• 9. A ppend ix

+t PENNROSE Bricks & Mortar ~ Heart &Soul CERTIFICATION OFNON-G044USION

The undersigned certifies under penalties of perjury that this bid or proposal has been made and submitted in good faith and without collusion or fraud with any other person. As used in this certification, the word "person" shall mean any natural person, business, partnership, corporation, union,committee, club, or other organization, entity, or group of individuals.

Signature: ~ ~---'i"/ Printed Name:~M OT1~Y ~ ~~E~7~EL

TitleC ~i`-~~ ~f~ f~KC~..~~~~!V / Date: ~I

Name of business: ~~~~~i~~~~ ~ ~ L

Page 29 of 31 DISCLOSURE OF BENEFICIAL INTERESTS ACQUISiT1~N OR DISPOSITION OF REAL

For acquisition or disposition of byTtn4fo~tLLC the undersigned does hereby state, for tl~e purposes of disclosure pursuant to Massachusetts General Laws, Chapter 7, sectlon 40J, oC a transaction relating to real property as follows:

L (1} REAL PROFERTY DESCRIPTION: aE / /~ 1 2. 2 TYPE OF TRANSACTION:~o v t uN„ 3. (3) SGLLER or LESSOR:Iow,..~ Lteo~t ~. (4} BUYER or LESSEE. ~Q^^~o~c. ~o~~~ ~~ ~LLC~ ~r ~}o Dos: N.~A~~i'Ii.~r. 5. (5) Names and addresses of all persons who h ve or will have a directs r indirect beneficial interest in the real property described above: Tau.~e~u ~+ glt~e ~.w,~"

NAME RESIDENCE

5. (b) None of the above mentioned persons is an employee of the Division of Capital Asset Management a- an official elected to public office in the CommonwQaCth except as listed below. 7. (7) This section must be signed by the individifal(s) or organizations) entering into this real property transaction evith the public agency named above. ff this forni is signed on behalf of a corporation or other legal entity, it must be signed by a duly authorized officer oFthat corporation or Iegal entity. The undersigned acknowledges that any changes or additions to items 3 and or 4 of this form during the term of any tease or rental will require filing a new disclosure with the Division of Capital Asset Management and Maintenance within thirty(30) days following the change or addition

The u ersi tied swears under the pains and penalties of perjury that this forni is complete and occur tein Iresp

Signatures Printed Name: ~ATe3tkS• bl~Al/4

Title: C~4~~ i'•A~w4iti1 ~~~W Date: ~IZ7'ZO)q

Name of business P~n~l'~~t. i-LL-

~Gw~ pPo~~~ Ge~s~~F~ ~ ~l.s~ AClt) ~OCtn~'+~h'c~ ~.. ~nK ~SSL~SotJ Do'~'a~~lt A~

N~:.~.~~~ Rc'?~~'r11 •k as IMep ~S~ P~~c~~ 1 . '\CCnr.<<-s~ .~ ~~~~CS1~~rc. ✓eG~s V

Y'a7 '~" I .H- I T loD k 1~ v I~ Yw ~ C ZO~ ~

Page 30 of 31 Pennrose SPE Beneficial Interest Calculator Pennrose Holdings, LLC Individual Owners Summary As of Feb 1, 2019

Cumulative Ownership % in Pennrose Individual Owners Residence/Legal Address Holdings, LLC Richard K. Barnhart 40 Evans Lane, Haverford, PA 19041 22.5000°/a Mark H. Dambly 354 Darlington Road, Media, PA 19063 22.5000% Timothy I. Henkel 462 Barclay Road, Bryn Mawr, PA 19010 15.0000% James C. Hunt 519 Buckeye Trail, West Lake Hills, TX 78746 0.0451% Woodley Larkin Hunt 515 Woodland Avenue, EI Paso, TX 79922 16.3743% Marion Louis Hunt 901 Vista Mia Court, EI Paso, TX 79922 0.5243% WGH Dynasty Trust 4401 North Mesa, EI Paso, TX 79902 14.9052% M.L. Hunt & N. Howrey Hunt 2008 GRAT Remainder Trust 4401 North Mesa, EI Paso, TX 79902 0.2070% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Jason M. Hunt 4401 North Mesa, EI Paso, TX 79902 1.4992% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Joshua W. Hunt 4401 North Mesa, EI Paso, TX 79902 1.6112% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Matthew D. Hunt 4401 North Mesa, EI Paso, TX 79902 1.6112% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Sarah M. Hunt 4401 North Mesa, EI Paso, TX 79902 1.6112% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Marcus J. Hunt Jr. 4401 North Mesa, EI Paso, TX 79902 0.5371% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Hayden A. Hunt 4401 North Mesa, EI Paso, TX 79902 0.5371% W.L. Hunt &Gayle Hunt 2004 Irrevocable Trust f/b/o Gracyn C. Hunt 4401 North Mesa, EI Paso, TX 79902 0.5371% Total 100.0000% Tax Cnmpiiance Certificate

Pursuant to M.G.L., Chag~tet 6Zt, sec. 49A, the individual executing this praposal certifies, under pains and penalties of perjury, that to the best of his/taee knowledge and be{ief the Proposer has complied witfi all of the laws of the Commonwealth relating to taxes, reporting of employees d c ntractors, and withholding and remitting child support.

NameoEP o r: C~~A~J~C. LL

Signature:

Printed Name: I'af/~c,J~ S. ~c,~R fiitle: G~~c'~ '~':nonc~.l O~~tiie/

bate:_ ~ ~ 2~ I ?019

Page 31 of 31 ~M~ ~ MASSNOUSING

Massachusetts Housing Finance Agency One Beacon Street, Boston, MA 02106

TEu 617.854.1000 Fnx:617.854.1091 www.masshausing.com Vdeophone:857.366.4157 or Relay: 711

February 1, 2019

Charlie Adams Regional Vice President Pennrose 50 Milk Street Boston, MA 02109

Re: Sawmill Property -Lenox

Dear Mr. Adams,

I am writing to confirm MassHousing's strong interest in working with you to finance the development of the Sawmill Property, a proposed 56-unit mixed-income development located in Lenox.

We understand that Pennrose is submitting a response to an RFP issued by the Town of Lenox and that your proposal is to develop amixed-income development of 56 units of rental housing along with space for a corntnunity center and green space.

The development team anticipates that this development will need approximately $2.6 million in permanent financing and $1 million in subordinate Workforce Housing funds. To the extent, Workforce Housing funds are available, we would consider providing up to $100,000 of workforce housing subsidy per unit for a total allocation of $1 million. We understand that, if selected by the Town, you will apply to DHCD for an allocation of 9% and State LIHTCs and soft debt.

We look forward to working with you to structure a financing package that best meets the needs of the development. We wish you success in being designated for this parcel and hope that we will have an opportunity to work with you on the financing for this development.

Sincerely,

~~ ,. Cynthia Lacasse Director of Rental Business Development

Charles D. Baker, Governor Michael J. Dirrane, Chairman Chrystal Korn gay, Executive Director Karyn E. Polito, Lt Governor Ping rn Chai, ice Choir Management Plan

Village at Nauset -Green AKA Campbell -Purcell ' ~,,~ ~,,

~i~~'.

~nrose Management Company ~ l N. 3 l St Street r„iladelphia, PA 1912] (267)386-8600

128,204v5 Management Plan

[CAMPBELL-PURCI;LL~

Index I. The Project...... 2 A. Unit Mix Overview ...... 2 B. Definitions...... 2 II. Management Philosophy and Objectives ...... 3 A. Mission Statement...... 3 B. Specifics Objectives...... 3 III. Program Guidelines and Requirements...... :...... 3 A. Role and Responsibility of the Owner and Agent...... 3 B. Management Fee ...... 4 C. Personnel Policy and Staffing Arrangements ...... :...... 4 D. Marketing Effort ...... :...... 6 E. Procedures for Determining Resident Eligibility ...... 6 F. Leasing ...... 6 G. Rent Collection Policies and Procedure~ ...... ::...... 6 H. Maintenance and Repair Program ...... 7 I. Accounting and Financial Mai~agement ...... 9 J. Resident —Agent Relations...... 9 K. Violence Against Women Act Requirements ...... 10 L. Procedures ...... :...... 10 M. Social Service Programs ...... 10 N. Energy Conservation...`...... :...... 12 O. Security ...... 13 P. Resident Handbook ...... 13 Q. Pet Policy ...... 13

EXHIBIT A: Job Descriptions EXHIBIT B: Resident Selection Plan EXHIBIT C: Pet Ownership Policy EXHIBIT D: Tenant -Tax Credit, Market Rate and Addenda EXHIBIT E: PMC Personnel Policy/Employee Handbook EXHIBIT F: Maintenance Standards and Procedures EXHIBIT G: AFHMP EXHIBIT H: Grievance Procedure EXHIBIT I: Supportive Services Plan

128,204v5 MANAGEMENT PLAN

CAMPBELL-PURCELL

PENNROSE MANAGEMENT COMPANY (the "Agent'), acting as agent for Pennrose Campbell Purcell Community Housing, LLP proposes the following Management Plan for "Campbell-Purcell", a 65-unit property for low income families/ individuals/senior citizens located in Eastham, Massachusetts.

I. The Project

A. Unit Mix &Amenities Overview

The Project will consist of 65 residential units, with 50 being LIHTC Units~~and 1~5 being WorkForce Units. Ofthe LIHTC Units, I 1 will be PBV Units, including 8 Section 8 PBVs and 3 Section 811 PBVs and these 11 units will also be HOME units. 6units of these 1-I units will be set aside for individuals with disabilities. Of the 6 units set aside for individuals with disabilities, 4 -will be set aside for individuals who are mobility impaired and 2 will be set aside for individuals who are sensory impaired. The Project will have a community building with a community room; plaxground and a''picnic area as well as onsite parking.

B. Definitions.

As used in this Management Plan: ~~~- ~~ "Agent" means Pennrose Management Company. ~~ "AHT Program" and "AHT Requirements" mean the Massachusetts DHCD Affordable Housing Trust Fund Program and the requirements associated therewith.

"DHCD": The Department of Housing .and Community Development.

"LIHTC Program" and "LIHTC Requirements" mean the federal low-income housing tax credit program and the requirements associated therewith. The LIHTC Requirements include, without limitation, those set forth in the LIHTC Indenture and in Section 42 of the Internal Revenue Code of 1986, as amended, and related regulations.

"LIHTC Indenture" means the Indenture of Restrictive Covenants for Low Income Housing Tax Credits for the Project executed by the Owner and Pennsylvania Housing Finance Agency.

"LIHTC Units" means the 50 units that will be operated in accordance with the LIHTC Requirements. The LIHTC Units include the 11 PBV Units.

"HOME Program" and "HOME Requirements" mean the Massachusetts DHCD HOME Program and the requirements associated therewith.

"HSF Program" and "HSF Requirements" mean the Massachusetts DHCD Housing Stabilization Fund and the requirements associated therewith.

"HUD" means the United States Department of Housing and Urban Development.

"Owner" means Pennrose Campbell P~u•cell Community Housing, LLP

2 128,204v5 "PBV Program" and "PBV Requirements" mean the project-based voucher program established by H[JD pursuant to Section 8 of the U.S. Housing Act of 1937, and the requirements associated therewith, including, without limitation, those described in the Housing Assistance Payments contract with respect to the Project between the Authority and the Owner and in 24 CFR Parts 5 and 983.

"PBV Units" means the 11 units that will be operated in accordance with tl~e PBV requirements. The PBV Units are also LIHTC Units. This includes 3 Section 811 units.

"Project" means Campbell-Purcell, a 65-unit mixed finance housing development.

"Section 811 Program" and "Section 811 Requirements" mean the Section 8ll PRA Program that was authorized by The Frank Melville Suppo~•tive Housing Act of 2010.

"Section 811 Units" means the 3 units that will be operated in accordance with the Section 811 and PBV requirements.

~;~. II. Management Philosophy and Objectives ~.~ ~ `_>

A. Mission Statement

The Agent strives to provide _the~~highest quality affordable housing with a superior level of customer service in order to establish a%sense of community, and to promote a better quality of living while achieving continued growth and preserving our tradition of excellence.

B. ~ecifics Objectives

The Age~~t'smajor objectives in the management of the Project are to:

1. Promote soul~d business management, thus insuring the project's financial success, including prompt payment of all obligations and timely collection of all rents due.

2. Coordinate the involvement of local public and private agencies that can provide residents with the resources necessary to achieve a more satisfying lifestyle.

3. Support the meaningful involvement of families in the social management of the Project.

III. Program Guidelines and Requirements

A. Role and Responsibility of the Owner and A

As a general rule, the Owner shall direct the Agent on matters of policy and overall procedure, while the Agent shall have direct responsibility for the day-to-day development operations as follows:

128,204v5 1. The Agent shall be responsible for marketing the Project in accordance with applicable policies, procedures and requirements.

2. The Agent will follow procedures as outlined in the Agent's Personnel Policy attached hereto as an Exhibit, in its day-to-day operation of the property.

3. The Agent shall attempt to achieve and maintain one hundred percent (100%) occupancy by conducting an affirmative marketing program when necessary and maintaining a waiting list of eligible applicants, as described in the Resident Selection Plan attached hereto as an Exhibit.

4. The Agent shall be responsible for tl~e overall physical condition ~of the~~grolmds and buildings and for developing and implementing a sy5te~n ,for the timely acknowledgment of complaints, including prompt action to coxrect deficiencies.

5. The Agent shall develop and implement a continuing program ofsocial act"ivities with and for apartment residents.

6. All maintenance contracts, service contracts, insurance policies and claims settlejnents shall be approved by the Owner. ~~~~ 7. The Agent will maintain an accounting and fi»ancial reporting system acceptable to the Owner. All recards, files, ledgers and banking fiiTctions regarding the rental units should be maintained at the site and accessible to the Owner and HCTD during regular business hours with reasonable notice.

8. The Owner and the Agent acknowledge that the d"evelopment is new construction subject to 24 CFR 8.22 (pei-taininb to accessible units) and will comply with such requirements.

B. Management Fee

:"The management fee paid to the Agent will pay for overall management expertise and will include

1. Furnishing all necessary personnel for the supervision of development staff;

2. Budget preparation and analysis;

3. Hiring and training all on-site staff;

4. Executing and monitoring all service contracts;

5. Providing liaison with attorneys, government agencies, the Owner and project accountants; and

6. P►-oviding general overall supervision of the development

C. Personnel Policy and Staffin~Arran ge vents

l . All personnel -professional, maintenance and clerical -shall be hired without regard to race, color, sex, age, religion, national origin, disability or familial status according

4 128,204v5 to Title VII of the Civil Rights Act of 1964, Title VI of the Civil Rights Act of 1964, Section 109 of Title I-Housing &Community Development Act of 1974, Age Discrimination Act of 1975, as amended, Section 504 of the Rehabilitation Act of 1973, as amended, Title VIII of the Civil Rights Act of 1968, Executive Order 11063 and any other applicable Equal Opportunity requirements of federal, state and local laws.

2. The Agent is committed to providing employment opportunities to residents of the Project in the fields of and building maintenance. As part of the Pennrose Resident Hiring Program, residents will be notified ofjob opportunities via postings at the Job Center, which will be located where all residents may have access to it. Residents will be informed of the details of the Resident T~~iring,Program at their orientation meeting upon lease-up and through reminders in the monthly newsletter.

3. Successful applicants who meet all employment eligibility requirements will be provided with on-thejob training and may also qualify for tuition assistance benefits for continuing education in job-related subjects. ~'~~ ~r ~~ 4. The Agent shall employ a manager for the Pro~e~~,~(the "1l~~nager"). The Vice President of Operations and Regional Property Mane, of the Agent shall supervise the activities of the Manager. The staff assigned t he Project shall be directly responsible to the Manager. ,, 5. Staff composition including annual salaries and` organizational chart shall be as required (Job descriptions. attached as an Exhibit):

a. Manager/Supportive Services Coordinator (Full Time) $64,312.00

b. Maintenance Supervisor (Full Time) $47,984.00

President

Vice President of Director of Operations Supportive Services

Regional Property

Manager I Services Coordinator

[Staff)

128,204v5 D. Marketin gEffort

The Agent shall market the Project according to the HUD-approved Affirmative Fair Housing Marketing Plan, attached hereto as an Exhibit. In addition:

1. A project sign will be placed on the site indicating where to apply for occupancy.

2. Newspaper advertisements and community contact letters will be utilized for ongoing outreach efforts to attract minorities and persons with disabilities. ,:~_ 3. Prospective applicants will be referred to the Rental Office where income and related information is placed on preliminary application:forms.

4. Residents and prospective residents are advised of their right to request a reasonable accommodation if any unusual adaptations, modifications or additions are required in their living quarters while residing at the Project. This is done in arder to comply with the Americans with Disabilities Act and 504 regulations.

5. Any future marketing brochures or newspaper advertisements used to fill vacancies will first be cleared with HUD's Office of Fair Housing and Equal Opportunity.

6. Prospective applicants/applications will be accepted in accordance with the waitlist policy in the Resident Selection Plan.

7. We will accommodate limited. English proficiency in our marketing efforts and Fair Housing Signage.

E. Procedures for Determining Resident Eli'g ib ility

The Agent shall determine resident eligibility pursuant to the Resident Selection Plan for the Project attached hereto as an Exhibit. For HOME tenants, Agent must use HUD's "Technical Guide to Determining Income and Allowances for the HOME Program." Income will be calculated as defined in 24 CFR Part 5. The Agent will ensure that the-HOME and HSF Conflict of Interest Policy is followed as per the HOME and HSF Program rider to the management agreement.

F. Leasin

The Agent shall prepare and execute resident on behalf of the Owner. For all LIHTC Units, including the PBV Units, the lease shall be in the form attached as an Exhibit. For the PBV Units, the lease shall include the Tenancy Addendum for Section 8 Project-Based Voucher Program that is included as an attachment to the lease for LIHTC Units.

G. Rent Collection Policies and Procedures

The Agent shall make available to residents, in writing, a rent collection policy for the Project. This policy shall also be posted in the rental office. The rent collection policy shall consist of the following terms:

128,204v5 1. Rent is due the first (1st) day of each month.

2. Rent will be considered late after the fifth (5th) day. A rental reminder notice shall be placed under the applicable resident's door the afternoon of the fifth (5th) day of the month. The Agent's supportive services staff will receive a copy of this notice.

3. If the rent is not paid by the close of business on the fifth (5th) day of the month, a fee equal to 5% of the monthly rent will be charged.

4. On the ninth day of each month a warning letter will be sent to delinquent residents requesting that they make an appointment with the Manager within three (3) working days of that date. The Agent's supportive services staff will receive a copy of this note.

5. If no mutually acceptable agreement has been reached by the fifteenth (15th) day of the month, written notice of intent to begin eviction proceedings shall be -sent. ~: 6. If no resolution occurs within 24 hours, a Notice to Quit and Deliver is sent to the resident. Every effort shall be made to have the resident vacate the premises voluntarily.

7. If no results are obtained, appropriate coinaction wil~~~ commenced.

NOTE:A $20.00 servicefee will be charged on-the second tune or any additional time a check is not honoredfor payment.

Every effort will be made to assist ,those who are experiencing budget problems or temporary unemployment difficulties by referri»g-them to the supportive service component of the Project which can work with them individually, setting up an agreed payment plan to carry them through difficult times, or assisting them in finding housing more suitable to their present circumstances.

H. Maintenance and Repair Program ~~~

l . Preventive Maintenance. The Agent will develop a Preventive Maintenance Plan for the Project upon completion of construction. A portion of a sample Preventive Maintenance Plan is attached hereto as an Exhibit. Pursuant to the Preventative Maintenance Plan, an itemized inventory will be taken of all building systems and equipment, and recommended maintenance procedures will be entered into the Yardi work order system as recurring work orders. When a preventive maintenance task comes due, a work order will automatically be generated and assigned for completion. These tasks will be identified as PM work orders in order to monitor that all required or recommended maintenance has been completed on a timely basis.

2. Scheduled maintenance and repairs for mechanical equipment and appliances in each apartment unit will be in accordance with manufacturers' recommendations and service manuals. Maintenance records will be maintained on all equipment to ensure proper service.

Inspection of grounds, buildings, and apartment units will be carried out at regular intervals to identify any maintenance problems that can be attended to promptly, to avoid serious problems at a future time.

128,204v5 4. Prior to initial occupancy, the prospective resident and the Agent shall complete a Dwelling Unit Inspection Report.

The Agent will conduct unit inspections no less than annually, but quarterly unit inspections are standard. Unit inspections may be completed at any time with proper notification.

6. When a resident gives a notice to vacate, a date for inspection of his or her unit will be scheduled prior to move-out. At this time the Maintenance Superintendent and the resident will inspect the unit, compare any damages or wear with information noted on the move-in checklist and determine whether the resident must pay fog- repairs.

7. Prior to re-renting the unit, the Agent will take the same inspection check-1 ist and make all necessary repairs, have the unit repainted, and thoroughly clean and check all equipment and appliances for proper operation:

8. Each resident shall be instructed on home care (i.e. stove, heaters, etc.) as needed.

9. A comprehensive painting schedule will be set up for. the development. All vacated apartments will be painted prior to re occupancy, ,according to need. Apartments occupied continuously by the same resid~~t will be painted every five to seven years at the Project's expense or sooner, if fecessar}~, at the resident's expense. \ ~v; 10. Doors that receive heavy use shall be painted -with= aheavy-duty semi-gloss paint as necessary. In addition, the Agent will-ensm•e t~lat~interio~~and exterior surfaces of the building are maintamed'in prhne condition atall Mmes.: ~ 1 1. Exterminating services shall be contracted monthly ar at other intervals as necessary.

12. The Agent shall contract for' t~~ash`removal services at required intervals.

13. All requests for repairs shall be made by calling the Rental Office. An interactive dialogue will allow residents to leave service requests any time of day, 7 days a week. Callers will be prompted how to place their request as an emergency or regular maintenance. A work order will be generated and transmitted to the site stafffor action. Normal service repairs will be conducted during regular business hours from 9:00 a.m. to 5:00 p.m., Monday through Friday. In general, non-emergency repairs should be completed within thirty (30) days after receipt of the work order.

14. Maintenance staff will handle all repairs. The Manager will consult with the Regional and/or Maintenance Superintendent for any major repair that cannot be handled by on-site staff.

