. value
Total FTE Construction Jobs 2025 hours/year
Construction Value
Construction Value
Townhomes - WDU
Construction Value
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
300 300 300 300 300 300 300 300 300 300 300
350 350 350 350 350 350 350 350 350 350 350
250 250 250 250 250 250 250 250 250 250 250
450 450 450 450 450 450 450 450 450 450 450
549 549 549 549 549 549 549 549 549 549 549
123 123 123 123 123 123 123 123 123 123 123
412 412 412 412 412 412 412 412 412 412 412
50 50 50 50 50 50 50 50 50 50 50
354 363 363 363 363 363 363 363 363 363 363
$309,012 $318,282 $327,831 $337,666 $347,796 $358,230 $368,976 $380,046 $391,447 $403,191 $415,286
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$353,236 $363,833 $374,748 $385,990 $397,570 $409,497 $421,782 $434,435 $447,468 $460,892 $474,719
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$361,807 $372,661 $383,841 $395,357 $407,217 $419,434 $432,017 $444,977 $458,327 $472,076 $486,239
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$300,658 $309,677 $318,968 $328,537 $338,393 $348,545 $359,001 $369,771 $380,864 $392,290 $404,059
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Page 31
7
8
9
B C D E
ASSUMPTION
(2010$)
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
253
254
255
256
261
262
263
264
265
266
267
268
Condo - WDU
Construction Value
Total Residential Construction Value
Total Residential FTE Construction Jobs
Office
Construction Costs per GSF $348 /FAR SF
Construction Value
Retail [In-Line]
Construction Costs per GSF $270 /GSF
Construction Value
Restaurants
Construction Value
Retail [Grocery]
Construction Value
Total Commercial Construction Value - 2 Years Prior to Delivery
Total Commercial FTE Construction Jobs

Total Construction Value - 2 Years Prior to Delivery
Total FTE Construction Jobs
ASSESSED VALUE
Unimproved Land Base Value per Acre $1,654,238 /Acre
Land Takedown
Cumulative Land Takedown
Cumulative Development of Unimproved Land
Remaining Land Area - Taken Down & Unimproved
Remaining Value of Unimproved Land Base

Total Value of Unimproved Land
Residential
Units Under Construction
Under Construction Value $229,934 /Unit
Townhomes - WDU
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$357,966 $368,704 $379,766 $391,159 $402,893 $414,980 $427,430 $440,252 $453,460 $467,064 $481,076
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$468 $482 $497 $512 $527 $543 $559 $576 $593 $611 $629
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$363 $374 $385 $397 $409 $421 $434 $447 $460 $474 $488
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$363 $374 $385 $397 $409 $421 $434 $447 $460 $474 $488
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$363 $374 $385 $397 $409 $421 $434 $447 $460 $474 $488
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$2,223,158 $2,289,852 $2,358,548 $2,429,304 $2,502,183 $2,577,249 $2,654,566 $2,734,203 $2,816,230 $2,900,716 $2,987,738
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1
11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Page 32
7
8
9
B C D E
ASSUMPTION
(2010$)
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
301
302
303
304
305
306
307
308
309
310
311
312
317
318
319
320
325
326
327
328
329
330
331
332
337
338
339
340
341
342
343
Condo - WDU
Total Residential Units Under Construction
Total Residential Project Value Under Construction

Retail
Office
GSF Under Construction
Under Construction Value $348 /FAR SF
Retail (In-line)
Restaurants
Retail [Grocery]
Total Commercial GSF Under Construction
Total Commercial Project Value Under Construction

Total Interim Project Value Based on Construction Cost

Residential
Units Completed
Developed Units Assessed Value $238,444 /Unit
Units Completed
Units Completed
Townhomes - WDU
Units Completed
Condo - WDU
Units Completed
Total Residential Units Completed
Total Residential Project Value - Completed
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
304 304 304 304 304 304 304 304 304 304 304
$97,416,283 $100,338,771 $103,348,935 $106,449,403 $109,642,885 $112,932,171 $116,320,136 $119,809,741 $123,404,033 $127,106,154 $130,919,338
86 86 86 86 86 86 86 86 86 86 86
$14,496,940 $14,931,848 $15,379,803 $15,841,197 $16,316,433 $16,805,926 $17,310,104 $17,829,407 $18,364,289 $18,915,218 $19,482,675
156 156 156 156 156 156 156 156 156 156 156
$101,331,295 $104,371,234 $107,502,371 $110,727,442 $114,049,265 $117,470,743 $120,994,866 $124,624,711 $128,363,453 $132,214,356 $136,180,787
19 19 19 19 19 19 19 19 19 19 19
$8,859,337 $9,125,118 $9,398,871 $9,680,837 $9,971,262 $10,270,400 $10,578,512 $10,895,868 $11,222,744 $11,559,426 $11,906,209
191 191 191 191 191 191 191 191 191 191 191
$79,121,668 $81,495,318 $83,940,177 $86,458,382 $89,052,134 $91,723,698 $94,475,409 $97,309,671 $100,228,961 $103,235,830 $106,332,905
756 756 756 756 756 756 756 756 756 756 756
$301,225,523 $310,262,288 $319,570,157 $329,157,262 $339,031,979 $349,202,939 $359,679,027 $370,469,398 $381,583,480 $393,030,984 $404,821,914
Page 33
7
8
9
B C D E
ASSUMPTION
(2010$)
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
426
427
428
429
430

Retail
Office
GSF Completed
Developed GSF Value $400 /GSF
Retail (In-line)
GSF Completed
Restaurants
GSF Completed
Retail [Grocery]
GSF Completed
Total Commercial Project Value Completed
Total Project Value Based on Income Approach
REVENUES
Assessed Value of Unimproved Land
Value Subject to Real Property Tax
Real Property Tax - Unimproved Land $5.000 per $100 AV
Assessed Value of Commercial Uses Under Construction
Real Property Tax - Commercial Uses Under Construction $1.850 per $100 AV
Total Real Property Tax - Commercial Uses Under Const.
Assessed Value of Residential Uses Under Construction
Real Property Tax - Residential Uses Under Const. $0.850 per $100 AV
Assessed Value of Commercial - Completed
Real Property Tax - Commercial Uses - Completed $1.850 per $100 AV
Total Real Property Tax - Completed Commercial Uses
Assessed Value of Residential Uses - Completed
Owner Occupied Condos 80% owner occupied units
Owner Occupied Townhomes 80% owner occupied units
Homestead Exemption $67,500 per Unit
Real Property Tax - Residential Uses - Completed $0.850 per $100 AV
TOTAL REAL PROPERTY REVENUES
Personal Property Tax Revenues per Resident $24 per resident
Total Residents
Total Resident-Driven Personal Property Tax Revenues
Personal Property Tax Revenues per Employee $60 per employee
Total Employees
Total Employee-Driven Personal Property Tax Revenues
TOTAL PERSONAL PROPERTY TAX REVENUE
Funds Directed to Neighborhood Investment Fund 17.4%
TOTAL PERSONAL PROPERTY TAX REVENUE - GENERAL FUND
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862
$552,006,641 $568,566,840 $585,623,846 $603,192,561 $621,288,338 $639,926,988 $659,124,797 $678,898,541 $699,265,498 $720,243,463 $741,850,766
28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135
$13,443,942 $13,847,260 $14,262,678 $14,690,559 $15,131,275 $15,585,214 $16,052,770 $16,534,353 $17,030,384 $17,541,295 $18,067,534
5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
$2,389,185 $2,460,860 $2,534,686 $2,610,727 $2,689,048 $2,769,720 $2,852,811 $2,938,396 $3,026,548 $3,117,344 $3,210,864
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
$13,349,569 $13,750,056 $14,162,558 $14,587,435 $15,025,058 $15,475,810 $15,940,084 $16,418,286 $16,910,835 $17,418,160 $17,940,705
$581,189,337 $598,625,017 $616,583,768 $635,081,281 $654,133,719 $673,757,731 $693,970,463 $714,789,577 $736,233,264 $758,320,262 $781,069,870
$882,414,860 $908,887,306 $936,153,925 $964,238,543 $993,165,699 $1,022,960,670 $1,053,649,490 $1,085,258,975 $1,117,816,744 $1,151,351,246 $1,185,891,783
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$581,189,337 $598,625,017 $616,583,768 $635,081,281 $654,133,719 $673,757,731 $693,970,463 $714,789,577 $736,233,264 $758,320,262 $781,069,870
$581,189,337 $598,625,017 $616,583,768 $635,081,281 $654,133,719 $673,757,731 $693,970,463 $714,789,577 $736,233,264 $758,320,262 $781,069,870
$10,746,003 $11,068,563 $11,400,800 $11,743,004 $12,095,474 $12,458,518 $12,832,454 $13,217,607 $13,614,315 $14,022,925 $14,443,793
$49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500
$10,795,503 $11,118,063 $11,450,300 $11,792,504 $12,144,974 $12,508,018 $12,881,954 $13,267,107 $13,663,815 $14,072,425 $14,493,293
$301,225,523 $310,262,288 $319,570,157 $329,157,262 $339,031,979 $349,202,939 $359,679,027 $370,469,398 $381,583,480 $393,030,984 $404,821,914
153 153 153 153 153 153 153 153 153 153 153
140 140 140 140 140 140 140 140 140 140 140
$19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000
$281,461,523 $290,498,288 $299,806,157 $309,393,262 $319,267,979 $329,438,939 $339,915,027 $350,705,398 $361,819,480 $373,266,984 $385,057,914
$2,392,423 $2,469,235 $2,548,352 $2,629,843 $2,713,778 $2,800,231 $2,889,278 $2,980,996 $3,075,466 $3,172,769 $3,272,992
$13,187,926 $13,587,298 $13,998,652 $14,422,346 $14,858,752 $15,308,249 $15,771,231 $16,248,103 $16,739,281 $17,245,194 $17,766,285
$32 $33 $34 $35 $36 $37 $38 $39 $40 $41 $43
1,487 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$47,102 $48,812 $50,276 $51,785 $53,338 $54,938 $56,586 $58,284 $60,032 $61,833 $63,688
$81 $83 $86 $88 $91 $94 $96 $99 $102 $105 $108
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$263,773 $271,686 $279,837 $288,232 $296,879 $305,785 $314,959 $324,407 $334,140 $344,164 $354,489
$310,875 $320,498 $330,113 $340,016 $350,217 $360,723 $371,545 $382,691 $394,172 $405,997 $418,177
$54,092 $55,767 $57,440 $59,163 $60,938 $62,766 $64,649 $66,588 $68,586 $70,644 $72,763
$256,783 $264,731 $272,673 $280,854 $289,279 $297,957 $306,896 $316,103 $325,586 $335,354 $345,414
Page 34
7
8
9
B C D E
ASSUMPTION
(2010$)
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
466
468
469
471
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
488
490
491
493
494
495
496
497
498
499
500
501
502
503
504
505
506
507
508
509
510
511
512
513
514
SALES TAX REVENUES
CONSTRUCTION SALES
Commercial Improvement Value (hard costs minus labor) 85% of Construction Value
% Materials and Purchased in the District 45% of Construction Value
Retail Sales Tax Rev (Commercial Construction) 6.00%
Residential Improvement Value (hard costs minus labor) 75% of Construction Value
Retail Sales Tax Rev (Residential Construction) 6.00%
Effective Retail SF
Retail [In-Line]
Retail [Grocery]
Total Effective Square Feet

Retail Sales Sales/SF
Retail [In-Line] $350 per GSF
Retail [Grocery] $500 per GSF
Total Sales
Retail Sales Tax Rev (On-Site Retail) 6.00%
Residential Taxable Sales % Spent on Retail (Excluding Food)
Apartments - Market Rate 20%
Senior Apartments - ADU 30%
Townhomes - Market Rate 20%
Townhomes - WDU 30%
Condo - WDU 30%
Total Retail Taxable Sales 95% taxable
Retail Expenditures Made Off-Site, In DC 60%
Total Residential Sales Tax Revenues 9.00%
Alcohol Sales Sales/SF
Grocery Store $500 per GSF
Total Sales
Sales Tax from Alcohol Sales 9.00%
Residential Taxable Sales - Alcohol %Spent on Alcohol
Townhomes - WDU 1%
Condo - WDU 1%
Total Alcohol Taxable Sales 80% taxable
Alcohol Expenditures Made Off-Site, In DC 30% taxable
Total Residential Alcohol Sales Tax Revenues 9.00%
TOTAL SALES TAX REVENUE
MEALS TAX
Restaurants
Total Restaurant Sales $400 per GSF
Prepared Foods at Grocery 5%
Meals Tax Revenues (on-site restaurants) 9.0%
Total Taxable Sales
Meals at Eating Places % of Retail Spending 3.4%
% of Expenditures Off-Site & in DC 75.0%
Restaurant Expenditures Made Off-Site
Total Effective Residential Meals Tax Revenues 9.00% Effective Rate to Ge
TOTAL MEALS TAX REVENUE
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022
11,314,968 11,654,417 12,004,049 12,364,171 12,735,096 13,117,149 13,510,663 13,915,983 14,333,463 14,763,467 15,206,371
1,501,827 1,546,881 1,593,288 1,641,086 1,690,319 1,741,029 1,793,259 1,847,057 1,902,469 1,959,543 2,018,329
$12,816,794 $13,201,298 $13,597,337 $14,005,257 $14,425,415 $14,858,178 $15,303,923 $15,763,041 $16,235,932 $16,723,010 $17,224,700
$769,008 $792,078 $815,840 $840,315 $865,525 $891,491 $918,235 $945,782 $974,156 $1,003,381 $1,033,482
$6,055,929 $6,237,607 $6,424,735 $6,617,477 $6,816,002 $7,020,482 $7,231,096 $7,448,029 $7,671,470 $7,901,614 $8,138,662
$1,255,694 $1,293,365 $1,332,166 $1,372,131 $1,413,295 $1,455,693 $1,499,364 $1,544,345 $1,590,675 $1,638,396 $1,687,548
$5,393,277 $5,555,075 $5,721,728 $5,893,379 $6,070,181 $6,252,286 $6,439,855 $6,633,051 $6,832,042 $7,037,003 $7,248,113
$722,803 $744,487 $766,822 $789,827 $813,521 $837,927 $863,065 $888,957 $915,625 $943,094 $971,387
$6,293,504 $6,648,925 $6,848,393 $7,053,845 $7,265,460 $7,483,424 $7,707,927 $7,939,165 $8,177,340 $8,422,660 $8,675,340
$18,735,147 $19,455,487 $20,039,151 $20,640,326 $21,259,536 $21,897,322 $22,554,241 $23,230,869 $23,927,795 $24,645,629 $25,384,997
$11,241,088 $11,673,292 $12,023,491 $12,384,196 $12,755,721 $13,138,393 $13,532,545 $13,938,521 $14,356,677 $14,787,377 $15,230,998
$1,011,698 $1,050,596 $1,082,114 $1,114,578 $1,148,015 $1,182,455 $1,217,929 $1,254,467 $1,292,101 $1,330,864 $1,370,790
0 0 0 0 0 0 0 0 0 0 0
1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500
$1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500
$100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575
$302,796 $311,880 $321,237 $330,874 $340,800 $351,024 $361,555 $372,401 $383,573 $395,081 $406,933
$41,343 $42,584 $43,861 $45,177 $46,532 $47,928 $49,366 $50,847 $52,372 $53,944 $55,562
$269,664 $277,754 $286,086 $294,669 $303,509 $312,614 $321,993 $331,653 $341,602 $351,850 $362,406
$23,798 $24,512 $25,247 $26,005 $26,785 $27,588 $28,416 $29,269 $30,147 $31,051 $31,983
$207,212 $218,914 $225,481 $232,246 $239,213 $246,389 $253,781 $261,395 $269,236 $277,313 $285,633
$675,851 $700,515 $721,530 $743,176 $765,472 $788,436 $812,089 $836,451 $861,545 $887,391 $914,013
$202,755 $210,154 $216,459 $222,953 $229,641 $236,531 $243,627 $250,935 $258,463 $266,217 $274,204
$18,248 $18,914 $19,481 $20,066 $20,668 $21,288 $21,926 $22,584 $23,262 $23,960 $24,678
$1,899,529 $1,962,163 $2,018,011 $2,075,534 $2,134,783 $2,195,809 $2,258,666 $2,323,409 $2,390,094 $2,458,779 $2,529,525
4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500
$2,419,049 $2,491,621 $2,566,370 $2,643,361 $2,722,662 $2,804,341 $2,888,472 $2,975,126 $3,064,380 $3,156,311 $3,251,000
$1,501,827 $1,546,881 $1,593,288 $1,641,086 $1,690,319 $1,741,029 $1,793,259 $1,847,057 $1,902,469 $1,959,543 $2,018,329
$352,879 $363,465 $374,369 $385,600 $397,168 $409,083 $421,356 $433,996 $447,016 $460,427 $474,240
$18,735,147 $19,455,487 $20,039,151 $20,640,326 $21,259,536 $21,897,322 $22,554,241 $23,230,869 $23,927,795 $24,645,629 $25,384,997
$635,436 $659,868 $679,664 $700,054 $721,055 $742,687 $764,967 $787,916 $811,554 $835,900 $860,978
75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75%
$476,577 $494,901 $509,748 $525,040 $540,791 $557,015 $573,726 $590,937 $608,665 $626,925 $645,733
$42,892 $44,541 $45,877 $47,254 $48,671 $50,131 $51,635 $53,184 $54,780 $56,423 $58,116
$395,771 $408,006 $420,246 $432,854 $445,839 $459,215 $472,991 $487,181 $501,796 $516,850 $532,356
Page 35
7
8
9
B C D E
ASSUMPTION
(2010$)
515
525
526
527
528
529
530
531
532
533
534
535
537
538
539
540
541
543
544
545
546
547
549
550
551
552
553
554
555
557
558
559
560
561
563
564
565
566
567
569
570
571
572
573
574
575
576
577
578
579
580
581
582
583
584
585
586
587
588
589
590
591
592
593
594
595
596
597
598
599
600
601
602
603
604
605
Land Taken Down (Acres)
Land Sale - Assessed Value per Acre $1,654,238
Total Land Sales and Transaction Costs
Deed Recordation/Transfer Tax on Land Sale 2.90%
Townhomes - Market Rate $483,333
Townhomes - WDU $346,957
Condo - WDU $308,241
Townhomes - Market Rate 6.7% turnover per yr
Townhomes - WDU 3.0% turnover per yr
Condo - WDU 3.0% turnover per yr
Recordation/Transfer Tax, Properties under $400k 2.20%

Recordation/Transfer Tax, Properties over $400k 2.90%
TOTAL DEED RECORDATION/TRANSFER TAX REVENUE
INCOME TAX
EMPLOYEE INCOME
Office
Number of Employees 300 GSF/Employee
Average Employee Income $76,100
Taxable Employee Income 80% taxable
Retail Income Tax, $10,000 - $40,000 $400.00
Retail Income Tax, $40,000 + $2,200.00
% of Employees Living in Washington D.C. 35.0%
Employee Income Tax Revenue

Retail [In-Line]
Restaurants
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
$2,223,158 $2,289,852 $2,358,548 $2,429,304 $2,502,183 $2,577,249 $2,654,566 $2,734,203 $2,816,230 $2,900,716 $2,987,738
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
10 10 10 10 10 10 10 10 10 10 10
1 1 1 1 1 1 1 1 1 1 1
5 6 6 6 6 6 6 6 6 6 6
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$14,953,842 $2,042,205 $0 $0 $0 $0 $0 $0 $0 $0 $0
10 10 10 10 10 10 10 10 10 10 10
1 1 1 1 1 1 1 1 1 1 1
5 6 6 6 6 6 6 6 6 6 6
$6,760,724 $6,963,546 $7,172,452 $7,387,626 $7,609,254 $7,837,532 $8,072,658 $8,314,838 $8,564,283 $8,821,211 $9,085,848
$265,780 $273,754 $281,966 $290,425 $299,138 $308,112 $317,355 $326,876 $336,682 $346,783 $357,186
$1,865,553 $2,383,593 $2,518,205 $2,593,751 $2,671,564 $2,751,711 $2,834,262 $2,919,290 $3,006,869 $3,097,075 $3,189,987
$691,531 $338,230 $289,206 $297,882 $306,819 $316,023 $325,504 $335,269 $345,327 $355,687 $366,358
$691,531 $338,230 $289,206 $297,882 $306,819 $316,023 $325,504 $335,269 $345,327 $355,687 $366,358
3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081
$102,272 $105,340 $108,500 $111,755 $115,108 $118,561 $122,118 $125,782 $129,555 $133,442 $137,445
$81,818 $84,272 $86,800 $89,404 $92,086 $94,849 $97,695 $100,625 $103,644 $106,753 $109,956
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,754 $5,963 $6,178 $6,399 $6,627 $6,862 $7,104 $7,353 $7,610 $7,874 $8,146
35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0%
$6,204,529 $6,429,481 $6,661,180 $6,899,831 $7,145,642 $7,398,826 $7,659,606 $7,928,210 $8,204,872 $8,489,833 $8,783,343
72 72 72 72 72 72 72 72 72 72 72
$35,479 $36,544 $37,640 $38,769 $39,932 $41,130 $42,364 $43,635 $44,944 $46,293 $47,681
$28,384 $29,235 $30,112 $31,015 $31,946 $32,904 $33,891 $34,908 $35,955 $37,034 $38,145
$1,503 $1,554 $1,607 $1,661 $1,717 $1,774 $1,833 $1,894 $1,957 $2,022 $2,089
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$92,428 $95,570 $98,806 $102,139 $105,572 $109,108 $112,750 $116,502 $120,366 $124,346 $128,445
18 18 18 18 18 18 18 18 18 18 18
$30,641 $31,561 $32,507 $33,483 $34,487 $35,522 $36,587 $37,685 $38,815 $39,980 $41,179
$24,513 $25,248 $26,006 $26,786 $27,590 $28,417 $29,270 $30,148 $31,052 $31,984 $32,943
$1,271 $1,315 $1,360 $1,407 $1,455 $1,505 $1,556 $1,609 $1,663 $1,719 $1,777
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$19,443 $20,118 $20,813 $21,530 $22,267 $23,027 $23,810 $24,616 $25,446 $26,301 $27,182
Page 36
7
8
9
B C D E
ASSUMPTION
(2010$)
606
607
608
609
610
611
612
613
623
624
625
626
627
628
629
630
631
632
633
634
635
636
637
638
639
640
641
642
643
644
645
654
655
656
657
658
659
660
661
670
671
672
673
674
675
676
677
678
679
680
681
682
683
684
685
Retail [Grocery]
Construction
Construction Employee - FTE Jobs
Average Income - Construction Employees $69,700
Average Taxable Income 80% taxable
Construction Income Tax, $10,000 - $40,000 $400.00
Construction Income Tax, $40,000 + $2,200.00
Total Const. Employee Income Tax Rev.
Total Employees
Total Employees - Excluding Construction
Total Employee Income Tax Revenue

