Académique Documents
Professionnel Documents
Culture Documents
This application was prepared using Excel, Microsoft Office 2003. Please note that using the active Excel
workbook does not eliminate the need to submit the required PDF of the signed hardcopy of the application and
related documentation. A more detailed explanation of application submission requirements is provided
below and in the Application Manual.
Please Note:
Applicants should submit all application materials in electronic format only.
There should be distinct files saved to 1 or more CDs (as needed) which should include the following:
1. Application For Reservation – the active Microsoft Excel workbook
2. A PDF file which includes the following:
- Application For Reservation – Signed version of hardcopy
- All application attachments (i.e. tab documents, excluding market study and plans & specs)
3. Market Study – PDF or Microsoft Word format
4. Plans - PDF or other readable electronic format
5. Specifications - PDF or other readable electronic format (may be combined into the same file as the
plans if necessary)
6. Unit-By-Unit work write up (rehab only) - PDF or other readable electronic format
Notes:
-Do
Do not submit any files on a flash or thumb drive.
drive
-Do not submit any application materials via TaxCreditApps@VHDA.com or to any email address
unless specifically requested by the VHDA Allocation Department staff.
Disclaimer:
VHDA assumes no responsibility for any problems incurred in using this spreadsheet or for the
accuracy of the calculations. Check your application for correctness and completeness before
submitting the application to VHDA.
Entering Data:
Enter numbers or text as appropriate in the blank spaces highlighted in yellow. All other cells are
protected and will not allow any changes. The format for cells has been set to accept text, currency,
percentages, etc. as appropriate. Enter any number without commas or dollar signs. Enter
percentages beginning with a decimal point. There is no text wrap-around feature, so care must be
taken to enter text so that it does not extend beyond the right margin of the page. Enter in only enough
text to fill one line and then drop to the first yellow cell of the next line. Each page of the application is a
separate sheet in the spreadsheet. The spreadsheet contains numerous error checks which are
designed to assist you in identifying potential mistakes in your application. Please note that these may
appear as you enter data because many are dependent on entries later in the application. Do not be
concerned with these messages until all data has been entered. Also note that some cells contain
error messages such as "#DIV/0!" before you begin. These warnings will disappear as you enter
numbers necessary to complete the application.
Assistance:
If you have any questions, please call Jim Chandler at (804) 343-5786, Dale Wittie at (804)
343-5876, Cara Wallo at (804) 343-5714, Jaynell Pittman-Shaw at (804) 343-5733 or Rebecca Rowe
at (804) 343-5518. Please note that we cannot release the copy protection password.
9% Competitive Credits
Applications Must Be Received At VHDA No Later Than 2:00
PM Richmond, VA Time On March 11, 2011
2011
Low Income Housing Tax Credit Application for Reservation
Please indicate if the following items are included with your application by checking the appropriate boxes. Your assistance in
organizing the submission in the following order, and actually using tabs to mark them as shown, will facilitate review of your
application. Please note that all mandatory items must be included for the application to be processed. The inclusion of other items
may increase the number of points for which you are eligible under VHDA's point system of ranking applications, and may assist
VHDA in its determination of the appropriate amount of credits that it may reserve for the development.
3. If complete address is not available, provide longitude and latitude coordinates (x,y) from
location on site your surveyor deems appropriate
Documentation from surveyor attached (TAB A) (Only necessary if street address or street intersections are not available)
4. The Circuit Court Clerk's office in which the deed to the property is or will be recorded
City/County of Arlington County (ie; Richmond City, Chesterfield County; see application manual)
5. Does the site overlap one or more jurisdictional boundaries? Yes No
If yes, what other City/County is the site located in besides the one mentioned above?
6. Census Tract the development is located in: 1015
Is this a Qualified Census Tract: Yes No (If yes, attach required form in TAB A)
7. Is the development located in a Difficult Development Area? No If no, applicant may request that the property be treated
as if it is located in a DDA. If so, indicate by checking this box: (Note: This provision is NOT applicable to tax exempt bond deals.)
8. Is the development located in a revitalization area? Yes No (If yes, attach required form in TAB A)
9. Is the development an existing RD or HUD S8/236 development? Yes No (If yes, attach required form in TAB Q)
Note to #9: If there is an identity of interest between the applicant and the seller in this proposal, and the applicant is seeking points in
this category, then the applicant must either waive their rights to the developer's fee or other fees associated with acquisition and/or
rehabilitation, or obtain a waiver of this requirement from VHDA prior to application submission to receive these points.
a. Applicant agrees to waive all rights to any developer's fee or
other fees associated with acquisition and/or rehab. Yes n/a
b. Applicant has obtained a waiver of this requirement from VHDA
prior to the application submission deadline. Yes n/a
10. Is the development located in a census tract with a poverty
rate <10% with no tax credit units currently present? Yes No
11. Is the development listed on the RD 515 Rehabilitation Priority List? Yes No
12. Is the proposed development located in an urban development area as defined in §15.2-2223.1of the Code of Virginia?
Yes No (If yes, attach required form in TAB U)
13. Will the proposed development participate in a locally adopted affordable housing dwelling unit program area as described in
either §15.2-2304 or §15.2-2305 of the Code of Virginia? Yes No (If yes, attach required form in TAB U)
B. Project Description:
In the space provided below, give a brief description of the proposed project.
Howard Manor is located in a high-cost, high-opportunity area in the northern part of Arlington County. CPDC's strategy is to preserve critically-needed affordable
housing units in the area. Highlights of development include: changing the unit mix to better accommodate families; new community room; new kitchens and baths;
new roof; remove or abate existing hazardous materials; energy-efficient windows; new HVAC; accessibility features to meet Section 504 requirements; wireless
internet; and repair and repointing of masonry.
v1.1.2011 Page 1
Low Income Housing Tax Credit Application For Reservation
C. Reservation Request
1. Total annual credit amount request (Must be the same as Part IX-D8) $956,590
Federal Subsidies
The development will not receive federal subsidies.
some buildings.
1. Regular Allocation
All of the buildings in the development are expected to be placed
in service this year. For those buildings the owner will, this year, request an
allocation of 2011 credits for new construction, or
rehabilitation, or
acquisition and rehabilitation.
2. Carryforward Allocation
All of the buildings in the development are expected to be placed
in service within two years after the end of this calendar year, 2011, but the
owner will have more than 10% basis in the development before the end of twelve
months following allocation of credits. For those buildings, the owner requests
a carryforward allocation of 2011 credits pursuant to Section 42(h)(1)(E) for:
new construction, or
rehabilitation, or
acquisition and rehabilitation (even if you acquired a building this year and
"placed it in service" for the purpose of the acquisition credit, you cannot receive
the 8609 form for it until the rehab 8609 is issued for that building once the rehab
work is "placed in service" in 2012 or 2013).
3. Federal Subsidies
The development will not receive federal subsidies.
This development will receive federal subsidies for:
all buildings or
some buildings.
v1.1.2011 Page 2
Low-Income Housing Tax Credit Application For Reservation
The 10-year rule in IRC Section 42 (d)(2)(B) for all buildings does not apply pursuant to IRC Section 42(d)(6).
Different circumstances for different buildings: Attach a separate sheet and explain for each building.
NOTE: If no credits are being requested for rehabilitation expenditures, so indicate and go
on to Section II. No Rehabilitation
Proposed development is designed to serve as a replacement for housing being demolished through
redevelopment. Documentation Attached (TAB U)
Proposed development is housing that is an integral part of a neighborhood revitalization project sponsored by
a local housing authority. Documentation Attached (TAB U)
v1.1.2011 Page 3
Low-Income Housing Tax Credit Application For Reservation
NOTE: VHDA may allocate credits only to the tax-paying entity which owns the development at the time of the allocation. The term "Owner" herein refers to that entity. Please fill
in the legal name of the owner. The ownership entity must be formed prior to submitting this application. Any transfer, direct or indirect, of partnership interests (except those
involving the admission of limited partners) prior to the placed-in-service date of the proposed development shall be prohibited, unless the transfer is consented to by VHDA in its
sole discretion. IMPORTANT: The Owner name listed on this page must match exactly the owner name listed on the Virginia State Corporation Commission
A. Owner Information:
Name Howard Manor LLC
Contact Person First: Shelynda Middle: Last: Burney
Address 5513 Connecticut Avenue NW Suite 250
(Street)
Washington DC 20015
(City) (State) (Zip Code)
Principal(s) involved (e.g. general partners, LLC members, controlling shareholders, etc.):
Names ** Phone Type Ownership % Ownership
CPDC Howard Manor LLC 202-895-8900 Managing
g g Member 0.01%
Community Housing, Inc. 202-895-8900 Interim Member 99.99%
J. Michael Pitchford, President & CEO 202-895-8900 N/A 0.00%
Paul P. Browne, Vice President 202-895-8900 N/A 0.00%
0.00%
0.00%
0.00%
This should be 100% of the GP or managing member interest: 100.00%
** These should be the names of individuals who comprise the GP or managing members, not simply the names of
separate partnerships or corporations which may comprise those components.
B. Seller Information:
Name Trump Investment Group LC Contact PersonPolly A. Dammann
Address 2631 Woodley Place
Falls Church, VA 22046 Phone 703-237-0746
v1.1.2011 Page 4
Low-Income Housing Tax Credit Application For Reservation
v1.1.2011 Page 5
Low-Income Housing Tax Credit Application For Reservation
D. Nonprofit Involvement:
Applications For 9% Credits - Must be completed in order to compete in the nonprofit tax credit pool.
All Applicants - Must be completed for points for nonprofit involvement under the ranking system.
Tax Credit Nonprofit Pool Applicants: To qualify for the nonprofit pool, an organization described in IRC Section 501
(c)(3) or 501 (c)(4) and exempt from taxation under IRC Section 501 (a), whose purposes include the fostering of low-income housing:
1. Must "materially participate" in the development and operation of the project throughout the compliance period,
2. Must own all general partnership interests in the development .
3. Must not be affiliated with or controlled by a for-profit organization.
4. Must not have been formed for the principal purpose of competition in the nonprofit pool, and
5. Must not have any staff member, or member of the nonprofit's board of directors materially participate in the proposed project
as a for-profit entity.
All Applicants: To qualify for points under the ranking system, the nonprofit's involvement need not necessarily
satisfy all of the requirements for participation in the nonprofit tax credit pool.
3. Type of involvement
Nonprofit meets eligibility requirement for points only, not pool or
Nonprofit meets eligibility requirements for nonprofit pool and points.
v1.1.2011 Page 6
Low-Income Housing Tax Credit Application For Reservation
B. Building Systems:
Please describe each of the following in the space provided.
Community Facilities: 750 sq ft community center
v1.1.2011 Page 7
Low-Income Housing Tax Credit Application For Reservation
C. Amenities:
1. Specify the average size per unit type: (Including pro rata share of heated common area)
Assisted Lvg 0.00 SF 1Bdrm Eld 0.00 SF 3-Bdrm Gar 0.00 SF
1-Sty-Eff-Eld 0.00 SF 2Bdrm Eld 0.00 SF 4-Bdrm Gar 0.00 SF
1-Sty 1BR-Eld 0.00 SF Eff-Gar 668.66 SF 2+Sty 2BR TH 0.00 SF
1-Sty 2BR-Eld 0.00 SF 1-Bdrm Gar 774.18 SF 2+Sty 3BR TH 0.00 SF
Eff-Eld 0.00 SF 2-Bdrm Gar 1,001.65 SF 2+Sty 4BR TH 0.00 SF
2. Total gross usable, heated square feet for the entire project less nonresidential commercial area:
64,257.16 Documentation attached (TAB F) Mandatory
(Sq. ft.)
NOTE: All developments must meet VHDA's Minimum Design and Construction Requirements.
By signing and submitting the Application For Reservation of Low Income Housing Tax Credits the
applicant certifies that the proposed project budget, plans & specifications and work write-ups incorporate
all necessary elements to fulfill these requirements.
g. Water expense is sub-metered (the tenant will pay monthly or bi-monthly bill)
h. Each bathroom consists only of low-flow faucets (2.2 gpm max.) and showerheads (2.5gpm max.)
i. Provide necessary infrastructure in all units for high speed cable, DSL or wireless internet sevice
j. All water heaters meet the EPA's Energy Star qualified program requirements
k. Every unit in the development will be heated and cooled with a geothermal heat pump that meets
EPA Energy Star qualified program requirements.
l. The development will have a solar electric system that will remain unshaded year round, be oriented
to within 15 degrees of true south, and be angled horizontally within 15 degrees of latitude.
v1.1.2011 Page 8
Low Income Housing Tax Credit Application For Reservation
For all projects exclusively serving elderly and/or handicapped tenants, upon completion
of construction/rehabilitation: (Optional Point items)
For all rehabilitation and adaptive reuse projects, upon completion of construction or
or rehabilitation: (Optional Point items)
Accessibility
For any non-elderly property, or any elderly rehabilitation property, in which the greater of 5 or 10% of the units will be subject
to federal project-based rent subsidies or equivalent assistance in order to ensure occupancy by extremely low-income persons;
and (ii) the greater of 5 units or 10% of the units will conform to HUD regulations interpreting accessibility requirements of
section 504 of the Rehabilitation Act; and be actively marketed to people with special needs in accordance with a plan submitted
as part of the Application. (All of the units described in (ii) above must include roll-in showers and roll under sinks and front
controls for ranges, unless agree to by the Authority prior to the applicant's submission of its application). (50 points)
For any non-elderly property, or any elderly rehabilitation property, in which the greater of 5 or 10% of the units (i) have rents
within HUD’s Housing Choice Voucher (“HCV”) payment standard; (ii) conform to HUD regulations interpreting accessibility
requirements of section 504 of the Rehabilitation Act; and (iii) are actively marketed to people with mobility impairments,
including HCV holders, in accordance with a plan submitted as part the Application. (30 points)
For any non-elderly property, or any elderly rehabilitation property, in which at least four percent (4%) of the units conform
to HUD regulations interpreting accessibility requirements of section 504 of the Rehabilitation Act and are actively
marketed to people with mobility impairments in accordance with a plan submitted as part of the Application. (15 points)
(30 Points)
LEED Gold Certification
Earthcraft Certification - new construction development will be 20% more energy efficient than 2004 IECC.
Earthcraft Certification - rehabilitation development will be 40% more energy efficient post-rehabilitation
(45 Points)
LEED Platinum Certification
Earthcraft Certification - new construction development will be 25% more energy efficient than 2004 IECC.
Earthcraft Certification - rehabilitation development will be 50% more energy efficient post-rehabilitation
If seeking any points associated with LEED or Earthcraft certification, attach appropriate documentation at TAB F
Yes No N/A The market-rate units' amenities are substantially equivalent to those of the
low-income units. If no, explain differences:
v1.1.2011 Page 9
Low-Income Housing Tax Credit Application For Reservation
1. If 100% of the low-income units will be occupied by either or both of the following special needs
groups as defined by the United States Fair Housing Act, so indicate:
Yes Elderly (age 55 or above)
Yes Physically or mentally disabled persons (must meet the requirements of the federal
Americans with Disabilities Act)
2. Specify the number of low-income units that will serve individuals and families with children by
providing three or more bedrooms: 0 Number of units 0% of total low-income units
3. If the development has existing tenants, VHDA policy requires that the impact of economic and/or physical
displacement on those tenants be minimized, in which Owners agree to abide by the Authority's Relocation
Guidelines for LIHTC properties. Relocation Plan Documentation attached (TAB G)
4. If leasing preference will be given to applicants on public housing waiting list and/or Section 8
waiting list, so indicate:
Yes
No
Locality has no such waiting list; If yes, provide the following information:
Organization which holds such waiting list: Arlington Department of Human Services
Contact person (Name and Title) Peggy J. Pimentel, Ed. D.
Phone Number 703-228-1455 Required documentation attached (TAB H)
v1.1.2011 Page 10
Low-Income Housing Tax Credit Application For Reservation
Note: Please refer to the Application Manual for specific instructions and deadlines for pertaining to locality
notification of proposed Low income Housing Tax Credit developments.
