Howard Manor

INSTRUCTIONS FOR THE
VIRGINIA 2011 LIHTC APPLICATION FOR RESERVATION
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.
An electronic copy of your completed application is a mandatory submission item.
Applications For 9% Competitive Credits

Applicants should submit an electronic copy of the application package on a CD prior to the
application deadline, which is 2:00 PM Richmond Virginia time on March 11, 2011. Failure to submit an electronic
copy of the application by the deadline will cause the application to be disqualified.
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.
Staff email addresses:

jim.chandler@vhda.com - dale.wittie@vhda.com
cara.wallo@vhda.com - jaynell.pittman-shaw@vhda.com - rebecca.rowe@vhda.com
v1.1.2011 Instructions
2011 Federal Low Income Housing
Tax Credit Program
Application For Reservation
Deadline for Submission
9% Competitive Credits
Applications Must Be Received At VHDA No Later Than 2:00
PM Richmond, VA Time On March 11, 2011
Tax Exempt Bonds

Applications should be received at VHDA at least one month
before the bonds are priced (if bonds issued by VHDA), or
75 days before the bonds are issued (if bonds are not issued
by VHDA)
Virginia Housing Development Authority

601 South Belvidere Street
Richmond, Virginia 23220-6500
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.
Electronic Copy of the Microsoft Excel Based Application (MANDATORY)

Scanned Copy of the Signed Tax Credit Application with Attachments (excluding market study and plans & specs) (MANDATOR
Electronic Copy of the Market Study (MANDATORY-Application will be disqualified if study not submitted with application)
Electronic Copy of the Plans (MANDATORY)
Electronic Copy of the Specifications (MANDATORY)
Electronic Copy of the Unit By Unit Work Writeup (MANDATORY if rehab)
$750 Application Fee (MANDATORY)
Tab A: Documentation of Development Location:
A.1 Qualified Census Tract Certification
A.2 Revitalization Area Certification
Location Map
Surveyor's Certification of Proximity To Public Transportation
Tab B: Partnership or Operating Agreement, including chart of ownership structure with percentage of interests (MANDATORY
Tab C: Virginia State Corporation Commission Certification (MANDATORY)
Tab D: Principal's Previous Participation Certification and Resumé (MANDATORY)
Tab E: Nonprofit Questionnaire (MANDATORY for points or pool)
The following documents need not be submitted unless requested by VHDA:
-Nonprofit Articles of Incorporation -IRS Documentation of Nonprofit Status
-Joint Venture Agreement (if applicable) -For-profit Consulting Agreement (if applicable)
Tab F: Architect's Certification (MANDATORY)
Tab G: Relocation Plan (MANDATORY, if rehab)
Tab H: PHA / Section 8 Notification Letter
Tab I: Local CEO Letter
Tab J: Homeownership Plan
Tab K: Site Control Documentation & Most Recent Real Estate Tax Assessment (MANDATORY)
Tab L: Plan of Development Certification Letter
Tab M: Zoning Certification Letter
Tab N: Copies of 8609s To Certify Developer Experience
Tab O: (Reserved)
Tab P: Plans and Specifications and Work Write-Up (MANDATORY)
Tab Q: Documentation of Rental Assistance
Tab R: Documentation of Operating Budget
Tab S: Documentation of Project Budget
Tab T: Documentation of Financing Sources
Tab U:
Documentation To Request Exception To Restriction-Pools With Little/No Increase In Rent Burdened Population
Documentation of site location in an urban development area as defined in §15.2-2223.1of the Code of Virginia
Documentation 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: Attorney's Opinion (MANDATORY)
Tab X: (Reserved)
Tab Y: Marketing Plan for units meeting accessibility requirements of HUD section 504
v1.1.2011 Submission Checklist

Low-Income Housing Tax Credit Application For Reservation
VHDA TRACKING NUMBER 2011-C-08

I. General Information
All code "Section" references are to, and the term "IRC" shall be deemed to mean, March 10, 2011
the Internal Revenue Code of 1986, as amended. (Date of Application)
A. Development Name and Location:

1. Name of Development Howard Manor Apartments
2. Address of Development 2001 N.Cleveland Street
(Street)
Arlington VA 22201
(City) (State) (Zip Code)
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)
14. Congressional District 8 http://dlsgis.state.va.us/congress/2001PDFs/chap7Tab.pdf

Planning District 8 http://www.vapdc.org/aboutpdcs.htm#PDC%20Map
State Senate District 31 http://dlsgis.state.va.us/senate/2001PDFs/Chap2Tab.pdf
State House District 48 http://dlsgis.state.va.us/House/2001HousePDFs/Chap1Tab.pdf
15. Location Map Attached (TAB A)
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
2. Credits requested from:

9% Credits
Nonprofit Set-Aside (All nonprofit owned developments which meet tests
described in Part II-D hereof may select this)
Local Housing Authorities Richmond MSA Pool
Planning District 8 (Inner Washington MSA) Pool Tidewater MSA Pool
Northwest / North Central VA Area Pool Balance of State Pool (Remaining Geographi
Non-Competitive Pool (Preservation) Non-Competitive Pool (Disability)
Tax Exempt Bonds

new construction, or
rehabilitation, or
acquisition and rehabilitation.
Federal Subsidies
The development will not receive federal subsidies.
This development will receive federal subsidies for:

all buildings or
some buildings.
D. Type(s) of Allocation/Allocation Year
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
E. Acquisition Credit Information

NOTE: If no credits are being requested for existing buildings being acquired for the development,
so indicate and go on to Part F: No Acquisition
Ten-Year Rule For Acquisition Credits

All buildings satisfy the 10-year look-back rule of IRC Section 42 (d)(2)(B), including the
10% basis/$15,000.00 rehab costs ($10,000 for Tax Exempt Bonds) per unit requirement.
All buildings qualify for an exception to the 10-year rule under IRC Section 42(d)(2)(D)(i),
Subsection (I)
Subsection (II)
Subsection (III)
Subsection (IV)
Subsection (V)
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.
F. Rehabilitation Credit Information
NOTE: If no credits are being requested for rehabilitation expenditures, so indicate and go
on to Section II. No Rehabilitation
Minimum Expenditure Requirements

All buildings in the development satisfy the rehab costs per unit requirement of IRC
Section 42(e)(3)(A)(ii).
All buildings in the development qualify for the IRC Section 42(e)(3)(B) exception to the
10% basis requirement (4% credit only).
All buildings in the development qualify for the IRC Section 42(f)(5)(B)(ii)(II) exception.
Different circumstances for different buildings. Attach a separate sheet and
explain for each building.
G. Request For Exception

The proposed new construction development (including adaptive reuse and rehabilitation that creates additional rental
space) is subject to an assessment of up to minus 20 points for being located in a pool identified by the Authority as a poo
with little or no increase in rent burdened population. N/A - Does not apply to this proposed development.
Applicant seeks an exception to this restriction in accordance with one of the following provisions under 13VAC10-180-
Proposed development is specialized housing designed to meet special needs that cannot readily be addressed
utilizing existing residential structures. Documentation Attached (TAB U)
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
II. OWNERSHIP INFORMATION
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
Must be an individual or legally formed entity
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)
Federal I. D. No. 27-4839782 (If not available, obtain prior to Allocation)

Phone 202-885-9552 Fax 202-895-8805 Email address sburney@cpdc.org
Type of entity: Limited Partnership Other Limited Liability Company
Individual(s) Corporation
Owner's organizational documents (e.g. Partnership agreements & ownership structure chart) attached (Mandatory TAB B)
Certification from Virginia State Corporation Commission attached (Mandatory TAB C)
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.
Principals' Previous Participation Certification attached (Mandatory TAB D) & resumé.
B. Seller Information:
Name Trump Investment Group LC Contact PersonPolly A. Dammann
Address 2631 Woodley Place
Falls Church, VA 22046 Phone 703-237-0746
Is there an identity of interest between the seller and owner/applicant? Yes No

If yes, complete the following:
Principal(s) involved (e.g. general partners, controlling shareholders, etc.)
Names Phone Type Ownership % Ownership
0.00%
0.00%
0.00%
0.00%
v1.1.2011 Page 4
C. Development Team Information:

Complete the following as applicable to your development team.
1. Tax Attorney: Jonathan Klein Related Entity? Yes No

Firm Name: Klein Hornig LLP
Address: 145 Tremont Street, Boston, MA 02111
Phone: (617) 224-0607 Fax: (617) 224-0601
2. Tax Accountant: Ed Ryan Related Entity? Yes No

Firm Name: Reznick Group
Address: 7700 Old Georgetown Road, Suite 400, Bethesda, MD 20814-6224
Phone: (301) 961-5534 Fax: (301) 652-1848
3. Consultant: Related Entity? Yes No

Firm Name: Role:
Address:
Phone: Fax:
4. Management Entity (Contact): Scott Jones Related Entity? Yes No

Firm Name: Edgewood Management Corporation
Address: 20316 Seneca Meadows Parkway, Germantown, MD 20876-7004
Phone: (301) 562-1600 Fax: (301) 562-1670
5. Contractor (Contact): TBD Related Entity? Yes No

Firm Name:
Address:
Phone: Fax:
6. Architect: Walter Ploskon Related Entity? Yes No

Firm Name: Wiencek + Associates Architects + Planners
Address: 1814 N St NW, Washington, DC 20036
Phone: (202) 349-0742 Fax: (202) 349-0740
7. Real Estate Attorney: Jonathan Klein Related Entity? Yes No

Firm Name: Klein Hornig LLP
Address: 145 Tremont Street, Boston, MA 02111
Phone: (617) 224-0607 Fax: (617) 224-0601
8. Mortgage Banker: Related Entity? Yes No

Firm Name:
Address:
Phone: Fax:
9. Other (Contact): Related Entity? Yes No

Firm Name: Role:
Address:
Phone: Fax:
v1.1.2011 Page 5
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.
1. Nonprofit Involvement (All Applicants)

If there is no nonprofit involvement in this development, please indicate by checking here:
and go on to part III
2. Mandatory Questionnaire
If there is nonprofit involvement, you must complete the Non-Profit Questionnaire
Questionnaire attached (Mandatory TAB E)
3. Type of involvement
Nonprofit meets eligibility requirement for points only, not pool or
Nonprofit meets eligibility requirements for nonprofit pool and points.
4. Identity of Nonprofit (All nonprofit applicants)

The nonprofit organization involved in this development is:
the Owner
the Applicant (if different from Owner)
Other
Community Housing, Inc.
(Name of nonprofit)
Paul P. Browne 5513 Connecticut Ave NW, Suite 250
(Contact Person) (Street Address)
Washington DC 20015
(City) (State) (Zip code)
202-895-8900 202-895-8805
(Phone) (Fax)
5. Percentage of Nonprofit Ownership (All nonprofit applicants)

Specify the nonprofit entity's percentage ownership of the general partnership interest: 100.0%
v1.1.2011 Page 6
III. DEVELOPMENT INFORMATION
A. Structure and Units:

1. Total number of all units in development 76
Total number of rental units in development 76 bedrooms 104
Number of low-income rental units 69 bedrooms 95
Percentage of rental units designated low-income 90.79%
2. The development's structural features are (check all that apply):
Row House/Townhouse Detached Single-family

Garden Apartments Detached Two-family
Slab on Grade Basement
Crawl space Age of Structure: 53
Elevator Number of stories: 4 and 5
3. Number of new units 0 bedrooms 0
Number of adaptive reuse units 0 bedrooms 0
Number of rehab units 76 bedrooms 104
4. Total Floor Area For The Entire Development 68,580.46 (Sq. ft.)
5. Unheated Floor Area (Breezeways, Balconies, Storage) 4,323.30 (Sq. ft.)

6. Nonresidential Commercial Floor Area 0.00 (Sq. ft.)
(Not eligible for funding)
7. Total Usable Residential Heated Area 64,257.16 (Sq. ft.)
8. Number of Buildings (containing rental units) 3
9. Commercial Area Intended Use: n/a
10. Project consists primarily of a building(s) which is (are)(CHOOSE ONLY ONE)
Low-Rise (1-5 stories with any structural elements made of wood)

Mid-Rise (5-7 stories with no structural elements made of wood)
High-Rise (8 or more stories with no structural elements made of wood)
11. a. Total Net Rental Square Feet 51,632.00

b. Percentage of Net Rentable Square Feet Deemed To Be New Rental Space 10.67%
B. Building Systems:
Please describe each of the following in the space provided.
Community Facilities: 750 sq ft community center
Exterior Finish: brick and cementitious siding

Heating/AC System: Individually metered heat and AC system (proposed)
Architectural Style: 1950's-style garden apartments
v1.1.2011 Page 7
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.
3. Check the following items which apply to the proposed project:

Documentation attached (TAB F Architect Certification) Mandatory
For any project, upon completion of construction/rehabilitation: (Optional Point items)

0% a(1) Percentage of 2-bedroom units that have 1.5 bathrooms
0% a(2) Percentage of 3 or more bedroom units that have 2 bathrooms
b. A community/meeting room with a minimum of 749 square feet is provided
90.00% c. Percentage of exterior walls covered by brick (excluding triangular gable ends, doors and windows)
d. All kitchen and laundry appliances meet the EPA's Energy Star qualified program requirements
e. All windows meet the EPA's Energy Star qualified program requirements
f. Every unit in the development is heated and cooled with either (i) heat pump equipment with both a
SEER rating of 15.0 or more and a HSPF rating of 8.5 or more , or (ii) air conditioning equipment
with a SEER rating of 15.0 or more, combined with gas furnaces with an AFUE rating of 90% or
more
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.
Expected Total Electrical Load (kilowatt hours per month): 0

Percent of Expected Load Offset By Solar Electric System: 0.00%
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)
a. All cooking ranges will have front controls

b. All units will have an emergency call system
c. All bathrooms will have an independent or supplemental heat source
d. All entrance doors have two eye viewers, one at 48" and the other at standard height
For all rehabilitation and adaptive reuse projects, upon completion of construction or
or rehabilitation: (Optional Point items)
The structure is listed individually in the National Register of Historic Places or is

located in a registered historic district and certified by the Secretary of the Interior as
being of historical significance to the district, and the rehabilitation will be completed
in such a manner as to be eligible for historic rehabilitation tax credits
Accessibility
Check one or none of the following point categories, as appropriate:
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)
Earthcraft or LEED Development Certification