HOUSEHOLD INCOME
Number of Households
Average Household Income $78,016
Taxable Household Income 80% taxable
Household Income Tax Revenue



Townhomes - WDU
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
99 99 99 99 99 99 99 99 99 99 99
$41,393 $42,634 $43,913 $45,231 $46,588 $47,985 $49,425 $50,908 $52,435 $54,008 $55,628
$33,114 $34,108 $35,131 $36,185 $37,270 $38,388 $39,540 $40,726 $41,948 $43,206 $44,503
$1,787 $1,846 $1,908 $1,971 $2,036 $2,103 $2,172 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $2,262 $2,366 $2,473 $2,583
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$150,869 $155,902 $161,086 $166,425 $171,924 $177,589 $183,423 $190,965 $199,733 $208,765 $218,068
0 0 0 0 0 0 0 0 0 0 0
$93,671 $96,481 $99,376 $102,357 $105,428 $108,590 $111,848 $115,203 $118,660 $122,219 $125,886
$74,937 $77,185 $79,500 $81,885 $84,342 $86,872 $89,478 $92,163 $94,928 $97,775 $100,709
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,170 $5,361 $5,558 $5,760 $5,969 $6,184 $6,406 $6,634 $6,869 $7,111 $7,360
40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0%
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$6,467,269 $6,701,070 $6,941,885 $7,189,924 $7,445,405 $7,708,550 $7,979,589 $8,260,292 $8,550,417 $8,849,245 $9,157,038
289 289 289 289 289 289 289 289 289 289 289
$104,846 $107,992 $111,232 $114,569 $118,006 $121,546 $125,192 $128,948 $132,816 $136,801 $140,905
$83,877 $86,393 $88,985 $91,655 $94,404 $97,237 $100,154 $103,158 $106,253 $109,441 $112,724
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,930 $6,143 $6,364 $6,591 $6,824 $7,065 $7,313 $7,568 $7,832 $8,102 $8,382
$1,712,456 $1,774,226 $1,837,850 $1,903,382 $1,970,881 $2,040,404 $2,112,013 $2,185,770 $2,261,740 $2,339,989 $2,420,585
82 82 82 82 82 82 82 82 82 82 82
$50,604 $52,122 $53,686 $55,296 $56,955 $58,664 $60,424 $62,236 $64,103 $66,027 $68,007
$40,483 $41,698 $42,948 $44,237 $45,564 $46,931 $48,339 $49,789 $51,283 $52,821 $54,406
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$2,241 $2,344 $2,451 $2,560 $2,673 $2,789 $2,909 $3,032 $3,159 $3,290 $3,424
$183,095 $191,529 $200,216 $209,163 $218,380 $227,872 $237,649 $247,720 $258,093 $268,777 $279,781
156 156 156 156 156 156 156 156 156 156 156
$172,861 $178,047 $183,389 $188,890 $194,557 $200,394 $206,406 $212,598 $218,976 $225,545 $232,311
$138,289 $142,438 $146,711 $151,112 $155,646 $160,315 $165,124 $170,078 $175,181 $180,436 $185,849
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$10,555 $10,907 $11,270 $11,645 $12,030 $12,427 $12,836 $13,257 $13,690 $14,137 $14,597
$1,646,514 $1,701,526 $1,758,187 $1,816,549 $1,876,661 $1,938,577 $2,002,351 $2,068,037 $2,135,694 $2,205,381 $2,277,159
19 19 19 19 19 19 19 19 19 19 19
$125,253 $129,011 $132,881 $136,867 $140,973 $145,203 $149,559 $154,045 $158,667 $163,427 $168,330
$100,202 $103,208 $106,305 $109,494 $112,779 $116,162 $119,647 $123,236 $126,933 $130,741 $134,664
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$7,317 $7,573 $7,836 $8,107 $8,386 $8,674 $8,970 $9,275 $9,589 $9,913 $10,246
$139,027 $143,882 $148,882 $154,033 $159,338 $164,802 $170,430 $176,227 $182,197 $188,347 $194,682
Page 37
7
8
9
B C D E
ASSUMPTION
(2010$)
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
718
719
720
721
722
723
724
725
726
727
728
729
730
731
732
733
734
735
736
737
738
740
741
742
743
744

Condo - WDU

Total Residents
Total Households
Total Household Income Tax Revenue
TOTAL INCOME TAX REVENUE

PARKING TAX REVENUE
Average Annual Revenue per Space (Monthly & Public) $2,279
Total Income-Generating Parking Spaces 0
Total Parking Revenues $0
Parking Tax Revenue 12%
TOTAL PARKING TAX REVENUES

Per Employee $1,011
No. Employees
Misc Rev (Employee)
Per Resident $640
No. Residents
Misc Rev (Resident)
TOTAL MISCELLANEOUS REVENUES
TOTAL REVENUES
Real Property Tax
Sales Tax
Meals Tax
Deed Recordation/Transfer Tax
Income Tax
Parking Tax
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
186 191 191 191 191 191 191 191 191 191 191
$111,276 $114,615 $118,053 $121,595 $125,242 $129,000 $132,870 $136,856 $140,961 $145,190 $149,546
$89,021 $91,692 $94,442 $97,276 $100,194 $103,200 $106,296 $109,485 $112,769 $116,152 $119,637
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$6,367 $6,594 $6,828 $7,068 $7,316 $7,572 $7,835 $8,106 $8,385 $8,673 $8,969
$1,185,583 $1,259,414 $1,304,072 $1,350,071 $1,397,449 $1,446,248 $1,496,512 $1,548,283 $1,601,607 $1,656,532 $1,713,104
1,487 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
732 737 737 737 737 737 737 737 737 737 737
$4,866,675 $5,070,576 $5,249,208 $5,433,198 $5,622,708 $5,817,903 $6,018,954 $6,226,037 $6,439,332 $6,659,026 $6,885,311
$11,333,944 $11,771,647 $12,191,093 $12,623,122 $13,068,113 $13,526,453 $13,998,543 $14,486,329 $14,989,749 $15,508,271 $16,042,349
$3,063 $3,155 $3,249 $3,347 $3,447 $3,551 $3,657 $3,767 $3,880 $3,996 $4,116
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$1,359 $1,400 $1,442 $1,485 $1,530 $1,576 $1,623 $1,672 $1,722 $1,774 $1,827
$3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270
$4,445,303 $4,578,662 $4,716,022 $4,857,502 $5,003,227 $5,153,324 $5,307,924 $5,467,162 $5,631,176 $5,800,112 $5,974,115
$860 $886 $913 $940 $968 $997 $1,027 $1,058 $1,090 $1,123 $1,156
1,487 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$1,279,475 $1,325,919 $1,365,696 $1,406,667 $1,448,867 $1,492,333 $1,537,103 $1,583,216 $1,630,713 $1,679,634 $1,730,023
$5,724,778 $5,904,581 $6,081,718 $6,264,170 $6,452,095 $6,645,658 $6,845,027 $7,050,378 $7,261,889 $7,479,746 $7,704,138
$33,490,200 $34,236,600 $35,271,600 $36,396,800 $37,555,700 $38,749,400 $39,978,800 $41,246,800 $42,553,700 $43,900,000 $45,286,400
$13,187,900 $13,587,300 $13,998,700 $14,422,300 $14,858,800 $15,308,200 $15,771,200 $16,248,100 $16,739,300 $17,245,200 $17,766,300
$256,800 $264,700 $272,700 $280,900 $289,300 $298,000 $306,900 $316,100 $325,600 $335,400 $345,400
$1,899,500 $1,962,200 $2,018,000 $2,075,500 $2,134,800 $2,195,800 $2,258,700 $2,323,400 $2,390,100 $2,458,800 $2,529,500
$395,800 $408,000 $420,200 $432,900 $445,800 $459,200 $473,000 $487,200 $501,800 $516,900 $532,400
$691,500 $338,200 $289,200 $297,900 $306,800 $316,000 $325,500 $335,300 $345,300 $355,700 $366,400
$11,333,900 $11,771,600 $12,191,100 $12,623,100 $13,068,100 $13,526,500 $13,998,500 $14,486,300 $14,989,700 $15,508,300 $16,042,300
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,724,800 $5,904,600 $6,081,700 $6,264,200 $6,452,100 $6,645,700 $6,845,000 $7,050,400 $7,261,900 $7,479,700 $7,704,100
Page 38
7
8
9
B C D E
ASSUMPTION
(2010$)
745
746
747
748
749
750
751
752
753
754
755
756
757
758
759
760
761
762
763
764
765
766
767
768
769
770
771
772
773
775
777
778
780
781
782
783
784
785
786
787
788
789
790
791
792
793
794
EXPENDITURES
Expenditures Per Employee $476
No. Employees
Op. Expenditures (Employee)
Per Resident $986
No. Residents
Op. Expenditures (Resident)
TOTAL MISC./NON-EDUC OPERATING EXPENDITURES
Land Development & Infrastructure Costs $5,159,037 per acre
Value of Phase 1 Land Takedown
Net Land Development Costs
Annual Payment on 20 Year Bond 5.0% Interest Rate
Cumulative Bond Payments
TOTAL CAPITAL EXPENDITURES
Pupil Generation
Apartments - Market Rate 0.24 per household
Senior Apartments - ADU 0.00 per household
Townhomes - Market Rate 0.35 per household
Townhomes - WDU 0.35 per household
Condo - WDU 0.07 per household
Total On-Site Pupils
School Expenditures per Pupil $10,752 per pupil
TOTAL SCHOOL OPERATING EXPENDITURES
TOTAL OPERATING EXPENDITURES
Misc./Non-Educational Operating Expenditures
NET FISCAL IMPACT

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$639.25 $658.42 $678.18 $698.52 $719.48 $741.06 $763.29 $786.19 $809.78 $834.07 $859.09
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$2,090,508 $2,153,223 $2,217,820 $2,284,355 $2,352,885 $2,423,472 $2,496,176 $2,571,061 $2,648,193 $2,727,639 $2,809,468
$1,325 $1,365 $1,406 $1,448 $1,491 $1,536 $1,582 $1,630 $1,679 $1,729 $1,781
1,487 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$1,970,457 $2,041,982 $2,103,242 $2,166,339 $2,231,329 $2,298,269 $2,367,217 $2,438,233 $2,511,380 $2,586,722 $2,664,324
$4,060,965 $4,195,205 $4,321,062 $4,450,694 $4,584,214 $4,721,741 $4,863,393 $5,009,295 $5,159,574 $5,314,361 $5,473,792
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860
$4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860 $4,894,860
69 69 69 69 69 69 69 69 69 69 69
0 0 0 0 0 0 0 0 0 0 0
55 55 55 55 55 55 55 55 55 55 55
7 7 7 7 7 7 7 7 7 7 7
13 13 13 13 13 13 13 13 13 13 13
144 144 144 144 144 144 144 144 144 144 144
$14,450 $14,883 $15,330 $15,789 $16,263 $16,751 $17,254 $17,771 $18,304 $18,853 $19,419
$2,074,923 $2,142,157 $2,206,422 $2,272,614 $2,340,793 $2,411,017 $2,483,347 $2,557,847 $2,634,583 $2,713,620 $2,795,029
$11,030,800 $11,232,300 $11,422,400 $11,618,200 $11,819,900 $12,027,600 $12,241,600 $12,462,000 $12,689,100 $12,922,900 $13,163,700
$4,061,000 $4,195,200 $4,321,100 $4,450,700 $4,584,200 $4,721,700 $4,863,400 $5,009,300 $5,159,600 $5,314,400 $5,473,800
$4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900 $4,894,900
$2,074,900 $2,142,200 $2,206,400 $2,272,600 $2,340,800 $2,411,000 $2,483,300 $2,557,800 $2,634,600 $2,713,600 $2,795,000
$22,459,400 $23,004,300 $23,849,200 $24,778,600 $25,735,800 $26,721,800 $27,737,200 $28,784,800 $29,864,600 $30,977,100 $32,122,700
Page 39
7
8
9
B C D E
ASSUMPTION
(2010$)
795
796
797
798
799
800
801
803
804
805
806
807
808
809
810
811
812
813
814
815
816
817
818
819
820
821
822
823
834
835
836
837
838
839
840
841
842
843
844
845
846
847
849
850
851
852
853
854
855
856
857
858
859
860
864
865
866
867
868
Total Personal Property Tax Collected $3.400 per $100 AV
Neighborhood Investment Fund Revenues 17.4%
TOTAL PERSONAL PROPERTY TAX REVENUE - NEIGHBORHOOD INVESTMENT FUND
TOTAL NEIGHBORHOOD INVESTMENT FUND REVENUE
MEALS TAX - CONVENTION CENTER FUND
Total Restaurant Sales On-Site
Meals Tax Revenues (on-site restaurants) 1.00% Effective Rate to Convent
Total Restaurant Expenditures Off-Site from Residents
Total Effective Residential Meals Tax Revenues 1.00% Effective Rate to Convent
TOTAL MEALS TAX REVENUE - CONVENTION CENTER FUND
TOTAL CONVENTION CENTER FUND REVENUE
IMPLAN Categories
Indirect/Inducted Construction Jobs 34,37
TOTAL INDIRECT/INDUCED CONSTRUCTION JOBS
Office 394, 396, 397
Retail [In-Line] 325, 327, 328, 330, 419, 421
Restaurants 413
Retail [Grocery] 324
TOTAL INDIRECT/INDUCED FULL-TIME JOBS (EXCLUDING CONSTRUCTION)
Retail [In-Line] On-site Sales: Categories
Indirect Impact 325, 327, 328, 330, 419, 421
Restaurants On-site Sales: Categories
Indirect Impact 413
Retail [Grocery] On-site Sales
Indirect Impact 324

TOTAL GROSS OUTPUT SALES TO THE DISTRICT

TOTAL ESTIMATED INDIRECT SALES TAX REVENUES
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$310,875 $320,498 $330,113 $340,016 $350,217 $360,723 $371,545 $382,691 $394,172 $405,997 $418,177
$54,092 $55,767 $57,440 $59,163 $60,938 $62,766 $64,649 $66,588 $68,586 $70,644 $72,763
$54,092 $55,767 $57,440 $59,163 $60,938 $62,766 $64,649 $66,588 $68,586 $70,644 $72,763
$54,092 $55,767 $57,440 $59,163 $60,938 $62,766 $64,649 $66,588 $68,586 $70,644 $72,763
$2,419,049 $2,491,621 $2,566,370 $2,643,361 $2,722,662 $2,804,341 $2,888,472 $2,975,126 $3,064,380 $3,156,311 $3,251,000
$24,190 $24,916 $25,664 $26,434 $27,227 $28,043 $28,885 $29,751 $30,644 $31,563 $32,510
$476,577 $494,901 $509,748 $525,040 $540,791 $557,015 $573,726 $590,937 $608,665 $626,925 $645,733
$4,766 $4,949 $5,097 $5,250 $5,408 $5,570 $5,737 $5,909 $6,087 $6,269 $6,457
$28,956 $29,865 $30,761 $31,684 $32,635 $33,614 $34,622 $35,661 $36,730 $37,832 $38,967
$28,956 $29,865 $30,761 $31,684 $32,635 $33,614 $34,622 $35,661 $36,730 $37,832 $38,967
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103
10 10 10 10 10 10 10 10 10 10 10
2 2 2 2 2 2 2 2 2 2 2
16 16 16 16 16 16 16 16 16 16 16
1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132
$11,910,493 $12,267,807 $12,635,842 $13,014,917 $13,405,364 $13,807,525 $14,221,751 $14,648,403 $15,087,856 $15,540,491 $16,006,706
$3,013,355 $3,103,755 $3,196,868 $3,292,774 $3,391,557 $3,493,304 $3,598,103 $3,706,046 $3,817,227 $3,931,744 $4,049,697
$2,419,049 $2,491,621 $2,566,370 $2,643,361 $2,722,662 $2,804,341 $2,888,472 $2,975,126 $3,064,380 $3,156,311 $3,251,000
$612,020 $630,380 $649,292 $668,770 $688,833 $709,498 $730,783 $752,707 $775,288 $798,547 $822,503
$30,036,531 $30,937,627 $31,865,756 $32,821,728 $33,806,380 $34,820,572 $35,865,189 $36,941,145 $38,049,379 $39,190,860 $40,366,586
$7,599,242 $7,827,220 $8,062,036 $8,303,897 $8,553,014 $8,809,605 $9,073,893 $9,346,110 $9,626,493 $9,915,288 $10,212,746
$10,663,386 $10,983,287 $11,312,786 $11,652,169 $12,001,735 $12,361,787 $12,732,640 $13,114,619 $13,508,058 $13,913,300 $14,330,699
$640,000 $659,000 $679,000 $699,000 $720,000 $742,000 $764,000 $787,000 $810,000 $835,000 $860,000
Page 40
7
8
9
B C D E
ASSUMPTION
(2010$)
869
870
871
872
873
874
875
876
877
878
879
880
881
882
883
884
885
886
887
888
889
890
891
892
893
894
895
896
897
905
906
907
908
909
910
911
912
913
914
915
916
Office
Total Employees
Average Employee Income
Total Employee Income - DC 35% Emp. living in DC
Indirect/Induced Labor Income
Income Tax from Indirect/Induced Labor Income 6% Blended Income Tax Rate
Retail [In-Line]
Total Employees
Restaurants
Total Employees
Retail [Grocery]
Total Employees
Construction
Total Employees
TOTAL ESTIMATED INDIRECT/INDUCED INCOME TAX REVENUE
TOTAL INDIRECT/INDUCED REVENUES
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081
$102,272 $105,340 $108,500 $111,755 $115,108 $118,561 $122,118 $125,782 $129,555 $133,442 $137,445
$110,270,227 $113,578,333 $116,985,683 $120,495,254 $124,110,112 $127,833,415 $131,668,417 $135,618,470 $139,687,024 $143,877,635 $148,193,964
$63,956,731 $65,875,433 $67,851,696 $69,887,247 $71,983,865 $74,143,381 $76,367,682 $78,658,713 $81,018,474 $83,449,028 $85,952,499
$3,837,404 $3,952,526 $4,071,102 $4,193,235 $4,319,032 $4,448,603 $4,582,061 $4,719,523 $4,861,108 $5,006,942 $5,157,150
72 72 72 72 72 72 72 72 72 72 72
$35,479 $36,544 $37,640 $38,769 $39,932 $41,130 $42,364 $43,635 $44,944 $46,293 $47,681
$2,181,808 $2,247,262 $2,314,680 $2,384,120 $2,455,644 $2,529,313 $2,605,193 $2,683,348 $2,763,849 $2,846,764 $2,932,167
$1,230,540 $1,267,456 $1,305,479 $1,344,644 $1,384,983 $1,426,533 $1,469,329 $1,513,408 $1,558,811 $1,605,575 $1,653,742
$73,832 $76,047 $78,329 $80,679 $83,099 $85,592 $88,160 $90,805 $93,529 $96,335 $99,225
18 18 18 18 18 18 18 18 18 18 18
$30,641 $31,561 $32,507 $33,483 $34,487 $35,522 $36,587 $37,685 $38,815 $39,980 $41,179
$468,812 $482,876 $497,362 $512,283 $527,652 $543,481 $559,786 $576,579 $593,877 $611,693 $630,044
$243,782 $251,096 $258,628 $266,387 $274,379 $282,610 $291,089 $299,821 $308,816 $318,080 $327,623
$14,627 $15,066 $15,518 $15,983 $16,463 $16,957 $17,465 $17,989 $18,529 $19,085 $19,657
99 99 99 99 99 99 99 99 99 99 99
$41,393 $42,634 $43,913 $45,231 $46,588 $47,985 $49,425 $50,908 $52,435 $54,008 $55,628
$3,494,917 $3,599,765 $3,707,758 $3,818,990 $3,933,560 $4,051,567 $4,173,114 $4,298,307 $4,427,257 $4,560,074 $4,696,877
$2,131,900 $2,195,857 $2,261,732 $2,329,584 $2,399,472 $2,471,456 $2,545,600 $2,621,968 $2,700,627 $2,781,645 $2,865,095
$127,914 $131,751 $135,704 $139,775 $143,968 $148,287 $152,736 $157,318 $162,038 $166,899 $171,906
0 0 0 0 0 0 0 0 0 0 0
$93,671 $96,481 $99,376 $102,357 $105,428 $108,590 $111,848 $115,203 $118,660 $122,219 $125,886
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$4,053,777 $4,175,390 $4,300,652 $4,429,672 $4,562,562 $4,699,439 $4,840,422 $4,985,635 $5,135,204 $5,289,260 $5,447,938
$4,693,777 $4,834,390 $4,979,652 $5,128,672 $5,282,562 $5,441,439 $5,604,422 $5,772,635 $5,945,204 $6,124,260 $6,307,938
Page 41
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
34
35
36
37
38
43
44
45
46
47
48
49
50
51
52
53
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
93
B C D E
ASSUMPTION
(2010$)
ESCALATIONS
Revenues 3.0%
Commercial 3.0%
Residential 3.0%
Expenditures 3.0%
DEVELOPMENT PROGRAM
Residential
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery (Units)
Cumulative Units
Delivery
Cumulative GSF
Delivery (Units)
Cumulative Units
Townhomes - WDU
Delivery (Units)
Cumulative Units
Condo - WDU
Delivery (Units)
Cumulative Units
Commercial
Delivery (GSF)
Cumulative GSF
Office
Delivery (GSF)
Cumulative GSF
Delivery (GSF)
Cumulative GSF
Retail (In-line)
Delivery
Cumulative GSF
Restaurants
Delivery
Cumulative GSF
Retail [Grocery]
Delivery
Cumulative GSF
AF AG AH AI AJ AK AL AM AN AO AP
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
1.860 1.916 1.974 2.033 2.094 2.157 2.221 2.288 2.357 2.427 2.500
1.860 1.916 1.974 2.033 2.094 2.157 2.221 2.288 2.357 2.427 2.500
1.860 1.916 1.974 2.033 2.094 2.157 2.221 2.288 2.357 2.427 2.500
1.860 1.916 1.974 2.033 2.094 2.157 2.221 2.288 2.357 2.427 2.500
0 0 0 0 0 0 0 0 0 0 0
756 756 756 756 756 756 756 756 756 756 756
0 0 0 0 0 0 0 0 0 0 0
390 390 390 390 390 390 390 390 390 390 390
0 0 0 0 0 0 0 0 0 0 0
304 304 304 304 304 304 304 304 304 304 304
0 0 0 0 0 0 0 0 0 0 0
86 86 86 86 86 86 86 86 86 86 86
0 0 0 0 0 0 0 0 0 0 0
366 366 366 366 366 366 366 366 366 366 366
0 0 0 0 0 0 0 0 0 0 0
156 156 156 156 156 156 156 156 156 156 156
0 0 0 0 0 0 0 0 0 0 0
19 19 19 19 19 19 19 19 19 19 19
0 0 0 0 0 0 0 0 0 0 0
191 191 191 191 191 191 191 191 191 191 191
0 0 0 0 0 0 0 0 0 0 0
1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697 1,104,697
0 0 0 0 0 0 0 0 0 0 0
1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862
0 0 0 0 0 0 0 0 0 0 0
77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835 77,835
0 0 0 0 0 0 0 0 0 0 0
28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135
0 0 0 0 0 0 0 0 0 0 0
5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
0 0 0 0 0 0 0 0 0 0 0
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
Page 42
7
8
9
B C D E
ASSUMPTION
(2010$)
94
95
97
98
99
101
102
103
105
106
107
109
114
115
116
117
118
122
123
124
128
129
130
131
134
135
136
137
138
139
140
141
142
143
150
151
152
153
154
155
163
164
165
166
167
168
169
170
171
172
173
174
181
EMPLOYEE RATIOS
Office 300 GSF per Employee
Vacancy Rate 10.0%
Retail [In-Line] 350 GSF per Employee
Vacancy Rate 10.0%
Restaurants 250 GSF per Employee
Vacancy Rate 10.0%
Retail [Grocery] 450 GSF per Employee
Vacancy Rate 0.0%
HOUSEHOLD RATIOS
Apartments - Market Rate 1.9 Residents per Household
Senior Apartments - ADU 1.5 Residents per Household
Townhomes - Market Rate 2.6 Residents per Household
Townhomes - WDU 2.6 Residents per Household
Condo - WDU 1.9 Residents per Household
Construction Value
Construction Value
Construction Value
Townhomes - WDU
Construction Value
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
300 300 300 300 300 300 300 300 300 300 300
350 350 350 350 350 350 350 350 350 350 350
250 250 250 250 250 250 250 250 250 250 250
450 450 450 450 450 450 450 450 450 450 450
549 549 549 549 549 549 549 549 549 549 549
123 123 123 123 123 123 123 123 123 123 123
412 412 412 412 412 412 412 412 412 412 412
50 50 50 50 50 50 50 50 50 50 50
363 363 363 363 363 363 363 363 363 363 363
$427,745 $440,577 $453,795 $467,408 $481,431 $495,874 $510,750 $526,072 $541,854 $558,110 $574,853
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$488,961 $503,629 $518,738 $534,300 $550,329 $566,839 $583,845 $601,360 $619,401 $637,983 $657,122
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$500,826 $515,851 $531,326 $547,266 $563,684 $580,594 $598,012 $615,953 $634,431 $653,464 $673,068
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$416,181 $428,666 $441,526 $454,772 $468,415 $482,467 $496,941 $511,850 $527,205 $543,021 $559,312
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Page 43
7
8
9
B C D E
ASSUMPTION
(2010$)
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
253
254
255
256
261
262
263
264
265
266
267
268
Condo - WDU
Construction Value
Total Residential Construction Value
Total Residential FTE Construction Jobs
Office
Construction Costs per GSF $348 /FAR SF
Construction Value
Retail [In-Line]
Construction Value
Restaurants
Construction Value
Retail [Grocery]
Construction Value
Total Commercial Construction Value - 2 Years Prior to Delivery
Total Commercial FTE Construction Jobs