A. Provide the name and the address of the chief executive officer (City Manager, Town Manager, or
County Administrator) of the political jurisdiction in which the development will be located:
Chief Executive Officer's Name Barbara Donnellan
Chief Executive Officer's Title County Manager
Street Address 2100 Clarendon Blvd., Suite 302 Phone 703-228-3120
City Arlington State VA Zip 22201
Name and title of local official you have discussed this project with who could answer questions for the
local CEO: Matt Pfeiffer
Name and title of local official you have discussed this project with who could answer questions for the
local CEO:
B. Project Schedule
ACTUAL OR NAME OF
ACTIVITY ANTICIPATED PERSON
DATE RESPONSIBLE
Site
Option/Contract Complete n/a
Site Acquisition July 31, 2011 Shelynda Burney
Zoning Approval Complete n/a
Site Plan Approval n/a n/a
Financing
A. Construction Loan
Loan Application June 2011 Shelynda Burney
Conditional Commitment July 2011 Shelynda Burney
Firm Commitment September 2011 Shelynda Burney
B. Permanent Loan - First Lien
Loan Application June 2011 Shelynda Burney
Conditional Commitment July 2011 Shelynda Burney
Firm Commitment September 2011 Shelynda Burney
C. Permanent Loan-Second Lien
Loan Application June 2011 Shelynda Burney
Conditional Commitment July 2011 Shelynda Burney
Firm Commitment September 2011 Shelynda Burney
D. Other Loans & Grants
Type & Source, List
Application Complete n/a
Award/Commitment Complete n/a
Formation of Owner Complete n/a
IRS Approval of Nonprofit Status Complete n/a
Closing and Transfer of Property to Owner July 31, 2011 Shelynda Burney
Plans and Specifications, Working Drawings May 2012 Shelynda Burney
Building Permit Issued by Local Government June 2012 Shelynda Burney
Start Construction June 2012 Shelynda Burney
Begin Lease-up June 2012 Shelynda Burney
Complete Construction June 2013 Shelynda Burney
Complete Lease-Up July 2013 Shelynda Burney
Credit Placed in Service Date July 2013 Shelynda Burney
v1.1.2011 Page 11
Low-Income Housing Tax Credit Application For Reservation
Note: Site control by the Owner identified herein is a mandatory precondition of review of this application. Documentary
evidence of it, in the form of either a deed, option, purchase contract, or lease for a term longer than the period of time the
property will be subject to occupancy restrictions must be included herewith. (9% Competitive Credits - An option or
contract must extend beyond the application deadline by a minimum of four months.)
Warning: Site control by an entity other than the Owner, even if it is a closely related party, is not sufficient. Anticipated
future transfers to the Owner are not sufficient. The Owner, as identified in Subpart II-A, must have site control at the
time this Application is submitted.
NOTE: If the Owner receives a reservation of credits, the property must be titled in the name of or leased by (pursuant to a
long-term lease) the Owner before the allocation of credits is made this year.
Contact us before you submit this application if you have any questions about this requirement.
Applicant controls site by (select one and attach document - Mandatory TAB K)
Deed - attached
Long-term Lease - attached (expiration date: )
Option - attached (expiration date: )
Purchase Contract - attached (expiration date: July 31, 2011 )
If more than one site for the development and more than one form of site control, please so indicate
and attach a separate sheet specifying each site, number of existing buildings on the site, if any,
type of control of each site, and applicable expiration date of form of site control. A site control
document is required for each site.
Owner is to acquire property by deed (or lease for period no shorter than period property
will be subject to occupancy restrictions) no later than 07/31/11
If more than one site for the development and more than one expected date of acquisition by
Owner, please so indicate and attach separate sheet specifying each site, number of existing
buildings on the site, if any, and expected date of acquisition of each site by the Owner.
Obtain the following information from the Market Study conducted in connection with this tax credit application and enter below:
v1.1.2011 Page 12
Low-Income Housing Tax Credit Application For Reservation
C. Site Description
4. Will the proposal seek to qualify for points associated with proximity to public transportation?
Yes No
Required documentation form attached (TAB A)
Minimum submission requirements for all properties (new construction, rehabilitation and adaptive reuse)
v1.1.2011 Page 13
Low-Income Housing Tax Credit Application For Reservation
A. Rental Assistance
1. Do or will any low-income units receive rental assistance?
Yes No
2. If yes, indicate type of rental assistance:
B. Utilities
1. Monthly Utility Allowance Calculations
v1.1.2011 Page 14
Low-Income Housing Tax Credit Application For Reservation
C. Revenue
1. Indicate the estimated monthly income for the Low-Income Units: **
Total Number of Total Monthly
Unit Type Tax Credit Units Rental Income
Efficiency Units 8 $7,280
1 Bedroom Units 36 $33,070
2 Bedroom Units 25 $28,140
3 Bedroom Units 0 $0
4 Bedroom Units 0 $0
Total Number of Tax Credit Units 69
** Beginning at Row 75 enter the appropriate data for both tax credit and market rate units in the yellow shaded cells.
2. Indicate the estimated monthly income for the Market Rate Units: **
Total Number of Total Monthly
Unit Type Market Units Rental Income
Efficiency Units 1 $910
1 Bedroom Units 3 $3,015
2 Bedroom Units 3 $3,720
3 Bedroom Units 0 $0
4 Bedroom Units 0 $0
Total Number of Market Units 7
1 STY-EFF-ELD 1 STY-1 BR-ELD 1 STY-2 BR-ELD Note: Please be sure to enter the number of units in the
0 0 0 appropriate unit category. If not, you will find an error on
the scoresheet at 5a, 6a & 6b.
List number of units by type: TAX CREDIT UNITS
ASSISTED LVG EFF-ELD 1 BD RM-ELD 2 BD RM-ELD EFF-GAR 1 BD RM-GAR
0 0 0 0 8 36
Efficiency Units
Unit Type / Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
1-Bedroom Units
Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
v1.1.2011 Page 15
2-Bedroom Units
Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
3-Bedroom Units
Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 40% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 50% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
3 BR - 60% 0 0.00 $ - $ -
Total 3-BR Total Monthly 3-BR
Tax Credit Units: 0 0.00 Tax Credit Rent: $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
v1.1.2011 Page 15
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
3 BR - Market 0 0.00 $ - $ -
Total 3-BR
Market Units: 0 0.00 Total Monthly
3-BR Market Rent: $ -
4-Bedroom Units
Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 40% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 50% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
4 BR - 60% 0 0.00 $ - $ -
Total 4-BR Total Monthly 4-BR
Tax Credit Units: 0 0.00 Tax Credit Rent: $ -
v1.1.2011 Page 15
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
4 BR - Market 0 0.00 $ - $ -
Total 4-BR
Market Units: 0 0.00 Total Monthly
4-BR Market Rent: $ -
v1.1.2011 Page 15
Low-Income Housing Tax Credit Application For Reservation
D. Operating Expenses
Administrative:
1. Advertising/Marketing $3,600
2. Office Salaries $44,387
3. Office Supplies $4,400
4. Office/Model Apartment (type______) $0
5. Management Fee $42,000
4.90% of EGI 552.6315789 Per Unit
6. Manager Salaries $0
7. Staff Unit (s) (type______) $12,000
8. Legal $1,800
9. Auditing $0
10. Bookkeeping/Accounting Fees $9,000
11. Telephone & Answering Service $3,600
12. Tax Credit Monitoring Fee $2,660
13. Miscellaneous Administrative $1,100
Total Administrative $124,547
Utilities
14. Fuel Oil $0
15. Electricity $40,370
16. Water $30,000
17. Gas $20,000
18. Sewer $0
Total Utility $90,370
Operating:
19. Janitor/Cleaning Payroll $0
20. Janitor/Cleaning Supplies $360
21. Janitor/Cleaning Contract $4,200
22. Exterminating $1,080
23. Trash Removal $6,000
24. Security Payroll/Contract $0
25. Grounds Payroll $0
26. Grounds Supplies $9,400
27. Grounds Contract $0
28. Maintenance/Repairs Payroll $34,000
29. Repairs/Material $0
30. Repairs Contract $34,800
31. Elevator Maintenance/Contract $0
32. Heating/Cooling Repairs & Maintenance $7,200
33. Pool Maintenance/Contract/Staff $0
34. Snow Removal $3,500
35. Decorating/Payroll/Contract $0
36. Decorating Supplies $10,200
37. Miscellaneous $0
Operating & Maintenance Totals $110,740
Taxes & Insurance
38. Real Estate Taxes $71,361
39. Payroll Taxes $7,574
40. Miscellaneous Taxes/Licenses/Permits $3,121
41. Property & Liability Insurance $22,000
42. Fidelity Bond $0
43. Workman's Compensation $2,400
44. Health Insurance & Employee Benefits $14,028
45. Other Insurance $0
Total Taxes & Insurance $120,484
6544
Total Operating Expense $446,141
D1. Total Oper. Ex. Per Unit $5,870 D2. Total Oper. Ex. As % EGI (from E3) 52.07%
Replacement Reserves (Total # Units X $300 or $250 New Const. Elderly Minimum) $22,800
v1.1.2011 Page 16
Low-Income Housing Tax Credit Application For Reservation
Stabilized
Year 1 Year 2 Year 3 Year 4 Year 5
Eff. Gross Income 856,735 873,869 891,347 909,174 927,357
Less Oper. Expenses 468,941 483,009 497,500 512,424 527,797
Net Income 387,794 390,860 393,847 396,749 399,560
Less Debt Service 337,212 337,212 337,212 337,212 337,212
Cash Flow 50,582 53,648 56,635 59,537 62,348
Debt Coverage Ratio 1.15 1.16 1.17 1.18 1.18
v1.1.2011 Page 17
Low-Income Housing Tax Credit Application For Reservation
NOTE: Attorney must opine, among other things, as to correctness of the inclusion of each cost item in eligible
basis, type of credit and numerical calculations of this Part VIII.
A. Off-Site Improvements 0 0 0 0
B. Site Work 0 0 0 0
C. Geothermal System 0 0 0 0
D. Unit Structures (New) 0 0 0 0
E. Unit Structures (Rehab) 5,598,246 0 0 5,598,246
F.
F Solar
S l Electric
El i System
S 0 0 0 0
G. Asbestos Removal 0 0 0 0
H. Demolition 0 0 0 0
I. Commercial Space Costs 0 0 0 0
J. Structured Parking Garage 0 0 0 0
K. Subtotal A: (Sum 1A..1J) 5,598,246 0 0 5,598,246
L. General Requirements 310,700 0 0 310,700
M. Builder's Overhead 118,179 0 0 118,179
( 2.1% Contract)
N. Builder's Profit 354,537 0 0 354,537
( 6.3% Contract)
O. Bonding Fee 23,084 0 0 23,084
P. Other 0 0 0 0
Q. Contractor Cost
Subtotal (Sum 1K..1P) $6,404,746 $0 $0 $6,404,746
2. Owner Costs
A. Building Permit 78,147 0 0 78,147
B. Arch./Engin. Design Fee 260,490 0 0 260,490
( 3,427 /Unit)
C. Arch. Supervision Fee 130,245 0 0 130,245
( 1,714 /Unit)
D. Tap Fees 0 0 0 0
E. Soil Borings 0 0 0 0
v1.1.2011 Page 18
Low-Income Housing Tax Credit Application For Reservation
If this application seeks rehab credits only, in which there is no acquisition and no change in ownership, enter the greater of
appraised value or tax assessment value here: $0 Land
(Attach documentation at Tab K) $0 Building
1.1.2011 Page 19
Low-Income Housing Tax Credit Application For Reservation
v1.1.2011 Page 20
Low-Income Housing Tax Credit Application For Reservation
B. Sources of Funds
1. Construction Financing: List individually the sources of construction financing, including any such
loans financed through grant sources:
2. Permanent Financing: List individually the sources of all permanent financing in order of lien position:
v1.1.2011 Page 21
Low-Income Housing Tax Credit Application For Reservation
5. Net amount which will be used to pay for Total Development Cost (4a-4e)
as listed in Part VIII-A5 (same amount as Part IX-D3) $8,704,099
v1.1.2011 Page 22
Low-Income Housing Tax Credit Application For Reservation
1. Are any portions of the sources of funds described above for the development financed directly or indirectly
with Federal, State, or Local Government Funds? Yes No
If yes, then check the type and list the amount of money involved.
Grants Grants
CDBG $0 State $0
UDAG $0 Local $0
Other: $0
This means grants to the partnership. If you received a loan financed by a locality which received one of the
listed grants, please list it in the appropriate loan column as "other" and describe the applicable grant program
which funded it.
2. Subsidized Funding: list all sources of funding for points. Documentation Attached (TAB T)
Other Subsidies
v1.1.2011 Page 23
Low-Income Housing Tax Credit Application For Reservation
NOTE: Each recipient of an allocation of credits will be required to record an extended use agreement as
required by the IRC governing the use of the development for low-income housing for at least 30 years.
However, the IRC provides that, in certain circumstances, such extended use period may be terminated early.
This development will be subject to the standard extended use agreement which permits early
termination (after the mandatory 15-year compliance period) of the extended use period.
This development will be subject to an extended use agreement in which the owner's right to any
early termination of the extended use provision is waived for 25 additional years after the 15-
year compliance period for a total of 40 years. Do not select if IX.B is checked below.
This development will be subject to an extended use agreement in which the owner's right to any
early termination of the extended use provision is waived for 35 additional years after the 15-
year compliance period for a total of 50 years. Do not select if IX.B is checked below.
1. After the mandatory 15-year compliance period, a qualified nonprofit as identified in the
attached nonprofit questionnaire, or local housing authority will have the option to purchase
h right
or the i h off first
fi refusal
f l to acquire
i theh development
d l f a price
for i not to exceedd the
h outstanding
di
debt and exit taxes. Do not select if extended compliance is selected in IX.A above.
v1.1.2011 Page 24
Low-Income Housing Tax Credit Application For Reservation
$250,217 $0 $924,282
Qualified Basis Totals (must agree with VIII-A10)
v1.1.2011 Page 25
Low-Income Housing Tax Credit Application For Reservation
$0 $0 $0
Qualified Basis Totals (must agree with VIII-A10)
$0 $0 $0
Qualified Basis Totals (must agree with VIII-A10)
$0 $0 $0
Qualified Basis Totals (must agree with VIII-A10)
$0 $0 $0
Qualified Basis Totals (must agree with VIII-A10)
$0 $0 $0
Qualified Basis Totals (must agree with VIII-A10)
The following calculation of the amount of credits needed is substantially the same as the calculation which will be made by
VHDA to determine, as required by the IRC, the amount of credits which may be allocated for the development. However, VHDA
at all times retains the right to substitute such information and assumptions as are determined by VHDA to be reasonable for the
information and assumptions provided herein as to costs (including development fees, profits, etc.), sources for funding,
expected equity, etc. Accordingly, if the development is selected by VHDA for a reservation of credits, the amount of such
reservation may differ significantly from the amount you compute below.
6. Equals Annual Tax Credit Required to Fund the Equity Gap $956,590
v1.1.2011 Page 26
Low-Income Housing Tax Credit Application For Reservation
F. Statement of Owner
1. that, to the best of its knowledge and belief, all factual information provided herein or in connection
herewith is true and correct, and all estimates are reasonable.
2. that it will at all times indemnify and hold harmless VHDA and its assigns against all losses, costs,
damages, VHDA's expenses, and liabilities of any nature directly or indirectly resulting from, arising out of,
or relating to VHDA's acceptance, consideration, approval, or disapproval of this reservation request and
the issuance or nonissuance of an allocation of credits, grants and/or loan funds in connection herewith.
3. that points will be assigned only for representations made herein for which satisfactory documentation is
submitted herewith and that no revised representations may be made in connection with this application
once the deadline for applications has passed.
4. that this application form, provided by VHDA to applicants for tax credits, including all sections herein
relative to basis, credit calculations, and determination of the amount of the credit necessary to make the
development financially feasible, is provided only for the convenience of VHDA in reviewing reservation
requests; that completion hereof in no way guarantees eligibility for the credits or ensures that the amount
of credits applied for has been computed in accordance with IRC requirements; and that any notations
herein describing IRC requirements are offered only as general guides and not as legal authority.
5. that the undersigned is responsible for ensuring that the proposed development will be comprised of
qualified low-income buildings and that it will in all respects satisfy all applicable requirements of federal
tax law and any other requirements imposed upon it by VHDA prior to allocation, should one be issued.
6. that, for the purposes of reviewing this application, VHDA is entitled to rely upon representations of the
undersigned as to the inclusion of costs in eligible basis and as to all of the figures and calculations relative
to the determination of qualified basis for the development as a whole and/or each building therein
individually as well as the amounts and types of credit applicable thereof, but that the issuance of a
reservation based on such representation in no way warrants their correctness or compliance with IRC
requirements.
7. that VHDA may request or require changes in the information submitted herewith, may substitute its own
figures which it deems reasonable for any or all figures provided herein by the undersigned and may reserve
credits, if any, in an amount significantly different from the amount requested.
