2008-11-251
PLEASE TURN OFF CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
MOUND HOUSING & REDEVELOPMENT AUTHORITY
REGULAR MEETING
'TUESDAY, NOVEMBER 25, 2008 7:00 P.M.
MOUND CITY COUNCIL CHAMBERS
Page
1. Open meeting
2. Action approving agenda, with any amendments
3. Action approving minutes: November 10, 2008
~ ~ 4. Indian Knoll Manor Manager's Monthly Report
5. Request for Proposal Responses and Potential Options for
Indian Knoll Manor Public Housing
1
2-12
13-24
6. Adjourn
MOUND HOUSING AND REDEVELOPMENT AUTHORITY
NOVEMBER 10, 2008
The Housing and Redevelopment Authority in and for the City of Mound, Minnesota met
in regular session on Monday, November 10, 2008, at 7:25 p.m. in the council chambers
of city hall.
Members present: Chair Mark Hanus; Commissioners David Osmek, John Beise, and
Greg Skinner
Members absent: Commissioner Mike Specht
Others Present: City Attorney Jon Dean, Executive Director Kandis Hanson, City Clerk
Bonnie Ritter, Community Development Director Sarah Smith
1. Open meeting
Chair Hanus called the meeting to order at 7:25 p.m.
2. Approve agenda
MOTION by Beise, seconded by Osmek to approve the agenda. All voted in favor.
Motion carried.
3. Approve minutes
MOTION by Osmek, seconded by Beise to approve the minutes of the October 28, 2008
'~ meeting. All voted in favor. Motion carried.
4. Discussion/action regarding feral cats in around the former House of Moy
Sarah Smith informed the Council that she was contacted by a group of community
individuals who have affiliations with a feral cat rescue organization(s) who have offered
their assistance regarding a group of stray and/or feral cats living in and around the
House of Moy building at 5555 Shoreline Drive.
MOTION by Osmek, seconded by Beise to authorize staff to continue discussions with
the involved individuals and/or organizations on the proposed project so as to humanely
remove and relocate the existing cats/kittens, which may include the preparation of a
hold harmless and/or consent and waiver agreement and submittal of certificate of
insurance if deemed necessary by the City Attorney and/or the League of Minnesota
Cities. All voted in favor. Motion carried.
5. Adjourn
MOTION by Osmek, seconded by Beise to adjourn at 7:30 p.m. All voted in favor.
Motion carried.
Chair Mark Hanus
Attest: Bonnie Ritter, City Clerk
-1-
MOUND HRA
INDIAN KNOLL APARTMENTS
PROPERTY MANAGERS MONTHLY REPORT
October 28, 2008
Manager's Agenda
• October Bank Statement
• October Income Statement
• Review of bills paid
• Managers Report
-2-
WELLS FARGO BANK, N.A.
RIDGEDALE OFFICE
POST OFFICE BOX B 514
MINNEAPOLIS, MN 55479
~~~~u~~~n~~~n~~ui~u~~u~~~~~nn~i~~n~~i~n~ui~~i~~n
HOUSING & REDEVELOPMENT AUTHORITY
SPECIAL ACCOUNT
CITY OF MOUND
FINANCE DIRECTOR
5341 MAYWOOD RD '
MOUND MN 55364-1627
Page 1 of 3
1052
Account Number:
Statement Period:
Image Count:
t,
~D „~
~~~~,~,
~~ ~~~"~
~~~~
(C0300)
000-0033530
Oct 1, 2008-
Oct 31, 2008
29
If you have any questions about this statement or your accounts, call: 800-225-5935 (1-800-CALL-WELLS).
Your Accounts at a Glance
Account
Type
Basic Business Checking with Interest
000-0033530
Beginning Deposits/ Withdrawals!
Balance Credits Debits
28,346.74 36,833.58 -33,409.66
Ending
Balance
31, 772.66
News from Wells Fargo
At Wells Fargo, we are committed to continually providing our customers with tools and information fo help you
reach your financial goats, We are in the process of redesigning your statement to glue it a new easy-to-read look
and have also added new features to help you quickly and easily locate information that is important to you. Look
for your new statement in the coming months.
Basic Business Checking with interest 000-0033530
Housing & Redevelopment Authorffy
Special Account
Sep 30 Beginning Balance 28,348.74
Ocf 31 Ending Balance 31,772.66
Deposits and Credits -----------------------------------------------------------------------------------------------------------------
Posted
Date Transaction Detail
Amounf
Oct 03 Bank By Mail Depnsif 1 ti830.0U'
;349
00'
4
Ocf 06 Deposit .
,
OCD~
201
1
Oct 06 Deposit .
,
00
61
Oct 06 Deposit
Oct 10 Deposit .
2,387.00"
Ocf 16 Deposit 643.20v
Ocf 23 Hud Treas 303 Misc Pay 102308 410962421860103
RMT*VV*099250516****'***hud Operating Fund MN0740 10,000.00
Oct 27 Hud Treas 303 Misc Pay 102708 410962421860103
RMT*VV*092428853***"****hud Capital Fund Program 16,000.00
361
32
Ocf 29 Bank By Mail Deposit .
06
1
Oct 31 interest Payment .
Conffnued on next page
-3-
Page 2 of 3 ~~
1053
Housing & Redevelopment Authority Account Number.• 000-0033530
Special Account Statement End Date: 10/3!/08
Checks Paid ------------------------------------ ----------------------- -------_------------ -------------------------- --------------------
Check # Dafe Amount Check # Date Amount
3098 Oct 07 222.97/ 3914 Oct 20 4.20"
3099 Oct 07 79.95`' 3115 Oct 97 35.28
3109 Oct 07 139.79 3116 Ocf 23 404.15
.
3102 Oct 03 256.72/ 3117 Ocf 22 65.12"
3103 Oct 02 3,787.53
° 3118 Oct 96 3,993.44'
3?04 Ocf 03 850.00 3919 Oct 16 1,691.04"
3905 Oct 14 61.21'' 3122 Ocf 29 250.42'
'
3106 Oct 17 903.00" 3123 Oct 27 269.79
3107 Oct 20 3,207.66" 3124 Oct 29 1,002.00~~
3108 Oct 20 183.30"
`' 3126 Ocf 31
23 134:69v'
00'`-
10
000
3109 Oct 97 906.99
` 3129 Ocf ,
.
63 ~
1
354
3110 Oct 17 996.39
'' 3130
9
1 Ocf 24
t 29
O ,
.
34
3
648
3111 Oct 20 938.97
' 3
3 c ,
.
00
20
3992 Ocf 17 209.89
' 3134 Oct 29 .
39 93 Oct 22 212.31
" Gap in Check Sequence
Daily Balance Summary ---------------------- ------------------------ ----------------------- --------------------------- ---------------------
Date Balance Dafe
~ ____ Balance
Sep 30 ~-~ ~ - 28,348.74 Ocf 17 ~~ 26,305.90
Oct 02 24,581.29 Ocf 20 22,779.77
Oct 03 25,304.49 Ocf 22 22,494.34
Oct 06 30,915.49 Ocf 23 22,090.15
Oct 07 30,472.78 Oct 24 20,735.52
Oct 90 32,859.78 Ocf 27 36,465.73
Oct 14 32,798.57 Ocf 29 31,906.29
Oct 16 27,757.29 Ocf 3? 31,772.66
Average Collected Balance $ 27,803.86
Jnterest Summary ----------------------------- ----------------------- ----------------------- --------------------------- ------------------
Annual Percentage Yield Earned This Period 0.04%
interest Earned During This Period 1•~.
Year to Dafe interest and Bonuses,Paid 18.43
For Your Interest
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-4-
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-6-
Mound MN Nousina Quthol
2020 Commerce Blvd
Mound, MN 55364-1577
As OF
October 31, 2008
BALANCE SHEET
ASSETS
111101 -Cash General Fund
30,117.62
111700 - Petty Cash 100.00
45
700
3
112200 -Tenants Accounts Receivable .
,
112900 - City of Mound 910.11
81
867
1
116200 - General Fund Investments .
,
15)
(42
129000 - Deferred Charges .
904.64
505
1
140002 - Development Cost ,
,
815.55)
335
(2
140003 - Development Cost Contra ,
,
043.28)
031
(2
140005 - Accumlated Depreciation ,
,
140007 - Buildings 1,642,970.53
140008 - Furniture,Equfpment,Machines-Dwelling 41,248.82
140009 - Furniture,Equipmerrt,Machines-Admin 17,493.01
140016 - Land Improvements 30,440.04
140017 - Building Improvements 725,994.46
140055 - Mod Cost Complete 829,910.91
140095 -Mod Cost Uncomplete 58,567.67
150600 -Mod Cost Unc:omplete Contra 126.846.811.