Total Construction Value - 2 Years Prior to Delivery
Total FTE Construction Jobs
ASSESSED VALUE
Unimproved Land Base Value per Acre $1,654,238 /Acre
Land Takedown
Cumulative Land Takedown
Cumulative Development of Unimproved Land
Remaining Land Area - Taken Down & Unimproved
Remaining Value of Unimproved Land Base

Total Value of Unimproved Land
Residential
Townhomes - WDU
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
$495,508 $510,373 $525,684 $541,455 $557,699 $574,430 $591,662 $609,412 $627,695 $646,526 $665,921
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$648 $667 $687 $708 $729 $751 $774 $797 $821 $845 $871
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$503 $518 $533 $549 $566 $583 $600 $618 $637 $656 $676
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$503 $518 $533 $549 $566 $583 $600 $618 $637 $656 $676
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$503 $518 $533 $549 $566 $583 $600 $618 $637 $656 $676
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$3,077,370 $3,169,691 $3,264,782 $3,362,725 $3,463,607 $3,567,515 $3,674,541 $3,784,777 $3,898,320 $4,015,270 $4,135,728
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1
11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1 11.1
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Page 44
7
8
9
B C D E
ASSUMPTION
(2010$)
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
301
302
303
304
305
306
307
308
309
310
311
312
317
318
319
320
325
326
327
328
329
330
331
332
337
338
339
340
341
342
343
Condo - WDU
Total Residential Units Under Construction
Total Residential Project Value Under Construction

Retail
Office
Retail (In-line)
Restaurants
Retail [Grocery]
Total Commercial GSF Under Construction
Total Commercial Project Value Under Construction

Total Interim Project Value Based on Construction Cost

Residential
Units Completed
Units Completed
Units Completed
Townhomes - WDU
Units Completed
Condo - WDU
Units Completed
Total Residential Units Completed
Total Residential Project Value - Completed
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
304 304 304 304 304 304 304 304 304 304 304
$134,846,918 $138,892,326 $143,059,096 $147,350,869 $151,771,395 $156,324,537 $161,014,273 $165,844,701 $170,820,042 $175,944,643 $181,222,982
86 86 86 86 86 86 86 86 86 86 86
$20,067,155 $20,669,169 $21,289,245 $21,927,922 $22,585,760 $23,263,332 $23,961,232 $24,680,069 $25,420,471 $26,183,085 $26,968,578
156 156 156 156 156 156 156 156 156 156 156
$140,266,211 $144,474,197 $148,808,423 $153,272,676 $157,870,856 $162,606,982 $167,485,191 $172,509,747 $177,685,039 $183,015,590 $188,506,058
19 19 19 19 19 19 19 19 19 19 19
$12,263,395 $12,631,297 $13,010,236 $13,400,543 $13,802,559 $14,216,636 $14,643,135 $15,082,429 $15,534,902 $16,000,949 $16,480,977
191 191 191 191 191 191 191 191 191 191 191
$109,522,892 $112,808,579 $116,192,836 $119,678,621 $123,268,980 $126,967,049 $130,776,061 $134,699,343 $138,740,323 $142,902,533 $147,189,609
756 756 756 756 756 756 756 756 756 756 756
$416,966,571 $429,475,568 $442,359,835 $455,630,630 $469,299,549 $483,378,536 $497,879,892 $512,816,288 $528,200,777 $544,046,800 $560,368,204
Page 45
7
8
9
B C D E
ASSUMPTION
(2010$)
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
426
427
428
429
430

Retail
Office
GSF Completed
Retail (In-line)
GSF Completed
Restaurants
GSF Completed
Retail [Grocery]
GSF Completed
Total Commercial Project Value Completed
Total Project Value Based on Income Approach
REVENUES
Assessed Value of Unimproved Land
Real Property Tax - Unimproved Land $5.000 per $100 AV
Assessed Value of Commercial Uses Under Construction
Total Real Property Tax - Commercial Uses Under Const.
Assessed Value of Residential Uses Under Construction
Real Property Tax - Residential Uses Under Const. $0.850 per $100 AV
Assessed Value of Commercial - Completed
Total Real Property Tax - Completed Commercial Uses
Assessed Value of Residential Uses - Completed
Owner Occupied Condos 80% owner occupied units
Owner Occupied Townhomes 80% owner occupied units
Homestead Exemption $67,500 per Unit
Real Property Tax - Residential Uses - Completed $0.850 per $100 AV
TOTAL REAL PROPERTY REVENUES
Personal Property Tax Revenues per Resident $24 per resident
Total Residents
Total Resident-Driven Personal Property Tax Revenues
Personal Property Tax Revenues per Employee $60 per employee
Total Employees
Total Employee-Driven Personal Property Tax Revenues
TOTAL PERSONAL PROPERTY TAX REVENUE
Funds Directed to Neighborhood Investment Fund 17.4%
TOTAL PERSONAL PROPERTY TAX REVENUE - GENERAL FUND
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862 1,026,862
$764,106,289 $787,029,478 $810,640,362 $834,959,573 $860,008,361 $885,808,611 $912,382,870 $939,754,356 $967,946,986 $996,985,396 $1,026,894,958
28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135 28,135
$18,609,560 $19,167,847 $19,742,882 $20,335,169 $20,945,224 $21,573,581 $22,220,788 $22,887,412 $23,574,034 $24,281,255 $25,009,693
5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
$3,307,190 $3,406,406 $3,508,598 $3,613,856 $3,722,272 $3,833,940 $3,948,958 $4,067,427 $4,189,450 $4,315,133 $4,444,587
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
$18,478,926 $19,033,294 $19,604,293 $20,192,421 $20,798,194 $21,422,140 $22,064,804 $22,726,748 $23,408,551 $24,110,807 $24,834,131
$804,501,966 $828,637,025 $853,496,136 $879,101,020 $905,474,050 $932,638,272 $960,617,420 $989,435,943 $1,019,119,021 $1,049,692,592 $1,081,183,369
$1,221,468,537 $1,258,112,593 $1,295,855,971 $1,334,731,650 $1,374,773,599 $1,416,016,807 $1,458,497,312 $1,502,252,231 $1,547,319,798 $1,593,739,392 $1,641,551,574
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$804,501,966 $828,637,025 $853,496,136 $879,101,020 $905,474,050 $932,638,272 $960,617,420 $989,435,943 $1,019,119,021 $1,049,692,592 $1,081,183,369
$804,501,966 $828,637,025 $853,496,136 $879,101,020 $905,474,050 $932,638,272 $960,617,420 $989,435,943 $1,019,119,021 $1,049,692,592 $1,081,183,369
$14,877,286 $15,323,785 $15,783,679 $16,257,369 $16,745,270 $17,247,808 $17,765,422 $18,298,565 $18,847,702 $19,413,313 $19,995,892
$49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500
$14,926,786 $15,373,285 $15,833,179 $16,306,869 $16,794,770 $17,297,308 $17,814,922 $18,348,065 $18,897,202 $19,462,813 $20,045,392
$416,966,571 $429,475,568 $442,359,835 $455,630,630 $469,299,549 $483,378,536 $497,879,892 $512,816,288 $528,200,777 $544,046,800 $560,368,204
153 153 153 153 153 153 153 153 153 153 153
140 140 140 140 140 140 140 140 140 140 140
$19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000 $19,764,000
$397,202,571 $409,711,568 $422,595,835 $435,866,630 $449,535,549 $463,614,536 $478,115,892 $493,052,288 $508,436,777 $524,282,800 $540,604,204
$3,376,222 $3,482,548 $3,592,065 $3,704,866 $3,821,052 $3,940,724 $4,063,985 $4,190,944 $4,321,713 $4,456,404 $4,595,136
$18,303,008 $18,855,833 $19,425,243 $20,011,735 $20,615,822 $21,238,032 $21,878,907 $22,539,009 $23,218,914 $23,919,217 $24,640,528
$44 $45 $47 $48 $49 $51 $52 $54 $56 $57 $59
1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$65,599 $67,567 $69,594 $71,682 $73,832 $76,047 $78,329 $80,679 $83,099 $85,592 $88,160
$112 $115 $118 $122 $126 $129 $133 $137 $141 $146 $150
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$365,123 $376,077 $387,359 $398,980 $410,950 $423,278 $435,976 $449,056 $462,527 $476,403 $490,695
$430,723 $443,644 $456,954 $470,662 $484,782 $499,325 $514,305 $529,734 $545,626 $561,995 $578,855
$74,946 $77,194 $79,510 $81,895 $84,352 $86,883 $89,489 $92,174 $94,939 $97,787 $100,721
$355,777 $366,450 $377,444 $388,767 $400,430 $412,443 $424,816 $437,561 $450,687 $464,208 $478,134
Page 46
7
8
9
B C D E
ASSUMPTION
(2010$)
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
466
468
469
471
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
488
490
491
493
494
495
496
497
498
499
500
501
502
503
504
505
506
507
508
509
510
511
512
513
514
SALES TAX REVENUES
CONSTRUCTION SALES
Commercial Improvement Value (hard costs minus labor) 85% of Construction Value
Retail Sales Tax Rev (Commercial Construction) 6.00%
Effective Retail SF
Retail [In-Line]
Retail [Grocery]
Total Effective Square Feet

Retail Sales Sales/SF
Retail [Grocery] $500 per GSF
Total Sales
Retail Sales Tax Rev (On-Site Retail) 6.00%
Residential Taxable Sales % Spent on Retail (Excluding Food)
Townhomes - WDU 30%
Condo - WDU 30%
Total Retail Taxable Sales 95% taxable
Retail Expenditures Made Off-Site, In DC 60%
Total Residential Sales Tax Revenues 9.00%
Alcohol Sales Sales/SF
Grocery Store $500 per GSF
Total Sales
Sales Tax from Alcohol Sales 9.00%
Residential Taxable Sales - Alcohol %Spent on Alcohol
Townhomes - WDU 1%
Condo - WDU 1%
Total Alcohol Taxable Sales 80% taxable
Alcohol Expenditures Made Off-Site, In DC 30% taxable
Total Residential Alcohol Sales Tax Revenues 9.00%
TOTAL SALES TAX REVENUE
MEALS TAX
Restaurants
Total Restaurant Sales $400 per GSF
Prepared Foods at Grocery 5%
Meals Tax Revenues (on-site restaurants) 9.0%
Total Taxable Sales
Meals at Eating Places % of Retail Spending 3.4%
% of Expenditures Off-Site & in DC 75.0%
Restaurant Expenditures Made Off-Site
Total Effective Residential Meals Tax Revenues 9.00% Effective Rate to Ge
TOTAL MEALS TAX REVENUE
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322 25,322
44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700 44,700
70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022 70,022
15,662,562 16,132,439 16,616,412 17,114,904 17,628,351 18,157,202 18,701,918 19,262,975 19,840,865 20,436,091 21,049,173
2,078,879 2,141,246 2,205,483 2,271,647 2,339,797 2,409,991 2,482,290 2,556,759 2,633,462 2,712,466 2,793,840
$17,741,441 $18,273,684 $18,821,895 $19,386,552 $19,968,148 $20,567,193 $21,184,208 $21,819,735 $22,474,327 $23,148,556 $23,843,013
$1,064,486 $1,096,421 $1,129,314 $1,163,193 $1,198,089 $1,234,032 $1,271,053 $1,309,184 $1,348,460 $1,388,913 $1,430,581
$8,382,822 $8,634,307 $8,893,336 $9,160,136 $9,434,940 $9,717,988 $10,009,528 $10,309,814 $10,619,108 $10,937,682 $11,265,812
$1,738,174 $1,790,319 $1,844,029 $1,899,350 $1,956,330 $2,015,020 $2,075,471 $2,137,735 $2,201,867 $2,267,923 $2,335,960
$7,465,557 $7,689,524 $7,920,209 $8,157,815 $8,402,550 $8,654,626 $8,914,265 $9,181,693 $9,457,144 $9,740,858 $10,033,084
$1,000,529 $1,030,544 $1,061,461 $1,093,305 $1,126,104 $1,159,887 $1,194,684 $1,230,524 $1,267,440 $1,305,463 $1,344,627
$8,935,600 $9,203,668 $9,479,778 $9,764,171 $10,057,096 $10,358,809 $10,669,573 $10,989,661 $11,319,350 $11,658,931 $12,008,699
$26,146,547 $26,930,944 $27,738,872 $28,571,038 $29,428,169 $30,311,014 $31,220,345 $32,156,955 $33,121,664 $34,115,314 $35,138,773
$15,687,928 $16,158,566 $16,643,323 $17,142,623 $17,656,902 $18,186,609 $18,732,207 $19,294,173 $19,872,998 $20,469,188 $21,083,264
$1,411,914 $1,454,271 $1,497,899 $1,542,836 $1,589,121 $1,636,795 $1,685,899 $1,736,476 $1,788,570 $1,842,227 $1,897,494
0 0 0 0 0 0 0 0 0 0 0
1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500 1,117,500
$1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500 $1,117,500
$100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575 $100,575
$419,141 $431,715 $444,667 $458,007 $471,747 $485,899 $500,476 $515,491 $530,955 $546,884 $563,291
$57,229 $58,946 $60,714 $62,536 $64,412 $66,344 $68,334 $70,384 $72,496 $74,671 $76,911
$373,278 $384,476 $396,010 $407,891 $420,127 $432,731 $445,713 $459,085 $472,857 $487,043 $501,654
$32,942 $33,930 $34,948 $35,997 $37,077 $38,189 $39,335 $40,515 $41,730 $42,982 $44,271
$294,202 $303,028 $312,119 $321,482 $331,127 $341,061 $351,292 $361,831 $372,686 $383,867 $395,383
$941,433 $969,676 $998,767 $1,028,730 $1,059,592 $1,091,379 $1,124,121 $1,157,844 $1,192,580 $1,228,357 $1,265,208
$282,430 $290,903 $299,630 $308,619 $317,877 $327,414 $337,236 $347,353 $357,774 $368,507 $379,562
$25,419 $26,181 $26,967 $27,776 $28,609 $29,467 $30,351 $31,262 $32,200 $33,166 $34,161
$2,602,394 $2,677,448 $2,754,754 $2,834,380 $2,916,394 $3,000,869 $3,087,877 $3,177,496 $3,269,804 $3,364,881 $3,462,810
4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500
$3,348,530 $3,448,986 $3,552,456 $3,659,029 $3,768,800 $3,881,864 $3,998,320 $4,118,270 $4,241,818 $4,369,072 $4,500,145
$2,078,879 $2,141,246 $2,205,483 $2,271,647 $2,339,797 $2,409,991 $2,482,290 $2,556,759 $2,633,462 $2,712,466 $2,793,840
$488,467 $503,121 $518,214 $533,761 $549,774 $566,267 $583,255 $600,753 $618,775 $637,338 $656,459
$26,146,547 $26,930,944 $27,738,872 $28,571,038 $29,428,169 $30,311,014 $31,220,345 $32,156,955 $33,121,664 $34,115,314 $35,138,773
$886,807 $913,411 $940,813 $969,038 $998,109 $1,028,052 $1,058,894 $1,090,661 $1,123,380 $1,157,082 $1,191,794
75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75%
$665,105 $685,058 $705,610 $726,778 $748,582 $771,039 $794,170 $817,995 $842,535 $867,811 $893,846
$59,859 $61,655 $63,505 $65,410 $67,372 $69,394 $71,475 $73,620 $75,828 $78,103 $80,446
$548,326 $564,776 $581,719 $599,171 $617,146 $635,660 $654,730 $674,372 $694,603 $715,441 $736,905
Page 47
7
8
9
B C D E
ASSUMPTION
(2010$)
515
525
526
527
528
529
530
531
532
533
534
535
537
538
539
540
541
543
544
545
546
547
549
550
551
552
553
554
555
557
558
559
560
561
563
564
565
566
567
569
570
571
572
573
574
575
576
577
578
579
580
581
582
583
584
585
586
587
588
589
590
591
592
593
594
595
596
597
598
599
600
601
602
603
604
605
Land Taken Down (Acres)
Land Sale - Assessed Value per Acre $1,654,238
Total Land Sales and Transaction Costs
Deed Recordation/Transfer Tax on Land Sale 2.90%
Recordation/Transfer Tax, Properties under $400k 2.20%