8. that reservations of credits are not transferable without prior written approval by VHDA at its sole
discretion.
v1.1.2011 Page 27
2011 LIHTC SELF SCORE SHEET:
This worksheet is intended to provide you with an estimate of your application score based on the selection criteria described in the
QAP. Most of the data used in the scoring process is automatically entered below as you fill in the application. Other items,
denoted below in the green shaded cells, are items that are typically evaluated by VHDA’s staff during the application review and
feasibility analysis. For purposes of self scoring, it will be necessary for you to make certain decisions and assumptions about your
application and enter the appropriate responses in the green shaded cells of this score sheet. All but two require yes/no responses,
in which case enter Y or N as appropriate. Item 2b pertaining to the Local CEO Letter will require one of the following responses: Y
– the letter indicates unconditional support; N – the letter indicates opposition to the project; NC – no comment from the locality, or
any other response which is neither unconditional support nor opposition. Item 5e1 requires a numeric value to be entered. Please
remember that the score is only an estimate based on the selection criteria using the reservation application data and the
responses you’ve entered on this score sheet. VHDA reserves the right to change application data and/or score sheet responses
where appropriate, which may change the final score.
3. DEVELOPMENT CHARACTERISTICS:
a. Unit size (See calculations below) Up to 100 100.00
b. Amenities (See calculations below) Up to 70 47.00
c. Project subsidies/HUD 504 accessibility for 5 or 10% of units Y 0 or 50 50.00
or d. HCV payment standard/HUD 504 accessibility for 5 or 10% of units N 0 or 30 0.00
or e. HUD 504 accessibility for 4% of units N 0 or 15 0.00
f. Proximity to public transportation Y20 0, 10 or 20 20.00
g. Development will be Earthcraft or LEED certified 0,15,30,45 45.00
h. VHDA Certified Property Management Agent Y 0 or 25 25.00
i. Units constructed to meet VHDA's Universal Design standards 11% Up to 15 1.58
j. Developments with less than 100 units Up to 20 12.40
Total 300.98
5. SPONSOR CHARACTERISTICS:
a. Developer experience - 3 developments with 3 x units or 6 developments with 1 x units Y 0 or 50 50.00
or b. Developer experience - 1 development with 1 x units N 0 or 10 0.00
c. Developer experience - uncorrected hazard N 0 or -50 0.00
d. Developer experience - noncompliance Enter Total Negative N 0 or -15 0.00
e1. Developer experience - did not build as represented Points Here: 0 0 or -x 0.00
e2. Developer experience - termination of credits by VHDA
v1.1.2011 N 0 or -10 0.00
f. Management company rated unsatisfactory N 0 or -25 0.00
Total 50.00
Amenities:
All units have:
a. 1.5 or 2 Bathrooms 0.00% 0.00
b. Community Room 5.00
c. Brick Walls 90.00% 18.00
d. Kitchen/Laundry Appl-Energy Star 5.00
e. Windows-Energy Star 5.00
f. Heat/AC-SEER-AFUE 10.00
g. Sub-metered water expense 0.00
h. Low flow faucets & showerheads 3.00
i. High speed cable, DSL, wireless internet 1.00
j. Water heaters meet EPA Energy Star requirements 0.00
k. Geothermal Heat Pump - EPA Energy Star requirements 0.00
l. Solar Electric System - EPA Energy Star requirements 0.00
Total 47.00
All elderly units have:
a. Front-control ranges 0.00
b. Emergency call system 0.00
c. Independent/suppl. heat source 0.00
d. Two eye viewers 0.00
Total 0.00
All v1.1.2011
rehab or adaptive reuse units:
b. Historic structure 0.00
v1.1.2011
$/SF = $290.33 Credits/SF = $16.42 Const $/unit = $84,273
TYPE OF PROJECT FAMILY = 11000; ELDERLY = 12000 11000 If an ERROR message appears here check
LOCATION BELT=100; NVM=110; NVNM=200; RIC=300; TID=400; SMA=500; SMA-C=510; RUR=600 100 spelling of Clerk's Office on pg 1. It must 100
TYPE OF CONSTRUCTION N C=1; ADPT=2;REHAB(35,000+)=3; REHAB*(15,000-35,000)=4 3 match exactly with the Jurisdiction names 3
*REHABS LOCATED IN BELTWAY ($15,000-$50,000) See Below listed in the Application Manual.
ELDERLY
AS LVG EFF-E 1 BR-E 2 BR-E EFF-E-1 ST 1 BR-E-1 ST 2 BR-E-1 ST
AVG UNIT SIZE 0 0 0 0 0 0 0
NUMBER OF UNITS 0 0 0 0 0 0 0
PARAMETER-(COSTS=>35,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS<35,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS=>50,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS<50,000) 0 0 0 0 0 0 0
COST PARAMETER 0 0 0 0 0 0 0
PROJECT COST PER UNIT 0 0 0 0 0 0 0
PARAMETER-(CREDITS=>35,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS<35,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS=>50,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS<50,000) 0 0 0 0 0 0 0
CREDIT PARAMETER 0 0 0 0 0 0 0
PROJECT CREDIT PER UNIT 0 0 0 0 0 0 0
COST PER UNIT POINTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
CREDIT PER UNIT POINTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FAMILY
EFF-G 1 BR-G 2 BR-G 3 BR-G 4 BR-G 2 BR-TH 3 BR-TH 4 BR-TH
AVG UNIT SIZE 669 774 1,002 0 0 0 0 0
NUMBER OF UNITS 8 36 25 0 0 0 0 0
COST PER UNIT POINTS 0.00 3.88 2.76 0.00 0.00 0.00 0.00 0.00
CREDIT PER UNIT POINTS 5.12 30.51 21.31 0.00 0.00 0.00 0.00 0.00
v1.1.2011
$/SF = $290.33 Credits/SF = $16.42 Const $/unit = $84,273
TYPE OF PROJECT FAMILY = 11000; ELDERLY = 12000 11000 If an ERROR message appears here check
LOCATION BELT=100; NVM=110; NVNM=200; RIC=300; TID=400; SMA=500; SMA-C=510; RUR=600 100 spelling of Clerk's Office on pg 1. It must 100
TYPE OF CONSTRUCTION N C=1; ADPT=2;REHAB(35,000+)=3; REHAB*(10,000-35,000)=4 3 match exactly with the Jurisdiction names 3
*REHABS LOCATED IN BELTWAY ($10,000-$50,000) See Below listed in the Application Manual.
ELDERLY
AS LVG EFF-E 1 BR-E 2 BR-E EFF-E-1 ST 1 BR-E-1 ST 2 BR-E-1 ST
AVG UNIT SIZE 0 0 0 0 0 0 0
NUMBER OF UNITS 0 0 0 0 0 0 0
PARAMETER-(COSTS=>35,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS<35,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS=>50,000) 0 0 0 0 0 0 0
PARAMETER-(COSTS<50,000) 0 0 0 0 0 0 0
COST PARAMETER 0 0 0 0 0 0 0
PROJECT COST PER UNIT 0 0 0 0 0 0 0
PARAMETER-(CREDITS=>35,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS<35,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS=>50,000) 0 0 0 0 0 0 0
PARAMETER-(CREDITS<50,000) 0 0 0 0 0 0 0
CREDIT PARAMETER 0 0 0 0 0 0 0
PROJECT CREDIT PER UNIT 0 0 0 0 0 0 0
COST PER UNIT POINTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
CREDIT PER UNIT POINTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FAMILY
EFF-G 1 BR-G 2 BR-G 3 BR-G 4 BR-G 2 BR-TH 3 BR-TH 4 BR-TH
AVG UNIT SIZE 669 774 1,002 0 0 0 0 0
NUMBER OF UNITS 8 36 25 0 0 0 0 0
COST PER UNIT POINTS 0.00 3.88 2.76 0.00 0.00 0.00 0.00 0.00
CREDIT PER UNIT POINTS 5.12 30.51 21.31 0.00 0.00 0.00 0.00 0.00
v1.1.2011
TAB A
(Documentation of Development Location)
TAB A.1
(Qualified Census Tract Certification)
EXHIBIT N/A
TAB A.2
(Revitalization Area Certification)
EXHIBIT N/A
TAB A.2
(Surveyor’s Certification of Proximity To Public Transportation)
TAB A.2
(Location Map)
Howard Manor Apartments
Location Map
Howard Manor Apartments
Location Map
TAB B
(Partnership or Operating Agreement)
Howard Manor Organizational Chart – Proposed New Owner
Sole Member
J. Michael Pitchford
President & C.E.O.
* Community Housing, Inc. (CHI) is a 501(c)(3) non-stock, not-for-profit corporation that is a supporting company to Community
Preservation and Development Corporation (CPDC), which is also a 501(c)(3) non-stock, not-for-profit corporation. CHI and CPDC
have identical sets of directors and officers. CHI serves as CPDC’s real estate development arm.
TAB C
(VA SCC Certification)
TAB D
(Principal’s Previous Participation Certification)
Community Preservation
and Development Corporation
© EricTaylor.com
3) Empowering Communities:
We should ensure that the communities
are sustainable by offering residents a
range of accessible programs that enable
them to play an active civic role in their
community and provide opportunities to
thrive in the economic mainstream and
improve quality of life.
Developing Vibrant Communities through Innovation and Partnerships
accomplishments.
Partnerships
Partnership is at the core of our
Empowering Communities
Our strategic partners are often
The strategic business partners involved in the When CPDC acquires a property, we often assess highly interconnected and have
development and management of our properties the physical assets and needs of the community, complementary capabilities:
assist CPDC in the assembly of funds necessary as well as the social ones. We consult with the Educational Institutions
for the completion of development projects and residents to determine their needs, goals, and Healthcare Providers
Equity Investors
for their long-term management and care. desires for their homes and for their lives.
Financial Institutions
Resident Associations
With creative financial structuring, Next, we identify businesses and people who can Insurance Enterprises
CPDC properties are viable and help accomplish both the development and Foundations
sustainable for the long term, lowering program goals needed for the community. By Professional/Trade
risk for investors. establishing partnership links between all Associations
Government Entities
involved, residents then have the opportunity to
Social Service Agencies
Government and community partners, thrive in the economic mainstream and become
Legal Groups
lenders, and equity investors view CPDC active civic role players in their communities. Civic Associations
properties as sound investments, Property Management
providing a true social benefit to the Fairfax County, the Alexandria Redevelopment Corporate Sponsors
larger community. and Housing Authority, and Northern Virginia Lenders
Community College have teamed together at
Buckman Road in a multi-layered partnership
Resident associations seek us out to
supporting the Career and Skill Enhancement
revitalize their properties, looking for a Program. Residents can study soft skills,
partner who will listen to them and technology training, and professional
preserve their homes. development. In doing so, they qualify for college
credit. Some have gone on to enroll in college.
© EricTaylor.com
Developing Vibrant Communities through Innovation and Partnerships
© EricTaylor.com
Developing Vibrant Communities through Innovation and Partnerships
Residents as stakeholders.
Residents are partners in our developments and
Residents
stakeholders in their communities. Technology as a key tool "We celebrate the empowerment
Empowered residents can effect change in their of the residents who took the
Residents of Wardman Court were
communities and change in their personal and
determined to save their homes. They wrote initiative and worked creatively
letters and solicited support wherever possible, professional lives. CPDC's long-term goal in its
ultimately convincing HUD to seek a new partnership with residents is to provide them
with city and federal
developer for their property. with opportunities to empower themselves and governments, developers, and
to engender deeper personal engagement within private financers to preserve
Residents of Edgewood Terrace were
steadfast in their desire for safe and secure the community. affordable housing in one of
homes and for programs in which they might the most desirable
learn the skills necessary to enter the economic Where possible, CPDC's housing gives residents
mainstream. Years later, these programs serve as neighborhoods in the city.
in-home access to the Internet. The right mix of
models for over a dozen communities. Preserving and enhancing
partnerships provides hardware, software, and
The residents of Oxford Manor, as did those the training necessary to fully utilize this
affordable housing is critical as
of 1330, exercised their statutory right of first invaluable tool. High-speed Internet access in our city continues to grow and
refusal and partnered with CPDC to preserve every home facilitates techno-advocacy. change."
their homes in the face of the pressure of
market-rate turnover. Information presented online can help define an
issue and key players and target an effective plan ~Anthony A. Williams
The members of Island Walk cooperative also of action for self-advocacy.
faced market-rate turnover when they were Mayor, District of Columbia
unable to keep up with insurmountable repairs
at their community in Reston,Virginia. They went Residents work with staff to develop curricula
to the extraordinary measure of relinquishing for classes, then teach each other, creating an
ownership to save their homes. environment where neighbors learn from, and
rely upon, one another for support.
Knowledge
A partnership with the Berklee College of Music
has brought cutting-edge technology from the
music industry into the hands of older youth at Knowledge as power... "CPDC's program services
the new eSharp Music Center at Edgewood Access to and the sharing of knowledge is one produce positive outcomes
Terrace. Young adult residents now have the of the most powerful agents of change in a because they translate research
opportunity to pursue music theory, community.
instrumentation, recording, production, and into effective practices and
training in business aspects of the music industry. Parents at Stewartown Homes learned that stand head and shoulders above
their children's school bus service had been
unexpectedly canceled. After learning of the
the rest, with staff professionally
At the core of Youth Development Programs are
project-based educational enrichment activities, problem, the resident association, SNUG, Inc., trained and totally committed
began working with the parents to research to excellence."
school partnerships, and technology. YD staff are
MCPS transportation policy online. Armed with
formally trained and experienced educators, who this knowledge, they sought out a dialogue with
develop curriculum, facilitate instruction, and Montgomery Village Middle School ~Dr. Pamela LeConte
participate in on-going professional development Administration. The result was restored service, George Washington University
in areas related to curriculum, instruction, youth ensuring the safety of their children as they
development, and technology education. traveled to school.
CPDC youth set out to discover the possibilities Essex House Youth embarked on a project to
of their world. Often that exploration leads to test the water in Sligo Creek (SKiP). Throughout
this project, youth studied environmental
ways they can impact their community and the
education, water testing, water treatment,
world at large. environmental technology, environmental policy,
and the political process of cleaning up the
environment. SKiP affords youth the opportunity
to understand this process and become civic
activists.
Community Preservation and Development Corporation
Empowerment
"CPDC's programs and services
Living in a Community…
The residents of Windsor Valley know full well
fill critical public service voids the value of community service. Lives intersect
in the District of Columbia. daily. Residents volunteer at on-site health fairs, CPDC and The Catholic University of America
participate in a neighborhood clean-up for Earth joined forces to establish Telehealth Technology in
From affordable housing to high Day, donate food for holiday drives, gather CPDC's senior building. The Clinical eStorefront is
quality early childhood services, clothing donations for those who have lost their designed to enable seniors to more successfully
homes, and serve at the on-site Red Cross blood
CPDC breaks new ground with age-in-place, secure in the knowledge that they
drives by giving blood and/or assisting those who have remote access to physicians through the
innovative and results driven do. When called upon, the residents of Windsor creative use of technology. In conjunction with
programs that meet the needs Valley regularly respond to the needs of their this effort is the new training program for a
neighbors and their community, be it across the home health technologies course that will permit
of District of Columbia street or across an ocean as with the tsunami graduates, as health care technicians, to
residents." victims of 2004. significantly increase their current salaries.
Vibrant communities are diverse communities, From community to community where CPDC
~Neil Albert diverse in economic status, diverse in culture, and works, with program needs identified, staff
Former Deputy Mayor diverse in age. We recognize, however, that many provide tools and training and support and
District of Columbia Government of the needs of seniors are unique. With this in guidance in our program coordination. This
mind, CPDC's Senior Living Enhancement includes:
programs are built around activities and services
that focus on successful aging-in-place. program and partnership
development
Residents at Park Montgomery banded program management
together to have a new bus stop placed at the curriculum development
street entrance to the apartment complex. fundraising
ParkMnet members were concerned for the
safety and welfare of elderly residents who All is done by staff who are extremely
struggled to make the steep walk to the previous dedicated to the enrichment and the
stop. Working with officials from the public bus empowerment of the lives of the residents.
company, ParkMnet leadership also successfully Programs, spurred by residents and
negotiated covered seating for those waiting at
performed in collaboration with a variety of
the new stop.
strategic partners, accompany the physical
renovation of the properties and are a key
ingredient in both the building and long-term
sustainability of our vibrant communities.