TOTAL ASSETS d95_d78.28
SURPLUS AND LIABILITIES
211400 -Tenants Security Deposits (9,377.00)
211410 -Tenants Pet Deposits (3,900.00)
211499 - Security Deposit Interest (622.14)
212900 - Notes Pay Levy Fund (30,000.00)
213700 - Payment in Lieu of Taxes (411.39)
213701 -PILOT Current Year
280200 -Investments (n Fixed Assets -Net (3,542.01)
(420,606.87)
280600 -Unrestricted Net Assets 38,457.96
Current Year Net Activity (65.476.831
TOTAL SURPLUS AND LIABILITIES ~a95_a~g_28~
-7-
Mound MN Houslna Authority
2020 Commerce Blvd
Mound. MN 55364-1577
As Of
October 31. 2008
Budget Progress Report
Percent
YTD Of
Balance Budget Budget
Income
311000 -Dwelling Rerrtal (139,194.91) (132,440.00) (105)%
312000 -Excess Utilities (936.55) (760.00) (123)%
Total Rental Income (140,131.48) (133,200.00) 105%
361000 - Investment Interest/General Funds (31.70) (50.00) (63)%
369000 -Other Income - (7,294.84) (4,000.00) (182)%
802000 - Operating Subsidy (93.231.86) (90.647.00) (103}°~
Total Other Operating Receipts (100,558.40) (94,897.00) 106%
Total Receipts (240.889.86) (227,897.00) 108%
Expenses
411000 -Westport Payroll & Benefits 2,278.55 0.00 0%
411045 -Employee Benefits Administrative 347.88 7,690.00 5%
411200 -Manager Payroll 22,921.00 32,500.00 71%
413000 - Legal Expense 0.00 1,000.00 0%
414000 - Staff Training 202.00 500.00 40%
415000 -Travel 47.59 400.00 12%
417000 -Accounting Fees 2,868.52 2,500.00 116%
417100 -Auditing Fees 5,000.00 7,500.00 67%
419000 - Sundry-Administrative 8,468.78 26,750.00 32%
419500 - Outside Management 11.900.00 10.200.00 117%
Total Administrative Expense 54,054.32 89,040.00 81%
422000 -Tenant Services 0.00 200.00 0%
Total Tenant Services Expense 0.00 200.00 0%
431000 - Water 3,161.94 3,200.00 99%
432000 - Electricity 20,440.44 19,550.00 105%
433000 - Gas 27,129.59 28,220.00 96%
439000 - Other Utllity Expense 14,487.58 13,910.00 104%
439100 -Garbage Removal 4.071.76 5.400.00 75%
Total Utilities Expense 89,291.31 70,280.00 89%
441000 - Maintenance Labor 28,080.31 34,000.00 83%
441045 -Employee Benefits Maintenance 7,584.58 8,040.00 94%
442000 - Materials 6,727.86 7,800.00 86%
443000 -Contract Costs 27.140.75 16.210.00 167%
Total Maintenance Facpense 69,533.50 88,050.00 105%
1
-$-
Mound MN Housing Authority
2020 Commerce Blvd
Mound. MN 55364-1577
As Of
October 31, 2008
Budget Progress Report
Percent
y~'p Of
Balance Budget Budget
451000 - Insurance 10,799.49 12,200.00 89%
452000 - Pmts In Lieu Of Taxes 3,542.01 3,146.00 113%
454000 - Employee Benefit Contributions 1,339.81 0.00 0%
457000 - Collection Loss 876.03 0.00 0%
Total General Expense 16,557.34 15,346.00 108°k
ense
l Routine Ex
t
T 209.436.47 240.916.00 87%
p
o
a
Total Nonroutine Expense 0.00 0.00 0%
Total Expense 209.436.47 240.916.00 87%
,.-'..
2
-9-
INDIAN KNOLL MANOR
2020 COMMERCE BLVD
MOUND, MN 55369
PAID INVOICES SORTED BY VENDOR
FROM October 1, 2008 THROUGH October 31, 2008
November 18, 2008
PAGE: 1
VENDOR VENDOR CHECK ACCTG CHECK M INVOICE INVOICE CUMULATIVE
NUMBER NAME DATE DATE NUMBER S NUMBER AMOUNT TOTAL
6 WESTPORT PROPERTIES INC 10-31-2008 OCT2008 3132 S 10/08 mgmt fec 850.00
6
i WESTPORT PROPERTIES INC 10-10-2008 OCT2008 3117 S aeptember reoccur 65.12
--------
-------------------------------
------------
--
- TOTAL PAID
- 915.12 915.12
7
WESTPORT PROPERTIES PAYROLL
10-10-2008 ----
-----
OCT2008 -----------
3118 -----
S -------
----------------
10/15 payroll ------------
3993.44 ---------------
7 WESTPORT PROPERTIES PAYROLL 10-27-2008 OCT2008 3131 S 10/31 payroll 3648.39
--------
--------------------------
---
-
-
----
-
- TOTAL PAID 7641.78 8556.90
20 -
-
XCEL ENERGY --
----
10-10-2008 --
--------
OCT2008 -----------
3119 -----
S ------------------------
102208 ------------
1691.04 ---------------
TOTAL PAID 1691.04 10247.94
34 HOME DEPOT CREDIT SERV-MOUND 10-10-2008 0CT2008 3108 S 3016827 183.30
--------
--------
----------------------
------------
-- TOTAL PAID 183.30 10431.24
56 -
CenterPoint Energy
10-10-2008 ----------
OCT2008 -----------
3107 -----
S ------------------------
102008 1 ------------
631.66 ---------------
56
I CenterPoint Energy 10-10-2008 OCT2008 3107 S 102008 2 2576.00
i
TOTAL PAID
3207.66
13638.90
92 CULLIGAN 10-21-2008 OCT2008 3126 S 101x20043405 134.69
TOTAL PAID 134.69 13773.59
99 MINNESOTA ELEVATOR INC 10-10-2008 OCT2008 3112 S 147415 209.81
TOTAL PAID 209.81 13983.40
101 C NABER and ASSOCIATES 10-10-2008 OCT2008 3106 S 44048 103.00
---------
------------------------------
------------
-------- TOTAL PAID 103.00 14086.40
102
MOUND TRUE VALUE HARDWARE
10-10-2006 -----
OCT2008 ----------
3113 -----
S ------------------------
051650 -------------
16.98 --------------
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT200B 3113 S 051684 27.98
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 5 051760 29.98
~ 102
' MOUND TRUE VALUE HARDWARE 10-10-2005 OCT2008 3113 S 051868 4.58
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 S 051873 26.99
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008.~ 3113 S 052099 15.66
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 S 052141 36,99
102 MOUND TRUE VALUE HARDWARE 10-10-2008, OCT2008 3113 S 052150 20,99
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 S 052294 12.98
_lo.
PAZD INVOICES SORTED BY VENDOR
INDIAN KNOLL MAT]OR
2020 COMMERCE sLVD FROM October 1, 2008 THROUGH October 31, 2008
' November 18, 2008
MOUND, MN 55364
PAGE: 2
VENDOR VENDOR CHECK ACCTG CHECK M INVOICE INVOICE CUMULATIVE
NUMBER NAMB DATB DATE NUMBER S NUMBER AMOUNT TOTAL
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 6 052338 6.99
102 MOUND TRUE VALUE HARDWARE 10-10-2008 OCT2008 3113 S 052347 12.19
TOTAL PAID 212.31 14298.71
104 CITY OF MOUND 10-21-2008 OCT2008 3130 S 111508 1354.63
104 CITY OF MOUND 10-21-2008 OCT2008 3129 S 2009 Roof Loan 10000.00
TOTAL PAID 11359.63 25653. 34
I 118
I MINNEAPOLIS PUBLIC HOUSING 10-28-2008 OCT2008 3133 S 9/08-2/09 25.53
TOTAL PAID 25.53 25678. 87
--------
125 -------------------------------------------
IKON FINANCIAL SERVICE - LEASE I0-10-2008 -------------
OCT2008 ----------
3111 -------
5 ----------------- -
77509276
138.97
TOTAL PAID 138.97 25817. 89
202
~^.
Hoeft Appliance Center
10-SO-2008
OCT200B
3110
S
C97898
996.31
TOTAL PAID 996.31 26814. 15
--------
700 -------------------------'----
Muriel Strand -------------
10-21-2008 -------------
OCT2008 '---------
3123 -------
S ----- - --------------
sec dep refund --
269.79
TOTAL PAID 269.79 27083. 94
90005 HSBC BUSINESS 60LUTIONS 1D-10-2008 OCT2008 3109 S 101908 106.99
I TOTAL PAID 106.99 27190. 93
90010 WASTE TECHNOLOGY INC 10-10-2008 OCT200B 3116 S 126866 404.19
TOTAL PAID 404.19 27595 .12
90012 JRS APPLIANCfi DISPOSAL INC 10-21-2008 OCT200B 3127 S 63774 65.00
TOTAL PAID 65.00 27660 .12
90045 Scotts Lawn Care Inc 10-21-2008 OCT2008 3128 5 100408 1049.51
TOTAL PAID 1049.51 26709 .63
90052 Bruce Nelson Plumbing 10-21-2008 OCT2008 3124 S 55059 1002. OD
TOTAL PAID 1002.00 29711.63
.~'1."'.. ------------------------------------------------------------------------------------'-----------------------------" --------------
_1~~
INDIAN KNOLL MANOR
2020 COMMERCE BLVD
MOUND, MN 55364
PAID INVOICES SORTED BY VENDOR
FROM October 1, 2008 THROUGH October 31, 2005
November 18, 2008
PAGE: 3
VENDOR VENDOR CHECK ACCTG CHECK M INVOICE INVOICE CUMULATIVE
NUMBER NAME DATE DATE NUMBER S NUMBER AMOUNT TOTAL
90061 Minneapolis Lock & Key 30-10-2008 OCT2008 3114 S
93528 4.20
TOTAL PAID 4.20 29715.83
90062 Sun Patriot Newspapers 10-10-2008 OCT2008 3115 S 0908143235 35.28
' ~ TOTAL PAID 35.28 29751.11
90063 Jeffrey Beck 1D-21-2D08 OCT2008 3122 S sec dep refund 250.42
TOTAL PAID 250.42 30001.53
90069 Douglas Hill 10-29-2008 O'CT2D08 3134 S Reimbursement 20.00
TOTAL PAID 20.00 30021.53
------------------------------------------------------------------------------------------------------------ - ------- - -----------
_12_
MOUND HOUSING AND REDEVELOPMENT AUTHORITY
INDIAN KNOLL MANOR
2020 Commerce Blvd.
Mound, Minnesota 55364
MEMORANDUM
TO: HRA Chairperson Hanus and Commissioners
FROM: Kandis Hanson, Executive Director
DATE: November 20, 2008
SUBJECT: Public Housing Alternatives
Telephone/Fax
(952) 472-5078
The HRA of the City of Mound, Minnesota, has had a contract with the U.S. Department of Housing
and Urban Development (HUD) to provide public housing to low income families since 1970. The
Mound HRA's Indian Knoll Manor is a fifty (50) unit public housing complex located at 2020
Commerce Boulevard. HUD has provided the Mound HRA operating subsidies and capital fund
grants since 1970 and the operation essentially operates on a break-even basis.
The Mound HRA has managed Indian Knoll Manor with paid employees and contracted property
managers throughout the years. Our current contract with Westport Properties expires December 31,
2008. Westport has been providing property management services for Indian Knoll since 2003.
In August, the HRA Treasurer, Catherine Pausche, and I began considering alternatives to the current
way we were managing this property. Discussions with HUD produced the following options:
I. Keep facility and outsource property management services or hire an employee to
manage, City Manager remains Executive Director, HRA Board retains oversight
II. Create a Cooperative Agreement with another housing authority to take over the
building, their Housing Director becomes our Executive Director, and HRA Board
retains oversight, or
III. Cancel the contract with HUD and the other Housing Authority takes ownership and
oversight of the building, but it remains affordable housing.