Recordation/Transfer Tax, Properties over $400k 2.90%
TOTAL DEED RECORDATION/TRANSFER TAX REVENUE
INCOME TAX
EMPLOYEE INCOME
Office

Retail [In-Line]
Restaurants
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
$3,077,370 $3,169,691 $3,264,782 $3,362,725 $3,463,607 $3,567,515 $3,674,541 $3,784,777 $3,898,320 $4,015,270 $4,135,728
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
10 10 10 10 10 10 10 10 10 10 10
1 1 1 1 1 1 1 1 1 1 1
6 6 6 6 6 6 6 6 6 6 6
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
10 10 10 10 10 10 10 10 10 10 10
1 1 1 1 1 1 1 1 1 1 1
6 6 6 6 6 6 6 6 6 6 6
$9,358,423 $9,639,176 $9,928,351 $10,226,202 $10,532,988 $10,848,977 $11,174,447 $11,509,680 $11,854,971 $12,210,620 $12,576,938
$367,902 $378,939 $390,307 $402,016 $414,077 $426,499 $439,294 $452,473 $466,047 $480,028 $494,429
$3,285,687 $3,384,257 $3,485,785 $3,590,359 $3,698,069 $3,809,011 $3,923,282 $4,040,980 $4,162,210 $4,287,076 $4,415,688
$377,348 $388,669 $400,329 $412,339 $424,709 $437,450 $450,574 $464,091 $478,014 $492,354 $507,125
$377,348 $388,669 $400,329 $412,339 $424,709 $437,450 $450,574 $464,091 $478,014 $492,354 $507,125
3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081
$141,568 $145,815 $150,190 $154,696 $159,337 $164,117 $169,040 $174,111 $179,335 $184,715 $190,256
$113,255 $116,652 $120,152 $123,757 $127,469 $131,293 $135,232 $139,289 $143,468 $147,772 $152,205
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$8,427 $8,715 $9,013 $9,319 $9,635 $9,960 $10,295 $10,640 $10,995 $11,361 $11,737
35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0% 35.0%
$9,085,659 $9,397,044 $9,717,771 $10,048,120 $10,388,379 $10,738,845 $11,099,826 $11,471,636 $11,854,601 $12,249,054 $12,655,341
72 72 72 72 72 72 72 72 72 72 72
$49,112 $50,585 $52,103 $53,666 $55,276 $56,934 $58,642 $60,401 $62,213 $64,080 $66,002
$39,289 $40,468 $41,682 $42,933 $44,221 $45,547 $46,914 $48,321 $49,771 $51,264 $52,802
$2,157 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $2,240 $2,343 $2,449 $2,559 $2,672 $2,788 $2,907 $3,031 $3,157 $3,288
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$132,667 $137,736 $144,082 $150,618 $157,351 $164,285 $171,427 $178,784 $186,361 $194,166 $202,205
18 18 18 18 18 18 18 18 18 18 18
$42,415 $43,687 $44,998 $46,348 $47,738 $49,170 $50,645 $52,165 $53,730 $55,342 $57,002
$33,932 $34,950 $35,998 $37,078 $38,191 $39,336 $40,516 $41,732 $42,984 $44,273 $45,601
$1,836 $1,897 $1,960 $2,025 $2,091 $2,160 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $2,244 $2,347 $2,454 $2,563 $2,676
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$28,089 $29,024 $29,986 $30,978 $31,999 $33,051 $34,331 $35,912 $37,540 $39,217 $40,945
Page 48
7
8
9
B C D E
ASSUMPTION
(2010$)
606
607
608
609
610
611
612
613
623
624
625
626
627
628
629
630
631
632
633
634
635
636
637
638
639
640
641
642
643
644
645
654
655
656
657
658
659
660
661
670
671
672
673
674
675
676
677
678
679
680
681
682
683
684
685
Retail [Grocery]
Construction
Construction Employee - FTE Jobs
Average Income - Construction Employees $69,700
Average Taxable Income 80% taxable
Construction Income Tax, $10,000 - $40,000 $400.00
Construction Income Tax, $40,000 + $2,200.00
Total Const. Employee Income Tax Rev.
Total Employees
Total Employees - Excluding Construction
Total Employee Income Tax Revenue

HOUSEHOLD INCOME



Townhomes - WDU
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
99 99 99 99 99 99 99 99 99 99 99
$57,297 $59,016 $60,786 $62,610 $64,488 $66,423 $68,416 $70,468 $72,582 $74,760 $77,002
$45,838 $47,213 $48,629 $50,088 $51,591 $53,138 $54,733 $56,375 $58,066 $59,808 $61,602
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$2,696 $2,813 $2,933 $3,057 $3,185 $3,317 $3,452 $3,592 $3,736 $3,884 $4,036
85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
$227,649 $237,518 $247,683 $258,154 $268,938 $280,046 $291,486 $303,271 $315,408 $327,910 $340,787
0 0 0 0 0 0 0 0 0 0 0
$129,663 $133,552 $137,559 $141,686 $145,936 $150,314 $154,824 $159,469 $164,253 $169,180 $174,256
$103,730 $106,842 $110,047 $113,349 $116,749 $120,252 $123,859 $127,575 $131,402 $135,344 $139,404
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$7,617 $7,882 $8,154 $8,435 $8,724 $9,021 $9,328 $9,644 $9,969 $10,304 $10,649
40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0%
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$9,474,065 $9,801,322 $10,139,523 $10,487,869 $10,846,666 $11,216,226 $11,597,071 $11,989,603 $12,393,911 $12,810,347 $13,239,278
289 289 289 289 289 289 289 289 289 289 289
$145,132 $149,486 $153,971 $158,590 $163,347 $168,248 $173,295 $178,494 $183,849 $189,364 $195,045
$116,106 $119,589 $123,176 $126,872 $130,678 $134,598 $138,636 $142,795 $147,079 $151,491 $156,036
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$8,669 $8,965 $9,270 $9,584 $9,908 $10,241 $10,584 $10,938 $11,302 $11,677 $12,063
$2,503,600 $2,589,104 $2,677,174 $2,767,886 $2,861,320 $2,957,556 $3,056,680 $3,158,777 $3,263,937 $3,372,252 $3,483,816
82 82 82 82 82 82 82 82 82 82 82
$70,048 $72,149 $74,313 $76,543 $78,839 $81,204 $83,640 $86,150 $88,734 $91,396 $94,138
$56,038 $57,719 $59,451 $61,234 $63,071 $64,963 $66,912 $68,920 $70,987 $73,117 $75,310
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$3,563 $3,706 $3,853 $4,005 $4,161 $4,322 $4,488 $4,658 $4,834 $5,015 $5,201
$291,116 $302,791 $314,816 $327,201 $339,959 $353,099 $366,633 $380,573 $394,931 $409,720 $424,953
156 156 156 156 156 156 156 156 156 156 156
$239,281 $246,459 $253,853 $261,468 $269,312 $277,392 $285,714 $294,285 $303,114 $312,207 $321,573
$191,425 $197,167 $203,082 $209,175 $215,450 $221,913 $228,571 $235,428 $242,491 $249,766 $257,259
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$15,071 $15,559 $16,062 $16,580 $17,113 $17,663 $18,229 $18,811 $19,412 $20,030 $20,667
$2,351,089 $2,427,238 $2,505,671 $2,586,457 $2,669,667 $2,755,373 $2,843,650 $2,934,576 $3,028,229 $3,124,692 $3,224,049
19 19 19 19 19 19 19 19 19 19 19
$173,379 $178,581 $183,938 $189,456 $195,140 $200,994 $207,024 $213,235 $219,632 $226,221 $233,007
$138,704 $142,865 $147,151 $151,565 $156,112 $160,795 $165,619 $170,588 $175,706 $180,977 $186,406
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$10,590 $10,943 $11,308 $11,683 $12,070 $12,468 $12,878 $13,300 $13,735 $14,183 $14,645
$201,206 $207,926 $214,848 $221,978 $229,321 $236,885 $244,675 $252,699 $260,964 $269,477 $278,246
Page 49
7
8
9
B C D E
ASSUMPTION
(2010$)
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
718
719
720
721
722
723
724
725
726
727
728
729
730
731
732
733
734
735
736
737
738
740
741
742
743
744

Condo - WDU

Total Residents
Total Households
Total Household Income Tax Revenue
TOTAL INCOME TAX REVENUE

PARKING TAX REVENUE
Average Annual Revenue per Space (Monthly & Public) $2,279
Total Income-Generating Parking Spaces 0
Total Parking Revenues $0
Parking Tax Revenue 12%
TOTAL PARKING TAX REVENUES

Per Employee $1,011
No. Employees
Misc Rev (Employee)
Per Resident $640
No. Residents
Misc Rev (Resident)
TOTAL MISCELLANEOUS REVENUES
TOTAL REVENUES
Real Property Tax
Sales Tax
Meals Tax
Deed Recordation/Transfer Tax
Income Tax
Parking Tax
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
191 191 191 191 191 191 191 191 191 191 191
$154,032 $158,653 $163,413 $168,315 $173,365 $178,566 $183,923 $189,440 $195,124 $200,977 $207,007
$123,226 $126,923 $130,730 $134,652 $138,692 $142,853 $147,138 $151,552 $156,099 $160,782 $165,605
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$9,274 $9,588 $9,912 $10,245 $10,589 $10,942 $11,307 $11,682 $12,068 $12,466 $12,876
$1,771,373 $1,831,390 $1,893,208 $1,956,880 $2,022,462 $2,090,012 $2,159,588 $2,231,252 $2,305,066 $2,381,094 $2,459,402
1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
737 737 737 737 737 737 737 737 737 737 737
$7,118,384 $7,358,449 $7,605,717 $7,860,402 $8,122,729 $8,392,924 $8,671,226 $8,957,877 $9,253,127 $9,557,235 $9,870,466
$16,592,449 $17,159,772 $17,745,240 $18,348,271 $18,969,394 $19,609,151 $20,268,297 $20,947,480 $21,647,038 $22,367,583 $23,109,744
$4,240 $4,367 $4,498 $4,633 $4,772 $4,915 $5,062 $5,214 $5,371 $5,532 $5,698
0 0 0 0 0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$1,882 $1,938 $1,996 $2,056 $2,118 $2,181 $2,247 $2,314 $2,384 $2,455 $2,529
$3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270 $3,270
$6,153,339 $6,337,939 $6,528,077 $6,723,919 $6,925,637 $7,133,406 $7,347,408 $7,567,830 $7,794,865 $8,028,711 $8,269,573
$1,191 $1,227 $1,264 $1,301 $1,340 $1,381 $1,422 $1,465 $1,509 $1,554 $1,601
1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$1,781,924 $1,835,382 $1,890,443 $1,947,157 $2,005,571 $2,065,738 $2,127,710 $2,191,542 $2,257,288 $2,325,007 $2,394,757
$7,935,263 $8,173,321 $8,418,520 $8,671,076 $8,931,208 $9,199,144 $9,475,119 $9,759,372 $10,052,153 $10,353,718 $10,664,329
$46,714,500 $48,186,300 $49,703,100 $51,265,800 $52,875,000 $54,532,800 $56,240,300 $57,999,500 $59,811,200 $61,677,400 $63,599,400
$18,303,000 $18,855,800 $19,425,200 $20,011,700 $20,615,800 $21,238,000 $21,878,900 $22,539,000 $23,218,900 $23,919,200 $24,640,500
$355,800 $366,500 $377,400 $388,800 $400,400 $412,400 $424,800 $437,600 $450,700 $464,200 $478,100
$2,602,400 $2,677,400 $2,754,800 $2,834,400 $2,916,400 $3,000,900 $3,087,900 $3,177,500 $3,269,800 $3,364,900 $3,462,800
$548,300 $564,800 $581,700 $599,200 $617,100 $635,700 $654,700 $674,400 $694,600 $715,400 $736,900
$377,300 $388,700 $400,300 $412,300 $424,700 $437,500 $450,600 $464,100 $478,000 $492,400 $507,100
$16,592,400 $17,159,800 $17,745,200 $18,348,300 $18,969,400 $19,609,200 $20,268,300 $20,947,500 $21,647,000 $22,367,600 $23,109,700
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$7,935,300 $8,173,300 $8,418,500 $8,671,100 $8,931,200 $9,199,100 $9,475,100 $9,759,400 $10,052,200 $10,353,700 $10,664,300
Page 50
7
8
9
B C D E
ASSUMPTION
(2010$)
745
746
747
748
749
750
751
752
753
754
755
756
757
758
759
760
761
762
763
764
765
766
767
768
769
770
771
772
773
775
777
778
780
781
782
783
784
785
786
787
788
789
790
791
792
793
794
EXPENDITURES
Expenditures Per Employee $476
No. Employees
Op. Expenditures (Employee)
Per Resident $986
No. Residents
Op. Expenditures (Resident)
TOTAL MISC./NON-EDUC OPERATING EXPENDITURES
Land Development & Infrastructure Costs $5,159,037 per acre
Value of Phase 1 Land Takedown
Net Land Development Costs
Annual Payment on 20 Year Bond 5.0% Interest Rate
Cumulative Bond Payments
TOTAL CAPITAL EXPENDITURES
Pupil Generation
Apartments - Market Rate 0.24 per household
Senior Apartments - ADU 0.00 per household
Townhomes - Market Rate 0.35 per household
Townhomes - WDU 0.35 per household
Condo - WDU 0.07 per household
Total On-Site Pupils
School Expenditures per Pupil $10,752 per pupil
TOTAL SCHOOL OPERATING EXPENDITURES
TOTAL OPERATING EXPENDITURES
Misc./Non-Educational Operating Expenditures
NET FISCAL IMPACT

2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
$884.87 $911.41 $938.76 $966.92 $995.93 $1,025.80 $1,056.58 $1,088.28 $1,120.92 $1,154.55 $1,189.19
3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270 3,270
$2,893,752 $2,980,565 $3,069,982 $3,162,081 $3,256,944 $3,354,652 $3,455,291 $3,558,950 $3,665,719 $3,775,690 $3,888,961
$1,834 $1,889 $1,946 $2,004 $2,064 $2,126 $2,190 $2,256 $2,323 $2,393 $2,465
1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496 1,496
$2,744,253 $2,826,581 $2,911,378 $2,998,720 $3,088,681 $3,181,342 $3,276,782 $3,375,085 $3,476,338 $3,580,628 $3,688,047
$5,638,005 $5,807,146 $5,981,360 $6,160,801 $6,345,625 $6,535,993 $6,732,073 $6,934,035 $7,142,057 $7,356,318 $7,577,008
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$4,894,860 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$4,894,860 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
69 69 69 69 69 69 69 69 69 69 69
0 0 0 0 0 0 0 0 0 0 0
55 55 55 55 55 55 55 55 55 55 55
7 7 7 7 7 7 7 7 7 7 7
13 13 13 13 13 13 13 13 13 13 13
144 144 144 144 144 144 144 144 144 144 144
$20,002 $20,602 $21,220 $21,856 $22,512 $23,187 $23,883 $24,600 $25,338 $26,098 $26,881
$2,878,880 $2,965,246 $3,054,204 $3,145,830 $3,240,205 $3,337,411 $3,437,533 $3,540,659 $3,646,879 $3,756,285 $3,868,974
$13,411,800 $8,772,300 $9,035,600 $9,306,600 $9,585,800 $9,873,400 $10,169,600 $10,474,700 $10,789,000 $11,112,600 $11,446,000
$5,638,000 $5,807,100 $5,981,400 $6,160,800 $6,345,600 $6,536,000 $6,732,100 $6,934,000 $7,142,100 $7,356,300 $7,577,000
$4,894,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$2,878,900 $2,965,200 $3,054,200 $3,145,800 $3,240,200 $3,337,400 $3,437,500 $3,540,700 $3,646,900 $3,756,300 $3,869,000
$33,302,700 $39,414,000 $40,667,500 $41,959,200 $43,289,200 $44,659,400 $46,070,700 $47,524,800 $49,022,200 $50,564,800 $52,153,400
Page 51
7
8
9
B C D E
ASSUMPTION
(2010$)
795
796
797
798
799
800
801
803
804
805
806
807
808
809
810
811
812
813
814
815
816
817
818
819
820
821
822
823
834
835
836
837
838
839
840
841
842
843
844
845
846
847
849
850
851
852
853
854
855
856
857
858
859
860
864
865
866
867
868
Total Personal Property Tax Collected $3.400 per $100 AV
Neighborhood Investment Fund Revenues 17.4%
TOTAL PERSONAL PROPERTY TAX REVENUE - NEIGHBORHOOD INVESTMENT FUND
TOTAL NEIGHBORHOOD INVESTMENT FUND REVENUE
MEALS TAX - CONVENTION CENTER FUND
Total Restaurant Sales On-Site
Meals Tax Revenues (on-site restaurants) 1.00% Effective Rate to Convent
Total Restaurant Expenditures Off-Site from Residents
Total Effective Residential Meals Tax Revenues 1.00% Effective Rate to Convent
TOTAL MEALS TAX REVENUE - CONVENTION CENTER FUND
TOTAL CONVENTION CENTER FUND REVENUE
IMPLAN Categories
Indirect/Inducted Construction Jobs 34,37
TOTAL INDIRECT/INDUCED CONSTRUCTION JOBS
Office 394, 396, 397
Retail [In-Line] 325, 327, 328, 330, 419, 421
Restaurants 413
Retail [Grocery] 324
TOTAL INDIRECT/INDUCED FULL-TIME JOBS (EXCLUDING CONSTRUCTION)
Retail [In-Line] On-site Sales: Categories
Indirect Impact 325, 327, 328, 330, 419, 421
Restaurants On-site Sales: Categories
Indirect Impact 413
Retail [Grocery] On-site Sales
Indirect Impact 324

TOTAL GROSS OUTPUT SALES TO THE DISTRICT

TOTAL ESTIMATED INDIRECT SALES TAX REVENUES
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
$430,723 $443,644 $456,954 $470,662 $484,782 $499,325 $514,305 $529,734 $545,626 $561,995 $578,855
$74,946 $77,194 $79,510 $81,895 $84,352 $86,883 $89,489 $92,174 $94,939 $97,787 $100,721
$74,946 $77,194 $79,510 $81,895 $84,352 $86,883 $89,489 $92,174 $94,939 $97,787 $100,721
$74,946 $77,194 $79,510 $81,895 $84,352 $86,883 $89,489 $92,174 $94,939 $97,787 $100,721
$3,348,530 $3,448,986 $3,552,456 $3,659,029 $3,768,800 $3,881,864 $3,998,320 $4,118,270 $4,241,818 $4,369,072 $4,500,145
$33,485 $34,490 $35,525 $36,590 $37,688 $38,819 $39,983 $41,183 $42,418 $43,691 $45,001
$665,105 $685,058 $705,610 $726,778 $748,582 $771,039 $794,170 $817,995 $842,535 $867,811 $893,846
$6,651 $6,851 $7,056 $7,268 $7,486 $7,710 $7,942 $8,180 $8,425 $8,678 $8,938
$40,136 $41,340 $42,581 $43,858 $45,174 $46,529 $47,925 $49,363 $50,844 $52,369 $53,940
$40,136 $41,340 $42,581 $43,858 $45,174 $46,529 $47,925 $49,363 $50,844 $52,369 $53,940
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103 1,103
10 10 10 10 10 10 10 10 10 10 10
2 2 2 2 2 2 2 2 2 2 2
16 16 16 16 16 16 16 16 16 16 16
1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132 1,132
$16,486,907 $16,981,514 $17,490,960 $18,015,689 $18,556,159 $19,112,844 $19,686,229 $20,276,816 $20,885,121 $21,511,674 $22,157,025
$4,171,188 $4,296,323 $4,425,213 $4,557,969 $4,694,708 $4,835,550 $4,980,616 $5,130,035 $5,283,936 $5,442,454 $5,605,727
$3,348,530 $3,448,986 $3,552,456 $3,659,029 $3,768,800 $3,881,864 $3,998,320 $4,118,270 $4,241,818 $4,369,072 $4,500,145
$847,178 $872,593 $898,771 $925,734 $953,506 $982,112 $1,011,575 $1,041,922 $1,073,180 $1,105,375 $1,138,537
$41,577,584 $42,824,911 $44,109,659 $45,432,948 $46,795,937 $48,199,815 $49,645,809 $51,135,184 $52,669,239 $54,249,316 $55,876,796
$10,519,129 $10,834,703 $11,159,744 $11,494,536 $11,839,372 $12,194,553 $12,560,390 $12,937,201 $13,325,317 $13,725,077 $14,136,829
$14,760,620 $15,203,438 $15,659,541 $16,129,328 $16,613,207 $17,111,604 $17,624,952 $18,153,700 $18,698,311 $19,259,261 $19,837,038
$886,000 $912,000 $940,000 $968,000 $997,000 $1,027,000 $1,057,000 $1,089,000 $1,122,000 $1,156,000 $1,190,000
Page 52
7
8
9
B C D E
ASSUMPTION
(2010$)
869
870
871
872
873
874
875
876
877
878
879
880
881
882
883
884
885
886
887
888
889
890
891
892
893
894
895
896
897
905
906
907
908
909
910
911
912
913
914
915
916
Office
Total Employees
Retail [In-Line]
Total Employees
Restaurants
Total Employees
Retail [Grocery]
Total Employees
Construction
Total Employees
TOTAL ESTIMATED INDIRECT/INDUCED INCOME TAX REVENUE
TOTAL INDIRECT/INDUCED REVENUES
2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081 3,081
$141,568 $145,815 $150,190 $154,696 $159,337 $164,117 $169,040 $174,111 $179,335 $184,715 $190,256
$152,639,783 $157,218,976 $161,935,545 $166,793,612 $171,797,420 $176,951,343 $182,259,883 $187,727,679 $193,359,510 $199,160,295 $205,135,104
$88,531,074 $91,187,006 $93,922,616 $96,740,295 $99,642,504 $102,631,779 $105,710,732 $108,882,054 $112,148,516 $115,512,971 $118,978,360
$5,311,864 $5,471,220 $5,635,357 $5,804,418 $5,978,550 $6,157,907 $6,342,644 $6,532,923 $6,728,911 $6,930,778 $7,138,702
72 72 72 72 72 72 72 72 72 72 72
$49,112 $50,585 $52,103 $53,666 $55,276 $56,934 $58,642 $60,401 $62,213 $64,080 $66,002
$3,020,132 $3,110,736 $3,204,058 $3,300,180 $3,399,185 $3,501,161 $3,606,196 $3,714,382 $3,825,813 $3,940,588 $4,058,805
$1,703,355 $1,754,455 $1,807,089 $1,861,302 $1,917,141 $1,974,655 $2,033,894 $2,094,911 $2,157,759 $2,222,491 $2,289,166
$102,201 $105,267 $108,425 $111,678 $115,028 $118,479 $122,034 $125,695 $129,466 $133,349 $137,350
18 18 18 18 18 18 18 18 18 18 18
$42,415 $43,687 $44,998 $46,348 $47,738 $49,170 $50,645 $52,165 $53,730 $55,342 $57,002
$648,945 $668,414 $688,466 $709,120 $730,393 $752,305 $774,874 $798,121 $822,064 $846,726 $872,128
$337,451 $347,575 $358,002 $368,742 $379,805 $391,199 $402,935 $415,023 $427,473 $440,298 $453,507
$20,247 $20,855 $21,480 $22,125 $22,788 $23,472 $24,176 $24,901 $25,648 $26,418 $27,210
99 99 99 99 99 99 99 99 99 99 99
$57,297 $59,016 $60,786 $62,610 $64,488 $66,423 $68,416 $70,468 $72,582 $74,760 $77,002
$4,837,783 $4,982,916 $5,132,404 $5,286,376 $5,444,967 $5,608,316 $5,776,566 $5,949,863 $6,128,359 $6,312,209 $6,501,576
$2,951,048 $3,039,579 $3,130,766 $3,224,689 $3,321,430 $3,421,073 $3,523,705 $3,629,416 $3,738,299 $3,850,448 $3,965,961
$177,063 $182,375 $187,846 $193,481 $199,286 $205,264 $211,422 $217,765 $224,298 $231,027 $237,958
0 0 0 0 0 0 0 0 0 0 0
$129,663 $133,552 $137,559 $141,686 $145,936 $150,314 $154,824 $159,469 $164,253 $169,180 $174,256
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,611,376 $5,779,717 $5,953,108 $6,131,702 $6,315,653 $6,505,122 $6,700,276 $6,901,284 $7,108,323 $7,321,572 $7,541,220
$6,497,376 $6,691,717 $6,893,108 $7,099,702 $7,312,653 $7,532,122 $7,757,276 $7,990,284 $8,230,323 $8,477,572 $8,731,220
Page 53