© EricTaylor.com
Community Preservation and Development Corporation
© EricTaylor.com
Profile
Edgewood Terrace
Profile
Island Walk and Wiley H. Bates Memorial Complex
Resident Partnerships At Work
Island Walk is a 102-unit townhouse
community located in the pioneering planned A New Beginning
community of Reston,Virginia. Developed in the Now on the National Register of Historic Places,
late 1970's as a limited-equity cooperative, the the Wiley H. Bates High School, a cultural
property had deteriorated significantly and the landmark in Annapolis, sat vacant for over 20
residents lacked access to funds necessary to years. Built in the 1930's on land donated by Mr.
address the capital needs, due to the nature of Bates, a prominent African American
the cooperative ownership structure. Located in businessman, it served as the only high school in
an attractive neighborhood with many nearby the area for African Americans prior to
amenities, the property seemed ripe for market desegregation.
rate conversion.
The School has been adaptively redeveloped as a
This meant, ironically, that in order to keep their multi-use facility. CPDC and Northern Real
homes, the residents had to agree to relinquish Estate Urban Ventures, LLC developed the
ownership. However, the cooperative was former classroom wings of the building into a 71-
dedicated to preserving Island Walk as unit independent living facility for low-income
affordable housing and proffered an RFP for seniors. Arundel Community Development
restoring their homes. CPDC proposed to buy Services, Inc. developed the remaining space into
and renovate the community and then give the a Boys and Girls Club and a senior center,
cooperative the right to repurchase the property managed by Anne Arundel County.
[at the end of the low-income housing tax credit
compliance period (15 years)]. The historic nature of the building and the very
low income of the residents being served
Partnering with multiple entities, CPDC crafted a required CPDC to put together an extraordinary
complex financing structure that will preserve variety of funding sources. Private sector
this affordable housing asset for the long term, financing included conventional construction and
including over $10,500,000 in tax-exempt bonds permanent loans and tax credit equity. The
and secondary mortgage loans from the Fairfax public sector financing included an allocation of
County Redevelopment and Housing Authority low-income housing tax credits, and state and
and over $3,750,000 in low-income housing tax federal historic preservation tax credits, as well
credit equity. as secondary loans from both ACDS and
Maryland. This remarkable financing structure
During the 14-month construction period, the allows CPDC to make the project affordable to
units were completely renovated with all new residents earning 30%, 40%, and 50% AMI.
systems and were expanded by over 100 square
feet. The residents' association remains active, The Bates project provides programs and
ensuring the residents a voice in how their community space, with meeting rooms, a
community is operated. computer learning center, high-speed Internet
access in each unit, a health care/ support center,
and an arts/crafts/fitness center.
Developing Vibrant Communities through Innovation and Partnerships
A Place to Start
Funding Properties, funding lives…
In the late 1980s, Boston Heights, a 159-unit At Buckman Road, the children live in a racially
community in Annapolis, Maryland, was known as and religiously diverse, mixed-income community.
an open-air drug market and the "housing of last There is a strong need to practice tolerance and
resort." The owner, rather than respond to the friendship.
thousands of housing code violations, had evicted
all of the residents. In 1991, CPDC purchased In a structured discussion group, the youth at
the property, rehabilitated every facet of the Buckman Road said that they needed more
community, and rechristened it Admiral Oaks. effective communication skills and help with
problem solving. Staff members and student
Financing on the property included tax-exempt leaders initiated the Conflict Resolution and
and taxable bonds and a secondary mortgage Mediation Project and implemented the STAR
from the State of Maryland and equity raised Conflict Resolution Program. This program
through a direct placement of Low-Income teaches a step-by-step communication, social
Housing Tax Credits with Fannie Mae. skills, and problem-solving process. STAR (Stop,
Additionally, CPDC obtained first payment in lieu Talk, Act and Reflect) creates a systematic
of taxes (PILOT) agreements from the City of approach for students to be proactive,
Annapolis and Anne Arundel County in order to communicate effectively, and manage difficult
mitigate the impact of the property tax increase situations in a positive way.
caused by the renovation.
Student leaders are trained twice a month to
CPDC on-site staff designed community become peer mediators and have attended the
development programs to meet the needs of the Northern Virginia Regional Student Mediation
residents in collaboration with corporations and conference at George Mason University.
community-based organizations, including local
schools and youth organizations, Anne Arundel STAR training has progressively empowered the
Community College, the United States Naval students. They are now asking our staff and
Academy, and the Anne Arundel Department of trainers questions like…"How do we control our
Recreation and Parks. own emotions to keep from becoming part of
the conflict?" or "How do we mediate between
our friends without taking sides, hurting their
feelings, or being dragged into the situation?"
A Message
From the President...
CPDC is driven by a highly successful team of individuals with decades of experience in affordable
housing, human development, and related industries. Their diversity in education, background, and culture
has given them the strength and wisdom to take on properties others would abandon or ignore as not
worth the risk. In doing so, our co-founders, senior management team, our staff, and our board members
have shown their dedication to preserving affordable housing and establishing opportunities for
empowering communities.
CPDC's Senior Management Team's vision for what can be achieved in the affordable housing industry,
along with its innovative methods of delivery, has been the foundation necessary for building the overall
success of CPDC. During the past two decades, they have collaborated in finding creative solutions to
financing, building, and establishing over two dozen affordable housing properties and revitalizing
communities across the mid-Atlantic Region.
CPDC's Staff experience and expertise is rooted in complex financing, renovation in place, securing assets
for enduring stability, designing and building community development programs, and establishing long-
term partnerships with residents. Many of our staff have advanced degrees and/or training beyond their
initial education. We understand that continuing education in best practices is key to both staff
development and the success CPDC.
CPDC's Board of Directors is drawn from business, finance, and government sectors. Under its direction,
our properties reflect how the public, private, and non-profit sectors, in partnership with residents and
neighbors, can successfully interact to create
housing that directly serves the needs of the
community.
Design by CharlottesWebStudios.com
Quality
Providing the highest quality service to our customers, staff, and stakeholders by striving
towards the highest possible standard of excellence
Innovation
Seeking creative solutions by challenging the proven norm and supporting continuous
improvements through innovation
Initiative
Taking the initiative for creating and seizing opportunities and learning from experience by
demonstrating the ability and the willingness to achieve our corporate mission
Inclusiveness
Building strong inclusive partnerships by fostering positive, effective relationships through
collaboration
Flexibility
Promoting successful business opportunities by being flexible and responsive to change
consistent with our mission and core values
CPDC was established in 1989 by Eugene Ford, who had developed more than 15,000 units
of affordable housing over the previous 40 years, because he saw that affordable housing
was (and remains) an irreplaceable community asset that is continually threatened in the mid-
Atlantic region. CPDC’s philosophical foundation rests on three convictions:
Now entering its third decade, CPDC has established an unsurpassed reputation for
revitalizing communities across the region. This has included the redevelopment and
revitalization of over two dozen properties with over 4,000 units of high quality affordable
housing, representing an investment of over half a billion dollars. Whenever feasible, CPDC
properties provide residents with community development programs to gain the resources and
tools necessary for effecting change in their lives and in their communities.
CPDC has particular expertise in financing complex affordable housing projects, and a track
record of collaboration with partners and tenants. In its 20+ years of operation, CPDC has
secured an extremely wide variety of resources to finance its deals. In particular, CPDC is
expert at securing and deploying equity derived from Low Income Housing Tax Credits. CPDC
did its first 9% tax credit deal in 1991, and has successfully competed for credits over its
entire existence.
CPDC Staff
CPDC has a highly skilled and experienced real estate team. The staff possesses the talent
required to manage every phase of a development project: from negotiating acquisitions to
financial structuring to overseeing the architectural and construction process to creating and
implementing marketing plans. Brief biographies of staff are provided below to fully
evidence the qualifications of the CPDC team:
J. Michael Pitchford, President and CEO, is responsible for the overall strategic direction and
management of the real estate development and community development programs of our
affordable housing communities. Having spent a decade serving on the Board of the National
Housing Conference, including a three-year stint as its president, Mr. Pitchford has developed
a strong understanding of how national and local policy impact housing affordability. This,
along with his leadership skills in generating a shared vision with employees, has helped him
build infrastructure for stable and rapid growth.
Mr. Pitchford also has participated in or led associations, workshops, conferences, and forums
on policy, networking, and the sharing of best practices. He has served in leadership roles with
the National Equity Fund, the Urban Land Institute, the Washington Area Housing Partnership,
the District of Columbia, Northern Virginia, and Maryland Building Industry Associations, and
the Old Dominion University Board of Visitors. Mr. Pitchford is a member of the Urban Land
Institute and chairs the Affordable Housing Council of ULI. He serves on the Board of the
National Equity Fund, the National Housing Conference, and the Center for Housing Policy and
is the Immediate Past Chairman of the National Housing Conference.
Paul P. Browne, Vice President and Director of Real Estate Development, oversees CPDC’s
real estate department, which currently consists of four full time personnel and is responsible
for all aspects of the company’s real estate development activities from project conception
through completion. Previously, Mr. Browne served as a Senior Real Estate Development
Officer, responsible for oversight of all aspects of the development process. Trained as a
lawyer, Mr. Browne helps CPDC arrange complex and creative legal and financial structures
for CPDC’s transactions. Since joining CPDC in 2001, Mr. Browne has personally managed the
redevelopment of projects comprising over 750 units, taking them from initiation through
construction. These projects have included the substantial rehabilitation of a townhouse
community in Reston Virginia, and the adaptive re-use of a historic school building in Annapolis,
Maryland. All of his projects have employed multi-layer financing, including conventional and
tax-exempt bond hard-debt and CDBG and HOME cash-flow loans, 4% and 9% low income
housing tax credits, and state and federal historic preservation tax credits.
Mr. Browne is a member of the Board of Directors of the Views at Clarendon Corporation in
Arlington and Affordable Housing Opportunity Means Everyone (AHOME) in Fairfax, as well
as the Avalon Theatre Project, in Washington DC. Mr. Browne is a member of the class of
2011 of Leadership Greater Washington.
Shelynda Burney, Senior Real Estate Development, Officer works on all aspects of both
acquisitions and redevelopment projects undertaken by CPDC. Since joining CPDC in June
2004, she has managed projects comprising over 1200 units totaling over $185 million in
development costs. All of these projects have included the acquisition, rehabilitation and
preservation of existing, occupied affordable housing. Ms. Burney has particular expertise
and familiarity with HUD affordable housing programs, Low Income Housing Tax Credits
(LIHTC), tax-exempt bond financing, the DC Housing Production Trust Fund, Maryland CDA
Rental Housing Production Programs and the Montgomery County Housing Initiative Fund.
Ms. Burney has worked in the affordable housing finance industry for over a decade. Prior to
obtaining an MBA, she held the positions of Assistant Vice President for Bank of America’s
Community Development Banking Group and Tax Credit Underwriter for the Georgia State
Department of Community Affairs. She is an active member of the following organizations:
Urban Land Institute (ULI), African American Real Estate Professionals (AAREP), National Black
MBA Association (NBMBAA), DC Net Impact Professional Chapter, and Delta Sigma Theta
Sorority, Inc. Ms. Burney holds a Bachelor of Science in Business Administration from the
University of Nevada Las Vegas and a Master of Business Administration from the University of
Georgia.
Mark James, Senior Real Estate Development Officer, works on all aspects of both acquisitions
and redevelopment projects undertaken by CPDC. Mr. James has 12+ years experience in
affordable housing finance, public-private partnerships, multi-project management, public
policy analysis, acquisitions, and client relationship management. Prior to joining CPDC, he
served as president and CEO of Urban Housing Associates, LLC, director of acquisitions for
Renewal Housing Associates, and the vice president Community Investment for the Federal
Home Loan Bank Pittsburgh. Mr. James holds a BA from Hampton University and a Master of
Urban & Regional Planning from the University of Pittsburgh.
Tim Westrich, Real Estate Associate, provides support on all aspects of the acquisition,
preservation, and redevelopment of projects undertaken by CPDC. His primary responsibilities
include financial due diligence, undertaking financial feasibility analyses, responding to RFPs,
preparing financing applications, and other development-related tasks. Prior to joining CPDC,
Mr. Westrich worked on federal housing policy, both at the Center for American Progress, a
public policy think tank, and the National Community Reinvestment Coalition. In these positions,
he performed data analyses and helped to author research studies. Mr. Westrich serves as a
volunteer income tax assistant and is a member of the Emery House chapter of Back on My
Feet. He holds a B.A. in Urban and Regional Planning from Miami University, as well as a
Master of Urban Planning and Policy from the University of Illinois at Chicago.
Community Preservation and Development Corporation
Past Experience References
Part II, 13VAC10-180-60, of the Qualified Allocation Plan (the “Plan”) of the Virginia Housing
Development Authority (the "Authority") for the allocation of federal low income housing tax credits
("Credits") available under §42 of the Internal Revenue Code, as amended (the "Code") establishes
certain requirements for receiving Credits from the non-profit Pool established under the Plan and
assigning points for participation of a non-profit organization in the development of qualified low-
income housing.
Answers to the following questions will be used by the Authority in its evaluation of whether or not an
applicant meets such requirements. Attach additional sheets as necessary to complete each
question.
1. General Information
Indicate funding sources and amount used to pay for office space:
See Attachment H
h. Describe exempt purposes (must include the fostering of low-income housing in its articles
of incorporation):
Community Housing, Inc. (CHI) was formed by Community Preservation and Development Corporation
(CPDC), a non-stock not-for-profit 501(c)(3) corporation. CHI exists exclusively for charitable and
educational purposes in support of the mission of CPDC’s mission. CPDC’s mission is to create and preserve
financially sound, socially responsible affordable housing for low- and moderate-income individuals and
families as well as to provide Community Development Programs to the residents of communities where it
works, wherever feasible. CHI supports this mission by conducting or supporting activities for the benefit of
CPDC and its affiliates. In furtherance of this purpose, CHI provides development, technical and asset
management services for the preservation and/or development of affordable housing communities sponsored
by CPDC.
12/10 Page 1 of 9
Non-profit Questionnaire, cont’d
j. Explain the anticipated future activities of the non-profit over the next five years:
At the beginning of its third decade, CPDC/CHI has established an unparalleled reputation for revitalizing
communities across the mid-Atlantic region. This has included the redevelopment and revitalization of over
two dozen properties with over 4,000 units of high quality affordable housing. CHI plans to build on this
successful foundation over the next five years. In particular, CHI plans to:
• Continue to create and preserve affordable housing by increasing its property portfolio to 5,000
units
• Develop new real estate product lines and expand its geographic footprint
• Increase resident and community involvement in real estate development, property management,
and community development programming
Become a primary third-party provider to other non profits and government entities for real estate
development and community programs.
k. How many full time, paid staff members does the non-profit and, if applicable, any other
non-profit organization(s) ("related non-profit(s)") of which the non-profit is a subsidiary or to
which the non-profit is otherwise related have (i.e. by shared directors, staff, etc.)?
41 How many part time, paid staff members? 4
l. Does the non-profit share staff with any other entity besides a related non-profit described
above?
m. How many volunteers does the non-profit and, if applicable, any related non-profit have?
156
n. What are the sources and manner of funding of the non-profit? (You must disclose all
financial and/ or the arrangements with any individual(s) or for profit entity, including
anyone or any entity related, directly, indirectly, to the Owner of the Development
CHI receives the majority of its funding from developer and asset management fees and minor amounts of in-
kind services and other revenues.
o. List all directors of the non-profit, their occupations, their length of service on the board,
and their residential addresses:
Please see Attachment A – Board Listing.
2. Non-profit Formation
a. Explain in detail the genesis of the formation of the non-profit: In 1989, following four decades
of success developing more than 15,000 units of affordable housing, Eugene Ford established Community
Preservation and Development Corporation (CPDC). Mr. Ford recruited Leslie Steen to be CPDC’s first
president. Together they determined that the focus of the new company would be preserving affordable
properties in the mid-Atlantic region because secure, decent, and affordable housing was (and still is) so
critically needed. In 1992, CPDC formed Community Housing, Inc. (CHI) in the State of Maryland as a
12/10 Page 2 of 9
Non-profit Questionnaire, cont’d
nonstock, not-for-profit corporation with 501(c)(3) tax-exempt status. CHI was organized exclusively for
charitable and educational purposes in support of CPDC’s mission. CPDC and CHI have identical officers
and directors. CHI serves as CPDC’s real estate development and asset management arm.
b. Is the non-profit, or has it ever been, affiliated with or controlled by a for-profit entity or
local housing authority?
c. Has any for profit organization or local housing authority (including the Owner of the
Development, joint venture partner, or any individual or entity directly or indirectly related
to such Owner) appointed any directors to the governing board of the non-profit?
d. Does any for-profit organization or local housing authority have the right to make such
appointments?
Yes No If yes, explain:
e. Does any for profit organization or local housing authority have any other affiliation with
the non-profit or have any other relationship with the non-profit in which it exercises or has
the right to exercise any other type of control?
f. Was the non-profit formed by any individual(s) or for profit entity for the principal purpose
of being included in the non-profit Pool or receiving points for non-profit participation
under the Plan?