15. A staff person shall be on call twenty-four (24) hours a day, seven (7) days a week in order to handle emergencies which are so serious in nature that they cannot wait to be corrected during regular hours. Emergency repairs will be completed within twenty- four(24) hours after receipt ofthe request, or if such repair cannot be completed within twenty-four (24) hours such repair shall begin within that time period and detailed explanation shall be provided to the resident ofthe steps being taken and why the repair could not be completed within twenty-four (24) hours.

128,204v5 16. Any prospective maintenance costs to residents will be clearly posted in the Rental Office. In general, residents will be expected to pay for all property willfully or accidentally destroyed or damaged by them or their guests.

17. With the exception of petty cash items, equipment and supplies shall be ordered on a purchase order and must receive the approval of the Manager.

Accounting and Financial Mana gement

The Agent shall maintain files on all residents, which will include applications, lease, income, certifications and recertifications and any other data relating directly to the resident.

2. Regular reports of finances and occupancy will be prepal•ed monthly and annually, and submitted to the Owner. All records, files, ledgers and banking functions regarding the units should be maintained at the site and accessible to. tl~e Owner during regular business hours with reasonable notice.

3. The Agent shall, as a project expense, contract u ith a certified; public accounting firm at the end of each operating year for the pui`pose of l~a~:ing audited financial statements prepared. These statements shall be submitted to the Owler. All records, files, ledgers and banking functions regarding the units should be'~ maintained at the site and accessible to the Owner during.rege~lai- business `hours%with reasonable notice.

4. The Owner will receive the monthly accounting report b}!the 20th day ofthe following month, unless some other schedule is desired. All records, files, ledgers and banking functions regarding the units should be maintained at the site and accessible to the Owner during regular business hours with reasonable notice.

Resident —Agent Relations s,,~, 1. Genera' ~~%~ ~.: ~~

E~cl~ new resident will be:.oriented to the development by the Manager in a private meeting regarding the following areas:

• Rights and responsibilities of the resident under the lease • Location and meeting schedule of civic and/ar other resident groups • Tips and rules of development living • Services provided by the Agent • Hours of office operation Maintenance and repair request procedures • Income recertification and dwelling unit inspection procedures • Instructions on operation of all appliances and equipment within the unit

2. Periodic meetings will be arranged as needed between a committee representing the residents and management with regard to any and all complaints, problems, or management procedures that could be corrected or improved by either party.

3. Grievance Procedures

128,204v5 All resident grievances in the area of management services, maintenance services, management policy, management personnel, and grievances concerning other residents will receive prompt, efficient follow-up from the Agent.

Grievances that cannot be resolved on-site shall be made in writing to the Agent, and a meeting between the aggrieved party and the Agent shall be called to resolve the issue.

K. Violence A~?ainst Women Act Requirements

The Violence Against Women Act of 1994, as amended("VAWA"), provides certain protections to victims or intended victims of domestic violence, and imposes certain requirements on operators of housing funded by the federal government, including under the LIHTC,Public Housing, PBV and'I~OME Programs.

Under VAWA,the Agent may not deny admission to any applicant on tl~e basis that the applicant is or has been a victim of domestic violence, dating violence, sexual assault or stalking, if the applicant otherwise qualifies. Additionally, with respect to admitted residents, an actual or threatened incident of domestic violence, dating violence, sexual assault or stalking may not be construed as a serious or repeated violation of a lease, ar as good cause for terminating a:lease, with respect to the victim or intended victim of such an incident. A lease may, however, be"bifurcated so that a perpetrator may be evicted from the household and the victim or intended victi~ii may stay, if that result is appropriate. The forms] of lease for Project units will incorporate these terns.

Recent amendments to VAWA require HUD to develop a notice of ribhts of individuals under VAWA. When this new notice form is available, the Agent must provide the notice iil;multiple languages to residents or applicants in the following circumstances: when an application is denied; when an accepted applicant is admitted into a unit; and along;with any notification of eviction or notification of termination of assistance.

For more information, see 42 USC § 14043e-1 l~ and, with respect to PBV Units, PIH 2006-42]. y y ~'~ , L. Eviction Fraced~ires -~;~~r. ~; With respect to the P$V Units, any termination of tenancy initiated by the Agency must comply with all PBV Requirements, including 24 CFR 983.257 and those requirements described in Chapter 8 of HUD Handbook 4350.3.

M. Social Service Programs

The Agent has long been a vocal proponent ofthe need for meaningful supportive services to facilitate a successful transition from poverty to self-sufficiency. The primary goal of the Agent is to provide and manage quality affordable housing for low-income families and individuals. The Agent has been successful in achieving that goal, in part because of its early recognition that supportive services must be combined with quality housing to assure continued stability both in households and communities. At our properties, we link residents to programs and services that will enable them to improve their quality of life. Desired outcomes include the enhancement of self-esteem, self-sufficiency, and self-empowerment, both as individuals and as a community, and success in school and post-secondary education and employment for children growing up in the neighborhood. Furthermore, in the affordable housing industry supportive services has become a valuable asset management tool. Effective service coordination will help alleviate the challenges that are most common to federally assisted housing communities such as: high

10 128.204v5 turnovers, rental delinquencies, property damages and vandalism, vacancy losses, and . By working proactively in implementing service standards, we will prevent many of the aforementioned situations. From a business perspective having aservice-enriched housing community makes good sense — it creates greater resident retention; fewer lease violations and reduced maintenance costs. This helps to stabilize the community and thereby, improves the overall property management through enhanced resident relations and stronger fiscal operations.

The Agent is dedicated to the provision of supportive services that assist residents in addressing their needs. However, each community is different as are the service needs of the residents. Therefore, supportive services are to be implemented in close coordination and communication with the residents to ensure that the services, programs and activities provided meet their needs and desires. To ensure a degree of uniformity across all properties managed by the Agent, it is the Agent's goal to offer a basic set of services to all communities. Therefore, 1Vlinimum Resident Services Standards for our family properties have been developed, as follows:

Minimum Resident Services Standard for Family Communities

• Establish effective communications through monthly ,rrewslette~• and ~'~ ~- regular meetings ~i • Organize and support a Residents'Association '~ '" sma,y • Coordinate after school programs either on-site o~',identify other o~`t~fons in the community, such as churches, public schools, YMCA's ores & Girls Clubs. ~~ ~~"~ ' ~~`''~ • Provfde access to summer camping &day camp programs (on~anc~ off-site) • Coordinate access to affordable and reliable transporfation services N~ith public and private entities. Identify public bus lines and based upon- ~ider- ship, see if transportation rpartes can be extended to accommodate residents. • Coordinate access to youth recreational activities such as, arts and crafts, scouting programs and.sporting activities (on and off-site) • Working with locaj 7a~~ enforcement and fire department help to create Community Safet~~ Progl-ants, to include: crime prevention programs, pe~~sonal safety and fi~~e preventio~l. In addition, each site is to have an evacuation plan in place in the.;event ofan emergency orfare. • Identify community-eased sei~vice provider agencies to create adult activity programsappropriate to parents needs such as life skzlls training, educational and socialization opportunities. • Provide access to financial assistance programs, i.e. energy assistance p~~ograms and budget counseling,for example. • Complete a needs assessment every other yeas• to determine desired and needed su o~•tive services.

The Agent's philosophy is to utilize the existing services available through public, private and community-based agencies and organizations, bringing services on-site to the maximum extent possible. This will be accomplished by the Agent as the primary service provider, through the development of a site specific Supportive Services Plan and the hiring of an on-site Resident Services Coordinator to provide services. The cost of the service program and coordinator salary will be funded through project operations. The Manager and Service Coordinator will work closely together to assure delivery of services to all residents. An outline of the Supportive Services Plan is attached hereto as an Exhibit.

128,204v5 To augment the supportive service program, management will assist in planning and directing social programming activities until a resident group can be formed and encouraged to develop social programs of their own. The Agent will make every effort to assist the Resident Association on an ongoing basis by providing advice and informal assistance, staff time and materials, and assistance in obtaining meeting space.

N. Enemy Conservation

1. This development will promote energy efficiency and conservation, operational savings and sustainable building practices as agreed to in tl~e tax credit application for the Project. This includes the installation of Energy StarO appliances and mechanical systems as well as the utilization of "green building" practices in all phases of the design and construction. The Agent will maintain such appliances and systems to meet the design standards at all times. As appliances and systems require repair, replacement or retrofit, Management will continue to use oily those materials that meet the Energy Stares or "Green Label" standard.

2. To conserve water, landscape plantings will be drought-tolerant and will not require irrigation.

3. All maintenance staff will be trained on a11' materials, systems and equipment used in the construction, explaining the "green buildiig" components and amenities, how they benefit the property and how to properly maintain them. At the initial training by the contractor, a video will be made ofthe entire training. Together with the maintenance and operations manual provided by the contractor, a copy will be retained on site in good order in a safe location. All future maintenance staff will receive training using the video and manual:; ~ ;i

4. At lease-signings all residents ~v be provided with a Green Building Guide and orientation, explaining the- Gree~~Building components and amenities and how they benefit from them.

5. At lease signing, ..all' residents will receive instruction on the care and use of all appliances within the residence to prolong appliance life and maximize energy conservation. Periodic reminders will also be provided via the monthly newsletter, resident meetings or periodic home care seminars.

6. Residents will be required, as a Lease obligation, to report leaking faucets immediately, to prevent water waste.

7. In keeping with current environmental guidelines with respect to lighting, bulbs of the minimum wattage necessary to provide adequate lighting will be installed in all public and outdoor areas of buildings. Compact fluorescent light bulbs and specially shielded fixtures, that direct light downward may be used to maximize the amount of illumination while conserving electricity.

8. Water heaters will not be set at a temperature higher than is necessary to accommodate resident's needs.

12 128,204v5 O. Securi

The Agent will participate in programs in support of the eradication of drugs, crime and vandalism while helping to provide linkages to the community and fostering stability of the resident population. Relationships and partnerships will be established between the management company, resident population, existing community based organizations and local law enforcement agencies. Programs may include, but are not limited to:

• development of Resident Association; • non-profit incorporation of resident council and proposal writing; • development of site-based Town Watch and participation in community Watch; • safety awareness training; • employment opportunities for residents in security, maintenance and management; • incentives for resident volunteerism; • Periodic site reviews of lighting, green space and areas of criminal activities; • emphasis at resident orientations and signing of lease addenda for Drug Free Housing; • establishment of"checkpoints" for district police; • participation in DARE program for youth; and • grant application to Weed and Seed .Programs.

P. Resident Handbook

The Agent has developed a handbook„to serve as a resource for residents of the Project. The Resident Handbook is attached hereto as ar~ Xhibit.

Q. Pet Policy

The Pet Ownership Policies and Procedures and all other pet addenda for the Project are attached to the tenant leases as applicable found'in Exhibits hereto.

1 3 128,204 v5 EXlllblt "B"

Tenant Selection and Affirmative Fair Housing Marketing Plan

Village at Nauset -Green AKA Campbell-Purcell ~ ~ ,~ ~c

ems, ~; . ,~ /~~~~' e ~~ ~~oz ~~~~~ ~~ ~~ ~~ ~~,,,,_ ~ ~~ \ ~~~.,.~ ~~. ~~ Project Information

Pro'ect Name Villa eat Nauset Green Pro'ect Contact Name Jennifer Ha and Address 4300 US-6 Ci ,State, Zi Eastham, MA 02642 Phone 267-386-8600 Fax 267-386-8650 TTY/TDD/Audio Rela 71 ; .; tional Voice Rela . ~ a The Purpose of the Resident Selection Plan "~ This Resident Selection Plan has been produced by Pennrose Management Company (the "Agent"), the property management agent for Campbell-Purcell (the "Project"), owl~ed by Brackett-Road Housing, LLC (the "Owner"). The Resident Selection Plan helps:to ensure that applicants to the Project are selected for occupancy in accordance with established management. policies~and.the requirements of the federal low-income housing tax credit program and the..project-based voucher program. Please contact the management office if you need help understanding this document.

Tliis document is an exhibit to, and should be read in conjunction with, the Management Plan produced by the Agent for the Project. Capitalized terms that are used but not defined in this Resident Selection Plan shall have the meaning given to them in the~Ma~~agement~Plan.

Smoke Free Housing Smoking is prohibited in any area of the property, both private and common, whether enclosed or outdoors. Tlis policy applies to all owners, applicants, residents, guests, and servicepersons. "Smoking" shall include the inhaling, e~aling, burning, or carrying of any lighted cigarette, e-cigarette, cigar, pipe, other tobacco products, marijua~aa including medical marijuana, herbal smoking products "Legal Weed" or products known as "bath salts" or illegal substance.

Pets The Owner/Agent has established a Pet Policy for this property. Pet Policies and Procedures and all pet addenda are listed as an exhibit to the lease documents. Assistance animals, companion animals, service animals and therapy animals are not considered pets. If an applicant wishes to request an assistance/companion/service/therapy animal, please review the process to request a reasonable accommodation in Appendix A. Please keep in mind that the following criteria must be met in order for the Owner/Agent to approve such an accommodation:

• The applicant or resident must meet the DOJ/HUD's definition of person with disabilities • The animal must be necessary to afford a person with a disability an equal opportunity to use and enjoy a dwelling • The disability and need must be verified unless previously known or obvious • The animal must not pose a threat to other residents, the property staff, applicants or vendors • The resident must agree to abide by the assistance animals rules (available for review upon request)

Assistance Definition The property is operating under the guidelines established for the H[JD Section 8, the Low Income Housing Tax Credit Program (LIHTC) plus DHCD and local subsidies, including HOME,HSF and AHT as well as MHFA Workforce Program. Requirements for these programs are described in the Tax Credit Regulatory Agreement, Massdocs Affordable Housing Restriction and MassHousing Workforce Use Restriction and Regulatory Agreement. Therefore, applicants must meet the criteria for one or more programs, depending on the apartment applied for within the project, in order to qualify. Subsidy Eleven (11)residents at this property are offered subsidized tent. This means the rent that a household pays is based upon the household income. The rent paid'by residents may vary. Subsidized rents are made available through participation in the HUD Section 8 and Section 811 programs. Exhibits E-1, E-2 and E-3 to this plan support the Section 811 application &eligibility process. Exhibit I to this plan supports the Section 8 application &eligibility process. Housing Vouchers Owner/Agent may not admit an applicant with'a HUD housing voucher to a unit with Section 8 assistance unless the applicant agrees to give up the voucher prior to occupancy.

Policies to Comply.with Section 504 of the Rehabilitation Act of 1973 and the Fair Housing Act Amendments of 1988 and Title VI of the Civil Rights Act of 1964 The Agent is committed to the letter• and spirit of U.S. policy for the achievement of equal housing opportunity throughout the country. We encourage and support an affirmative advertising and marketing program in which there are no barriers to obtaining housing because of race, color, religion, sex, handicap, familial status, national origin, sexual orientation or gender identity. Specifically, the Agent complies with the federal laws described in this Section.

Fair Housing The Fair Housing Act prohibits discrimination in housing and housing related transactions based on race, color, religion, sex, national origin, disability, and familial status. Title VI of the Civil Ri~h ct of 1964 The Owner/Agent complies with Title VI of the Civil Rights Act of 1964 which prohibits discrimination based on race, color, or national origin in any program or activity receiving federal financial assistance from HUD. Section 504 of the Rehabilitation Act of 1973 The Owner/Agent complies with Section 504 of the Rehabilitation Act of 1973 which prohibits discrimination, based on the presence of a disability in all programs or activities operated by recipients of federal financial assistance. Although Section 504 often overlaps with the disability discrimination prohibitions included in the Fair Housing Act, it differs in that it also imposes broader affirmative obligations on the Owner/Agent to make their programs, as a whole, accessible to persons with disabilities. Coordinating Efforts to Comply with Section 504 Requirements The Owner/Agent has designated a person to address questions or requests regarding the specific needs of residents and applicants with disabilities. This person is referred to as the Section 504 Coordinator. '~,

Name of Section 504 Coordinator: Kathi Garrone Address: 1301 N. 315 Street Philadel hia, PA 19121 Phone Number: 267-386-8600 TDD/TTY Number: 71 I Voice Rela

Requests for Reasonable Accommodation or Modification In accordance with the Fair Housing Act and Section 504 of the Rehabilitation Act, the Owner/Agent will make reasonable accommodations or modifications for individuals with disabilities (applicants or residents) unless these modifications would clange the fundamental nature of the housing program or result in undue financial and administrative burden. Please see Appendix A for additional information. Compliance with Rec~uirements~ Qutlined in-the Violence A~a~nst Women Act Violence Against Women Act: HiJD Notice #06-42 pertains to The Violence Against Women Act of 2005 (VAWA)which prohibits owners from denying admission to any person simply because she/he has been a victim of domestic violence, or stalking. Domestic violence, dating violence, or stalking is not good cause for evicting the victim ofthat violence. Under VAWA an owner can only evict an individual based on the domestic violence against his/her if it can prove there is an "actual and eminent threat" to other tenants or staff if s/he is not evicted.

The Violence Against Women. and Justice Department Reauthorization Act of 2005 and amendments of 2013 protects tenants and family members oftenants who are victims of domestic violence, dating violence, or stalking from being evicted or terminated from housing assistance based on acts of such violence against them. These provisions apply both to public housing agencies administering public housing and Section 8 programs and to owners renting to families under Section 8 and other affordable housing programs.