IV. Cancel the contract with HUD and sell the building outright, possibly remains
affordable housing, depending on buyer (HUD restrictions on sale proceeds).
Other housing authorities in the area include Delano, Hopkins, St. Louis Park, Bloomington, and
Richfield. We approached Delano due to its proximity and size and attached is a memo from
Tammy Matthew, Housing Coordinator for Delano, which summarizes the conversation. I
believe Delano was the most viable option for alternatives II and III, and, with their lack of
interest, leaves us alternatives I and IV.
-13-
Before we enter into the next property management agreement or take it back in-house, we
wanted to give you the opportunity to explore other alternatives. We have included both of the
request for proposal responses from Westport Properties and Common Bond Communities. We
have also included information on the book value of the building, insured value, and possible
comparable value (Westonka Estates), along with information on the restrictions on use of any
proceeds from the sale of the building.
This is a delicate matter, as we have to consider the impact of any decisions on our current
residents. From time to time, city employees and some residents have expressed concerns about
the level of oversight we can maintain under the current structure. Considering alternatives in
light of the efficiency and effectiveness of our current structure is critical to developing the most
successful outcome for all. Although we don't anticipate any major changes in the near future,
we see this as an opportunity to discuss a long term strategy for public housing in Mound.
-14-
Info received from NUD on the disposition of public housing units:
If the PHA chooses to dispose of the public housing units, a disposition application needs to be
submitted. This application is submitted in PIC and is reviewed by the Special Applications Center (SAC)
with input from the field office. More information on disposition can be found on SAC's website shown
below,
http~//www hud.gov/officeslpih/centers/sac/
Click on the Demolition/Disposition link and the PHA will be directed to the requirements for an
application.
http~//www hud qov/offices/oih/centers/sac/demo dispo/#forward
If you want to sell it or transfer the ownership of the public housing units, the receiving entity needs to
have the legal authority and local cooperation to own and operate a public housing project.
Restrictions on use of proceeds (from website):
Sales Proceeds from Section 18 Dispositions
PHAs may realize gross proceeds from a disposition action. With HUD approval, PHAs are
permitted to use proceeds to pay the reasonable costs of the disposition, including costs
,,.~, associated with relocation of displaced residents and remediation costs. Pursuant to Section
18(a)(5)(A) and unless waived by HUD (24 CFR 970.9(b) and 5.110), PHAs must use any
remaining net proceeds to retire outstanding debt used to finance the original development.
The SAC automatically assumes that PHAs wish to request a waiver to repay outstanding
obligations issued to finance the original development and will begin the process of
obtaining any necessary waivers from HUD's Assistant Secretary of Public and Indian
Housing (PIH) upon receipt of a disposition application from a PHA.
If any net proceeds remain after the disposition costs and debt (if applicable) have been
paid, with written HUD-approval, the PHA may use net proceeds for any eligible purpose
listed under Section 18(a)(5) of the Act, which provides that proceeds may be used for: (i)
the provision of low-income housing or to benefit the residents of the PHA; or (ii) leveraging
amounts for securing commercial enterprises, on-site in public housing projects of the PHA,
that are appropriate to serve the needs of the residents. The Act defines low-income
housing as decent, safe, and sanitary dwellings assisted under the Act. Accordingly, the
provision of low-income housing under Section 18(a)(5) of the Act is limited to public
housing units under an ACC or housing assisted by the Housing Choice Voucher Program.
PHAs anticipating net proceeds from a disposition should include a narrative description of
how they intend to use the net proceeds in their disposition applications. The SAC will
review the use specified by the PHA and, if it complies with the Act, approve the use. Once
HUD approves a disposition application and the PHA's stated intended use for net proceeds,
the PHA cannot change its use of those proceeds without the prior written consent of HUD.
PHAs are also advised that pursuant to 24 CFR 970.35, they must report the use of net
proceeds to their HUD Field Office by providing a financial statement showing how the funds
~.-... were expended by item and dollar amount.
-15-
Anon-exhaustive list of some of the acceptable uses of sale proceeds from a Section 18
disposition include: (1) repair or rehabilitation of existing ACC units; (2) development
and/or acquisition of new ACC units; (3) provision of social services for PHA residents; (4)
implementation of a preventative and routine maintenance strategy for specific single-family
scattered-site ACC units; (5) modernization of a portion of a residential building in the PHA's
inventory to develop a recreation room, laundry room, or day-care facility for PHA
residents; and (6) funding of aHUD-approved homeownership program authorized under
Section 32, 9, 24 or any other Section of the Act, for assistance to purchasers, for
reasonable planning and implementation costs, and for acquisition and/or development of
homeownership units; (7) leveraging of proceeds in order to partner with a private entity
for the purpose of developing mixed-finance housing (that will include ACC units) under 24
CFR 941 (Subpart F).
If a PHA is proposing to use net proceeds for the acquisition or development of new ACC
units, it should indicate the approximate number of units it plans to develop. If a PHA is
proposing to rehabilitate existing ACC units in its inventory, it should include the
development number(s) of those units, the number of units to be rehabilitated, a budget,
and a statement of work. If the PHA is proposing to provide social services or other benefits
to its residents, the PHA should include information on the number of families it will service
and what services it will provide.
Sales at Less than Fair Market Value: Requirement of Reverter Clause
Although HUD normally requires PHAs to dispose of public housing property for not less than
fair market value (FMV), HUD may approve a sale at less than FMV if a PHA is able to
demonstrate to HUD that the disposition will result in a commensurate public benefit and
will be in the best interest of the PHA or the federal government. However, as part of its
approval of such a negotiated sale at less than FMV, HUD will require that the disposition
documents (e.g. deed, ground lease, etc.) contain a reverter clause to ensure that the
property will be used for the purposes outlined in the disposition application for the period
that the Declaration of Trust (DOT) on the property would have remained but for the
disposition. The reverter clause will provide that if the property is not used for the intended
purposes for this period, it shall revert to the PHA. If a PHA has preferred reverter language
that it would like to use in its disposition documents, it is encouraged to submit that
reverter language to the SAC as part of its disposition application.
If a PHA is proposing to dispose of public housing property at FMV, HUD will not require a
reverter clause.
Sale Proceeds and Asset Management (Section 18 Disposition)
In its written approval letter, the SAC will restrict the use of any proceeds that a PHA may
realize from a Section 18 disposition to a specific low-income housing purpose (e.g. ACC,
Section 32, or Section 8). Accordingly, under asset management, proceeds from Section 18
dispositions will always be restricted program assets and will always maintain their
federalized identity.
When a PHA realizes net proceeds from a Section 18 disposition, it should recognize any
gain or loss on sale on the income statement associated with the balance sheet where that
asset is recorded. If approval has been obtained to use the sales proceeds for activities
-16-
,~--- outside the original AMP, the PHA should then, when the time is appropriate, transfer those
proceeds to the other project or program where the use has been permitted. For example, if
the SAC approves the use of Section 18 proceeds for the modernization of a certain AMP,
the PHA should, first, recognize the gain on the income statement of the original project but
then transfer the funds to the project where the modernization work will occur. Any retained
sales proceeds should be reflected as a "restricted" asset on the balance sheet (restricted
for the uses specifically approved by the SAC). A PHA must use net proceeds in accordance
with the spending and financial reporting requirements under the revised 24 CFR Part 990.
Please consult a HUD financial manager for additional guidance and/or clarification of these
reporting requirements.
Demolition/Disposition Technical Assistance Package
Technical assistance, in the form of a Demolition/Disposition Technical Assistance Package
for application preparation, is available and can be downloaded from this site. Please note
that Form HUD-52680 is included in the package. Technical Assistance is also available from
~ecial Applications Center Manaoement.
-17-
HOUSING AND REDEVELOPMENT AUTHORITY
OF AND FOR THE CITY OF MOUND
MOUND, MINNESOTA
REAL ESTATE ASSESSMENT CENTER
FINANCIAL DATA SCHEDULES -NET ASSETS
SEPTEMBER 30, 2007
ASSETS
CURRENT ASSETS
111 Cash -unrestricted
Receivables
122 HUD
124 Other governments
126 Accounts receivable -tenant -dwelling
127 Notes, loans receivable, current
129 Accrued interest
131 Investments -Unrestricted
144 Due from other funds
TOTAL CURRENT ASSETS
NONCURRENT ASSETS
CAPITAL ASSETS
162 Buildings
163 Furniture and equipment -dwellings
164 Furniture and equipment -administration
165 Leasehold improvements
166 Accumulated depreciation
NET CAPITAL ASSETS
171 Notes, loans receivable, noncurrent
174 Bond issuance cost, net of amortization
TOTAL NONCURRENT ASSETS
TOTAL ASSETS
Low Rent Public
Public Housing
Housing Capital Fund State/Local Total
$ 5,228 $ - $ 533,605 $ 538,833
9,004 10,847 - 19,851
- - 806 806
2,733 - - 2,733
- - 230,000 230,000
- - 6,704 6,704
- - 787,296 787,296
11,757 - 50,000 61,757
28,722 10,847 1,608,411 1,647,980
2,375,934 -
35,584 -
17,493 -
22,640 -
(2,031,043) -
420,608 ~~~Olr-- -
vrit.~t~
420,608 -
449,330 10,847
5,925,186 8,301,12''
- 35,5
- 17,493
- 22,640
- (2,031,043)
5,925,186 6,345,794
6,100,000 6,100,000
-26-
-~$-
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HOUSING AND REDEVELOPMENT AUTHORITY
OF AND FOR THE CITY OF MOUND
MOUND, MINNESOTA
REAL ESTATE ASSESSMENT CENTER
FINANCIAL DATA SCHEDULES -NET ASSETS -CONTINUED
SEPTEMBER 30, 2007
Low Rent Public
Public Housing
Housing Capital Fund State/Local Total
LIABILITIES AND NET ASSETS (LIABILITIES)
CURRENT LIABILITIES
312 Accounts payable < 91 days $ 9,085 $ - $ 1,496 $ 10,581
325 Accrued interest payable - - 117,287 117,287
333 Accounts payable -other government 3,490 - - 3,490
341 Security deposits payable 13,681 - - 13,681
342 Deferred revenue 826 - - 826
347 Due to other funds 40,000 10,847 910 51,757
343 Bonds payable -current portion - - 230,000 230,000
TOTAL CURRENT LIABILITIES 67,082 10,847 349,693 427,622
NONCURRENT LIABILITIES
351 Bonds payable - - 6,100,000 6,100,000
TOTAL LIABILITIES 67,082 10,847 6,449,693 6,527,622
NET ASSETS
508.1 Invested in capital assets, net of related debt
511.1 Restricted Net Assets
512.1 Unrestricted (liabilities)
TOTAL NET ASSETS
420,608 - (186,551) 234,057
_ - 6,791,437 6,791,437
(38,360) - 797,281 758,921
$ 382,248 $ - $ 7,402,167 $ 7,784,415
-27-
-19-
MUNICIPAL PROPERTY - MOUND HOUSING & REDEVELOPMENT
COVENANT Number: CMC 30023
COVENANT Period: 10/01/2008 TO 12/31/2008
LOC BLD COV DESCRIPTION
001 001 BLD 2020 COMMERCE BLVD.