OUTLINE OF TESTIMONY
Shalom Baranes
Shalom Baranes Associates

I. Introduction and Experience

II. Overall Site Planning Considerations

III. Healthcare Facility Description and Design

IV. Streetscape Improvements, Circulation, and Access

V. Conclusions

2
#27702560_v1
Matthew Bell, AIA
Christian Calleri, AIA
Ehrenkrantz Eckstut & Kuhn/Perkins Eastman


II. History and Description of McMillan Site

III. Site Planning Considerations

IV. Development Overview and Review of Plans

A. Master Plan

B. Parks and Open Spaces

C. Community Center Building

V. Conclusion

3
#27702560_v1
Anne Corbet
Vision McMillan Partners


II. History of McMillan Site

III. Development Team and Selection Process

IV. Project History and Development Goals

V. Development Parameters

A. Comprehensive Plan Amendments

B. Historic Preservation Review

C. Coordination with City Agencies and Preservationists

VI. Community Outreach Process

A. Advisory Neighborhood Commission

B. Community Meetings with Councilmember McDuffie

C. History of Discussions with Community

VII. Public Benefits and Project Amenities

VIII. Conclusion

4
#27702560_v1
Emily Eig
EHT Traceries, Inc.


II. Physical Description and Historic Context of Site

III. Evaluation of Preservation Status

IV. Compatibility of New Construction

V. Conclusion

5
#27702560_v1
David Jameson
David Jameson Architects



III. Project Description of Multi-Family/Retail Facility

IV. Project Program and Design

a. Multi-Family Component

b. Retail Component

V. Streetscape Improvements, Circulation, and Access

VI. Conclusions

6
#27702560_v1
Jair Lynch
Jair Lynch Development Partners


II. Project Team

III. Multi-Family/Retail Program and Design

IV. Access and Circulation

V. Development Goals and Relation to Surrounding Community

VI. Conclusions

7
#27702560_v1
Jack F. McLaurin, AIA
Lessard Group Architects






b. Retail Component


VI. Conclusions

8
#27702560_v1
Jeff Miller
Office of the Deputy Mayor for Planning and Economic Development

I. Introduction

II. History of the Project

III. Disposition of Land and Benefits to the District

IV. Extensive Coordination with City Agencies and Preservationists

V. Public Benefits and Project Amenities

VI. Conclusions

9
#27702560_v1
George Sexton
George Sexton Associates
Lighting Designer


II. Overall Site Plan Considerations

III. Lighting Scope and Design

IV. Conclusions

10
#27702560_v1
Steven E. Sher
Director of Zoning and Land Use Services
Holland & Knight, LLP


II. Role in Development Process

III. Site and Location Description

A. Overview of Site, Vicinity, and Land Use/Zoning

B. Site Planning Size, Lot Configuration, Topography

IV. Discussion of Project Components

a. Overall Site Plan

b. Design Scheme

c. Project Density

d. Market Acceptance of Product

V. Conclusions

11
#27702560_v1
Aakash Thakkar
EYA


II. Project Team

III. Multi-Family/Retail Program and Design


V. Development Goals and Relation to Surrounding Community

VI. Conclusions

12
#27702560_v1
Daniel B. VanPelt
Robert Schiesel
Gorove/Slade Associates, Inc.


II. Project Background

III. Description of Studies and Discussions with DDOT

IV. Assessment and Evaluation

V. Summary and Conclusions

13
#27702560_v1
Jim Voelzke
MV+A Architects






b. Retail Component


VI. Conclusions

14
#27702560_v1
Adam Weers
Trammell Crow Company


II. Project Team

III. Health Care Facility Program and Design


V. Development Goals and Relation to Nearby Health Care Facilities

VI. Conclusions

15
#27702560_v1
Thomas Woltz, FASLA, PLA, NZILA
Jeffrey Aten, ASLA, PLA
Nelson Byrd Woltz Landscape Architects


II. Review of Landscape Design Within Project

III. Review of Streetscape and Pedestrian Experience

IV. Conclusions

ZONING COMMISSION
District of Columbia
Case No. 10-23
26C
Exhibit G
Education
Licensing and Memberships
Matthew Bell has been a practicing architect and professor of architecture for over
20 years. His national and international architectural and urban design experience
ranges from small-scale buildings and studies for existing neighborhoods to the design
and implementation of new towns, campuses and cities. Creating a diverse portfolio
of work has led Matt to develop unique insights into the urban-environment and
design-issue challenges facing our cities, towns, and suburbs.
As Professor at the University of Marylands School of Architecture, Planning and
Preservation, Matts focus is on town planning, urban design and leading the urban
design curriculum at all levels of the program. He also directs the schools efforts in
the revitalization of Castellamare di Stabia, Italy, which has included projects for a
new archaeological park, infill development for the historic center and transit- oriented
development.
Cornell University, Master of Architecture in Urban Design, 1989
University of Notre Dame, Bachelor of Architecture, 1983
Matt is a Registered Architect licensed in the District of Columbia, Maryland and
New York. He is a Charter Member of the Congress for the New Urbanism, former
President, of the Neighborhood Design Center of Baltimore, Maryland (1997-1998),
former Director, of the Mayors Institute on City Design Northeast (1994-1999),
and, the Vice President of Restoring Ancient Stabia, Castellamare di Stabia, Italy
(2003-Present). Matt has also contributed to the American Architectural Foundations
Forum on Urban School Design.
University of Maryland School of Architecture
Professor with Tenure, 2007-Present
Associate Professor with Tenure, 1989-2007
University of Miami, Part-time & Visiting Appointments
Cornell University, Department of Architecture, Lecturer and Visiting Critic
Learning By Design Grand Prize Award, Excellence in Educational Facility Design,
School Without Walls Senior High School, 2010.
American Institute of Architects/Committee for Architecture Education, Educational
Facility Design Awards Program Citation, School Without Walls Senior High School,
2010.
Design Share, Merit Award, School Without Walls Senior High School, 2008
American Institute of Architects, National Honor Award for Regional and Urban
Design, The Aventiene, 2007.
AARP and the National Association of Home Builders (NAHB), Livable Communities
Award, Collegetown at West End, 2007.
American Planning Association, Virginia Chapter, Outstanding Master Plan,
Eisenhower East Small Area Plan, 2004.
American Institute of Architects, Potomac Valley Chapter, Honor Award, National
Cathedral Master Plan, 2000.
American Institute of Architects, Urban Design Honor Award, Bahesehir, Turkey,
1999.
Congress for the New Urbanism, Charter Award, King Farm, 2000.
Matthew J. Bell, FAIA
Principal
Teaching
Awards
Selected Experience
Large Scale Design
Hull Street Corridor Revitalization Plan
Richmond, Virginia
Master plan for an auto-oriented street.
Through redesigned street sections,
massing varieties, and a plan for new
development strategically placed along a
corridor, the design will guide a gradual
transformation of the street, which will
connect a series of new open spaces and
existing neighborhoods.
McMillan
Washington, District of Columbia
The proposed 1.8 M sf development is
anchored at the north by medical office
uses and will significantly transform
the adjacent neighborhoods, bringing
jobs, workforce housing and great
public places to a much treasured local
landmark; the plan involves reuse of
unique historic resources, above ground
and below, as well as the creation of
a series of new parks, a retail street, a
piazza, and housing types throughout the
25 acre site.
Shady Grove Master Plan
Bethesda, Maryland
The 95 acre site at the western terminus
of the DC Metro Red Line is turned from
a bus parking facility into a thriving urban
neighborhood centered around a series
of parks, various public square types, and
immediate access to the metro. A variety
of densities and housing typologies mixed
with offices and retail define different
neighborhoods within the design.
Metro Green Line, TOD
Prince Georges County, Maryland
Transit oriented development action
plan for four southern green line metro
stops at Southern Avenue; Naylor Road,
Suitland and Branch Avenue for the
planning department of the M-NCPPC
in order to stimulate growth to a well
defined urban development plan.
Biscayne Landing
Miami, Florida
The community will offer a variety
of housing types, including high-rise
condominiums, villas, townhouses
and mid-rise lofts, located around a
vibrant Town Center, filled with shops,
entertainment and restaurants. The
entire development will overlook lush
mangroves and the thriving wildlife
habitat of the Oleta River State Park - the
largest urban park in Florida.
Crown Farm Neighborhood
Gaithersburg, Maryland
Crown Farm is a transit-oriented
community of distinct neighborhoods
interconnected by parks, woodlands
and walkable streets in close proximity
to a state-of-the art high school, high-
quality retail and a Light Rail Station. The
proposed plan allows for approximately
half the population to live within two
blocks of the transit station and more
than 70% live within walking distance.
Southwest Waterfront
The design for the new riverfront
neighborhood incorporates restaurants
and shops with new residences above, a
hotel, cultural attractions, marinas and
ten acres of parks and open space. The
maritime heritage of the waterfront will
be celebrated through the preservation of
existing resources and the reactivation of
the waters edge.
Anacostia Waterfront Initiative

A new waterfront plan reconnects the
important asset of the waterfront to the
adjacent neighborhoods and provides
for a new waterfront park system, public
amenities along the waterfront, and
improved pedestrian circulation to sports
venues on the site.
Principal
Selected Experience (continued)
Armed Forces Retirement Home

Preliminary design concepts for the
development of 77 acres of this property.
The proposed concept involves a mixture
of adaptive reuse and sensitive new
development, retaining and building
upon the general character of the site and
surrounding parcels.
Arverne By-The-Sea
Rockaways, New York

This award-winning design knits together
the subway and the sea, creating
a unique transit-based beachfront
community. The radial plan orients
each of the neighborhoods around the
previously underutilized subway station.
Great Streets

A comprehensive strategy encompassing
22 miles of roadway to utilize public
investments in infrastructure, streetscape
improvements, land use planning, and
development assistance to catalyze private
investment that improves neighborhood
quality of life and creates a physical
environment opportune for expanded
retail, housing, employment, services, and
other community needs.
Crystal City Redevelopment Plan
Arlington, Virginia
A mixed-use urban neighborhood
developed on the principles of the super
block next to Reagan National Airport
and just south of downtown Washington
DC in Arlington, VA.
DC Ballpark Site Evaluation Study

A comprehensive review 32 potential
sites in the city that could be considered
for a ballpark, further study on how the
final two preferred sites offer the greatest
potential for economic development
associated with a new ballpark district.
City of Bahesehir, Master Plan

Phase II
Bahesehir, Turkey
The design was guided by the idea that
the form of cities and towns should
support and nurture the qualities of civic
life and community. The scheme includes
a vast range of residential buildings,
10,000 sm. of commercial retail and
office space.
Collegetown Master Plan
Atlanta, Georgia
The plan is for a mixed-use neighborhood
including 900 plus residential units
located in the SW area of the plan and
an additional 1,000 units for the area to
the NE.
Collegetown Square
Atlanta, Georgia
This important phase of the Collegetown
Master Plan establishes Collegetown
Square, the town center. The initial phase
includes retail around the square at the
ground floor, a mixture of residential
building types, a 125-room inn, and a
new neighborhood community center.
Collegetown at West End
Atlanta, Georgia
The plan establishes small, interior
parked blocks, walkable, tree-lined
streets with parallel parking, a system
of connected small and large residential
parks, a variety of housing types, and a
town center.
David Taylor Research Center
Annapolis, Maryland
The proposed redevelopment envisions
the design and construction of a state-
of-the-art high technology campus
situated at the mouth of the Severn River,
overlooking the U.S. Naval Academy and
historic Annapolis.
Principal
Principal
Uptown District Master Plan

A new vision for the heart of the
historically African-American cultural
district around the Howard Theater and
U Street.
East Campus Town Center
College Park, Maryland

A series of master plan studies which
focused on providing sites for housing,
research and retail development
integrated the area with the campus
proper and provided clear direction
about how new development could be
intelligently and sensitively integrated with
the surrounding context.
Eisenhower East, Master Plan

Alexandria, Virginia
A master plan that accommodates
over 16 million sf of retail, residential
and office space. The plan features an
interconnected system of neighborhood
squares, public plazas and parks, all
woven together by a new street network.
Georgia Avenue - Petworth Metro

Station Site
A new master plan for the Georgia
Avenue corridor, one of the oldest retail
and residential corridors in the Nations
Capital. Long considered the poor cousin
of residential/retail areas in the city, the
citys initiative will remake the city into a
series of neighborhoods, each with their
own retail center, and renovated or new
housing stock.
Mt. Vernon Square District Plan

A new and exciting vision for the district
that meets the challenges of future
growth, accommodates the growing
needs of current residents and connects
the many surrounding neighborhoods
together into a Mount Vernon Square that
becomes the next great neighborhood for
the Nations Capital.
Van Dorn District

The planning area is transformed from its
current suburban, auto-oriented character
into an active urban community with
smaller blocks and landscaped streets
designed for pedestrians and new transit
services.
Nannie Helen Burroughs Avenue
Streetscape

The Nannie Helen Burroughs Avenue
public realm will integrate functional and
decorative arts, in order to convey the
surrounding neighborhoods legacy as an
historically self-reliant African American
community, while exploiting proximity
to the Anacostia Waterfront Eastern
Parklands and Marvin Gaye Park.
King Farm, Plan & Implementation
Rockville, Maryland
The plan is based upon older small
towns and residential areas and provides
an interconnected street network with
alleys, streets and boulevards designed to
promote the sharing of the street by both
the pedestrian and the automobile.
New East Baltimore Community
Baltimore, Maryland
A new neighborhood for living, working
and shopping in one integrated place,
emphasizing existing street and block
networks. The new neighborhood will
create a seamless joining of the Johns
Hopkins Universitys Hospital Campus
and town; connecting with the future
transit station at north, existing housing
at east and future development along
Broadway.
National Cathedral Close
Master Plan

The master plan for the National
Cathedral Close in Washington, DC
coordinates the future growth needs
for the diverse groups and institutions
occupying the site with a thoughtful plan
that respects the history of the site.
Principal
New River at Las Olas
Fort Lauderdale, Florida

This mixed-use development along the
banks of New River will transform and
revitalize downtown Fort Lauderdale,
giving it a new skyline and making it a
distinctive destination.
Hill East Waterfront
Public Reservation 13

A new plan for the 67-acre Hill East
Waterfront neighborhood on Capitol
Hill in our Nations Capitol. The plan
will transform the area from an isolated
campus of aging and abandoned
buildings and large parking lots to a
new mixed- use waterfront community of
streets, parks and public spaces.
Pratt Institute Historic
Preservation Master Plan
Brooklyn, New York

The plan includes an inventory of
buildings, landscapes and structures with
architectural, historical and/or cultural
significance.
George Mason University
North Sector Plan
Fairfax, Virginia
The new plan for the North Sector is
designed to change the character from
one of surface parking and automobiles
to one of a vibrant pedestrian-oriented
campus community. The plan provides
a welcoming new face for the Mason
campus. New gateways link the interior of
the campus with the local community.
Southwest Sector Plan
Fairfax, Virginia
The master plan creates a flexible
framework for growth that can respond
to changing circumstances. At the core of
the plan is the transformation of a 109-
acre site, currently dominated by surface
parking lots, into a mixed-use campus
village.
George Washington University
Mt. Vernon Campus Plan

A campus plan that will accommodate
targeted growth in student residences,
academic facilities and support services
that will serve the university in its next
period of expansion. The new plan
supports a vision that enhances the
historic existing campus and guides the
thinking for new facilities, campus entries
and gateways, circulation and program
relocation.
George Washington University Foggy
Bottom Campus Master Plan

The plan provides for the university the
necessary growth over the next twenty
years to accommodate both its student
housing and academic programming
needs on the Foggy Bottom campus,
as well as significant, tangible benefits
to the campus and neighborhood
community.
Harper Community College
Master Plan
Palatine, Illinois
A plan to realize Harpers vision as a
leading 21st-century Community College,
recognizing the needs of an increasingly
diverse student body for campus places
that enhance the college experience,
including a new campus center.
Johns Hopkins University
Belward Campus
Montgomery County, Maryland

A concept plan for the future of the Johns
Hopkins Belward Research Campus and
surrounding greater Shady Grove Life
Science Center that offers a new vision
for the development of state-of-the-art
applied research in a thriving, mixed-use
community.
St. Johns College Master Plan

Annapolis, Maryland
Creation of a plan that builds upon the
colleges unique culture and curriculum
and enhances the landscape and provides
new opportunities for infill construction
that reinforce that larger vision and small
scale details of the campus.
SUNY Binghamton
Campus Site Improvements
Binghamton, New York

A site improvements plan for this 700-
acre campus, home of one of the four
University Centers of the State of New
York system.
SUNY New Paltz Site and Landscape
Master Plan
New Paltz, New York

A long-range, comprehensive vision
including a framework to integrate
existing buildings, potential sites for
development, outdoor places, and
vehicular and pedestrian circulation
systems for the 226-acre campus.
SUNY New Paltz Facilities Master Plan

New Paltz, New York
The Facilities Master Plan for the campus
documents current building conditions,
establishes program needs for facilities to
support the Colleges mission and goals,
and advances new building and open
space design concepts for the future of
the campus.
University of Maryland, East Campus
Mixed-use Urban Design

Plan to develop a college town
environment modeled on the great
American college towns, on land the
university owned east of US Route One.
University Woods at Catholic University

The design establishes a framework of
streets and blocks organized to promote
a balance of automobile and pedestrian
movement throughout the site area. A
college town main street, connects with
the western entry to the CU campus and
becomes the organizing spine of the
development along Harewood Street.
Principal
BIOGRAPHY
Matthew Bell has been a practicing
architect and professor of architecture
for over 20 years. His national and
international architectural and urban
design experience ranges from small-
scale buildings and studies for existing
neighborhoods to the design and
implementation of new towns, campuses
and cities. Creating a diverse portfolio
of work has led Matt to develop unique
insights into the urban-environment and
design-issue challenges facing our cities,
towns, and suburbs.
EDUCATION
Cornell University, Master of Architecture
in Urban Design, 1989
University of Notre Dame, Bachelor of
Architecture, 1983
LICENSING & MEMBERSHIPS
Matt is a Registered Architect licensed in
the District of Columbia, Maryland and
New York. He is a Charter Member of
the Congress for the New Urbanism,
former President, of the Neighborhood
Design Center of Baltimore, Maryland
(1997-1998), former Director, of the
Mayors Institute on City Design Northeast
(1994-1999), and, the Vice President of
Restoring Ancient Stabia, Castellamare di
Stabia, Italy (2003-Present). Matt has also
contributed to the American Architectural
Foundations Forum on Urban School
Design.
SELECTED WORK
Large Scale Design
Hull Street Corridor Revitalization Plan
Richmond, Virginia
McMillan
Bethesda, Maryland
Biscayne Landing
Miami, Florida
Southwest Waterfront
Anacostia Waterfront Initiative