Applicant agrees to obtain Earthcraft or LEED certification prior to issuance of IRS Form 8609. Architect
certifies in the Architect Certification that the development's design will meet the criteria for such certification
(15 Points)
LEED Silver Certification
Earthcraft Certification - new construction development will be 15% more energy efficient than 2004 IECC.
Earthcraft Certification - rehabilitation development will be 30% more energy efficient post-rehabilitation
(30 Points)
LEED Gold Certification
(45 Points)
LEED Platinum Certification
If seeking any points associated with LEED or Earthcraft certification, attach appropriate documentation at TAB F
Universal Design - Units Meeting Universal Design Standards

a. The architect of record certifies that units will be constructed to meet VHDA's Universal Design standards.
Yes No If Yes, attach appropriate documentation at TAB F
b. Number of Rental Units constructed to meet VHDA's Universal Design standards:
8 Units 11%
VHDA Certified Property Management Agent

Owner agrees to use a VHDA Certified Property Management Agent to manage the property.
Yes No
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
IV. TENANT INFORMATION
A. Set-Aside Election: UNITS SELECTED BELOW IN BOTH COLUMNS DETERMINE

POINTS FOR THE BONUS POINT CATEGORY
Note: In order to qualify for any tax credits, a development must meet one of two minimum threshold occupancy tests. Either (i) at least 20%
of the units must be rent-restricted and occupied by persons whose incomes are 50% or less of the area median income adjusted for family
size (this is called the 20/50 test) or (ii) at least 40% of the units must be rent-restricted and occupied by persons whose incomes are 60% or
less of the area median income adjusted for family size (this is called the 40/60 test), all as described in Section 42 of the IRC. Rent-and
income-restricted units are known as low-income units. If you have more low-income units than required, you qualify for more credits. If you
serve lower incomes than required, you receive more points under the ranking system.
Units Provided Per Household Type:

Income Levels Rent Levels
# of Units % of Units # of Units % of Units
8 10.53% 40% Area Median 8 10.53% 40% Area Median
7 9.21% Non-LMI Units 7 9.21% Non-LMI Units
76 100.00% Total 76 100.00% Total
B. Special Housing Needs/Leasing Preference:
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)
5. If leasing preference will be given to individuals and families with children.

(Less than or equal to 20% of the units must have 1 or less bedrooms).
Yes
No
v1.1.2011 Page 10
V. LOCAL NEEDS AND SUPPORT
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
If the property overlaps another jurisdiction please fill in the following:

Chief Executive Officer's Name
Chief Executive Officer's Title
Street Address Phone
City State Zip
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
C. Permanent Loan-Second Lien
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
VI. SITE CONTROL
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.
A. Type of Site Control by Owner:
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.
Most recent property tax assessment - Mandatory TAB K
B. Timing of Acquisition by Owner:

Select one:
Owner already controls site by either deed or long-term lease or
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.
C. Market Study Data:
Obtain the following information from the Market Study conducted in connection with this tax credit application and enter below:
Project Wide Capture Rate - LIHTC Units 16.30%

Project Wide Capture Rate - Market Units 2.60%
Project Wide Capture Rate - All Units 18.90%
Project Wide Absorption Period (Months) 6
v1.1.2011 Page 12
C. Site Description
1. Exact area of site in acres 1.820
2. Has locality approved a final site plan or plan of development?

Yes No
Required documentation form attached (TAB L)
3. Is site properly zoned for the proposed development?

Yes No
Required documentation form attached (TAB M)
4. Will the proposal seek to qualify for points associated with proximity to public transportation?
Yes No
Required documentation form attached (TAB A)
D. Plans and Specifications
Minimum submission requirements for all properties (new construction, rehabilitation and adaptive reuse)
1. A location map with property clearly defined.

2. Sketch plan of the site showing overall dimensions of main building(s), major site elements
(e.g., parking lots and location of existing utilities, and water, sewer, electric,
gas in the streets adjacent to the site). Contour lines and elevations are not required.
3. Sketch plans of main building(s) reflecting overall dimensions of:
a. Typical floor plan(s) showing apartment types and placement
b. Ground floor plan(s) showing common areas;
c. Sketch floor plan(s) of typical dwelling unit(s);
d. Typical wall section(s) showing footing, foundation, wall and floor structure.
Notes must indicate basic materials in structure, floor and exterior finish.
4. Required documentation for rehabilitation properties: A unit-by-unit work write-up.
v1.1.2011 Page 13
VII. OPERATING BUDGET
A. Rental Assistance
1. Do or will any low-income units receive rental assistance?
Yes No
2. If yes, indicate type of rental assistance:
Section 8 New Construction Substantial Rehabilitation

Section 8 Moderate Rehabilitation
Section 8 Certificates
Section 8 Project Based Assistance
RD 515 Rental Assistance
Section 8 Vouchers
State Assistance
Other: Project-based rental assistance through Arlington County
3. Number of units receiving assistance: 8

Number of years in rental assistance contract: 5
Expiration date of contract: n/a
Contract or other agreement attached (TAB Q)
B. Utilities
1. Monthly Utility Allowance Calculations
Utilities Type of Utility Utilities Enter Allowances by Bedroom Size

(Gas, Electric, Oil, etc.) Paid by: 0-bdr 1-bdr 2-bdr 3-bdr 4-br
Heating Heat Pump Owner x Tenant 9 13 20 0 0
Air Conditioning Electric Owner x Tenant 5 7 10 0 0
Cooking Electric Owner x Tenant 5 7 9 0 0
Lighting And Other Electric Owner x Tenant 38 45 52 0 0
Hot Water Electric Owner x Tenant 13 18 24 0 0
Water x Owner Tenant 0 0 0 0 0
Sewer x Owner Tenant 0 0 0 0 0
Trash x Owner Tenant 0 0 0 0 0
Total utility allowance for costs paid by tenant $70 $90 $115 $0 $0
2. Source of Utility Allowance Calculation (Attach Documentation TAB Q)

HUD
Utility Company (Estimate) Local PHA
Utility Company (Actual Survey) Other:
v1.1.2011 Page 14
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
3 Bedroom Units 0 $0
Total Number of Tax Credit Units 69
Plus Other Income Source (list): laundry $633

Equals Total Monthly Income: $69,123
Twelve Months x12
Equals Annual Gross Potential Income $829,480
Less Vacancy Allowance ( 7.0% ) $58,064
Equals Annual Effective Gross Income (EGI) - Low Income Units $771,416
** 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
Total Number of Market Units 7
Plus Other Income Source (list): $0

Equals Total Monthly Income: $7,645
Twelve Months x12
Equals Annual Gross Potential Income $91,740
Less Vacancy Allowance ( 7.0% ) $6,422
Equals Annual Effective Gross Income (EGI) - Market Rate Units $85,318
Documentation in Support of Operating Budget attached (TAB R)
List number of units by type: TOTAL UNITS
ASSISTED LVG EFF-ELD 1 BD RM-ELD 2 BD RM-ELD EFF-GAR 1 BD RM-GAR

0 0 0 0 9 39
2 BD RM-GAR 3 BD RM-GAR 4 BD RM-GAR 2+Story 2 BR-TH 2+Story 3 BR-TH 2+Story 4 BR-TH

28 0 0 0 0 0
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
2 BD RM-GAR 3 BD RM-GAR 4 BD RM-GAR 2+Story 2 BR-TH 2+Story 3 BR-TH 2+Story 4 BR-TH

25 0 0 0 0 0
1 Story-EFF-ELD 1 Story-1 BR-ELD 1 Story-2 BR-ELD

0 0 0
Efficiency Units
Unit Type / Net Rentable Monthly Rent Total
Rent Targeting Number Units Square Feet Per Unit Monthly Rent
Efficiency - 40% 0 0.00 $ - $ -

Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
v1.1.2011 Page 15
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 40% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -

Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 50% 0 0.00 $ - $ -
Efficiency - 60% 2 510.00 $ 910 $ 1,820

Efficiency - 60% 2 510.00 $ 910 $ 1,820
Efficiency - 60% 2 510.00 $ 910 $ 1,820
Efficiency - 60% 2 515.00 $ 910 $ 1,820
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Efficiency - 60% 0 0.00 $ - $ -
Total Efficiency Total Monthly Eff.
Tax Credit Units: 8 4,090.00 Tax Credit Rent: $ 7,280
Efficiency - Market 1 505.00 $ 910 $ 910

Efficiency - Market 0 0.00 $ - $ -
Total Efficiency
Market Units: 1 505.00 Total Monthly
Eff. Market Rent: $ 910
Total Eff. Units: 9 Total Eff. Rent $ 8,190
1-Bedroom Units
Net Rentable Monthly Rent Total
1 BR - 40% 3 654.00 $ 655 $ 1,965

v1.1.2011 Page 15
1 BR - 40% 1 569.00 $ 655 $ 655
1 BR - 40% 1 566.00 $ 655 $ 655
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 40% 0 0.00 $ - $ -
1 BR - 50% 5 654.00 $ 835 $ 4,175

1 BR - 50% 1 569.00 $ 835 $ 835
1 BR - 50% 1 564.00 $ 835 $ 835
1 BR - 50% 1 566.00 $ 835 $ 835
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 50% 0 0.00 $ - $ -
1 BR - 60% 12 654.00 $ 1,005 $ 12,060

1 BR - 60% 3 569.00 $ 1,005 $ 3,015
1 BR - 60% 3 564.00 $ 1,005 $ 3,015
1 BR - 60% 3 566.00 $ 1,005 $ 3,015
1 BR - 60% 2 723.00 $ 1,005 $ 2,010
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
1 BR - 60% 0 0.00 $ - $ -
Total 1-BR Total Monthly 1-BR
1 BR - Market 2 654.00 $ 1,005 $ 2,010

1 BR - Market 1 566.00 $ 1,005 $ 1,005
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
1 BR - Market 0 0.00 $ - $ -
Total 1-BR
Market Units: 3 1,874.00 Total Monthly
1-BR Market Rent: $ 3,015
Total 1-BR Units: 39 Total 1-BR Rent $ 36,085
v1.1.2011 Page 15
2-Bedroom Units
2 BR - 40% 2 815.00 800.00 $ 1,600

2 BR - 40% 1 778.00 800.00 $ 800
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 40% 0 0.00 $ - $ -
2 BR - 50% 4 815.00 $ 1,020 $ 4,080

2 BR - 50% 2 778.00 $ 1,020 $ 2,040
2 BR - 50% 1 888.00 $ 1,020 $ 1,020
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 50% 0 0.00 $ - $ -
2 BR - 60% 8 815.00 $ 1,240 $ 9,920

2 BR - 60% 5 778.00 $ 1,240 $ 6,200
2 BR - 60% 2 888.00 $ 1,240 $ 2,480
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - 60% 0 0.00 $ - $ -
2 BR - Market 2 815.00 $ 1,240 $ 2,480

2 BR - Market 1 778.00 $ 1,240 $ 1,240
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
2 BR - Market 0 0.00 $ - $ -
v1.1.2011 2 BR - Market 0 0.00 $ - $ - Page 15
Total 2-BR
Market Units: 3 2,408.00 Total Monthly
2-BR Market Rent: $ 3,720
Total 2-BR Units: 28 Total 2-BR Rent $ 31,860
3-Bedroom Units
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 $ - $ -
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
3-BR Market Rent: $ -
Total 3-BR Units: 0 Total 3-BR Rent $ -
4-Bedroom Units
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 $ - $ -
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
4-BR Market Rent: $ -
Total 4-BR Units: 0 Total 4-BR Rent $ -
Total Units 76 Net Rentable SF: TC Units 46,845.00

MKT Units 4,787.00
Total NR SF: 51,632.00
Floor Space Fraction 90.7286%
v1.1.2011 Page 15
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
Total Expenses $468,941
v1.1.2011 Page 16
E. Cash Flow (First Year)

1. Annual EGI Low-Income Units from (C1) $771,416
2. Annual EGI Market Units (from C2) + $85,318
3. Total Effective Gross Income = $856,735
4. Total Expenses (from D) $468,941
5. Net Operating Income = $387,794
6. Total Annual Debt Service (from Page 21 B2) - $337,212
7. Cash Flow Available for Distribution = $50,582
F. Projections for Financial Feasibility - 15 Year Projections of Cash Flow
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

Eff. Gross Income 945,904 964,822 984,119 1,003,801 1,023,877
Net Income 402,273 404,882 407,380 409,761 412,015
Cash Flow 65,061 67,670 70,169 72,549 74,804

Eff. Gross Income 1,044,355 1,065,242 1,086,547 1,108,278 1,130,443
Net Income 414,137 416,118 417,949 419,622 421,128
Cash Flow 76,925 78,906 80,737 82,410 83,916
Estimated Annual Percentage Increase in Revenue 2.00% (Must be < 2%)
Estimated Annual Percentage Increase in Expenses 3.00% (Must be > 3%)
v1.1.2011 Page 17
VIII. PROJECT BUDGET
A. Cost/Basis/Maximum Allowable Credit

Complete cost column and basis column(s) as appropriate through A12. Check if the following
documentation is attached at TAB S:
Executed Construction Contract
Executed Trade Payment Breakdown
Appraisal
Other Cost Documentation
Environmental Studies
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.
Amount of Cost up to 100% Includable in

Eligible Basis--Use Applicable Column(s):
"30% Present Value Credit" (D)
Item (A) Cost (B) Acquisition (C) Rehab/ "70 % Present
New Construction Value Credit"
1. Contractor Cost
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