Yes No
g. Explain in detail the past experience of the non-profit including, if applicable, the past
experience of any other related non-profit of which the non-profit is a subsidiary or to
which the non-profit is otherwise related (by shared directors, staff, etc.):
See Attachment B – Resume materials.
h. If you included in your answer to the previous question information concerning any
related non-profit, describe the date of legal formation thereof, the date of IRS 501(c)(3)
or 501(c)(4) status, its expected life, its charitable purposes and its relationship to the non-
profit.
CPDC was formed on November 13, 1989, with a mission of preserving affordable housing in the mid-
12/10 Page 3 of 9
Non-profit Questionnaire, cont’d
Atlantic region because secure, decent, and affordable housing is so critically needed. Because this need is
ongoing and growing, CPDC’s expected life is indefinite. CPDC’s philosophical foundation rests on three
convictions:
• Preserving Affordability: CPDC should acquire and preserve housing that is currently affordable,
but vulnerable to market pressures and conversion to higher cost housing;
• Preserving Communities: CPDC should intercede in distressed communities that are plagued by
deteriorated conditions and criminal activity and transform them to vibrant, safe, and sustainable
places to live; and
• Empowering Communities: CPDC should ensure that the communities are sustainable by
offering residents a range of accessible programs that enable them to play an active civic role in
their community and provide opportunities to thrive in the economic mainstream and improve
quality of life.
In 1992, CPDC formed CHI exclusively for charitable and educational purposes in support of CPDC’s
mission. CHI serves as CPDC’s real estate development and asset management arm
3. Non-profit Involvement
Yes No
(i) Will the non-profit own at least 10% of the general partnership/owning entity?
Yes No
(ii) Will the non-profit own 100% of the general partnership interest/owning entity?
Yes No
If no to either 3a.i or 3a.ii above, specifically describe the non-profit's ownership interest:
b. (i) Will the non-profit be the managing member or managing general partner?
Yes No If yes, where in the partnership/operating agreement is this provision
specifically referenced?
Section 2.2
(ii) Will the non-profit be the managing member or own more than 50% of the general
partnership interest? Yes No
c. Will the non-profit have the option or right of first refusal to purchase the proposed
development at the end of the compliance period for a price not to exceed the
outstanding debt and exit taxes of the for-profit entity?
If no at the end of the compliance period explain how the disposition of the assets will be
12/10 Page 4 of 9
Non-profit Questionnaire, cont’d
structured:
N/A
Yes No If yes,
(i) Describe the nature and extent of the non-profit's proposed involvement in the
construction or rehabilitation of the Development:
CHI will act as the project’s developer.
(ii) Describe the nature and extent of the non-profit's involvement in the operation or
management of the Development throughout the Extended Use Period (the entire
time period of occupancy restrictions of the low-income units in the Development):
As the sole owner of the Managing Member, CHI will assure compliance with LIHTC regulations in
accordance with its charitable purpose.
(iii) Will the non-profit invest in its overall interaction with the development more than 500
hours annually to this venture? Yes No If yes, subdivide the annual hours by
activity and staff responsible and explain in detail:
See Attachment C – Estimate of staff time allocation.
e. Explain how the idea for the proposed development was conceived. For example, was it in
response to a need identified by a local neighborhood group? Local government? Board
member? Housing needs study? Third party consultant? Other?
In response to the lack of affordable housing options in North Arlington, CHI sought to
acquire and preserve the property.
f. List all general partners/managing members of the Owner of the Development (one must
be the non-profit) and the relative percentages of their interests:
The Managing Member, CPDC Howard Manor LLC, is wholly owned by CHI (see Attachment D).
g. If this is a joint venture, (i.e. the non-profit is not the sole general partner/managing
member), explain the nature and extent of the joint venture partner's involvement in the
construction or rehabilitation and operation or management of the proposed
development.
Not applicable.
(ii) Explain how this relationship was established. For example, did the non-profit solicit
proposals from several for-profits? Did the for-profit contact the non-profit and offer
the services?
12/10 Page 5 of 9
Non-profit Questionnaire, cont’d
N/A
i. Will the non-profit or the Owner (as identified in the application) pay a joint venture partner
or consultant fee for providing development services? Yes No If yes, explain the
amount and source of the funds for such payments.
j. Will any portion of the developer’s fee which the non-profit expects to collect from its
participation in the development be used to pay any consultant fee or any other fee to a
third party entity or joint venture partner? Yes No If yes, explain in detail the
amount and timing of such payments.
k. Will the joint venture partner or for-profit consultant be compensated (receive income) in
any other manner, such as builder’s profit, architectural and engineering fees, or cash flow?
Yes No If yes, explain:
N/A
l. Will any member of the board of directors, officer, or staff member of the non-profit participate in
the development and/or operation of the proposed development in any for-profit capacity?
Yes No If yes, explain:
m. Disclose any business or personal (including family) relationships that any of the staff
members, directors or other principals involved in the formation or operation of the non-
profit have, either directly or indirectly, with any persons or entities involved or to be involved
in the Development on a for-profit basis including, but not limited to the Owner of the
Development, any of its for-profit general partners, employees, limited partners or any other
parties directly or indirectly related to such Owner:
See Attachment E
n. Is the non-profit involving any local, community based non-profit organizations in the
development, role and operation, or provision of services for the development?
Yes No If yes, explain in detail, including the compensation for the other non-profits:
12/10 Page 6 of 9
Non-profit Questionnaire, cont’d
a. Has the Virginia State Corporation Commission authorized the non-profit to do business in
Virginia? Yes No
c. Does the non-profit or, if applicable, related non-profit have experience serving the
community where the proposed development is located (including advocacy, organizing,
development, management, or facilitation, but not limited to housing initiatives)?
Yes No If yes, or no, explain nature, extent and duration of any service:
CHI developed Island Walk in nearby Fairfax County, which was financed with Low Income Housing Tax
Credits. In 2009, CHI was allocated LIHTCs for the redevelopment of Buckman Road Apartments, also in
Fairfax County, which is currently under renovation. CPDC provides community development programs at
both of these sites. Last year, CHI was allocated LIHTCs for Suburbia Fairfax in the City of Fairfax. That
project is currently in predevelopment.
d. Does the non-profit’s by laws or board resolutions provide a formal process for low income,
program beneficiaries to advise the non-profit on design, location of sites, development
and management of affordable housing? Yes No If yes, explain:
e. Has the Virginia Department of Agriculture and Consumer Services (Division of Consumer
Affairs) authorized the non-profit to solicit contributions/donations in the target community?
Yes No
f. Does the non-profit have demonstrated support (preferably financial) from established
organizations, institutions, businesses and individuals in the target community?
Yes No If yes, explain:
g. Has the non-profit conducted any meetings with neighborhood, civic, or community groups
and/or tenant associations to discuss the proposed development and solicit input? Yes
No If yes, describe the meeting dates, meeting locations, number of attendees and
general discussion points:
CHI met with a group of 14 persons from an area civic association on January 31st at Key Elementary School.
Topics discussed were an overview of CPDC/CHI, as well as the proposed acquisition and redevelopment. CHI
also met with a group of approximately 30 tenants on February 14th, also at Key Elementary School. Topics
discussed were an overview of CPDC/CHI, as well as the proposed acquisition and redevelopment.
h. Are at least 33% of the members of the board of directors representatives of the community
being served? Yes No If yes,
12/10 Page 7 of 9
Non-profit Questionnaire, cont’d
i. Are no more than 33% of the members of the board of directors representatives of the
public sector (i.e. public officials or employees or those appointed to the board by public
officials)? Yes No
j. Does the board of directors hold regular meetings which are well attended and accessible
to the target community? Yes No If yes, explain the meeting schedule:
CHI has board meetings that are regular and well-attended, but they are not open to the public.
l. Has the non-profit been awarded state or local funds for the purpose of supporting
overhead and operating expenses? Yes No If yes, explain in detail:
m. Has the non-profit been formally designated by the local government as the principal
community-based non-profit housing development organization for the selected target
area? Yes No If yes, explain:
n. Has the non-profit ever applied for Low Income Housing Tax Credits for a development in
which it acted as a joint venture partner with a for-profit entity? Yes No If yes,
note each such application including: the development name and location, the date of
application, the non-profit’s role and ownership status in the development, the name and
principals of the joint venture partners, the name and principals of the general contractor,
the name and principals of the management entity, the result of the application, and the
current status of the development(s).
See Attachment F
o. Has the non-profit ever applied for Low Income Housing Tax Credits for a development in
which it acted as the sole general partner/managing member? Yes No If yes, note
each such development including the name and location, the date of the application,
the result of the application, and the current status of the development(s).
See Attachment G
p. To the best of your knowledge, has this development, or a similar development on the
same site, ever received tax credits before? Yes No If yes, explain:
q. Has the non-profit been an owner or applicant for a development that has received a
reservation in a previous application round from the Virginia Housing Partnership or the
VHDA Housing Funds? Yes No If yes, explain:
In 2005, Community Housing, Inc. received Virginia Housing Partnership funds to finance accessibility
Improvements at Island Walk Townhomes in Reston, VA.
12/10 Page 8 of 9
Attachment A
History
Eugene Ford, who had developed more than 15,000 units of affordable housing over the
previous 40 years, established CPDC to focus on preserving affordable properties in the mid-
Atlantic region, because safe, decent, and affordable housing was, and still is, critically
needed. CPDC’s philosophical foundation rests on three convictions:
Now, at the start of its third decade, CPDC has established an unparalleled reputation for
revitalizing communities across the mid-Atlantic Region. This has included the redevelopment
and revitalization of over two dozen properties with over 4,000 units of high quality
affordable housing, representing an investment of over $500 million. Whenever feasible,
CPDC properties provide residents with community development programs to gain the
resources and tools necessary for effecting change in their lives and in their communities.
Currently, CPDC has forty-five employees, diverse in gender and ethnicity. Many of our staff
hold advanced training and/or degrees in their areas of expertise, including real estate
development, youth development, technology training, community empowerment, financial
literacy, and career and skill training.
Real Estate
CPDC believes the availability of affordable housing is central to maintaining community
character and diversity. When affordable housing is done right, we believe it improves
families, strengthens communities, and costs the taxpayers much less than the alternatives.
As described above, CPDC is a leader in the affordable housing industry, and its track record
represents these accomplishments. Our developments reflect how the public, private, and non-
profit sectors, in partnership with residents and neighbors, can interact to create housing that
directly serves community needs. CPDC’s success lies in its expertise and balanced model of
property development, including establishing solid financing, ensuring that the assets endure,
and nurturing a long-term relationship with the residents.
CPDC’s innovative use of financial tools and resources is recognized regionally and nationally.
For each of our properties, we have creatively structured and secured the necessary financing
to provide for appropriate rehabilitation, as well as a significant investment in on-site human
services, and high quality property management and maintenance. A set of one-page project
galleries has been included in this package to provide comprehensive information about each
of our projects and properties.
In addition to its expertise in affordable housing finance, CPDC specializes in and is an expert
in rehabilitation of occupied multi-family rental housing. Rehabilitation of apartments with
residents in place or with on-site relocation is one of the most complex types of construction.
Meticulous planning, coordination and scheduling are required, alongside managing the risks
of the unknown elements of rehabilitation. To facilitate this process, CPDC has assembled a
development team of experts and a methodology for performing this work.
Asset Management
On an ongoing basis, the CPDC Asset Management Department works toward protecting our
affordable housing objectives: to ensure that our residents are provided the highest quality
housing at the most affordable cost; to maintain the quality of the properties throughout the
portfolio; to maximize the long-term performance of the investments; to maximize tax credit
delivery to investors and to maximize the value of the investments throughout the long-term
ownership role of CPDC through disposal. The CPDC Asset Management Team conducts
comprehensive reviews of every property—on a frequent basis physically and on a monthly
basis financially. Each property is reviewed with particular attention to profitability as well as
to curb appeal, occupancy rate, and compliance issues. We determine when refinancing or
restructuring is appropriate to make a positive impact on asset performance through changes
in capital markets. On an annual basis, Asset Management reports on the financial viability
and tax credit security of each property in the portfolio.
Based upon CPDC’s ongoing assessment, community development programs may include youth
development programs, senior living enhancement programs, third party referrals e.g.
daycare, life-skills development, and employment readiness. Programs are designed to
improve resident educational and socio-economic opportunities. Youth development programs
typically include homework assistance, literacy curricula, one-on-one reading tutoring and math
remediation, career exploration, and student-directed projects using technology as a tool.
Often these programs and the partnerships that are created as a result, act as a catalyst to,
and link between, business and residential communities to spur economic activity in order to
create sustainable growth. Through our programs, residents have established tenant
associations, organized voter registration, improved their school performance, achieved their
GED, acquired valuable life and office skills, improved their employability, established
electronic villages, and created safe and secure communities.
Attachment C
Howard Manor
Estimated Time Allocation of CPDC/CHI Staff
Community Programs Manager 25 Hours: Programs feasibility analysis 800 Hours: Programs Delivery, Coordination
TOTAL 1685 Hours 1130 Hours
Attachment D
Sole Member
J. Michael Pitchford
President & C.E.O.
* Community Housing, Inc. (CHI) is a 501(c)(3) non-stock, not-for-profit corporation that is a supporting company to Community
Preservation and Development Corporation (CPDC), which is also a 501(c)(3) non-stock, not-for-profit corporation. CHI and CPDC
have identical sets of directors and officers. CHI serves as CPDC’s real estate development arm.
Attachment E
Renovating Contractor - By accepting the EarthCraft Multifamily certification, I pledge that this project has been remodeled to the
standards listed on this Worksheet.
Property Owner - I have reviewed the EarthCraft Multifamily measures with the renovating contractor.
