Industry Insight: Jeff Miller

With the market in a holding pattern and developers in a state of transition, DCMud decided it was time to catch up with someone that has been through the bust-boom cycle of residential development before. We spoke with Jeff Miller, the principal of Prospect Diversified, a veteran of some of the heaviest hitters of local development, JBG, Trammel Crow, and Lowe Enterprises, and a member of the Mt. Vernon Triangle CID. Jeff shared his thoughts on development in the Washington DC area, the regulatory system, and good prospects for future development. 

DCMud: First, tell us about Prospect Diversified.

JM: We are investors in multi-family properties - both value add and ground-up development opportunities. Transactions in that market, however, are sparse. Sellers of property still expect that it’s worth what it was in 2006 during the condo conversion and development boom. Today’s economic and underwriting conditions have eroded values considerably since then, but sellers are having a hard time shaking that historic context. DCMud: Can you detail some of your past firms and projects?

JM: I was with JBG from 2000 to 2005 and with Lowe Enterprises for about a year and a half. Then I joined Trammel Crow from October of 2007 to October of 2008. When I started with JBG they were just starting to focus on residential development in the urban core. They identified six vacant sites, and I'm stressing vacant because there was no displacement of residents required to provide this very significant addition to the housing stock. There were two in the West End/Foggy Bottom, and then 1210 Mass, 13^th and N, 9^th and E which is now a condo called the Artisan, and a site at 6^th and G called the Cosmopolitan. They were all expected to be rental apartments but today only two remains rental – the rest went condo. Many of those deals were done in joint venture with Equity Residential.

DCMud: What's your prediction for how residential development is going to shake out in DC?

JM: On the financing side, many of the larger construction lenders are out of the residential business. Some of the local banks will actually look at these deals, but they’re just not penciling right now because cap rates have risen, rents are flat, and risk capital is demanding higher returns. The condominium development market is dead, so it’s only rental properties that we’re looking at, particularly stabilized buildings in need of repositioning and renovation. We have offers being considered on those kinds of buildings, but, to date, we’ve not closed on anything. We’re looking at areas where there is already a well established and well understood market – partially because the art of financing is the storytelling that goes along with it, these neighborhoods include Columbia Heights, 14^th Street, U Street, and as far east as 9^th Street by Howard University. These are areas that, when the market was growing, you could see residential migration in that direction. Now that the market’s flat, it’s probably where development is going to continue once things improve.

It’s helpful to note that DC has a lot of unusual characteristics - the entitlement process, layered on top of the historic review process, layered on top of a tenants’ rights process. I think having sense of all these elements and knowing the players helps in specializing in the DC market.

DCMud: As a developer, what is your greatest frustration of building within DC's rules?

JM: Mandatory inclusionary zoning is legislation that requires, in many newly constructed buildings, that a portion of the units to be affordable. The City gives the developer some additional density to offset the additional cost for this requirement, but the affordable housing they’re asking for is not really workforce housing. It’s housing for folks at the lower end of the income spectrum and the rents are accordingly low. But sometimes giving a builder more density is not always a plus because he might have to change to a more expensive construction type, and because the city has certain height restrictions, sometimes the envelope in which you’re building can’t actually take more density. Given the huge economic burden of the affordable housing and at the legislated income levels, the extra density rarely provides a dollar for dollar offset for the requirement.

DCMud: But some would say it is worth the trade-off.

JM: Affordable housing is going to be an important goal for any urban municipality. But it needs to be balanced against the unintended consequences. The total number of affordable units the legislation might actually produce is tiny when compared to the existing affordable housing stock in the city. But the impediment to production of market rate housing, due to the legislation’s material impact to a project’s economics, means fewer income tax-paying, urban consumers that DC so desperately needs to remain vital.

Everyone thinks that developers are making money hand over fist and we’re not. We’re making risk-adjusted returns for the capital invested with us, and right now, we can’t even make those returns because of the current economic conditions. That means it’s going to take that much longer for the urban renewal to continue. We’ve done a pretty good job as a real estate business community – on the commercial, retail and residential sides – in taking areas of the city that were underutilized, and without displacing anyone, bringing jobs and residents to these neighborhoods. The Mount Vernon Triangle is just one example.

DCMud: Speaking of the Mount Vernon Triangle, you serve on the board of the area's Community Improvement District. You've worked on some prominent projects in the neighborhood, but what is the CID up to these days and what is the outlook for the MVT?

JM: CityVista is the biggest one that one I’ve worked on – 650 units, 100,000 square feet of retail with a 55,000 square foot Safeway in it. The Safeway is doing very well and, as Chairman of the Mount Vernon Triangle CID…I follow closely what’s going on there. The CID has played a crucial role in helping bring additional services and attention to this area that only a few years back was mostly a series of parking lots. The CID is focused now on providing safety and beautification services to the area, and with the help of several grants we’ve been able to upgrade the landscaping in the Triangle. As more development delivers in the Triangle, the CID will be able to provide a growing set of services.

I was involved in the development of a building for JBG called 555 Mass and, when I moved to Lowe Enterprises, I went to work right around the corner on CityVista, so I’ve been involved with the neigborhood’s revitalization for nearly ten years. CityVista has done remarkably well considering the climate we’re in right now. I understand that the lease up of the rental apartments has been brisk. The condos sold well out of the box in 2006 and then hit the headwinds, but, even so, it’s been the fastest selling project in DC.

DCMud: Of all the three jurisdictions included under the umbrella of the “the metro area,” which one do you think holds the most promise as the market begins to rebound?

JM: I really like Arlington. I can’t think of another well-established and semi-urban place that is as open-minded and thoughtful while also understanding the economic drivers of our business. They’re pro-growth and smart growth. The way they’ve been able to create density around every Metro stop is something that DC hasn’t really gotten its arms around yet. In Arlington, it’s a well-understood entitlement process and you know you’re going to have a guaranteed market…Anything along that Metro line is golden.