In general, the law provides in part that criminal activity directly relating to domestic violence, dating violence, or stalking, engaged in by a member of a tenant's household or any guest or other person under the tenant's control, shall not be cause for termination of assistance, tenancy, or occupancy rights if the tenant ar an immediate member of the tenant's family is the victim or threatened victim of that abuse. The law also provides that an incident or incidents of actual or threatened domestic violence, dating violence, or stalking will not be construed as serious or repeated violations of the lease by the victim or threatened victim ofthat violence and will not be "good cause" for termination ofthe assistance, tenancy, or occupancy rights of a victim of such violence. Availability of Assistance for Persons with Limited English Proficiency Executive Order 13166, "Improving Access to Services for Persons with Limited English Proficiency (LEP)" requires the Owner/Agent to develop and implement a system to provide housing assistance so persons of LEP can have meaningful access. The Owner/Agent will provide for such meaningful access consistent with, and without unduly burdening the fundamental mission of the property. The Owner/Agent will work to ensure that people who apply for and/or qualify for housing assistance are provided meaningful access to HUD's housing assistance program. Protections provided based on Sexual Orientation, Gender Identity or Marital Status The Final Rule -Equal Access to Housing in HUD Programs — Regardless.of Sezual Orientation or Gender Identity was published in 2012. The Owner/Agent will comply with the requirements established in the Final Rule which ensures that HUD's core housing programs are open to all eligible persons regardless of sexual orientation, gender identity or marital status.

~~~~~ ~` ,, Overview of Application Process ~~~ ~ ti;~~t , Procedures for Takin~Applications The Agent will accept and process applications for all units, in_accordance with LIHTC,PBV, HOME, HSF, AHT, MHFA Workforce, CPA and other;funding source Requirements. The Agent will make a reasonable accommodation to assist in the-application-process if tl~e applicant or any member of the applicant household is disabled. ;;;, Application Period The application period should be at least 60 days. To ensure the fairness of the application process, applicants must not be required to-deliver application materials and instead must be permitted to mail them or s~~bmit by alternative ineaus~Sucl~ as fay or e-mail.

The LIHTC,PBV and Workforce units will be filled using a Lottery as required by DHCD. Prior to the Lottery The following will occur prior to the Lottery:

AFHMP Ads will be published 2 times prior to the Lottery and will include instructions on how to obtain a pre-application. The first ad will be placed in March 2019(60 days prior to the lottery) and the second in April 2019(30 days prior to the lottery) advising of a lottery to be held in May 2019.

One or more Informational Meetings for potential applicants will be held to educate them about the community, the lottery process and timelines surrounding the lottery process, application completion, etc... The first informational meeting will be held in April 2019 (in concm-rence with the first AFHMP ad). Subsequent meetings will be held as necessary, and it is likely that a second meeting would be held in conjunction with the second AFHMP ad, 30 days prior to the Lottery.

Pre-Applications will be accepted for a minimum of 60 days, but will be extended as needed, to ensure that there are enough applicants who meet the eligibility criteria for each of the unit size and income tier for the development. *The full application and interview process will begin immediately following the lottery with all eligible applicants catalogued into their lottery selection slot.

Lottery Procedure The lottery will be held in May 2019(approximately 60 days from the publishing of the first AFHMP ad). Because building delivery will be staggered over 5 months for initial occupancy, we will be processing applications for apartments in the order in which the buildings become available for occupancy.

Once all required information has been received, qualified applicants will be assigned a registration number. Only applicants who meet the applicable eligibility requirements will be entered into the lottery.

Ballots with the registration number for applicant households will be placed in all lottery pools for which they qualify. The ballots will be randomly drawn and listed in the order drawn, by pool. This project has units with different numbers of bedrooms, so units will then be awarded (largest units first) by proceeding down the list to the first household on the list that is of appropriate size for the largest unit available according to the appropriate-unit-size criteria established for the lottery. Once all larger units lave been assigned to appropriately sized households in this manner, the lottery administrator will return to the top of the list and select appropriately sized households for smaller units. This process will continue until all available units have been assigned to appropriately sized applicant ho~~seholds.

The lottery will be held at a public, wheelchair accessible location.

Deposits/Fees Successful lottery participants will not be regliit•ed to pay any fee or deposit to hold a unit pending construction completion nor will applicants be required to pay any form of fee or deposit to be placed on a wait list. ~;~; ,, Accessible Units/Units with Ad~tive Features; Reasonable Accommodations The project includes units that are fully accessible, traits that have adaptive features (also commonly referred to as "adaptable" units), for occupancy by.persons with mobility impairments or hearing, vision or other sensory impairments, first preference (regardless of applicant pool) for those units shall be given to persons with disabilities who need such units, including single person households, in conformity with state and federal civil rights laws. This preference applies to fully accessible units, which include 5% of the total units which are to be wheelchair accessible and 2% which are to be communications accessible.

Fulfilling the obligation for a providing a first preference, as described above, does not limit an owner's fair housing obligations with respect to persons with disabilities. When a person with a disability is the next eligible applicant and the development contains available units with adaptive features, the applicant must be made aware of such availability and of the owner's obligation to adapt the unit as needed.

Upon request, the Agent will provide interested parties with a copy of the application package.

The person who is indicated as the head-of-household must execute and sign all documents that are included in the application package. Before completing or executing any forms, additional copies should be made for all adult household members and in some cases for minors who will live in the unit.

All adult applicants must complete the application package as instructed. Applicants must provide a government issued photo ID -used for verifying the identity of all applicants to accompany applications. In some cases, and when appropriate, this ID may also be used to verify age and citizen/non-citizen eligibility status. If the applicant is not able to visit the site, alternative means of verifying identity, such as Skype, may be utilized.

Applicants must provide a birth certificate or other documentation that can be used to verify age, citizen/non-citizen eligibility status and relationship to other household members.

All applications can be submitted on the Project site at the property management office. The Agent will accept applications via mail. The Agent will also accept the application in an equally effective format, as a reasonable accommodation, if there is the presence of a disability.

All documents in the application package must be completed in full, signed and dated in order to be accepted. Applicants will not be added to the waiting list until all application forms lave been properly completed and signed as appropriate. Incomplete application packages will be returned.

Live-in Aide Procedure Applicants should notify management office staff if the household plans to include alive-in aide. The live-in aide is not required to complete the same application forms but must complete the.Live-in Aide Questionnaire and screening and other O/A verifications that are required.

The live-in aide has no rights to the unit and will be required to relinquish possession of the unit within a reasonable time as stipulated by the Agent. The live-in aide will be required to sign an acknowledgement the live-in aide has no right of residency or occupancy if the resident moves out for any reason including death.

Consent to Verification All adult members of an applicant household must sign consent forms and, as necessary, verification documents, so that the Agent can verify eligibility and screening criteria, relating to income and other factors (e.g., disability status). Co~asent and verification forms protect the rights and privacy of residents and applicants by allowing them to have control over any information collected about them. Each household member age 18 and older and°each household head and spouse regardless of age must sign the resident release and consent form regardless of whether they report income. If the applicant or any adult member of the applicant's household does not sign and submit the consent forms, the Agent must reject the applicatio~~.

Preliminary Determination of Applicant Eli ibility Following the lottery, upon receipt of a complete application package, the Agent will then review the application for program eligibility. Eligibility standards are discussed in detail in Section V below. All information needed to determine applicant eligibility shall be obtained and verified pursuant to the verification procedures described in Section VII below.

During the ongoing operation of the property, the Agent will also make a preliminary eligibility determination before adding a household to a waiting list or initiating final eligibility tasks. The Agent will review the application to ensure that there are no obvious factors that would make the applicant ineligible. If a preliminary eligibility review indicates that a household is eligible for tenancy, but units of appropriate size are not available, the Agent will place the household on a waiting list for the property as described in Section VI below, Final Determination of Eligibility When a unit becomes available, all eligibility criteria will be reviewed before a final eligibility determination is made. Additionally, all adult members of an applicant household (and, if appropriate, minors) will be subject to certain screening, as described in Section VIII below, based on /rental history, and criminal history. If the screening process determines that the family meets the Agent's standards for admission, a final determination is made that the applicant is eligible.

Eligibility Requirements Based on federal regulations, the Owner/Agent may admit only eligible applicants. In the selection of applicants for admission, eligibility criteria have been established in accordance with HiJD and LIHTC guidelines.

The following eligibility standards will be applied in acco►-dance with HUD and LIHTC requirements.

Property Eligibility Definition Household/Resident Tvpe This is a Section 8 and Low-Income Housing Tax Credit family prope►-ty and is designed to provide housing to all households who meet the eligibility a►id screening requirements. Income Limits Income limits vary by household size. The Owner/Agent will provide applicants a copy of the income limits for the property area upon request. In:addition, applicants can review the income limits by accessing the following web site. http:/lwww.l~uduse~;or• clatasets/i.l.html

HUD requires that property managers incorporate tl~e most recently published income limits when determining eligibility. Income limits.are updated annually (usually around December). Income Eligibility and Set-Aside Requirements Occupancy at Campbell Purcell must be consistent with the income eligibility guidelines and supportive housing and veteran household set-aside requirements of the LIHTC program set forth in the owner's tax credit application to DHCD and the ELIHC (the "Tax Credit Requirements") and the program requirements of MassHousing's Workforce Program (See Addendum F-2). The specific requirements are as follows:

1) 50 units shall be for households having annual incomes at or below 60% of the area median income (adjusted by family size) 2) 11 of the 50 units shall be for households having annual incomes at or below 30% of the area median income (adjusted by family size). Eight (8) of these 1 l units will be for Section 8 tenants and three (3) of these 11 units will be for Section 81 l tenants. 3) 15 units shall be set aside for households meeting the criteria defined as Workforce Housing. 4) 3% of all subsidized units will be set aside for residents referred by the Department of Mental Health (DMH) and/or the Department of Developmental Services (DDS). Each of the forgoing is referred to as an "Occupancy Category". An Occupancy Category that is represented by fewer than the prescribed number of units in that Occupancy Category as aforesaid shall be referred to as an "underrepresented" Occupancy Category; an Occupancy Category already represented by the full number of units therein shall be referred to as an "overrepresented" Occupancy Category. Area Median Income is determined periodically by the US department of Housing and Urban Development and is adjusted by family size.

Privacy Policy

It is the policy of the Owner/Agent to guard the privacy of individuals conferred by the Federal Privacy Act of 1974 and to ensure the protection of such individuals' records maintained by the Owrier/Agent.

Neither the property owner nor its agents shall disclose any personal information contained in its records to any person or agency, other than HCTD, its Contract Administrators or other federal/state entity or investor auditing entities, unless the individual about whom information is requested. gives written consent to such disclosure.

This Privacy Policy in no way limits the Owner/Agent's ability to collect such information todetermine eligibility, compute rent, or determine an applicant's suitabil-ity for tenancy `~~ uy ~ ;: Income Tiering The LIHTC Waiting List shall organize the non-subsidized_ LIHTC Units according to the tiers identified in the chart below, which sets forth the target distribution of tl~e LIHTC Units. This target distribution is derived from the LIHTC Indenture and other applicable LIHTC Requirements as well as any more stringent requirements imposed by the HOME-and PBV.Pr~ogram. Note that this chart covers all LIHTC Units, including the HOME Units and the PBV Units. ~ ~x~

~~ ~ I~~co~~e T~enng ~~.. ~ ~ ~~= ~~~ ~ ~ ,~ ,~-~~r Bdrms Units Unit T e Tar et AMI 1 3 Section 811 30% 1 2 PBV 30% 1 20 LIHTC 60% ~l 2 Market/WF 90% 2 3 PBV 30% 2 15 LIHTC 60% 2 13 Market/WF 90% 3 3af PBV 30% 3 4 LIHTC 60%

TOTALS 65

PRV I Inirs Applicants for the PBV Units that are subsequently determined to be ineligible shall not be placed on a waiting list. Accessible Units —General Policy Within the Waiting List, units that have been made accessible in accordance with the Universal Federal Accessibility Standards will be offered to applicant households with disabled members first. In some cases, the Agent may implement marketing effort to ensure that disabled households occupy accessible units. An accessible unit will be offered as follows:

1) Units with communication accessible features will be offered to households with a verified need for communication accessible units first

2) Units with mobility accessible features will be offered to households with a verified need for mobility accessible units first

When an applicant requests an accessible unit or a unit preference, the Owner/Agent will conduct inquiries to:

1) Verify that the applicant is qualified for the unit, which is only availa6'le to persons with a disability or to persons with a particular type of disability

2) Verify that the applicant needs the features of the unit as an accommodation to his or her disability

3) Verify that the applicant is qualified to receive a priority, on the waiting list available to persons with a disability or to persons with a particular type of disability

In the case where the members of the household who required the special features of the accessible unit no longer reside in the unit, and where the lease permits, the Agent will require the remaining members ofthe household to move to a unit without accessibility features when such a unit of the appropriate size becomes available.

If there is no household orr the waiting list that has requested an accessible unit, the unit will then be offered`to the next applicant household on the waiting list. Before the applicant can accept that accessible unit, all adult members of the applicant household must sign an agreement that includes a requirement to move, at the household's expense, to the first available non-accessible unit that meets the household's occupancy requirements as described in this plan.

The resident household will not be required to move if:

1) No unit that meets the household's occupancy requirements is available 2) There is no applicant household on the waiting list requesting an accessible unit

The Agent will not skip over a household that has reached the top of the waiting list and has indicated a need for certain unit features because of a disability. The household will be given the opportunity to benefit from the program and decide for itself, in compliance with the Fair Housing Act and Section 504, whether a unit meets the needs of the disabled household member. The household may accept the unit and request some modification to the unit as a reasonable accommodation. Detailed Priorities When a unit is available, that unit will be offered in the following order, subject to unit-type eligibility, regulatory requirements and the income tiering preferences described above: Accessible units will be offered in the followi»g order•:

1) The next household on the waiting list that currently resides on the property and needs a different accessible unit based on a change in household size or composition

2) The next household on the waiting list that currently resides on the property in an accessible unit that needs a different accessible unit based on a verified medical need

3) The next household on the waiting list that currently resides on the property and needs a different unit based on a verified need for an accessible unit

4) The next household on the waiting list that currently resides in the community that includes an adult household member requesting aseparate unit and that inchides a member that needs the features of that accessible.unit.

5) The next applicant household on the waiting list that does not currently 1•eside in the community that requires the features of an accessible wait e~ -~

6) The next household on the waiting list that currently resides iii the community that includes an adult household member requesting a separate_ unit when no residents ar applicants require the features of an accessible unit

7) The next applicant household, on the waiting list that does not currently reside in the community when no residents or applicants require the features of an accessible unit

Non-accessible units will be offered in the following order:'

1)- The neat household on tl~e waiting list that currently resides on the property and needs a different size unit based on a change in household size and/or composition 2) Tl~e next household on the waiting list that currently resides on the property and needs a different unit based on a verified medical need for a different unit

3) The next household on the waiting list that currently resides on the property that no longer requires the accessibility features of the unit in which they currently living

4) The next household on the waiting list that currently resides in the community that includes an adult household member requesting a separate unit

5) The next applicant household on the waiting list that does not currently reside in the community Preferences There is no local preference for the PBV units. Additional preferences for the PBV units are listed in Appendix I.

For the LIHTC Units

1) 65% of the units in the project have a preference for the residents of the town of Eastham. 2) l 0% of the units in the project have a preference for the residents of Cape Cod. LIHTC Pro~rain Eli ibility —applicable to all LIHTC Units Based on federal regulations, the Agent may admit only eligible applicants. In the selection of applicants for admission, eligibility criteria have been established in accordance with LIHTC guidelines.

The following eligibility standards will be applied in accordance with LIHTC Requirements:

1) The household's annual income must not exceed program income limits at move- in. Specifically, pursuant to the LIHTC Indenture, all units must be occupied by households earning at or below 60% of AMI, and at least 40% of the units must be occupied by households earning at or below 60% of AMI.

2) The household size must be appropriate for the available apartments.

3) All information reported by the household is subject to verification.

HOME and HSF Program Requirements For HOME and HSF tenants, Agent must use HUD's "Technical. Guide to Determining Income and Allowances for the HOME Program." Incomes will be calculated as defined-

4 ~~~%%~ h Sir~~. Workforce Program Requirements Agent must use HUD Handbook 4350.3;REV -1 (Occupancy Requirements of Subsidized Multifamily Housing Programs) in completing income,certifications and determining eligibility for Workforce Housing units. Also see addendum F-2.

PBV Program Rec~uirelnents The project will. maintain a site based waiting list for Project-Based Section 8(PBS8) pursuant to the requirements of 24 CFR 983. For units covered bya Housing Assistance Program (HAP)contract for Campbell Purcell, all referrals from the property will be sent to The Housing Assistance Corporation (HAC).

The project will establish and conduct as part of its process to determine eligibility for the PBS8 Program the following: 1) Obtain a completed form HUD 9886 and form HUD 9886a from all adult household members that will permit the project to conduct the income and eligibility verification process for PBS8 and which will allow the project to share the information that generates the form HUD 50058 with HAC.

2) Determine Eligible Immigrant Status and prorate any rental assistance to the household as appropriate. Eligible Immigrant status is not a Section 42 requirement. 3) Verify income, assets, deductions and exclusions. This process will access the EIV system. For purposes of the PBS8 Program, the HAC is a regulatory agency for a HUD housing program with the responsibilities that adhere thereto to affirmatively affirm fair housing and to confirm ongoing compliance with the requirements of 24 CFR 982 and 24 CFR 983. This includes unit inspections and the termination of households from the PBS8 program that no longer remain eligible based on the HAC's annual recertification process or based on information that becomes available to the HAC between the annual recertification anniversaries. Households in residence at Campbell Purcell are required to report all changes in income between each annual recertification, and the HAC will determine if there is a change in the Household's share of rent. The HAC will inform Campbell Purcell of all changes in the resident's share. s~~~~,,.

Information needed to determine applicant eligibility shall be obtained, verified, and the determination of applicant eligibility performed, in accordance with HUD and LIHTC eligibility requirements and any special eligibility requirements elsewhere spec~~d in this Plan. - ,~~~%y~ ~.

Section 811 Requirements Section 811 Applicants will be screened and processed according to the procedures in the PRA (Project Rental Assistance) Tenant Selection and Administration Plan attached as exhibit E-1 to this plan. ~~ To be eligible for the 811 P.~rog applicant~must meet all three of the following criteria: ~~9

1) T~i~ ~~ombined"~~annual income of all members of the applicant's household at the time of admission into the property cannot exceed 30% of area median family income as defined by HUD; 2) The applicant's household must include at least one person with a disability who is 18 years of age or older and less than 62 years of age at the time of admission into the property; and 3) The Person with a Disability must meet one of the following target priority categories 1-4 noted below:

• Priority I: Enrolled in Money Follows the Person Demonstration and residing in a Qualified Facility for 90 days or more • Priority II: Residing in a Qualified Facility for 90 days or more and eligible for a MassHealth 1915(c) HCBS waiver but not eligible for the Money Follows the Person Demonstration • Priority III: Residing in a Qualified Facility for 90 days or more and not eligible for either• MFP Demonstration or a HCBS waiver • Priority IV: Residing outside a Qualified Facility, or residing in a Qualified Facility for less than 90 days, and eligible for a HCBS waiver

Owner Screening for 811 PRA units The Owner will screen referred applicants as provided under their approved tenant selection plan, which must conform with fair housing and anti-discrimination laws. Owners must also comply with HUD's Equal Access to Housing in HUD Programs Regardless of Sexual Orientation or Gender Identity. Owners must not deny admission on the basis that the applicant has been a victim of domestic violence, dating violence, sexual assault, or stalking, although owners may request documentation in writing that an applicant is or has been a victim of domestic violence, dating violence, sexual assault or stalking. ~_ _,

All property tenant screening criteria must be applied uniformly (rental, credit, and/or criminal history), subject to reasonable accommodations. ~~

The property owner will notify EOHHS by email of which applicants) are being submitted to the RAA for further screening. The referral log wi11' be returned by the owner to EOHHS, with information about applicants that we declined by the property owner will be returned to EOHHS, with a form stating why they were not eligible (poor credit, criminal``history, poor rental history, unable to submit required documentation or other).. This information is required by HUD,and DHCD must report it as a requirement of funding ,,,~ ~~~. for 811 PRA units RAA (Regional Administerin~.AgencY) Eli ib lity Determinations p Once the RAA receives notification of owner's approval of an applicant, the RAA will conduct final eligibility determinations. This will include verification of the following: 1)Social Security Numbers of Eligible Family Members. Refer to HUD Multi-Family Handbook 4350.3 REV-1: Chapters 3-3, B..and C., 3-9, and 3-11, and 3-31 for further guidance;

2)Income through the use of Enterprise Income Verification (EIV), pursuant to 24 C.F.R. 5.233(a)(2). Refer to HUD Multi-family Handbook 4350.3 REV-1, Chapter 3-30 for further guidance; and

3)Income information related to income eligibility. Refer to HUD Multi-Family Handbook 4350.3 REV-1, Chapter 3-30 for further guidance.

4)Mandatory Screening Prohibitions of those who have engaged in drug-related or criminal activity as outlined in HUD Multi-Family Handbook 4350.3.

Notification o~'Non-Selection Non-Selection by Property Owner

All property owners with 811 PRA Units will screen applicants for their development using their already approved Tenant Selection Plan policies. These plans will provide detailed information on selection and rejection criteria, as well as the appeal process in place to allow rejected applicants to appeal a property owner's decision. The property's tenant selection process will be reviewed with the applicant prior to submitting an application, and applicants and their case managers are encouraged to identify and discuss any potential issues with the property owner prior to application.

Each property owner will be responsible for communicating the rejection, cause of rejection and process for appealing the rejection with the applicant.

There is no appeal at the RAA or at DHCD for a property owner's rejection. ~~, Non-selection by RAA during HUD Eligibility Determination