Armed Forces Retirement Home

Arverne By-The-Sea
Rockaways, New York

Great Streets

Crystal City Redevelopment Plan
Arlington, Virginia
DC Ballpark Site Evaluation Study

City of Bahesehir, Master Plan

Phase II
Bahesehir, Turkey
Collegetown Master Plan
Atlanta, Georgia
Collegetown Square
Atlanta, Georgia
Collegetown at West End
Atlanta, Georgia
David Taylor Research Center
Annapolis, Maryland
Uptown District Master Plan

East Campus Town Center

Eisenhower East, Master Plan

Georgia Avenue - Petworth Metro

Station Site
Mt. Vernon Square District Plan

Van Dorn District

Nannie Helen Burroughs Avenue
Streetscape

King Farm, Plan & Implementation
Rockville, Maryland
New East Baltimore Community
Baltimore, Maryland
National Cathedral Close
Master Plan

Principal
Principal
New River at Las Olas
Fort Lauderdale, Florida

Hill East Waterfront
Public Reservation 13

Pratt Institute Historic
Preservation Master Plan
Brooklyn, New York

North Sector Plan
Fairfax, Virginia
Southwest Sector Plan
Fairfax, Virginia
George Washington University
Mt. Vernon Campus Plan

George Washington University Foggy
Bottom Campus Master Plan

Harper Community College
Master Plan
Palatine, Illinois
Johns Hopkins University
Belward Campus
Montgomery County, Maryland

St. Johns College Master Plan

Annapolis, Maryland
SUNY Binghamton
Campus Site Improvements
Binghamton, New York

SUNY New Paltz Site and Landscape
Master Plan
New Paltz, New York

SUNY New Paltz Facilities Master Plan

New Paltz, New York
University of Maryland, East Campus
Mixed-use Urban Design

University Woods at Catholic University

Selected Experience
Memberships
Education
Large Scale Design
McMillan
The proposed 1.8M sf of development is
anchored at the north by medical office
uses and will significantly transform
the adjacent neighborhoods, bringing
jobs, workforce housing and great
public places to a much treasured local
landmark. A large component of the
plan involves reuse of very unique historic
resources, both above ground and
below, as well as the creation of a series
of new parks, a retail street, a piazza,
different housing types and experiences
throughout the 25 acre site.
Crown Farm is a transit-oriented
community of distinct neighborhoods
interconnected by parks, woodlands
and walkable streets in close proximity
to a state-of-the art high school, high-
quality retail and a Light Rail Station. The
proposed plan allows for approximately
half the population to live within two
blocks of the transit station and more
than 70% live within walking distance.
Project Designer for the team that
developed a transit oriented development
action plan for four southern green line
metro stops at Southern Avenue; Naylor
Road, Suitland and Branch Avenue
for the planning department of the
M-NCPPC in order to stimulate growth to
a well defined urban development plan.
Hull Street Corridor
Richmond, Virginia
An auto oriented street that excludes
pedestrians and divides populations
was in need of a new vision. Through
redesigned street sections, massing
varieties and a plan for new development
strategically placed along a corridor,
that has very little development pressure
at the moment, will guide a gradual
transformation of the street into a
beautiful and functional boulevard which
will connect a series of new open spaces
and existing neighborhoods into an
updated functional and thriving urban
fabric.
*
Bethesda, Maryland
The 95 acre site at the western terminus
of the DC Metro Red Line is turned from
a bus parking facility into a thriving
urban neighborhood centered around
a series of parks, various public square
types and immediate access to the
metro. A variety of densities and housing
typologies mixed with offices and retail
define different neighborhoods within the
design, all connected and rationalized by
a new street grid and open space plan.

Brookland Manor Vision Studies
Arlington County Courthouse Plaza
*
Arlington, Virginia
Redevelopment of the Courthouse Plaza
to improve circulation and security while
designing a more dramatic entry as
befitting a courthouse.
Christian Calleris passion for public spaces and public architecture has enabled him
to deliver a wide range of services for federal, institutional, commercial, urban design
and restoration projects. Over the course of his career, he has provided architectural
and interior design, programming, technical detailing and construction administration
for both large and small scale projects.
University of Maryland, Master of Architecture, 2001
State University of New York at Buffalo, Bachelor of Professional Studies in
Architecture, 1998
Mr. Calleri is a registered architect in Washington, DC.
Associate
Higher Education
University of Virginia: New Classroom
Building Addition
*
Charlottesville, Virginia
Project Architect and Construction
Administrator for new Classroom
Building added to historic McKim Mead
and White Building on Jeffersons Lawn,
a UNESCO World Heritage Site.
University of Michigan Law School
*
Ann Arbor, Michigan
Project Architect and Designer of the
new Law School employing the collegiate
gothic style.
Other
The National Archives Building Entry
*
The redesign of the interior entry
sequence to this historic building in a
National Historic Building.
Associate
Designates work completed prior to joining Perkins

Eastman
SELECTED WORK
Large Scale Design
McMillan
Hull Street Corridor
Richmond, Virginia
*
Bethesda, Maryland

Brookland Manor Vision Studies
Arlington County Courthouse Plaza
*
Arlington, Virginia
Higher Education
University of Virginia: New Classroom
Building Addition
*
Charlottesville, Virginia
University of Michigan Law School
*
Ann Arbor, Michigan
Other
The National Archives Building Entry
*
BIOGRAPHY
Christian Calleris passion for public spac-
es and public architecture has enabled
him to deliver a wide range of services for
federal, institutional, commercial, urban
design and restoration projects. Over
the course of his career, he has provided
architectural and interior design, pro-
gramming, technical detailing and con-
struction administration for both large and
small scale projects.
EDUCATION
University of Maryland, Master of
Architecture, 2001
State University of New York at Buffalo,
Bachelor of Professional Studies in
Architecture, 1998
LICENSING & MEMBERSHIPS
Mr. Calleri is a registered architect in
Washington, DC.
Associate
Designates work completed prior to joining Perkins

Eastman
11215
th
Street,NWPhone:(202)3931199
Washington,DC20001Email:eht@traceries.com

EMILYHOTALINGEIG
PresidentandChiefExecutiveOfficer
EmilyEigisthefounderandpresidentofEHTTraceries,awomenownedcompanyincorporatedintheStateof
MarylandandheadquarteredinWashington,D.C.AstheheadofEHTTraceries,shecombinesmanagementof
a fifteenperson firm with her work as an architectural historian and preservation consultant. Her technical
knowledgeisfocusedonlate19
th
and20
th
centurybuildings,andincludesathoroughunderstandingofcurrent
historicpreservationissues.Herworkwithfederalandlocalarchitectureiswellknownandshehasworkedin
theDistrictofColumbia,Maryland,Virginia,NewYork,Texas,Louisiana,Pennsylvania,Massachusetts,Illinois,
Michigan,andHawaii.
AREAOFRESPONSIBILITY&COMMITMENTTOEACHPROJECT
Ms. Eig specializes in public, institutional, military, religious, commercial, theater, and residential architecture,
as well as the history of city planning and 20
th
century cultural landscape. Her expertise in historic and
contemporarydocumentation,constructiontechniques,buildingmaterials,onsiteinvestigationcomplements
her ability to provide creative preservation solutions for individual resources as well as within largescale
settings. As a preservation planner, she provides direction for compatible new design related to historic
buildingsandhistoricdistricts,advisesontheinterpretationofpreservationlawsandregulations,andregularly
assisting owners, developers, architects, and preservation technicians with the interpretation and analysis of
historic buildings. Her strength related to handling complex projects, including publicprivate partnerships, is
wellknown.
Ms.EighasservedasProjectArchitecturalHistorianandPreservationPlanningConsultantfornumerousmajor
historicprojectsinWashington,DCandinothercitiesaroundtheUS.Intheseroles,shehasdirectedresearch;
preparedHistoricStructuresReportsandHistoricPreservationPlans;advisedonlocalandfederalpreservation
reviews including Determination of Eligibility and Section 106 Memorandum of /Programmatic Agreements;
guidedeffortstorehabilitatehistoricbuildingsusingtheSecretaryofInteriorsStandards;andadvisedonthe
designcompatibilityofmajornewadditionstohistoricbuildingsandnewconstructioninhistoricdistricts.She
worksonaregularbasiswiththeDCStateHistoricPreservationOffice.
She is a considered an expert in architectural history, resource evaluation, preservation planning, federal and
state Historic Preservation Certification processes, Section 106 mitigation, and the Secretary of Interiors
StandardsfortheTreatmentofHistoricProperties.Ms.Eigmeetsprofessionalqualificationsprescribedbythe
SecretaryoftheInterior(36CFR61AppendixA).ShehasbeenacceptedasanexpertwitnessbeforetheD.C.
Historic Preservation Review Board, the Montgomery County (MD) Historic Preservation Commission, the
Prince Georges County (MD) Historic Preservation Commission; the Old Georgetown (DC) Board; the Coral
Gables (FL) Historic Preservation Commission; the DC Mayor's Agent for Historic Preservation; the DC Zoning
Commission; the DC Board of Zoning Adjustment; Superior Court of the District of Columbia; the National
Capital Planning Commission; the MarylandNational Capital Park and Planning Commission; and the
Commission of Fine Arts. She has appeared before the Montgomery County (MD) Board of Appeals as a
member of the Countys Historic Preservation Commission. Ms. Eig has served on a number of Urban Land
Institute panels, and is currently a member of the City of Baltimore Urban Design and Architectural Review
Panel, the Deans Advisory Board for the Dean of the University School of Architecture, Planning and
Preservation,andsitsontheUniversityofMarylandsDepartmentofHistoricPreservationsTechnicalAdvisory
Committee.
ZONING COMMISSION
Case No. 07-13D
14D1
EmilyHotalingEig Page2

RELEVANTPROJECTEXPERIENCE
SelectedHistoricPreservationPlanningrelatedtoMasterPlansinWashington,DC
McMillanPark(McMillanSandFiltrationPlant)
St.ElizabethsEast
ArmedForcesRetirementHomeWashington
SoutheastFederalCenter(TheYards)
TheGeorgeWashingtonUniversity
TheUniversityofMarylandinBaltimore.
SelectedpreservationprojectsinWashington,DCinclude:
RandallSchool(Rubell/TelesisPartnership),BingThomandAssociates,2010
Residential Embassy Building (Embassy of the Peoples Republic of China), Philip Esocoff and
Associates)20082010
SpanishCulturalCenter,(EmbassyofSpain),KCCT20082009;2011
Chancery of the Embassy of the Republic of South Africa (Embassy of South Africa), Davis Brody
Bond,2009.
HowardTheatre(HowardTheatreRestoration)Martinez+JohnsonArchitecture,20082012
GeorgetownLibrary,(D.C.PublicLibrary),Martinez+JohnsonArchitecture,20082010
C&PTelephoneWarehouse(NPR),HickokColeAssociates20082013
ArenaStage,(ArenaStage),BingThomAssociates,20032004;2007
StudioTheatre,(StudioTheatre)WilliamBonstraAssociates,20022005
SelectedSections106,110,and111projectsinclude:
UnionStationWashington,DC(FRA/USRC/USInvestco)GTMArchitects,2010ongoing
SoutheastFederalCenter(ForestCityWashington)ShalomBaranesAssociates,200307;2010
OStreetMarket(RoadsideDevelopment)ShalomBaranesAssociates,20102013
ProgressionPlace(FourPointsDevelopment)EricColbertArchitects,2010
AFRHCulturalResourceManager(AFRH)2008
AFRHMasterPlan(JonesLangLaSalleforGSA)withKoetterKim,20032008
National Law Enforcement Museum (National Law Enforcement Officers Memorial Fund) Davis
BuckleyArchitectsandPlanners,20052008
NavalStationGreatLakes,GreatLakes,IL(ForestCityMilitaryCommunities,Inc.),20042006
Fords Theater Society Educational Center (Ford Theatre Society), Martinez+Johnson Architecture,
20102012
FordsTheatre,(FordTheatreSociety/NationalParkService)ASD,Inc.,20032004
SelectedpreservationprojectsaroundtheUnitedStatesinclude:
LoewsKingsTheatre,Brooklyn,NY(ACEEnterprises),Martinez+Johnson,2010
SaengerTheatre,NewOrleans,LA(ACEEnterprises),Martinez+Johnson,2009
GoldwinSmithHall,NY(CornellUniversity)KoetterKimandAssociates,2008
PlazaTheatre,ElPaso,TX(CommunityFoundationofElPaso)Martinez+Johnson,20012006
Mississippi State University Riley Center for Education and Performing Arts, Martinez+Johnson|
Architecture,20022007
EDUCATION
TheGeorgeWashingtonUniversity,Washington,DC
MasterofArtsinTeachinginMuseumEducation,1975;Fieldofstudy:ArchitecturalHistory
BrandeisUniversity,Waltham,Massachusetts
BachelorofArts,FineArts(ArtHistory),cumlaudewithdepartmentalhonors,1974.
HonorsThesis:UrbanOpenSpace:AComparisonofLafayetteSquareandJudiciarySquare
ZONING COMMISSION
Case No. 07-13D
14D1
Yale School of Architecture, Guest Critic 2009
DAVID JAMESON, FAIA
U.S. Department of Energy Solar Decathlon, Virginia Tech Entry 2009
Washington-Alexandria Architecture Consortium, Adjunct Professor 2009
Columbia University Graduate School of Architecture, Planning and Preservation, Guest Critic 2009
Carnegie Mellon University School of Architecture, Guest Critic 2009
Critic / Academia
AIA New England Design Awards 2007
Juries
AIA Virginia Society Virginia Society Prize 2009 / 1999
National Building Museum Interschool Design Competition 2011
Architect Magazine Annual Design Review 2013
AIA / HUD Secretary Awards 2008
AIA Housing Awards 2008
AIA Utah Design Awards 2008
AIA Buffalo McKinley House Design Competition 2009
AIA North Carolina Design Awards 2009
AIA Northeastern Pennsylvania Design Awards 2009
Lectures
AIA Virginia Society Classicism vs. Modernism May 2006
Virginia Tech, Blacksburg, Virginia Distillation November 2006
AIA Buffalo / Western New York Between Janus March 2009
National Building Museum Spotlight on Design December 2009
Education
Virginia Polytechnic Institute and State University, Blacksburg, VA Bachelor of Architecture 1991
Distillation Virginia Tech, Blacksburg, Virginia November 2006
21 : 4 : 21 Washington, DC 2003
Exhibitions
New World Architecture Royal Institute of Irish Architects, Dublin, Ireland November 2006
AR Awards Royal Institute of British Architects London, England November 2007
The City and The World The European Centre for Architecture, Madrid, Spain 2010
Stalling Detritus installation, Longview Gallery, Washington, DC 2010
4435 Wisconsin Ave. NW #410
Work History
David Jameson Architect 13
Hugh Newell Jacobsen Architect 5
University Texas School of Architecture Distillation and Recent Work October 2010
NC State, Raleigh, North Carolina The Work of David Jameson Architect October 2011
Catholic University of America (A)scalar Interchange November 2011
AIA San Antonio The Work of David Jameson Architect February 2012
University of Arkansas Fay Jones School of Architecture Whats Next February 2013
AIA DC Current Projects September 2010
Marywood University, Scranton, Pennsylvania Distillation and Recent Work 2011
AR Awards for Emerging Architecture Exhibition Tour Germany, Hungary, Korea 2007-2008
University of Virginia, Guest Critic 2011
Catholic University of America, Adjunct Faculty 2011
U.S. General Services Administration, National Peer Program 2012 - present
Massachusetts Institute of Technology, Guest Critic 2013
DAVID JAMESON, FAIA: SUMMARY INFORMATION
Recipient of a 2013 American Architecture Award: NaCl, Kensington Residence
Recipient of a 2012 American Architecture Award: Tea House, Jigsaw, Graticule, Barcode
Recipient of a 2012 International Architecture Award: Tea House
Recipient of a 2012 Institute Honor Awards for Interior Architecture: Record House Revisited
Recipient of a 2011 AIA SPP Honor Award for Architecture: Tea House
Recognized in 2010: Architectural Digest AD100, Wallpaper Magazine Fab 40, Residential Architect ra50
Recipient of the 2010 American Architecture Award: House on Hoopers Island
Recipient of the 2010 International Architecture Award: House on Hoopers Island and Black White Residence
Recipient of a 2009 Institute Honor Awards for Interior Architecture: Jigsaw
Recipient of a 2009 Institute Housing Awards: House on Hoopers Island
Recipient of a 2007 Architectural Review AR Award for Emerging Architecture: Eastern Market Row House
Elevated in 2006 to the AIA College of Fellows
Recipient of a 2006 American Architecture Award from the Chicago Athenaeum: Eastern Market Row House
Recipient of a 2006 AIA SPP Honor Award for Architecture: Eastern Market Row House
Recipient of the 2004 AIA Young Architects Award
Recipient of sixty-eight AIA State Awards for Design Excellence
These awards were conferred by AIA Washington DC, AIA Virginia Society, and AIA Maryland Society.
Recipient of thirty-three AIA Component Awards for Design Excellence
These awards were conferred by AIA Northern Virginia and AIA Baltimore.
Winner of forty-one national design competitions
Competitions included programs sponsored by the AIA, residential architect magazine and The Chicago Athenaeum.
Winner of nine international design competitions
Competitions included programs sponsored by Architectural Review and European Center for Architecture Art & Design.
President and Design Principal of David Jameson Architect
The frm was founded in the fall of 2001.
Recipient of 2004 Virginia Tech College of Architecture and Urban Studies Outstanding Alumni Award
This annual award is given to one alumnus in recognition of signifcant contributions to architecture and design.
Work published in over two hundred design publications
Periodicals included Architectural Record, Architectural Review, Architectural Digest, Metropolis, Azure, Metropolitan
Home, Interior Design, residential architect, Diseart (Spain), Trends (New Zealand), Plan (Ireland) , Noi That
(Vietnam), Hinge Magazine (Hong Kong), Interni (Italy), C3 (South Korea), AD (Germany), Architecture Update (India)
Artravel (France).
Member of AIA Northern Virginia Board of Directors and Small Firms Committee Chair, 2004-2009
The Small Firms Committee mission is to expand the knowledge of 1-10 person frms. He has worked to communicate
the value of design excellence to the public. He has volunteered as a class leader for the AIA Architects in the Schools
program to advance the knowledge of elementary school children about architecture and design.
lessard
D E S I G N
EDUCATION
BACHELOR OF ARCHITECTURE
Virginia Polytechnic Institute and State University, 1987
REGISTRATIONS AND CERTIFICATIONS
REGISTERED ARCHITECT
DC, VA, MD, NY, NJ, CT, MA, DE, PA, NC, SC FL, GA, OH, IL, TX, AL,
MO, RI
NCARB CERTIFIED
National Council of Architectural Registration Board
CERTIFIED GREEN PROFESSIONAL
National Association of Home Builders
UNIVERSAL DESIGN CERTIFICATE HOLDER
Virginia Housing Development Authority (VHDA)
ORGANIZATIONS
AMERICAN INSITUTUTE OF ARCHITECTS (AIA)
INTERNATIONAL CODE COUNCIL (ICC)
NATIONAL ASSOCIATION OF HOME BUILLDERS (NAHB)
MARYLAND NATIONAL CAPITAL BUILDING ASSOCIATION (MNCBIA)
NORTHERN VIRGINIA BUILDING INDUSTRY ASSOCIATION (NVBIA)
SELECTED AWARDS
CHATHAM SQUARE - 14 National & Regional Awards
BRYAN SQUARE - 6 National & Regional Awards
SYMPHONY PARK TOWNHOMES - 10 National & Regional Awards
OLD TOWN VILLAGE - 12 National & Regional Awards
NATIONAL PARK SEMINARY - 12 National & Regional Awards
FORDS LANDING - 7 National & Regional Awards
Jack F. McLaurin, Principal, leads Lessards Single-Family and
Townhome Division with projects ranging from large single-family
suburban residences to high-density urban infll developments. He
has 27 years of professional experience, including 17 with Chris
Lessard. His in-depth understanding of both construction and
architectural practice enables him to produce high-level design
while being sensitive to cost. This unique combination of talent
and experience results in developments which sell quickly and reap
profts for his clients.
Jack focuses on the development of long-term client relationships
by providing superior service. His clients encompass both small
and large volume American East Coast developers and builders, as
well as, national builders and developers. He participates actively
throughout the various planning, design and construction phases and
lends his land planning, zoning, value engineering and construction
expertise to each project. Additionally, he has thorough knowledge
of market infuences, competitive product, land values and socio-
economic factors, helping his clients position their product in the
marketplace and maintain long-term value. As a result, he enjoys
many repeat assignments from loyal clients. His portfolio includes
award-winning single family and townhome communities in the
greater Washington, DC metropolitan area, projects in Southern
Virginia and Coastal Delaware as well as several public housing and
affordable housing communities in urban areas.
JACK MCLAURIN
EXECUTIVE VICE PRESIDENT | AIA, CGP, NCARB
lessard
D E S I G N
Jack McLaurin, Executive Vice President | AIA, GGP, NCARB
METROPOLITAN WASHINGTON, DC
EXPERIENCE
ARTHUR CAPPER MIXED-USE, TOWNHOMES,
CONDOMINIUMS & APARTMENTS
277 Units Washington, DC
BRYAN SQUARE CONDOMINIUMS & TOWNHOMES
CHATHAM SQUARE MIXED-INCOME TOWNHOMES
& PUBLIC HOUSING
CANAL PARK RESIDENCES
CHANCELLORS ROW TOWNHOMES
CAPITOL QUARTERS TOWNHOMES
HOPE VI CAPPER CARROLLSBURG PUBLIC HOUSING
152 Units / Homes Washington, DC
PARKSIDE
HYATTSVILLE MIXED-USE ARTS DISTRICT & MULTI-FAMILY
RESIDENCES
Approx. 300 Units Hyattsville, MD
MACARTHUR COURT RESIDENCES
HARRISON SQUARE TOWNHOMES
SYMPHONY PARK TOWNHOMES
120 Units Bethesda, MD
FALLSGROVE
445 Units Rockville, MD
WHEATON METRO TOWNHOMES
75 Units Wheaton, MD
JAMES BLAND MIXED INCOME REDEVELOPMENT
395 Units Alexandria, VA
EVANS FARM CONDOMINIUMS & SINGLE FAMILY HOMES
125 Units McLean, VA
THE BROWNSTONE TOWNHOMES AT PARK POTOMAC
150 Units Potomac, MD
POTOMAC GREENS TOWNHOMES
229 Units Potomac, MD
CLARENDON PARK TOWNHOMES
87 Units Arlington, VA
GLEBE PARK TOWNHOMES
80 Units Arlington, VA
ADDITIONAL RELEVANT EXPERIENCE
ACTONS LANDING SINGLE FAMILY HOMES,
TOWNHOMES & CONDOMINIUMS
Annapolis, MD
PENINSULA ON INDIAN RIVER BAY TOWNHOMES
Millsboro, DE
GHAZIABAD SINGLE FAMILY VILLAS
Ghaziabad, India
CUSTOM RESIDENCE
Middleburg, VA
CUSTOM RESIDENCE
Severn, MD