But, the District is good because there is no entitlement process if you are building according to the existing zoning. If you have no historic issues to deal with, you can essentially apply for a permit and start building. You don’t have anyone telling you what exterior stone to pick and commenting on architectural details like rooflines and window styles, as is the case in the remaining surrounding jurisdictions. Quality buildings begin with quality design by architects, not community activists, city planners, and elected officials. DCMud: With the market shutting down, there are a lot of developers that are no longer affiliated with a large firm. What's it like going out on your own, and what would you recommend to others? JM: I think our business is in a transition...when I first got into real estate in the early 90’s the majority of the players were smaller, entrepreneurial groups capitalized with third party joint venture partners. It transitioned to fund-based and institutional capital closer in form to investment bank or private equity funds. That transition sucked some of the excitement and entrepreneurial benefit from the development process that drew so many of us to the business in the first place and replaced it with hyper-reporting, organizational charts, and group-think decision-making. Speaking for myself only, I wanted to return to the very basics of our business – identifying opportunities, selling the dream to investors, executing a plan, and harvesting returns. To the extent I am pursuing that goal I feel extremely gratified, but as I said earlier, this is a tough market to start any kind of venture.

Washington DC commercial real estate news

Industry Insight: Paul Robertson of Robertson Development

With his firm’s tenth anniversary coming up this August, Paul Robertson, the enterprising developer behind such U Street area condominium projects as Moderno, VISIO and MURANO, spoke to DCmud about what it takes to last a decade in the DC development game.

In addition to detailing Robertson Development projects past and present, the company’s founder and president shared his thoughts on butting heads with the DC Water and Sewer Authority (WASA), divulged his newest project and revealed how his firm has just forged a new partnership that will take their work out of the for-sale market and into some surprising new arenas.

How did Robertson Development initially come together?

I started Robertson Development in August of 1999. I had been working for Sallie Mae for about 13 years prior to that, during which time I renovated some DC town homes on the side. Having lived the past 23 years in the U Street corridor, I have seen tremendous development opportunity and progress. I always loved design, real estate, and construction, and I majored in finance so it made sense to get in the business.

In doing my first full renovations, which I ended up living in, I did the plans, pulled the permits and acted as my own general contractor. I just kind of learned things on the fly. I also used to go look at a lot of open houses in the area – still do. I saw a void there and thought there were some things that I could bring the market I didn’t necessarily see.

I networked a lot and found an agent, Ken Taylor, who helped identify two large brick townhomes on the 1400 block of N Street. I ended up buying them and turning them into eight units. That was The Rocco and The Capece. I designed the majority of the floor plans and was the GC and the developer for the project. Terry Sellheim joined the team as VP of Operations and we hired construction staff. It was a tough project to build because we added a floor to the top of each one, and did massive excavation and underpinning to create basement units the full depth of the buildings. It was a very tight sight and a very, very challenging first condo project.

Can you detail some of the projects you have done?

Prior to the completion of The Rocco and Capece, I started The Highland project, which is at 1531-1535 P Street. It is three town homes that we converted into eight units…Then we did our first new construction – again, still operating as the developer and general contractor. I have a Class A general contractor’s license from Virginia – and built Woodson Row on 12^th Street, just south of U St. That’s, coincidentally, another eight unit project, but was all new construction – triplexes over duplexes – which was very successful.

At the same time…we put together the two parcels for The Beauregard and bought property to build what became VISIO. The Beauregard was finished a couple of years ago. It’s a 45-unit building with underground parking. Tompkins Builders was the GC. We built VISIO and are now just finishing up MURANO, which is the sister building to VISIO.

Recently, we’ve co-developed Moderno, with Lakritz Adler Development who asked us to join the team early in the design phase. Prior to construction, we assumed the majority of responsibility for the project. My personal residence at the time - in Woodson Row, which is across the street - was used as a model to sell some of the units in pre-construction. The project is complete, and sales have gone amazingly well. Now I’m working as co-developer with Collins Lange Development on a new project called Truxton Row.

Can you tell us a bit more about Truxton Row? Will it be condos as well?

Truxton Row is a 16-unit condo project. Collins Lange asked me to participate, again, in all phases of the development and construction. The first thing was to re-work the floor plans to enhance their functionality and style, which I’m confident added significant value to every unit. The great thing about good design is that it doesn’t really cost anything. It takes effort, time, experience and imagination but the dividends are huge.

The project will be done in two phases; construction has now started on Phase 1. The project has eight town homes, 7 new and 1 renovated. Each home contains two units, most of which are duplexes with a few flats. Many are similar to units at Woodson Row. There are terraces and double-height living rooms and so forth. The exteriors will be very traditional. Despite the trend toward doing “lofts” and ulta-contemporary, the interior finishes will lean more toward a “transitional” and traditional look. It’s going to be very exciting project.

Why the attraction to traditional architecture over say, the glass and steel look that’s so prevalent these days?

We wanted to follow the look of the exteriors and to offer a more refined sophisticated look. It will be great to offer some classic, upscale finishes in new construction. Currently, almost all new construction has a very “contemporary” aesthetic, but that doesn’t appeal to all buyers.

Given that are you are a condo developer, how has the condo decline affected business? Is the DC market as insulated as public perception makes it out to be?

Well, I don’t think it’s insulated because certainly virtually all projects have seen price reductions – although Moderno has fared very well in that regard. But because of the high desirability and significant job creation of the metro area, we haven’t been hurt as badly as some other locations. Washington is still one of the best places to live.

What attracted you to condos? Have you ever considered pursuing a rental project?

Yes, but everything that I have looked at to this point, and actually embarked on, has lent itself more to condominium than it did to rental. Although rental has been hotter in the past year or two, we see small signs that potential new condo projects are becoming more viable again.

Which neighborhoods do you see as ripe for redevelopment? You’ve fared well in some emerging areas, like U Street and Logan Circle.