If the RAA determines that an applicant is ineligible on the basis of income or family composition, or because of failure to meet the disclosure and verification requirements for Social Security Numbers (as provided by 24 CFR part 5), or because of failure by an applicant to sign and submit consent forms for the obtaining of wade;and clairzl information from State Wage Information Collection Agencies (as provided by 24 CFR parts 5), or that the property owner is not selecting the applicant for other reasons, the RAA will promptly notify the applicant in writing of the determination and its reasons, and'that the applicant has the right to meet with the RAA and has the right to request a reasonable accommodation. Thy; applicant may also exercise other rights if the applicant believes that he or she is being discriminated against on the basis of race, color, national origin, relibion,.sex, disability, familial status, or any other basis prohibited by law. Records on applicants and approved elbible families, which provide racial, ethnic, gender and place of previous iesidency,~ata required by HUD, must be maintained and retained for three Years.> ~ ~F `~~~~~~ ~ °4 ~,~. RAA shall refer to Handbook 4350.E REV-1, chapter 4-9 for further guidance on rejecting applicants and denial of rental assistance.

Disclosure and Verification of Social Security Numbers All household members receiving HUD housing assistance or applying to receive HiJD housing assistance are required to provide a Social Security Number and adequate documentation necessary to verify that number. This rule applies to all household members including live-in aides, foster children and foster adults.

Adequate documentation includes a Social Security card issued by the Social Security Administration (SSA) or- other acceptable evidence of the SSN such as:

• Original Social Security card

• Driver's license with SSN

• Identification card issued by a federal, State, or local agency, a medical insurance provider, or a~~ employer or trade iu~ion • Earnings statements on payroll stubs • Bank statement

• Form 1099

• Benefit award letter

• Retirement benefit letter

• Life insurance policy

• Court records

Exceptions to Disclosiu~e of Social Security Number ~ 9,

The Social Security Number requirements do not apply to:

Individuals who do not contend eligible immigration status.

When applicants and residents are required to declare their.citizenship status, the existing regulations pertaining to proration of assistance or screening for mixed families must continue to be followed. In these instances, the Owner/Agent will have each person's Citizenship Declaration on file -whereby the individual did not contend eligible immigration status - to support exception to the requirements to disclose and provide verification of a social Security Number.

Individuals age 62 or older as of January 3=1, 2010, whose initial determination of eligibility was begun before January 31, 2010 ,,; The eligibility date is based on the initial effective date of the form HUD-50059 or form HUD-50058, whichever is applicable.

Documentation that verifies the applicant's exemption status must be obtained from the owner of the property where the initial determination of eligibility was determined prior to January 31, 2010. This documentation must be retained in the applicandresident file. An Owner/Agent cannot accept a certification from the applicant stating they qualify for the exemption.

The exception status for these individuals is retained if the individual moves to a new assisted unit under any HUD assisted program or if there is a break in his or her participation in a HUD housing assistance program.

If, at the time a unit becomes available, all non-exempt household members have not provided adequate documentation necessary to verify Social Security Numbers, the next eligible applicant must be offered the available unit.

Any applicant household member who has not provided required Social Security Number information for all non-exempt household members has 90 days from the date they are first notified that a unit is available to provide documentation necessary to verify the Social Security Numbers. During this 90- day period, the household may retain its place on the waiting list. After 90 days, if the applicant is unable to disclose/verify the Social Security Numbers of all non-exempt household members, the household will be determined ineligible and removed from the waiting list.

Secondary Verification of the Social Security Number

The Social Security Number provided will be compared to the information recorded in the Social Security Administration database (through HUD's Enterprise Income Verification System-EIV) to ensure that the Social Security Number, birth date and last name match.

If EIV returns an error that cannot be explained or resolved, assistance and/or tenancy may be terminated, and any assistance paid in error must be returned to HLTD. If the applicant/resident deliberately provides an inaccurate Social Security Number, the Owner/Agent and/or HIJD may pursue additional penalties due to attempted fraud

Citizenship/Immigration Status Requirements All household members receiving HIJD housing assistance or applying to receive HUD housi»g are required to declare U.S. citizenship or submit evidence of eligible immigration status for each household member seeking housing assistance. Campbell Purcell will,determine eligibte immigration status for both the Project Based Voucher Program and the 811 Program.

Single Residence/Subsidy Criteria A household is eligible for assistance only if the unit will be the household's only residence. This rule is meant to ensure that the government pays assistance for only one unit for a household and provides assistance to as many eligible housEl~olds as possible. The Owner/Agent' wil I not knowingly assist applicants who will maintain a residence in addition to the HUD-assisted unit.

Applicants MUST disclose if they are currently receiving housing assistance. Residents can only receive subsidy for one unit/residence at a time. This prohibition does not prevent a person, who is currently receiving assista~Ice, from applying for an assisted unit in another property. If, for any reason, a resident moves in to this property before moving out of another subsidized unit, the new resident will be required to pay market rent until the move out from the previous property is complete and the resident is eligible.to receive HUD subsidy for this property. Assistance in the new unit will begin, if the household is still eligible, the day after assistance ends for the previous unit.

There is an exception to this rule. Children in joint custody arrangements can receive HUD housing assistance in two units when both parent/guardian families receive HUD housing assistance. However, only one household may use the $480 dependent deduction to determine adjusted income. In these cases, additional verification is required. The Owner/Agent will request:

• Verification of the custody/guardianship/living arrangement -Please see Appendix D for additional information • Verification of the use of the $480 deduction. The Owner/Agent will verify use of the $480 dependent deduction with the other Owner/Agent if The child will live in the unit at least 50% of the time and The parent wishes to claim the $480 deduction, and Both families are receiving HUD housing assistance. All adults in the applicant household will be required to sign the Acknowledgement in Appendix C. Determination of Applicant Eli ibility Campbell Purcell maintains a waiting list for Project-Based Section 8 pursuant to the requirements of 24 CFR 983. For units covered by a Housing Assistance Program (HAP)contract for Campbell Purcell, all placements must come from referrals from the Campbell Purcell site based waiting list.

Campbell Purcell will establish and conduct as part of its process to determine eligibility for the PBS8 Program the following: 1. Obtain a completed form HUD 9886 and form HUD 9886a from all adult household members that will permit Campbell Purcell to conduct the income and eligibility verification process for PBSB and which will allow the project to share the information that generates the form HUD 50028 with HAC. 2. Determine Eligible Immigrant Status and prorate any rental assistance to the household as appropriate. Eligible Immigrant status is not a Section ~2 requirement. ~~~~~~. 3. Verify income, assets, deductions and exclusions This process will access the EIV system. ~ `~~, ,.~ ~~',~, ~ ~~v

For purposes of the PBS8 Program,the HAC is a regulatory agency for a HUD housing program with the responsibilities that adhere thereto to affirmatively affirm fair housing and to confirm ongoing compliance with. the requirements of`24 CFR 982 and 24 CFR 983. This includes unit inspections and the termination of households from the PBS8 program that no loilber remain eligible based on the HAC's annual recertification process or based on information that becomes available to the HAC between the annual recertification anniversarizs. Households in residence at Campbell Purcell are required to report all changes in income between each annual recertification, and the HAC will determine if there is a change in the Household's share of rent. The HAC will inform Campbell Purcell of all changes.- in the resident's share.

Information needed to determine applicant eligibility shall be obtained, verified, and the determination of applicant eligibility performed, in accordance with HUD and LIHTC eligibility requirements and any special eligibility requirements elsewhere specified in this Plan.

If an applicant is ineligible, the Owner/Agent will reject the application. If the applicant is otherwise eligible but no appropriate size unit is available in the property, the applicant will be placed on the Campbell Purcell site based waiting list. Being eligible, however, does not guarantee that the application will be approved. All adult applicants (and if appropriate minors) will be subject to the certain screening based on landlord/rental history, credit history and criminal history. If the screening process determines that the family meets HUD's and the Owner/Agent's standards for admission, the family is found eligible.

Procedures for Taking Project Based Section 8 Applications

All Project Based Section 8 applications for residency at Campbell Purcell are sourced from from the lottery and/or its Section 8 site based waiting list, and subject to any preferences or priorities established for that waiting list. Potential applicant households who are interested in applying for residency at Campbell Purcell, but who are not on the waiting list, shall be processed for placement on the waiting list.

It is the Owner/Agent's policy to accept and process applications in accordance with.. applicable HUD and LIHTC regulations. The Owner/Agent will make a reasonable accommodation to assist in the application process if the applicant or any member of the applicant ]louseliold is disabled.

Whenever the properly has a vacancy or projects an upcoming vaca»cy;,the Owner/Agent will source a reasonable number (typically 3-5 per vacancy) of applicants from the ,.:::, waiting list. Owner/Agent will initiate contact with any=applicant and witl.~nv~te that applicant to complete an application package. The applicant can submit a full application on site at the property management office. The Owner/Agent will also accept applications via mail. Tl~e Owner/Agent will also accept the application in an equally effective format, as a reasonable accommodation, if there is the presence of a disability.

The person who is indicated as the Head-of-.Household and all household applicants age 18 and over must complete, execute and sign all doc,umerrts that are included in the application package as instructed. Before completing or executing any forms, additional copies should be made for all adult household members and in some cases-for minors who will live i~l the unit.

,,. If the family ~:.._ ~.,;:~, plans to include alive-in"aide, t17e live-in aide is not required to complete the same application forms. Live-in aides must complete the Live-in Aide Questionnaire and screening and other O/A verifications that are required.

The live-in aide has no rights ,to the unit and will be required to relinquish possession of the unit within a reasonable time as stipulated by the Owner/Agent. The live-in aide will be required to sign an acknowledgement that he/she has no right of residency or occupancy if the resident moves out for any reason including death.

The management company requires applicants to provide a government issued photo ID -used for verifying the identity of all applicants - to accompany applications. In some cases, and when appropriate, this ID may also be used to verify age and citizen/non-citizen eligibility status. If the applicant is not able to visit the site, alternative means of verifying identity, such as Skype, may be utilized.

The management company requires a birth certificate or other documentation that can be used to verify age, citizenhion-citizen eligibility status and relationship to other household members.

All documents in the Application Package must be completed in frill, sighed and dated in order to be accepted. Incomplete Application Packages will be returned.

Eligibility of Students Under LIHTC Guidelines A LIHTC Unit may not be occupied solely by full-time students (including students in both K-12 and higher education), unless at least one of the following exceptions applies:

1) Any member of the household is married and either files or is entitled to file a joint tax return; or

2) The household consists of a least one single parent and his or her minor children, and the parent is not a dependent of a third party. Any children may be claimed as a dependent of either parent, regardless of tenancy in unit; or

3) At least one member of the household receives assistance under Tit~e IV of the Social Security Act. (e.g., TANF —Not SSA or SSI); or

4) At least one member is enrolled in a job training program receiving assistance under the Work Investment Act(WIA) formerly known as the Job Training Partnership Act, or similar feclerai~ state ar local.laws;-off,: 5) At least one member of the household has exrtec~ e foster care system within the previous 6 years ~,

With respect to PBV Units, student eligibility is determined at move-inlinitial certification and at each annual certification. If student status changes for air-adult during residency,. the resident must report the change in student status. Eligibility will be determined to see if the household may continue to receive assistance as well as continue to reside within tl~e community.

Pursuant to 24 CFR 5.612, an individual who is enrolled as either apart-time or full-time student at an institution of higher education for the purpose of obtaining a degree, certificate or other program leading to an educational certificate, is ineligible for Section 8 assistance, and hence for occupancy in a PBV Unit, if that individual:

1) Is under age 24 or older; and

2) Is uni~~arried; and

3) Is not a veteran of the U.S. military; and

4) Does not have a dependent child; and

5) Is not disabled; and

6) Has parents who (individually or jointly) are not income eligible to receive Section 8 assistance and is not independent of his/her parents.

For purposes of determining the eligibility of a person to receive assistance under Section 8 of the United States Housing Act of 1937, any financial assistance (in excess of amo~mts received for tuition) that an individual receives under the Higher Education Act of 1965 from private sources or an institution of higher education (as defined under the Higher Education Act of 1965) shall be considered income to that individual, except for:

1) A person 24 years of age or older with dependent children as defined by H[JD or

2) A person living with his/her parents who also receive Section 8 assistance.

Occupancy Standards In order to be eligible for a particular unit, the size of the applicant household must conform with the occupancy standards described in this paragraph. Occupancy standards serve to prevent the over- utilization or under-utilization of units that can result in an inefficient use of housing funding. Occupancy standards also ensure that applicants and residents are treated fairly and consistently and receive adequate housing space.

Below, please find this property's occupancy standards description:

Number of Bedrooms Min. #Household Members Max. #Household Members 1 l 2 2 1 4 3 3 6

Any household placed in a unit size different from that defined in these Occupancy Standards shall agree to transfer to an appropriate size unit gat management request and shall comply with all required procedures surrounding the transfer. ~~ ~~ If a minor is listed on the household summat~y, but no other member of the household is the parent and/or legal guardian, verification of household composition willbe conducted to ensure:

• Compliance with HUD's single residence requirements • Compliance with the Owner/Agent's Occupancy Policy ~ Compliance with the use of the Dependent Allowance • That the child resides in the unit 50%or more of the time ~ If the household wishes to claim the dependent deduction for that child and If the household requests a unit with an additional bedroom for that child

See Appendix D for additional information about Verification of Household Composition.

Verification As referenced in the discussion above of the application procedure, the Agent shall obtain verifications in compliance with LIHTC Requirements, as well as all local and state requirements. After the preliminary eligibility determination, no decision to accept or reject an application shall be made until information provided on the application form and during subsequent interviews has been collected and any necessary follow-up interviews have been performed. Information to be Verified Information to be verified includes, but is not limited to: 1) Eligibility for Admission, such as a) Income b) Assets and Asset Income c) Identification d) Age e) Household Composition f) Social Security Numbers g) Citizenship And/or Legal Status h) Student Status i) Current HUD Assistance j) In the case of applicants for the Supportive Service Units, status as "homeless," "at risk of becoming homeless," or "chronically homeless," as those terms are defined in the Supportive Housing Quality Assurance Monitoring~Guidelines~issued by the Connecticut Housing Finance Autharity. ~ ~ ~;

2) Allowances, such as

a) Age ~~:,;;: b)Disability c) Full Time Student Status d) Child Care Expenses e) Disability Assistance Expe~lses ~ Medical (For E1derlylDisabled Households Only} ~_,: 3) Preferences ~~~„r ~~~'`

4) Compliance with Applicant Screening Guidelines, such as a) Credit History b) Rental/Residence History

5) The Need for an Accessible Unit Methods of Verification Verifications will be attempted in the following order:

1) Third-party (as appropriate) 2) Review of applicable documents 3) In the absence of any of the above, notarized affidavits from the household member

Each file will be documented, when appropriate, to show that staff attempted to obtain third-party verification before relying on some less acceptable form of information. Sources of Information Sources of third-party information may include, but are not limited to:

1) Any member of the applicant household 2) Present and former housing providers/ 3) Present and former employers 4) Banks 5) Insurance companies 6) Any Asset Manager 7) Family members 8) Any person or organization providing gifts/regular contributions to the I~ousehold 9) Credit screening providers 10) Criminal screening providers 11) Eviction screening providers 12) Social workers/Parole officers 13) Court records 14) Drug treatment centers 15) Health providers 16) Physicians 17) Clergy ~~~ ~. 18) Schools/Institutes of higher education 19) Department of Homeland Security(DHS) 20) Department of Health and Human Services(HHS) moo;, ~~~ ,, ~ ~; 21) The Internal Revenue Service (IRS)(i.e. Tax Re y ~~~~~, ~,~'~ 22) The Social Security Administration (SSA) ~~ ~~' 23) Medicare/Medicaid ~~ 24) Representative of the United States Armed Forces 25) Any federal/local benefit providers 26) Pharmacies 27) Local and non-local law enforcement ; 28) Automated criminal databases 29) Sexual offenders registries when available 30) The Internet X ~::;..

The Agenf~v~rill~be the final judge of the credibility of any verification submitted by an applicant. The Agent will continue to pursue credible documentation until it is obtained, or the applicant is rejected for failing to produce it. Period for Verification Only verified information that is less than 120 days old may be used for verification or recertification. Verified information not subject to change (such as a person's date of birth) will not be re-verified.

Consent and Verification Forms All adult members of a household must sign consent forms and, as necessary, verification documents, so that the Owner/Agent can verify eligibility and screening criteria. Consent and verification forms protect the rights and privacy of residents and applicants by allowing them to have control over any information collected about them. Each household member age ]8 and older and each household head and spouse regardless of age must sign the following forms regardless of whether they report income:

1. HUD-9886, Notice and Consentfor the Release ofInformation to HUD and to a PHA 2. HIJD-9886-A, Applicant's/Tenaf~t's Consent to the Release ofInformation Verifrcation by Ori~ners ofInformation Supplied by b~di>>iduals Who Applyfor Housing Assistance) All adult members of an applicant or resident household must also sign individual verification forms authorizing the Owner/Agent to verify household income and other applicable eligibility factors (e.g., disability status). Provisions for Refusal to Sign If the applicant or any adult member of the applicant's household, does not sign and submit the consent forms as required in 24 CFR 5.230, the Owner/Agent must deny assistance and tenancy.

Misrepresentation Any information provided by the applicant that verification. subsequently,proves to be untrue may be used to disqualify the applicant because of misrepresentation or attempted fraud.: The Agent will not take any action to reduce or deny assistance based on inconsistent information received dui•in~ the verification process until the Agent has independently investigated the information.

The Agent considers false information about the s far rejecting ati applicant: ~ ~ 1. Identity ~~ .~~~~~ 2. Social Security Numbers/Information ~~~ 3. Income <~-~~ ~~~~~ ~._ 4. Assets/Income from Assets ~~ 5. Household composition A~~, 6. Disability ~~~ x ~ / "% 7. Birth Date/Age ~~ ~ ~ ~`~~ 8. Citizenship, Naturalization, audXor Eligible linmigration Status 9. Eviction history 10. Criminal history 11. Sexual offender status 12. Eligibility for Prefere»ces and Priorities 13. Allowances 14. Current/Previous~residence history 15. Current Housing Assistance 16. Status as a Student

Unintentional errors that do not cause preferential treatment will not be used as a basis to reject applicants.

Veri ink the Need for an Accessible Unit When an applicant requests an accessible unit or a unit preference, such as a first floor unit, the Agent will conduct inquiries to:

Verify that the applicant is qualified for the unit, which is only available to persons with a disability or to persons with a particular type of disability Verify that the applicant needs the features of the unit as an accommodation to his or her disability 3. Verify that the applicant is qualified to receive a priority on the waiting list available to persons with a disability or to persons with a particular type of disability

Privacy Policy It is the policy of the Agent to guard the privacy of individuals conferred by the Federal Privacy Act of 1974 and to ensure the protection of such individuals' records maintained by the Agent. Neither the property owner nor its agents shall disclose any personal information contained in its records to any person or agency, other than HUD, its Contract Administrators or other federal/state entity or investor auditing entities, unless the individual about whom information is requested gives written consent to such disclosure.

This Privacy Policy in no way limits the Agent's ability to col~~~uch m~at~Q~~'~determine eligibility, compute rent, or determine an applicant's suitability ~. ancy~'~~

Applicant Screening Once the Agent has determined that an applicant is eligible for occupancy under the various regulatory programs, the applicant is then subjected to a screening process. Screening,is used to help ensure that households admitted to a property will abide by the terms of the lease, pay rent on time, take care of the property and unit, and allow all residents to peacefully enjoy their homes.

Anyone who wishes to live on the property must be.screened prior to moving in. This includes, but is not limited to, live-in aides, security/police officers or additional household members wishing to move-in after the initial move-in. Certain exceptions apply to children/minors. The current screening guidelines in place at the time the new household member applies wi]1 be used to determine eligibility for admission.

Screening is performed im a manner that is reasonable, consistent, and complies with fair housing laws. Screening for Drug Abuse and Other Criminal Activity HUD has established standards that prohibit admission of:

l) Any household in which any member was evicted in the last three years from federally assisted housing for drug-related criminal activity

2) A household in which any member is currently engaged in illegal use of drugs or for which the Owner/Agent has reasonable cause to believe that a member's illegal use or pattern of illegal use of a drug may interfere with the health, safety, and right to peaceful enjoyment of the property by other residents

3) Any household member who is subject to any state lifetime sex offender registration requirement

4) Any household member if there is reasonable cause to believe that member's behavior, from abuse or pattern of abuse of alcohol, may interfere with the health, safety, and right to peaceful enjoyment by other residents. The screening standards must be based on behavior, not the condition of alcoholism or alcohol abuse The Agent has established standards that prohibit admission of:

1) Any ~ household in which any member was evicted i» the last seven years.

2) Any household member who is subject to any state lifetime sex offender registration requirement

3) Any household member if there is reasonable cause to believe that member's behavior, from abuse ar pattern of abuse of alcohol, may interfere with the health, safety, and right to peaceful enjoyment by other residents. The screening standards must be based oi~, behavior, not the condition of alcoholism ar alcohol abuse ~ ~ ,

Subject to the procedures in Section B below, the Agent will reject applications if a~~y household member's criminal history includes one or more of the following: ~;

The Owner/Agent will reject applications if any household in~mber's~criminal history includes one or more of the following: ~; 1) Record of any conviction or adjudication, other than acquittal;-of flee following felonies by any household member

a) Murder b) Arson c) Felony Assault d) .Kidnapping ~'~~~ e) Burglary )f Treason ~%`` g) Crimes involving harm to children h) Sexual offenses i) Crimes involving explosives j) Crimes~nvolving terrorism k). Crimes involving the manufacture, distribution or illegal use of illegal or controlled substances 1) Fraud

2) Record of any conviction or adjudication, other than acquittal, of all felonies other than those listed above within 5, l0, 20 years or lifetime, depending on the nature of the offense.

3) Record of three or more felony convictions or adjudications, other than acquittal

4) Record of any conviction or adjudication, other than acquittal, which involved a misdemeanor offense within 3 years or lifetime, depending on the nature of the offense.

5) Record of any conviction or adjudication, other than acquittal, which involved harm to a child

6) Record of any conviction or adjudication, other than acquittal, which involved harm to an animal 7) Record of any conviction or adjudication, other than acquittal, for any act covered under the Violence Against Women Act

8) Sex Offender Registration: Applicant is or ever has been subject to registration under a state sex offender registration program

United States Code Title 8, subsection 1324(a)(1)(A) prohibits the harboring of illegal aliens. The provision of housing to illegal aliens is a fundamental component of harboring. Al] applicants will be required to provide proof of citizenship or legal immigration status.

If criminal screening indicates an unresolved criminal charge or an unresolved charge of an act covered under the Violence Against Women Act, the application will be suspended until the charge is resolved. At that time, the Owner/Agents current scr~~ ~ g criteria will be applied. ~~ ,,., If the Owner/Agent is unable to complete required criminal or sexual offender screening, the application will be rejected. '~~~ :- ~:~w., If criminal screening indicates that the applicant has~an ur~acc~ptable criminal history, the Owner/Agent will reject the applicant in accardan6e`~w~itl~ HUD guidance and the Owner/Agent's standards for applicant rejection.

Criminal Screening Discoveries If the criminal background investigation result=s indicate that tl~e~app}icant does not meet the criminal screening criteria, the Owner/Agent will reject the applica~lt in accordance with HUD guidance and the Owner/Agent's standards for applicant rejection. ~~~_

