Anacostia Waterfront Corporation

Anacostia Waterfront Corporation (AWC) was a government-owned development corporation established by the District of Columbia in 2004 to lead and coordinate a broad revitalization program along the Anacostia River. It was created after more than four years of work involving District and federal officials, developers, community organizations, and residents. The organization was intended to operate for approximately 20 years and to bring together public and private investment in neighborhoods, transportation infrastructure, parks, housing, commercial districts, and environmental improvements east and west of the river. The corporation’s proposed program was unusually broad for a local development entity. It envisioned an approximately $8 billion public-private redevelopment effort, including a substantial river-cleanup component, new residences, offices, retail areas, parks, roads, bridges, a riverwalk, and a light-rail connection. The legislation establishing AWC was approved by the District of Columbia Council in July 2004 and signed by Mayor Anthony A. Williams in August of that year. Its institutional model was influenced by the Battery Park City Authority in New York, a public entity that had overseen the redevelopment of a major urban waterfront. AWC’s work centered on several large and politically significant initiatives. It promoted the area surrounding Nationals Park as a planned Baseball District, pursued redevelopment of the Southwest waterfront, and worked on prospective projects at Hill East/Reservation 13, Poplar Point, Barry Farm, Lincoln Heights, Kingman and Heritage Islands, the Anacostia Metro station, and Washington Canal Park. The corporation also participated in land-transfer negotiations, master planning, bond-financed infrastructure programs, environmental standards for developers, and workforce-development efforts. Many of these initiatives remained at the planning, negotiation, or land-assembly stage. The Baseball District became AWC’s most prominent project. The corporation sought to acquire and coordinate land near the new Washington Nationals stadium, with plans for a mixed-use district containing housing, hotels, offices, parks, shops, and restaurants. Disagreements over parking and development responsibilities created public tension with the D.C. Sports and Entertainment Commission and the baseball team’s ownership. The corporation also helped organize master-planning work while stadium costs increased, prompting discussions about using development rights to help address cost overruns. AWC’s activities were accompanied by criticism over slow implementation, limited community participation, and institutional overlap with other District entities, particularly the National Capital Revitalization Corporation. A change in mayoral administration accelerated those concerns. After Adrian Fenty became mayor, his administration established a task force to consider restructuring or abolishing AWC and NCRC. District legislation was subsequently introduced to dissolve both corporations and transfer their responsibilities to the Office of the Deputy Mayor for Planning and Economic Development. AWC was abolished after roughly three years, ending its existence as an independent development corporation. Its planned projects and responsibilities therefore became associated with other District government agencies rather than with a continuing AWC brand.