There’s still plenty of opportunity in the U Street and Shaw area, and certainly Columbia Heights, Brookland and Petworth – that’s where I see it going. But there’s still infill in better neighborhoods. It’s harder to find and certainly harder to find at a price that makes sense, but it’s there.

What are your thoughts on DC development process as a whole? Is there anything you’d like to see change?

I would take whatever steps necessary to significantly reduce the time it takes to get a building permit. They are making strides at DCRA, but, if I were the mayor, that would be a priority because it would really facilitate more development and therefore generate more tax revenue for the city.…Also, I would start an initiative to work the utilities – WASA, Pepco and Washington Gas – even though they’re not governmental agencies…because one still needs to get approvals from those utilities and often times that is a greater challenge than working with DCRA. People tend to focus on the DC government, but what they don’t often realize is the complexity and the time consuming nature of dealing with Pepco, WASA and Washington Gas.

What’s next for Robertson Development?

I’m in talks with a couple of developers about additional co-development projects. One is a mixed-use and the other 100% residential…Both will be in DC. We are really pleased that others seem to recognize the value we can bring to all phases of a project. Of course, we’ve made lots of mistakes, but it helps our partners because we try to help them avoid them in the future.

I should mention also that Robertson Development is branching out and starting another company called Robertson Walsh Design. I’ve partnered with an architect, Brandon Walsh, to start the company. We both love design, space planning, cool materials, et cetera. We are currently doing several projects including designing a vacation home in the mountains of West Virginia and doing a rooftop terrace for the local nightclub, Town. We’ll be launching a website announcing those projects and services very shortly.

If you had a dream project, what would it be? What would satisfy you the most in terms of future development?

I would like to do another project like The Beauregard because, although it is terrific, I have learned lessons from it and other projects that I would love to apply to another “large” building. It’s the challenge of doing something better than the last time, of continuing improvement and refinement. But what is most satisfying is hearing the positive response we get from the people who have bought homes from Robertson Development.

Washington DC commercial real estate news

Industry Insight: Steve Schwat of Urban Investment Partners

Since co-founding Urban Investment Partners (UIP) at the turn of the millennium, UIP principal Steve Schwat has overseen a diverse portfolio of real estate and development projects in Washington, DC and Prince George's County. In addition to owning and/or managing roughly 2800 rental units throughout the city, the firm has developed several for-sale condo projects, including The Archbold in Glover Park and Providence Square on Capitol Hill.

As the area condo market began its steep descent a few years back, UIP turned its focus to a practice Schwat calls the "value add" - a program that provides "substantial rehabilitation" to blighted or vacant buildings with updated amenities and streamlined utility systems. Schwat spoke with DCmud about UIP's expanding list of services and the state of DC development in general from their newly acquired Connecticut Avenue offices, directly beneath one such "value add" property currently under renovation: the historic Macklin apartment complex at 2911 Newark Street, NW.

Can you tell us a bit about how UIP came together and the work you do here at the firm?

I’m one of the original principals. There are three of us. We started back around 2000 and I have been in Washington since 1980, when I went to school at GW. I’m serial entrepreneur of sorts. I’ve owned a number of different businesses and I have a background in sales. My initial interest in real estate was doing single-family homes, and then I did my first condominium project in the early 80s, by renovating an older historic-type building. I sort of caught the renovation bug.

I enjoy starting companies, administrating companies and getting them running. What been as a hobby in real estate turned into a full blown career. My two partners, both of whom are Dutch, have been in real estate for a very long time. There was a combination of their deep experience in real estate investing and my knowledge of Washington and ability to create a functioning operation.

UIP doesn’t only operate as developer, but offers general contracting and property management services as well. Can you profile the organization for us?

UIP was always the rental group and all of our rental properties are owned under some kind of UIP entity. Drummond Development was our for-sale company and, if we do a for-sale project, it’s done under Drummond – just to keep the different types of investment separate. Then we have Urban CM, which is our construction group, and we currently do our own construction on projects up to $5 million. That may expand sometime in the next year or so if we do bigger projects.

Our property management group started in January of this year. We hired Dave Barton, who was running Randall Hagman’s residential management group, and when he resigned, they sort of sent him off with his staff and about 700 apartment units. So, we now manage our own properties. Before that, we were hiring third-party property managers…[but] we’d always envisioned having our own property management company, simply because we were constantly dissatisfied with the level of performance we got from other companies.

As it turned out, as the industry changes and the capital markets change and businesses are consolidating, we’d been considering it for so long that it didn’t seem like a consolidation move. In the end, in a market where you’re starting to worry about your ability to do as many deals this year as you did last year, it’s certainly a benefit to bring a fee-based entity in. You were giving away 5% before and now you’re bringing it in yourself. That’s not to say property management is highly profitable business. For us, it’s not yet, but it’s highly profitable for us as asset holders and asset managers.

How do you go about finding and selecting properties for rehabilitation? They all seem to be historic, yet something with an architectural history like the Macklin seems like a more obvious choice than say, 1921 Kalorama.

The prominent history, from an investment perspective, is probably fifth down on the list of the top five priorities. It’s certainly more fun to do architecturally significant buildings than it is to do historically insignificant buildings...What we look for in a property if we’re going to do a "value add" is “Can we increase the rents? Can we decrease the expenses? Does the building need the improvements that we’re talking about? And is there a method within DC rent control that’s going to allow us to achieve those goals?”

That’s really the key when you’re marketing inside a rent controlled environment like the District of Columbia. It’s not a matter of looking for loopholes; it’s a matter of utilizing the system in a legal way, taking buildings that are in need of substantial rehabilitation, putting it all together, and, in the end, doing what is a justified renovation of the building.

But, in that, you have two things that directly conflict. One is the city’s desire to maintain affordable housing. [The second is that] if you’re going to pour a million dollars into a building to renovate it, that’s something that will cause you to increase, not decrease the rent. Dig one level deeper and that conflict becomes a reality where you have people living in grandfathered buildings with antiquated heating, cooling, and electrical systems…If you were to build that building today, it would never meet code. But because it’s been grandfathered in over so many years, it technically gets past the code. But that doesn’t mean it’s safe or that the electrical system doesn’t need to be replaced.