VA 4.2009 Page 1
POINTS SCORE DOCUMENTATION
1- HIGH PERFORMANCE BUILDING ENVELOPE AND SYSTEMS
1 REQUIRED: All projects must meet an Infiltration threshold of .60 ACH to be eligible for certification
2 REQUIRED: All exposed envelope penetrations or gaps must be air sealed
1A- AIR TIGHTNESS (must meet threshold of .60 ACH)
1 reduce air infiltration in units by 30% below threshold 10 10 blower door test
2 reduce air infiltration in units by 40% below threshold 20 blower door test
3 reduce air infiltration in units by 50% below threshold 30 blower door test
AIR TIGHTNESS SUBTOTAL 10
1B- IMPROVEMENTS TO EXISTING WINDOWS
1 replace single-paned windows with NFRC low-e double-paned windows (minimum of 75% of
12 window label
windows must be replaced with U=0.40 and SHGC=0.45 or better )
2 replace single-paned windows with NFRC low-e double-paned windows (minimum of 75% of
15 15 window label
windows must be replaced with U=0.35 and SHGC=0.35 or better )
3 install storm windows on single-paned windows 3
4 install low e storm windows 5
5 install solar shade screens on clear glazed windows 5
6 apply window film to clear glazed windows 4
EXISTING WINDOWS SUBTOTAL 15
1C- IMPROVEMENTS TO EXISTING WALLS & NEW INTERIOR WALLS
1 blow insulation into uninsulated walls where wall framing is not exposed (minimum of 75% of
15
uninsulated wall area must be insulated to R-13 or better)
2 air seal and insulate all wall cavities to R-13 or better where wall framing is exposed (air sealing
must include plate penetrations, sheathing seams & penetrations, and the gap between sheathing 10
and plate)
3 air seal and insulated previously uninsulated band joist between floors to R-13 or better
5
(sometimes band joist is accessible when demolition removes floors, ceilings, or soffits)
4 air seal and insulate previously uninsulated band joist between floors to R-19 or better (sometimes
8
band joist is accessible when demolition removes floors, ceilings or soffits)
5 exterior cladding (min 3 sides with 40-year warranty or masonry) 1
6 walls covered with builder paper/housewrap (drainage plane) & tape seams 1
7 siding with vented rain screen 1
8 back-primed siding and trim 1
9 install dampers on all existing fireplace flues 2
EXISTING WALLS SUBTOTAL
1D- IMPROVEMENTS TO EXISTING FLOORS & FOUNDATIONS
1 REQUIRED: seal all floor penetrations - X
2 seal and insulate floor over unconditioned crawlspace or basement with R-19 batt insulation (air
7
sealing must include all plumbing, electrical, and HVAC penetrations plus any chases)
3 seal and insulate floor over unconditioned crawlspace or basement with R-19 spray-applied
copy of insulation
insulation (air sealing must include all plumbing, electrical, and HVAC penetrations plus any 15
certificate
chases)
4 air seal crawlspace walls or basement walls and insulate to R-10 continuous/R-13 cavity or better
(air sealing must include gaps and penetrations in the band joist, crawlspace vents, and 20
penetrations through walls) - 100% sealed vapor barrier on ground required
5 improve existing roof gutters to discharge water 5 feet away from foundation 3 3
6 install new foundation drain system 5
7 install vapor barrier on floor of crawlspace: 6 MIL minimum, 100% coverage with perimeter, seams
4
and all penetrations sealed
EXISTING FLOORS & FOUNDATIONS SUBTOTAL 3
VA 4.2009 Page 2
POINTS SCORE DOCUMENTATION
1E- IMPROVEMENTS TO EXISTING ATTICS
1 REQUIRED: cap, seal and insulate all chases - X
2
for attics with R-15 or less existing insulation: air seal all attic pentrations and insulate to R-30 (air copy of insulation
10
sealing must include all plumbing electrical, and HVAC penetrations plus any chases) certificate
3 for attics with R-15 or less existing insulation: air seal all attic pentrations and insulate to R-38 (air copy of insulation
14 14
sealing must include all plumbing electrical, and HVAC penetrations plus any chases) certificate
4 for attics with R-15 to R-30 existing insulation: air seal all attic pentrations and insulate to R-38 (air copy of insulation
8
sealing must include all plumbing electrical, and HVAC penetrations plus any chases) certificate
5 for attics with R-15 or less existing insulation and seal all attic vents and insulate the roofline of copy of insulation
20
house with spray-applied insulation, turning the attic into semi-conditioned space certificate
6 for attics with R-15 to R-30 existing insulation and seal all attic vents and insulate the roofline of copy of insulation
12
house with spray-applied insulation, turning the attic into semi-conditioned space certificate
7 install radiant barrier in attic 4
8 sheath, air seal, and insulate attic kneewalls to R-19 3 3
9 seal and insulate all attic access openings with in conditioned space 3
EXISTING ATTICS SUBTOTAL 17
1F- IMPROVEMENTS TO, OR REPLACEMENTS OF, EXISTING HVAC SYSTEMS
1 REQUIRED: All replacement air handlers & duct work sealed with mastic - x
2 REQUIRED: No electric resistance heat as primary*** - x
3 REQUIRED: All systems not being replaced must be serviced and refrigerant charged within
- documentation
12 months of construction (prior to certification) x
4 REQUIRED: Maximum oversizing of new cooling equipment 15% of Manual J (all) - x Manual J
5 REQUIRED: Maximum oversizing of new heating equipment 25% of Manual J (all) - x Manual J
6 REQUIRED: All returns ducted to dedicated return grill - x
7 REQUIRED: All new forced air distribution systems duct leakage <10% air flow capacity x
8 REQUIRED: 8.2 HSPF/ 11.5 EER/ 13 SEER - x
9 replace furnace (AFUE less than 75) with a new 90+ AFUE furnace/ 8.5 HSPF 15
10 replace furnace (AFUE 75-85) with a new 90+ AFUE furnace/ 8.5 HSPF 10
11 replace air conditioner (SEER less than 8) with a new 14 SEER unit 12
12 replace air conditioner (SEER 8-11) with a new 14 SEER unit 10
13 replace air conditioner (SEER less than 8) with a new 15 SEER unit 15 15
14 replace air conditioner (SEER 8-11) with a new 15 SEER unit 12
15 replace air handler with variable speed blower 8
16 for systems with >20% leakage: reduce duct leakage by 50% 10 duct blaster test
17 reduce duct leakage below 10% 10 duct blaster test
18 remove panned returns in duct systems and replace with actual ducts 5
19 replace existing duct system with new rigid trunk and takeoff system 5
20 retain existing rigid trunk & replace takeoff system 3
21 add R-8 to previously uninsulated ducts 3
22 insulate already insulated duct work to R-8 2
23 provide return pathways for all supply air 3
24 airflow for each duct run measured and balanced 3 3 submit w/ worksheet
EXISTING HVAC SYSTEMS SUBTOTAL 18
1G- ADDITIONS - NEW WALLS
1 REQUIRED: seal all wall penetrations - x
2 REQUIRED: seal window and door rough openings - x
3 REQUIRED: seal seams in sheathing (if sheathing is acting as air barrier) - x
4 REQUIRED: seal top plate to drywall with gasket or approved adhesive - x
5 REQUIRED: seal bottom plate to subfloor - x
6 REQUIRED: seal band joists at exterior and attic - x
7 REQUIRED: Insulate walls to R-13 - x
8 insulated headers 1 1
9 T-walls with drywall clips or alternative framing 2
10 2-stud corners with drywall clips or alternative framing 2
11 spray-applied wall insulation 4
12 R-3 insulated sheathing 2
13 R-15 cavity insulation 1 1
14 engineered wall framing 2
15 Structural Insulated Panels (exterior walls) 5
16 exterior cladding (min 3 sides with 40-year warranty or masonry) 1 1 product literature
17 walls covered with builder paper/housewrap (drainage plane) & seams taped 1 1
18 siding with vented rain screen 2
19 back-primed siding and trim 1 1
VA 4.2009 Page 3
POINTS SCORE DOCUMENTATION
1H- ADDITIONS - WINDOWS
1 REQUIRED: NFRC rated windows U<0.40 and SHGC<0.45 - window label
2 NFRC rated windows U<0.35 3 3 window label
3 NFRC rated windows SHGC<0.35 3 window label
4 east and west glazing <5% of additional floor area 4
5 solar shade screens installed on all east and west facing windows 3
6 1.5-foot overhang on 80% windows (max 2 feet above windows) 2
7 window and door head flashing integrated with drainage plane 2 2
8 window and door pan and side/jam flashing 2
NEW WALLS & WINDOWS SUBTOTAL 10
1I- ADDITIONS - NEW ATTICS & ROOFS
1 REQUIRED: cap, seal and insulate all chases - x
2 REQUIRED: seal all drywall penetrations in ceiling - x
3 REQUIRED: R-38 attic insulation - x
4 REQUIRED: R-30 sloped ceiling insulation - x
5 REQUIRED: attic kneewall sheathed and insulated R-19 - x
6 R-2.5 insulated sheathing on attic 2"x6" kneewall 1
7 R-5 insulated sheathing on attic kneewall 2
8 radiant barrier in attic 2
9 seal all vents and insulate roofline to create semi-conditioned attic 6 6
10 non-structural headers in non-load bearing walls 2 2
11 engineered roof framing/trusses 4 4
12 Structural Insulated Panels (roof) 6
13 new roofing (min 25-year warranty) 1 warranty
14 new roofing (min 30-year warranty) 2 warranty
15 new roofing (min 40-year warranty) 3 warranty
16 install high albedo shingle 1 product literature
17 roof drip edge installed 1 1
18 new roof gutters discharge water 5 feet away from foundation 1 1
NEW ATTICS & ROOFS SUBTOTAL 14
1J- ADDITIONS - NEW FLOORS & FOUNDATIONS
1 REQUIRED: seal all floor penetrations - x
2 REQUIRED: basement with R-10 continuous/ R-13 cavity insulation on concrete walls - x
3 REQUIRED: slab with R-10 edge insulation - x
4 REQUIRED: gravel bed as capillary break beneath new slab - x
5 REQUIRED: floor over unconditioned space with R-19 - x
6 spray-applied floor insulation 10
7 crawlspace unvented with R-10 continuous/R-13 cavity wall insulation 10
8 concrete with fly ash (min 25% fly ash) 3 content print-out
9 engineered floor framing 4
10 Insulated Concrete Forms 5
11 continuous foundation termite flashing 1
12 foundation drain on top of new footings 1
13 foundation drain at outside perimeter edge of new footings 2 2
14 drainage board installed for below grade walls 4 4
15 capillary break between foundation and new framing 2 2
16 alternative termite treatment installed 2
17 recycled concrete used as aggregate 1 letter
18 place addition on site to preserve trees within 25 feet of new foundations 2 2 letter
NEW FLOORS & FOUNDATIONS SUBTOTAL 10
VA 4.2009 Page 4
POINTS SCORE DOCUMENTATION
1K- ADDITIONS - NEW HVAC SYSTEMS
1 REQUIRED: air handlers and ductwork sealed with mastic - x
2 REQUIRED: code approved solid connector for all flex to flex connections - x
3 REQUIRED: 8.2 HSPF/ 11.5 EER/ 13 SEER - x
4 REQUIRED: Manual J calculation based on actual unit orientation - x
5 REQUIRED: maximum oversizing of cooling equipment 15% of Manual J (all) - x
6 REQUIRED: maximum oversizing of heating equipment 25% of Manual J (all) - x
7 REQUIRED: no electric resistance heat as primary heat source for any portion of conditioned
- x
space
8 REQUIRED: adaptive recovery for programable thermostats when used with heat pumps - x
9 REQUIRED: Supply ductwork in unconditioned spaces insulated to R-8 - x
10 REQUIRED: fresh air introduced to each unit per ASHRAE Standard - x
11
- x
REQUIRED: Duct leakage not to exceed 10% of system air flow capacity/nominal 400 cfm/ton
12 90+ AFUE furnaces 6
13 SEER 14 cooling equipment 4
14 SEER 15 cooling equipment 7
15 HSPF 8.5 heat pumps 2
16 HSPF 8.7 heat pumps 4 4
17 install Variable speed blower 6
18 geothermal heat pumps 12
19 sensible heat fraction ≤0.75 on all air conditioners 2 submit w/ worksheet
20 certify total duct leakage less than <5% 15
21 air handler and ductwork in conditioned space 8 8
22 duct design complies with Manual D 5 submit w/ worksheet
23 airflow for each duct run measured and balanced within 15% of designed value 3 3 submit w/ worksheet
24 no ducts in exterior walls or vaulted ceilings 3 3
25 rigid sheet metal supply trunk 2 2
26 provide return pathways for all supply air 3 3
NEW HVAC SYSTEMS SUBTOTAL 23
HIGH PERFORMANCE BUILDING TOTAL 120
2- VENTILATION
1 REQUIRED: No unvented combustion fireplaces or space heaters are permitted as part of project.
2 REQUIRED: All ducts protected until flooring is completed.
3 install carbon monoxide detectors (one per unit required) 4 4
4 install radon/soil gas vent system 3
5 install low noise (< 2.0 sones) ENERGY STAR bath fans in additions 2 2 product literature
6 install low noise (< 2.0 sones) ENERGY STAR bath fans in pre-existing unit 2 2 product literature
7 install new automatic tub/shower room fan controls (e.g. timer) 1
8 install new kitchen range hood or downdraft vented to exterior 3 3
9 install new ceiling fans (minimum of 2 fans/unit) 1
10 install new whole unit fan 2
11 install new controlled house ventilation (<0.35 ACH) 4
12 install new dehumidification system (in addition to condensing coil) 5
13 create new vented storage room 1
14 create water heater combustion closet or install power vented unit 6
15 remove power roof vents 1
16 new filter/air cleaner MERV 8 or greater 2 2 product literature
17 ducts protected until construction is completed 2 2
18 remove all existing unvented fireplaces and space heaters 3 product literature
19 install rigid metal ductwork for all new bath exhaust fans 1
VENTILATION TOTAL 15
VA 4.2009 Page 5
POINTS SCORE DOCUMENTATION
3- WATER - INDOOR
1 REQUIRED: All new fixtures must meet National Energy Policy Act standards for low flow.
2 install water filter (NSF certified) 1 product literature
3 install high efficiency clothes washer (in unit) 2 product label
4 replace all existing showerheads with max 1.75 gal/min showerheads 6 6 product literature
5 replace all existing showerheads with max 2.25 gal/min showerheads 4 product literature
6 replace all existing toilets with max 1.30 gal/flush or dual flush toilets 6 6 product literature
7 replace all existing toilets with max 1.45 gal/flush toilets 4 product literature
8 install hot water demand re-circulation system 2
9 install water heater jacket on water heater 1
10 install water heater pipe insulation on first two feet of pipe 1 1
11 install solar domestic water heating 8
12 install tankless gas water heating system 8
13 install heat pump water heater (De-Superheater) 4
14 install high efficiency water heater (exceed min EF: gas 0.62, electric 0.93) 6 6 energy guide label
WATER - INDOOR TOTAL 19
4- FIXTURES & FINISHES
1 install ICAT rated recessed integrated ballasts and CFL bulbs 5
2 replace minimum 50% of incandescent interior lights located in high use areas (kitchen, main living
3
areas, foyer,hall, bath) with ENERGY STAR fixtures product literature
3 replace 100% of incandescent interior lights with ENERGY STAR fixtures (including ceiling fans and
6 6
ventilation fans)
4 replace 100% bulbs of incandescent interior lights with compact fluorescent bulbs 2
5 install automatic outdoor lighting controls (motion sensors) 2
6 install automatic outdoor lighting controls (integral photocells) 2 2
7 install high efficiency exterior lighting 2 2 product literature
8 install ENERGY STAR dishwasher 1 1 product label
9 install ENERGY STAR refrigerator 5 5 product label
10 reclaimed wood flooring 2 product literature
11 recycled content tiles (min 30% recycled) 2 product literature
12 cork or bamboo flooring 1
13 new carpet (min 50% recycled) 2 2 product literature
14 new carpet pad (min 50% recycled) 1 1
15 all new cabinets, shelves, and countertops are urea formaldehyde free 1 1 product literature
16 all new and existing surfaces of particle board sealed 1
17 low VOC paints used (less than 150 g/L on 100% of walls) 2 2 product literature
18 low VOC stains and finishes used on wood floors 1 1 product literature
19 new carpet low VOC certified by the Carpet & Rug Institute 2 2 product literature
FIXTURES & FINISHES TOTAL 25
5- WASTE MANAGEMENT
1 REQUIRED: No construction materials shall be burned or buried on job site or anywhere but in a state-approved landfill.
5A- RECYCLE CONSTRUCTION WASTE
1 divert 75% beverage containers from work crews 1 1
2 divert 75% cardboard from new fixtures & appliances 1 1
3 divert 75% metal (copper piping, wires, or sheet metal) 2 2
4 divert 75% wood (grind and use as mulch) 3
5 divert 75% drywall (installers can grind, or remove and recycle) 3 3
6 divert 75% carpet (new carpet installers can recycle old carpet) 2 2
RECYCLE CONSTRUCTION WASTE SUBTOTAL 9
5B- SALVAGE FOR REUSE (On or off jobsite)
1 appliances (refrigerators, and/or dish washers, and/or stoves: min. 50%) 3 if off site, letter
2 cabinets, millwork, or trim (min of 50%) 2 if off site, letter
3 wood floors 3 if off site, letter
4 doors (minimum of 2 doors/unit) 2 if off site, letter
5 bathtubs or sinks (min of 50%) 2 if off site, letter
6 reuse 100% of bathtubs or sinks 2
SALVAGE FOR REUSE SUBTOTAL
WASTE MANAGEMENT TOTAL 9
VA 4.2009 Page 6
POINTS SCORE DOCUMENTATION
6- LANDSCAPING/SITE MANAGEMENT PRACTICES
1 soil tested and amended 4 4 test results
2 native and drought tolerant plants installed (min of 85%) 4 4 species list
3 no irrigation 2 2
4 install drip irrigation system 2
5 install greywater irrigation 5
6 new outdoor decking and porches (min 40% recycled) 2
7 install rainwater harvest system 3
8 erosion control site plan 2 2 site plan
9 regrade land to slope away from building 2 2
10 use of redundant mulch, compost, or straw bales for erosion control 3
11 individual trees fenced at drip line (1 point per tree, max 5 trees) 1 per tree 5
LANDSCAPING/SITE MANAGEMENT TOTAL 19
7- HOMEOWNER & CONTRACTOR EDUCATION
1 lead paint test performed 2 2 copy of results
2 asbestos test performed 2 2 copy of results
3 perform radon test and provide results to homeowner/leasee 2 copy of results
4 provide energy operations orientation and binder to homeowner/leasee 1 1 copy of binder
5 install built-in recycling center 2
6 contractor has Certified Land Disturber on site/staff 2 2 certificate
HOMEOWNER & CONTRACTOR EDUCATION TOTAL 7
8- BONUS POINTS
1 site located within 1/2 mile of mass transit 3 3
2 sidewalk connects project to business district (max 2 miles) 2 2
3 street trees--minimum interval 40 ft. 3
4 solar electric system providing 10% of project requirements 25
5 alternative fuel vehicles: electric charging station or natural gas pump 4
6 alternative transportation accommodation: bike racks, covered bus stop, etc. 4 4
7 dedicated pedestrian and bicycle access to surrounding sites 3 3
8 housing affordability -- 5% 1
9 housing affordability --10% 2 2
10 average density greater than 15 units per acre 3 3
11 centralized community recycling center 5
12 community garden areas 3
13 universal design incorporated in minimum 80% of units 5
14 handicapped visitability at least 150% of minimum unit number required by code 3 3
15 exterior lighting designed to reduce light pollution 4 lighting plan
16 proximity to Regional Bike Path -- Existing 1 1
17 proximity to Regional Bike Path -- Planned 1
18 common areas use alternative energy (solar pool heater or solar lighting) 5
19 exceeds ENERGY STAR or 30% goal (1 point for each 5%)
20 Innovation points - Builder submits specifications for innovative products or design features to
qualify for additional points
BONUS POINTS TOTAL 21
EARTHCRAFT HOUSE TOTALS
HIGH PERFORMANCE BUILDING 120
VENTILATION 15
INDOOR WATER 19
FIXTURES & FINISHES 25
WASTE MANAGEMENT 9
LANDSCAPING/SITE MANAGEMENT 19
HOMEOWNER & CONTRACTOR EDUCATION 7
BONUS POINTS 21
GRAND TOTAL 235
Points Required
140 renovations that change exterior shell of building but use only existing foundation
160 renovations that add a foundation
VA 4.2009 Page 7
2011 Multifamily Construction Specifications Sheet
Developer Name Howard Manor, LLC Office # 202-885-9552
Builder Name TBD Mobile # 202-627-9940
Project Name Howard Manor Apartments Project Type Renovation w/Addition
Air Handler - First Co. 24 CLX-8 Efficiency, 1 bd 15 20.5 MBH 1.5 ton
Air Handler - First Co. 24 CLX-10 2 BR & Comm Ctr 15 25.6 MBH 1.5 ton
Geothermal heat pumps, solar water heating, and PV require separate spec sheet – Request from Southface.