APARTMENT BLDG
001 001 CNT 2020 COMMERCE BLVD.
APARTMENT BLDG
002 001 PIO 2020 COMMERCE BLVD
APARTMENT BUILDING
TOTAL PROPERTY
h'~S IA IiU-,y~ LAS
COVERAGE PREMIUM
3,908,253 1,116
69,748 34
3,503 g
1, 158
U~l~~
-20-
Property Information Seazch by Street Address Result page Page 1 of 2
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Hennepin County, MN
INMN4V. .u~ ~''~
~J Property Information Search Result
The Hennepin County Property Tax web database is updated
dally (Monday -Friday) at approximately 9:15 p.m. (CST)
search sy: Parce( Data for Taxes Payable 2008
Click here for information on your PROPOSED 2009 PROPERTY TAX -Truth In Taxation statement
~~ ~Prirtt ~ ~ ~ - ~ ~~
Property ID: 13-117-24-32-0030
- Address: 2020 COMMERCE BLVD
Municipality: MOUND
Sehool Dist: 277 Construction year:
Watershed: 3 Approx. Parcel Size: IRREGULAR
Sewer Dist:
HOUSE or BUILDING Owner Name: MOUND HOUSING &REDEV
#~ Taxpayer Name MOUND HOUSING &REDEV
2020 ~ & Address: 9b HARRY SMITH
STREET NAME: 2020 COMMERCE BLVD
(at least first 3 MOUND MN 55364
characters)
_._ _..
Commerce Blvd Most Current Sales Information
UNIT # i If appllcabie) Sales prices are reported as listed on the Certificate of Real Estate Value and are not warranted to represent
arms-length transactions.
_ NO SALE INFORMATION ON FILE FOR THIS PROPERTY.
Search Clear
20 records per page Tax Parcel Description
Addition Name: LAKE SIDE PARK A L CROCKERS 1ST DIV
Lot:
Block:
Metes & Bounds: LOTS 23 24 25 AND 26 BLK 1 LOTS 22
AND 23 BLK 2 AND THAT PART OF LOTS
24 25 AND 26 BLK 2 LYING N OF ST AS
OPENED AND LOTS 4 5 6 7 8 AND N 10
Note: This is a Partial Metes & Bounds Description.
To receive full tax parcel description, email request to
taxdescription@co.hen nepin.mn.us
Abstract orTOrrens: ABSTRACT
Value and Tax Summary for Taxes Payable 2008
Values Established by Assessor as of January 2, 2007
Estimated Market Value:
Limited Market Value:
Taxable Market Value:
Total Improvement Amount:
Total Net Tax:
Total Speeial Assessments:
Solid Waste Fee: ~r~®-~~
Total Tax: ~.~
Property information Detail for Taxes Payable 2008
Values Established by Assessor as of January 2, 2007
Values:
Land Market
Building Market
Machinery Market
Total Market:
Land Limited
Building Limited
Total Limited:
QuallfYin9 improvements
Classifications:
Property Type APARTMENT
HOMCSt@ad StatYS NON-HOMESTEAD
Relative Homestead
.~., Aprlcuitural
Exempt Status EXEMPT
http://wwwl6.co.hennepin.mn.us/pins/addrresu1-.21- 11/19/2008
Property Information Seazch by Street Address Result page Page 1 of 2
~Ihar~k~t. ~~ - ~2 u~~fs
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Hennepin County, Mh1
vrww. .uffi
Property Information Search Result
The Hennepin County Property Tax web database is updated
daily (Monday -Friday) at approximately 9:15 p.m. (CST)
search ay: Parcel Data for Taxes Payable 2008
®~ Click here for information on
your
PRO
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PRO
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RTY TA
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on statement
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` Property ID: 23-117-24-11-0031
~~ Address: 2461 COMMERCE BLVD
Municipality: MOUND
~~ School Dist: 277 Construction year: 1964
Watershed: 3 Approx. Parcel Size: IRREGULAR
Sewer Dist:
HOUSE or BUILDING Owner Name: CBC 202 L P
#' Taxpayer Name CBC 202 L P
2461 ~ & Address: 328 KELLOG BLVD W
STREET NAME: ST PAUL MN 55102
(at least first 3
characters)
Commerce Blvd
~
Most Current Sales Information
UNIT #
(if applicable)
Sales prices are reported as listed on the Certificate of Real Estate Value and are not warranted to represent
arms-length transactions.
Sale Date: December, 2005
Search Clear Sale Price: $1,370,000
Transaction Type:
20 records per page
Tax Parcel Description
Addition Name: GUILFORDS RGT OF LOTS MOUND BAY PARK
Lot:
Block:
Metes & Bounds: LOTS 4 TO 8 INCL EX THAT PART DESC AS
BEG AT MOST ELY COR OF LOT 4TH WLY
ALONG NLY LINE THOF 155 FT TH SLY AT
RT ANGLES TO A PT 10 FT NLY AS MEAS
Note: This is a Partial Metes & Bounds Description.
To receive full tax parcel description, email request to
taxdescription@co.hennepin.mn.us
Abstract or Torrens: ABSTRACT
Value and Tax Summary for Taxes Payable 2008
Values Established by Assessor as of 7anuary 2, 2007
Estimated Market Value: $2,517,000
Limited Market Value: $2,517,000
Taxable Market Value: $2,517,000
Total Improvement Amount: $200,000
Total Net Tax: $19,415.57
Total Special Assessments:
Solid Waste Fee: $398.69
Total Tax: $19,814.26
Property Information Detail for Taxes Payable 2008
Values Established by Assessor as of 7anuary 2, 2007
Values:
Land Market $504,000
Building Market $2,013,000
Machinery Market
Total Market: $2,517,000
Land Limited $504,000
Building Limited $2,013,000
Total Limited: $2,517,000
Qualifying Improvements
Classifications:
Property Type LOW INCOME RENTAL
Homestead Status NON-HOMESTEAD
Relative Homestead
Agricultural
Exempt Status
http://wwwl 6.co.hennepin.mn.us/pins/addrresul-?? - 11 /19/2008
_ ~,
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Tf•e Spirit of cn+v..n~ti: ty
Delano Economic Development Authority
_ _ _
`Serving Delano's Housing-Nee s"
Tammy Matthees Crow River Villa
Housing Coordinator 125-5`'' St South
Phone(763) 972-2945 Delano, MN 55328
Fax (763) 972-8036
City. of Mound
Housing & Redevelopment Authority
5341 Maywood Road
Mound, MN 55364
November 7, 2008
Dear Catherine,
I really enjoyed our time spent together talking about the issues you are having and I
have been doing some serious thinking about making an offer to you for your housing
authority position. I have spoken with several other housing authorities, HUD and my
supervisors here at the City of Delano about the situation. After all of this
consideration, I want to thank you for tlinking of me because it is quite an honor, but,
I have decided not to make an offer for the following reasons:
a) Most authorities having over 60 units have a staff
b) Taking on your project in addition to my current position would, I feel,
overload me and very possibly bum me out.
c) I really enjoy my position with the City of Delano and wouldn't want to take
the chance of falling below par with HUD or my supervisors by spreading
my self to thin.
However - I want you to know that I came into my position with absolutely no
experience in HUD housing 4'/z years ago (I did have experience in running a
business), but I had a good network of experienced people to help me out including
HUD representatives and other housing authorities. The person in the position before
me left very suddenly, so I really had no training at all. You might consider hiring
someone like this and then using the resources that HUD has for training rather than a
management company. I would certainly be willing to help out with the training of this
person on a contact basis. My feeling is that this would be the most cost efficient for
the City of Mound. I have enclosed my payroll breakdown sheet for the month of
October. The part time help that is recorded is a lady that gets my mail when I am out
of the office, sets up and cleans up for meetings and deals with opening and closing the
front door on the weekend. She is paid for 10 hours every two weeks. I work 40 hrs
per week - no overtime unless it is at my year end and I am trying to get my re-
-23-
certifications all completed, but I haven't had any for the past 2 years. My payroll is
done through the City and the housing project pays the city back on a monthly basis
from the rents or the operating subsidy.
__
_ _ _ __
Thank you again for thinking of me for this position and again, I am sorry that it won't
fit into my current situation.
Sincerely.
Tammy Matthees
Housing Coordinator
-24-
,,m.~,~
COI11ffiOT1BOlla
COMMU N CTI F:5
November 17, 2008
Dear Ms. Pausche and members of the Mound Housing and Redevelopment Authority:
32~ !<ell~~g~~ Bcn~lev~~rd ~'~'
fit. Maui. ~~1N 7510-I~a~10
b'7l-?~-%1-175th Yhnr~r
w~~w comnu~nhcm,l urg
Please find the CommonBond Housing proposal for property management services of Indian Knoll
Apartments. CommonBond is the largest nonprofit provider of affordable housing in Minnesota.
Founded in 1971, CommonBond is headquartered in St. Paul with properties located in more than 38
municipalities in the upper Midwest. CommonBond's portfolio includes over 100 communities, serving
over 7,000 people; living in nearly 5,000 apartments and town homes of senior, family and special needs
housing.
We offer:
• Experienced Senior Management
• Affordable housing development and property management have been our primary focus since
1971.