2. Owner Costs Continued
F. Construction Loan 79,879 0 0 79,879

Origination Fee
G. Construction Interest 224,201 0 0 48,630
( 0.0% for 0 months)
H. Taxes During Construction 75,000 0 0 7,500
I. Insurance During Construction 75,000 0 0 7,500
J. Cost Certification Fee 20,000 0 0 0
K. Title and Recording 69,844 0 0 0
L. Legal Fees for Closing 125,000 0 0 62,500
M. Permanent Loan Fee 53,253 0 0 0
( 0.0% )
N. Other Permanent Loan Fees 0 0 0 0
O. Credit Enhancement 0 0 0 0
P. Mortgage Banker 53,253 0 0 1,598
Q. Environmental Study 25,000 0 0 25,000
R. Structural/Mechanical Study 0 0 0 0
S. Appraisal Fee 15,000 0 0 15,000
T. Market Study 6,000 0 0 6,000
U. Operating Reserve 391,676 0 0 0
V. Tax Credit Fee 117,000 0 0 0
W. OTHER $1,539,020 $0 $0 $1,351,847
(SEE PAGE 19A)
X. Owner Cost
Subtotal (Sum 2A..2W) $3,338,006 $0 $0 $2,074,335
Subtotal 1 + 2 $9,742,752 $0 $0 $8,479,081

(Owner + Contractor Costs)
3. Developer's Fees 1,989,692 198,969 0 1,790,723
4. Owner's Acquisition Costs

Land 2,438,349
Existing Improvements 7,315,048 7,315,048
Subtotal 4: $9,753,397 $7,315,048
5. Total Development Costs

Subtotal 1+2+3+4: $21,485,841 $7,514,017 $0 $10,269,804
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

W. OTHER OWNER COSTS
Contingency Reserve 651,225 0 0 651,225

(Rehab or Adaptive Reuse only)
LIST ADDITIONAL ITEMS
Capital Needs Assessment 10,000 0 0 10,000
Survey 50,000 0 0 50,000
Marketing 25,000 0 0 0
Arch Reimbursables & Contingency 87,915 0 0 87,915
Soft & Carrying Cost Contingency 78,655 0 0 10,207
Contractor Cost Cert 7,500 0 0 7,500
Bridge Loan Fee 54,975 0 0 0
Permanent Relocation 85,000 0 0 85,000
0 0 0
Site Utilities 100,000 0 0 100,000
0 0 0
Initial Replacement Reserve Deposit 38,000 0 0 0
Construction Relocation 275,000 0 0 275,000
Tax Credit Application Fee 750 0 0 0
FF&E 75,000 0 0 75,000
0 0 0
Subtotal (Other Owner Costs) $1,539,020 $0 $0 $1,351,847
v1.1.2011 Page 19A


"30 % Present Value Credit"
(C) Rehab/ (D)
New "70 % Present
Item (A) Cost (B) Acquisition Construction Value Credit"
5. Total Development Costs
Subtotal 1+2+3+4 21,485,841 7,514,017 0 10,269,804
6. Reductions in Eligible Basis
Subtract the following:

A. Amount of federal grant(s) used to finance 0 0 0
qualifying development costs
B. Amount of nonqualified, nonrecourse financing 0 0 0
C. Costs of nonqualifying units of higher quality 0 0 0

(or excess portion thereof)
D. Historic Tax Credit (residential portion) 0 0 0
7. Total Eligible Basis (5 minus 6 above) 7,514,017 0 10,269,804
8. Adjustment(s) to Eligible Basis (For non-acquisition costs in eligible basis)

(i) For QCT or DDA (Eligible Basis x 30%) 0 0
(ii) For Earthcraft or LEED Certification 0 1,026,980
Total Adjusted Eligible basis 0 11,296,785
9. Applicable Fraction 90.7286% 90.7286% 90.7286%
10. Total Qualified Basis (Same as Part IX-C) 6,817,364 0 10,249,417

(Eligible Basis x Applicable Fraction)
11. Applicable Percentage 3.33% 0.00% 9.00%

(For 2011 9% competitive credits, use the March 2011 applicable percentages for acq.)
(For 9% non-competitive & tax exempt bonds, use the most recently published rates)
12. Maximum Allowable Credit under IRC §42 $227,018 $0 $922,447

(Qualified Basis x Applicable Percentage)
(Same as Part IX-C and equal to or more than $1,149,466
credit amount requested) Combined 30% & 70% P. V. Credit
v1.1.2011 Page 20
B. Sources of Funds
1. Construction Financing: List individually the sources of construction financing, including any such
loans financed through grant sources:
Date of Date of Amount of

Source of Funds Application Commitment Funds Name of Contact Person
1. VHDA $5,325,254 TBD
2. $0
3. $0
Commitments or letter(s) of intent attached (TAB T)
2. Permanent Financing: List individually the sources of all permanent financing in order of lien position:
Interest Amortization Term

Date of Date of Amount of Annual Debt Rate of Period of
Source of Funds Application Commitment Funds Service Cost Loan IN YEARS Loan (years)
1. VHDA Taxable Loan $1,825,254 $159,954 7.95% 30 30
2. SPARC $2,000,000 $88,709 2.00% 30 30
3. REACH $1,500,000 $88,549 4.25% 30 30
4. AHIF $6,380,000 2.00% 30 30
5. $0 $0 0.00% 1000 0
6. $0 $0 0.00% 1000 0
Totals: $11,705,254 $337,212
3. Grants: List all grants provided for the development:
Date of Date of Amount of

Source of Funds Application Commitment Funds Name of Contact Person
1. $0
2. $0
3. $0
4. $0
5. $0
6. $0
Total Permanent Grants: $0

v1.1.2011 Page 21
4. Portion of Syndication Proceeds Attributable to Historic Tax Credit

Amount of Federal historic credits $0 x Equity % $0.00 $0
Amount of Virginia historic credits $0 x Equity % $0.00 $0
6. Equity that Sponsor will Fund:

Cash Investment $100,000
Contributed Land/Building $0 Assessment Attached (TAB S)
Deferred Developer Fee $976,488
Other: $0
Equity Total $1,076,488
7. Total of All Sources (B2 + B3 + B4 + B5 + B6) $12,781,742
(not including syndication proceeds except for historic tax credits)
8. Total Development Cost $21,485,841

(From VIII-A5)
9. Less Total Sources of Funds (From B7 above) $12,781,742
10. Equals equity gap to be funded with low-income tax credit

proceeds (must equal IX-D3) $8,704,100
C. Syndication Information (If Applicable)
1. Actual or Anticipated Name of Syndicator TBD

2. Contact Person Phone
3. Street Address
City State Zip
4. a. Total to be paid by anticipated users of credit (e.g., limited partners) $8,704,099

b. Equity Dollars Per Credit (e.g., $0.85 per dollar of credit) $0.91
c. Percent of ownership entity (e.g., 99% or 99.9%) 99.99%
d. Net credit amount anticipated by user of credits $956,494
e. Syndication costs not included in VIII-A5 (e.g., advisory fees) $0
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
6. Amount of annual credit required for above amounts

(same amount as Part IX-D6) $956,590
7. Net Equity Factor [C5 / (C6 X 10)]
(same amount as Part IX-D4) 90.99%
8. Syndication: Public or Private

9. Investors: Individual or Corporate
v1.1.2011 Page 22
D. Recap of Federal, State, and Local Funds/Any Credit Enhancements
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.
Below-Market Loans Market-Rate Loans
Tax Exempt Bonds $0 Taxable Bonds $1,825,254

RD 515 $0 Section 220 $0
Section 221(d)(3) $0 Section 221(d)(3) $0
Section 312 $0 Section 221(d)(4) $0
Section 236 $0 Section 236 $0
VHDA SPARC/REACH $3,500,000 Section 223(f) $0
HOME Funds $0 Other: $0
Other: $0
Other: $0
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)
Source of Funds Commitment date Funds

1. AHIF 02/15/11 $6,380,000
2. $0
3. $0
4. $0
5. $0
3. Does any of your financing have any credit enhancement? Yes No

If yes, list which financing and describe the credit enhancement:
4. Other Subsidies Documentation Attached (TAB Q)

Real Estate Tax Abatement on the increase in the value of the development.
New project based subsidy from HUD or Rural Development for the greater of 5 or 10% of the units in the development.
Other Subsidies
5. Is HUD approval for transfer of physical asset required?

Yes No
E. For Transactions Using Tax-Exempt Bonds Seeking 4% Credits:

For purposes of the 50% Test, and based only on the data entered to this
application, the portion of the aggregate basis of buildings and land financed with
tax-exempt funds is: N/A
v1.1.2011 Page 23
IX. ADDITIONAL INFORMATION
A. Extended Use Restriction
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.
B. Nonprofit/Local Housing Authority Purchase Option/Right of First Refusal
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.
Option or Right of First Refusal in Recordable Form Attached (TAB V)

Enter name of qualified nonprofit: Community Housing, Inc.
2. A qualified nonprofit or local housing authority submits a homeownership plan committing to

sell the units in the development after the mandatory 15-year compliance period to tenants whose
incomes shall not exceed the applicable income limit at the time of their initial occupancy.
Do not select if extended compliance is selected in IX.A above.
Homeownership Plan Attached (TAB J)
v1.1.2011 Page 24
C. Building-by-Building Information Must Complete

Qualified basis must be determined on a building-by building basis. Complete the section below. Building street addresses are required by the IRS (must have them by the time of
allocation request).
NUMBER 30% Present Value 30% Present Value

OF Credit for Acquisition Credit for Construction 70% Present Value Credit
TAX MARKET
CREDIT RATE Actual or Actual or Actual or
UNITS UNITS Estimate Anticipated Estimate Anticipated Estimate Anticipated
Build Street Qualified In-Service Applicable Credit Qualified In-Service Applicable Credit Qualified In-Service Applicable Credit
ing # Address Basis Date Percentage Amount Basis Date Percentage Amount Basis Date Percentage Amount
1. 23 7 2500-2504 North 20th Road $2,419,211 3.33% 80,560 $0 0.00% 0 $3,306,464 9.00% 297,582
2. 30 0 2506-2510 North 20th Road $3,332,334 3.33% 110,967 $0 0.00% 0 $4,554,477 9.00% 409,903
3. 16 0 2001-2003 N.Cleveland $1,762,472 3.33% 58,690 $0 0.00% 0 $2,408,863 9.00% 216,798
4. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
5. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
6. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
7. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
8. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
9. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
10. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
11. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
12. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
13. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
14. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
15. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
16. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$7,514,017 $0 $10,269,804
$250,217 $0 $924,282
Qualified Basis Totals (must agree with VIII-A10)
Credit Amount Totals (must agree with VIII-A-12)
v1.1.2011 Page 25


TAX MARKET
17. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
18. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
19. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
20. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
21. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
22. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
23. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
24. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
25. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
26. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
27. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
28. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
29. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
30. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
31. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
32. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$0 $0 $0
$0 $0 $0
v1.1.2011 Page 25 (2)



TAX MARKET
33. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
34. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
35. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
36. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
37. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
38. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
39. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
40. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
41. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
42. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
43. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
44. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
45. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
46. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
47. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
48. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$0 $0 $0
$0 $0 $0
v1.1.2011 Page 25 (3)



TAX MARKET
49. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
50. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
51. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
52. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
53. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
54. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
55. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
56. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
57. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
58. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
59. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
60. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
61. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
62. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
63. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
64. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$0 $0 $0
$0 $0 $0
v1.1.2011 Page 25 (3)



TAX MARKET
65. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
66. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
67. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
68. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
69. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
70. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
71. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
72. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
73. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
74. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
75. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
76. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
77. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
78. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
79. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
80. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$0 $0 $0
$0 $0 $0
v1.1.2011 Page 25 (3)



TAX MARKET
81. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
82. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
83. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
84. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
85. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
86. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
87. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
88. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
89. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
90. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
91. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
92. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
93. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
94. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
95. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
96. $0 0.00% 0 $0 0.00% 0 $0 0.00% 0
$0 $0 $0
$0 $0 $0
v1.1.2011 Page 25 (3)

D. Determination of Reservation Amount Needed
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.
1. Total Development Costs (from VIII-A5, Column A page 20) $21,485,841
2. Less Total Sources of Funds (from VIII-B7 page 22) $12,781,742
3. Equals Equity Gap $8,704,100
4. Divided by Net Equity Factor (VIII-C7 page 22) 90.99%

(Percent of 10-year credit expected to be raised as equity investment)
5. Equals Ten-Year Credit Amount Needed to Fund Gap $9,565,901
Divided by ten years 10
6. Equals Annual Tax Credit Required to Fund the Equity Gap $956,590
7. The Maximum Allowable Credit Amount $1,149,466

(from VIII-A12-combined figure)
(This amount must be equal to or more than 6 above)
8. Reservation Amount (Lesser of 6 or 7 above)

Credit per Unit 13,864 Combined 30% & 70% PV Credit
Credit per Bedroom 10,069 $956,590

Comprised of
$227,018 and $729,572

30% PV Credit 70% PV Credit
(Based on same relative percentages as VIII-A12)
E. Attorney’s Opinion Goal Seek Function