Duct size: 4" Rate (CFM): 80 Hours/Day: 45-min. delay Fan Watts: 7.4 W max.
When using ventilation controllers, check here_____. When using ERV/HRV, enter specs below.
Extra
WATER HEATING Make and EF Fuel Type Capacity Insulation?
- Unit Types model # Or Tankless
AO Smith Conservationist
Unit Hot Water Heater .95 Electric 40 gallon n/a
#PXHS-40
% Pin-Based
Fluorescent Lighting % Compact Fluorescent
- Unit type Fluorescent Lighting
Lighting
Used
Surface Round 90% 10%
Recessed 2 x 2 100% 0%
Building Orientation*
- Building name or number Orientation of front face * If complete site plan is provided,
South including clearly labeled orientation,
2001-2003 N. Cleveland
completing this table is not necessary.
2500-2504 20th Road North West
Contact Data
Owner: Community Preservation and Development Corporation
5513 Connecticut Avenue
Washington, DC 20015
202‐885‐9567
Attn: Paul Browne, Vice President
Management: Edgewood Management Corporation
20316 Seneca Meadows Parkway
Germantown, MD 20876
Terrence Kelly, Property Manager
Larry Davis, Regional Property Manager
Relocation Services: Edgewood Management Corporation
Donna Morris, Relocation Coordinator
Project Overview
The Community Preservation and Development Corporation (CPDC) is working to purchase Howard Manor
during the summer of 2011. The property has 76 units, including efficiencies, one and two bedroom units,
distributed in 2 five‐ story and 1 four‐story apartment buildings. CPDC has applied for a $6.4 million
AHIF loan from Arlington County and $3.5 million conventional loan to facilitate the purchase of the
property. Currently, the property has no committed affordable units, however, upon acquisition; CPDC
proposes to convert 100% of the units to be restricted at affordable rents for households who earn
between 50‐60% of the area median income (AMI) or less. The affordability transition will be phased in
over a period of 12 months. Adding these affordable units will be considered Phase I of the project. CPDC
does not anticipate any relocation during Phase I of the project.
According to the property manager 35% of the units turn over each year. So, we expect to implement the
affordability through attrition. Final decisions about the affordability percentages can only be made after
we acquire the property and work with residents to fully determine their needs. To the extent that there
are long term residents in place who do not qualify for affordable units, CPDC will adjust the planned
affordability mix to accommodate up to 10% of the residents at market rents. Our ultimate goal is to have
at least 90% of the project affordable at 60% of AMI for 60 years.
Once CPDC has acquired the property, staff will apply for Low‐Income Housing Tax Credits to fund
significant renovations of the project. This is Phase II of the project and is contingent on the award of low‐
income housing tax credits. If low‐income housing tax credits are awarded, CPDC will move
forward with plans to renovate Howard Manor. The renovations will be significant and will require
residents to move out of their apartments during the renovations. Generally, the apartment
renovations and repairs will include:
• Replacement of heating & cooling systems
• Replacement windows & doors
• Kitchen upgrades to include:
o flooring
o appliances
o kitchen cabinets & countertops
• Electrical upgrades to include:
o panels
o lighting
• Modernization of bathrooms.
The renovations will be scheduled in 2 or 3 phases to minimize the number of residents who must move
offsite. During Phase I we will consolidate vacancies to accommodate construction.
Unit Mix
The current unit mix is:
Market Affordable
# of Bedrooms
Units
Efficiencies 28
1 bedroom 33
2 bedrooms 15
Total 76
Howard Manor Relocation Plan
2
CPDC proposes to purchase and completely renovate Howard Manor, providing more family sized units.
The proposed post rehab unit mix is:
# of Bedrooms Affordable Units
efficiencies 9
1 bedrooms 39
2 bedrooms 28
Total 76
The final affordability mix after the award of Low‐Income Housing Tax Credits is unknown at this time, but
will be at least 90% affordable at 60% of AMI.
Tenant Profile
CPDC was able to gather some data from the current Site Manager and used that information to put
together a general profile of the residents of Howard Manor.
Howard Manor has 76 units: 28 efficiencies, 33 one‐bedrooms and 15 two‐bedroom. Most of the residents,
approximately 70%, have lived at the property less than 3 years. Only two households have lived at
Howard Manor for longer than 10 years. Half of the households are currently on month‐ to ‐month leases.
According to the Site Manager there are approximately 4 families with children. Two of these households
are believed to have school‐aged children while the remaining two households have kids under the age of
5. There are 2 households with seniors. According to the site manager no one residing at the property has
a disability. One household receives rental assistance (housing grant). Anecdotal evidence from the
property management suggests that English and Spanish are the languages most commonly spoken at the
property.
The average annual household income at the property is $31,500. According to the information given by
residents when they moved in, only 2 households earn more than $60,000. Most earn between $28,000
and $35,000. Past experience has shown that it is difficult to get accurate household income data without
doing thorough income verification, so these numbers should be used only as a guide.
During Phase I, CPDC anticipates no temporary or permanent displacement and expects that all households
will be eligible to stay at the property, unless there are lease violations.
During Phase II, all households will have to move at least once. CPDC anticipates that 10‐15 households will
be temporarily displaced. However, CPDC expects that all of these households will be eligible to live at the
property once the renovations are complete. All vested households who move offsite to accommodate the
renovations will have the option to move back to Howard Manor as long as they were in good standing with
their lease when they moved.
A more detailed tenant profile can be found in Appendix A.
Phase I and Permanent Displacement
CPDC and its management company will work to keep all residents in their current apartments during Phase
I. CPDC does not anticipate that any resident will be permanently displaced from the property due to the
refinancing (Phase I). To minimize displacement, CPDC has requested at least 6 months to phase in the new
affordability restrictions for the County. During this time, CPDC will first give current residents the option
Howard Manor Relocation Plan
3
of applying for an affordable apartment, using the Priority Ranking System (Appendix B) to determine the
order residents will be offered affordable apartments.
According to the tenant profile, 90% of households may qualify for affordable units. Past experience shows
that the actual number of households will be less, but the property management staff will have a large pool
of current residents who will likely qualify. If CPDC has not filled the required number of affordable
apartments with current households, then they will lease vacant apartments as affordable units. The
property has an annual turnover rate of 35%, meaning that many households will likely move out on their
own during this process, opening up units that can be set aside as affordable. If CPDC is still unable to
designate 90% of the units as affordable within the designated timeframe, then it may be necessary to issue
120 Day Notices to households who are over‐income. Although this scenario is very unlikely CPDC will use
the priority ranking system to determine which households will be issued 120 Day Notices and will provide
relocation assistance as set out below.
Renovations and Permanent Displacement
During Phase II renovations, construction will be completed in phases to minimize displacement. The
contractors will work on 1 building at a time. CPDC will issue 120 Day Notices to Vacate and Notices of
Eligibility to all households in the first phase of construction. Vested residents will be eligible to receive
relocation payments in accordance with Arlington County guidelines (outlined in Exhibit C), and all
households will receive relocation services. Relocation staff will work to find comparable housing for these
households in the first phase of construction, including other available units at Howard Manor. The
households affected by the first phase of the construction who move offsite temporarily and will be offered
renovated units onsite according to the Priority Ranking System.
Households who live in buildings that will be renovated in the second and third phases of construction will
be issued 120 Day Notices to Vacate and Notices of Eligibility. These households may have the option of
moving directly into renovated apartments at Howard Manor depending on their Priority Ranking. If
residents do not move directly into a renovated unit, then they will move offsite temporarily until their
name comes up on the Priority Ranking System list.
In order to ensure that residents are relocated to safe, affordable and proximate units, CPDC will provide
residents with current listings of vacant units within Arlington County and referrals to home ownership
programs. Relocation staff will be attentive and responsive to the individual needs and preferences of all
residents, particularly those families with children and residents with special needs. Staff will make it a
priority to relocate households in such a way that allows children to continue to go to the same schools.
Additionally, CPDC shall ensure that all required county notifications and advisory service procedures are
followed carefully to assure that residents do not vacate Howard Manor without having been informed
about their rights under Arlington County Relocation Guidelines.
New Leases
CPDC will phase in new leases for residents as current leases expire. CPDC will also offer all households
with a month to month lease the opportunity to sign a new lease.
Occupancy
The current occupancy standard for the property is 2 people per bedroom, plus 1. CPDC enforces an
occupancy standard of 2 people per bedroom at its other properties, and would work to eventually phase
in this new standard at Howard Manor. CPDC will grandfather all vested residents with the previous
owner’s occupancy standards. All new households, however, will have to be restricted to 2 people per
bedroom. CPDC will work with any vested households who have more people listed on their lease than is
permitted (3 people for a one bedroom, 5 people for a two bedroom). If it is necessary for these
Howard Manor Relocation Plan
4
households to move, CPDC will issue a 120 Day Notice and the households will be eligible for relocation
payments.
New Rents
The current rent ranges and projected rent ranges are listed below:
60% Rents after 50% Rents 40% Rents
Current Avg.
Renovations* after after
Rent
(before utility Renovations* Renovations
(including all
allowance is
utilities)
subtracted)
Efficiencies $835 $1079 $899 $719
1 bedroom $942 $1,156 $963 $770
2 bedroom $1,250 $1,386 $1155 $924
*These are the 2010 maximum allowable rents for 40, 50 & 60% AMI units, before being lowered for any
utilities paid by residents after the project is renovated. These rents will be adjusted based on any changes
with the area median income. Final rents will vary depending upon lender and investor underwriting but
will not exceed the LIHTC limits.
Once CPDC purchases Howard Manor, residents will be given the opportunity to apply for affordable
apartments (see “Phase I and Permanent Displacement” on page 3). CPDC will designate at least 90% of
the units at rents affordable to households earning 60% of the area median income.
Some households may experience rent increases in order to bring rents up to levels consistent with the
current market and to ensure that the property continues to perform well during the interim period before
renovations. The rent increases will not exceed 10% and will be implemented no sooner than the end of
residents’ current lease term. The majority of tenants are at or close to our projected post‐acquisition
rents, therefore CPDC does not anticipate many tenants will be subjected to a rent increase approaching
the maximum limit.
Relocation Plan Implementation
Tenant Meetings and Surveys‐ CPDC has been prohibited by the seller from holding a meeting with the
residents from Howard Manor to present the relocation plan. However, CPDC has a good record of
including residents in the decision making of all major redevelopment and renovation projects and
looks forward to meeting with the residents from Howard Manor. Within two weeks of acquiring
Howard Manor, CPDC's bilingual (English/Spanish) relocation staff will host a meeting with the
residents to introduce CPDC and present the relocation plan. Then, with sufficient public notification to
tenants, CPDC will present the relocation plan to the Tenant Landlord Commission for final approval. In
the weeks following that meeting, relocation staff and consultants will survey the Howard Manor
residents, determine their eligibility and answer any questions they may have.
Staffing – CPDC’s Relocation Coordinator and Asset Manager will be responsible for working with
residents throughout this process. They will be supported by the property management staff and the
project manager.
Howard Manor Relocation Plan
5
Language – All written notices will be issued in English and in Spanish. Meetings will also be in English
and Spanish. CPDC staff will also provide residents with additional translations of written material if
requested.
Payments
All eligible residents who receive a 120 Day Notice will receive financial and other assistance pursuant the
Arlington County Guidelines, regardless of their current lease term. Payment or reimbursement of the
transfer of utilities and other actual moving expenses will be paid, and security deposits and accrued
interest, if applicable, will be refunded back to the households within an expedited timeframe. Residents
will receive payments directly to the leaseholders or they may opt to have their relocation payment made
out to moving companies that they hire. CPDC will use the relocation payments listed in the Arlington
County Relocation Guidelines.
Eligibility
All households in good standing under their lease and in residence at the time of county board approval of
the acquisition funding, will be eligible for relocation payments, and all households regardless of standing
will be eligible for relocation services.
Reports to County Staff
CPDC will coordinate all relocation efforts with the appropriate county staff, and will produce all required
reports on a timely basis.
Howard Manor Relocation Plan
6
Appendix A
Howard Manor Tenant Profile
The following data was verbally obtained from the current Property Manager based on his knowledge of residents at
Howard Manor. It is the most current and complete information that CPDC has been able to retrieve from the seller
about the residents.
UNIT MIX
Howard Manor has 76 units: 28 efficiencies, 33 one‐bedrooms and 15 two‐bedrooms.
Unit Mix
efficiencies 28
1 bedroom 33
2 bedrooms 15
Total 76
LENGTH OF TENANCY
Most of the residents, approximately 70%, have lived at the property less than 3 years. Only four
households have lived at Howard Manor for longer than 10 years. Half of the households are currently on
month to month leases.
Length of Tenancy
Less Than 1 year 23
1 – 3 years 28
3 – 5 years 19
5 – 7 years
7 – 10 years
10 or more years 4
Average
# of Month to Month
51
leases
CURRENT RENTS AND UTILITIES
Currently, all utility expenses are included in the rent. After the property is renovated, this will likely
change, however, the specifics have not been finalized. Below is a chart outlining the minimum, maximum
and average rents at the property:
Current Rents
Avg. Rent Min. Rent Max. Rent
efficiencies $835 $790 $880
1 bedroom $942 $890 $995
2 bedroom $1,250 $1,140 $1,360
LANGUAGES SPOKEN
We do not have any record of languages spoken at the property, but anecdotal evidence from the property
management shows that Spanish is the primary language, other than English, spoken at the property.
RENTAL ASSISTANCE
One household is currently receiving a housing grant.
Howard Manor Relocation Plan
7
HOUSEHOLD CHARACTERISTICS
Based on the information provided by the Site Manager, there are approximately 4 families with children.
Two of these households are believed to have school‐aged children while the other two households have
kids under the age of 5. There are 2 households with seniors. No one with a disability currently resides at
the property.
Household Characteristics
HH with Children: 4
HH with Seniors 2
# Disabled person (estimated) 0
HOUSEHOLD INCOME
The average household income at the property is around $31,500. According to the information provided
by the Property Manager, only 2 households earn more than $60,000. Most earn between $28,000 and
$35,000. Past experience has shown that it is difficult to get accurate household income data without
completing thorough income verification, so these numbers should be used only as a guide. According to
the data we have at this time, 90% of the households earn 60% of the AMI or less, indicating that most of
the households will qualify for an affordable unit.
Income **
Minimum $28,000
Maximum $60,000
Average $31,500
Less than $20,000 0
$20,000 ‐ $29,000 30
$30,000 – $39,000 35
$40,000 ‐ $49,000
$50,000 ‐ $59,000 0
$60,000 or more 2
# of HH at 60% AMI or less 68**
**We intend to obtain tenant information upon acquiring the property, the information provided above
is based on knowledge of the current property manager is will more than likely change.
