The Oshawa site was available for sale at an average price of $821,000 per acre. If purchased by SCD, Smith would then sell the land for Phase I to Express at a discounted price of $625,000 per acre; the discounted price was necessary to secure Express as a shadow anchor for the plaza. In addition to the purchase price of the land, SCD would also have to pay land transfer tax, legal fees, and commission on the land purchase. These costs would total $606,700. Express would be responsible for the construction of its own building as part of Phase I, while SCD would facilitate the construction of Phases II and III. Site preparation, the process of readying undeveloped land for construction, was expected to cost $9,350,000, while construction of the buildings for retail space was expected to cost $93.67 per square foot. Retail tenant inducements were projected to cost $19 per square foot. These inducements included the amenities, such as restrooms, counters, lighting, and other fixtures that potential tenants required within each unit. Not included in the estimated construction costs were other professional fees and administrative expenses that would be incurred for the project. SCD would have to contract architecture, engineering and other consultants at a total cost of $736,000. Other administrative expenses for Phases I, II, and III of the project are listed in Exhibit 3. All investments would be required prior to purchasing the land and before beginning the project. Once the Iconstruction of the plaza was complete, SCD could secure a mortgage against the property to pay back a portion of the investors' initial investment. This strategic decision would minimize the risk for potential investors of the project. Smith believed that SCD could secure a $46.4 million mortgage over 25 years at an interest rate of 4.5 per cent. Mortgage payments, including principal and interest, would amount to $256,811 per month. Rental revenue for each establishment would vary drastically depending on its size and location, the potential tenant's reputation, and the length of the lease agreement. Annual rental revenue would range from $16.50 to $43.50 per square feet, but Smith estimated that SCD's average rental revenue would be $25.56 per square foot. Tenants would pay rent in cash on the first of each month. Smith projected a vacancy factor ratio of 3 per cent to account for units that might remain empty throughout the year. Common-area expenses, including parking-lot maintenance, snow removal, and landscaping, would be passed directly to the tenants and were not included in the rent.

using the information above, please answer the followting question:

perform a different analysis for the plaza development to determine the return on investment and the payback period from investor standpoint.

URGENT PLS ANSWER ASAP

The Oshawa site was available for sale at an average price of $821,000 per acre. If purchased by SCD, Smith would then sell the land for Phase I to Express at a discounted price of $625,000 per acre; the discounted price was necessary to secure Express as a shadow anchor for the plaza. In addition to the purchase price of the land, SCD would also have to pay land transfer tax, legal fees, and commission on the land purchase. These costs would total $606,700. Express would be responsible for the construction of its own building as part of Phase I, while SCD would facilitate the construction of Phases II and III. Site preparation, the process of readying undeveloped land for construction, was expected to cost $9,350,000, while construction of the buildings for retail space was expected to cost $93.67 per square foot. Retail tenant inducements were projected to cost $19 per square foot. These inducements included the amenities, such as restrooms, counters, lighting, and other fixtures that potential tenants required within each unit. Not included in the estimated construction costs were other professional fees and administrative expenses that would be incurred for the project. SCD would have to contract architecture, engineering and other consultants at a total cost of $736,000. Other administrative expenses for Phases I, II, and III of the project are listed in Exhibit 3. All investments would be required prior to purchasing the land and before beginning the project. Once the Yconstruction of the plaza was complete, SCD could secure a mortgage against the property to pay back a portion of the investors' initial investment. This strategic decision would minimize the risk for potential investors of the project. Smith believed that SCD could secure a $46.4 million mortgage over 25 years at an interest rate of 4.5 per cent. Mortgage payments, including principal and interest, would amount to $256,811 per month. Rental revenue for each establishment would vary drastically depending on its size and location, the potential tenant's reputation, and the length of the lease agreement. Annual rental revenue would range from $16.50 to $43.50 per square feet, but Smith estimated that SCD's average rental revenue would be $25.56 per square foot. Tenants would pay rent in cash on the first of each month. Smith projected a vacancy factor ratio of 3 per cent to account for units that might remain empty throughout the year. Common-area expenses, including parking-lot maintenance, snow removal, and landscaping, would be