Before rejecting the household, the Owner/Agent will compare the information provided by the applicant with the criminal history report. If the information conflicts, the Owner/Agent will:

.;~,s~~ 1) Notify the l~ouseliold of the proposed action based on the information;

2) Provide information about how to obtain a copy of the criminal record;

3) Provide the applicant with an opportunity to dispute the accuracy and relevance of the information obtained from any law enforcement agency;

4) Allow the household the opportunity to remove the household member.

In this situation, applicants will have (10) calendar days to resolve the discrepancy. If the applicant fails to contact the Owner/Agent or indicates that he/she cannot provide documentation verify that the criminal screening information is not correct, the Owner/Agent will reject the application.

If, after move-in, the Owner/Agent discovers that there was criminal history that would have resulted in rejection, the Owner/Agent will contact the resident to ascertain the accuracy of the criminal report. If the resident would have been rejected had the information been known at the time of the eligibility determination, the Owner/Agent will take steps to evict the household. Screening for Credit History, Rental History &HUD Assistance Screening for Credit History The Owner/Agent reviews each adult applicant's credit history. The Owner/Agent does not conside►• medical bills/expenses when reviewing credit history.

Credit history will be reviewed to determine if there is any debt owed to a prior landlord. Applicants owing prior landlords will be rejected unless such debt has been paid

The Owner/Agent will also review utility payment history. If the applicant has more than three late utility payments in the last year or if the applicant is unable to establish utilities in the new unit, the application will be rejected.

Other credit history will be reviewed; the following discoveries will be reason. for rejection:

• No outstanding balances in the last 24 months.

• No in the last 24 months

No utility debt , ,;~;

If no credit history is available, t1~e Owner/Agent will accept a single reference from a person who is not related to the applicant who is a licensed business owner, accredited professional or an employee of an accredited education facility. No additional inquiry will be made. ~~

Screening for Rental History _ If any member of the applicant household has bee~~evicted from any property owned or managed by the Agent, for lease violations, that applicant household will be rejected.

The Agent will review rental history with any landlord indicated in the past three years. Information will be gathered. based on the application and. information provided through automated eviction databases. If the applicant fails to identify one or more residences where he/she lived in the last three years, the applicant will be rejected.

If any member of the applicant household has been evicted from any property, for lease violations, within the last seven years, the application will be rejected.

The Agent will contact the prior property owner/agent (as indicated above) and inquire about the following information:

1) Adherence to the lease &community policies 2) Compliance with certification reporting requirements 3) Rental payment performance 4) Unit maintenance 5) Record of disturbi~lg neighbors 6) Complaints If the inquiry reveals any negative rental history with respect to the applicant, the applicant will be rejected. Negative history shall include, but will not be limited to:

1) Failure to comply with the lease 2) Failure to fully and accurately report income, new employment or changes in household composition in a timely manner 3) Providing false information 4) Attempting to receive or receiving HUD assistance in multiple units/homes 5) Slow or no response to requests to recertify 6) Poor rental payment history (average more than (2) late payments per year, record of bounced checks, any outstanding balance) 7) Record of poor unit maintenance or damage to the unit 8) Presence of parasitic infestation unless the applicant agrees to have all unit contents treated before move-in (Owner/Agent will arrange for and pay for treatment) 9) Complaints from neighbors regarding actions that directly affect the peace and quiet comfort of others living in the community and/or record of actions that interfered with or prevented the previous landlord from effectively managing the property. 10) A current outstanding balance owed liy any household. member to a prior landlord 11)Failure to execute ar pay repayment agreements 12)More than 2 eviction notices in the last 24 months. 13)Verified evictions within in the last 84months ~~ , ~ .~.,,~" 14)Late pays or NSFs within the'last 12 moritlis 15)Other lease violations within t}ie last 24 months. ~~~~~

If no rental history is available, the Agent will accept a single reference from a person who is not related to the applicant who is a licensed business owner, accredited professional or an employee of an accredited~education facility. No additional inquiry will be made.

Screening for Receipt of HUD Assistance in Another Unit All applicants MUST disclose if they are currently receiving HUD housing assistance. The Owner/Agent will not knowingly assist applicants who will maintain a residence in addition to the HUD-assisted unit on this property.

HUD provides the Owner/Agent with information about an applicant's current status as a HUD housing assistance recipient. The Owner/Agent will use the Existing Tenant Report provided via HUD's Enterprise Income Verification System (EIV)to determine if the applicant or any member of the applicant household is currently receiving HUD housing assistance.

Nothing prohibits a HUD housing assistance recipient from applying to this property. However, the applicant must move out of the current property and/or forfeit any voucher before HUD assistance on this property will begin. Special consideration applies to

1) Minor children where two assisted families share custody 2) Recipients of HUD assistance in another unit who are moving to establish a new household when other family/household members will remain in the original unit

Ifthe applicant or any member of the applicant household fails to fully and accurately disclose rental history, the application may be denied based on the applicant's "misrepresentation" of information.

This information will be reviewed periodically. If any household member receives or attempts to receive assistance in another HLJD assisted unit while receiving assistance on this property, the household member will be required to reimburse HiJD for assistance paid in error. This is considered a material lease violation and may result in penalties up to and including eviction and pursuit of fraud charges.

Violence Against Women Act Protections

Violence Against Women Act: H[JD Notice #06-42 pertains to The Violence Against Women Act of 2005(VAWA) which prohibits project-based Section 8 owners from denying admission to any person simply because she/he has been a victim of domestic violence, or stalking. Domestic violence, dating violence, or stalking is not good cause for evicting the victim of that violence. Under VAWA an owner can only evict an individual based on the domestic violence against-his/her if it can prove there is an "actual and eminent threat" to other tenants or staff if s/he is not evicted. The Violence Against Women and Justice Department Reauthorization>Act of 2 13 protects tenants and family members of tenants who are victims of domestic violence, dating violence, or stalking from being evicted or terminated from housing assistance based on acts of such violence against them. These provisions apply both to public housing age»cies administering public housing and Section 8 programs and to owners renting to families underSection 8 rental assistance~programs.

In general, the law provides in part that criminal activity directly relating to domestic violence, dating violence, or stalking, engaged im by a member- of a tenant's household or any guest or other person under t11e tenant's control, shall not be cause far termination of assistance, tenancy, or occupancy rights if the tenant or an immediate member of the tenant's family is the victim or threatened victim of that abuse. The law also provides that an incident or incidents of actual or threatened domestic violence, dating violence, or stalking will not be construed as serious or repeated violations of the lease by the victim or threatened victim of that violence and will not be "good cause" for termination of the assistance, tenancy. or occupancy rights of a victim of such violence.

Waiting Lists Following the initial lottery for the project, the agent will retain a list of households who are not awarded a unit, in the order that they were drawn from the general pool. This list will become the wait list for the property. After the initial lottery, the units are offered from the waiting list. When a vacancy must be filled, the waiting list will be reviewed, and applicants will be pulled based on availability. Generally The property will maintain a Section 8 waiting list. It is the responsibility of the property to provide applicants from its waiting list upon request from the management company, when the property has or projects a vacancy.

The property will maintain a Tax Credit waiting list. All marketing and intake is approved and in compliance with the Affirmative Fair Housing Marketing Plan (AFHMP HUD Form 935.2). This Plan is intended to promote equal housing choices for all prospective residents in market area regardless of race, color, sex, age, religion, national origin, disability or familial status. This Plan outlines marketing outreach strategies including special efforts to the least likely to apply. It does specify racial; ethnic and economic mix targets and marketing strategies to attract that mix, but it does not specify mandatory racial or ethnic quotas. APPLICANTS ARE SELECTED BASED ON THE RESIDENT SELECTION PLAN. Marketing efforts are monitored and strategies adjusted if a desired mix of applicants does not respoird. This is the Plan established for this property and remains for the life ofthe contract. Tl~e Plan can,be altered or amended if necessary with Agency approval. ~a~ Applicants will be admitted, placed on the waiting list or rejected. ~Pote»tially eligible and acceptable applicants for whom the right size unit is not available will be placed~on the waitjng list and informed (1) that they will be contacted when an appropriate unit becoines available, and (2) approximately how long it will take for a unit to become available. The waiting list may be closed; with approval from Agency, for one or more unit sizes when the averag,~ va t for admission is more than a year.

Potentially eligible and acceptable,applicauts for whom tl~e right size unit is not available will be placed on the LIHTC Waiting List. Once added to a waiting list, the applicant will be informed (1)that they will be contacted when an appropriate unit becomes available, and (2) approximately how long it will take for a unit to become available. The waiting7ist may be closed, for more than one unit size when the average wait time for•-admission-pis more tilaiiaone year. Term of Wait List

The wait list generally may be retained and used to fill units for up to one year. However, other factors such as'the number of households: remaining~on tl~e list, the likelihood of the continuing eligibility of such households, and the demographic diversity of such households may inform the retention time of the list, subject to the approval of the Subsidizing Agency.

Updating -After the initial lottery, waiting lists should be analyzed, maintained, and updated (through additional marketing) so that they remain consistent with the objectives of the housing program and are adequately representative of the racial, ethnic, and other characteristics of potential applicants in the housing market region.

The LIHTC Waiting List shall be organized according to the AMI income tiers, bedroom size, date/time stamp and accessible unit need status, as described in the charts in the following sections. An income tier that is represented by fewer than the number of units prescribed for that tier shall be referred to as an "underrepresented" tier; an income tier already represented by the full number of units shall be referred to as an "overrepresented" income tier. As vacancies under each list occur, Owner shall lease vacant units to families on the waiting list, provided, however, that the family meets all LIHTC Requirements and eligibility and screening requirements, and the family's adjusted gross income is determined to be in an underrepresented income tier. Any family in an overrepresented tier will retain its place on the waiting list until its income tier is no longer overrepresented. The Agent shall select qualified applicants within all income tiers in accordance with the LIHTC Requirements and this Resident Selection Plan, while giving effect to the preferences and priorities described in the "Preferences" section below. However, in the absence of qualified applicants within an underrepresented income tier, the Agent may select the next qualified household on the waiting list closest in income to the underrepresented tier. In no event is the Owner required to keep any unit vacant until an applicant in the required income tier is obtained. The waiting list will be updated annually to ensure that applicant information is current and that any names that should no longer be on the list are removed. If any names are removed from the any waiting list, the removal will be documented. Names may be removed from a waiting list if: the applicant no longer meets the eligibility requirements for the property based on the family composition and the unit availability at the site; the applicant fails to respond to the written notice for an eligibility interview; mail sent to the applicant's address is returned as undeliverable.

Procedures for filling vacancies:

LIHTC Units: %. When a LIHTC unit becomes vacant,PMC will select til~e next apphcanf~on the ~v~aitlist designating preference for that type of apartment in that particular building. The applicant will have 48 hours to respond to the offer and accept or decline. If the applicant declines-the unit, their name will be removed and the applicant will need to reapply{ ,Should. the applicant accept the apartment, an appointment will be scheduled to conduct an interview to edify the applicant's eligibility

Once an applicant is placed in a Unit, their name wi}1 be removed from all waiting lists.

Rejection of Applicants Grounds for Rejection In addition to other grounds for: rejection identified elsewhere in this plan, the Agent may reject an applicant on any of the following grounds:

1) No unit of the appropriate size exists on the property

2) Any non-exempt me►nber of the household fails to provide a Social Security Number or adequate documentation to verify the Social Security Number.

3) Any member of the household fails to meet the applicant screening requirements. The Agent will consider the application again if the person who failed screening criteria is removed from the household.

4) Any member of the household fails to sign appropriate verification documents

5) Misrepresentation

6) Fraud

7) Any member of the household fails to respond to management inquiries for additional information during the application process 8) Any member of the household fails to respond to management inquiries while on a waiting list

9) Any member of the household fails to provide changed household information to the Agent as indicated

10) The Agent is unable to contact the applicant via US Mail (letters undeliverable or returned) and/or by phone (number disconnected or changed)

11) Any member of the household has a record of eviction, for lease violations, from any property managed by the Agent.

12) Any member of the household has a record of eviction, f ~~ violations, from any ,,, P roeP m' within the last seven Years ~ ~ ~''r~' ~ ~~ a) The Agent will thoroughly review housing court cases and shall permit applicants the opportunity to explain the circumstances i~lvolved ill their prior an~llor current housing court cases before rejecting an applicant~If tenant witl~hold~~rent because the landlord has breached the warrant}~ of habitability, providing unsafe or unsanitary apartment (i.e. lack of beat or hot water, or infestation) or Section 8 subsidy payments have been suspended due to no fault of the applicant, applicant will be considered for housing conditional that supporting documentation is submitted within 5 (five)~business days evidencing these situations.

13) There is record of outstanding or overdue paymentsto previous landlord

14) There is record of outstanding or overdue payments. to utility providers

15) Any member of the l~ousel~old Defused to allov~s treatm~~=,,, f unit contents, at the cost of the Agent, when there is history of the presence of bed bugs, fleas, or other parasites

16) The llousel~old is unable to establish utilities in the new unit

17) The household is unable to pay the security deposit required

18) The household refuses two or more u»it offers

19) Applicant household earns above the maximwn allowable income

20) Applicant is employed by the owner or developer of the Project

21) Applicant does not meet IRS exceptions regarding ineligibility of full-time student

22) Credit History

a)Monthly net tenant rent plus monthly payment (as indicated on the credit report) multiplied by l2 (twelve) and divided by the annual income may not exceed 42%. The monthly payment on the credit report is fined as follows: all of the monthly payments which have been defined by Tenant Alert Inc. through the Experian Credit Report as per the attached list labeled "Purpose type of account"

23) In addition, and in accordance with HUD's "One Strike" rule, acceptance for occupancy will be denied to any applicant who has, or whose household member has been evicted from federally assisted housing for drug related criminal activity 24) Any household member is subject to a lifetime registration requirement under the State sex offender registration program

25) A prior conviction of fraud in connection to any governmental housing program has been found

26) A revelation that an applicant is a criminal fugitive being sought by law enforcement for either incarceration or deportation (as such applicants would not lawfully be able to "anticipate" income or even be anticipated to be an included member of a household)

27) Harassment of the office staff by applicant. Harassment shall be deemed to mean threatening or incessant phone calls to the leasing office, intimidation by the applicants of the leasing and support staff, before, during, or after- the selection process, inside or outside the leasing office.

~. ~\~~ ~: ~~ ~~, ~ Resection Notices '~~'~~~~ The Agent will promptly notify the applicant, in writing, of the denial of adnassion or~a~ssistailce. The result of the eligibility determination will be sent to the Dead of household, as indicated on the application, via First Class Mail. The rejection notice will include: ~~ ~' 1) The specifically stated reasons)for the rejection 2) Notice of the applicant's right to respond to th~~ Agent in writir~'g~o~` request a meeting within fourteen (14) calendar days to dispute the rejection. 3) Notice that persons with disabilities-have the right to ~~equest-reasonable accommodations to participate in the informal hearing process . 4) A notice of individual's rights under VAWA,if and wl~e» HUD develops such a notice form.

Information about the res~ilts of the eligibility determination will NOT be provided over the phone or via email ~~.:: Meetings with Applicants to Discuss Rejection Notices In accordance with the Grievance Procedure developed by the Agent for the Project, rejected applicants inay request a meeting to discuss/appeal the denial. The Agent will grant a reasonable accommodation, if there is a disability, to allow the applicant to participate in the appeal. Common reasons to appeal denial include:

• The applicant believes the decision has been made in error • The applicant believes there are extenuating circumstances that should be considered • The applicant or a member of his/her household is a victim of abuse covered by VAWA and feels his/her status as a victim contributes to the decision to reject. Such an individual will be required to complete and submit HUD Form 50066 to certify status as a victim. • The applicant or a member of his/her household is a person with a disability and believes a reasonable accommodation would allow the Ageut to continue processing the application ~ The application was rejected because the application includes someone who is a registered sex offender and the applicant wishes to remove that household member If an appeal meeting is requested within 14 calendar days, a person who was not involved in the initial decision to reject tl~e application will conduct a meeting with the applicant to discuss the rejection. The applicant may bring a representative of the applicant's choice to the appeal meeting.

If an applicant is clearly eligible and passes the screening guidelines, admission shall be authorized. Likewise, if the applicant is not eligible, or does not meet the screening requirements, rejection shall be authorized. The Agent will advise the applicant, in writing, of the final decision within five 5 business days of the meeting.

Offering an Apartment When a unit becomes available and eligibility is determined, available units will be offered:

• In writing

• Over tl~e phone ~;~~ '~ • By email ~~ ~~~~~~~~ ~~,~~

If the Agent is unable to contact the household within-five, 5 business days from the date of the letter, he offer will be cancelled, and the apartment will be offered to the nett applicant based on the selection criteria described above. Failure to accept the unit will be considered a refusal of the unit offer. Right to Refusal policies.) ~~ ~ ~, ~~~~~ ~ Y~~ Right to Refusal ~~ The Right to Refusal Policy applies~to applica~~t households~and existing ~•esidents who have submitted a Unit Transfer Request. Residents requesting unit transfer and applicants will be offered available units based on the informatio~~ i~icluded in this resident selection plan.

Each household.will be otfe~•ed the opportunity to accept an offered apartment two (2)times. If a resident/applicant does not wish to accept an offered apartment, they have the right to refuse the offer. Residents/applicants must notify the Agent of their intent to refuse the unit offer by using one or more of the following methods:

In writing (delivered by fax, mail or other means) By email Over the phone

Note: Ifthe refusal is »wade over the phone, contact must be made with a member ofthe management staff. Leaving a message is not adequate.

The first time an applicant or resident refuses a unit, the unit wi11 be offered to the next qualified household based on the criteria described above. The applicant or resident will retain the same place on the waiting list. The second time an applicant or resident refuses an offered unit, the household will be removed from the waiting list. Right to refusal policies will be modified in two cases:

1. If a disabled applicant or resident is at the top of the waiting list, they will be offered units as they become available regardless of whether they include accessible features. A disabled household has the right to refuse an unlimited number ofnon-accessible units or units that do not meet specific accessibility requirements. 2. If an applicant or resident household with no disabled members is at the top of the waiting list, and there are no disabled households on the waiting list, that household may be offered an accessible unit. An applicant household with no disabled household members has the right to refuse an unlimited number of accessible units or units that do not meet their needs. Security Deposit The Agent must collect a security deposit at the time of the initial lease execution. The Agent will comply with all applicable state and local laws governing tl~e security deposit.

The resident is expected to pay the security deposit from his/her own resources and/or other public or private sources. An applicant will be rejected if he/she does not have sufficient funds to pay the deposit.

Unit Transfer Policies `" Generally ~~~~ ~ ~~ „~ The Agent will accept applications for transfer based on the ~ollo~ving ~~ ~~~~, ~,, 1) A resident needs a unit transfer because of a ~~~ige m household s~ze~attd/or composition 2) A resident needs a unit transfer based on the ve3~ified need for an accessible unit 3) A resident has a verified medical need for a different unit. `:. 4) A household desires to transfer out of an accessible unit because it does not require the accessibility features of the unit: 5) If two or more adult household.men~bers reside in one unit and one or more adults choose to apply for a separate unit, they will be required to submit an application. The application will be reviewed for eligibility as described in this plan and if approved, that applicant will receive preference over other non-residents

Residents who wish to transfer to a different unit must complete a Unit Transfer Request. The Unit Transfer Request must be completed and signed b}~the head of household and all adult household members who wish to move.

The Agent will accept the Unit Transfer Request in an equally effective format, as a reasonable accommodation, if there is the presence of a disability. Factors concerning approval of transfers are as follows:

1) A household that has given notice to move need not be transferred 2) A household whose household size/composition has not changed and the household currently meets the unit size standards for their current apartment will not be transferred unless there is: a) A verified medical need for a different unit b) A verified need for an accessible unit c) A household desires to transfer out of an accessible unit because it does not require the accessibility features of the unit, in order to accommodate a disabled resident/applicant on the waiting list. 3) The household must have been in the current unit for at least one year unless there is: a) A verified medical need for a different unit b) A verified need for an accessible unit c) A household desires to transfer out of an accessible unit because it does not require the accessibility features of the unit, in order to accommodate a disabled resident/applicant on the waiting list. 4) A household living in an apartment too large for its needs will not be required to move if there are no applicants waiting for the bedroom size to be vacated by the transfer. An appropriate sized unit will be available before the resident household is required to move.

Security Deposits &Unit Transfers When a resident transfers to a new unit with all other household members, the Agent will charge a new security deposit and refund the security deposit for the old unit less any outstanding amounts for rent, fees or damages. If the household splits and one or more residents remain in the original unit, the original security deposit will remain with the original unit and a new security deposit will be collected for the new unit. ''

Changes in Household Composition The Agent must approve any new household member before he/she moves in to the u~1it.

Eligibility criteria, screening criteria and compliance with occupancy standards will be reviewed before the new household member is approved or denied.

The proposed new adult household member will be considered an applicant and rust participate in the eligibility determination and screening processes described in the resident selection plan then in effect.

This policy applies to live-in aides as -well. Screening criteria will.also be applied to live-in aides, except for the criterion regarding credit performance or the ability to pay rent on time because live-in aides are not responsible for rental payments. However, live in aides must meet other screening criteria established by the Agent. Income and/orallowances-received by live-in aides will not be considered.

Apartment Inspections ~~ All apartments must undergo periodic inspection conducted by the on-site management team, DHCD, HLJD or HUD's representatives/agents. These inspections include not only interior but also exterior inspections. Residents have the right to be; present, and are, in fact encouraged, to be present during unit inspection.

The move-in inspection is an opportunity to familiarize the new resident with the property and the unit, as well as to document its current condition. By performing move-in inspections, the Owner/Agent and residents are assured that the unit is in livable condition and is free of damages. A move-in inspection gives the Owner/Agent an opportunity to familiarize residents with the operation of appliances and equipment in the unit.

The move-out inspection is conducted when a household vacates a unit. The Owner/Agent will list the damages on the Unit Inspection Form and compare it with the Unit Inspection Form completed at move- in to determine if there is any damage or excessive wear-and-tear.