• Core group of professionals have worked together for over 10 years
• Substantial Real Estate Experience and Capacity
• Demonstrated ability to manage, develop, acquire, and preserve the largest portfolio of affordable
housing in the Upper Midwest.
^ Nationally Recognized Housing Innovator and Leader in the Industry
Since 1996 has received 20 Multi Housing Achievement in Design Advertising and Community
Support (MADACS) awards from the Minnesota Multi-Housing Association. Last month we were
the recipients of an unprecedented four awards
Pillar Award for the Advancement of Affordable Housing
Multiple awards from the St. Paul Heritage Preservation Commission, Catholic Charities, 1000
Friends of MN, HUD, MHFA and the Fannie Mae Foundation
CommonBond has the demonstrated capacity to commit to the successful management of Indian Knoll
Apartments. Thank you for your consideration of our proposal and we appreciate the opportunity to earn
your business.
Sincerely,
Richard W. Hutsell
Vice President
CommonBond Housing
CommonBond Investment Corporation
,. •~
~_ _ _,
TABLE OF CONTENTS
1) General Requirements of the Management Agent ...........................................................3
2) Resumes of CommonBond's Senior Management Staff ................................................ ..7
3) Sample Budget and Financial and Reporting Package ................................................... ..7
4) Management Plan ............................................................................................................ ..7
S) Property Management Services Proposal ........................................................................ ..8
6) Current Staffing and Proposed Staffing Structure Narrative ......................................... ..8
7) Professional Services Reference and Contact Information ............................................ ..9
8) Additional Services .......................................................................................................... ..9
9) Experience With Public Housing ....................................................................................10
A) HUD Reporting Systems .......................................................................................... .10
B) Public Housing Assessment System .......................................................................... 10
C) Elderly and Disabled ................................................................................................. l l
D) Capital Improvements Planning ............................................................................... 11
E) Federal Procurement Policies .................................................................................... 1 l
F) Public Housing Lease Enforcement .......................................................................... 12
G) PH Policies, VAWA, LEP, ACOP ............................................................................ 13
H) Public Housing Financial Management ................................................................... .13
I) Board, City Council and/or Resident Council ........................................................ 13
J) Maintenance and Management Team ...................................................................... 14
APPENDICES
Attachment I
Listing of all Public and Private multi-family housing management contracts
Attachment II
Organizational chart and resumes of senior management staff
Attachment III
Sample budget and financial package
Attachment IV
Prototypical management/marketing plan
Attachment V
Fee proposal
Attachment VI
Staff assigned to Indian Knoll
Attachment VII
Reference list on page
Attachment VIII
Corporate maintenance services
Attachment IX
Resident satisfaction survey
2
1. General Requirements of Management Agent
CommonBond's Management Capacity
CommonBond has the internal capacity manage the City of Mound HRA Public Housing
property and can meet or exceed all requirements listed under: "General Requirements of
Management Agent".
CommonBond professionally manages its communities. Our highly qualified, professional
senior management team, along with the well trained, dedicated professional site
management staff delivers top quality management services. With our in house supportive
Advantage Services program site operations are well coordinated, aligned and monitored.
With CommonBond's Human Resources Division, Compliance Division, Information
Technology and Accounting Finance teams, professional full service management is
achieved.
The expert, professional CommonBond Compliance Department is equipped to oversee
and manage all compliance tasks of the City of Mound HRA Public Housing units.
Regional Property Manager capacity is such that current staff can accommodate the
assignment of the City of Mound HRA Public Housing property. Current maintenance,
care taking and site management staff will be evaluated with the award of the contract, and
may be transitioned upon approval of CommonBond hiring screening. CommonBond's
internal Human Resources Department assists in the hiring process to provide quality,
dedicated and professional site personnel for this portfolio.
PROPOSAL SUBMISSION CONTENTS:
COMMONBOND COMMUNITIES, A SNAP SHOT AND COMPANY OVERVIEW
CommonBond is the largest nonprofit provider of housing in Minnesota. Founded in
1971, CommonBond is headquartered in St. Paul, Minnesota. We currently have over 100
properties under contract located in 37 municipalities in three states. We own seventy
percent of the communities and are long-term operators. Seventy-nine properties are
within the Twin Cities metro area; twenty in out-state Minnesota and four in Wisconsin
and three in Iowa.
CommonBond's portfolio includes over 100 properties, serving nearly 8,000 people living
in nearly 5,000 apartments and town homes of family and senior affordable housing,
market-rate communities, communities for persons with disabilities, as well as an assisted
living community.
3
1
CommonBond's mission is to build community by creating housing as a stepping-stone to
success. Our goals are to:
^ Provide professional property management for a diverse mix of housing products.
^ Our Property Management staff works closely with you to ensure all the operational
needs of your community are met.
^ Ensure that properties are well maintained so that the surrounding community sees
them as an asset.
^ Develop and implement a management strategy that maximizes each properties profit
potential and financial health.
^ Build new properties as well as acquire/rehabilitate existing properties in order to
create and preserve high quality housing.
CommonBond's success encompasses property management and housing development
and proudly claims it's success factors to be:
^ Experienced Senior Management
• Housing development and property management have been our primary focus
since 1971
• Core group of professionals have worked together for over 10 years
^ Substantial Real Estate Experience and Capacity
• Demonstrated ability to develop, acquire, manage and preserve one of the
largest portfolios of housing in the Upper Midwest
^ Senior Professionals with Considerable Skills and Experience in all of the Financing
Tools and Techniques Required to Produce an Affordable Housing Package
• HUD mortgages, LIHTC, private activity bonds, tax credit investment
syndications are some of the many financing tools utilized by these
professionals
^ Nationally Recognized Housing Innovator and Leader in the Industry
• Since 1996, has received 20 Multi-housing Achievement in Design Advertising
and Community Support (MADACS) awards from Minnesota Multi-Housing
Association
• Pillar Award for the Advancement of Affordable Housing
• Multiple awards from the St. Paul Heritage Preservation Commission, Catholic
Charities, 1000 Friends of MN, HUD, MHFA and the Fannie Mae Foundation
CommonBond's management portfolio includes a wide variety of public and private
affordable and market rate housing. The chart in ATTACHMENT I outlines the current
4
portfolio's break down of Public Housing, Project Based Section 8 and other properties
that require income certifications or reporting to a public agency, and privately owned
market rate properties.
With such a vast variety of management contracts and portfolio complexity at
CommonBond, the property management and executive staff has professional
management relationships with several public agencies, state agencies, and property
management business affiliations. CommonBond staff works closely with The Department
of Housing and Urban Development (HUD), Minnesota Housing Finance Agency
(MHFA), Wisconsin Housing and Economic Development Authority (WHEDA), Iowa
Finance Authority (IFA) Affordable Housing Connections, Minneapolis Public Housing
Authority (MPHA), St. Paul Public Housing Agency (PHA), Redwing Housing and
Redevelopment Authority (HRA), New Ulm Economic and Development Authority (EDA)
and Morrison County Housing and Redevelopment Authority (Morrison County HRA),
the City of Columbia Heights Housing and Redevelopment Authority (HRA) and the City
of Champlin Economic Development Authority (EDA)
In sum, CommonBond's Property Management Division performs all of the services of
private management companies and also, manages the significant compliance work of all
Low Income Housing Tax Credit programs. CommonBond offers full- service property
management and marketing services, corporate maintenance, centralized accounting,
information services and compliance departments managing all the compliance work
required by various regulatory authorities HUD, IRS, and others.
CommonBond's success and national reputation for excellence begins with the
recruitment and retention of dedicated, qualified, property management professionals,
starting at the site level and continuing throughout the organization. CommonBond
values and promotes employee growth, diversity, and continued education. It is with this
philosophy that CommonBond brings to its contract management agents qualified
property management staff. It is the expectation of CommonBond that the staff assigned
or hired to meet the City of Mound HRA Public Housing goals of promoting economic
and community development in its housing communities would be of no exception.
CommonBond's property management reputation and credibility as a professional and
caring employer, attracts property managers, maintenance staff and central office staff that
are committed to delivering quality and professional management services. The following
outlines CommonBond's current key management team:
5
• Property Management Division
Richard W. Hutsell, Vice-President CommonBond Housing
Nancy Sheehy, Director of Property Management
Pam Schmidt, Director of Property Management
Jim Mitchell, Director of Facilities Management
Kyle Hanson, Senior Regional Property Manager
Stacy Ekholm, Regional Property Manager
Angela Dillon, Regional Property Manager
Merri Miller, Regional Property Manager
Pam Turner, Regional Property Manager
Lisa Wilcox, Assistant Regional Manager
• Compliance Department
Shiva Anderson, Director of Compliance
Janelle Collins, Assistant Director of Compliance
Patty Pray, Roving Compliance Specialist
Cathleen Molitor, Roving Compliance Specialist
Molly Matthews, Compliance Specialist
Amanda Lehrman, Compliance Specialist
Alyssa Hervey, Compliance Specialist
Sarah Christensen, Compliance Specialist
Rex Shirley, Compliance Specialist
Suzanne Sanden, Tracs Specialist
• Property Management Accounting
Kelly Mechavich, Property Management Accounting Supervisor
Julie Aegerter, Senior Property Management accountant
Melissa Toth, Senior Property Management accountant
Jason Price, Senior Property Management accountant
Craig Bryant, Property Management accountant
Patrick Doherty, Property Management accountant
Mike Peak, Property Management accountant
Mike Convey, Property Management accountant
Ross Yates, Property Management accountant
Paul Carlson, Property Management accountant
6
~]
A current staff accountant will handle the City of Mound HRA Public Housing units.
CommonBond's accounting and finance departments have expertise in a variety of real
estate arenas. CommonBond has in-house financial/accounting and technology
departments that service the corporate organization and its wholly owned subsidiaries.
Administrative management and staff from these departments support the property
management and real estate development divisions. CommonBond provides
comprehensive asset management services to its affiliated housing corporations and
communities. All management services are tailored to the particular needs of each client.
Description of Computer Software and Hardware
CommonBond uses Yardi, an industry leading software program to track rent, resident
information, to complete all reporting requirements consistent with all financing
requirements, and to produce real time property management tools to site staff, Regional
Property Managers and Executive staff. Yardi has a time-tested module for PHA's.