Attached in Mandatory TAB W) If you incur the error message that your reservation amount is not equal
to the equity gap amount you may use the goal seek function within the Excel
spreadsheet to eliminate the error message. To use the “Goal Seek” function first
place the curser box on cell V28. Using the mouse arrow, point and click on
“Tools” on the top line and then click on the “Goal Seek” option. A box will
appear with the V28 cell shown in the top space, place the cursor in the middle
box and type in the new amount that you want the equity gap to be which should
be the reservation amount below, then place the cursor in the bottom space and at
the bottom of the page click on page 22. Then place the cursor on cell N15
(Deferred Developer Fee) and click on “OK”. A message should then appear that
a solution has been found and if the amount is correct click “OK”. If the amounts
are now equal the error message will disappear.
v1.1.2011 Page 26
F. Statement of Owner
The undersigned hereby acknowledges the following:
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:
Self Scoring Process
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.
MANDATORY ITEMS: Score

a. Signed, completed application Y Y or N 0
b. Duplicate copy of application Y Y or N 0
c. Partnership agreement Y Y or N 0
d. SCC Certification Y Y or N 0
e. Previous participation form Y Y or N 0
f. Site control document Y Y or N 0
g. Architect's Certification Y Y or N 0
h. Attorney's opinion Y Y or N 0
i. Nonprofit questionnaire (if NP) Y Y, N, N/A 0
0.00
1. READINESS:
a. Plan of development N 0 or 40 0.00
b. Zoning approval Y 0 or 40 40.00
Total: 40.00
2. HOUSING NEEDS CHARACTERISTICS:

a. VHDA notification letter to CEO Y 0 or -50 0.00
b. Local CEO letter (Y,NC,N) Y 0 or 25 or 50 50.00
c. Location in a revitalization area N 0 or 30 0.00
d. Location in a Qualified Census Tract and revitalization area N 0 or 5 0.00
e. Sec 8 or PHA waiting list preference Y 0 or 10 10.00
f. Subsidized funding commitments 29.69% Up to 40 40.00
g. Existing RD, HUD Section 8 or 236 program N 0 or 20 0.00
h. Tax abatement or new project based rental subsidy (HUD or RD) N 0 or 10 0.00
i. Census tract with <10% poverty rate, no tax credit units N 0 or 25 0.00
j. Development listed on the Rural Development Rehab Priority List N 0 or 15 0.00
k. Dev. located in area with little or no increase in rent burdened population Up to -20 0.00
l. Dev. located in area with increasing rent burdened population Up to 20 2.13
Total 102.13
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
4. TENANT POPULATION CHARACTERISTICS:

a. <= 20% of units having 1 or less bedrooms N 0 or 15 0.00
b. Percent of units with 3 or more bedrooms 0.00% Up to 15 0.00
Total 0.00
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
6. EFFICIENT USE OF RESOURCES:

a. Credit per unit If #N/A or #REF! appears in the score column of these point Up to 180 56.94
b. Cost per unit categories check spelling of Clerk's Office on pg 1. It must match Up to 75 6.64
Total exactly with the Jurisdiction names listed in the Application Manual. 63.59
7. BONUS POINTS: Locality AMI State AMI

a. Units with rents at or below 40% of AMI $103,500 $53,300 12% Up to 10 10.00
b. Units with rent and income at or below 50% of AMI 33% Up to 50 16.67
or c. Units with rents at or below 50% rented to tenants at or below 60% of AMI 33% Up to 25 0.00
or d. Units in Low Income Jurisdictions with rents <= 50% rented to tenants with <= 60% of AMI 33% Up to 50 0.00
e. Extended compliance 0 Years 40 or 50 0.00
or f. Nonprofit or LHA purchase option Y 0 or 60 60.00
or g. Nonprofit or LHA Home Ownership option N 0 or 5 0.00
Total 86.67
500 Point Threshold - 9% Credits TOTAL SCORE: 643.37

475 Point Threshold - Tax Exempt Bond Credits
Unit Size Calculations:

E-AS LVG E-EFF E-1 BDRM E-2 BDRM
High Sq.Ft. / BDRM 0 0 0 0
Low Sq.Ft. / BDRM 0 0 0 0
Project Sq.Ft. / BDRM 0 0 0 0
Percentage of Units 0.00% 0.00% 0.00% 0.00%
Points per Bedroom 0.00 0.00 0.00 0.00
F-EFF-G F-1 BDRM-G F-2 BDRM-G F-3 BDRM-G

High Sq.Ft. / BDRM 525 610 835 0
Low Sq.Ft. / BDRM 400 500 675 0
Project Sq.Ft. / BDRM 669 774 1,002 0
F-4 BDRM-G F-2 BDRM-TH F-3 BDRM-TH F-4 BDRM-TH

High Sq.Ft. / BDRM 0 0 0 0
Low Sq.Ft. / BDRM 0 0 0 0
Project Sq.Ft. / BDRM 0 0 0 0
1 ST ELD-EFF 1 ST ELD-1 BDRM 1 ST ELD-2 BDRM If you do not receive a numeric po

High Sq.Ft. / BDRM 0 0 0 in the unit size calculations, pleas
Low Sq.Ft. / BDRM 0 0 0 check the values entered on page
Project Sq.Ft. / BDRM 0 0 0 These must be whole number num
Percentage of Units 0.00% 0.00% 0.00% values only. Also check page 7, it
Points per Bedroom 0.00 0.00 0.00 the number of units must be eithe
adapt or rehab only. Combination
Total Unit Size Points: 100.00 not calculate correctly.
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
Total amenities: 47.00
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
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
PARAMETER-(COSTS=>35,000) 192,821 249,513 323,701 0 0 0 0 0

PARAMETER-(COSTS<35,000) 0 0 0 0 0 0 0 0
PARAMETER-(COSTS=>50,000) 192,821 249,513 323,701 0 0 0 0 0

PARAMETER-(COSTS<50,000) 0 0 0 0 0 0 0 0
COST PARAMETER 192,821 249,513 323,701 0 0 0 0 0

PROJECT COST PER UNIT 194,132 224,768 290,810 0 0 0 0 0
PARAMETER-(CREDITS=>35,000) 14,551 18,829 24,427 0 0 0 0 0

PARAMETER-(CREDITS<35,000) 0 0 0 0 0 0 0 0

CREDIT PARAMETER 14,551 18,829 24,427 0 0 0 0 0

PROJECT CREDIT PER UNIT 10,979 12,711 16,446 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
TOTAL COST PER UNIT POINTS 6.64
TOTAL CREDIT PER UNIT POINTS 56.94
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
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
PARAMETER-(COSTS=>35,000) 192,821 249,513 323,701 0 0 0 0 0

PARAMETER-(COSTS<35,000) 0 0 0 0 0 0 0 0
PARAMETER-(COSTS=>50,000) 192,821 249,513 323,701 0 0 0 0 0

PARAMETER-(COSTS<50,000) 0 0 0 0 0 0 0 0
COST PARAMETER 192,821 249,513 323,701 0 0 0 0 0

PROJECT COST PER UNIT 194,132 224,768 290,810 0 0 0 0 0


CREDIT PARAMETER 14,551 18,829 24,427 0 0 0 0 0

PROJECT CREDIT PER UNIT 10,979 12,711 16,446 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
TOTAL COST PER UNIT POINTS 6.64
TOTAL CREDIT PER UNIT POINTS 56.94
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
Location Map
TAB B
(Partnership or Operating Agreement)
Howard Manor Organizational Chart – Proposed New Owner
Howard Manor LLC

(Proposed Owner)
CPDC Howard Manor LLC Community Housing, Inc.

(Managing Member; 0.01%) (Temporary Member, to be replaced by
LIHTC investor; 99.99%)
Sole Member
Community Housing, Inc.*

(Managing Member; 100%)
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
Developing Vibrant Communities

through Innovation
and Partnerships
Developing Vibrant Communities through Innovation and Partnerships
© EricTaylor.com
Developers of a Different Kind...

Innovation
CPDC establishes vibrant, thriving communities. We with all stakeholders, from the youngest resident to Community Preservation and
revitalize properties by restoring, repairing, and the highest public official, recognizing that listening to Development Corporation (CPDC)
upgrading the living environment. We set aside the voices of many is how you gain wisdom and that is a 501(c)(3) corporation
community space. We intentionally plan for mixed- no one way is always best.
working in the Greater
income communities. We create communities where
Washington, DC / Baltimore
residents are secure in the knowledge that their Our history of success in the affordable housing
homes will be cared for and will remain affordable for industry has been due in large part to the capabilities
Metropolitan Region.
the long term. and vision of our leaders and to the mutually
beneficial relationships we have established with
We understand that communities are built not strategic partners.
merely of bricks and mortar but of people, so we
invest financial and personnel resources in the lives of We invite you to read more about CPDC, who we are,
residents and neighbors through community how we got started, and our vision for the future.
development programs in career and skill
enhancement, community empowerment, senior living ~ The Board of Directors and
the Staff of CPDC
enhancement, and youth development. We
collaborate to create links between the residents and
businesses, so that all involved can succeed.
All CPDC communities are developed on our model

of combining innovation and partnerships. We are
innovators, from financial structuring to property
development to curriculum planning. We seek
creative solutions rather than give in to the problem.
CPDC's success is grounded in partnerships. Our

partners include governments, foundations,
financiers, educators, and all manner of
organizations, as well as residents. We collaborate
Community Preservation and Development Corporation
History Following four decades of success in developing

more than 15,000 units of affordable housing, In its second decade, CPDC has established an
"When almost everyone is
Eugene Ford established Community unparalleled reputation for revitalizing
priced out downtown, CPDC has
Preservation and Development Corporation communities across the mid-Atlantic Region.
used its deep and remarkable (CPDC) in 1989. Mr. Ford recruited Leslie Steen This has included the redevelopment and
expertise on behalf of people of to be CPDC's first president. revitalization of over two dozen properties with
very modest means to harness more than 3,500 units of high quality affordable
the federal roadmap that runs Together, they determined that the focus of the housing, representing an investment of over
through the financing of 1330." new company would be preserving affordable $300,000,000.
properties in the mid-Atlantic region, because
~Eleanor Holmes-Norton secure, decent, and affordable housing was, Most of CPDC’s properties provide residents
Delegate to Congress and still is, critically needed. with community development programs to gain
the resources and tools necessary for effecting
CPDC's philosophical foundation rests on change in their lives and in their communities.
three convictions: Through our programs, residents have
established tenant associations, organized voter
1) Preserving Affordability: registration drives, improved their school
We should acquire and preserve housing
that is currently affordable, but vulnerable performance, achieved their GEDs, acquired
to market pressures and conversion to valuable life and office skills, improved their
higher cost housing.
employability, and established electronic villages.
2) Preserving Communities:
We should intercede in distressed
communities that are plagued by
deteriorated conditions and criminal
activity and transform them to vibrant,
secure, and sustainable places to live.
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.
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.
Working together, the community is revitalized

as much as the property through the innovative
opportunities and resources of CPDC's
community development programs.
Beginnings CPDC pursues, acquires, and

CPDC partners with residents who
"When most people think of preserves multi-family housing
developments that are at risk of are in jeopardy of losing their homes
the need for affordable housing,
conversion to market rate housing. to real estate speculators.
they think of inner cities. Yet
much of the workforce of the Buckman Road Apartments' location in At 1330 (formerly Immaculate Conception
DC Metropolitan Region resides prosperous Fairfax County and its expiring use Apartments) in the District, a for-profit developer
in the suburbs. Affordable restriction made it an attractive target for was interested in rehabilitating this affordable,
conversion to condominiums or market-rate almost fully project-based Section 8 property in
housing there is a critical apartments. As a HUD-designated Priority an up-and-coming location without the tenant's
need." Purchaser, CPDC acquired the property under input. However, once notified of their rights
the Low-Income Housing Preservation and under the Tenant's Opportunity to Purchase Act,
Resident Homeownership Act (LIHPRHA) and the residents quickly decided to purchase their
~David R. Jeffers preserved it as affordable housing for the long homes and selected CPDC to jointly formulate
Fannie Mae term. Today, residents enjoy on-site programs in plans for long-term affordability and viability of
academic and career support for all ages, the property. This strategy placed the tenants as
utilizing cutting-edge technological resources. part owners and permits them to purchase at
the end of the 15-year tax-credit compliance
CPDC works with public entities to period. It also preserved the property's subsidy,
allowing for extensive renovation.
redevelop distressed properties.
Island Walk is a 102-unit development in
Wiley H. Bates High School was the first Reston, Virginia, developed in the late 1970s by
public black high school in Annapolis. Although Fairfax County as a limited equity cooperative.
on the Historic Register, the property had been Because of deferred maintenance and some
vacant since 1981 due to a lack of funding and basic poor design choices, the units required
vision for what the property could and should extensive renovation. Unable to keep up with the
become. CPDC, in partnership with Anne Arundel repairs, the cooperative board of directors
County, is turning the historic property into 71 sponsored an RFP in 2003 to redevelop their
units for senior housing, a senior center, and a homes and then chose CPDC to redevelop the
Boys and Girls Club, fulfilling the vision the property. As with 1330, the residents will be able
community had for this property. to purchase their homes after 15 years.
Wardman Court in Washington, DC, formerly

named Clifton Terrace, was once one of the most
troubled housing complexes in the nation,
marked by crime, disrepair, and misappropriation
of funds. HUD selected CPDC and its partner,
Michaels Development Corporation, to transform
this historic complex. Today, Wardman Court
stands as a model mixed-income community with
two apartment buildings and a condo building.
© EricTaylor.com
division has developed:

Preservation
Since 1989, CPDC's Real Estate Renovation without Displacement
We specialize in rehabilitating occupied, multi-
Financing Tools
family rental housing. The rehabilitation of
Low Income Housing Tax Credits
More than 2 dozen properties apartments with residents in place or with on-
Tax Exempt and Taxable Bonds
Over 3,500 units site relocation is one of the most complex types
FHA Section 236, 202, 221(d)(4)
Over $300 million in real of construction. Alongside managing the risks of
LIHPRHA
estate value the unknown elements of rehabilitation,
Section 8
meticulous planning, coordination, and
Community Development Block Grant
scheduling are required.
Federal Home Loan Bank (FHLB)
More than Economics Affordable Housing Program
Our innovative use of financial tools and At Wardman Court, the few remaining
FHLB Community Investment Program
resources is recognized both regionally and residents were relocated to renovated units
HUD Hope II
nationally. while theirs were completed. 1330's
State & local multifamily gap
rehabilitation actually allowed residents to
financing
At the Edgewood Terrace seniors building, remain in their units during construction. Due
HUD Property Disposition Program
the severity of the physical problems of the to massive renovation at Island Walk,
building required a gut rehab, but the DC residents whose units were being renovated
Housing Authority, which owned the building, during each phase were temporarily relocated
did not have access to adequate resources to off-site until their townhomes were completed.
do so. CPDC's solution was the nation's first
Beyond Bricks and Mortar
mixed-finance project blending public housing
CPDC offers community development programs
and HUD Section 202 funds with low-income
in most of its properties. We operate programs
housing tax credits in a single building project.
in dedicated spaces, with significant technology
As a pioneer, we went to extraordinary lengths
infrastructure.
to make the project a reality, rewriting HUD
policy and legally separating the building into
In the computer labs, residents can access the
two parts in jigsaw puzzle fashion.
Internet, create portfolios, seek employment,
and pursue educational and career enrichment.
In the classrooms, adult residents can enroll in
classes covering computer skills, web design, and
professional development. Young residents can
seek academic support, participate in project-
based activities, and enroll in summer camp.
Much of our community space also includes

meeting rooms and libraries, where residents
can meet to share information, learn from each
other, and organize their community.
The Future Properly managing our real estate

assets strongly contributes to the overall
success of CPDC's communities. With that
success comes stability. With stability comes the
freedom for residents to pursue opportunities to
Our experience and dedication in
help themselves and their community.
managing our properties includes
generating income streams from the
CPDC's Asset Management Division oversees properties and programs that further
the day-to-day operations and performance of our mission, increasing the return on
our residential properties and preserves and our investment.
enhances the long-term value of the property
and its community.
CPDC Suds is a subsidiary of CPDC that
provides laundry machines to several of our
Our Asset Management team ensures: properties, just as any other third-party
laundry company would. CPDC's share of the
the management companies are doing profits from the machines is leveraged into
their job efficiently and effectively
further community development.
the property remains healthy and viable
the capital needs of the properties are
addressed Using a three-pronged approach developed
property upgrades continue well after while working with residents, Career and Skill
the development has been completed Assessment staff now offer assessment
the assets are as valuable today as they
services to employers seeking literacy,
were when they were initially developed
technology, and professional image training for
their staff.
CPDC's Career Assessment Services and