In addition, the Owner/Agent will perform unit inspections on at least an annual basis to determine whether- the appliances and equipment in the unit are functioning properly and to assess whether a component needs to be repaired or replaced. This is also an opportunity to determine any damage to the unit and, if so, make the necessary repairs. At this time, residents may be charged for damages to the unit so long as those damages are not the result of normal wear-and-tear.

HUD,or its authorized contractor(s), has the right to inspect the units and the entire property to ensure that the property is being well maintained. These inspections assure HUD that owners and their agents are fulfilling their obligations under the regulatory agreements and/or subsidy contracts and that residents are provided with decent, safe, and sanitary housing.

Changes to the Resident Selection Plan Applicants will be notified in writing when the resident selection plan undergoes significant change or when preferences are added or removed. DHCD will be notified in writing when-the resident selection plan undergoes significant change or when preferences are-added or removed. DHCD and/or Pennrose may in its discretion see that households on the waiting list are: At that time, applicants will be:

1. Given an opportunity to review the new plan 2. Notified of changes to preferences 3. Asked if they wish to remain on the waiting list' if the applicant household does not respond, that household will be deemed ineligible and removed from the waiting list. The resident selection plan in place at the time of tinal eligibility ~deterinination will be used to make a final decision to approve or reject the,applicaton. 2019

Pennrose Management Company Professional Profile

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Pennrose Management Company One Brewery Park 1 1301 North 31St Street I Philadelphia, PA 19121 267-386-8600 I www.pennrose.com P EN N ROSE

Pennrose Properties, LLC Pennrose Management Company Table of Contents

I. Executive Summary

II. Management Experience and Services

III. Organization and Personnel Information

IV. Management Philosophy and Residential Services

V. Maintenance Philosophy and Procedures

VI. Summation

Exhibits:

Tab 1: Bio's of Key Individuals I. Executive Summary

Since its inception in 1981, Pennrose Management Company has earned a reputation as the leader in the field of affordable housing management. Our singular approach to management, our commitment to our residents, investors and personnel, and our multi-faceted relationships with state and other regulatory agencies sets us apart from the majority of housing management providers. As a provider of professional property management, consulting and auxiliary services to property owners including non-profit and public agencies as well as private sector entities; Pennrose administers over $35 million in annual budgeted operations, with a staff of approximately 400 employees.

While Pennrose Management Company has historically specialized in managing federally assisted housing including tax credit, Section 8 and Public Housing, we also manage conventional market rate housing and commercial properties.

Our management portfolio continues a trend of dramatic growth and great diversity, currently consisting of 128 properties, with approximately 9,561 units, in seven states plus the District of Columbia. The geographic area we currently serve includes Connecticut, Pennsylvania, New Jersey, Maryland, Ohio, Delaware, North Carolina and the District of Columbia. Our growth has averaged 1,000 to 1,500 units per year since inception, with even greater growth projected in the foreseeable future.

The majority of properties in our management portfolio are located in urban or downtown areas, and construction varies from high-rises to townhomes, and from self-contained communities to scattered site developments across several city blocks. Property sizes range from 16 to 378 dwelling units.

Pennrose Management Company has earned the Accredited Management Organization (AMO) accreditation from the Institute of Management (IREM), an affiliate of the National Association of Realtors. The AMO accreditation is the only one in the industry that recognizes excellence among real estate management firms.

Pennrose Management Company has a fully staffed Corporate Office located in the City of Philadelphia, which provides operational oversight to many key aspects of the Company's overall operations. Additional Regional Offices are maintained in Pittsburgh, PA and Baltimore, MD.

Management Experience and Services

Pennrose is currently active in seven states plus the District of Columbia, with properties funded under a myriad of programs, each with its own unique operating, financial, accounting and reporting requirements. As such, PMC has formed successful collaborative relationships in working with a variety of State Agencies, numerous local housing and redevelopment authorities, as well as with each property's investors) and owners. Our team has developed invaluable skills, knowledge and experience, which we have been able to apply effectively as we enter new arenas in the field of property management. Because of our creative and flexible approach coupled with the diversity of our portfolio, this enables us to approach each new endeavor with the assurance that PMC has the experienced staff and state-of-the-art technology to achieve success in every new business venture. Reporting Capabilities:

Pennrose Management Company provides comprehensive accounting and reporting, marketing, training, regulatory, program compliance, resident supportive services, insurance claim, personnel and benefits administration, day-to-day property management, maintenance and other services. Our specialized accounting software provides a flexible operating tool that enables us to meet the diverse reporting requirements of the various federal, state, local and private-sector entities to which we provide regular and periodic reports. This reporting software provides us with the ability to maintain and retrieve up-to-the-minute information from all our sites regarding every fiscal aspect related to day-to-day property management operations.

Regulatory Experience and Partnerships:

We have experience in the management of numerous developments with public housing elements. Developed and operated under the HOPE VI Program, public housing regulations govern many of the operational aspects of these multi-phased, mixed-income properties, with public housing residents being the initial occupants of the apartments. In most cases, these properties are subject to additional reporting requirements and compliance procedures, budgeting, rent subsidy calculations, resident lease and grievance procedures and procurement standards. Pennrose Management Company works hand-in-glove with local Housing Authorities on relocation efforts at these properties, to provide the highest quality of facility management, to coordinate a mutually acceptable blending of Housing Authority and Corporate procedures and policies, and to ensure that the former public housing residents are afforded every opportunity to return to the newly developed community.

Marketing:

Pennrose Management Company has a professionally staffed Marketing Department. Among some of its responsibilities are the review of rent comparability studies, design of media and print collateral and implementing lease-up programs at new sites. The Department also develops marketing plans for stabilized sites to achieve maximum occupancy and assist the communities in building their wait lists to ensure a continuous stream of qualified applicants.

Relocation Experience:

Another objective is to utilize our experience and the depth of our organization to perform limited scope engagements, such as relocation services, to other private and public entities. Among our clients for successful relocation projects are the New Brunswick Housing Authority and the Philadelphia Redevelopment Authority. The U.S. Department of Housing and Urban Development selected the New Brunswick relocation effort for inclusion in its "Best Practices" publication.

Because of Pennrose's experience in community revitalization, we have a comprehensive understanding of the principles established for relocating families and will ensure that services are provided on time and on budget and with the greatest amount of compassion for those who must seek new accommodations. This is achieved by ensuring relocatees have access to counseling and referral services, are provided with suitable housing options, given assistance during the moving process, and by providing effective communication on project development plans and progress. III. Organization and Personnel Information

Our growth has enabled us to create and staff various departments with capable and highly motivated professionals in the areas of property management, financial services, human resources, compliance, training, supportive services, maintenance, marketing and management information systems.

Total personnel currently employed by Pennrose Management Company, by discipline, are as follows: Corporate Staff

Executive (Chairman, President &Support) 5 Operations (Vice Presidents &Regional Property Managers) 12 Property Maintenance 8 Supportive Services 2 Human Resources/Learning &Employee Development 7 Compliance 7 Marketing 3 Finance and Accounting 23 Information Systems 6 Clerical/Support 6

Subtotal 79

Site-Based Staff

Administrative (Leasing Agents, Assistant Managers, 118 & Managers) Maintenance (Superintendents, Assistants, Technicians, 130 Janitors, Etc.) Supportive Services 19

TOTAL 346

Names and titles of principles and other key personnel:

Richard K. Barnhart —Chairman &Chief Executive Officer Mark Dambly -President Lee John Felgar —President, Pennrose Management Company Cristi Resciniti -Chief Financial Officer Ellyn Hanger —Regional Vice President of Operations Barry Weaver —Regional Vice President of Operations Jennifer Hayward —Vice President of Transition Management Lee Reedy —Vice President of Marketing and Communications Kathi Garrone —Vice President of Compliance John DeSantis -Vice President of Information Technology Michael Pico —Chief Human Resources Officer Shannon Mowery — Director of Supportive Services IV. Management Philosophy and Residential Services

Philosophy:

Pennrose Management Company believes that the key to our success and continued growth is our employees. We seek to attract, employ and retain highly motivated individuals who are committed to excellence in service and who care about the residents of their properties and the community at large. We believe that the best way to accomplish this is to provide our staff with the ingredients of success: well-designed facilities, up-to-the minute technology, the support of supervisors and colleagues, effective and on-going communication, training and opportunities for professional advancement, and a progressive compensation and benefit package including merit-based increases and annual incentive bonuses.

We have developed steam-oriented approach whereby site-based administrative and maintenance personnel communicate and interact on a daily basis in order to address a particular property's specific needs.

We believe that our continued growth and recognized status as a leading property management company are attributable to this approach. In addition to the usual responsibilities of a management agent, we believe our company is unique in the area of human and social services. We select and then train staff members who are sensitive to the emotional and physical needs of the residents. The Pennrose portfolio serves individuals and families from all walks of life, to include: single parent families, students, seniors, from extremely low-income households to upwardly mobile urban professionals. Our aim is to facilitate each individual resident's ability to achieve his or her goals and to sustain aself-sufficient, satisfying lifestyle. We believe it is one matter to create places for people to live and quite another to create an environment that enriches the quality of their lives.

Our major objectives as a professional property management agent are to:

1. Employ sound business management and professional property management practices which ensure the preservation of the asset, optimal use of fiscal resources and safe, efficient and ethical operation of each property managed;

2. Coordinate the needs of residents along with those of our public and private partners in order to develop resources that will improve the quality of residents'/students' lives; and

3. Effect the meaningful involvement of residents in the management of the property.

The types of properties that we manage are varied and all-encompassing and include Section 8, tax credit, Public Housing as well as conventional communities. For all properties contained on the above- referenced listing, we provide comprehensive management services, which include, but are not limited to:

1. Comprehensive accounting and reporting functions including maintaining detailed individual property records for financial management and site-based budgetary practices;

2. Recruitment, assignment, supervision and administration of personnel policies for all site-based employees; 3. Marketing and leasing of units in accordance with pre-established resident selection criteria;

4. Collection of rents and enforcing compliance with resident lease terms;

5. Development, administration and monitoring of comprehensive maintenance and repair programs that address emergency, routine and preventive maintenance work (refer to section V. Maintenance Philosophy and Procedures for a more complete description of maintenance related capabilities and services);

6. Standardized purchasing and/or subcontracting procedures for procurement of goods and services;

7. Regulatory compliance functions;

8. Coordination of supportive services; and

9. Insurance claim administration including worker's compensation, casualty and liability coverages.

In addition to the above listing, which sets forth the customary segments of most normal management engagements and the typical items included in a Management Plan, we also have experience in other areas such as relocation services, training services, market studies and capital project contractor procurement, supervision and management.

Furthermore, Pennrose Management Company is asocially-responsible company that has long been committed to supportive services as an integral and vital component of property management. In each of our Pennrose-managed communities, our Supportive Service Department builds collaborative relationships, partnering with a broad spectrum of local service provider agencies. The Supportive Service Department also focuses on identifying needs, coordinating and linking our residents to appropriate services, and assisting them in securing these services. We feel that Supportive Services are an integral part of ensuring successful residency for our clients. This team-centered approach to offering comprehensive and consistent services produces an environment that truly enhances the quality or our resident's lives and creates stronger, more vibrant communities.

Resident Services Philosophy:

The delivery of meaningful and empowering supportive services to families, seniors, students and persons with disabilities is an important part of providing quality housing and ensuring full and satisfying lives for the residents of our housing communities. Pennrose has learned that the most effective and efficient way to provide relevant services to our residents is to partner with local service provider agencies that can concentrate their efforts on service provision while Pennrose Management Company focuses on coordination of services, identifying residents' needs and ensuring quality management. It is through these unique and collaborative relationships that the residents and students of Pennrose-managed communities are supported by a true service-enriched environment. Resident Services Mission Statement:

To ensure a successful living experience for all residents of Pennrose-managed properties by providing access to and assistance in securing necessary supportive services which enhance the quality of their lives. This is achieved by advocating on behalf of the residents and linking them to appropriate service provider agencies. Our objective is to provide services that help maintain and prolong the residents' ability to live independently and improve self-esteem, self-sufficiency and self-empowerment, both as individuals and as a community.

The Results:

• Enhanced quality of life • Team-centered approach to comprehensive and consistent service provision • Successfully addressing the barriers that impede a families' progress toward greater self- sufficiency • Helping seniors remain independent and age with dignity • Providing students with the tools for success in school and in life • Assisting to uphold lease obligations • Reduced operating costs • Effective service provision enhances the cash flow position of the properties and thereby better secures and preserves the physical asset • Promoting effective partnerships through a network of community resources • Building stronger communities

Clearly, creating a positive living environment whereby residents feel fully supported and have every opportunity to succeed is critical to the success of PMC's engagement as management agent for the proposed housing development. Given our commitment to working closely with the residents, our track record of success in working collaboratively with a myriad of service provider groups PMC is uniquely qualified to meet the needs of your residents.

V. Maintenance Philosophy and Procedures

It is important to understand that 75% of the typical yearly operating budget for a housing community is relevant to maintenance-related items, therefore, maintenance protocols, strict adherence to procedures and a comprehensive and consistent strategy to address maintenance items in a preventative fashion is cornerstone to successful operations and facilities management. The delivery of Pennrose maintenance support is focused at each Pennrose site and is, at its' core, wholly a product of the talented maintenance workers deployed. Local maintenance workers are selected on merit, skill and encouraged to understand the unique neighborhood nature of their local work environment, site building configurations and resident constituency. They are further supported, working in cooperation with the site management team, by Pennrose maintenance system tools. While significant support is available to each maintenance worker they are also encouraged to provide innovative ways to address the needs of their sites and to then share their experience with other maintenance staff. Pennrose further supports the local maintenance worker with a series of layers of experienced, skilled personnel, in a maintenance network designed to focus the needs and talents of the total Pennrose staff where, and when, they are needed. The site team consisting of the Site Management Staff and the local Maintenance Superintendent are supported by a regionally based, highly skilled, Regional Maintenance Specialist as well as a Regional Property Manager and the Director of Maintenance. These individuals bring to any issue, the depth of experience and skills necessary to successfully address any maintenance need.

While success in the delivery of the maintenance product is an outcome of the commitment of the maintenance worker and support staff, Pennrose provides the tools to make this commitment successful. Dedicated to servicing our residents, and providing a comfortable and affordable home environment, the maintenance worker has numerous Pennrose system tools to use for this aim.

Work Orders and Purchasing

All Pennrose residents, at all Pennrose sites, have the utility and comfort of a single call for reporting their maintenance needs. All calls are handled by an automated telephone answering and emergency dispatching service 24 hours/7 days a week. The caller hears a professional recording describing the property's amenities with instructions. The caller can leave a message for the general office and emergency calls are dispatched in under 10 seconds. The work orders are copied into an inbox with the caller ID information.

Maintenance requests, once input into our property management software can be tracked to completion from any computer with an Internet connection. Purchasing needs are identified by maintenance activity requiring the use of materials and parts reported within the integrated network; and follow up purchasing activity is then initiated and also tracked through this integrated system tool.

Preventative Maintenance Program

At the time each new Pennrose site comes on line, a Preventative Maintenance Manual is created for the new site. The Preventative Maintenance Manual is an Excels -based computer generated preventive maintenance system that provides a standardized format for scheduling and documenting the site's scheduled maintenance activity; including daily grounds and common area policing, as well as preventive maintenance of key building systems.

The Preventative Maintenance system was developed by Pennrose staff in conjunction with the Regional Maintenance Specialists, along with input from the Pennsylvania Housing Finance Agency technical representatives. At the time of creation, the Site Maintenance Superintendent is instructed in how to develop a listing of all maintenance worthy items for the site. This includes the maintenance tasks associated with those items, and the frequency that each task is to be performed. This data is then entered onto the database where it is processed and printed out in the form of weekly activity logs. The computer generates a detailed work task description for each "maintenance worthy" item and a summary inventory of all maintenance items. Each site manual is reviewed yearly and updated to reflect any new requirements or changing equipment needs.

The Preventative Maintenance Tracking system has now been fully integrated into all property management software. This provides the luxury of a single maintenance tracking system rather than a separate manual tracking of maintenance worthy items at each site. Consequently, each predictable preventative maintenance activity is delivered to the site in the same manner as a reported maintenance need from a resident. A report of Preventative Maintenance Activity for any site, or collection of sites, can be acquired remotely for every site at any time.

Pennrose maintains purchasing contracts with large maintenance supply vendors and is able to keep maintenance supply costs lower through its bulk purchasing network and through price negotiation by the Director of Maintenance. Pennrose also maintains specific energy management protocols at all communities primarily through the procurement of deregulated utility contracts for the common area energy usage. This is another cost savings program that yields tangible bottom-line results at the site level. The common area utility usage for each community is monitored 24/7 through a third party administrator. This provides management with the ability to correct any and all mechanical efficiencies promptly to eliminate energy waste.

Contracting Maintenance and Construction Services

While much of the minor site maintenance needs are contracted locally with area contractors, Pennrose supports each site maintenance worker with a comprehensive program of Contracting Support. In cooperation with the assistance of the Director of Maintenance, Maintenance Operations Manager and Regional Maintenance Specialists, Pennrose maintains contractual arrangements with providers of the construction services necessary to address predictable site needs. Cadres of contractors, with negotiated "blanket service" unit pricing contracts, are in place through a program to efficiently utilize the resources that this procurement process consumes.

For instance, significant and repetitive turnover work includes the painting of units as well as the repair and installation of flooring. Pennrose maintains blanket service contractual relationships with contractors who can mobilize upon a phone call to deliver their service at the negotiated rate with predictable results. Pennrose additionally has blanket service relationships with masonry, paving, HVAC, and other contractors who are called upon to address maintenance deficiencies. The development of the blanket service unit pricing process is an ongoing one where participants are added as a need is identified and a contractor is recognized as having the knowledge, experience and temperament to address Pennrose maintenance needs.

In addition to repetitive contracting needs, Pennrose regularly issues "Request for Proposals" for specific and unique building repairs or modifications. This process supports site requests for significant capital improvements as well as emergency repair needs. This is a robust procurement program that identifies, on an ongoing basis, contractors who have the experience and resources to successfully address the Pennrose site needs. This program is also focused on supporting and utilizing contractors who understand the unique mission of the Pennrose organizations. The result of the blanket contract and on-going contracting process is that Pennrose enjoys the experience and participation of quality, committed contractors, to the Pennrose mission of providing affordable and dignified housing. VI. Summation

Pennrose Management Company recognizes that management of successful housing is not just about creating safe and pleasant environments. Pennrose Management Company strives to provide the highest quality housing with a superior level of customer service in order to establish a sense of community and to promote a better quality of living while achieving continued growth and preserving our tradition of excellence. Through our collaborative relationships with developers, service providers, residents and staff, we create opportunities for the realization of our objectives and those of our clients. Richard K. Barnhart

Chairman and Chief Executive Officer

Richard K. Barnhart began his career at Pennrose in 1985, as co-owner and president of its development company — Pennrose Properties. On the retirement of its Founder and Chairman, John B. Rosenthal, in 2004, Mr. Barnhart assumed the role of Chairman and Chief Executive Officer. He provides developmental oversight and leadership to both the Pennrose team of developers and the over 400 Pennrose employees.

Pennrose Properties is one of the nation's largest producers of affordable housing for families and for seniors. Pennrose has developed and continues to own and manage over 11,000 rental apartment units. It has also engaged in many commercial and mixed-use developments in areas where it owns significant residential holdings.

Mr. Barnhart's planning, development, financial management and implementation expertise provide solid direction and guidance for successful completion of each Pennrose undertakes. He is adept with projects involving intricate public-private partnerships. Under his leadership, Pennrose has succeeded with large, award-winning mixed-use developments. From an historic rehabilitation perspective, Pennrose has completed more than 30 developments fully complying with National Park Service standards and has renovated more structures using a combination of low income housing tax credits and historic rehabilitation tax credits than any other developer in the country. Barnhart has initiated and fostered numerous ongoing relationships with nonprofits, and he actively seeks ways to involve community members in the development process.

In addition to his development activities, Mr. Barnhart is a nationally recognized speaker on real estate finance and development, and has testified before the United States Senate on housing issues. He has served on the Board of Directors for the Tax Credit Advisory Committee of the New Jersey Housing and Mortgage Finance Agency; the Board of Trustees of Housing New Jersey; and is a Director of the Affordable Housing Tax Credit Coalition based in Washington, D.C. H'e is a recipient of the Bridge Builders Award —presented by Partners for Livable Communities, a national leadership organization that honors civic leaders for their pioneering spirit in working together to improve the quality of life in American communities. In the fall of 2012, he was recognized nationally by Multi-Housing News, a leading industry trade publication, as its Executive of the Year.

Along with his civic involvement, Barnhart participates in numerous charitable and community activities. He is a member of the Steering Committee of the Community Leaders Program at Thomas Jefferson University in Philadelphia. He is a former member of the Board of Trustees at The Agnes Irwin School; and a former Board and Executive Committee member of the Friends of The Philadelphia Museum of Art. In addition, he provides pro bono services to many Delaware Valley nonprofit organizations.