PROFESSIONAL QUALIFICATIONS

STEVEN EDWARD SHER
DIRECTOR OF ZONING AND LAND USE SERVICES
HOLLAND & KNIGHT, LLP

EDUCATION:

Brooklyn College of the City University of New York, 1969, Bachelor of Arts
(Urban Studies and Political Science)
Cornell University, 1971, Master of Regional Planning

PROFESSIONAL EXPERIENCE:

Director of Zoning and Land Use Services, Holland & Knight, LLP
2000 - present
Director of Zoning Services, Wilkes, Artis, Hedrick & Lane, Chartered
1985 - 2000
Executive Director, Zoning Secretariat, District of Columbia
1977 - 1985
Deputy Director, Zoning Division, Municipal Planning Office, District of
Columbia
1975 - 1977
Acting Secretary to the Board of Zoning Adjustment, District of Columbia
1976
Urban Planner, D.C. Zoning Commission, D.C. Office of Planning and
Management, D.C. Municipal Planning Office
1972 - 1975
Renewal Coordinator, District of Columbia Zoning Commission
1972 - 1973
Acting Secretary to the District of Columbia Zoning Commission
1972
Project Planner, District of Columbia Zoning Commission
1971 - 1972
Planning Intern, Frederick P. Clark Associates, Planning and Development
Consultants
1970
Research Intern, Brooklyn Linear City Development Corporation
1969

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APPEARED AS EXPERT WITNESS:

District of Columbia Zoning Commission
District of Columbia Board of Zoning Adjustment
District of Columbia Historic Preservation Review Board
District of Columbia Mayor's Agent for D.C. Law 2-144
Zoning Hearing Examiner, Montgomery County, Maryland
Montgomery County (Maryland) Planning Board
U.S. Bankruptcy Court for the District of Columbia
Superior Court of the District of Columbia

AREAS OF INTEREST AND/OR SPECIALIZATION:

Land use planning
Zoning, subdivision and other control of land use
Urban design
Urban transportation planning

ORGANIZATIONS:

American Planning Association (1971-present)
Greater Washington Board of Trade (1986-2000)
Planning and Development Committee (Vice-Chairman for Zoning and
Regulatory Affairs) (1987-8)
Community Development Bureau Steering Committee (1987-9)
PUD Task Force (Chairman) (1987)
Comprehensive Plan Task Force (1987-8)
Downtown Revitalization Committee Housing Team (1988)
Mayor's Commission on Downtown Housing (1988-89)
Downtown Partnership Downtown Development District Task Force
(1989-90)
Lambda Alpha (honorary land economics society) (1990-present)
Metropolitan Washington Council of Governments Metropolitan Development
Citizens Advisory Committee (1997-2004)
District of Columbia Comprehensive Plan Assessment Task Force (2002-
2003)
District of Columbia Comprehensive Plan Revision Task Force (2004-2006)
District of Columbia Zoning Advisory Committee (2003-2008)
District of Columbia Zoning Review Task Force (2007-present)

LECTURES/SEMINAR PRESENTATIONS:

District of Columbia Association of Realtors
District of Columbia Building Industry Association

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#27235173_v1
D.C. Bar/Georgetown University Law School Continuing Legal Education
Capitol Hill Realtors
American University Real Estate Alumni
District of Columbia Apartment and Office Building Association

Daniel B. VanPelt, P.E., PTOE
Vice President and Principal

Mr. VanPelts wide range of traffic and transportation project experience includes: traffic impact studies, site
access and circulation planning, functional parking lot and garage design, parking demand analysis, corridor
studies, campus master planning, major data collection efforts, loading dock design, intersection improvement
design, signal design, signing and pavement marking design, and expert witness testimony. He has worked for
public, private and institutional sector clients throughout the United States and has worked internationally on
projects in the United Arab Emirates, China, Venezuela, Brazil and Mexico.

Education
Master of Science in Civil Engineering, Washington University in St. Louis
Bachelor of Science in Civil Engineering, Washington University in St. Louis
Bachelor of Science in Physics, Bethany College

Professional Registrations
Licensed Professional Engineer Virginia #0402 037160, Pennsylvania #PE074759, Maryland #36413, District of
Columbia #PE904669, and West Virginia #18288; Registered Professional Traffic Operations Engineer

Registered Professional Traffic Operations Engineer

Professional Associations
Institute of Transportation Engineers (ITE); Society for College and University Planning (SCUP); International
Council of Shopping Centers (ICSC); American Society of Civil Engineers (ASCE); NAIOP Northern Virginia; and
Lambda Alpha International Land Economics Honor Society

Publications
ITE webinar presenter for Multi-Modal School Site Planning, Design and Transportation for Primary Grades K-8.
2010
Lots to Learn; Dont let parking and traffic problems sink your entertainment business, Casino Journal, December
2003, p. 28.

Representative Experience

CAMPUSES AND MASTER PLANS
Mr. VanPelt has developed transportation master plans, demand management plans, construction management
plans, circulation studies, and parking studies for a number of universities, schools and institutions including the
American University Campus Plan, Washington, DC; Georgetown University Campus Plan, Washington, DC;
Howard University Campus Plan, Washington, DC; Indiana University Campus Plan, Bloomington, IN; IUPUI Campus
Plan, Indianapolis, IN; Calhoun Street East-Waterfront Area Plan, Charleston, SC; US Capitol Complex Master Plan,
Washington, DC; The Capitol Visitor Center, Washington, DC; Cannon House Office Building Renewal, Washington,
DC; Princeton University Campus Framework Plan, Princeton, NJ; Yale University Medical District, New Haven, CT;
Hartford Strategic Framework, Hartford, CT; The National Cathedral Campus Plan, Washington, DC; The Bullis
School, Potomac, MD; Alexandria Country Day School, Alexandria, VA; and The Phillips Collection, Washington, DC.

MIXED-USE AND COMMERCIAL DEVELOPMENTS
Mr. VanPelt has prepared traffic studies, parking analysis, site access planning, loading access design, site
circulation planning and signal designs for projects including: Monument Ballpark, Washington, DC; Monaco I/II
and Sanremo, Jersey City, NJ; Childrens Museum and Air Rights Buildings at LEnfant Plaza, Washington, DC;
Shamrock Business Center, Painesville, OH; Auyare I/II and Hacienda Santa Cruz, Caracas, Venezuela; Oaklawn in ZONING COMMISSION
Case No. 07-13D
14D4
Daniel B. VanPelt, P.E., PTOE
Page 2

Leesburg, Leesburg, VA; Dubai International Finance Center, Dubai, UAE; 5th & K Streets NW, Washington, DC; and
Journal Square Centre, Jersey City, NJ.

HOSPITALITY AND ENTERTAINMENT
Mr. VanPelt has worked on numerous hospitality and entertainment sites throughout North and South America.
Projects include the St. Regis Mohawk Casino, Monticello, NY; Turning Stone Casino Resort, Verona, NY; Gaylord
Texan, Grapevine, TX; Gaylord National Harbor, Prince Georges County, MD; Mohegan Sun Casino Resort,
Uncasville, CT; W Mexico City, Polanco, Mexico D.F.; Meskwaki Casino, Tama, IA; Marriott Orlando World Center,
Orlando, FL; the Connecticut Convention Center, Hartford, CT; and Pikes Peak International Raceway, Colorado
Springs, CO.

SHOPPING CENTERS AND MALLS
Mr. VanPelt has prepared traffic, parking, site access and site circulation studies for grocery stores, lifestyle
centers, power centers, regional centers and urban retail including the Citadel Harris Teeter, Washington, DC;
Mondawmin Mall Redevelopment, Baltimore, MD; DC USA Target and Best Buy, Washington, DC; Trotwood Town
Center, Trotwood, OH; The Avenue Viera, Viera, FL; The Avenue Carriage Crossing, Collierville, TN; Woodbridge
Center, Woodbridge, New Jersey; Kendall Town Center, Miami, FL; Summerlin Mall, Summerlin, NV; Chicago
Premium Outlets, Aurora, IL; North Georgia Premium Outlets, Dawsonville, GA; Park Meadows Mall, Denver, CO;
Owings Mills Mall, Owings Mills, MD; and Kittery Premium Outlets, Kittery, ME.

OFFICE AND RESIDENTIAL DEVELOPMENTS
Mr. VanPelt has worked on office and residential development projects involving site planning and access planning
as well as the design of both traffic signals and parking garage facilities. Projects have included 1700 K Street NW,
Washington, DC; City View Condos, Washington, DC; Westmoreland House at Huntington Metro, Alexandria, VA;
Balmoral Residential, Prince William County, VA; Red Cedar, Loudoun County, VA.

PARKING STUDIES AND PARKING GARAGE DESIGN
Mr. VanPelt has performed parking needs studies and garage planning for projects such as the Dubai International
Finance Center, Dubai, UAE; National Cathedral Bus Garage Design, Washington, DC; City View Condos, Hyattsville,
MD; ER One Washington Hospital Center, Washington, DC; and Ronald Reagan National Airport, Arlington, VA.

TRAFFIC IMPACT STUDIES
Mr. VanPelt has conducted numerous traffic impact studies in support of rezoning, subdivision, site plan approvals
and EIS applications for large and small residential, commercial, office retail and institutional developments. His
work includes experience in Pennsylvania, Ohio, Virginia, Maryland, New Jersey, New York, Connecticut and the
District of Columbia.

DATA COLLECTION STUDIES
Mr. VanPelt has conducted large-scale data collection efforts including traffic counts, pedestrian counts, vehicle
classification counts, speed studies and origin-destination studies. Examples include managing a long-term data
collection program for the New Jersey DOT in northern New Jersey and supervising data collection efforts at both
the Lincoln and Holland Tunnels for the Port Authority of New York and New Jersey.

MEDICAL CAMPUS AND OFFICES
Mr. VanPelt has provided transportation master planning and traffic studies for a variety of medical facilities,
including The Ohio State University Medical Center in Columbus, OH; Indiana University-Purdue University,
Indianapolis/Clarian Medical Center in Indianapolis, IN; Sibley Hospital in Washington, DC; Reston Hospital in
Reston, VA; and the ER-1 scalable prototype major emergency facility at Washington Hospital Center in
Washington, DC.

ZONING COMMISSION
Case No. 07-13D
14D4

Robert B. Schiesel, P.E.
Project Manager

Mr. Schiesel possesses significant transportation engineering and planning experience in both the public
and private sectors. His experience includes multimodal analyses of large mixed-use plans and
campuses, traffic impact studies, parking studies, traffic and parking forecasting, queuing analysis, traffic
simulation, transportation demand management, and intelligent transportation systems planning.
Projects Mr. Schiesel has been involved with include entertainment complexes, universities, churches,
small and large commercial facilities, residential developments, government facilities and mixed-use
developments.

Education
Master of Science: Civil Engineering, May 2000, University of Virginia: Charlottesville, Virginia;
Bachelor of Science: Civil Engineering, May 1998, University of Virginia: Charlottesville, Virginia.

Professional Registrations
Licensed Professional Engineer - Virginia #0402038965

Professional Associations
Member, Institute of Transportation Engineers, Member, Society for College and University Planning;
Member, Midwest Campus Parking Association (MCPA).

Professional Presentations
Campuses For All: Integrating Pedestrian and Vehicular Movement on Campus, SCUP North Central
2006 Regional Conference

Representative Experience

CAMPUSES AND MASTER PLANNING
Mr. Schiesel has developed transportation master plans, demand management plans, circulation studies,
and parking studies for a number of University, Federal Agency and Hospital campuses, including The
Holton-Arms School, the US Capitol House Office Buildings, Washington, DC; Georgetown University,
Washington, DC; The George Washington University, Washington DC; The Ohio State University,
Columbus, OH, The National Institutes of Health, Bethesda, MD; Indiana University, Bloomington, IN;
Indiana University Purdue University Indianapolis, Indianapolis, IN; American University, Washington DC;
and Howard University, Washington DC.

MULTI-MODAL ANALYSIS
Mr. Schiesel specializes in considering all modes while planning transportation system, including during
the following projects; Nationals Ballpark Bicycle Valet, Washington, DC; DC Bike Master Plan,
Washington DC, 10
th
Street Mobility Plan, Bloomington, IN; and The Ohio State University Crosswalks
Study, Columbus, OH

Robert B. Schiesel
Page 2

TRAFFIC IMPACT STUDIES
Mr. Schiesel has conducted numerous traffic impact studies in support of rezoning, subdivision, site plan
approvals and EIS applications for large and small residential, commercial, office retail and institutional
developments. His work includes experience in Virginia, Maryland, and the District of Columbia.

MIXED-USE DEVELOPMENTS
Mr. Schiesel has provided transportation planning and engineering services for several large urban
mixed-use developments, including: The Yards (former South East Federal Center), Washington, DC;
CityCenterDC (former Convention Center Site) Washington, DC; Innovation Town Center, Manassas, VA;
Parkside Mixed-Use Development, Washington DC; Southwest Waterfront, Washington DC, and Poplar
Point, Washington, DC.

ENTERTAINMENT AND EVENT CENTERS
Mr. Schiesel has worked on numerous entertainment sites and event center, including as the lead
transportation planner for Nationals Park in Washington DC. Other projects include Memorial Stadium,
Bloomington, IN; Turning Stone Casino Resort, Verona, NY; and Meskwaki Casino, Tama, IA.

MEDICAL FACILITIES
Mr. Schiesel has provided transportation planning services for a variety of medical facilities, including
The Ohio State University Medical Center in Columbus, OH; Indiana University-Purdue University,
Indianapolis/Clarian Medical Center in Indianapolis, IN; Sibley Hospital in Washington, DC; Parkside
Health Center in Washington, DC, and the University of Virginia Health Sciences District, Charlottesville,
VA.

Thomas Woltz, FASLA, PLA, NZILA
Principal and Owner
Thomas Woltz is the owner of Nelson Byrd Woltz Landscape Architects where he began working
in 1997 upon completion of Master degrees in Architecture and Landscape Architecture. Working
between offices in Virginia, New York, and San Francisco, he has led designs for a broad range of
projects in the United States and abroad including the National Arboretum of New Zealand; The
Peggy Guggenheim Sculpture Garden in Venice, Italy; Monticello, a National Historic Landmark and
the home of Thomas Jefferson in Albemarle County VA; and the multi-award winning Orongo Station
Stewardship Plan, Poverty Bay, New Zealand. Current work includes projects at Hudson Yards, New
York City; Memorial Park, Houston; Devonian Botanic Garden, Alberta, Canada; and Cornwall Park,
Auckland, New Zealand.
During the past 18 years of practice, Woltz has forged a body of work that integrates the beauty and
function of built form and craftsmanship with an understanding of complex biological systems and
restoration ecology that has yielded hundreds of acres of reconstructed wetlands, reforested land,
native meadows, and flourishing wildlife habitat. His design work infuses places where people live,
work, and play with narratives of the land that inspire stewardship. Many of these projects focus
on restoration of damaged ecological infrastructure within working farmland and create models of
biodiversity and sustainable agriculture. The work of NBW has been recognized with over 80 national
and regional awards and been published widely. The firm has worked in 22 states and 9 countries.
SELECT EXPERIENCE
Hudson Yards, New York NY
Memorial Park, Houston TX
Centennial Park, Nashville TN
Columbia College, Columbia SC
Commerce School Rouss Hall Courtyards, University of Virginia, Charlottesville VA
Monticello Stewardship Plan Study, Albemarle County VA
Bok Tower, Lake Wales FL
The Peggy Guggenheim Sculpture Garden, Venice, Italy
Devonian Botanic Garden, University of Alberta, Edmonton, Canada
Brooklyn Navy Yard Naval Hospital Cemetery Memorial Landscape, NY
EPAs Greening Americas Capitals, Hartford CT
RECENT LECTURES AND SYMPOSIA
ASLA National Conference, Boston MA Beauty and Performance, November 2013
Yale School of Forestry & Environmental Science, New Haven CT Integration of
Architecture, Engineering and Landscape in Sustainable Design, January 2013
University of Oregon Fuller Lecture, Eugene Sustenance by Design: Agricultural
production and ecological services in the work of Nelson Byrd Woltz, October 2012
ASLA National Conference, Phoenix AZ Reconstructing the Arboreal Ark: Evolving Design
Directions for Public Gardens, October 2012
ASLA National Conference, San Diego CA Restoration Ecology in Agrarian Landscapes,
October 2011
Johnson & Johnson Global Strategic Design Office: The Salon Speaker Series, New York NY,
Global/Local, October 2011
Park Pride 10th Annual Parks & Greenspace Conference, Atlanta GA; keynote speaker Working
Landscapes: Urban and Rural Parkland Solutions from Around the Globe, March 2011
EDUCATION
Masters in Architecture, 1996
Masters in Landscape Architecture, 1997
University of Virginia
Charlottesville VA
Bachelor of Science in Architecture, 1990
with three majors: Architectural Design,
Studio Art and Architectural History,
University of Virginia,
Charlottesville VA
PROFESSIONAL AFFILIATIONS
Fellow, American Society
of Landscape Architects
New Zealand Institute of
Landscape Architects
The Cultural Landscape Foundation
Board of Directors, 2006-present
New York Municipal Arts Society
Board of Directors, 2011-present
RECENT PROFESSIONAL AWARDS
New York School of Interior Design,
Thomas N. Armstrong III Award, 2012
ASLA Council of Fellows investiture,
Class of 2011 - among the highest honors
achieved in the profession of
Landscape Architecture
New York Horticultural Society Award for
Excellence, 2011

Jeffrey G. Aten, ASLA, PLA
Senior Associate
Jeff Aten joined Nelson Byrd Woltz in the fall of 2004 after earning his masters degree at the
University of Virginia. Projects at NBW include the Wolong Giant Panda Reserve in Sichuan,
China; an award winning master plan for the California Institute of Technology in Pasadena;
Luck Stone Architectural Design Centers in Richmond and Sterling, VA; Anthony Fokker
Business Park in Schiphol, the Netherlands; and the landscape master plan and development
for Watercolors 500-acre community on the Gulf Coast of Florida. Jeff has also led master
planning and built project efforts for NBWs ConAg Studio throughout Virginia. He is currently
the Senior Project Manager for the landscape portion of the McMillan Filtration Site Master Plan
in Washington DC, Summit Bechtel National Scouting Reserve in Glen Jean, West Virginia and
Memorial Park in Houston.
SELECT EXPERIENCE
CHOP Schuylkill Avenue Pre-Schematic Design, Philadelphia PA
McMillan Sand Filtration Site Mixed Use Development, Washington DC
Summit Bechtel National Scouting Reserve, Glen Jean VA
Devonian Botanic Garden, Edmonton, Alberta, Canada
California Institute of Technology Landscape Development Plan, Pasadena CA
Wolong Giant Panda Center, Sichuan, China
Luck Stone Architectural Design Centers, Richmond and Sterling VA
Martha Jefferson Hospital new campus, Charlottesville VA
Anthony Fokker Business Park, Schiphol, The Netherlands
Watercolor, Walton County FL
Charles Luck Design Center, Richmond VA
Silver Lake Natural Recreation Area Master Plan, Prince William County VA
RECENT LECTURES
ASLA National Conference, Boston MA Fire, Water, and Pixels: Catalyzing Ecological
Resilience for Cultural Landscapes, November 2013
EDUCATION
Masters Degree in Architecture, 2004
Masters in Landscape Architecture, 2004
University of Virginia , Charlottesville VA
Bachelor of Arts in Environmental Studies, 1996
University of Vermont, Burlington VT
PROFESSIONAL
Licensed Landscape Architect in
State of Virginia