Within rent control, there are a number of tools you can use to increase rents. But you can’t just take a crapped out building and increase the rent because it’s still crapped out. You can’t take a building that you wouldn’t live in…and just raise the rents because that’s not very moral. So there’s a balance of working within the rent control environment and achieving that perfect storm of, “Is the property currently requiring improvement? Is the property currently renting below market rate? Is there a tool within a rent control that we can use to increase the rents while working with the Office of the Tenant Advocate and the Rent Administrator?...[That is] separate from my political opinions on what preserving and providing affordable housing should be. That is not to say that I agree 100% with the District, but there is the law and you have operate within it.

That said, some of the District’s rent control laws are antiquated and somewhat backwards in their thinking. The concept of maintaining affordable units in an otherwise upscale building has some inherent issues that are problematic...If you build $700,000 houses or condominiums, is it appropriate to have a $200,000 condominium in that building? Issues like amenities and monthly maintenance fees are also in direct conflict with one another.

Does UIP view new construction as profitable arm of the business? Or is the company content with sticking to renovations culled from DC’s vast inventory of vacant buildings?

Well, a vacant building is what we see as a “value add” building. So, yea, we’re all over that. And, yes, potentially for condominium sales, I think the market – although it dropped off precipitously at some point after 2005 and has remained low – still has absorption in DC. There are still people looking to buy condominiums. For instance, The Shelby at 1706 T Street or The Macklin at 2911 Newark Street, both have condominium registrations associated with them, so they could be sold as a condo at some point in the future. But that’s not our plan or the way we underwrote them. We underwrote them as rental properties and we renovated them as rental properties.

Ironically, coincidentally, fortuitously, though, a renovation of a rental property…is very similar to the renovation you do for a condominium because you have to self-contain utilities and make it simple, so that someone can own it. There’s a lot of synergy there in renovating a building for rental, where you’re reducing your expenses. Part of our whole “value add” strategy is not only increasing the rents, but also decreasing your expenses from five, six grand per unit per year to something less than three grand because you’re not heating the building with a highly inefficient furnace that burns all day long…as opposed to replacing it with a self-contained unit that the tenant is responsible for. It’s amazing how green a technology that is…If leave, I turn it off; I come home, I turn it on.

The definition of “value add” is in how you exit and, if there’s one thing I’d like to say, it’s that “It’s the exit, stupid”…I like to talk about my condominium experience because we did a lot of “value add” renovations with condos. People go, “Oh no, condos,” but the sale of a condominium and the sale of an apartment building is the same thing. It’s just a contract selling one on a wholesale basis and another selling condominiums on a retail basis. A condominium unit is generally worth more than a rental unit, but, the point, is it’s a really a matter of what the equity wants and what the market is saying.

We have a friendly competitor that recently completed a condominium building on Vernon Street and they’re having a really high velocity of sales. We just finished an apartment rental two blocks from there and we rented out all our units in less than a month. There are strong market indications for both. We thought we’d start to see the rental ceiling – what’s the highest we can rent these units for – and we haven’t seen it…With the inventory higher now than it was two years ago, people have a choice. If you’re building something in a bad neighborhood or an undeveloped neighborhood or uncharted territory, I think you’re going to have problems. The only time you didn’t have problems was when supply and demand were so imbalanced that people were writing contracts just based on paper plans…We’re certainly a lot closer to reality today than we were three years ago. Three years ago, it was more important what the appetizers at the opening party were than how people wrote contracts.

With a well located property, you can sell condominiums today. We’re just over the last few months, after two years of not even mentioning the word condominium, I actually had a meeting with an equity partner who said, “We’re not afraid of condos. If you show that you think it’ll work, we’ll do condos.” And I think the market is saying just that.

Does that mean we’ll being seeing more from-scratch, new development from UIP in the future?

We’re just starting to look at ground-up construction. We’re starting to look at developable property that we stopped looking at for a year or so - some as rental, some as condo. For a while, you couldn’t buy developable land for a price that you could rent at. Seller anticipations are starting to come into line with buyer expectations. There was that time when if you had a vacant building for sale, it was a hundred grand a year because it was assumed you’d do a condo and sell it out at three hundred grand a year…Now you got the guys that bought the buildings for a hundred, paid a little more money to get rid of the last two or three tenants…carried it for a year and they now have a vacant building – with a big fat tax bill, a nasty interest carry cost each month and nobody that is willing to finance a condominium.

Ok, so go rental? But if you’re on 10^th Street, NW, an area that’s not supporting $2000 or $3000 a month rentals, how are you going take a hundred grand a unit, spend another seventy grand to renovate it and then rent it for $1200 a month? You’re losing money, so no one’s going to finance that.

There’s a lot of that type of property out there and that’s the type of property that we’ve been looking a lot at lately. There a lot of distressed owners – I won’t call them sellers yet – and they’re trying to figure out how to get out.

Given the tumultuous state people like that have found themselves in, what advice would you give to fellow DC area developers?

I’d go back to the basics and say that the money is in the buy. You can’t underpay for a property, you can only overpay. And once you’ve overpaid for that property, only time will help you erase that. So you have to buy property…and look at it on an income producing basis. The question is, “Can I buy it, fix it up and rent, while staying cash positive?” If you can’t, nobody’s going to finance it. And if no one’s going to finance it, why would you invest a million dollars of your own money to generate fifty grand a year in income? There are plenty of alternative places to put that money.

Where do have to be these days? DC is faring a lot a better than other areas these days, but investors don’t want to invest in DC real estate unless...you can assure them going in. I don’t see much stuff being sold for less than seven (cap rate). Maybe some AAA, pension quality development, like Mass Court, will go…but there’s not a lot of that kind of product out there. But if you’re talking about the kind of stuff that we buy – 20, 30, 40-unit buildings and small retail stuff – you’d better be at an eight cap.