The Anacostia Waterfront Corporation emerged from a long-running effort to coordinate redevelopment along Washington, D.C.’s Anacostia River. In December 2003, Mayor Anthony A. Williams proposed creating a government-owned corporation to address neighborhoods, roads, parks, and other land beside the river. The proposal drew on a multi-year process involving public officials, developers, private organizations, and community participants. Its structure was modeled in part on the Battery Park City Authority, which had been used to manage large-scale waterfront redevelopment in New York City. The District Council approved the enabling legislation on July 13, 2004, and Mayor Williams signed it on August 5. AWC was designed as a temporary corporation with an expected 20-year life. Its proposed program aimed to mobilize approximately $8 billion in public and private resources, including a major river-cleanup and environmental-rehabilitation effort. The physical vision included thousands of new homes, retail and office districts, parks, a riverwalk, new bridges and roads, and a light-rail line. The corporation was led by board chairman Stephen Goldsmith and chief executive Andrew Altman. AWC soon became involved in a number of major District development initiatives. Its most visible assignment was the proposed Baseball District surrounding Nationals Park. Beginning in 2005, it negotiated over land near the stadium and promoted a roughly 40-acre mixed-use district with hotels, offices, housing, restaurants, retail, and public spaces. Parking arrangements became a source of conflict among AWC, the D.C. Sports and Entertainment Commission, and the Nationals’ ownership. A proposed arrangement involving above-ground garages surrounded by condominium development later collapsed. AWC also appointed master-planning teams and participated in discussions about development rights when stadium costs rose. The corporation pursued a second major initiative at the Southwest waterfront, a mile-long area that had not undergone a comparable revitalization effort since the mid-1960s. Because another quasi-government entity, the National Capital Revitalization Corporation, controlled the property, the two organizations negotiated a land transfer. AWC solicited proposals for a project that could combine cultural facilities, a hotel, offices, housing, retail, parking, and public space. The land transaction was delayed for an extended period before being completed in February 2007, limiting the pace of implementation. Other planning areas included the Anacostia Metro station, Barry Farm, Lincoln Heights, Hill East/Reservation 13, Kingman and Heritage Islands, Poplar Point, and Washington Canal Park. AWC proposed placing its headquarters at the Anacostia station, supported housing development on land associated with Barry Farm and Lincoln Heights, and prepared plans for roads, pedestrian connections, offices, medical facilities, parks, and mixed-use neighborhoods at Hill East and Kenilworth. It also developed concepts for Poplar Point that combined parks, wetlands, housing, a hotel, a conference center, and a possible soccer stadium. Several of these proposals depended on federal land transfers or interagency agreements that were not completed during AWC’s existence. AWC used or proposed bond financing to support infrastructure and related public improvements. Its funding discussions included payment-in-lieu-of-taxes bonds, tobacco-settlement-backed financing, and other District-supported bond programs. The corporation also developed an environmental component to its mission. It prioritized watershed education, announced environmental standards intended to reduce polluted runoff from development sites, and prepared site-specific design guidelines that received recognition from engineering and environmental organizations. The organization attempted to connect redevelopment with local employment. Its development requirements called for a majority of each developer’s workforce to come from the District and a minimum share to come from residents of economically disadvantaged Ward 8. In response to concerns that residents lacked appropriate training, AWC opened the Business Resource Center in April 2007 to screen applicants, match residents with available jobs, improve skills, and publicize opportunities associated with redevelopment projects. Despite its ambitious portfolio, AWC faced criticism over delays, incomplete land transfers, overlapping institutional authority, and insufficient community input. By June 2007, it had not broken ground on a redevelopment project. Mayor Williams did not seek reelection in 2006, and incoming Mayor Adrian Fenty made an assessment of AWC and NCRC part of his early administration. Councilmember Jack Evans introduced legislation to abolish both corporations and move their responsibilities to the Office of the Deputy Mayor for Planning and Economic Development. Hearings examined both the corporation’s potential and its shortcomings. AWC chief executive Adrian Washington resigned in February 2007, with Neil O. Albert serving as interim chief executive. The District ultimately abolished AWC after approximately three years, ending the corporation as a standalone public-development institution.

• 2007

  Southwest waterfront transfer is completed

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  The delayed transfer of the Southwest waterfront property to AWC was completed in February.

• 2007

  AWC is abolished

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  The District dissolved the corporation after roughly three years and moved its functions into the District government.

• 2006

  Southwest waterfront proposals advance

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  AWC solicited and shortlisted proposals for a mixed-use Southwest waterfront redevelopment.

• 2005

  Baseball District negotiations begin

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  AWC began pursuing land and planning arrangements around the new Nationals ballpark.

• 2004

  AWC is established

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  The District Council approved the enabling legislation in July, and the mayor signed it in August.

• 2003

  Mayor proposes the corporation

  [1]Anacostia Waterfront Corporationen.wikipedia.org

  Anthony A. Williams proposed a District-owned corporation to coordinate redevelopment and environmental work along the Anacostia River.

A District of Columbia public-development and urban-revitalization institution focused on the Anacostia River waterfront.

• Public development services · 2004

  Waterfront redevelopment programs

  AWC did not sell consumer products. Its principal offering was a portfolio of public-development programs intended to coordinate land assembly, infrastructure, environmental improvements, and private investment along the Anacostia waterfront. The programs covered housing, offices, retail, parks, transportation connections, and public amenities across multiple District neighborhoods.

• Workforce development · 2007

  Business Resource Center

  Opened in April 2007, the Business Resource Center supported the employment objectives attached to AWC redevelopment projects. It was intended to screen District residents, match applicants with suitable jobs, improve workplace skills, and increase awareness of construction and development opportunities among residents of Wards 7 and 8.