CommonBond's expertise in property financial reporting and financing compliance
reporting has been enhanced and successful with the Yardi software.
2. RESUMES OF COMMONBOND'S SENIOR MANAGEMENT STAFF
The organizational chart and senior management team resumes are attached for your
review.
Please see ATTACHMENT II.
3. SAMPLE BUDGET AND FINANCIAL AND REPORTING PACKAGE
CommonBond use the nationally recognized Yardi software system. The Yardi Voyager
platform is a web-based system that integrates all financial reporting, property management
and subsidy compliance. The Yardi "dashboard" clearly defines the workflow for the end
user and provides real time information for both the regional and site staff. In 2000,
CommonBond was one of the first users of this technology in affordable housing and
continues to this day on the front line of this innovative use of technology.
Please see ATTACHMENT III.
4. MANAGEMENT PLAN
The prototypical management plan is attached for your review. Site-specific plans are
designed for each community we manage.
Please see ATTACHMENT I U.
7
5. PROPERTY MANAGEMENT SERVICES PROPOSAL
Scope of Work: CommonBond Housing is proposing management of the entire portfolio.
We provide the full range of services customary of a property management company as well
as those unique to operating a low rent public housing program, including, but not limited
to resident orientation; lease execution and enforcement; rent collections; full
maintenance responsibilities; full responsibility for hiring, firing and training by
CommonBond Housing staff; resident eligibility determinations and rent calculation;
annual resident income review/recertifications and unit inspections per HUD and tax
credit requirements; unit turnover; capital repairs and improvements as approved by the
owners; purchase of all required supplies and services; full financial management and
accounting responsibilities including submittal of an operating budget; any owner or HUD
required reporting, maintaining safe, secure and attractive properties for all residents.
The fee for this service will be $40 00 per unit per month
Please see ATTACHMENT Vfor executed proposal.
6. CCJRRENT STAFFIlVG NARRATIVE AND PROPOSED STAFFIl~IG STRUCTURE NARRATIVE
After careful review we feel the current model to be awell-outlined staffing plan. It
reflects a similar staffing philosophy to CommonBond's current staffing structure ratios
and portfolio support systems. It is CommonBond's experience to use a 1:100 staff to
unit's ratio to provide successful and responsive property management service to its
residents. This ratio is practiced and supported in both the management office staffing
structure and the maintenance service staffing structure.
CommonBond intends to assign the following staff members to manage and oversee
the City of Mound HRA Public Housing portfolio:
Lead staff reporting to HRA:
• Nancy Sheehy, Director of Property Management
• Lisa Wilcox, Regional Manager
Site based staff:
Property # of Units Property Mgr Maint Caretakers
Indian Knoll 50 units .5 .S 1
Resumes for the CommonBond staff assigned to Indian Knoll and costs associated with
staff can be found in ATTACHMENT VI.
8
CommonBond has calculated a 25% fringe load in the cost summary. With the
proposed staffing profile outline above, CommonBond would not need to re-align the
regional property manager portfolio. CommonBond's usual approach when acquiring
a management contract is to employ the current site management team as long as it
matches the staffing ratio and profile above. Total site management and maintenance
staff will equal two full-time allocated and shared 50%/50% with our Westonka Estates
in Mound.
CommonBond employs qualified and experienced full service maintenance
professionals. CommonBond uses the same staffing ratio for its on-site maintenance
staffing as it does for its site management. It is standard industry practice to staff
maintenance teams on a 1:100 unit ratio.
Costs associated with the CommonBond proposed staffing profile can be reviewed in
ATTACHEMENT VII.
7. PROFESSIONAL SERVICES REFERENCE AND CONTACT INFORMATION
o The City of Columbia Heights HRA. 146 units of senior and general
occupancy housing owned by the City. The property is located at 2322 26`''
Avenue North, Columbia Height, MN 55411. Scott Clark, Community
Development Director, (763) 706-3672
o The City of Champlin EDA, 48 units of senior housing owned by the City.
Mill Pond Gables is located at 119 Hayden Lake Road, Champlin, MN
55316. John Cox, Executive Director EDA (763) 421-8100
o Lyn Burton, Executive Director, Affordable Housing Connections, Inc.,
400 Selby, St. Paul, MN 55102 (651) 222-8319
o Mary Ann Hayes, National Equity Fund (NEF) 570 Asbury Street Suite
#207, Saint Paul, MN 55104
o Jan Hughes, PHM, Policy and Special Initiative Department, Minneapolis
Public Housing Authority 1001 Washington Avenue North, Minneapolis,
MN 55401 (612) 342-1229
o Ms. Leslie Frost, Executive Director, Families Moving Forward
1808 Emerson Ave. North, Minneapolis; MN 55411 (612) 529-2185
Property Location: MPHA /3810 3`d Avenue S., Minneapolis, MN 55409
o Western Bank, 663 University Avenue, St. Paul, MN 55104 (651) 290-
8100
9
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8. Corporate Maintenance Team
In addition to staffing our communities with maintenance professionals, we have a
corporate maintenance service that utilizes a sliding scale ($15 - $60) per hour for contract
maintenance work. Given the large size of our portfolio, economies of scale can be
achieved and savings passed on to owners. Our current corporate maintenance staff
includes experts in the fields of: construction, project and capital management, carpentry,
plumbing and electrical work.
9. EXPERIENCE WITH PUBLIC HOUSING
A. HUD Reporting Systems:
^ PIC Public and Indian Housing Information Center is similar in principal,
program compliance and data collection and entry as the TRACS system.
CommonBond Communities has over 30 years of extensive experience working
with TRACS reporting, inputting and data entry and review. The PIC system is
currently in place with the oversight of the HOLLMAN units with the contract
with MPHA. MPHA does the PIC system entry and monitoring, but all data is
reported monthly to them as required through HUD's Family Reporting Software
(FRS).
^ LOCCS: Line of Credit Cash Control system has not been directly used. Our
current funding structure and reporting receiving components is with HUD's on
line system TRACS. However, CommonBond currently processes over 40 vouchers
each month through HUD and HUD's contract administrator, the Minnesota
Housing Finance Agency and we anticipate no problem with using the LOCC's
system.
^ Earned Income Verification EIV: CBC is currently using the HUD's EIV system
for earned income verification. CommonBond has established the EIV system for
each property in its portfolio as a tool for site personnel when processing
certifications for residents.
^ Contract and Sub Contract activity summary reports:
Often done by our assigns, a prime contractor for example, we require completion
of the HUD 2516 to summarize all contractor and subcontractor activities at the
start of construction. Please see subtopic E below for recent large-scale project
examples.
^ Semi Annual Labor Standards reports and Labor Enforcement Reports:
CommonBond completes HUD form 4710 as appropriate for each capital project
it undertakes twice yearly. While this is often done by one of our assigns, like a
general contractor, we have the capacity to perform this in-house, as well. We
require, as policy, weekly payroll certifications from general and subcontractors on
10
projects governed by Davis-Bacon or Little Davis-Bacon using the HUD WH-347.
These reports are collected weekly in our offices, or the offices of our assigns, and
are maintained for a minimum of 3 years after completion of the project. Please
see subtopic D below for more on our growing internal capacity regarding this
reporting. Please see subtopic E below for recent large-scale project examples.
B. PHAS System: (FASS, MASS, RASS, PASS) Each is a category of compliance with
PHA and HUD monitoring that we are intimately familiar with. Each category has
specific guidelines and requirements for the PHA to report annually to HUD.
Access is through the REAC online system.
1. FASS is the financial reporting and monitoring component for accounting
department.
2. PASS is the Physical Inspection component REAC inspections, etc.
3. RASS is the Resident Satisfaction component. At CommonBond, we use a
third party consultant for resident satisfaction surveys. These are conducted
bi-annually. Our current resident survey's in both elderly, special needs and
family portfolio's are equivalent to the RASS requirement, although not
recorded in the REAC on line system.
4. MASS is the Management component for property management. We are
familiar and use these methodology in all our HUD properties and
properties where MHFA serves as the contract administrator.
CommonBond strives fora 24-hour timeframe for unit turns, and our goal is and
we have been successful in maintaining a minimum 98% occupancy rate for
elderly/special needs sites.
C. Demonstrate successful experience working with the
elderly and disabled
For over thirty-seven years, CommonBond has successfully managed the largest
elderly and special needs affordable housing portfolio in Minnesota.
D. Demonstrate successful experience in Capital Improvements Planning
Performing regular capital needs assessments; CommonBond proactively plans for
capital improvement projects in advance and we draw on our replacement reserves
to fund these improvements. Our procurement protocol is outlined in subtopic E
below. We expect a seamless transition to the PHA reporting protocol in terms of
capital planning as a result of our current policies.
We are very familiar with the HUD reporting requirements and currently use the
Yardi Construction Module, which assists in reporting all of the capital-grant items
to HUD. The Construction Module can provide HUD required monthly reports
11
r
of the capital grant project, funding usage, wage reporting and Davis-Bacon
reporting, etc. as required with the funding program for replacement reserves.
E. Demonstrated successful experience with federal procurement policies
CommonBond currently procures federal HUD funds by submitting for
replacement reserves that are funded through our property rents. The process
typically begins with issuing specifications and an RFP to pre-qualified contractors.
Prequalification standards include capacity, researching references, and previous
experience with CommonBond. We usually generate the specifications in-house
unless a specific project's complexity goes beyond our direct experience. For
instance, we will often include an architect or other consultant for large flat roofing
projects or large mechanical system replacements/upgrades. They will provide
front-end design/engineering consultation, bid documents, and construction
contract administration. The bids are then entered into a matrix for ease of
comparison. This matrix is forwarded to HUD or other funders, like tax credit
syndicators, with our recommendation for approval. This protocol, coupled with
our needs assessment policy, makes managing capital projects for public housing a
natural fit for CommonBond. Some recent larger examples include:
1. Procurement of $60M for the rehabilitation of 867 HUD 202 units in 2005
with the construction completed in December of 2006.
2. Procurement of roughly $1.4M from HUD R&R accounts to replace
boilers at Seward Tower East and West, and Skyline Tower, as well as full
roof replacement at SkylineTower
3. Procurement of $12M Multifamily Housing Revenue Bonds from the
Housing and Redevelopment Authority of the Ciry of St. Paul/City of
Minneapolis for the rehabilitation of 290 units in 3 of our existing sites.