Mr. Barnhart holds a Bachelor of Science degree in real estate and insurance from Pennsylvania State University. Mark H. Dambly

President and Partner

As President for Pennrose, Mark H. Dambly provides strategic and day-to-day leadership for nearly 400 Pennrose employees who support development and management activities in 16 states and the District of Columbia. Mark has more than 30 years of experience in the real estate industry, including overseeing complex transactions in both the affordable and market-rate housing markets. Under his leadership, Pennrose has completed more than 265 developments totaling over 17,000 units and encompassing nearly $4 billion in total development costs.

Mark joined Pennrose in 1992, tapping into his many years of experience in real estate development. Mark intimately understands the intricacies ofmulti-family residential development and takes a balanced perspective of social mission and market opportunity. He has proven financial capability, a record of accomplishment of successful properties planned and built on schedule and on budget, and a strong commitment to providing families and seniors with affordable and market-rate multi-family housing.

In 2015, Mark was honored by Pennsylvania Housing Finance Association (PHFA) with the Pioneer Award in recognition of the positive difference to expand affordable housing in Pennsylvania. Pennrose has recently been recognized inconsecutive years as a Best Places to Work by the Philadelphia Business Journal.

Mark serves as President of the Pennrose Foundation, a nonprofit charitable organization that further enhances the company's mission of transforming communities. Mark also serves as Chairman of the Pennsylvania State University Board of Trustees and is on the Board of Directors of Penn State Health. In addition, he is on the Board of Directors for the Riverfront Alliance of Delaware County, Regional Housing Legal Services, and Housing Alliance of Pennsylvania.

He received a Bachelor of Science in Real Estate and Insurance from Pennsylvania State University. Cristi Resciniti

Chief Financial Officer Pennrose Management Company

Cristi Resciniti joined Pennrose in 2013 as Controller with over 20 years of experience in financial reporting and leadership. In March of 2014, she was promoted to the position of Chief Financial Officer. In this role Ms. Resciniti provides strategic and tactical leadership to all members of the financial team while steering the vision for financial growth within Pennrose Management Company.

Prior to joining Pennrose, Ms. Resciniti spent 14 years in public accounting with Asher &Company LLC & BDO USA, CPA firms servicing a leading development and management company in the United States with emphasis on HUD, PHFA and NJHMFA financed properties.

Ms. Resciniti holds a Bachelor's Degree in Business Administration, Accounting, from Temple University, and is a Certified Public Accountant(CPA) in the states of Pennsylvania and New Jersey. Ellyn Hanger

Regional Vice President of Operations -Western

Pennrose Management Company

As Vice President of Operations, Ellyn Hanger is responsible for property oversight in Maryland, Washington, D.C., western and northeast Pennsylvania, and Ohio. Ellyn has over 25 years of experience in all aspects of residential property management.

Prior to joining Pennrose in 2018, Ellyn served as Regional Manager for Dallas-based Milestone Management, where she was responsible for oversight of a portfolio of apartment communities throughout the mid-Atlantic area and was responsible for budget preparation and monitoring, forecasting, financial reporting to owners, asset management, and the maximizing the short and long- term operating performance. In addition, she has held property operations positions with Panco Management and The Shelter Group, where she developed expertise for managing a range of properties, including Class A conventional through affordable properties with various program types.

Ellyn is a Certified Property Manager (CPM°) and a member of Institute of Real Estate Management. She earned a bachelor's in communications from George Mason University. Barry Weaver

Regional Vice President of Operations -Eastern

Pennrose Management Company

Barry Weaver joined Pennrose Management Company in May 2017 as Vice President of Operations. He has property oversight responsibilities for Eastern Pennsylvania and parts of New Jersey. Mr. Weaver has over 25-years of leadership experience in multifamily property management including oversight of a national portfolio of more than 12,000 units. He has extensive experience managing conventional communities and affordable housing programs including LIHTC, HUD 202, Section 8, Bond, HOME, Hope VI, ACC, Housing Choice Voucher, Congregate Care, and RAD.

Prior tojoining Pennrose Property Management, Mr. Weaver served as President of Property Management for Columbia Residential in Atlanta. Mr. Weaver was responsible for leadership of Columbia Residential Property Management, Inc.(CRPM) including operations, finance, compliance, resident services, capital projects, information technology, and security. Prior to that, he held executive positions with Westlake Housing, LP and Volunteers of America. During his tenure with Volunteers of America, Mr. Weaver managed the recovery of 1,000 apartments in New Orleans devastated by Hurricane Katrina.

Mr. Weaver is a Certified Property Manager (CPM~); a LEED Accredited Professional (LEED APo); a National Affordable Housing Management Professional —Executive (NAHP-e); a Specialist in Housing Credit Management (SHCM); and holds the Credential for Green Property Management (CGPM). Mr. Weaver is the author of Green Housing Management, A Practical Guide to Green Real Estate Management published by the National Affordable Housing Management Association (NAHMA).

Mr. Weaver earned a Master of Public Administration from the University of Colorado, Denver, CO and a Bachelor in Sociology and Bachelor in Social Welfare from Humboldt State University, Arcata, CA. He attended graduate school at the University of Notre Dame and studied Social Psychology at the University of Uppsala, Uppsala, Sweden. Jennifer Hayward

Vice President of Transition Management Pennrose Management Company

Jennifer Hayward serves as the Vice President of Transition Management, playing a pivotal role in the responsibilities related to taking developments from the conceptual stages through timely occupancy stabilization. She is the primary liaison between Pennrose Properties, LLC and Pennrose Management Company for the successful integration of newly constructed and/or renovated properties into PMC's property management operations.

Ms. Hayward joined Pennrose Management Company in February 2011 as a Regional Vice President of Operations. Her portfolio consisted of more than 2,600 conventional, tax credit senior, student, and family rental units which total more than 42 communities in Pennsylvania, New Jersey, Connecticut and Ohio. She led a team that included four Regional Property Managers, and over 100 employees.

Prior to joining Pennrose Management Company, Ms. Hayward worked for over five years as the Director of Multifamily Management with a private firm who owned and managed multifamily and commercial assets throughout the Midwest. Earlier, she worked with AIMCO as a Regional Property Manager overseeing up to 26 assets in Michigan and Ohio. Ms. Hayward's responsibilities included overseeing every facet of the portfolios, creating/building company structure, and supervising the employees at all levels within the portfolios.

Ms. Hayward's background includes an impressive track record of both maximizing operating real estate and turning around poor performing properties and portfolios. Throughout her career, she has demonstrated success in exceeding revenue growth goals, profit expectations, business objectives, and occupancy levels, by developing strategic plans for problem solving, personal growth, training, and performance. Her management experience includes portfolios consisting of conventional owner and third-party managed, tax credit, public housing and project based units. Lee R. Reedy

Vice President of Marketing and Communications Pennrose Management Company

Lee Reedy serves as Vice President of Marketing &Communications where she oversees all aspects of Marketing, including maintaining high levels of occupancy at all Pennrose properties, developing an enterprise-wide strategic marketing plan, ensuring lease-up property activities are conducted with a high level of strategic and tactical marketing focus, and enhancing the Pennrose brand. Ms. Reedy leads a team of six marketing associates responsible for coordinating all leasing activity support for the organization and assigned properties.

Ms. Reedy has more than 20 years of marketing, sales and public relations experience in a variety of industries. Before joining Pennrose she was the Corporate Director of National Marketing for ACTS Retirement-Life Communities, Inc., where she was responsible for targeted lead generation, corporate branding and image activities, and increasing community occupancy in markets across the eastern U.S.

Ms. Reedy holds a Bachelor of Arts degree in Anthropology &Sociology from Lafayette College and an MBA from Pennsylvania State University. Kathi Garrone

Vice President of Compliance Pennrose Management Company

Kathi Garrone joined Pennrose Management Company in June 2015 as Vice President of Compliance. She brings more than 25 years of compliance and property management experience to the role. Her responsibilities include establishing and maintaining relationships with investors, the Department of Housing and Urban Development, public housing agencies, state housing finance agencies, and other regulatory agencies. In addition, Ms. Garrone ensures that all certifications of compliance, which are provided to various housing agencies, investors and other housing partners, are prepared accurately and submitted on-time to housing partners.

Prior to Pennrose Ms. Garrone was director of compliance with NDC Real Estate Management, where she developed the LIHTC Compliance Division. She also created all policies, procedures and training manuals, and directed lease up, management, and management takeover of existing LIHTC properties in her 16 years as director of compliance. Michael Pico

Chief Human Resources Officer Pennrose Management Company

Michael Pico joined Pennrose Management Company in October 2014 as Vice President of Learning and Employee Development. In May 2016, he was promoted to Chief Human Resources Officer. In this role, he oversees all human capital initiatives for the organization, including acting as the senior champion for Pennrose employees' success and managing the intertwined responsibilities of supporting hiring, onboarding, employee support, and learning and development.

Prior to joining Pennrose, Mr. Pico was Vice President of Enterprise Learning for Caesars Entertainment (formerly Harrah's Entertainment), where he led the strategic and operational direction for leadership development and learning, supporting more than 54 distinct properties, 23 domestic and international brands, and over 65,000 employees domestically and internationally. Michael also served as Director of Training &Development at AIG American General, where he led the training strategy and business plan to support the Employee Benefits Profit Center.

Michael holds a Bachelor of Science degree in Public Administration from the University of Scranton. He is also a Certified Level I Coach and Certified National Bereavement Facilitator, and a Licensed Trainer in Customer Relations and Coaching, and Development Dimensions International (DDI) programs. Mr. Pico presently resides in New Jersey. John DeSantis

Vice President of Information Technology Pennrose Management Company

John DeSantis joined Pennrose Management Company in October 2011. He oversees the direction, training and support of all the electronic information systems throughout both Pennrose Management and Pennrose Properties. Mr. DeSantis also supervises in-house and third party software implementation and operations, technical assistance, end-user training, as well as day-to-day IT operations.

Mr. DeSantis brings over fifteen years of IT experience. Prior to joining Pennrose Management Company Mr. DeSantis was the Information Technology Director for ten years at Nutrisystem, Inc. where he was responsible for building and managing all aspects of the IT department operations. He was a key player in designing and implementing network infrastructures to serve both internal staff and external customers.

In addition to his experience, Mr. DeSantis also holds certifications from Microsoft, Cisco and EMC. About The Architectural Team, Inc. ~: -_ ~ ~, ~~ ~ --. l ~~

PARTNERS Trusted Advisors. Robert J. Verrier FAIR NCARB Since 1971, the masterplanning, architecture and interior design firm, President +Managing Principal ~ Founder The Architectural Team, Inc. (TAT), has been recognized for its thought Michael E. Liu ain Nc,aRa leadership and diverse portfolio of acclaimed design solutions. The 95+ Vice President +Principal person firm has earned more than 100 awards for design excellence across a broad range of building types and programs, including: new Michael D. Binette nia n~CARB construction of large-scale urban mixed use developments, multifamily, Vice President +Principal commercial, waterfront and hospitality developments, assisted and senior living facilities, and community centers. SERVICES Architecture TAT holds a national reputation in the areas of historic preservation, Interior Design rehabilitation and adaptive reuse that has transformed neighborhoods across the United States, artfully restoring and reimagining neglected Masterplanning buildings for new uses while simultaneously preserving history. Moderate Rehabilitation The firm's insightful and pragmatic design solutions reflect our PROJECT TYPES respect for site, conte~ and sustainability. We believe that inspired Academic ~ Athletic +Community Centers and responsive design doesn't happen in isolation. It's the result of a committed partnership between the client and the design team; where Assisted Living regard for the character and quality of the natural and built environment Commercial is fundamental. Healthcare ~ Science +Technology Historic Preservation ~ Restoration +Adaptive Reuse While our work has been honored with many awards, we are most Hospitality +Mixed Use proud of our lasting client relationships, and our part in their success. Multifamily Trusted advisors and active listeners, The Architectural Team is dedicated New Construction to creating positive and lasting transformation in the communities we Senior Living serve. Waterfront

The Architectural Team, Inc. 50 Commandants Way at Admiral's HiII Chelsea, MA 02150 617.889.4402 architecturaltearn.com Quarrystone, Quincy, MA

The Residences at Forest Hills, Boston, MA

River Green, Everett, MA

Saddle Hill, Hopkinton, MA

Treadmark, Boston, MA

The Victor, Boston, MA

Lenox Green and Bristol Commons, Taunton, MA Village at Brookline, Brookline, MA

Village at Highland Park, Hopkinton, MA

Waterfront Square, Revere, MA

West Square, Boston, MA

Wentworth Elderly Housing, Portsmouth, NH

XMBLY, Somerville, MA

Zinc, Cambridge, MA

Children's Play and Discovery Experience

Children's Museum Wharf Park, Boston, MA

Baxter Riverfront Park Playground, Boston Schoolyard Appleton Millyard, Lo~~~ell, MA Initiative, Boston, MA

Ellis Memorial Children's Park, Boston, MA

First Church of Christ, Discovery Garden, Boston, MA

Hardiman Park, Boston, MA

Holborn Totlot, Roxbury, MA

Malcolm X Park, Roxbury, MA

Ringer Playground, Allston, MA

Ripley Playground, Dorchester, MA

WGBH Children's Park, Boston, MA ~~

Appleton Millyard, Lowell, MA

C W D G flYtll C~2SC1'Ipt1011 landscape architecture &planning vision • awards

Landscape Architecture and Planning

Copley Wolff Design Group is a landscape architecture and planning firm located in downtown Boston, MA. Copley Wolff's vast experience includes the planning and design of urban, mixed-use, academic, housing, green roof and roof deck, healthcare, corporate, children's play and discovery, park, and waterfront landscape projects.

Zinc, Roof Deck, Cambridge, MA Firm specialties include placemaking, the integration of art into the landscape, cultural and historic interpretation, environmental education, and community participation. Copley Wolff`s extensive client list includes developers, municipalities, architects, and academic, cultural, public, and private institutions.

For each client, Copley Wolff adeptly manages a multi- disciplinary project team and assembles the expertise and approach specific to each project and its context. Copley Wolff has produced numerous award-winning design, high-profile, Baxter Riverfront Park, Somerville, MA budget-responsive, and schedule-sensitive projects throughout New England and the United States.

The office is comprised of 14 landscape architects, planners, and support staff including USGBC LEEDOO and SITES Accredited Professionals.

UMass Integrative Learning Center, Amherst, MA

Spaulding Rehabilitation Hospital, Charlestown, MA

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~~ flrt7l C~eSCt'I(~tlon • landscape architecture &planning • vision • awards

UISIOn

Who We Are We are a group of creative professionals who believe in the power of people and place. We collectively work to create memorable places for our daily lives, celebrations, and recreation. About Our Studio • Founded in 199b, Copley Wolff Design Group is a studio- 7 21 Seaport Boulevard, Boston, MA based design firm in Downtown Bostcn.

• Our creative team of 14 professionals consists of six registered landscape architects, LEED and SITES — Accredited Professionals, and support from landscape designers, graphic designers, and technology experts.

• As professionals, we bring together our skills and knowledge of art, architecture, sociology, history, psychology, engineering, environment, and ecology to create memorable places that are both comfortable and flexible. What We Do • We design parks, roof decks, greenways, streets, playgrounds, and outdoor spaces of all kinds and sizes that improve civic life and create memories.

• We make places for human habitation —places for growth, education, encouragement, and being human. We make places where people want to be. Ink Block, Roof Terrace, Boston, MA • We develop sites that encourage discovery, enhance social interaction, and evoke memory.

• We utilize the power of place to strengthen neighborhoods, communities, and cities. How We Work • We provide personal service, a creative process, and design excellence.

• We work in collaboration with the design team, our clients, and the communities in which we work.

University of Connecticut, Quad Restoration, Storrs, CT C W

D G firm description landscape architecture &planning vision awards

Vision (continued)

Personal Service • We provide responsive, personal, and professional hands-on service.

• Our principals stay involved throughout the entire duration of each of our projects.

• Our studio environment allows a depth of expertise and Mathworks Campus, Natick, MA knowledge to provide specific information and guidance for every aspect of our clients' needs.

• We are leaders, designers, and active civic participants who bring integrity and civic responsibility to all our clients and projects. Creative Process and Design Excellence • We invite many minds into our designs.

• We believe in and promote an inclusive, interactive, stimulating, and engaging process that results in vibrant and meaningful places and experiences for people. Buildability/Sustainability • We integrate materials into projects that express their context and are low-maintenance, vandal-resistant, and environmentally sound.

• Our designs are buildable and cost-effective and utilize new technologies and research to implement sustainable practices. Why We Do This One Canal, Roof Deck, Boston, MA • We are passionate about our work.

• We believe that public parks and open spaces are the most democratic places for diverse communities to interact.

• We believe our common spaces should be colorful places of beauty, vitality, and meaning.

• We look forward to the future.

Temple Israel, Omaha, NE

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D G fl l`rTl d2SCYlptlOn ~ landscape architecture &planning • vision • awards

Awards

201$, Design Build Institute of America (DBIA) New England Award Boston University, Myles Standish Hall, Boston, MA

2017, Merit Award for Design ~ Boston Society of Landscape Rrchitects Assembly Row, Somerville, MA

2017, Jack Kemp Excellence in Affordable and Workforce Housing ~ ULI Awards 2017

Assembly Row, Somerville, MA 2016, Citation Award for Education Facilities Design ~ Boston Society of Architects Methuen High School, Methuen, MA

2016, Preservation Achievement Award ~ Boston Preservation Alliance Lovejoy Wharf, Boston, MA

2016, Honorable Mention (AIA New Hampshire True North at North Hill, Needham, MA

201 S, Honor Award (Boston Society of Landscape Architects Therapy Trail at Spaulding Rehabilitation Hospital, Charlestown, MA

2015, Merit Award ~ Boston Society of Landscape Architects St. James Avenue Garden, Boston, MA

2014, Preservation Achievement Award ~ Boston Preservation Alliance Liberty Mutual Tower and St. James Avenue Garden, Boston, MA

2014, Best in Green Practices ~ Best of Boston Real Estate Awards, BBJ 150 Second Street, Cambridge, MA

2014, Best RenovationJRepo ~ Senior Housing News

Wharf District Park, Ross Miller Fountain, Boston, MA True North at North Hill, Needham, MA

2013, Preservation Rward (Boston Preservation Alliance 234 Berkeley Street (Restoration Hardware), Boston, MA

2013, Preservation Award ~ Boston Preservation Alliance Spaulding Rehabilitation Hospital, Charlestown, MA

2013, Marketing Collateral -Honorable Mention ~ SMPS Multi-Use Promo Cards

2013, Healthcare Environments Award ~ Contract and Centor for Health Design Spaulding Rehabilitation Hospital, Charlestown, MA St. James Avenue Garden, Liberty Mutual, Boston, MA

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CWDG Awards (continued)

2013, Sustainable Design Award ~ Boston Society of Architects Spaulding Rehabilitation Hospital, Charlestown, MA

2013, Preservation Award ~ Massachusetts Historical Commission Appleton Milis Phase I, Lowell, MA

2012, Best Projects Award ~ ENR/McGraw Hill North Shore Community College, Danvers, MA North Shore Community College, Danvers, MA 2012, Housing Citation for Adaptive Reuse ~ Boston Society of Architects :.- Appleton Mills Phase I, Lowell, MA

2011, J. Timothy Anderson Awards for Excellence in Historic Rehabilitation ~ National Housing and Rehabilitation Association Appleton Mills Phase I, Lowell, MA

2010, Merit Award ~ Boston Society of Landscape Architects Wharf District Parks, Boston, MA

2008, Interiorscape Best Project Award ~ Planterra Group Southfiield Tcwn Center, Southfield, MI

2007, CNU Charter Award ~ Congress for New Urbanism Coopers Crossing Development Plan, Camden, NJ

2~3, Design Excellence ~ Preservation Worcester and AIA Central MA Appleton Mills, Phase 1, Lowell, MA Southbridge Hotel and Conference Center, Southbridge, MA

2~2, Merit Award ~ Boston Society of Landscape Architects Science Park at the Montshire Museum of Science, Norwich, VT

2002, Merit Award ~ Boston Society of Landscape Architects Wilcox Park, Westerly, RI

2002, Community Service Awards ~ American Society of Landscape Architects Boston Schoolyard Initiative, Boston, MA

Frog Pond,Boston Common,Boston, MA C W D G :sch Engineering Building better communities with you

Nitsch Engineering is amulti-disciplined engineering and surveying firm offering an integrated suite of services to efficiently serve the needs of our building/site development and infrastructure clients. Our civil, transportation, and structural engineers; land surveyors; planners; and GIS specialists work collaboratively to deliver client-focused, creative, cost-effective, and sustainable project solutions. We have earned the confidence of our clients, as illustrated by the fact that 94% of our work comes from repeat clients.

For 29 years we have worked on major private development and public infrastructure projects in Massachusetts and throughout the northeast. Nitsch Engineering is the largest Longfellow Bridge women-owned business enterprise (WBE) civil engineering firm in Massachusetts, and is Boston, MA also WBE-certified in Pennsylvania and Virginia.

Civil Engineering Nitsch Engineering's professional engineers coordinate their efforts with architects, landscape architects, and owners to provide comprehensive solutions to site- development issues. Our proactive approach to addressing stormwater management, grading, site utility, and permitting issues allows us to identify and resolve potential problems before they become critical issues.

Transportation Engineering Nitsch Engineering recognizes that the transportation elements of a project —including vehicle, bicycle, and pedestrian traffic —often set the tone for how a project is balanced in the surrounding environment. We perform traffic studies, prepare transportation master Orient Heights plans, and provide roadway design and permitting. Boston, MA Structural Engineering Bridges are an essential element of our nation's infrastructure, and Nitsch Engineering's structural engineers devise innovative, cost-effective, and sustainable solutions that keep our communities safe. Our staff are experienced in designing new bridges, rehabilitating older bridges, providing NBIS bridge inspection, and assessing bridge load rating.

Land Surveying Nitsch Engineering works with each client to determine the appropriate scope of services and level of accuracy to meet the clients objectives, whether for a property line, topographic, title insurance, construction layout, laser scanning, or building survey.

Green Infrastructure Using of restoration, often Worcester Recovery Center principles biomimicry, ecohydrology, and ecological and incorporating rainwater harvesting, Nitsch Engineering's approach results in and Hospital, Worcester, MA integrated sites that more closely reflect natural ecological patterns than traditional engineering techniques, while accomplishing the program objectives.

Planning Nitsch Engineering works with our clients to prepare feasibility studies and master plan documents that evaluate alternatives with the goal of providing the "best use" plan for the site and environmentally sound solutions. We identify potential impacts, obtain project approvals, manage public participation, and follow through with the permitting process.

GIS Services Nitsch Engineering meets our clients' planning, engineering, and land surveying needs with Geographic Information Systems (GIS) technology. By overlaying many different site Springfield Data Center factors, GIS analysis can help simplify the planning process when complex site or land Springfield, MA issues are involved. Chelsea has 17 years of experience in providing site development and transportation design for public and private clients. As a LEED Accredited Professional and Certified Professional in Stormwater Quality, she has an in-depth understanding of green building/site design practices and principles, which she applies on mixed-use, academic, commercial, and public facility projects throughout Massachusetts and New Hampshire. In addition, she is an experienced user of AutoCAD and HydroCAD software packages.

Representative Projects

Coppersmith Affordable Housing, East Boston, MA: Project Manager for civil engineering services for two new buildings in East Boston. Responsible for the site utility and stormwater management design for the project, as well as the site layout including parking, a driveway, and a pedestrian plaza. Also supporting project permitting through the Public Improvement Commission, Boston Water and Sewer Commission, and the Conservation Commission. Years of Experience • 17 in industry Parcel 25, Mission Hill, Boston, MA: Project Manager for civil engineering • 17 at Nitsch Engineering services for the design of a new multi-use building in Mission Hill. The development provides the neighborhood with retail, office space, and Registration • Massachusetts: Professional affordable housing units. Designed site utility improvements, stormwater Engineer (Civil) #46260, 2005 management improvements, and layout and grading of the pedestrian plaza • Massachusetts: Soil Evaluator area and two parking lots; and assisted with permitting. #13742, 2009 • Connecticut' Professional Columbus Center, Boston, MA: Project Engineer for civil engineering Engineer (Civil) #33310, 2018 • New Hampshire: Professional services for amulti-use housing development consisting of two high rises Engineer (Civil) #12824, 2009 that contain a hotel, residential units, retail spaces, townhouses, and a • LEED Accredited Professional parking garage. Provided design for site layout, grading, and stormwater Building Design +Construction, management systems. An extensive rainwater collection and groundwater 2008 replenishment system was designed in order to preserve the delicate • Certified Professional in Stormwater Quality, 2012 groundwater balance in the Back Bay/South End area. • OSHA (10-hour) Certified CitySquare II, Worcester, MA: Project Engineer for civil engineering Education services for the redevelopment of a 20-acre site. The project will reestablish • e.S., Civi( Engineering, city streets in the area, and includes amulti-use development that will Northeastern University, 2000 span four city blocks. Assisting in design of roadway layout and grading, as • ACEC/MA Emerging Leader well as utility infrastructure to serve the buildings and municipal roadways, Program, 2010 and providing municipal site review permitting and State Department of Environmental Protection permitting services.