[Look at] the 14^th Street corridor or U Street or Adams Morgan. Christ, look at 18^th Street and the vacancy right here in Cleveland Park. You’d better have a pretty good deal – a good buy, a good tenant and reasonable cap rate – if you’re getting into a small retail or small apartment building. And the interesting thing is that’s what we like to do. We like to find that opportunity.

With that in mind, what’s next for UIP in over the course of the coming year?

I see us moving forward with a very aggressive and very prolific acquisition strategy. Last year, we acquired some $60 odd million worth of real estate and bought five buildings with our equity partners. This year, we’ll be closing on two properties over the next couple weeks. We sold one or two earlier this year, which was opportunistic and advantageous…I see us making between half a dozen and dozen acquisitions over the next six to eight months.

I’ve got a stack of potential properties. We’ve got a couple deals that are small retail, a couple deals that are small residential, we have a couple big, multi-hundred unit deals and a couple that are potential bank deals. And they’re all in DC. We own property in PG County – Hyattsville, Riverdale – and we are good at managing those garden-style walk-ups as well. We own a bunch of that and we’re looking a lot of it too, but I’d say that’s probably 20% of what we do. The 80% of what we look at is DC, from Southeast to Northwest, and distressed owner deals, bank deals, failed condo associations, failed tenant associations and failed development plans. We’re looking at a lot of that.

We’re looking at some properties that are owned by non-District headquartered companies. There are a lot of larger commercial real estate companies that got into the District and are now trying to get out. They hate the District, they hate rent control, they hate TOPA. We don’t love rent control either, but we’re damn good at it and we’ve been doing it for ten years.

Industry Insight: Adrian G. Washington of the Neighborhood Development Company

As the founder and CEO of the Neighborhood Development Company (NDC), Adrian G. Washington has overseen numerous development initiatives in the District with a primary focus on boutique condominiums and affordable housing in Columbia Heights and along a resurgent Georgia Avenue corridor. In between working on a current slate of projects that includes the Residences at Georgia Avenue, the Heights on Georgia Avenue and a proposal for the mixed-income redevelopment of the Park Morton public housing complex, Mr. Washington spoke with DCmud about the state of development in the District of Columbia, the challenges of affordable housing and what the future of the residential market. 

Can you give us an overview of the company? 

I’ve been doing this for about twenty years. I started out as basic as it gets - rehabbing brownstones – and moved up from there. Then, I worked for a big corporate real estate company called the National Housing Partnership and we did a lot of affordable housing stuff. I started NDC about ten years ago by doing really the same sorts of things – rehabbing brownstones. By the next year, we were doing 4-unit buildings, then 10-unit buildings and it sort of just got bigger and bigger. It really kind of took off about five years ago. I brought in my partner here and a couple of junior partners, a couple of vice presidents who really brought it up to a professional level. We started doing bigger projects. We were lucky to be on teams that got selected to do CityVista and the old Convention Center site, now called City Center. We really kind of rode the condo boom when it was hot; we had a lot of really cool boutique projects. So it started out focusing on Columbia Heights because we’re always emerging neighborhood focused. When Columbia Heights became more established, we sort of shifted it. So for our last projects, we’ve done a lot of stuff up and down Georgia Avenue – projects like the Lofts at Brightwood and Lamont Street Lofts. We’ve also done some affordable rental projects like the Residences at Georgia Avenue. As the economy shifted, we started doing more affordable rental projects. Our Heights at Georgia Avenue project will be almost like a sister project – same size, same kind of concept with affordable housing on top and retail on the ground floor. Then we proposed on the Park Morton site and we’ll also be proposing on two of the DC school sites. We’ve teamed with EYA on the Hines School site and with Equity Residential on the Stevens School site. 

Indeed, most of your new construction seems to be focused on Georgia Avenue.  Are you still bullish on the area? 

We hope so. We like it. We’re headquartered here and I live about five minutes away. We’ve always been focused on this area and we just saw it as the next “cool neighborhood.” You have Columbia Heights to the east and with Georgia being a Great Street, the city’s been really interested in what we’re doing and certainly helped out on a lot of things. We’ll be coordinating with them for some of the infrastructure improvements with Great Streets. It’s a really great transportation corridor. It’s got some good parcels that are available and, particularly at the start, there were some great industrial buildings that you could convert to lofts. There's not as much now, but it’s a great area and we kind of adopted it as our backyard. We really wanted to be focused on particular neighborhoods, which is where we are. 

How does the current state of the market affect a company that’s primarily focused on affordable housing? 

I think it’s been good and bad. When things started getting tougher, most people - me included – said affordable housing financing is not going to be affected by the credit crisis. Well, in fact, it has. The most popular mechanism for financing affordable housing is the low income housing tax credit, where essentially you get credits that allow companies to reduce their taxes. Well, a lot fewer companies have taxable gains these days, so the market for that – while it hasn’t crashed – has declined considerably. Also, the District a lot of times provided gap financing. A lot of that comes from the Housing Production Trust Fund that is funded by sale and recordation taxes. At the same time, the gaps have gotten bigger because construction costs went up and land values went up. The District used to be fairly flush and now they’re pretty tight. That’s been a little challenging, but the good thing is that the demand is still there. Land prices are starting to retract a little bit and construction costs are starting to mitigate. So it’s much tougher, just like private development is much tougher. But I think DC is really strong market with basic fundamentals like what you can rent things for and demand. I really haven’t seen things as bad yet as I read in the papers and I’m optimistic because demand for things like condos and rentals really haven’t declined as much as the headlines suggest. 

One crucial element of development is retail. CityVista, of course, has a Safeway and your newly completed building, the Residences at Georgia Avenue, is planned to include a Yes! Organic Market. How do you go about making neighborhoods once thought undesirable attractive to retailers?

