IDEAS TO HELP BLOOMINGDALE RESIDENTS DEVELOP RECOMMENDATIONS FOR McMILLAN COMMUNITY BENEFITS The Bloomingdale Civic Association hopes

this document will spark your imagination and envisioning of the possibilities of the McMillan Park and Community Center and other potential community benefits that might be derived. We welcome your adding to the list. Send your comments BY MARCH 4 TO bhollidaypsy@gmail.com. Comments received will be added to this document, which will be the primary discussion document at the Special BCA Meeting on the McMillan Community Benefits Proposal on MARCH 8. PRINCIPLES • Community Benefit Agreements seek to provide compensation for inconvenience experienced by neighborhoods for the disruptions associated with construction of large projects, as well as ongoing impacts on the communities. Such impacts (noise, traffic, livability, loss of sense of ‘place’, etc.) are especially notable when the large projects are situated in the midst of fundamentally residential areas. Consequently: Benefits provided consistent with law (e.g., 8 - 10% affordable housing) do NOT represent any special benefit to affected communities – Percentages need to be significantly higher than those required by law. Designation, design and implementation of community benefits should involve collaborative (equal status) efforts among the developer, the City, ad the affected communities. Amenities included in the final development as approved by the Council will not be considered “community benefits” (unless such is specifically noted) and shall be construed as costs to be incurred by the developer and/or City. • Before any meaningful discussion can occur regarding the character, appropriateness, and feasibility of proposed benefits, it is advisable that agreement be reached on the financial and administrative structure of such benefits – e.g., (a) how will benefits be both initially funded and sustained over time? (b) the amount and source of both initial and sustaining funding; ( c) structures for administering such funds and monitoring the intended purpose and timing of benefits, etc. Doing so will provide a stellar model for other residential

neighborhoods affected by such large-scale development in our ever-changing city. Examples of a few provisions of such financial and administrative structures include: DC government might provide initial and sustaining benefits in the form of community center construction and maintenance, ongoing staffing costs and contribution to ongoing programming costs consistent with costs provided to other DC community/recreation centers of similar size. Other funding streams for community benefits will not supplant such DC contributions. Green Door Advisors (2011) estimated that the development will generate at least $1.8 over 30 years for the Neighborhood Investment Fund. Such funds generated by the McMillan Development might be earmarked solely for use in neighborhoods abutting the development. Modeled after Anne Arundel County’s Neighborhood Impact Fee on building permits, DC might initiate a Neighborhood Livability Impact Fund on neighborhoods within a one mile radius of the boundaries of the McMillan development, with revenues designated for continuing McMillan Park facilities maintenance and development of public programs and activities of the McMillan Community Center and Park. For example the fee might be 0.25%.(for new construction permits (i.e., $1250 for a $500,000 project) and 0.20% on renovation projects ((i.e.,$200 for a $100,000 project). VMP might provide initial funding for community benefits through contribution of some fixed amount of its construction costs – e.g. assuming construction costs of $700 million dollars, VMP/developers upon award of building permits, would deposit 0.25% of construction costs (i.e., an eventual total of $1.75 million) into a McMillan Community Benefits Escrow account. Similarly, sustainability of community benefits would in part be assured if VMP and/or the development’s property manager contributed some agreed upon designated amount of profits (after payment of mortgages, maintenance, insurance, taxes, management costs and fees, etc.) on the sell and rental of McMillan development properties. For example, if that fee were set at 3.0% of profits, and townhouse sales were to generate $15 million in profits, $450,000 would be contributed to the Benefits Escrow Fund; if annual profits of commercial/retail/ residential/ rentals were to total $10 million for a year, $300,000 of this annual profit would be contributed to the Escrow Fund. All funding streams would be placed in designated accounts within the Community Benefits Escrow Fund.

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The Fund might be administered by a board consisting of representatives of the three major collaborators e.g., two(2) representatives of those ANC’s abutting the development; one (1) or two (2) representatives of each Civic Association whose boundaries abut those of the development; Council members of wards abutting the McMillan development; the Directors of appropriate DC Departments e.g. Parks and Recreation, Planning and Community Development, Finance; etc., the District’s General Counsel, two independent Certified Public Accountants’ (1 representing developer/property manager interests, the other representing community interests), as well as appropriate advisors, with expertise in such areas as historic preservation, landscape architecture, historic preservation, public art, financial investment etc. expert, an investment advisor, etc..