Laundry Businesses are examples of innovative
ways that we have found to utilize our assets and
effectively generate income that can be
reinvested in our communities.
© EricTaylor.com
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.
Leadership training helps residents incorporate

as resident associations, creating a means to
legally represent themselves to management,
owners, and local government and instill a focus
on problem solving.
Resident groups drive the use of technology in

their communities, including forming their own
501(c)(3) organization, such as with Edgewood
Terrace, Park Montgomery, and
Stewartown Homes.
Our Programs It is our goal to increase the

economic viability of the entire
"While CPDC has done a community, which means including residents
tremendous job of revitalizing and surrounding neighbors in economic growth
affordable housing, its ability to plans, rather than merely repairing leaks,
replacing HVAC units, or wiring buildings for During their time in CPDC's Career and Skill
garner partnerships and create
broadband Internet access. Enhancement programs, residents are challenged
cross-sector collaborations is to make a commitment to themselves and their
what makes CPDC unique." CPDC currently provides training and support in future. It is their opportunity to direct the
four key areas: Career and Skill Enhancement, course their lives and careers will take.
~Marianne A Becton Community Empowerment, Senior Living Residents assess their strengths and challenges,
Enhancement, and Youth Development. In these determine the career path for which they are
Verizon
programs, participants indentify and develop, run best suited, and commit to the time and
the goals of identifying and developing skill sets, dedication necessary to strengthen their skills
enhancing quality of life, and becoming an active and broaden their future opportunities. Simply
participant in communities. put, we offer tools, resources, and training;
residents take the charge.
Change is a Choice…
Being a part of the CPDC Program has opened a Change can begin at any age…
lot of doors for me. Not only have doors opened Career paths can begin early in life, so younger
for me, but I have gained added confidence in residents also have the opportunity to discover
myself. I still have a lot of work to do, and at their strengths and explore their world.
times I want to quit, but that is not feasible at
this point in my life. It would be wasteful to give Throughout November and December, the older
up, and I have worked too hard on myself and my youth cohort at Stewartown Homes went
surroundings. I now attend Bard College, taking through the process of creating and executing a
courses in Writing, US History, Philosophy, detailed business plan for establishing a
Literature, and Art History. My long-term goal is restaurant. This entailed market research, cost
to graduate from Howard University with a analysis, operational schematics, and division of
Masters in Theology and a minor in Human labor exercises. The project resulted in the
Development. I also plan to open a non-profit creation of The Stewartown Spaghetti Spot,
program for youth. With God's help and the which opened for business for an evening in
support of those around me things will work out. January. The youth participants transformed the
I realize that now. As long as I hunger for Family Resource Center into their restaurant and
change, I will do just fine. invited friends and family.
~Sylvia Flegler, Edgewood Terrace
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.
The Youth at Southern Ridge participate in a In Community Empowerment programs, CPDC

service-learning project entitled Caring Cards for encourages residents to build relationships with
Those in Need. Each youth uses the technology fellow residents and businesses and institutions
from the CPDC learning center to create greeting in their surrounding neighborhood. Our efforts
cards for youth who are terminally ill. Not only
focus on projects such as civic action, voter
do the youth learn graphics and desktop
publishing, but they also learn about different registration, cross-generational volunteering, and
illnesses and see what impact compassion can input/direction for their place-based community
have on the terminally ill. development programs.
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.
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
© EricTaylor.com
Profile
Edgewood Terrace
"Before the renovations, you An Electronic Village…

The apartments, once wired, were connected to
couldn't walk or drive through The power of an electronic village is undeniable. a residential computer network providing
this neighborhood without seeing Users have instant and full access to an immense residents with access to the standard business
drug dealers and getting storehouse of knowledge and the ability to tools of a wired office: broadband Internet
communicate with virtually anyone in the world. access, the Microsoft Office Suite of programs,
approached by them. Now, there is
Users have virtually unlimited resources to and, finally, a community intranet known as
none of that. The house across communicate their message, to invoke and EdgeNet. To support the use of this in-home
the street from me sold for coordinate action, and to effect change, in their technology and assist residents to secure jobs,
$199,000 the other day. I would lives and in their communities. Before CPDC created a networked learning center with
have never believed that before Edgewood Terrace, no one had thought to over 60,000 square feet of classrooms where
locate such technological opportunities in the students learn computer, basic education, and
CPDC began the revitalization
very place where they could reap the most career skills. This Learning Center was the
efforts of Edgewood Terrace." reward: affordable housing communities. primary precursor for HUD's Neighborhood
Networks program, which now boasts 1,100
~Greta Elliott-Meredith In 1995, the US Department of Housing and sites nationwide.
Edgewood Terrace Neighbor Urban Development (HUD) approached CPDC
to initiate a demonstration project that would Today, the dramatic physical change at
provide access to technology for some residents Edgewood Terrace is striking and there is a
as part of CPDC's planned renovation of waiting list for apartments. Equally striking is the
Edgewood Terrace. A major component of any progress made in income elevation, crime
community revitalization is connecting residents reduction, and significant academic gains for the
to resources. This has traditionally meant access young residents.
to social services, counseling, loans and
education. CPDC envisioned using computer
and network technology as a bridge to connect
typically underserved inner-city communities
with top tier resources. The goal was to create
economic opportunity, educational advancement,
and a stronger, more vibrant community.
The resulting network comprises 792 wired

units-the entire Edgewood Terrace "campus"-
and an ability to process more than 2,180
simultaneous connections. The substantial, multi-
year funding provided through HUD, DOC, and
Microsoft Corporation was the key resource
that made it possible to complete the eight-year
project.
Profile Wardman Court
Preserving History… Restoring "You have created a model for

Communities others to follow—you brought
Designed in 1915 by Frank Russell White and property and seek a new owner. After a national everyone together and got the
developed by Harry Wardman, Clifton Terrace competition, CPDC and Michaels Development job done. It's hard to imagine
(later renamed Wardman Court) once stood Company (MDC) were chosen to redevelop the that Clifton Terrace once stood
as the standard for luxurious apartments. Its property in 1999. here."
location, with grand views of the city, and its
handsome Colonial Revival design, with CPDC and MDC partnered with funders to
~John C. Weicher
chandeliers and marble foyers, established it as create a finance package that would rebuild
one of Washington's best addresses. Clifton Terrace as sustainable affordable housing
Former Assistant Secretary, HUD
for years to come, utilizing a HUD Upfront grant,
Unfortunately, ownership of the property twice tax-exempt bonds, low-income housing tax
fell into irresponsible hands, and it became credits and historic preservation tax credits.
known less for luxury and more for problems.
Space in the common areas such as the lobbies Residents of Wardman Court enjoy larger
and hallways was severely reduced as more units that are wired for broadband access,
apartments were squeezed into the complex. restored lobbies, and substantial community
space. They have access to a community meeting
Wardman Court was saved by a strong room, an experiential learning room, a
collaboration. The residents' association played conference room, two training centers, including
an active role in having HUD foreclose on the state-of-the-art computers, and staff offices.
All of this work was accomplished while

maintaining and preserving the building's
historically significant features.
As a result of CPDC and MDC's efforts,

Wardman Court is now a model community
with both condominiums and rental units, with
residents of mixed income levels. The original
spirit of providing high-quality, well-located
housing remains true. Furthermore, the
renovation and redevelopment of Wardman
Court has supported the revitalization in the
historic Columbia Heights community.
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.
Profile Admiral Oaks & Buckman Road
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?"
These youth now understand the relevance of

conflict resolution and look forward to
discovering new ways to foster positive
community collaboration.
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
If you are interested in joining us, please visit

our website at www.cpdc.org.
© EricTaylor.com
CPDC’s mission is embodied in the principles
of quality, innovation, initiative,
inclusiveness, and flexibility.
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
Community Preservation and Development Corporation 202.895.8900 Main

5513 Connecticut Avenue, NW 202.895.8805 Fax
Suite 250 www.cpdc.org
Washington, DC 20015 cpdc@cpdc.org
Real Estate Development
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:
• 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.
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.
Past Experience References
Entity/Partner Financing Vehicles Projects

Utilized (Presented in alpha order with city location)
(Presented in no particular
order)
Harry Sewell Tax-exempt bonds, 4% Low 1330 Apartments – DC

Executive Director Income Housing Tax Credits Clifton Terrace – DC
District of Columbia Housing Finance Edgewood Seniors/Phase III – DC
Agency Mayfair Mansions – DC
815 Florida Avenue, NW Parkside Terrace –DC
Washington, DC 20001
202.777.1600
hsewell@dchfa.org
Paula Sampson Tax Exempt bonds, 4% LIHTC Island Walk – Reston, VA

Executive Director Multifamily Rental Housing
Fairfax County Redevelopment and Loan
Housing Authority
3700 Pender Drive
Suite 300
Fairfax, VA 22030-7444
703.246.5105
Paula.Sampson@fairfaxcounty.gov
Mary Ann Henderson H.U.D. 236 decoupling Mayfair Mansions–DC

HUD Director Section 8 renewal 1330 Apartments–DC
U.S. Department of H.U.D Wheeler Terrace–DC
10 South Howard Street
5th Floor
Baltimore, MD 21201
(410) 209-6545
Mary_Ann_Henderson@hud.gov
District of Columbia Department of Multifamily rehabilitation 1330 Apartments – DC

Housing and Community Development loan, Community Edgewood Terrace Phase I – DC
801 North Capitol Street, NE Development Block Grant Edgewood Terrace Phase II – DC
Washington, DC 20001 (CDBG) Loan, Edgewood Seniors/Phase III – DC
202.442.7200 9% Low Income Housing Tax Edgewood Terrace Phase IV – DC
Contact: Christopher Earley, Deputy Credits Mayfair Mansions – DC
Director The Overlook at Oxon Run – DC
Oxford Manor – DC
Parkside Terrace – DC
Southern Ridge – DC
Wheeler Terrace – DC
TAB E
(Nonprofit Questionnaire)
Non-profit Questionnaire
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
a. Name of development: Howard Manor Apartments
b. Name of owner/applicant: Howard Manor LLC
c. Name of non-profit entity: Community Housing, Inc.
d. Address of principal place of business of non-profit entity:

5513 Connecticut Ave NW, Suite 250, Washington DC 20015
Indicate funding sources and amount used to pay for office space:
See Attachment H
e. Tax exempt status: 501(c)(3) 501(c)(4) 501(a)
f. Date of legal formation of non-profit (must be prior to application deadline); 12-18-92

evidenced by the following documentation:
Articles of Incorporation
g. Date of IRS 501(c)(3) or 501(c)(4) determination letter (must be prior to application

deadline and copy must be attached):
04-05-94
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.
i. Expected life (in years) of non-profit:

Ongoing/Indefinite
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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
Describe the duties of all staff members:

Staff members carry out CPDC/CHI’s mission via the following departments: 1) Finance, Administration and
Information Technology; 2) Asset Management; 3) Community Development Programs; 4) Office of the
President; and 6) Real Estate Development
l. Does the non-profit share staff with any other entity besides a related non-profit described
above?
Yes No If yes, explain in detail:
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
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?
Yes No If yes, explain in detail:
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?
Yes No If yes, explain:
d. Does any for-profit organization or local housing authority have the right to make such
appointments?
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?
Yes No, If yes, explain:
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
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
a. Is the non-profit assured of owning an interest in the Development (either directly or

through a wholly owned subsidiary) throughout the Compliance Period (as defined in
§42(i)(1) of the Code)?
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?
Yes No If yes, where in the partnership/operating agreement is this provision

specifically referenced?
Section 8.7
Recordable agreement attached to the Tax Credit Application as TAB V
If no at the end of the compliance period explain how the disposition of the assets will be
12/10 Page 4 of 9
structured:
N/A
d. Is the non-profit materially participating (regular, continuous, and substantial participation) in

the construction or rehabilitation and operation or management of the proposed
Development?
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.
h. Is a for profit entity providing development services (excluding architectural, engineering,

legal, and accounting services) to the proposed development? Yes No If yes,
(i) explain the nature and extent of the consultant’s involvement in the construction or
rehabilitation and operation or management of the proposed development.
N/A
(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?
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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?
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?
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:
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4. Virginia and Community Activity
a. Has the Virginia State Corporation Commission authorized the non-profit to do business in
Virginia? Yes No
b. Define the non-profit’s geographic target area or population to be served:

Community Housing, Inc. serves low- and moderate-income residents in the mid-Atlantic region, including
Maryland, Virginia, and D.C.
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?
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,
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(i) low-income residents of the community? Yes No
(ii) elected representatives of low-income neighborhood organizations? Yes No
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.
k. Has the non-profit received a Community Housing Development Organization (CHDO)

designation, as defined by the U. S. Department of Housing and Urban Development’s
HOME regulations, from the state or a local participating jurisdiction? Yes No
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

and Community Housing, Inc.
Board of Directors
February 2011 .
Larry H. Dale (Chair) Eugene F. Ford

Former Managing Director Founder, Mid-City Financial Corporation (MCF) and
Citigroup Corporate & Investment Banking Edgewood Management Corporation (EMC)
Board Start Date: September 30, 1996 Board Start Date: October 15, 1989
Term Ends January 2013 Term Ends January 2012
Linda Cropp (Vice Chair) Barbara Goldberg-Goldman

Former Chair President
DC City Council B&G Regal Domestics
Board Start Date: January 29, 2008 Board Start Date: January 24, 2008
John D. Reilly (Vice Chair) Shekar Narasimhan

President Managing Partner
Reilly Investment Corporation Beekman Advisors, Inc.
Board Start Date: June 28, 2000 Board Start Date: June 26, 2002
John Dillon John K. McIlwain

Senior Vice President, Wealth Management Senior Resident Fellow and
Smith Barney J. Ronald Terwilliger Chair for Housing
Board Start Date: June 28, 2000 The Urban Land Institute
Term Ends January 2014 Board Start Date: May 8, 2001
Term Ends January 2014
Conrad Egan James R. Zabora, Sc.D.