Those were two very different cases. In terms of CityVista, Safeway was part of the team right from the beginning. Actually, before we became part of the team, Safeway and Lowe Enterprises, our partners, were already linked to that project. Safeway saw it as a great place to put a new urban model Safeway. The thing with Yes! Organic is that we approached them very early on. We didn’t have a broker or anything. They just saw it as a great location. We had some personal connections with Gary Cha, the head of the company, and, as matter of fact, he liked it much that he wanted to buy it because he saw the potential of the neighborhood and said, “I want to get in on the ground floor.” That’s how we’ve done it. We had the Meridian Restaurant at our Lofts at Brightwood project and it was the same type of thing – a really entrepreneurial retailer that was willing to take a chance and invest in the neighborhood in the same way we were. That’s how we traditionally work – not through brokerage channels, but with retailers who’ve really gotten it and want to get in early on a project and help design the project to meet their specifications. It sort of goes together. 

At this point, it’s safe to say that CityVista has been a success, while other projects in the immediate area have stumbled. What would you chalk that up to? 

 It’s funny because we just had a case study that ULI did and they put together all the people –developers, contractors, lawyers and architects. One of the things that we talked about was doing a true mixed-use project – some condos, some apartments and retail. It’s really hard from a construction standpoint, from a legal standpoint, from an architectural standpoint, but if you get right and you get the right mix…synergy is a corny term, but it really applies to this. We got this great Safeway, we got Busboys and Poets and we have a real mix of retailers at the base, all of which people really want. These kind of lifestyle-type things help it be a place where people really want to be. NoMa is still kind of an emerging neighborhood and people want to feel like they have a sense of community – a place where they can live, they go downstairs to shop, they can go out to eat, they can go to go the gym. And not just a little in-house gym, but a really cool gym like Results. It’s a really cool place and what we’ve seen is that it’s drawn people from all over. You think it would be people who live in different parts of DC, but we have people from Prince George’s County and Virginia. It’s just been a nice sort of synergy and I think the rental component energizes the condo component and the condo component energizes the retail component and vice versa. And I think it’s priced right. It’s not entry-level pricing, but it’s not super-luxury pricing either and a lot of people can afford it. We knew we were going to sell like that.

NDC has a record of vying for some prominent District issued RFPs, including Park Morton, CityVista and 5th and I. How would you characterize your relationship with the Fenty administration and the Office of the Deputy Mayor for Planning and Economic Development? 

I’m not an insider or anything, but I value and appreciate what they’re doing and I’d like to think that they feel the same about us. I feel that our goals converge. They’re interested in developing Georgia Avenue and we are too. They’re interested in promoting local businesses and I live in the city, I work in the city and I hire people in the city. It’s matter of being on the same page and understanding their challenges. For me, having been inside the government at one time, I understand what it’s like to be on the other side of the table - the challenges that you have from a political perspective and from a legal perspective. A lot of times, you go through these long agreements with people and can seem like, “Why are they asking for that? It makes no sense.” Having been on the other side of the table, I understand that they have to get certain things through certain offices and fiscal years and so on. Having spent a bit of time in their shoes helps me understand what their hot buttons are and what’s important. That helps the negotiation process. The important thing is that we share the same goals. We want improve neighborhoods. We want to work with the community. Like most developers, we feel that we have to reflect what’s going on and what people are looking for. 

Are there any details that you can share about your proposal for the redevelopment of Park Morton? 

The first thing that I really want to emphasize is that we’ve teamed with a really great partner. They're called Community Builders. They’re Boston-based, but they have a DC office. They’re really the leading non-profit developer in the country. They’ve done over 20,000 units in terms of projects. They really specialize in these sorts of difficult public housing transformations. They have a great human capital program and do things like job training, education and public safety – things that affordable housing demands. Our team, with our local knowledge and our skill, is a great combination. Essentially, we stuck pretty close to the plan that was developed when we were part of the task force that designed the original Park Morton plan that was in the RFP submission. They’re looking for a three-phase plan – roughly a third, a third, a third - that will provide homes for all the current people who are there and then mix them up with moderate income and market rate. It’s, give or take, 500 units of housing. We’ll be demolishing this area [along Park Road] for Phase I and building a total of 195 units. We’ll have [a separate] building dedicated to senior citizens and mixed-income units. Prior to demolition, we would provide for the relocation of families that are in there now and put them in units in and around the area, so they could stay in the neighborhood. We’d then demolish the [second area along Morton Street] and move people into the first phase, along with new people from outside the community and build another roughly 250 units. Then, finally the third [along Lamont Street] would be building condominiums. By that point, we think the neighborhood will have improved, the market will have improved and that it would a great place to do a condominium building. 

Many owners of undeveloped property are now caught between inability to get financing and maturity default. How is NDC positioned to make it through the next two or so years? 

I think we’re well positioned. We’re either lucky or smart. I’m happy to take either one. We’ve done condo projects over the years and about two years ago, we began to sort of feel something in the air. Four years ago, if you built something, people were lining up. As far as two years ago, things began to slow down and we decided to decrease our exposure to condos. We did a couple of projects, but they were very value priced and we were able to sell out of those. Right now, we have zero exposure to condos. Our project across the street, the Residences at Georgia Avenue, is a moderate income rental. We’re in lease up now and we’re getting tons of responses, so we feel very good about how that project is going to perform. The Heights on Georgia Avenue that’s basically across the street from Park Morton, we just got through with PUD and we’re just looking for financing now. Again, we think we’ve created a product that’s moderately priced and we’re pretty optimistic that we’ll get financing for that. We think that we’re in a very good place. We’re lucky to be part of CityVista that, amidst all the problems, is performing well. We’re well-positioned and I think it’s a great time to be a developer. A lot of newcomers and weaker competitors will be going away. It’s more challenging – you need more creativity – but that’s kind of cool.  

Is it possible to be profitable selling new construction there in this environment? 