PROPOSED BENEFITS Housing VMP’s current affordable housing proposal is as follows:
• 18 of 146 townhouses (12.5%) to be priced for sale affordable to eligible households earning up to 80% AMI • 85 of 278 apartments (30.5%) in the Phase 1 Multifamily building (Parcel 4) as senior affordable housing, priced for rent affordable to eligible households, 55 years and over, earning up to 50% and 60% of AMI. • Hence a total of 103 affordable units in Phase 1 if we succeed in getting the Senior Housing financed as we intend. That additional information should also be available on IBIS after we submit it on/about Feb 17th. The Phase 2 multi-family building specifics will be determined when we submit a Consolidated Building application for that property at some point in the future. In our Stage 1 - Masterplan, that building is depicted as an 8-story building with 258 units. Hence we would dedicate no less than 22 units as affordable IF the building is developed at 8 stories with 258 units. If shorter/fewer units, the affordable unit count will adjust accordingly. These units will be affordable to eligible households earning up to 80% AMI. Also note, currently 100% AMI for a family of four is $107,000. Here is the breakdown of income limits by household size.

Income Limits for 2014 (Based on 2014 MTSP Income Limits)

50.00% 1 Person 2 Person 3 Person 37,450 42,800 48,150

60.00% 44,940 51,360 57,780

80.00% 59,920 68,480 77,040 i s

4 Person

53,500

64,200

85,600

c o n

The McMillan Advisory Group (MAG) is currently considering the following response to the VMP affordable housing proposal: • Recommend 20% of the residential development be set aside for affordable housing options. Senior housing building -- 80 units dedicated to +55 and the disabled, having both rent and buy options. • Preferred Funding options HUD's LIHTC (Low-Income Housing Tax Credit) program provides tax credits to states, which offer them to developers of eligible low-income housing projects. The developers offer the tax credits to investors, who help fund the projects. The IRS allows developers to deduct one dollar from their tax liability for each LIHTC they purchase. Syndicate the tax credits, where investors usually claim LIHTCs over a 10-year period. A developer, however, needs cash up front to bring a project to fruition. Generally, developers offer the credits through a syndicator, who puts together a group of investors. The syndicate sells the rights to future credits for immediate funding. HUD offers a funding program known as HOME that can be combined with LIHTCs in some cases. To qualify for HUD's LIHTC program, your development must be a residential rental property that adheres to reduced rent standards and HUD-mandated income requirements for a period of 30 years or longer. HUD uses two standards to set rent/income thresholds. Under the 20-50 rule, HUD notes that 20 percent of the units must use rent limits and be occupied by households earning 50 percent or less of their area's median income. The 40-60 rules means that 40 percent of the units must adhere to a rent cap and house families making 60 percent or less of their area's median income. DC Housing Production Trust Fund as a source for affordable housing funds. Non-profit organizations where grant and funding can be obtained.

Examples of other community benefits under discussion by MAG and its committees include: Governance and Oversight Role and responsibilities (parks, roads, community amenities) Independent Compliance Monitor/Community Director (salaried position to be created) – How is authority bestowed? How long would this position exist? Who hires? Escrow Account Salary for Compliance Monitor (above) Damage to surrounding homes (need for pre/post inspections) Park/Green area maintenance Job training Money for local start-up businesses Community revitalization and beautification funding Project Implementation Historical preservation: pre-defined uses for the on-site structures (cells, regulator houses, silos) Historical Development/Restoration Approach: Sense of space. Park size increased to 8 acres ) Historic signage Economic Development, Workforce, and Employment Initiative Economic Development/Community Investment Corporation/Investment Clubs Tax Incentives Public/Private/Municipal Co-ops Retail Opportunities Workforce Development: Percentage of Ward 5 hires, LIUNA (workforce triage) McMillan Docents and Guides. High school age residents and seniors would be employed on site to provide guided tours of the site and highlight all of the preserved assets. As a program, this would provide part-time employment opportunities for residents while promoting intergenerational interaction and furthering the amplification of historic assets. Funds would support part-time salaries. Additionally, the program could work to create a site-specific repository of oral histories, memorials and other important pieces of neighborhood history. This program could also work to connect seniors in the neighborhood and in the housing with young people working in the