4. Procurement of $650k from MHFA for the total replacement of all
bathrooms at a site serving the physically disabled.
All of these capital procurements, while not all HUD funds, had similar, if not
identical, requirements in terms of the bidding process, wage reporting, and fiscal
controls.
F. Experience in public housing lease enforcement
We currently manage the PHA portfolios of the City of Columbia Heights and City
of Champlin.
Every staff member is trained and understands every aspect of the public housing
lease. This training is provided at the time of hire for new staff members and
annually for updates for all staff members.
12
Staff members are responsible for making certain that they review every aspect of
the lease with residents at the time of move-in and every year upon the anniversary
of move-in. Management has made certain that it covers non-compliance issues in
great depth with every household to avoid lease violations. CommonBond works
closely with households to remedy non-compliance issues to avoid informal/formal
grievance meetings/procedures.
CommonBond has been very successful in enforcing the guidelines established in
the public housing lease. Throughout its experience with public housing,
CommonBond has only experienced one informal and formal grievance hearing,
resulting in resident vacating the premises.
CommonBond currently oversees management of Hollman units in three
properties in the metro area. CommonBond has worked with the Minneapolis
Public Housing Authority for over 7 years while managing these units.
CommonBond closely follows the policies and procedures established by MPHA
for this program.
G. Demonstrate successful experience with PHAS Public Housing Assessment
Knowledge of PH Policies, VAWA, LEP, ACOP policies, policy development:
CommonBond's mission and property management community goals represent a
management style and philosophy, which enables the residents to live and thrive
within a housing community, and specifically one that accommodates individual
needs and encourages personal growth. CommonBond's Operations and
Procedures Manual encompasses policies that reflect this mission.
CommonBond currently manages the PHA portfolios of the City of Columbia
Heights and the City of Champlin, Minnesota. We also manage the MHOP units
for the Minneapolis Public Housing Authority in three locations (Valley Square
Commons, Crown Ridge Apartments and Lake Shore Townhomes). These
properties are successfully managed within the parameters of the MPHA ACOP,
which encompasses VAWA, 504 ADA guidelines, LEP, as well as Public Housing
HUD regulatory guidelines and mandates.
CommonBond Communities also manages multiple properties within the project
based Section 8, Section 8 Voucher, 236, and Tax Credit compliance programs.
CommonBond is currently developing and implementing its own VAWA and LEP
program guidelines to work within the VAWA and LEP requirements for all of its
corresponding properties and management contracts. CommonBond's resident
population is extremely diverse with many residents needing special consideration
due to disability, language barriers, special needs and income.
13
H. DEMONSTRATED FINANCIAL EXPERIENCE IN PUBLIC HOUSING FINANCIAL MANAGEMENT
INCLUDING HUD AUDITS AND IPA AUDITS.
Commonbond has demonstrated success in dozens of HUD audits over athirty-five
year history. The list of findings over that time has been extremely low. We pride
ourselves in running a clean financial operating with no material weaknesses. IPA
audits will be no problem as we have extensive experience in HUD reporting and
procurement procedures.
I. DEMONSTRATED SUCCESSFUL EXPERIENCE IN WORHING WITH A BOARD, CITY
COUNCIL AND/ OR RESIDENT COUNCIL.
CommonBond has extensive experience in working with a board and resident
council as well as city officials.
Nearly all the HUD properties were all set up as separate SO1(c)3 entities and a
requirement of the program was they were governed with a board of Directors.
This has been in place throughout the history of CommonBond.
Through our management operation all our communities have resident councils or
representative associations. The construction dialogue is a great asset to the staff
and community.
Through our development and management divisions we have garnered extensive
experience in working with city officials and councils and have had a positive
experience doing so.
f . DEMONSTRATED SUCCESSFUL EXPERIENCE IN DEVELOPING MAINTENANCE AND
MANAGEMENT TEAM
CommonBond staffs all sites with highly qualified maintenance technicians. All
maintenance technicians' job skills are rigorously tested before hiring. We
supplement these site staff with a very highly skilled roving team, as well. Our
roving team includes members with plumbing licenses, painters, and EPA
refrigeration licensing. The roving team provides support to site staff when repairs
go beyond the skills of site personnel or when the workload exceeds site capacity.
They also assist with turns and readying for inspections, like REAC. We have one
highly trained person who handles all REAC and REAC type inspections. This
person does the initial inspection, guides all of the repair work and does a mock
inspection shortly before the actual inspection occurs. These systems have limited
our use of external vendors generating efficiencies with better control of costs and
supplies. Our off hours emergency on call protocol is structured by geographic
region to ensure reliable coverage. Depending on the size of a region, staff is in
14
rotation and typically on call no more that 1 out of 5 weeks. We have found this
approach highly successful as all personnel are given a reasonable workload, which
has lead to dependable performance.
Continuity of site maintenance staff provides several advantages. First, the
"learning curve" is greatly diminished. Maintenance staff gain a level of intimate
knowledge in the buildings they service helping us realize timesavings. Second, we
have a collaborative team environment between the maintenance technician and
the site manager. Working in close, daily communication, this staff ensures the
needs of ottr residents are being proactively met. Third, consistent staffing provides
a level of continuity for residents resulting in the highest possible level of customer
service and resident satisfaction. For many residents, the maintenance staff is the
face of the organization most seen.
Management Team approach to the community:
A good team approach is critical to the success of any community. CommonBond
prides itself on collaborative relationships between regional and site staff, owners
and residents alike. There is a bit of magic to a successful team, but it really boils
downs to a great deal of hard work.
To establish good resident relations within a community, management must try to
achieve and create a sense of community among residents. Given the nature of
apartment living, the close proximity of neighbors, and the lessee relationship to a
property owner, a community feeling is inevitable. It is the job of the management
to ensure that the sense of community is a positive one. The goal is to create a
peaceful co-existence between management and resident.
Good resident relations not only ensure continued occupancy and word of mouth
advertising, it also over the long term, reduces effort required to collect rents,
maintenance services, and turn over costs. Additionally good resident relations
reduce non-routine maintenance service resulting from abused common area
facilities. It also instills public pride, which reflects in the curb appeal of the
community.
Good on-site management skills are critical to the implementation of a strong
resident relations program. Property managers must be able to convey messages to
residents and relay messages back to the Regional Property Manager. Property
managers need to be accessible. Regular office hours will be established and the
property manager will circulate in the community and talk to residents outside the
office environment. Good property managers are able to keep communication
flowing, even during a dispute process. Strong property manager leadership skills
are necessary in communicating and enforcing community rules and lease policies
and lease policy changes. The property manager must show that they care by
upholding community's rules, while being firm but fair. The property manager
15
a~
must act as the mediator in arguments that arise between residents, forcing a
resolution and guiding both sides to a solution to the problem.
The personal touch is required in management's being honest in all personal and
business dealings, treating residents fairly at all times, being happy and enthusiastic,
using common sense in all decision making, and knowing residents on a first name
basis.
It is important that the rules of the community be reasonable and reasonably
enforced. No one likes living in an environment that has "Do Not" signs posted
everywhere. Community Rules are intended for the good of all residents in order
to live together peacefully and enjoyably; they are not meant to be unnecessarily
restrictive.
Regardless of the income level of the residents, good resident relations begin with
the first phone call to the community and last continually through the resident's
tenancy. The initial first impression made is managements chance to demonstrate
that the property is operated in a businesslike manner, but that the staff is also
polite, considerate and reasonable.
Communication with residents and prospective residents should be open and
honest. We do not promise a prospect or resident that which cannot be delivered
and/or that which staff has no authority to grant. If management anticipates a
problem with a resident or prospect, or if a resident or prospect is dissatisfied with
our service for any reason, the Regional Property Manager is available to discuss the
situation. Sometimes a different perspective on a problem will give management
the answer needed, and the problem will be resolved.
Keeping lines of communication open can include requiring residents to
communicate problems or complaints in writing and guarantee management
response within a reasonable amount of time, usually two business days. Whatever
the method used, written or verbal, maintaining a line of communication with
residents will ensure good relations with residents and promote community spirit.
As a professional full service management company with a diverse portfolio,
CommonBond embraces that clients possess a unique set goals of for their
investment. Our primary purpose is to manage the property in such a way as to
meet those goals. In order to achieve property and organizational results, an
employee-training program needs to be in place and has to be consistent,
rewarding, and produce results. Although the importance of a good Regional
Property Manager is critical in the success of a community, the site staffs that are on
the front line cannot be understated. CommonBond believes it is critical to hire
the best site staff in the industry, to train them professionally and continually, so
they are retained and stay on top of the latest regulation, business standards, and
industry trends. The critical role of the site staff, the importance of customer
service, the need to be proactive instead of reactive, the concept of firm, fair, and
16
consistent, and the understanding of each property's individual nature all form the
foundation of CommonBond's training philosophy.
The CommonBond training program consists of the following:
o In house CommonBond new hire and continuing education training program
o Professional national training experts and programs such as the Quadel,
Institute of Real Estate Management (IREM), Elizabeth Morland, and Yardi
Systems, Inc.
o Local and state property management and compliance experts: Fair Housing
Council, Minnesota Multi Housing Association, Prosource Real Estate School
and various collage programs.
10. CLOSING REMARK.
CommonBond is enthusiastic in presenting a response to the Request for Proposal to
City of Mound HRA. We have successfully managed public housing units, tax credit
properties, Section 8 program compliance and communities, special needs housing
communities and have a proven professional service delivery to several public
agencies. We are confident we can do the same for City of Mound HRA. Thank you
for the opportunity to present this proposal and earn your business.
I7
ATTACHMENT I
LISTING OF ALL PUBLIC AND
PRIVATE MANAGEMENT'
CONTRACTS
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ATTACHMENT II
ORGANIZATIONAL CHART
AND RESUMES OF SENIOR
MANAGEMENT STAFF
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CommonBond
C O M M U N I T I E S
Executive Leadership Team
Paul Fate
President and CEO
Paul Fate is the President and CEO of CommonBond Communities. He has over 25 years of
experience in the field of housing and community development. Most recently he was the Executive
Director of Payne Lake Community Partners, a community development initiative hosted by The
McKnight Foundation and affiliated with a consortium of national funders, financial institutions and
federal departments known as Living Cities.