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ROBERT A GORDON
2903 N CAPITOL ST NE
WASHINGTON, DC 20002-1018

MARCIA D FOSTER
DANIELLE MCDANIELS
FAUSTO N LAMBOGLIA

PERRY LEE JONES
JAMES TERBURG
301 27TH ST NW
WASHINGTON, DC 20037
MACK L DAVIS

L F WILLOUGHBY
C/O WILLOUGHBY REAL ESTATE CO
809 MASSACHUSETTS AVE NE, NE

FRANK H BRADLEY
WAYOLA HARRIS

MAMIE L LEFTWICH

CHARLES H MITZ
ELIZABETH H JONES

STUART LONG
410 5THSTNE
APT24

JOHNNY BYNUM
JAMES E WILLIAMS II

MARY E YOUNG
6746 OLIVERS SHOP RD
BRYANTOWN, MD 20637

LAWRENCE J NEWTOWN
2713 N. CAPITOL ST, NE
ROBERT T BARNES

ARTHUR RICHARDSON SR
ROBYNN M NICHOLS
JOSEPH TYSON

RASHIDA L HART

ANDREW H KELLER
31 U ST NE

ROSIE H THOMAS

FRED D WRIGHT

BARRINGTON S NICHOLAS TRUSTEES
1413 TAYLOR ST NW
Exhibit H
2
#26523136_v1
AMPARO NUNEZ
ARTHUR KINKEAD TRUSTEE
WASHINGTON,DC 20002-1015
BEVERLY D BROOKS
YVONNE P JOHNSON

KEITH L TALLEY
KENYAN MCDUFFIE
JOAN W HOLTON

PEARLINE A ENNIS

KAREN M DANIELS
8901 TRUBADOR DR
CLINTON, MD 20735-2480
ELEANOR M FARAR

TIANA DYER
3425 LONDONLEAF LN
LAUREL, MD 20724-2902

MICHAEL A HARRIS
ROMAN HUGOS

AMY TRENKLE

KAREN O HUTCHISON
7709 HENNEPIN CT
HANOVER, MD 21076-1761
BYONG C CHO
6913 TIMBER CREEK CT
CLARKSVILLE, MD 21029-1748
MARK A HARRIS
PO BOX 7391

BYONG C CHO
6913 TIMBER CREEK CT
CLARKSVILLE, MD 21029-1748

RICARDO F TAYLOR

JANIA M OTEY
PO BOX 77484
JAMES K MCCLOSKEY
ROBERT P SESSOMS

GEORGE MANOLATOS
JAMES F BERDINE
LYNETTE A GARNER

MICHAEL DAVIS

MARY BEATRICE D YOUNGER
3
#26523136_v1
ETHEL M WRIGHT

ARTHUR KINKEAD TRUSTEE
THOMAS ENGELMAN
4238 7TH AVE
TEMPLE, PA 19560-1802
LEO DUNKLIN
8 CHANNING ST NE

LAVERNE D PATTERSON
2500 3RD ST NE
ASHINGTON, DC 20002-1022
MICHAEL L NELSON
2531 N CAPITOL ST NE WASHINGTON,
DC 20002-1014

KAWANNE M FOMAN

MOHAMMED G RASHED

M A MOHAMED

2429 NORTH CAPITOL LLC
931 S ST NW

ROSALIND M PARKER
3001 HAWTHORNE DR NE

GLORIA CARTER
BRUNO MUSCOLINO

GARY M HOLLAND

ARLEAN LEUND
3003 HAWTHORNE DR NE # 3003

JESSELYN R LONG

AFRAH ABEL HAMID AL-NAJJAR 3013
HAWTHORNE DR NE # 3013

ELEANOR M SPELL
MARY A GILL
3000 GENTAIN CT NE

JOHN NEWMAN
3002 GENTAIN CT NE
LADUN MOREJR

IRENE L BAILEY
3006 GENTAIN CT NE

PHILLIP G HOOVER
320 E 46
TH
ST, APT25E
NEW YORK, NY 10017-3057

BRENDA BRITTAIN
3004 GENTAIN CT NE
LISA KIM
3012 GENTAIN CT NE # 3012

TIRSO DOCENTES
3014 GENTAIN CT NE

ELAINE C WONG
3409 24TH ST NE
4
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RHONDA SINGLETON
3018 GENTAIN CT NE

SHELLEY D HAYES
3020 GENTAIN CT NE
THOMAS PINDER JR
.17 BRYANTS NURSERY RD
SILVER SPRING, MD 20905-3840

KANYI M MASEMBWA
PO BOX 77383

SHAUNA K BURNETT
3026 GENTAIN CT NE
STAGEY WOOLFORK
9407 WEAVER ST

TONI FLORENCE
4823 BLAGDEN AVE NW

GLADYS J YELDELL
3032 GENTAIN CT NE
AMY E JALLAH
3028 GENTAIN CT NE
SYDNEY M KNIGHT
3036 GENTAIN CT NE

JANINE L HIGHTOWER
3038 GENTAIN CT NE # 3038

JEAN W BAILEY

JANINE A HARMON
MARY U GOLDRING

STEPHANIE R DAILEY
STEPHAN C KARPOWICZ

VICTOR E POWER

KELLEY N WILSON

DONNA R WALTON

LAVERN ARRINGTON

CHRISTIAN L KOSTKO

KRISTINA FAULK
JAMES ADAMS

MARIE W HANBERRY
CAROLYN E HACKETT
3143 HAWTHORNE ST NW

VALETA SUTTON

TESFA WUBE

5
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ANDRIS L SAUNDERS

ELLA B SPRAGGINS
REGINA HAMPTON

VICTORIA ROQUE

ROBIN C BRANNIGAN

LELSIE R COURTS
LAURYL D JACKSON

DENICE EASTERLING

KELLEY WILSON
1211 RHODE ISLAND AVE NW
IMELDA F HACKETT-FELTON

ALICE FRAY

FARANA J ABDUL
PO BOX 25
HYATTSVILLE, MD 20781-0025

HATSHEPSITU H TULL

PAUL W COOK

CHRISTINA L BRIDGEPORT 3071
HAWTHORNE DR NE
L M DELEE
3801 LITTLETON ST

MATTHEW G CLARKE

KEVIN F MOLLOY

EDMUND C FLEET
3608 ALABAMA AVE SE

CLARA Y DAVID

IDA B GARNER
WASHINGTON, DC
ROBERT L DILLARD JR

ROBINSON FARIA

KELLEY WILSON
1211 RHODE ISLAND AVE NW

R P EPPS
1775 N PORTAL DR NW

RAYMOND A PEREZ
FENTRESS TARA J
PO BOX 8253

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CHERYL A WAGNER
LINDA J SCOTT

ALICIA WHISONANT
3101 HAWTHORNE DR, NE
ALFRED J COLEMAN III

VALETA E SUTTON

TONDALAYA HAMILTON
JOHN A BOOKER JR
C/O WTFCU
3015 UNIVERSITY BLVD W
KENSINGTON, MD 20895-1936

KIM B FARLEY

MOIRA MATTHEW

THERESA WATERS

JUANEULA M BURT 3
123 HAWTHORNE DR NE
lALWYN H GRANADY
242 LYNCROFT RD
'NEW ROCHELLE, NY 10804-4121

SUSAN VANDERPOOL
3127 HAWTHORNE DR, NE
BEVERLY R ALLEN

RICHARD A HIND

LUDMILA MORKOVINA

GWENDOLYN M HINES

RENEE S KINDER

JOEL HAAS

OUSAINOU MBENGA
MARTIN L FRIEDMAN
SHEWANA D SKINNER
1525 TRINIDAD AVE NE

CURLEYADEFOE

ORLANDO TAYLOR
C/O UNIT 3145
TONIA SCHAFFER

ANN P BROOKS

JANICE L SANDERS
3151 HAWTHORNE DRNE #3151
7
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ROBERT JAMISON

OBIE D WITCHER

FRANK K BRYANT
C/O UNIT 3157
;3157 HAWTHORNE DR NE
V M CORREA
8738 COLD PLAIN CT
SPRINGFIELD, VA 22153-2422

TERRI JOHNSON
WYLIE WHISONANT JR
MAXINEAPOTTS
2423 KILLDEER ST
NEW ORLEANS, LA 70122-4315

PATRICIA MANN
4520 SCULPTURE CT
OCEANSIDE, CA 92057-6808
RODNEY PRATT

WYLETTIE JACKSON 4
338 VARNUM PL NE

MARY RENKO
10 HAWTHORNE CT NE # 10
AARON J KELLEY
S HAWTHORNE CT NE # 6

A M RICHARDSON
14 HAWTHORNE CT NE

AUSTIN E GALLOW
16 HAWTHORNE CT NE
ANTOINETTE W ALEXANDER
12 HAWTHORNE CT NE
WILLIAM H HAWKINS JR

TURNER LEVI
22 HAWTHORNE CT NE

ROSALEEN B HAUGH
1824 BAY ST SE
GAYNOR JABLONSKI
26 HAWTHORNE CT NE

MARY A HANSON

WENDY Y COVAY
24 HAWTHORNE CT NE

GINAV FERGUSON
32 HAWTHORNE CT NE

HOWARD W HARDY
34 HAWTHORNE CT NE

IMEE G VILLAiRIN
30 HAWTHORNE CT NE

LINDA L WASHINGTON-SCOTT
38 HAWTHORNE CT NE

VENITA E PHILLIPS
40 HAWTHORNE CT NE
WASHINGTON, DC 20017-

VIRGINIA A WHITE
36 HAWTHORNE CT NE

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SARAH L PITT
44 HAWTHORNE CT NE

NANZO T COLEY
46 HAWTHORNE CT NE

WILLIAM R EDWARDS
42 HAWTHORNE CT NE
ROBERT ROACH
2421 1
ST
ST NW

HAVANNA A FRANKLIN
2423 1ST ST NW
BETTY L FORD
251618THSTNE
ALVIN C HARPER
2427 1ST ST NW

DONALD M MCKINNON
2429 1ST ST NW
VIRGINIA H COTHRAN
613 FENWICK DR
SAN ANTONIO, TX 78239-2534

MARY JUDD
2428 N CAPITOL ST NW

MINNIE B DAVIS

2417 1ST STREET LLC
9385 JUHASZ DR
GREAT FALLS, VA 22066-2026

JOHNSON W DOERUE INC

MIMID ATKINS

GEORGE H FALK JR
KENDELL KELLY

COMELIA R SANFORD
66 CHANNING ST NW
DANIEL J PICARD
64 CHANNING ST NW
RAZIEH JAVAHERI
62 CHANNING ST NW

ROGER C FIELDS
60 CHANNING ST NW
MICHELLE R FAUNTROY-COATES
58 CHANNING ST NW
RAYMOND M TAYLOR
56 CHANNING ST NW

WALTER T FAUNTROY
54 CHANNING ST NW

JAMES T POWELL
2 CHANNING ST NW
WASHINGTON, DC 20001-

MELINDA PAVIN
2221 I ST NW

KENNETH P WILLIAMS
48 CHANNING ST NW

MARK KING
46 CHANNING ST NW

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JOSEPH CLARK
1401 KALMIARDNW

SHAHIN T SHIKHALIYEV
42 CHANNING ST NW

COLETTE D JOHNSON
40 CHANNING ST NW
ASALEE F RIPPY LIFE
38 CHANNING ST NW

36 CHANNING STREET LLC
36 CHANNING ST NW
34 CHANNING STREET NW LLC
9385 JUHASZ DR
GREAT FALLS, VA 22066-2026

SHERRESE M SMITH
32 CHANNING ST NW

ABDULLAHI B ALI
30 CHANNING ST NW
LISA HICKS
28 CHANNING ST NW
JAMES T MCDOWELL
26 CHANNING ST NW

ROBERT L HARROLD
24 CHANNING ST NW
ELLA M HENSON
22 CHANNING ST NW

SAMUEL A PAYNE WARD
1228 HALF ST SW

NORRIS J GREEN SR
18 CHANNING ST NW
BEREKET MELAKU
16 CHANNING ST NW
RANDAL L EDISON
14 CHANNING ST NW

WASHINGTON HOSPITAL CENTER
C/O REAL ESTATE SERVICES
106 IRVING ST NW STE 301
GLENWOOD CEMETERY
2219 LINCOLN RD NE
DISTRICT OF COLUMBIA
1133 N CAPITOL ST NE, #307

EFOSA S OGBEBOR
8831 LOTTSFORD RD APT 409
LARGO, MD 20774-4866

JONATHAN C BALCOM
2419 1ST ST NW

ARI B WILDER
2008 DAYTON ST
Advisory Neighborhood Commission 1B
2000 14
th
St, NW #100B
Advisory Neighborhood
Commission 5E
c/o C.Dianne Barnes,
5E09 41 Adams St. NW

ANC 5E e-mail: 5e@anc.dc.gov
Advisory Neighborhood Commission 5A
PO Box 29546

MAP AMENDMENT
Pursuant to 3041.1 of DCMR Title 11, if the Commission schedules a public hearing on a petition or application for an amendment to the
Zoning Map, prior to advertisement of the hearing, the petitioner/applicant shall pay a hearing fee in accordance with the following
schedule:
Petition or Application for Rezoning to any: Fee Unit Total
R-1, R-2, or R-3 District, for each acre (43,560 ft.
2
) or part of an acre $650.00
R-4 or R-5-A District, for each acre (43,560 ft.
2
) or part of an acre $1,625.00
R-5-B District, for each acre (43,560 ft.
2
R-5-C, R-5-D, or R-5-E District, for each acre (43,560 ft.
2
SP, W, or CR District, for each 20,000 ft.
2
or part of that area $2,600.00
C-1 or C-2 District, for each 10,000 ft.
2
C-3, C-4, or C-5 District, for each 10,000 ft.
2
C-M or M District, for each 20,000 ft.
2
TOTAL
Notes: For any overlay district, the fee shall be computed in accordance with the requirement for the underlying zone
The maximum hearing fee for rezoning to any Residence District (R-1, R-2, R-3, R-4, or R-5 is $50,000
For an application that proposes rezoning to more than one (1) zone district or is in the alternative, the fee shall be the total of the amounts for the
area devoted to each proposed district or alternative computed separately
TEXT AMENDMENT
Pursuant to 3041.3 of DCMR Title 11, if the Commission schedules a public hearing on a petition for an amendment to the text of the Zoning
Regulations, prior to the advertisement of the hearing, the petitioner shall pay a hearing fee in accordance with the following schedule:
Petition Fee Unit Total
Each section proposed to be added, deleted, or amended $325.00
TOTAL
Note: The maximum hearing fee for a text amendment to the Zoning Regulations Is $1,300
PLANNED UNIT DEVELOPMENT (PUD), AIR SPACE DEVELOPMENT, OR ANY OTHER REVIEW OF A SPECIFIC SITE PLAN OR BUILDING PLAN
Pursuant to 3041.4 of DCMR Title 11, if the Commission schedules a public hearing on an application for approval of a planned unit
development, air space development, or any other action where review of a specific site plan or building plan is required, prior to the
advertisement of the hearing, the applicant shall pay a hearing fee in accordance with the following schedule:
Application Fee Unit Total
For each 100 ft. of gross floor area (GFA), or part thereof, included in the
application devoted to dwelling units, and the immediate area needed to serve
that dwelling unit
$7.00
For each 100 ft. of GFA, or part thereof, included in the application devoted to
any use other than a dwelling unit and the immediate area needed to serve
that dwelling unit
$13.00
TOTAL 2415646464
Note: There is no charge for the hearing on the second stage of a two-stage PUD application
BEFORE THE ZONING COMMISSION
OF THE DISTRICT OF COLUMBIA

Pursuant to 3041 of DCMR Title 11, the following hearing fees shall be paid when the Zoning Commission schedules a public hearing on a
petition or application. In the case of a petition or application combining two (2) or more actions on this form, the fee charged shall be the
greatest of all the fees computed separately. Please show ALL computations.

A department, office, or agency of the Government of the District of Columbia is not required to pay a hearing fee where the property is
owned by the agency and the property is to be occupied for a government building or use.

PLEASE COMPLETE, SIGN, AND RETURN THIS FORM WITH PAYMENT TO THE OFFICE OF ZONING.

Exhibit No. Case No.

FORM 116 HEARING FEE CALCULATOR
PLEASE CONTINUE TO SIDE TWO OF THIS FORM

43 $111,800
22 $ 71,500
$183,300
N/A
$64,092 915,586/100 = 9156
$148,421
1,141,670/100=11,417
$212,513

MODIFICATION TO AN APPROVED PUD, AIR SPACE DEVELOPMENT, OR ANY OTHER REVIEW OF A SPECIFIC SITE PLAN OR BUILDING PLAN
Pursuant to 3041.6 of DCMR Title 11, if the Commission schedules a public hearing on an application for a modification to an approved
planned unit development, air space development, or any other review of a specific site or building plan, prior to the advertisement of the
hearing, the applicant shall pay a hearing fee in accordance with the following schedule:
Request for Modification Fee Total
Modification to a previously approved case
26% of original hearing fee or
$1,300, whichever is greater

TOTAL

FEE OF PETITION/APPLICATION
Pursuant to 3041.4 of DCMR Title 11, in the case of a petition or application combining two (2) or more actions on this form, the fee charged
shall be the greatest of all the fees computed separately. Below, please list the total fee for each action requested and enter the fee of the
greatest fee calculated.
Type of Petition/Application Total
Map Amendment
Text Amendment
PUD, air space development, or any other review of a specific site plan or building plan
Modification to an approved PUD, air space development, or any other review of a specific site or building plan
GREATEST OF CALCULATED FEES
FORM 116 HEARING FEE CALCULATOR Side 2
District of Columbia Office of Zoning
441 4th Street, N.W. Ste. 200-S, Washington, D.C. 20001
(202) 727-6311 * (202) 727-6072 fax * www.dcoz.dc.gov * dcoz@dc.gov

If you need a reasonable accommodation for a disability under the Americans with Disabilities Act (ADA) or
Fair Housing Act, please complete a Form 155 - Request for Reasonable Accommodation.
Based upon review of the petitioners/applicants supplemental filing and the information contained on this form:

the calculated fee is accepted as submitted

the calculated fee requires adjustment (requires new Form 116 Hearing Fee Calculator Form)

OFFICIAL USE ONLY:
Office of Zoning Determination
Signature: Date:
D
I/We certify that the information on this form is true and correct to the best of my/our knowledge, information and belief.
Any person(s) using a fictitious name or address and/or knowingly making any false statement on this application/petition is
in violation of D.C. Law and subject to a fine of not more than $1,000 or 180 days imprisonment or both.
(D.C. Official Code 22-2405)

Signature:
D
Name:
CERTIFICATION
D
Date:
N/A
$183,300.00
N/A
$212,513
$212,513.00
Mary Carolyn Brown, Holland & Knight LLP

MAP AMENDMENT
SAMPLE: A petition for a map amendment to rezone a property at 1624 Q Street, N.W, from the DC/R-5-B to the DC/C-2-B Zone District.
Petition or Application for rezoning to any: Fee Unit Total
2
2
2
2
2
2
or part of that area $1,625.00 1 $1,625.00
2
2
TOTAL $1,625.00

TEXT AMENDMENT
SAMPLE: A request for a text amendment to 701.4(q), 701.5, and 701.7 of the Zoning Regulations.
Petition Fee Unit Total
Each section proposed to be added, deleted, or amended - with a maximum
hearing fee of $1,300
$325.00 3 $975.00
TOTAL $975.00

PLANNED UNIT DEVELOPMENT (PUD) AND RELATED MAP AMENDMENT
SAMPLE: An application for a consolidated review and approval of a Planned Unit Development (PUD) and a related zoning map amendment
to rezone a 45,031 ft.
2
property from the R-2 and C-1 Districts to the C-2-A District. The PUD contains approximately 92,700 ft.
2
of gross floor
area. The project includes approximately 84,600 ft.
2
of gross floor area devoted to residential uses, and 8,100 ft.
2
of gross floor area devoted to a
mix of commercial uses.
Petition or Application for Rezoning to any: Fee Unit Total
2
2
2
2
2
2
or part of that area $1,625.00 5 $8,125.00
2
2
TOTAL $8,125.00*

Application Fee Unit Total
For each 100 ft. of gross floor area (GFA), or part thereof, included in the
application devoted to dwelling units, and the immediate area needed to serve
that dwelling unit
$7.00 846 $5,922.00
For each 100 ft. of GFA, or part thereof, included in the application devoted to
any use other than a dwelling unit and the immediate area needed to serve
that dwelling unit
$13.00 81 $1,053.00
TOTAL $6,975.00*
* Please note the fee to be paid on this PUD is the greater of the two calculated amounts - $8,125.00.
BEFORE THE ZONING COMMISSION
OF THE DISTRICT OF COLUMBIA

SAMPLE CALCULATIONS FOR THE HEARING FEE CALCULATOR

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Z.C. CASE NO.

Washington, District of Columbia

Washington, District of Columbia

Rockaways, New York

Washington, District of Columbia

Washington, District of Columbia

Washington, District of Columbia

College Park, Maryland

Washington, District of Columbia

Washington, District of Columbia

Washington, District of Columbia

Fort Lauderdale, Florida

Washington, District of Columbia

Brooklyn, New York

Washington, District of Columbia

Washington, District of Columbia

Montgomery County, Maryland

Binghamton, New York

New Paltz, New York

College Park, Maryland

Washington, District of Columbia

Washington, District of Columbia

Washington, District of Columbia

Rockaways, New York

Washington, District of Columbia

Washington, District of Columbia

Washington, District of Columbia

College Park, Maryland

Washington, District of Columbia

Washington, District of Columbia

Washington, District of Columbia

Fort Lauderdale, Florida

Washington, District of Columbia

Brooklyn, New York

Washington, District of Columbia

Washington, District of Columbia

Montgomery County, Maryland

Binghamton, New York

New Paltz, New York

College Park, Maryland

Washington, District of Columbia

Designates work completed prior to joining Perkins

Designates work completed prior to joining Perkins

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