program, creating intergenerational relationships and an opportunity for seniors to work onsite, as well. Education/Job Readiness Scholarships for community residents. Job creation is a key outcome of the McMillan effort. Community residents need training to get prepared for these new jobs. Scholarships would be offered across a spectrum and would be connected to getting residents ready to access the medical field jobs that will come to the site. VMP is willing to fund these efforts in two tiers: funding for programs to train med-tech, nursing assistants, and other medical office jobs, via training programs and also to fund degreeseekers who may be entering Junior College or College level education programs. In addition to funding medical office , medical research and medical treatment related careers, VMP is also willing to fund students who want to study fields related to the history and development of the site—for example civil engineering and landscape architecture. Community Resource Center: Part of the function of the Community Rec Center? Space. McMillan Park and Community Center • Incorporate the South Service Court into the park (move road on south side of court to north of court ) to enlarge park and enable development of a ‘cultural/museum space” Create a “Community Market and Art Space” : By putting the two way traffic on the north side will get the filtration towers and pump houses out of the traffic median making the structures contiguous with the park. Make Douglas street a cul-de-sac rather than a through street to discourage through traffic along the park’s north perimeter. Between the towers and park create a pedestrian walkway in gravel or pebbles (which can alternate as a emergency access road for the community center) that can act as a space for community markets (farmers, holiday) outdoor art installations and an outdoor café anchored in the existing pump house. Consider re-adapting the filtration towers as storage for café tables and chairs or hanging gardens and water fountains.

Re-adapt more of the underground cells for community and retail use, e.g.: Open up cell 26 in part or whole to expose the archeological backbone of the McMillan site. The northern half of Cell 26 should be developed into a “Museum Park” with a similar intimate look/feel as Paddington Reservoir Park in Sydney, leaving the underground vaults partially intact and providing an intimate space for the community to contemplate and appreciate the historical significance of the underground portion complete with it’s impressive vaulted architecture. Communications elements (either fixed or virtual) can be added to explain the history of the site and celebrate local culture. Have nearby café area.

Make Olmsted Walk accessible, safe and usable in its entirety for walking, wheelchairs and bikes; put benches along the walk for people to rest. A bike lane would be appropriate to reduce potential hazards to walkers.

Install public art throughout the park; designate at least 0.1% of total construction budget for this purpose.

Develop a shaded picnic area (shelter houses with roofs and open sides, tables, grills) on west side of park with unobstructed views of the reservoir

Enhance the amphitheater with a stage (and associated equipment) appropriate for dancing, concerts, and stage performances Move amphitheater off of the N. Capitol street entrance of the community center to the interior of the park… reducing both ambient traffic noise and transiting foot traffic and providing sufficient space for a useful staging area with a small acoustic band shell and a large outdoor dance floor/stage for community events

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Develop a children’s playground and spray area with nearby café area where parents might sit. Increase the size of the community center to incorporate a 50 meter pool and a multipurpose indoor recreation space suitable for basketball, volleyball, shuffleboard, floor hockey, children’s activities, etc.

Ensure park incorporates both passive and ACTIVE uses e.g. Ensure at least one of the park’s ‘ponds’ is suitable for use as an ice skating rink. Enhance community center entrance with dynamic water features and public art. Install Grass tennis courts on community center roof. Install miniature golf and putting ranges near community center.

Install moveable glass partitions at front of community center to allow for air circulation and greater indoor/outdoor continuity.

Contributions to Local Community Non-Profits and Beautification • Bloomingdale is home to several non-profit organizations that directly benefit the community through beautification efforts,. For example, Crispus Attucks Development Corporation, maintains open green space and manages multiple community events in Crispus Attucks Park, a one-acre green space in the heart of Bloomingdale.

Traffic Management Although the VMP Plan to some extent addresses mitigation related to east /west traffic – little mitigation has been addressed related to significantly north/south traffic – especially on First St., which is a 2-lane street that currently serves as major collector for the Bloomingdale neighborhood’s residential traffic . • Needed traffic amenities are ones that will both reduce and slow the anticipated additional auto and truck traffic on First St. (e.g., mini-roundabouts, weight limitations on trucks, etc.)

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