Former President and CEO Dean
National Housing Conference National Catholic School of Social Service
Board Start Date: October 21, 1999 The Catholic University of America
Term Ends January 2014 Board Start Date: October 3, 2006
Term Ends January 2013
Attachment B
Statement of Developer Experience

Mission
CPDC’s mission is to develop vibrant communities through innovation and partnerships. To
accomplish this, CPDC creates and preserves financially sound, socially responsible affordable
housing for low- and moderate-income individuals and families. Whenever feasible, in
cooperation with community residents, CPDC develops and provides community programs that
strengthen communities and increase opportunities for growth.
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:
• 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.
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.
Community Housing, Inc.

Community Housing, Inc. (CHI) is a nonstock, nonprofit corporation with 501(c)(3) tax-exempt
status that was formed in the State of Maryland on December 23, 1993. CHI was organized
exclusively for charitable and educational purposes in support of CPDC’s mission. The
Directors of CHI are elected by the Board of Directors of CPDC. CHI pursues its charitable
purpose 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. To date, CHI has acted as a Guarantor to over 20 CPDC projects
totaling since its inception.
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.
Community Development Programs and Community Assessment

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. The types of community development services offered are largely defined by the
results of an extensive community assessment process undertaken by CPDC.
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
During Pre-Development / Development Annually During Operations
President/CEO 40 Hours: Oversight, Planning Financing 10 Hours: Oversight

Vice President/Director of Real Estate 150 Hours: Oversight, Planning Financing 10 Hours: General Direction
Financing and Development Details,
Developer 850 Hours: Construction Management 10 Hours: Support of Asset Management
Real Estate Associate 200 Hours: Applications, Miscellaneous 0 Hours:
Director of Asset Management 100 Hours: Design and Budgeting 25 Hours: Asset Management
Asset Manager 10 Hours: Design and Budgeting 50 Hours: Asset Management
Controller 50 Hours: Accounting oversight 50 Hours: Accounting oversight
Constuction draw processing and cost Operations analysis, partner
Accountant 250 Hours: certification 100 Hours: reporting, annual audit
Director of Community Development
Programs 10 Hours: Programs feasibility analysis, oversight 75 Hours: Programs Oversight, Planning
Community Programs Manager 25 Hours: Programs feasibility analysis 800 Hours: Programs Delivery, Coordination
TOTAL 1685 Hours 1130 Hours
Attachment D
Howard Manor Organizational Chart – Proposed New Owner
Howard Manor LLC

(Proposed Owner)
CPDC Howard Manor LLC Community Housing, Inc.

(Managing Member; 0.01%) (Temporary Member, to be replaced by
LIHTC investor; 99.99%)
Sole Member
Community Housing, Inc.*

(Managing Member; 100%)
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

Statement regarding Edgewood Management Corporation and CPDC/CHI
Edgewood Management Corporation (EMC) is the proposed property management agent

for Howard Manor Apartments. EMC was founded by Eugene Ford. Mr. Ford was the
founding chairman of the Board of Directors of CPDC and CHI, and is currently a
member of the Board of Directors of CPDC and CHI. Mr. Ford has transferred his
ownership interest in EMC to members of his family, and has no direct financial stake in
the company. EMC is currently operated by Mr. Ford’s son, Eugene Ford, Jr.
Attachment F
Joint Ventures Between CPDC/CHI and For-Profit Companies
Nonprofit Name/Principal Name/Principal Name/Principal Current

Date of LIHTC Nonprofit Result of
Development Name Location Ownership of Joint Venure of General of Management Status of
Application Role Application
Interest Partner Contractor Agent Development
80% of Northern Real Edgewood
The Residences at General Estate Urban Management
Wiley H. Bates Lead Partner Ventures / Gina Hamel Builders / Corporation /
Heritage Park Annapolis, MD Jun-03 Developer Interest Merritt Phil Gibbs Gene Ford, Jr. Approved Complete
50% of Michaels
Wardman Court General Development Earnest Bock & Interstate Realty
(f.k.a. Clifton Co- Partner Group / Michael Sons / Thomas Management /
Terrace) Washington, DC 2000 Developer Interest Levitt Bock Michael Levitt Approved Complete
80% of Crawford Edgewood
The Overlook at General Edgewood Harkins Builders, Management
Oxon Run (f.k.a. Lead Partner Managers, Inc. / Inc. / Mike Corporation /
Parkside Terrace) Washington, DC Jan-06 Developer Interest H.R. Crawford Ibrahimi Gene Ford, Jr. Approved Complete
80% of Edgewood Abandoned
General Management due to
Lead Partner Tenacity Group / Hamel Builders / Corporation / litigation with
Hampshire Towers Takoma Park, MD Mar-07 Developer Interest Eric Bolog Phil Gibbs Gene Ford, Jr. Approved JV Partner
Attachment G
Tax Credit Applications with CPDC/CHI as sole General Partner
Date of LIHTC Result of Current Status of

Development Name Location
Application Application Development
Central Gardens II Seat Pleasant, MD 1990 Approved Complete
Admiral Oaks Annapolis, MD 1990 Approved Complete
Southern Ridge Washington, DC 1993 Approved Complete
Essex House Takoma Park, MD 1994 Approved Complete
Edgewood Terrace Ph. II Washington, DC 1998 Approved Complete
Park Montgomery Silver Spring, MD 1999 Approved Complete
Edgewood Terrace Ph. III Washington, DC 2001 Approved Complete
Edgewood Terrace Ph. IV Washington, DC 2001 Approved Complete
Island Walk Reston, VA Dec-03 Approved Complete
Mayfair Mansions Washington, DC Jan-06 Approved Complete
Wheeler Terrace Washington, DC Jan-07 Approved Complete
Admiral Oaks Annapolis, MD Nov-08 Approved Complete
Construction
Buckman Road Alexandria, VA May-09 Approved (30% Complete)
Suburbia Fairfax Fairfax, VA Apr-10 Approved Pre-development
TAB F
(Architect’s Certification)
Universal Design Certificate Holder Listing
(This is a list of attendees only as of 2/23/11 and includes persons who are not registered Architects.)
First Name Last Name Affiliation Course Date

Ben Adamson 01/22/2008
John Alford 11/05/2008
Lee Alford 02/17/2011
Amazetta Anderson 01/22/2008
Penny Anderson Stephen Thomas Homes 10/30/2007
John Andrews Newport News RHA 01/08/2009
Charles Ansell ACA Architects, PC 05/24/2006
Charles Ansell ACA Architects, PC 01/08/2009
Tom Armstrong 05/24/2006
Tom Armstrong 01/28/2010
Colin Arnold 01/08/2009
Jeremy Arnold Bonstra Haresign Architects 04/22/2009
Matt Astrin 02/17/2011
Daniel Atkins 11/05/2008
Mitchell Ayers Winks - Snowa Architects, PC 01/28/2010
Sharon Ayers Senior Citizens Advocate Dept. of Human Svcs. 01/08/2009
Ed Baber CrossGap Ministries Inc. 01/22/2008
George R. Baker III 02/17/2011
Lou Balodemas Balodemas Architects 01/18/2006
Barbara Bane NNRHA 01/22/2008
Barbara Barnes Department of Human Services 01/08/2009
Sofia Barr 11/05/2008
Jeffery Barra Toano Design, Inc 01/08/2009
Jeffery Barra Toano Design, Inc 01/28/2010
Julie Baskerville Lessard Group 02/21/2007
Preston Basnight Kroskin Design Group, PC 01/08/2009
Bobby Beasley VG Apartments 02/21/2007
Robert Berz 02/17/2011
Raymond Beverage IEC-CIL 10/07/2010
Raymond Beverage Prince William Commission on Aging 04/22/2009
Michael Binette 02/17/2011
James Black 02/17/2011
Chris Blake 01/22/2008
Gwen Blue Hayden Group 01/08/2009
Kay Boaz Real Living Evergreene Properties 10/07/2010
Latoya Bobb-Semple Venture Investment Partnership 02/21/2007
Stephanie Boczar 05/24/2006
Daniel Bolinaga 12/11/2006
Donald Booth DJG, Inc 05/27/2010
Robert Boucheron 01/28/2010
Chelsey Bourgeois 05/24/2006
Gary Bowling Guernsey Tingle Architects 01/08/2009
Stephanie Bowman 01/22/2008
Sharon Brandau Peninsula Agency on Aging, Inc. 01/08/2009
Gregory Brenzinski A2RCI Architects 01/18/2006
Michael Bricker Balzer and Associates, Inc. 04/22/2009
Brian Brown Access Independence 04/22/2009

Jim Bryan Heffner Architects 04/22/2009
James Bundy 11/05/2008
Jane Burnette Fauquier County Disability Services Board 10/07/2010
Jane Burnette Independence Empowerment Center 04/22/2009
Christopher Burns William R. Beach Homes, Inc. 02/21/2007
Matthew Burton Matthew G. Burton and Associates, LLC 01/08/2009
Anthony Bulter 02/17/2011
Robert Butler 05/24/2006
Robert Butwin 01/22/2008
Theodore Cage Wiencek + Associates Architects + Planners 04/22/2009
Andrew Caldwell LeMay Erickson Architects 12/11/2006
Joe Callahan 01/22/2008
Scott Campbell 02/17/2011
Russell Carlock Norfolk Redevelopment & Housing Authority 02/21/2007
Dennis Carney Caroline County Planning Dept. 02/21/2007
Sanjay Chapekar 02/17/2011
Rob Chapman 01/22/2008
Hsien-Yuan Chen 01/22/2008
Lee Chen 01/18/2006
Shane Cockran 12/11/2006
Michelle Cohn 01/28/2010
Bob Congdon 01/22/2008
Dave Cooper Fauquier County 10/07/2010
Gregory Coupe Monarc Construction 10/07/2010
Douglas Covington, II 01/28/2010
Dawin Cox Fauquier County Disability Services Board 10/07/2010
James Cross 05/24/2006
Garland Curtis 12/11/2006
Jeff Dalton 01/28/2010
R. Drew Dalton Dunn & Dalton Architects 01/08/2009
Tim Daniel 01/22/2008
Wanda Daniel 01/22/2008
Dianne Davis 01/28/2010
Mary Davis Wesley Housing Development Corporation 05/24/2006
Bonnie Dawson 05/24/2006
William Deal 01/28/2010
William F. Deal, Jr. 01/18/2006
Mark Dean Dean Company 02/21/2007
Daniel DeBettnencourt DBF architects 10/07/2010
John DeHaven 05/24/2006
Joel DeLeon 12/11/2006
Frank Destefano 01/22/2008
Frank DeStefano DeStefano Architectural Group 01/08/2009
Thomas DeVane 01/28/2010
Quy Do 01/22/2008
Jennifer Donohue
Thomas Doughtie 01/22/2008
Alan Downie 01/22/2008
Stephen Drake 12/11/2006
David Draper Collins & Kronstadt-Leah, Hogan, Collilns, Draper, L.L.P. 01/08/2009
Laurie DuBose 12/11/2006
Jim Dumminger 11/05/2008

Dick Duncan Accessibility Consulting 01/22/2008
J. Michael Dunn 01/18/2006
Anne Durkin BAM Architects 04/22/2009
Bonnie Echols Ketoctis 10/07/2010
Carina Elgin DSB Member 10/07/2010
Pedro Escario 01/22/2008
Michael Foltz 01/22/2008
Gregory Fregh 11/05/2008
Debbie Frye 01/18/2006
Rick Funk dBF Associates, Architects 05/24/2006
Rick Funk dBF Associates, Architects 01/28/2010
Joshua Galloway Better Housing Coalition 01/18/2006
Regina Gerner 01/22/2008
Lorinda Gholar 12/11/2006
Jody Gibson The Lane Group, Inc. 04/22/2009
Larry Goldman Mayfair Management, Inc. 05/24/2006
Dexter Goode 12/11/2006
Richard Gordon 12/11/2006
Charles Greenberg EDG Architects 01/22/2008
Hunter Greene 01/28/2010
Roger Guernsey Roger S. Guernsey, Architect 02/21/2007
Tim Gunderman 01/28/2010
Bob Gurley 12/11/2006
Carl Gutschow 01/28/2010
Steve Hagan Rappahannock Rapidan Community Services Board 10/07/2010
Patrick Haggerty Balodemas Architects Chtd. 05/24/2006
Judy Hairfield Stock Building Supply 02/21/2007
Bob Hale Town of Warrenton 10/07/2010
Jeff Hall J. Hall Homes, Inc. 04/22/2009
Joanna Hall 12/11/2006
Sylvia Hallock 02/17/2011
Sue Hansohn Culpepper Human Services 10/07/2010
Jeffery Harbinson 01/22/2008
Carl Hardee Lawson Realty Corp 01/08/2009
Mickey Harden Aurora Consulting, LLC 10/30/2007
Tammy Harden Aurora Consulting, LLC 10/30/2007
David Haresign 11/05/2008
Leon Harper Leon Harper & Assoc. Housing 12/11/2006
Ed Harris 01/22/2008
Doug Hart Douglas Development LLC 12/11/2006
Gary Harvey 02/17/2011
Don Harwood Hill Studio, P.C. 01/28/2010
Donald Harwood Hill Studio, P.C. 12/11/2006
Donald Harwood Hill Studio, P.C. 01/08/2009
Thoria Hassam 01/28/2010
Michael Haynes 02/17/2011
Ralph Haynie Art & Architecture, Inc. 02/21/2007
Thomas Heatwole Comonwealth Architects 04/22/2009
Michael Heckman Jefferson Area Board for Aging 05/24/2006
William Hedger Habitat for Humanity 02/21/2007
James Heffner Heffner Architects 04/22/2009
David Heim Norfolk Redevelopment & Housing Authority 02/21/2007