• 2006Southwest waterfront redevelopment

  Washington, D.C., United States

  AWC sought proposals for a major mixed-use and cultural redevelopment of the Southwest waterfront and selected a lead developer in September 2006.

  Outcome. The required land transaction was delayed but completed in February 2007; the redevelopment was not completed under AWC.

  Source
• 2006Anacostia River environmental program

  Washington, D.C., United States

  AWC promoted watershed education, pollution-reduction measures, and environmental design standards for developers working on its projects.

  Outcome. The corporation adopted standards and received recognition for site-specific environmental guidelines, but its wider program ended with the corporation’s abolition.

  Source
• 2005Baseball District

  Washington, D.C., United States

  AWC promoted a mixed-use district around Nationals Park, combining residential, office, hotel, retail, restaurant, park, and transportation-related development.

  Outcome. Planning and negotiations continued amid disputes over parking, land acquisition, and responsibility for development. The corporation was abolished before the broader vision was completed.

  Source

• 2007

  Dissolve AWC and transfer its functionsStrategy

  Background

  The incoming mayoral administration and District Council members criticized delays, limited progress, and overlapping responsibilities with other public-development entities.

  Action taken

  The District abolished AWC and transferred its authority and duties to the District government’s planning and economic-development structure.

  Aftermath

  AWC ceased to exist as an independent corporation, while its projects and responsibilities continued, where applicable, through other District entities.

  Source

• 2006

  Advance the Baseball District conceptStrategy

  Background

  The new Nationals stadium created an opportunity for a larger mixed-use neighborhood around the ballpark.

  Action taken

  AWC negotiated for nearby land, commissioned master-planning work, and promoted a district with housing, offices, hotels, retail, restaurants, and parks.

  Aftermath

  Parking and development disputes persisted, and the District created an Office of Baseball to oversee ballpark-area development.

  Source

• 2004

  Create a temporary waterfront development corporationStrategy

  Background

  District leaders wanted a single entity to coordinate a long-term, public-private program for neighborhoods and infrastructure beside the Anacostia River.

  Action taken

  The District created AWC as a government-owned corporation with an intended 20-year operating horizon.

  Aftermath

  The corporation pursued a wide portfolio of projects but was dissolved after approximately three years.

  Source

• 2007

  District considers abolishing AWC and NCRC[1]Anacostia Waterfront Corporationen.wikipedia.org

  Regulation

  Following criticism about delays and a change in mayoral administration, District officials pursued legislation and hearings concerning the restructuring or abolition of AWC and NCRC.

• 2007

  Adrian Washington resigns as chief executive[1]Anacostia Waterfront Corporationen.wikipedia.org

  Leadership change

  Adrian Washington resigned suddenly, after which Deputy Mayor Neil O. Albert became interim chief executive.

• 2007

  Anacostia Waterfront Corporation is abolished[1]Anacostia Waterfront Corporationen.wikipedia.org

  Regulation

  The District ended AWC as an independent corporation after approximately three years, transferring its responsibilities into the District government’s planning and economic-development structure.

• 2006

  AWC selects a lead developer for the Southwest waterfront[1]Anacostia Waterfront Corporationen.wikipedia.org

  Product launch · Other

  After soliciting proposals for a mixed-use Southwest waterfront project, AWC selected PN Hoffman/Struever Bros. Eccles & Rouse as lead developer.

• 2005

  AWC begins work on the Baseball District[1]Anacostia Waterfront Corporationen.wikipedia.org

  Other

  The corporation began negotiations to acquire and coordinate land near the planned Nationals ballpark as part of a larger mixed-use redevelopment concept.

• 2005

  Andrew Altman resigns as chief executive[1]Anacostia Waterfront Corporationen.wikipedia.org

  Leadership change

  Andrew Altman left the chief executive position and was replaced by Adrian G. Washington.

• 2004

  District approves legislation creating the Anacostia Waterfront Corporation[1]Anacostia Waterfront Corporationen.wikipedia.org

  Other

  The District of Columbia Council approved the legislation establishing AWC, and Mayor Anthony A. Williams signed it into law later that year.

1. 1Anacostia Waterfront Corporationen.wikipedia.org