OCCUPANCY
The current occupancy standard for the property is 2 people per bedroom, plus 1. CPDC enforces an
occupancy standard of 2 people per bedroom at its other properties, and would eventually phase in this
standard at Howard Manor. According to the leases, 2 households are currently in violation of the 2 people
per bedroom plus 1 standard. The following chart reflects the number of people currently living at the
Howard Manor:
CURRENT OCCUPANCY
1 person 2 people 3 people
efficiencies 28
1 bedroom 30 2
2 bedroom 0 10 4
TOTAL 58 12 4
Howard Manor Relocation Plan
8
Appendix B
Howard Manor
Priority Ranking System
Condition Point(s)
Child Under 18 years of age 1 Point for Each Child
A member of the household is 62 years of age or older 2 points
A member of the household has a disability 2 points
Previously displaced by redevelopment in Arlington County 1 point
Household currently receives rental assistance 1 point
Years of tenancy:
1 Year 1 point
2 Years 2 points
3 Years 3 points
4 Years 4 points
5 Years 5 points
6 – 10 Years 6 points
11 Years or Over 7 points
Howard Manor Relocation Plan
9
Appendix C
Howard Manor
Relocation Payment Schedule
Unit Type Unfurnished Furnished
Efficiency $750 $390
1 Bedroom $900 $450
2 Bedroom $1,200 $500
Tenants whose verified income is below the HUD Very Low Income Limit will receive a payment equal to
150% of the payment schedule, as indicated below:
Unit Type Unfurnished Furnished
Efficiency $1,125 $585
1 Bedroom $1,350 $675
2 Bedroom $1,575 $750
**Moreover, if it is determine that the Uniform Relocation Act applies to the project the owner
will provide relocation assistance (including relocation payments) in accordance with the Act.
Howard Manor Relocation Plan
10
TAB H
(PHA/Section 8 Notification Letter)
TAB I
(Local CEO Letter)
TAB J
(Homeownership Plan)
EXHIBIT N/A
TAB K
(Site Control Documentation-
Documentation of Most Recent Real Estate
Tax Assessment – Acq. Rehab. Only)
Arlington Virginia Dept. Of Real Estate Assessments: Property Information Page 1 of 2
Property Search
Property Information
Ownership information current to sales recorded on/about 1/24/2011.
ASSESSMENT HISTORY
IMPROVEMENT TOTAL
EFFECTIVE DATE LAND VALUE
VALUE VALUE
2011 01- Annual $2,015,800 $1,350,200 $3,366,000
2010 01- Annual $2,015,800 $945,200 $2,961,000
2009 01- Annual $2,376,000 $830,100 $3,206,100
2008 01- Annual $2,376,000 $1,200,200 $3,576,200
2007 01- Annual $2,160,000 $1,338,000 $3,498,000
2006 01- Annual $1,800,000 $1,227,500 $3,027,500
2005 01- Annual $1,440,000 $1,138,900 $2,578,900
http://www.arlingtonva.us/departments/realestate/reassessments/scripts/Inquiry.asp?action=... 2/3/2011
Arlington Virginia Dept. Of Real Estate Assessments: Property Information Page 2 of 2
SALES HISTORY
This parcel contains a Resource Protection Area (RPA) stream buffer. Land disturbance and tree removal
within RPAs is subject to specific provisions of the County's Chesapeake Bay Preservation Ordinance. For
more information about these requirements, call the Dept. of Environmental Services (DES) at 703-228-
4488 703-228-4488 . You may click here for more information on Resource Protection Areas.
VIEW SALES IN THIS NEIGHBORHOOD
START NEW SEARCH GO TO PREVIOUS RPC GO TO NEXT RPC VIEW MAP
Please address any questions, comments, or concerns to the Department of Real Estate Assessments by
email: realog2 (at) arlingtonva.us
About
Assessment Information
Forms
News
Contact Us
Contact Us • Site Map • FAQs • About PDFs • Terms and Conditions • Accessibility
2100 Clarendon Blvd. Arlington, VA 22201 Tel: 703-228-3000 TTY: 703-228-4611
http://www.arlingtonva.us/departments/realestate/reassessments/scripts/Inquiry.asp?action=... 2/3/2011
Arlington Virginia Dept. Of Real Estate Assessments: Property Information Page 1 of 2
Property Search
Property Information
Ownership information current to sales recorded on/about 1/24/2011.
Additional Addresses:
2506 20th RD N |
ASSESSMENT HISTORY
IMPROVEMENT TOTAL
EFFECTIVE DATE LAND VALUE
VALUE VALUE
2011 01- Annual $3,309,600 $1,727,300 $5,036,900
2010 01- Annual $3,309,600 $966,000 $4,275,600
2009 01- Annual $3,901,000 $1,048,400 $4,949,400
http://www.arlingtonva.us/departments/realestate/reassessments/scripts/Inquiry.asp?Action=... 2/3/2011
Arlington Virginia Dept. Of Real Estate Assessments: Property Information Page 2 of 2
SALES HISTORY
Please address any questions, comments, or concerns to the Department of Real Estate Assessments by
email: realog2 (at) arlingtonva.us
About
Assessment Information
Forms
News
Contact Us
Contact Us • Site Map • FAQs • About PDFs • Terms and Conditions • Accessibility
2100 Clarendon Blvd. Arlington, VA 22201 Tel: 703-228-3000 TTY: 703-228-4611
http://www.arlingtonva.us/departments/realestate/reassessments/scripts/Inquiry.asp?Action=... 2/3/2011
TAB L
(Plan of Development Certification Letter)
EXHIBIT N/A
TAB M
(Zoning Certification Letter)
TAB N
(Copies of 8609’s To Certify Developer Experience)
TAB Q
(Documentation of Rental Assistance)
Allowances for U.S. Department of Housing
Tenant-Furnished Utilities and Urban Development
And Other Services Office of Public and Indian Housing
Monthly
Actual Family Allowances To be used by the family to compute allowance Utility or Service Cost
Complete below for the actual unit rented. Heating
Name of Family Cooking
Other Electric
Air Conditioning
Address of Unit Water Heating
Water
Sewer
Trash Collection
Range/Microwave
Number of Bedrooms Refrigerator
Other
Total
TAB R
(Documentation of Operating Budget)
Exhibit R
Documentation of Operating Budget
The proposed operating budget for Howard Manor was based on CPDC’s analysis of the
property’s audits for 2008 and 2009, as well as an analysis of the property performed by
Edgewood Management Corporation. Adjustments were made to reflect the change of
owner paid utilities to tenants paid electricity and hot water. The property will convert to
all electric with the exception of gas laundry equipment. Also, the property has one
employee that serves as both the site and maintenance manager. The proposed budget
anticipates have both a site manager as well as a maintenance supervisor.
TAB S
(Documentation of Project Budget)
TAB T
(Documentation of Financing Sources)
Community Development Banking Group
730 15th Street, NW 8th Floor
DC1-701-08-05
Washington, DC 20005
Steve Gildersleeve
Senior Vice President
202.442.7539
March 4, 2011
We have had the opportunity to review the Howard Manor Apartments project and wanted to let
you know of our interest in being the equity investor for the transaction. This letter of interest is
submitted on behalf of Howard Manor LLC, as applicant, in support of applicant’s tax credit
application. Please note that this is neither a commitment nor a letter of intent to invest, but
simply an indication of our interest in pursuing this opportunity.
We understand that this partnership is not anticipated to close until late 2011, and is subject to
allocation and provision of Low Income Housing Tax Credits. We understand that the project is
projected to support 9% Federal credits totaling $925,854. Accordingly, we estimate that we
will be able to provide 91 cents in equity for every dollar of federal Low Income Housing Tax
Credit to be provided ($8,424,429) based on the following pay-in schedule: $2,106,107 (25%) at
closing; $5,897,100 (70%) at conversion; and $421,222 (5%) at 8609 delivery.
Please note that we will re-evaluate our pricing 30 to 60 days before closing, and our pricing will
reflect our yield and shareholder requirements at that point in time. In addition, please note that
this equity investment is subject to acceptance of a Bank of America proposal for construction
debt, verification of projection information, and completion of our underwriting, due diligence
and documentation. Specific terms of both the equity and debt will be provided upon completion
of our normal due diligence process.
1
Equity Letter of Interest Howard Manor Apartments
I believe Bank of America’s LIHTC equity and affordable housing debt products will provide
you with the strength of Bank of America’s franchise, as well as competitive pricing, and
expedited underwriting and closing.
Best regards,
Steve Gildersleeve
Senior Vice President
Bank of America, N.A.
2
TAB U
(Documentation – include any as applicable to development:)
• To Request Exception To Restriction-Pools With Little/No Increase In Rent
Burdened Population
• Of site location in an urban development area as defined in §15.2-2223.1 of the
Code of Virginia
• Of the development participating in a locally adopted affordable housing
dwelling unit program area as described in either §15.2-2304 or §15.2-2305 of
the Code of Virginia
TAB V
(Nonprofit or LHA Purchase Option or Right of First Refusal)
TAB W
(Original Attorney’s Opinion)
COUNSELORS AT LAW
This undersigned firm represents the above-referenced Owner as its counsel. It has received a copy of
and has reviewed the completed application package dated March 11, 2011 (of which this opinion is a
part) (the "Application") submitted to you for the purpose of requesting, in connection with the
captioned Development, a reservation of low income housing tax credits ("Credits") available under
Section 42 of the Internal Revenue Code of 1986, as amended (the "Code"). It has also reviewed
Section 42 of the Code, the regulations issued pursuant thereto and such other binding authority as it
believes to be applicable to the issuance hereof (the regulations and binding authority hereinafter
collectively referred to as the "Regulations").
Based upon the foregoing reviews and upon due investigation of such matters as it deems necessary in
order to render this opinion, but without expressing any opinion as to either the reasonableness of the
estimated or projected figures or the veracity or accuracy of the factual representations set forth in the
Application, the undersigned is of the opinion that:
1. It is more likely than not that the inclusion in eligible basis of the Development of
such cost items or portions thereof, as set forth in Parts VIII and IX of the
Application form, complies with all applicable requirements of the Code and
Regulations.
2. The calculations (a) of the Maximum Allowable Credit available under the Code
with respect to the Development in Part VIII of the Application form and (b) of the
Estimated Qualified Basis of each building in the Development in Part IX of the
Application form comply with all applicable requirements of the Code and
Regulations, including the selection of credit type implicit in such calculations.
KH 187718.2
www.kleinhornig.com
3. The appropriate type(s) of allocation(s) have been requested in Subpart I-D of the
Application form.
4. The information set forth in Subpart VII-C of the Application form as to proposed
rents satisfies all applicable requirements of the Code and Regulations.
8. It is more likely than not that the representations made under Subpart I-F of the
Application form as to the Development's compliance with or exception to the
Code's minimum expenditure requirements for rehabilitation projects are correct.
9. After reasonable investigation, the undersigned has no reason to believe that the
representations made under Subpart I-E of the Application form as to the
Development's compliance with or eligibility for exception to the ten-year "look-
back rule" requirement of Code §42(d)(2)(B) are not correct.
Finally, the undersigned is of the opinion that, if all information and representations contained in the
Application and all current law were to remain unchanged, upon compliance by the Owner with the
requirements of Code Section 42(h)(1)(E), the Owner would be eligible under the applicable
provisions of the Code and the Regulations to an allocation of Credits in the amount(s) requested in
the Application.
This opinion is rendered solely for the purpose of inducing the Virginia Housing Development
Authority ("VHDA") to issue a reservation of Credits to the Owner. Accordingly, it may be relied
upon only by VHDA and may not be relied upon by any other party for any other purpose.
This opinion was not prepared in accordance with the requirements of Treasury Depal t vent
Circular No. 230. Accordingly, it may not be relied upon for the purpose of avoiding U.S. Federal
KH 187718.2
Virginia Housing Development Authority
March 10, 2011
Page 3
tax penalties or to support the promotion or marketing of the transaction or matters addressed
herein.
KH 187718.2
TAB Y
(Marketing Plan for units meeting accessibility
requirements of HUD section 504)
Howard Manor Apartments
Marketing Plan for Handicapped Accessible Units
Eight of the units at Howard Manor Apartments will be renovated and fully equipped to
accommodate the needs of those with physical disabilities and with hearing and sight
impairment and 4 additional units will be equipped specifically for hearing and sight
impaired only. The units will be equipped to comply fully with HUD regulations
interpreting accessibility requirements of The Uniform Federal Accessibility standards in
accordance with the Architectural Barriers Act, 42 U.S.C. 4151‐4157.
At initial occupancy and upon turnover, each of the accessible units will be held vacant
until they are leased to an eligible household.
The Owner and Managing Agent will create a flyer that lists the basic accessibility
features of the units that meet the accessibility requirements of HUD Section 504
regulations. This flyer will be made available in alternative formats upon request;
including large print, computer diskette or audiotape. The flyer will be distributed via
US postal service or email to organizations whose emphasis is placed on assisting
persons with special needs; including:
County of Arlington
- Department of Human Services (703) 228‐1300 TTY (703) 228‐1788
- Housing Assistance (703) 228‐3765, Health & Mental Health programs
(703) 228‐4864
County of Arlington Office for Persons with Disabilities (703) 228‐7096
Virginia Board for People with Disabilities (804) 786‐0016
Centers for Independent Living
- Department of Community Planning, Housing & Development
(703) 228‐3760
- Access Arlington (703) 5228‐3800
Northern Virginia Regional Commission
(703) 642‐0700 V
Independence Center of Northern Virginia (Local Independent Living Center)
(703) 525‐3268 V
(703) 525‐3553 TTY
(703) 525‐3585 FAX
Coalition for Housing Opportunities In the Community
(703) 851‐5257 V
choicenova@comcast.net
Arlington Disability Services Board
(703) 228‐1700
Access Virginia (Statewide Accessible Housing Registry)
http://www.accessva.org
Public and Community Relations
The Owner and Managing Agent will work with local organizations, neighborhood civic
organizations, places of worship, city and government officials dedicated to assisting
physically impaired individuals to identity potential qualified residents.
PERSONNEL
Community Manager ‐ Resident relations, marketing, rent collection, certification and
recertification procedures, selection of applicants, maintenance of resident files,
preparation and submission of required reporting, supervision of project staff, physical
maintenance of property, and other duties assigned by the Regional Property Manager.
Maintenance Engineer ‐ Respond to requests for maintenance services by residents,
keep property in good repair, establish and conduct preventive maintenance schedules,
supervise outside contractors, maintain property equipment and machinery, respond to
emergency situations after hours, and other duties assigned by the Community
Manager.
Custodial/Grounds Technician ‐ Janitorial duties, grounds keeping, unit turnover
preparation, and other duties assigned by the Community Manager.
CONSTRUCTION
The marketing staff will coordinate closely with the construction staff to ensure quality
control and to minimize confusion on scheduling. The delivery schedule will be
obtained from construction at the start of the construction phase. This schedule will be
updated daily to insure accuracy. The construction staff will inform marketing of delays
in the delivery of units.
The Community Manager or his/her designee will inspect the unit and sign a copy of the
punch‐out list if the work and the unit are acceptable to management. A copy of the
inspection and sign off on the punch‐out list will be kept on site in the unit file. If
further work is needed, construction will complete same and advise the Community
Manager when the work has been completed. After Management has accepted the
unit, and has scheduled a move‐in date for an acceptable resident, construction will
obtain the final approvals from the regulating agencies, and obtain a Certificate of
Occupancy for the unit just prior to move in of the new resident.
If there is a disagreement about the work needed or acceptance standards, then the
issue will be brought to the attention of the Owner or Owner’s designee for action.
The Owner will inform Management about construction changes that will affect leasing.
Management, in turn, will provide the Owner with weekly, or more often if requested,
status reports as to acceptance and leasing of units.
Construction shall not interfere with the marketing function. A written plan outlining
construction activity will be drawn up and agreed to by the General Contractor. The
plan will provide guidelines for:
1. Vehicle traffic
2. Parking
3. Hours of Operation once occupancy is started
4. Material storage
5. Site maintenance and cleanliness at all times
6. Deliveries
7. Supervision of trades
8. Access of occupied units
9. Areas of operation
10. Policing site at end of day to ensure cleanliness
11. Construction office
12. Security
13. Behavior of contractor and subcontractor personnel
14. Use of bathroom facilities
15. Loitering after hours by construction personnel
16. Consumption of alcohol or drugs on or near site
17. Trash
18. Hazardous materials
19. Safety
The plan will also establish liaisons from the construction staff. A procedure to deal
with latent defects and construction “call backs” that is acceptable to all parties will be
developed