Charles Hendricks 01/28/2010
William Hess 01/22/2008
Sandra Hester Interior Designer 01/08/2009
Ken Hiatt 12/11/2006
Kelly Hickok 12/11/2006
Jason Hinds 01/22/2008
Jason Hinds 02/17/2011
Earl Howerton 01/18/2006
James Hricko James Hricko Architect LLC 10/07/2010
Robert Hull 11/05/2008
Mark Humbertson 01/22/2008
David Hunter 11/05/2008
Belinda Hurlburt 12/11/2006
Cynthia Ianni 05/24/2006
Cynthia Ianni 01/28/2010
Karen Irvin Rust Orling Architecture 04/22/2009
James Jackson 01/28/2010
Robert Jackson 01/22/2008
Sharon Jadrnak Habitat Virginia 10/30/2007
Philippe Jentsch MIFA Architecture 02/21/2007
James Johnson 12/11/2006
Patrick Johnson 01/22/2008
Ryne Johnson Astoria, LLC 01/28/2010
Stephanie Johnson 02/17/2011
Robert Johnston 01/18/2006
Wayne Jones 11/05/2008
Dora Kay 02/17/2011
Lisa Kelly 12/11/2006
James Kirby DJG, Inc 05/27/2010
Laura Kiser 01/22/2008
Kenneth Kite Tomberlin Associates, Inc. 01/18/2006
Lawrence Kliewer Jr. Cox Kliewer and Co. PC 02/21/2007
Scott Knudson 02/17/2011
Peter Kooken Heartwood Corporation 04/22/2009
Irwin Kroskin Kroskin Design Group, PC 01/22/2008
Irwin Kroskin Kroskin Design Group, PC 01/28/2010
Jonathan Kucera 01/22/2008
Jonathan Kucera 11/05/2008
Brenda Landes 01/22/2008
Casey Landrum Habitat for Humanity - Virginia 04/22/2009
Mark Larson Baskervill- Architect-Principle 01/08/2009
Shawn Lawrence 12/11/2006
Bruce Leuthold NRHA 01/18/2006
Oy Bill Lieu 05/24/2006
Emmett Lifsey Calloway Johnson Moore & West, P.A. 11/05/2008
Ken Linehan 01/22/2008
Alfred Liu AEPA Architects Engineers, P.C. 04/22/2009
Ronald Lloyd RDL Architects, Inc. 10/30/2007
Mary Lopez Independence Empowerment Center 10/07/2010
Mary Lorino 01/28/2010
Jennifer Lovejoy 11/05/2008
Walter Lucas 01/18/2006

Russell Ludwig 01/28/2010
Anne Manson Interior Design Dev. Inc 01/08/2009
Jennifer Marca 11/05/2008
Barry Marsh MarshWitt Associates, P.C. 02/21/2007
George Martin 05/24/2006
Jackie Martin Martin Riley Associates 04/22/2009
Jennifer Martin 01/28/2010
Larry Martin Martin & Co. Architects, Inc. 11/05/2008
William Massey Peninsula Agency on Aging, Inc 01/08/2009
John Matthews Mitchell Matthews Arhitects 10/30/2007
Scott Matties 11/05/2008
James McAllister 01/22/2008
Bill McClellan Pinnacle Construction 01/18/2006
Mary McFarland 05/24/2006
Sarah McInerney 11/05/2008
Virginia McInturff 05/24/2006
L. Scott McKennon 01/22/2008
John McLaurin Lessard Group, Inc. 01/18/2006
Derek Merricks 01/28/2010
Jeff Meyer VCDC 01/18/2006
Carlton Miles 05/24/2006
Judith Miller 02/17/2011
Peggy Miltenberger Dise & Associates 12/11/2006
Ronald Mittelman Locust Hill, Inc. 05/24/2006
Michael Molzahn 11/05/2008
Ronald Moore 12/11/2006
Anne Morgan 01/18/2006
Paul Moyer 01/22/2008
Christopher Murray Jefferson Area Board for Aging 04/22/2009
Linda Murry Century 21 Adventures 02/21/2007
Robert Nawigah 12/11/2006
Wayne Neale Neale Architects 12/11/2006
Michael Newton 01/28/2010
Melody Nobleza Lessard Group 02/21/2007
David Norden Hingrley Shepherd Norden PLC 10/07/2010
Molly O'Conner 01/22/2008
Katie O'Neal 02/17/2011
Takehiko Otsdia 12/11/2006
Tara Overton 05/24/2006
John Ozmore DJG, Inc 01/08/2009
Peter Ozolins Peter Ozolins Architecht, P.C 02/21/2007
Sam Palmer 01/18/2006
Richard Park Pinnacle Construction 01/18/2006
William N. Park Pinnacle Construction 01/18/2006
Mary Parker 02/17/2011
Linda Pearman Stephen Thomas Homes 10/30/2007
Martha Peerman 05/24/2006
Ray Pentecost 01/22/2008
Donna Phaneuf 02/17/2011
Melissa Phillips 12/11/2006
Darlene Pine 05/24/2006
Susan Plaster 01/22/2008

Susan Plaster 01/28/2010
Walter Ploskon 02/17/2011
Tina Pogliani 12/11/2006
Lois Polifka 01/08/2009
Michael Puryear More Than Tile, LLC. 10/30/2007
Carrie Quinn 01/28/2010
Ronald Quinn 01/28/2010
Robin Raines 01/28/2010
David G. Ralston Fauquier County 10/07/2010
Warren Ralston Lessard Group 02/21/2007
Steve Ramey RE/Max Regency 10/07/2010
Michael Raphael Architectural Design Associates 01/18/2006
Jaime Rasmussen 11/05/2008
Jeffrey Ratliff 11/05/2008
Michael Redifer 05/24/2006
Kim Reed Reed Homes 02/21/2007
Steve Reed Habitat for Humanity - Virginia 04/22/2009
Linda Reid DSB Member 10/07/2010
Stewart Reid 05/24/2006
Beau Richards 01/28/2010
Warren Righter 01/28/2010
Warren Righter 02/17/2011
Bill Ripley Rodriguez Ripley Maddux Motley Architects 01/18/2006
Wally Robinson 01/28/2010
Angel Rodriguez Lessard Group 02/21/2007
Lee Rooney 01/28/2010
Gilbert Rosenthal 02/17/2011
James Ross, II 01/18/2006
George Rowe Rush Homes 01/22/2008
George Rowe Rush Homes 01/08/2009
Rebecca Rowe 02/17/2011
J. Mitchell Rowland, III 12/11/2006
Patricia Rowley 01/28/2010
Eric Rueger 01/28/2010
Rick Ruhf Ruhf Platt Willard Architects, Ltd. 10/30/2007
Steven Ruiz 02/17/2011
Clarence Russell 01/22/2008
Jaimi Russell 01/22/2008
John Rust 01/28/2010
Nicholas Ryder 01/22/2008
David Sadowski Crater District Area Agency on Aging 10/30/2007
Will Sanford Housing Opportunities Made Equal of Virginia Inc. 11/05/2008
Vandana Sareen TCG Development Services, LLC 01/22/2008
Jocelyn Scherr Habitat Virginia 10/30/2007
Eugene Schiavo 12/11/2006
Joe Schneider Lessard Group 02/21/2007
Logan Schutz Grimm & Parker 03/09/2010
Ellen Shackleford Connections Access Consulting Services 02/21/2007
Rick Shepherd Hingrley Shepherd Norden PLC 10/07/2010
John Shields 01/22/2008

Bruce Shirley 11/05/2008
Megan Shope 01/28/2010
Matthew Shriver Architect/Shriver and Holland Assoc. 01/08/2009
Mark Smith MAS Associates, LLC 01/18/2006
Mark Smith 01/28/2010
James Snowa Winks - Snowa Architects, PC 11/05/2008
Alan Sparber First Centrum 02/21/2007
Scott Speser 11/05/2008
Grover Starbuck B&B Consultants, Inc. 04/22/2009
Diane Starkey 05/24/2006
Keriann Steinruck 01/28/2010
David Stembel Barton Partners 04/22/2009
Chris Sterling VACDC 01/18/2006
Robert Stern Riddick & Associates, P.C. 12/11/2006
Zoraya Stern 05/24/2006
Thomas Stodghill 12/11/2006
Ronald Styles 01/22/2008
Anne Sutliff Calude Moore Charitable Foundation 10/07/2010
Ed Tam 02/17/2011
Jeffery Taylor 01/22/2008
Patricia Temple 05/24/2006
Stephen Thomas Stephen Thomas Homes 10/30/2007
Al Thomason 12/11/2006
Jocelyn Tichenor 01/28/2010
Nader Tomasbi The Commodore Corp. 02/21/2007
Daniel Tosch 01/22/2008
Rocco Tricarico NorNeck, LLC 05/24/2006
Greg Tucker 01/28/2010
Daniel Tyhen 04/22/2009
Gary VanAlstyne VA Solutions 10/07/2010
Terry VanBrackle 10/07/2010
William Vaucuan 12/11/2006
Amy Vealey Art & Architecture, Inc 02/21/2007
Gifford Vernon 01/08/2009
William Wade Senior Services of Southeastern VA 01/08/2009
Olin Walden 01/22/2008
Joleen Wallace Eyestone Development LLC 01/08/2009
Thomas Wallinga 11/05/2008
Bruce Wardell BRW Architects 03/08/2010
Fronce' Wardlaw Project Faith, Inc. 02/21/2007
Seth Warner 01/18/2006
Rebecca Warntz 05/24/2006
Douglas Weatherby 12/11/2006
Michael Weaver 02/17/2011
Bernard Weinstein Bernard I. Weinstein & Assoc., Architects 12/11/2006
Bernard Werwie Fairfax Realty 02/21/2007
Mary Wheeler MQW Architect 04/22/2009
Jennifer Whitaker 05/24/2006
Kathryn Whitworth 12/11/2006
Scott Wilets EDG Architects 02/21/2007

Michele Williams-Grant 01/22/2008
Don Willis Central VA Housing Coalition 02/21/2007
Adam Wilson 01/28/2010
Allison Wingfield Rush Homes 01/08/2009
Edward Winks 01/28/2010
David Winn 01/18/2006
Catherine Winston 01/22/2008
Don Witt Marsh Witt Assoc. (currently w/ Hughes Associates) 11/05/2008
Kelly Wood 12/11/2006
Kevin Wood Piedmont Housing Alliance 10/30/2007
Jacquie Woodruff Fairfax County AAA 10/30/2007
Tom Wotton Home Sweet Home Improvments 10/07/2010
Russell Wydner Sunbelt Rentals 02/21/2007
Desi Wynter Richmond Redevelopment & Housing Authority 12/11/2006
Patrick Zampetti Studio Z Architecture, Inc 10/30/2007
Morris Zasler 01/18/2006
Bruce Zavos Zavos Architecture & Design 01/22/2008
Al Zemaitis Zemanitis & Associates, Architets 10/30/2007
EarthCraft Virginia MultifamilyTM
Sensibly Built for the Environment
RENOVATION WITH ADDITIONS WORKSHEET 2009
IECC 2004 Climate Zone 4
An individual Scoring Worksheet must be submitted to EarthCraft Multifamily for each renovation project to be certified. An EarthCraft
Multifamily certification requires 100-160 points, depending on the type of renovation being performed. In addition to the completed
worksheet, each project must be inspected by an EarthCraft Multifamily Inspector before, during and after the renovation and
commissioned energy modeling showing performance at least 30% more than predemolition conditions. Finally, any and all appropriate
documentation must be provided.
Points Required Type of Renovation

140 renovations that change exterior shell of building but use only existing foundation
160 renovations that add a foundation
Worksheets may be submitted via mail, fax, or email.

Mail: EarthCraft House
1431 W. Main Street
Richmond, VA 23220
Fax: 804-562-4159
Email: admin@earthcraftvirginia.org
Project: Howard Manor Apartments
Renovator Group: Howard Manor, LLC
Contact Person: Shelynda Burney
Phone: 202.885.9552
Fax: 202.895.8805
Email: sburney@cpdc.org
2001 N. Cleveland St.
Project Address: Arlington, VA
Renovating Contractor - By accepting the EarthCraft Multifamily certification, I pledge that this project has been remodeled to the
standards listed on this Worksheet.
Renovator Signature date
Property Owner - I have reviewed the EarthCraft Multifamily measures with the renovating contractor.
Property Owner Signature date
EarthCraft Multifamily Technical Advisor
Technical Advisor Signature date
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
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
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
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
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
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
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
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
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
Project Address 2001 N. Cleveland Street

City, State, County Arlington, VA
INSULATION R-value or Inches of Foam Insulation Type

Location Fiberglass, Cellulose, Open-
Circle or explain where appropriate
Cavity Continuous cell foam, Closed-cell foam
Exterior Walls n/a
Floor over Bsmt/Crawl/Garage n/a
Cantilevered Floors n/a R-19 fiberglass
Flat Ceilings Roof System R-38 closed cell rigid

Tray Ceilings n/a n/a n/a
Vaulted or Sloped Ceilings n/a n/a n/a
Attic Kneewalls Roof/ceiling assembly n/a R-19 fiberglass
Rim/Band Joists n/a n/a n/a
Poured Bsmt or Crawl Walls
Specify whether int. or ext. sheathed
Framed Bsmt Walls n/a
Under slab or slab edge, specify 2" closed cell rigid
GLAZING U-Factor SHGC

Main windows 0.32 0.35
French Doors n/a n/a
Glass in Solid Doors 0.32 0.30
Skylights n/a n/a
Sliding Glass Doors 0.32 0.30
Ornamental Glass Locations n/a n/a
SOLID DOORS Wood, Wood Metal – Metal – Other –

-Check type, specify Solid core Panel Polystyrene Polyurethane Give R-Value
R-value when available Give Thickness Give Thickness Core Core or U-Value
basement n/a n/a 1-3/4" Glass in solid door
Front Door units n/a U-Value .30
Back Door n/a n/a n/a n/a

n/a n/a n/a n/a
Door to Garage
n/a n/a n/a U-Value .32
Other storefront entry n/a
HVAC SYSTEMS Unit Type AFUE or SEER Capacity –
-Air handler location, HSPF Output in btu/h or tons
Include make & model number 1bd, Heating Cooling
2bd,etc…
Unit Heat Pump-Carrier #25HBB518ECM Efficiency, 1 BR 8.8 HSPF 15 18 MBH 18 MBH
Unit Heat Pump-Carrier #25HBB524ECM 2 BR & Comm Ctr 8.8 HSPF 15.3 24 MBH 24 MBH
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
DUCT SYSTEMS Open or Number

of Programmable Insulation
-Location of duct system in conditioned Unit Type Ducted Thermostat? R-Value
or unconditioned space Return? Returns
Conditioned space Bottom Floor Open 1 Yes 4.0
Conditioned space Top Floor Open 1 Yes 4.0

Conditioned space Open 1 Yes 4.0
Middle Floor(s)
Geothermal heat pumps, solar water heating, and PV require separate spec sheet – Request from Southface.
MECHANICAL VENTILATION On which unit types? List below.