The Loop, Northborough, MA: Project Engineer for a peer review of a 566,000-square-foot residential and retail project near the intersection of Route 9 and Route 20 in Northborough. Providing construction observations for this project, including a weekly site visit to observe the condition of the site's erosion and sediment controls and the general progress of construction. Prepares field reports for the Town Boards, attends relevant Town Board meetings, and consults with the Town Engineer to coordinate services.

Worcester Polytechnic Institute, Foisie Innovation Studio, Worcester, MA: Project Manager for the design of the renovation of the existing Alumni Gym into the new state-of-the-art Innovation Studio. The project includes Representative Projects -continued designing the new site utilities (sewer, water, and drainage), site grading, and pedestrian walkway.

Boston University, East Campus Student Services Center, Boston, MA: Senior Project Engineer for civil engineering services fora 99,600-square- foot, six-story student services center at 100 — 108 Bay State Road. The project includes a green roof, an alley and loading dock area, plazas, walkways, and other landscaped areas. Designed site layout, grading, and utilities, including a stormwater recharge system for Groundwater Conservation Overlay District compliance and LEED certification, as well as the roadway grading. Provided Boston Water and Sewer Commission permitting assistance for stormwater management within the Groundwater Conservation Overlay District. Also assisted with Boston Public Improvement Commission, and US Environmental Protection Agency National Pollutant Discharge Elimination System permitting. Prepared LEED documentation for Sustainable Site Prerequisite 1 (Erosion and Sediment Control) and Credits 6.1 and 62(Stormwater quantity and quality); the project is pursuing LEED Gold.

Beth Israel Deaconess Hospital, Western Suburban Cancer Center, Needham, MA: Project Manager the consolidation of West Suburban Cancer Services into a new state of the art, comprehensive cancer center at the Hospital. The project included the demolition of the existing two-story brick "administration building" and the construction of a new approximately 30,000-square-foot structure. Provided utility design, layout, and grading for the building addition and site. Designed amulti-faceted stormwater management system, combining below grade and surtace drainage features to manage stormwater runoff from the site. A vegetated infiltration basin was constructed along the garage exterior to reduce runoff velocity, prevent erosion, and provide water quality treatment. Also provided construction administration services.

Saint-Gobain High Pertormance Testing Facility, Northborough, MA: Project Engineer for civil engineering site design services for a 60,000-square-foot addition and 500-space parking expansion. The building is LEED Silver and houses new laboratory, office, and meeting space. Provided grading and layout design, designed new utilities, and designed parking lot and drainage improvements. The stormwater management design helped the project earn LEED credit 6.1. The building achieved LEED Gold certification.

Worcester Trial Court, Worcester, MA: Project Engineer for civil engineering site improvement for a new $115M courthouse in downtown Worcester. Responsibilities included providing layout and drainage design, assisting with the sewer connection permit, and providing construction administration services.

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N EI was founded in 1998 on the principles of integrity, experience and the constant and earnest efforts we diligence. Honest, principled dedication to our clients and our work is bring to each project. what both defines us and separates us from our competitors. Our clients come first; and our unmatched industry experience influences NEI's clear Strong partnerships build lasting efficient path to success. projects and relationships. Our commitment to our clients and A successful project is not merely measured in dollars and calendar days. the success of our projects are The most important measure of a project is how well it delivers the Client's demonstrated by the extent of mission at completion. We are partners with our clients in the process. repeat clients and direct referrals, Through open, collaborative communication we fully embrace and join which comprise the majority of our in ownership of their mission. It becomes the guiding force that drives work. CAPABILITIES

Since 1998, NEI General Contracting has provided a full spectrum of General Contracting and Construction Management services to the construction market. NEI offers Owners and Developers afast-paced, first class, quality approach to any type of construction need. NEI has completed over $1 Billion in quality construction projects spanning a wide variety of types and programs. From residential developments, to historic conversions & restorations, to moderate rehabilitation, to institutional projects, NEI has rs~:; the expertise and capacity to meet any construction challenge.

■ Budget Control. NEI has a proven track Our deep resources and broad industry experience offer our clients an record delivering projects on-time and unparalleled tool for project development and exceptional capabilities for within budget. Nearly all NEI projects construction. within the past 5 years have been delivered with excess contingency monies, creating ■ Preconstruction. Our skilled team of preconstruction and construction opportunities for Owner enhancements. professionals has extensive experience working with a variety of complex project structures executing successful construction ■ Value Engineering. NEI's skilled strategies within those challenging conditions. professionals collaborate closely with the design team and trade professionals to ■ Technical Expertise. Our team's experience in unique and varied identify and develop value engineering building types provides NEI the ability to anticipate many potential and scope adjustments to offer reductions coordination and integration conflicts in advance and offer efficient in the project construction cost. solutions within the design intent. ■ Scheduling. NEI constantly analyzes ■ Site Management. Workplace safety, efficient coordination of site project performance to maintain smooth activities, community engagement, appropriate storage of materials workflow in order to provide areal-time and site security are the foundation of any NEI project. understanding of the project status and the effect each decision may have on the ■ Project Management. NEI has managed successful projects ranging delivery schedule. in size up to $50,000,000. ■ Risk Management/Safety. NEI places a high value on safety with dedicated Risk Management and Safety teams that monitor and mitigate construction risks.

■ Quality Assurance/Control. NEI has a Quality Assurance/Quality Control coordinator on staff who is responsible for managing our quality Control program and ensuring that all our projects are bunt in compliance with the contract documents to ensure we deliver the high quality project our clients have come to know. Our Work •' :r. .'. ~~,. • .•r, • ~ •.

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Every day NEI has projects underway across the country spanning a wide variety of types and programs. No matter the sector or scale, NEI has the expertise and capacity to meet any construction challenge. ARLINGTON 360 LOCATION: Arlington, MA CLIENT: Jefferson Apartment Group ARCHITECT: The Architectural Team CONTRACT VALUE: $43 Million UNITS: 176

ONE WEBSTER LOCATION: Chelsea, MA CLIENT: Synergy Investment &Development ARCHITECT: ICON Architecture CONTRACT VALUE: $13.9 Million UNITS: 120

GORHAM STREET APARTMENTS LOCATION: Lowell, MA CLIENT: Coalition For A Better Acre ARCHITECT: Davis Square Architects CONTRACT VALUE: $6.3 Million UNITS: 24

JACKSON COMMONS LOCATION: Roxbury, MA :~ CLIENT: Urban Edge ARCHITECT: Prellwitz Chilinski Associates, Inc CONTRACT VALUE: $12.2 Million UNITS: 37 6

BRIGHTON MILLS LOCATION: Brighton, MA CLIENT: The Community Builders ARCHITECT: CBT Architects '~ ' - ~ ~` ,f ` ~~ i i ~~ ' CONTRACT VALUE: $6 Million UNITS: 20

;~ ,\ JANUS HIGHLAND APARTMENTS ', ~ ,1 ti ~ i~ LOCATION: Chelsea, MA CLIENT: The Neighborhood Developers 1 ~~ ~ -~i. ~ ~ II~~ ARCHITECT: ICON Architecture ■ CONTRACT VALUE: $7.5 Million 11 i~ ~ UNITS: 41

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THE FLATS AT 22 ~ 44 LOCATION: Chelsea, MA CLIENT: Mitchell Properties LLC ARCHITECT: DMS Design LLC CONTRACT VALUE: $16 Million UNITS: 96

BOX WORKS jl _ ~~ LOCATION: Chelsea, MA aij~~ - ■ CLIENT: The Neighborhood Developers ARCHITECT: ICON Architecture ►pl~ ~~ CONTRACT VALUE: $6.7 Million ii r UNITS: 26

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PUTNAM GREEN LOCATION: Cambridge, MA CLIENT: Homeowner's Rehab ARCHITECT: ICON Architecture CONTRACT VALUE: $10.5 Million UNITS: 40 LEED: Platinum

HIGHLAND TERRACE LOCATION: Chelsea, MA CLIENT: The Neighborhood Developers ARCHITECT: ICON Architecture CONTRACT VALUE: $6.5 Million UNITS: 32 LEED: Platinum 525 BEACH LOCATIOI~R~ere, MA CLIEN~h~~~vl ~at~d~bH~elopers ARCHITECfCm(LV Architecture CONTRACT VALUE$~C-~' 4~,i9111~~n UNITS: 30 LEED: Silver

ONE BEACH LOCATION: Revere, MA CLIENT: The Neighborhood Developers ARCHITECT: Utile, Inc. CONTRACT VALUE: $7.8 Million UNITS: 39

75 AMORY AVENUE

LOCATION: Jamaica Plain, MA CLIENT: Jamaica Plain Neighborhood Development ARCHITECT: Tise Design Associates CONTRACT VALUE: $11.1 Million UNITS: 39

RESIDENCES AT STONYBROOK

LOCATION: Westford, MA CLIENT: Community Teamwork, Inc. ARCHITECT: Winslow Architects, Inc. CONTRACT VALUE:$7 Million UNITS: 36 PARCEL 24 SOUTH TYPE: New Construction Residential LOCATION: Boston, MA CLIENT: Asian Community Development Corporation ARCHITECT: utile Architecture +Urban Design CONTRACT VALUE: $15.6 Million UNITS: 51 FINISH: 11/13/17

640 BALL SQUARE

TYPE: New Construction Residential LOCATION: Medford, MA CLIENT: Dark Horse Capital Partners ARCHITECT: ICON Architecture CONTRACT VALUE: $9.2 Million UNITS: 42 FINISH: 6/30/17

PARCEL 25 TYPE: New Construction Residential LOCATION: Boston, MA CLIENT: Mission Hjll Neighborhood Housing ARCHITECT: Goody Clancy CONTRACT VALUE: $16.2 Million UNITS: 40 FINISH: 9/9/17

RANTOUL STREET DEVELOPMENT

TYPE: New Construction Residential LOCATION: Beverly, MA CLIENT: Barnat Development LLC ARCHITECT: ICON Architecture CONTRACT VALUE: $14.8 Million UNITS: 67 FINISH: 9/9/18 WALKER PARK TYPE: New Construction Residential LOCATION: Roxbury, MA ~~ ~~ .. CLIENT: Urban Edge ARCHITECT: Prellwitz Chilinski Associates, Inc CONTRACT VALUE: $11 Million UNITS: 49 FINISH: 7/10/18

~ ~ OLMSTED GREEN `~' ~~ ~t TYPE: New Construction Residential LOCATION: Mattapan, MA CLIENT: Lena New Boston ARCHITECT: ICON Architecture CONTRACT VALUE: $9.8 Million UNITS: 41, multiple buildings FINISH: 4/18/18

AUBURN COURT (Cl TYPE: New Construction Residential LOCATION: Cambridge, MA CLIENT: Homeowner's Rehab ARCHITECT: Davis Square Architects CONTRACT VALUE: $3.4 Million UNITS: 8 FINISH: 8/25/17 44

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Unoccupied Rehabilitation Kennedy Building Hanover, MA Historic Conversion x 2018 37 $ 9,070,087 Forestdale Park Malden, MA Historic Rehab &New 2018 81 $ 17,246,636 Duck Mill @Union Crossing II Lawrence, MA Historic Conversion x 2017 73 $ 17,703,202 Cable Mills Williamstown, MA Historic Conversion 2016 82 $ 18,233,028 11 Waltham Boston, MA Mod Rehab 2017 12 $ 1,024,712 St. Mary s Center Supportive Housing Dorc ester, MA Mo Reha 2015 12 2,390,224 Winter Street Apartments Haverhill, MA Historic Conversion x 2015 12 $ 2,818,885 North Bellingham Veterans Home Chelsea, MA Historic Conversion x 2014 10 $ 1,580,000 Oscar Romero House New Bedford, MA Historic Rehab x 2013 12 $ 2,050,000 Windsor Church Condo Cambridge, MA Historic Conversion x 2012 14 $ 3,550,000 Walden Firehouse Revere, MA Historic Conversion x 2011 7 X $ 1,440,000 40 Upton Street Dorchester, MA Mod Rehab 2011 19 X $ 2,940,000 Marais Apartments Boston, MA Historic Conversion X 2011 8 $ 5,550,000 6 Fort Street Quincy, MA Historic Conversion x 2011 34 X $ 6,190,000 Acre High School Lowell, MA Historic Conversion x 2010 22 $ 5,190,000

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- ... Bobrowski &Haverty, LLC, is a dynamic and growing small firm with a focus in Municipal Law, Real Estate, and Estate Planning. The firm serves as Town Counsel to the towns of Chelmsford and Grafton, and also is Special Town Counsel to dozens of municipalities at any given time. We also represent select private clients on land use, real estate and estate planning matters.

Located in Concord MA,the firm provides specialized services to public and private clients in the areas of Land Use Law, Energy and Environmental Law, Litigation, Real Estate Law, and Estate Planning. Our innovative strategies have helped our clients to embrace Smart Growth, expedited permitting, development of wind and solar energy installations, complex environmental challenges, enforcement of local bylaws, and other cutting edge issues.

Our attorneys are well equipped to advise both public and private sector clients. We have practiced before all courts of the Commonwealth, and our attorneys are admitted in State and Federal Courts. Our firm's attorneys have served in the public sector as members of Planning Boards, Boards and Affordable Housing Committees. We understand the field of Municipal Law from both sides, making us uniquely qualified to serve as trusted advisors and able litigators. The firm's private sector clients receive assistance with real estate transactions, permitting and development, and estate planning. We are a leader in the emerging field of Energy Law, aiding public and private sector clients with the development of solar and wind systems. Paul J. Haverty, Esq. Blatman, Bobrowski, &Haverty, LLC

9 Dainonmill Square, Suite 4A4, Concord, MA 01742 Paul ~bbhlaw.net

Blatman, Bobrowski &Haverty, LLC, Concord, MA

Partner, January 1, 2017 to Present

My practice is focused on representing private developers in the development process, with a continued strong focus on permitting, particularly permitting pursuant to G. L. c. 40B, §§ 20-23. I am also Town Counsel for the Town of Chelmsford, have acted as Special Town Counsel for numerous municipalities, and have represented many other municipalities on Chapter 40B applications as a consultant pursuant to the MHP Technical Assistance Program.

Blatman, Bobrowski, Mead & Talerman, LLC,Newburyport, MA

Senior Associate, Apri12015 to December, 2016

My practice was focused upon representation of municipal clients, with a strong focus on permitting, including the comprehensive permit process. I also continued to represent developers seeking local permits, including comprehensive permit applications.

Regnante, Sterio &Osborne LLP, Wakefield, MA

Associate, September 2002 —March 2015

My practice consisted of representing clients seeking comprehensive permits pursuant to G. L. c. 40B, §§ 20-23. I represented developers in all facets of the comprehensive permit development process, including the project eligibility stage, representation before the local zoning board of appeals, representation at tl~e Housing Appeals Committee, and subsequent litigation in the trial courts and appeals courts. I also represented some municipal clients while at this firm.

Land Court Division of the Trial Courts, Boston, MA

Law Clerk, September 2001 to August, 2002.

As law clerk for the Hon. Karyn F. Scheier, I participated in trials and motion sessions, assisted with the drafting of decisions, and conducted legal research on land use appeals.

PUBLICATIONS

Compelling Reasons Why the Legislature Should Resist the Call to Repeal Chapter 40B, 88 Mass L. Rev. 77.

Massachusetts Housing Appeals Committee Reporter— Case Commentary (2009-2015)(developer co►nmentary) and 2019 to present (municipal commentary).

EDUCATION

Suffolk University Law School — JD, magna cu»~ laude, 2001

Salem State College — BA summa cu»7 laude, 1998 101 Arch Street 1325 G Street, NW Suite 1107 Suite 770 Boston, MA 02110 Washington, DC 20005 T 617.224,0600 T 202.842.9Q06 F 617.224.0601 F 202.842.3936 Klein Hornig Llp CQUNSELORS AT LAW

Introduction to Klein Hornig LLP

Klein Hornig LLP is one of the nation's premier firms concentrating exclusively on affordable housing and community development. The firm focuses exclusively on structuring, managing and affordable housing and community development projects. The attorneys at Klein Hornig have worked extensively with a wide variety of affordable housing programs and activities, including the low-income housing tax credit program, public housing and mixed-finance projects, the Choice Neighborhoods Initiative program, the Rental Assistance Demonstration (RAD) program, HOME and CDBG funding, tax-exempt mortgage revenue bonds, 501(c)(3) bonds, FHA-insured loans, Mark to Market restructurings and Section 236 IRP decoupling.

In addition to affordable housing, we are active in other community development activities, including commercial and mixed-use development using creative financing vehicles such as the New Markets Tax Credit program, historic tax credits, and renewable energy credits. We supplement our housing and community development practice with expertise in partnership and business associations, condominiums and cooperatives, nonprofit organizations and real estate law. We invite you to visit our website at www.kleinhornip.com to appreciate the range and depth of our work.

Klein Hornig has a single mission — to provide uncompromising service and unparalleled legal expertise to the affordable housing community. We know that the individuals and organizations that have dedicated themselves to developing, operating and preserving affordable housing and other community assets need lawyers as dedicated as they are—lawyers with command of every technical tool available, and with the understanding and commitment needed to apply those tools efficiently and creatively.

Klein Hornig has 39 attorneys practicing locally and nationally out of offices in Washington, DC and Boston, Massachusetts. Using sophisticated technologies for communications, legal research and knowledge management, attorneys in the two offices can collaborate to provide the most efficient and effective legal services to our clients.

Experience in Massachusetts

In Massachusetts, we have worked with every state and local affordable housing resource, including all of the DHCD funding programs, bond financing from MassHousing and MassDevelopment, state housing and historic tax credits, Community Preservation Act and local HOME funds, and beyond. In addition to our financing expertise, our practice focuses on the real estate matters that are essential to affordable housing development —title and , zoning and permitting, construction contracts and disputes, affordable cooperatives and condominiums, and purchase and sale transactions of all types. We have further experience and expertise with the specific set of rules and standards applicable to the

n ~ulvw.icte~nha!nr~.com ~—) activities of local housing authorities, their affiliates and their development partners —from the statutory requirements of Chapters 121 B, 30B and 149 to the programmatic and policy activities of HUD, DHCD and other government bodies and stakeholders.

Because of our extensive work throughout Massachusetts, we are able to offer the benefits of both a national and a local practice in affordable housing and real estate. At any given moment we are at work on dozens of Massachusetts development projects involving numerous sources of financing and complex real estate development, permitting and construction matters.

Below are a few recent examples of our work in Massachusetts:

Twigg Estates, Springfield MA: Klein Hornig represented Better Homes, Inc. on two phases of redevelopment at E Henry Twiggs in the McKnight neighborhood of Springfield. These transactions each involved complex restructuring of existing developments and multiple rental assistance programs in combination with low-income housing tax credit equity and tax-exempt bond financing.

Coppersmith Village, East Boston MA: Klein Hornig helped Neighborhood of Affordable Housing (NOAH), close on the first phase (new construction of 56-units of mixed-income, mixed-use development) and second phase (15mixed-income, for-sale townhomes) of the Coppersmith Village development in East Boston. Phase 1 financing includes a MassWorks Infrastructure Grant from the Commonwealth's Office of Housing and Economic Development, tax-exempt bond financing from MassDevelopment and East Boston Savings Bank, "MassDocs" Loans (consisting of IDP funds from the City of Boston, HSF Funds, AHTF Funds, CATNHP Funds, FCF Funds and HOME Funds), proceeds from state low-income housing tax credit and brownfields tax credits, and LIHTC equity investment.

Jefferson Park, Cambridge, Massachusetts: Klein Hornig represented the Cambridge Housing Authority in connection with the redevelopment of Jefferson Park -- a 104-unit state public housing development. CHA combined its Moving to Work capital funds, operating subsidy through its Section 8 program, tax-exempt bonds purchased by Bank ofAmerica and Massachusetts Housing Partnership, tax credit equity from Boston Financial and local funds from the Cambridge Affordable Housing Trust Fund.

Fairfax Gardens, Taunton, Massachusetts: Klein Hornig represented the Taunton Housing Authority on a multiphase HOPE VI revitalization project, Fairtax Gardens. The project consisted of a rental component and an offsite loan-to purchaser component. The rental component was completed in two concurrent construction phases with a total of 103 new ACC units, 37 project-based voucher units, 10 tax credit only units, and 10 market rate units. One phase received a 9% LIHTC award and the second phase was a 4% LIHTC project financed with tax exempt bonds. Klein Hornig acted as primary counsel to the Taunton Housing Authority (NHA)for both phases of the deal. Klein Hornig negotiated the business relationship with the co-developer; drafted and negotiated all mixed-finance evidentiary documents; managed a range of title and conveyance issues; secured requisite HUD approvals; and has assisted NHA in resolving various and complex structuring matters. In addition, Klein Hornig established an affiliate nonprofit 501(c)(3) entity to work cooperatively with NHA.

n —~ Multiple Projects, Boston Housing Authority, Boston, Massachusetts: Klein Hornig has represented BHA in several transactions in recent years:

• In 2011, we helped the BHA rehabilitate two developments for elderly households by transforming them from conventional public housing into mixed-finance public housing receiving significant Section 8 project-based voucher assistance. The BHA was able to use the revenues generated by this disposition to leverage new debt and carry out significant capital improvements. This transaction involved a challenging HUD disposition approval process as well as a complex financial closing.

• Klein Hornig next represented the BHA in connection with the financing of the Bromley-Heath Early Care and Education Center, in which they leased a portion of a public housing site for the development of a new community facility sponsored by a nonprofit service provider. The BHA was able to secure one of the first HUD Capital Fund Education and Training Community Facility Grant(CFCF) awards in the country, and with our help leveraged this $5,000,000 CFCF grant as part of a $16,000,000 New Markets Tax Credit development.

• Most recently, we have been working with the BHA as they and their private development partner redevelop the 331-unit Orient Heights state public housing development. We represented the BHA in the closing of the first redevelopment phase in 2016, and continue to represent them as they pursue the second phase of this redevelopment effort.

~—~ Represented a national developer in an eight-phase mixed-finance public housing revitalization that produced almost 800 housing units

• Represented the developer of a 200-unit project in Massachusetts involving acquisition, selective demolition, redevelopment and creation of new infrastructure financed with a combination of HUD Section 236 "decoupling" Interest Reduction Payments, Federal and state Low-Income Housing Tax Credits, public and private debt

• Represents a national syndicator in numerous low-income housing tax credit transactions

• Represented multiple Massachusetts public housing authorities in the mixed-finance redevelopment of their state-aided public housing developments

• Represented alimited-equity cooperative in the buy-out of former limited partners and refinance of their property with new debt

• Represented the developer of one of the first mixed-finance Section 202 new construction closings in the country, creating a project for elderly residents by combining HUD Section 202 assistance with Low-Income Housing Tax Credits

• Represented a community development corporation in the acquisition of a 250,000 square foot former mill building complex, subdivision and sale of one building to a third party, and financing of 60 units of affordable rental housing and commercial space using Federal and state housing, historic and New Markets Tax Credits

ACTIVITIES • American Bar Association Forum on Affordable Housing and Community Development Law, Vice Chair (2078-2019)

• National Housing &Rehabilitation Association, Board Member

EVENTS Dan is a frequent speaker at local and national conferences. Representative presentations include: • "Tax Credit and Tax-Exempt Bond Boot Camp," AHF Live —November 2018

• "New Opportunities with HUD's Rental Assistance Demonstration Program," National Housing & Rehabilitation Association —October 2018

• "Twinning 9% Credits and 4% Credits," Urban Land Institute Affordable &Workforce Housing Council —May 2018

• "Finding the Middle Ground: State Agencies &Developers Explore How to Balance Policy to Maximize Production and Efficient Use of Resources," National Housing &Rehabilitation Association —February 2018

• "Combining 9% and 4% LIHTCs &Tax-Exempt Bonds," National Housing &Rehabilitation Association —May 2017

n (—~ •~ "LIHTC Terms You Negotiate Now Will Bind You for 15 Years," NeighborWorks Webinar —March 2017

• "Local Preservation Tools to Create Development Opportunities and Save At-Risk Properties," National Housing &Rehabilitation Association —October 2017

• "A Tale of Two Cities: Multi-phase Acquisition/Resyndication Case Studies," National Housing & Rehabilitation Association Portfolio Recapitalization Symposium —February 2017

• "Tax Credit and Tax-Exempt Bond Boot Camp," AHF Live —November 2016

• "Tax-Exempt Bond Update: New Structures &Navigating Volume Cap Shortages," National Housing &Rehabilitation Association —November 2016

• "Preservation: Outside the Box," American Bar Association Forum on Affordable Housing and Community Development —May 2016

n ~—~ TRANSACTIONS • Currently representing multiple nonprofit and for-profit developers both in Massachusetts and nationally, in deals involving new construction and rehabilitation of affordable housing utilizing various public and private funding sources including both federal and state tax credits, tax-exempt bonds, HUD-insured loans, HOME and CDBG funds, rental assistance and other loan and grant funding.

• Assisted in representing a national developer of affordable housing in closing a complex joint commercial and residential transaction involving both Low-Income Housing Tax Credits and New Markets Tax Credits, as well as over a dozen additional funding sources

• Represented a local community development corporation in connection with zoning approval, closing both pre-development and construction financing as well as leasing for the renovation of a commercial facility in an underserved community for use as an incubator space for local manufacturers of artisanal food as well as space for culinary training programs

• Represented aresident-owned co-op in Cambridge, MA in connection with corporate governance matters, repaying a HUD loan, and obtaining financing for renovations.

ACTIVITIES • American Bar Association, Member

• Massachusetts Bar Association, Member

• Lawyers Clearinghouse on Affordable Housing and Homelessness, Pro Bono Participant

• Community Cooks, Inc., Volunteer • Northeastern University Law Journal, former Senior Staff Member

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