I think so. It has to be the right place and the right design. And one of the really crazy but cool things is that things change so quickly. Our focus has been on the kind of building - it’s called podium style - that has first floor retail with four or five stories of residential above it. It’s a stick-built product. What happened in the last few years is that the delta between concrete buildings and stick-built really expanded. This was kind of a nice sweet spot in terms of building a building that’s six-stories high, but the cost per square foot was a lot lower. That was the threshold and, if you wanted to go any higher than that, you’d have to go with concrete. We really looked at this as model for the Heights and Park Morton and we’ve seen prices for this come down. What we don’t know is if concrete construction is going to come back down and become much more competitive. You’ve got to moderate, just from a supply and demand perspective – not just in the US, but around the world. A lot of stuff is clearly not going to get built. Commodity prices, concrete construction, oil and gas, steel – all that’s come down and the demand for labor has come down as well. 

Do you see NDC starting any market-rate condominium projects in the near future? 

Oh yeah, absolutely. Whether you’re condo or rental, I think that DC is great place to live. I think in terms of a competitive advantage, with the new administration and the Stimulus Package, that the city is becoming more in demand. I liked the city before the market went down and I like it even more now. I think that supply and demand is going to come back into balance. We’re seeing things like the month’s inventory start to come down. Real estate is cyclical. We had a particularly strong up cycle and now we’ve had a particularly strong down cycle, but it’s going to come back. Just in terms of how long it takes to do things, if you look at the demand, I think the trade-up buyer has kind of decreased a little bit and speculative investment buyer has gone away completely. But that first-time buyer and the price point from three to five hundred thousand has pretty much stayed there. But nothing’s getting built. Nobody, for any kind of project of any significant size, is starting. There’s nothing in the pipeline now and the way these projects work is that if you’re not in the pipeline now, you’re not going to deliver for at least three years – more like four or five. As the economy straightens itself out and demand is solid and starts to increase, the supply is going to be way low. Things that will be delivering in two, three or four years, I think there will be a great market for. We could easily do a boutique building of under a hundred units in that time frame. I’m really bullish on that.

Washington DC commercial real estate news

Insider Interview: Sean O'Donnell and Matthew Bell of Ehrenkrantz Eckstut & Kuhn Architects

While architectural firms around the region quietly rightsize their workforce, international architects Ehrenkrantz Eckstut & Kuhn have announced three new projects with the District of Columbia, including a study for the cloverleaf at North Capital Street, a master plan for Northwest’s Mount Vernon Square neighborhood and the modernization of Glover Park’s Benjamin Stoddert Elementary. Not a bad start to 2009. Oh, and they're designing the PN Hoffman-led development of the Southwest Waterfront. Enough to keep them busy for weeks. Two principals with the firm, Sean O’Donnell and Matthew Bell, took some time to sit down with DCmud.

Tell us a little about the firm and your approach to architecture.

SO: There are 35 people in this location. We also have offices in New York, Los Angeles and Shanghai. We’re an international practice and this just happens to be one of our offices. Our offices all collaborate on projects, so our work and expertise flow back and forth. I’ve worked in all four of the offices, for example, and that’s quite common. Our skill set, I think, is a little different than some of the other practices here in town. We do a lot of very large scale master planning, such as the Southwest Waterfront and on other things like Reservation 13 or Inner Harbor East. We’ve done a lot of waterfront planning across the country. That’s part of the large scale vision of the practice and we take that with us into any project, of any scale. Even when we’re doing building scale projects, like the many schools we’ve done here in the District, there’s always a larger vision of how it engages its context and the community.

MB: In DC, we’ve done the School without Walls, the George Washington University master plan, the Georgia Avenue master plan from just north of Howard, and we helped with the Wisconsin Avenue plan. We did the U Street plan and the Reservation 13 master plan that’s in development. We did the baseball stadium site study that located the stadium down where it was built. We worked with Mayor’s office on Great Streets. Right now, we’re doing the Deanwood Recreation Center over in Northeast.

You are the master planner for the Southwest Waterfront project, possibly the most prominent single development in the city. Tell us how you were chosen for that project.

MB: There was an international selection process between the Office of Planning and the developer who was eventually selected, Hoffman-Streuver. I don’t know who else had submitted, but our partner, Stan Eckstut – who was one of the founders of the firm – has made a living doing great waterfronts. He did the waterfront in Long Beach, California, the waterfront in Los Angeles and the promenade in Battery Park. We’ve all learned a lot from Stan about how to approach that kind of project.

What can we expect from the Southwest Waterfront? The only other true counterpart it has at present is the Georgetown Waterfront. What will the comparisons be once it’s completed?

SO: Well, one thing we learned from Stan about waterfronts is how important the water actually is. You need to have a plan for the water too, and not just focus on the land side of things.

MB: What happens on the water totally influences the rest of the project. I think the general feeling is DC doesn’t have, outside of the Washington Harbor, a place where the city comes right to the water. If you think about, most of Georgetown pulls back and places like the Navy Yard never really went right to the water and, for years, were industrial. And, of course, the Anacostia is silted up and never became a great port. If you go back and look at the L’Enfant plan for the city, people were originally going to come by water and then travel by canals, so it was going to be a waterfront city. It never really happened that way and the idea is to finally bring the city to the water with people living there, working there, hotels, retail, restaurants and all different kinds of activity.

How do you go about integrating those original L’Enfant designs into your plans for a modern development?

MB: We base all of our work on what works in other places, so we spend a lot of time looking at precedents. We feel very strongly that great places are made by looking at other places, taking those ideas and using them as a basis for new ideas. I don’t think necessarily we’re trying to reinvent; rather, we’re taking the best of what you have at other waterfronts across the world and trying to make something that’s unique for DC. The L’Enfant plan is one aspect of that, but there are other ideas and other places as well. There’s an idea to connect to the Mall along 9th Street, there’s an idea to make Maine Avenue a vibrant place with active waterfront uses that ties in the existing fish market in a creative way.

EE&K designed the Inner Harbor East project in Baltimore. How would you rate the success of that project, and how would you do it differently if you were to start over again?