Fresh/outside air intakes
Type, circle or underline Supply Only Exhaust Only Balanced
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.
Sensible Recovery Efficiencies (%): Total Recovery Efficiencies (%):
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
Barrier-Free Units (with washer) AO Smith Conservationist Electric 50 gallon

.95 n/a
#PXHS-50
Laundry AO Smith BTH-199 .94 Gas 100 gallon n/a
Circle any additional energy saving features and describe below
Insulated basement, reflective shingles, attic radiant barrier, advanced framing, solar screens or other (describe)
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
ENERGY STAR Make & Model number EF, kWh/yr

Appliances - or other specification
- List type
Refrigerator G.E. #GTH18EBBWW 383 kWh/yr
Dishwasher G.E. #GSD4000RWW 324 kWh/yr
Washer - BF units G.E. #WCVH6800JWW 142 kWh/yr
Refrigerator - BF units G.E. #HTH17CBBWW 370 kWh/yr
Dryer - BF units G.E. #GFDN110ELWW n/a
Electric range G.E. #JBS15MWW n/a
% Pin-Based
Fluorescent Lighting % Compact Fluorescent
- Unit type Fluorescent Lighting
Lighting
Used
Surface Round 90% 10%
Surface Cloud 90% 10%
Bathroom Sconce 90% 10%
Common Area Sconce 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
2506-2510 20th Road North West

TAB G
(Relocation Assistance Guidelines)
`

HOWARD MANOR APARTMENTS
Relocation Plan
Contact Data

Owner: Community Preservation and Development Corporation
5513 Connecticut Avenue
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
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
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.

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.

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.

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

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

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.
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
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Property Information
Ownership information current to sales recorded on/about 1/24/2011.
RPC: 15007067 Neighborhood: 870000

Address: 2500 20th RD N Zoning: RA6-15 Lot Size: 30000
Year Built: 1958 Units: 30 Economic Unit:
Tradename: HOWARD MANOR APTS (PART)
Owner Name and Address: Legal Description:
TRUMP INVESTMENT GROUP LT 3
ANCIENT OAKS
2631 WOODLEY PL 30000 SQ FT
FALLS CHURCH,VA 22046
Property Map Book

311-Apartment - Garden 043-04 Polygon ID: 15007067
Class: Page:
Tax rate: The 2010 general tax rate is $0.958/$100 of assessed value.
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
2004 01- Annual $1,140,000 $1,350,600 $2,490,600

2003 01- Annual $1,140,000 $1,190,300 $2,330,300
2002 01- Annual $1,140,000 $667,500 $1,807,500
2001 01- Annual $702,400 $1,011,500 $1,713,900
2000 01- Annual $681,900 $912,700 $1,594,600
1999 $681,900 $729,900 $1,411,800
1998 $681,900 $610,600 $1,292,500
1997 $681,900 $543,700 $1,225,600
SALES HISTORY
SALES SALES SALES DEED DEED

GRANTEE
DATE PRICE CODE BOOK PAGE
6/1/1983 $1,600,000 4 TRUMP INVESTMENT GROUP 2094 0344
1/1/1966 $0 BACKUS THELMA J 1621 0066
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
Please address any questions, comments, or concerns to the Department of Real Estate Assessments by
email: realog2 (at) arlingtonva.us
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Assessment Information
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2100 Clarendon Blvd. Arlington, VA 22201 Tel: 703-228-3000 TTY: 703-228-4611
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Property Information
Ownership information current to sales recorded on/about 1/24/2011.
RPC: 15007066 Neighborhood: 870000

Address: 2001 N CLEVELAND ST Zoning: RA6-15 Lot Size: 49254
Additional Addresses:
2506 20th RD N |
Year Built: 1958 Units: 46 Economic Unit:

Tradename: HOWARD MANOR APTS (PART)
Owner Name and Address: Legal Description:
TRUMP INVESTMENT GROUP LT 4
ANCIENT OAKS
2631 WOODLEY PL 49254 SQ FT
FALLS CHURCH,VA 22046
Property Map Book

311-Apartment - Garden 043-04 Polygon ID: 15007066
Class: Page:
Tax rate: The 2010 general tax rate is $0.958/$100 of assessed value.
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
2008 01- Annual $3,901,000 $1,614,900 $5,515,900

2007 01- Annual $3,546,400 $1,850,300 $5,396,700
2006 01- Annual $2,955,300 $1,733,100 $4,688,400
2005 01- Annual $2,364,200 $1,625,700 $3,989,900
2004 01- Annual $1,871,700 $1,985,700 $3,857,400
2003 01- Annual $1,871,700 $1,728,400 $3,600,100
2002 01- Annual $1,871,700 $914,900 $2,786,600
2001 01- Annual $1,153,100 $1,489,600 $2,642,700
2000 01- Annual $1,119,500 $1,335,000 $2,454,500
1999 $1,119,500 $1,054,200 $2,173,700
1998 $1,119,500 $877,000 $1,996,500
1997 $1,119,500 $773,700 $1,893,200
SALES HISTORY
SALES SALES SALES DEED DEED

GRANTEE
DATE PRICE CODE BOOK PAGE
6/1/1983 $1,600,000 4 TRUMP INVESTMENT GROUP 2094 0344
1/1/1959 $370,000 BACKUS THELMA J 1390 0267
VIEW SALES IN THIS NEIGHBORHOOD

Please address any questions, comments, or concerns to the Department of Real Estate Assessments by
email: realog2 (at) arlingtonva.us
About
Assessment Information
Appeals & Board of Equalization
Property Data Search
Forms
News
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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
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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
Locality: Unit Type: Date:

Arlington Apartment 7/1/2010
Monthly Dollar Allowances

Utility or Service 0 BR 1 BR 2 BR 3 BR 4 BR 5 BR
Heating a. Natural Gas 22 27 32 36 43 48
b. LPG/Propane 35 49 63 77 94 108
c. Oil 26 36 47 57 73 83
d. Electric 12 17 21 26 33 37
e. Heat Pump 9 13 20 23 29 33
Cooking a. Natural Gas 4 6 7 9 11 13
b. LPG/Propane 14 20 26 31 40 45
c. Electric 5 7 9 11 15 17
d. Coal/Other
Other Electric/Lighting 24 31 38 44 55 61
Air Conditioning 5 7 10 12 15 17
Water Hea a. Natural Gas 9 12 16 19 24 28
b. LPG/Propane 30 42 55 67 85 97
c. Oil 22 31 40 49 62 71
d. Electric 13 18 24 29 37 42
e. Coal/Other
Water 6 9 15 25 34 43
Sewer 14 21 35 56 77 98
Trash Collection 27 27 27 27 27 27
Range/Microwave 7 7 7 7 7 7
Refrigerator 7 7 7 7 7 7
Other--Specify
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
Steve Gildersleeve
Senior Vice President
202.442.7539
March 4, 2011
Ms. Shelynda Burney

CPDC Howard Manor LLC for
Howard Manor LLC
5513 Connecticut Avenue, NW
Suite 250
Re: Howard Manor Apartments

Arlington, VA
Dear Ms. Burney:
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
The terms of the equity commitment will include the following:
• Project rents underwritten at a level no greater than 90% of market rents.

• Debt Service Coverage, inclusive of reserves, greater than 1.15:1.00.
• Vacancy/collection loss of 7% or greater.
• Replacement Reserves of $250 per unit per year or greater.
• A Lien Free Completion and Development Deficit Guaranty.
• An Operating Deficit Guaranty, representing a minimum of 6 months of operating expense
plus must pay debt service, for a term of 5 years following 3 consecutive months of
breakeven operations.
• A Tax Credit and Recapture Guaranty and Repurchase Agreement from the development
entity and principals.
• Adjuster clauses for the delayed delivery or the reduction in credits.
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.
I look forward to working with you.
Best regards,
Steve Gildersleeve
Senior Vice President
Bank of America, N.A.
cc: Priya Jayachandran

Derrick Perkins
Arthanais Williams
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)

145 Tremont Street 1275 K Street, NW

Suite 400 Suite 1200
Boston, MA 02111 Washington, DC 20005
T 617.224.0600 T 202.842.9006
F 617.224.0601 F 202.842.3936
Klein Hornig LLP
COUNSELORS AT LAW
March 10, 2011

601 South Belvidere Street
Richmond, Virginia 23220-6500
Re: 2011 Tax Credit Reservation Request

Name of Development: Howard Manor Apartments
Name of Owner: Howard Manor LLC
Ladies and Gentlemen:
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


March 10, 2011
Page 2
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.
5. The site of the captioned Development . is controlled by the Owner, as identified in

Subpart II-A of the Application, for a period of not less than four (4) months beyond
the application deadline.
6. The type of the nonprofit organization involved in the Development is an

organization described in Code Section 501(c)(3) or 501(c)(4) and exempt from
taxation under Code Section 501(a), whose purposes include the fostering of low-
income housing.
7. The nonprofit organization's ownership interest in the development is all the

managing member interests of the ownership entity of the development as described
in Subpart 11-D of the Application form.
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
March 10, 2011
Page 3
tax penalties or to support the promotion or marketing of the transaction or matters addressed
herein.
Very truly yours,
cc: Paul Browne, CPDC

Shelynda Burney, CPDC
Tim Westrich, CPDC
(all via email)
KH 187718.2
TAB Y
(Marketing Plan for units meeting accessibility
requirements of HUD section 504)
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

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INSTRUCTIONS FOR THE

VIRGINIA 2011 LIHTC APPLICATION FOR RESERVATION

An electronic copy of your completed application is a mandatory submission item.

Applications For 9% Competitive Credits

Staff email addresses:

Application For Reservation

Deadline for Submission

Tax Exempt Bonds

Virginia Housing Development Authority

Electronic Copy of the Microsoft Excel Based Application (MANDATORY)

v1.1.2011 Submission Checklist

VHDA TRACKING NUMBER 2011-C-08

A. Development Name and Location:

14. Congressional District 8 http://dlsgis.state.va.us/congress/2001PDFs/chap7Tab.pdf

15. Location Map Attached (TAB A)

2. Credits requested from:

Tax Exempt Bonds

This development will receive federal subsidies for:

D. Type(s) of Allocation/Allocation Year

E. Acquisition Credit Information

Ten-Year Rule For Acquisition Credits

F. Rehabilitation Credit Information

Minimum Expenditure Requirements

G. Request For Exception

II. OWNERSHIP INFORMATION

Must be an individual or legally formed entity

Federal I. D. No. 27-4839782 (If not available, obtain prior to Allocation)

Principals' Previous Participation Certification attached (Mandatory TAB D) & resumé.

Is there an identity of interest between the seller and owner/applicant? Yes No

C. Development Team Information:

1. Tax Attorney: Jonathan Klein Related Entity? Yes No

2. Tax Accountant: Ed Ryan Related Entity? Yes No

3. Consultant: Related Entity? Yes No

4. Management Entity (Contact): Scott Jones Related Entity? Yes No

5. Contractor (Contact): TBD Related Entity? Yes No

6. Architect: Walter Ploskon Related Entity? Yes No

7. Real Estate Attorney: Jonathan Klein Related Entity? Yes No

8. Mortgage Banker: Related Entity? Yes No

9. Other (Contact): Related Entity? Yes No

1. Nonprofit Involvement (All Applicants)

4. Identity of Nonprofit (All nonprofit applicants)

5. Percentage of Nonprofit Ownership (All nonprofit applicants)

III. DEVELOPMENT INFORMATION

A. Structure and Units:

2. The development's structural features are (check all that apply):

Row House/Townhouse Detached Single-family

5. Unheated Floor Area (Breezeways, Balconies, Storage) 4,323.30 (Sq. ft.)

8. Number of Buildings (containing rental units) 3

9. Commercial Area Intended Use: n/a

10. Project consists primarily of a building(s) which is (are)(CHOOSE ONLY ONE)

Low-Rise (1-5 stories with any structural elements made of wood)

11. a. Total Net Rental Square Feet 51,632.00

Exterior Finish: brick and cementitious siding

3. Check the following items which apply to the proposed project:

For any project, upon completion of construction/rehabilitation: (Optional Point items)

Expected Total Electrical Load (kilowatt hours per month): 0

a. All cooking ranges will have front controls

The structure is listed individually in the National Register of Historic Places or is

Check one or none of the following point categories, as appropriate:

Earthcraft or LEED Development Certification

Universal Design - Units Meeting Universal Design Standards

VHDA Certified Property Management Agent

IV. TENANT INFORMATION