MB: What we tried to do there was to design a network of public places. We realized that the market might change, the buildings might change, but if you have strong idea about the kind of places you’re trying to make and you preserve those in the plan, you’ll get a general network of public spaces all along the waterfront. I think a lot of what we’ve learned over the years is that though market forces do have their effect on cities, but if you have a strong idea about place, those things will work out.

SO: When you think about the timeframe that it takes to implement these kinds of plans, the dynamic changes throughout the course of it. Battery Park City has been in the marking for 25, 30 years and we’re actually doing the last two buildings right now to complete the plan. It’s taken a generation.

MB: We try to take the long view. Stan’s been working on Battery Park City for 25 years. We designed the Hill East Waterfront in 2001 and here we are in 2009. Lots of time these master plans do take a long time for their complete realization, and we understand that.

SO: Part of our approach, though, is that since these things can take time, the first phase feels intact and complete. So while there may be 60-acres of development to go, that initial project feels like it’s not a construction site. That’s critical.

The District recently selected EE&K to design a “North Capitol Gateway,” but the details were left a little vague. Can you tell us what shape that project will take?

MB: We’re working now for the Office of Planning, looking at the cloverleaf at North Capitol and Irving. They’ve asked us to imagine different options that are more pedestrian friendly, less highway-like than what’s there now and that work better with the surrounding property owners and uses – like the hospital, Catholic University and the redevelopment of the Armed Forces Retirement Home. The NCPC master plan identifies this as a place that could have more memorials and things, so we’re trying to look at this a new gateway to the monumental core. It could be much more like a parkway, not unlike Rock Creek Park. One of the challenges is that there is a lot of green space in that part of town, but very little of it is successful. They’re seeing this as potential catalyst project, but we’re just really starting it now.

You’ve both worked on projects all over the world, giving perspective about the District's development process. How would you rate the process, especially with regard to the height limit and other procedural differences that set it apart from other parts of the country.

MB: There are plenty of cities that have tall buildings that are really ugly. If the restriction was such an economic deterrent, then there wouldn’t be developers in this town.

SO: We do work across the country, but both Matt and I live in the District. Every time I come back, I always enjoy returning to Washington. And I think the process here is really quite good. It can be complicated, but, having worked in other jurisdictions, there’s a level of professionalism here with the CFA, NCPC and Office of Planning. Their interests are the same as ours; we’re both after a very quality urban environment. The public process here can actually elevate the results.

MB: I agree. Compared to other places, there are a lot of very smart people working at the regulatory agencies here. And with all the specific experiences we’ve moving projects through the regulatory process here, they only seem to get better. I can’t really sit here and say, “This is bad” or “that’s bad.” Sometimes, it’s lengthy, but it is anywhere. Once you set that aside, their concerns are always justified. It’s that kind of balance between the imperatives of the private development world and the regulatory bodies that results in a better product. Most of these bodies recognize that good development is good, and they know that there are certain kinds of development they don’t want to do. We don’t want to do them either – drive-ins, strip malls, and that kind of thing. We share the same objectives. DC is a good place to practice.

PN Hoffman Talks Shop on SW Waterfront

WASHINGTON DC - With the City Council’s unanimous approval of the Hoffman-Streuver, LLC’s $1.5 billion redevelopment of the Southwest Waterfront in the bag this week, the question is no longer if the project will be built, but what and when. Given the broad scope of what has already been announced - 770 residential units, 3 new hotels, office space, entertainment venues, parks and a maritime-themed museum – just how does one go about turning 26 acres of the nationally prominent riverfront with overlapping jurisdictional oversight and zoning into a local waterfront destination? These are questions that have also nagged at PN Hoffman’s development team as they chart the course of the biggest development to hit the District since Nationals Park.

Shawn Seaman, Vice President and Project Manager of PN Hoffman, gave DCMud some insight on the developer's plans. “We have worked with our Master Planner, Ehrenkrantz, Eckstut and Kuhn, and studied hundreds of mixed-use and waterfront developments around the country and the world. Some of the best examples for dynamic and exciting waterfront projects were in Europe, and specifically Scandinavia – Oslo and Stockholm both have vibrant and well-used waterfronts,” says Seaman. “The design will embrace the “messiness” and vitality of a real working waterfront, allowing the market, the boat traffic, and the new mixed-use development to co-exist."

Additionally, Hoffman intends to make sure that the Southwest Waterfront becomes fully integrated into the fabric of District life, instead of serving as a new location for Constitution Avenue t-shirt vendors to hock their wares. “The project…is first and foremost an extension of the Southwest neighborhood. It will be the one of first waterfront neighborhoods in the District,” says Seaman.

That, however, is not to say Hoffman won’t be seeking out the revenue that come along tourism - the majority of the planned retail space will fall along Maine Avenue, within sight of the Waterfront’s (now) biggest tourist draw, the Maine Avenue Fish Market. Seaman says that PNH plans to “enhance” the market, in addition to adding “improved connections back to the Mall,” an understatement for an area that nearly requires a coyote to get you to and fro, and developers intend to make the development accessible to Washington weekenders as well as new residents with downtown jobs .

Those connections will take the form of “a pedestrian bridge or a grand staircase” connecting Metro-accessible Banneker Park to the foot of the Waterfront development. Furthermore, Hoffman intends to link their project to nearby Southeast with an extension of the Anacostia Riverwalk and is also exploring the possibility of infrastructural ties to the Tidal Basin and East Potomac Park. “Long range,” says Seaman, “the site would be an ideal stop on a Southeast/Southwest light rail line connecting Barrack’s Row, The Yards, the Baseball District, and Southwest Waterfront.”

Still, planning is still embryonic. And given that the project isn’t likely to begin construction until at least 2012 – not to mention the belt-tightening state of the economy – is seems reasonable to wonder where and when the first of Hoffman-Streuver’s cash will be spent. “The next two years will be focused on completing the design of the project, working with the community, and submitting for the PUD,” says Seaman. “We are confident that the capital market will have improved by the time we are ready to put a shovel in the ground.”