He was previously Director of National Services at the Amherst H. Wilder Foundation. He started
and directed the Twin Cities office of the Local Initiatives Support Corporation from 1988-1999.
During his tenure, Twin Cities LISC raised and invested over $110 million, resulting in over 3,000
units of affordable housing and nearly $500 million in housing and economic development in Twin
Cities neighborhoods. Paul also acquired land and packaged multi-family projects for Rural Housing
Improvement, based in central Massachusetts.
Mr. Fate holds a master's degree in public administration from Harvard University and a master's
degree in city planning from the University of Minnesota.
Joseph L. Holmberg
Senior Vice President and COO
Joe Holmberg, CommonBond Communities' senior vice president and chief operating officer,
and CommonBond Housing's president. He manages the operations of Housing Development,
Property Management, and Finance and Administration. Joe is the asset manager for
CommonBond's portfolio of properties. He is also the Executive Vice President of all
community boards.
Joe brings CommonBond Communities over 20 years of broad-based experience in managing
finance, accounting, information systems and human resource functions. For the prior nine
years, he served Eberhardt Company as a Director, Executive Vice President and Chief Financial
Officer.
A Certified Public Accountant, Mr. Holmberg holds bachelor's and master's degrees in Business
Administration from the University of Minnesota. He served as an officer in the United States
Coast Guard.
1
Executive Leadership Team CommonBond Communities
Ellen Higgins
Vice Presiders t for Busrn ess De velopmen t
Ellen Higgins is the Vice President for Business Development, a position created in 2005 to
maximize CommonBond's access to affordable housing development opportunities and
participate in new strategic initiatives. Prior to joining CommonBond's management team,
Ms. Higgins was president and principal owner of Heskin Group, Inc., a real estate
development, investment and financial advisory firm with offices in New York, Denver and
Minneapolis that she has since sold.
Ms. Higgins has twenty years' experience in commercial real estate, more than ten years of
Board leadership with CommonBond Communities and experience in affordable housing
through her prior work as head of real estate development operations for the Wilder
Foundation (1983-1986). Ellen is a former member of CommonBond's Board of Directors
and Executive Committee as well as Chair of the CommonBond Housing Board of Directors.
In addition, she managed Heskin's financial advisory projects for government entities,
including most recently, HUD's mark to market program for its Section 8 housing projects.
Ms. Higgins received her law degree in 1974 from the University of Chicago and worked in
private legal practice in real estate/foundation taxation until 1983. She received her Bachelor
of Arts degree from Princeton University in 1971, majoring in the Woodrow Wilson School
for Public and International Affairs.
Ellen has served on numerous nonprofit boards over the years, including the founding boards
of the Family Housing Fund of Minnesota and the Women's Economic Development
Corporation (now WomenVenture).
Richard W. Hutsell
Vice President of Property Management
Mr. Hutsell has over 18 years experience in affordable, investment and commercial property
management. As Vice-President of Property Management, Mr. Hutsell oversees
CommonBond's largest division with a staff in excess of 170 in 65 housing communities
located in the Twin Cities and greater Minnesota, as well as Milwaukee Wisconsin. He
directly supervises the Director of Senior Special Needs Housing, the Director of Compliance,
a staff of six Regional Property Managers, the Corporate Maintenance Director, Assisted
Living Administrator, Supportive Housing Managers and Assistant to the Vice President.
Richard comes to CommonBond with extensive experience in the nonprofit sector as Real
Estate and Operations Administrator for the Amherst H. Wilder Foundation. He is a state
licensed Real Estate Broker, has a background in construction management, commercial and
residential real estate brokerage, finance and real property appraisal. He has also developed
and administered successful marketing and management programs for affordable and market
rate residential housing, condominium, commercial and investment holdings.
Executive Leadership Team CommonBond Communities
Ann Ruff
Vice Presider t of De velopmen t
Ann Ruff is responsible for overall management of CommonBond's fund raising efforts, marketing
initiatives and volunteer services.
Ms. Ruff joined CommonBond in 1999 after eight years of successful fundraising leadership at the
College of Saint Benedict, serving as the college's executive director of development for two years
and successfully completing a $26 million capital campaign. Her prior work experience includes
almost 30 years of non-profit management experience including 20 years of leading successful fund
raising efforts.
Ann has a Bachelor of Arts degree from the College of Saint Benedict in St. Joseph, Minnesota.
Kelly Matter
Vice Presider t of Ad van tage Centers
Kelly Matter is the Vice President of Advantage Services providing leadership for services provided
with residents in CommonBond's Senior, Family and Special Needs properties. Kelly has over 20
years of experience in workforce development, employment and training. Most recently she was
the Vice President of Mission Services for Goodwill/Easter Seals leading a team of over 100
professionals serving over 12,000 individuals annually. She provided leadership around services
and service development including partnership and revenue development, implementing new
programs and assuring quality service and outcomes in all areas of service delivery; along with
managing a budget of over $9 million. Kelly has been instrumental in developing business to non-
profit connections and training programs in the banking, finance, construction, automotive service
and customer service industries.
She is completing a master's degree in Organizational Leadership and has a bachelor's degree in
Vocational Rehabilitation. She is the current President for the Minnesota Association of
Community Rehabilitation Organizations; Board Member of the Access Press; Advisory Council
Member of UW-Stout's Research and Training Center Stout Vocational Rehabilitation Institute;
and Commission on Rehabilitation Accreditation (CARF) Surveyor as well as serving on many
other advisory committees related to services and outcomes for individuals with barriers to
education, employment and independence.
/~
CommonBond
C O M M U N I T I@ S
Senior Management Team
Shiva Anderson
Director of Compliance
Ms. Anderson manages CommonBond's compliance department, which prepares and provides all
reporting requirements to third parties as outlined in the funding documents for each property in
CommonBond's portfolio. To ensure best practices, she reviews and updates compliance
procedures for all properties as well as corporate level documentation. Ms. Anderson provides
compliance training for all programs to CommonBond's property managers and portfolio
managers, as well as training and supervising a staff of three.
Shiva joined CommonBond Communities in 2003 with extensive years of experience in
commercial and residential property management. Prior to joining CommonBond, Ms.
Anderson was employed by Shelter Corporation. She has 14 years of compliance experience
in Section 8, Tax Credit (Section 42), tax-exempt bonds and many other federal and local
affordable funding programs.
Adam Broderick
Director of Information Systems
Adam Broderick manages the computer and network systems, oversees the design and support of
CommonBond's website, and supervises department staff. Under Adam's management, the
Information System department provides ongoing computer services for all properties managed by
CommonBond as well as all Advantage Centers and the corporate office. He is involved in the
planning Of phone/data wiring for new acquisitions, purchasing of computer and networking
equipment, and employing the services of vendors for communication and technology needs. He
also manages the planning and deployment of equipment for new properties when occupied.
Prior to joining CommonBond in 2007, Adam was employed as the Network Administrator
for Lommen, Abdo, Cole, King, & Stageberg P.A. Other previous employers include
Lutheran Social Service of MN and SPX Corporation. Adam holds multiple industry
certifications and has over ten years of experience.
1
Senior Management Team
Elizabeth Hagstrom
Director of Senior and Special Needs Services
CommonBond Communities
Ms. Hagstrom responsible for supervising the service coordinators at the housing
communities for seniors and people with special needs, which CommonBond manages. The
service coordinators provide residents with individual services, wellness and health promotion
and community building, as well as Advantage Center development, implementation and
operations. In addition, Ms. Hagstrom will be responsible for the development and
monitoring of contractual relationships with service providers to ensure legislative
compliance, development and management of budgets and management of integrated service
network issues.
Prior to joining CommonBond, Ms. Hagstrom was the social work manager for the Bureau of
Long Term Care of the Baltimore County Department of Health where she supervised the
social work clinicians providing case management and bio-psychosocial assessments of adults
at-risk of institutionalization. In this capacity, she also provided consultation services to the
Medical Assistance Personal Care Provider Program and support to the skilled home health
program. She has over seventeen years. of progressively responsible experience as a clinician,
liaison to community hospitals and nursing homes, group leader, and manager in public
health. She is a Licensed Independent Clinical Social Worker and holds a Master of Social
Work degree with a specialization in Community Organization and Social Administration.
Jessie Hendel
Director of Family Programs
Ms Hendel is responsible for the operations of Advantage Center services in CommonBond's
family housing communities. This includes supervision of Advantage Center Program Managers
who coordinate the operations and program planning for Advantage Centers across the state.
Ms. Hendel is also responsible for budget development and management; grant writing and
reporting; and contract development and management. She has worked in her current position
since 2006 and prior to that worked as an Advantage Center Manager for four years.
Prior to joining CommonBond, Ms Hendel coordinated family services at Tubman Family
Alliance. In this capacity, she developed and implemented programs and services to work with the
entire family system after an experience of violence. Ms. Hendel also has an extensive history of
providing and managing Youth Out of School Time activities at local YMCAs. Ms Hendel is a
Licensed Independent Social Worker and holds of Masters of Social Work from the University of
Minnesota with a focus on Human Services Administration.
Senior Management Team CommonBond Communities
Deborah Sakry Lande
Director of Community Relations
Deb Sakry Lande is responsible for the overall marketing efforts of CommonBond Communities.
In 2001 she helped launch a Brand Ambassador program and an employee-only Intranet website.
On an ongoing basis she is responsible for all external communications, public relations, and
media relations. She has been with the organization since 1998 and has been on the Senior
Management Team since 2000.
Previously, Ms. Lande worked at Carlson Marketing Group of Minneapolis and Ovation
Marketing of LaCrosse, Wisconsin. She has worked with clients such as General Mills, Northwest
Airlines, Holiday Inn and Sprint. Other experience includes working at the Minnesota 4-H
Foundation of the University of Minnesota, and serving on the AmeriCoach Board of Directors.
Ms. Lande holds a double major in Communications/Speech Communications/ Theater and
Spanish from the College of St. Catherine. She also holds a Master's degree in Education from the
University of Minnesota with an emphasis on Youth Development Leadership.
Cynthia Lee
Associate Vice President of Housing Development.
Cynthia Lee has 28 years experience working for the city of Minneapolis, Community Planning
and Economic Development. As Manager of the Multifamily Housing Development Department
from 2001 to 2007, she was responsible for the development and financing programs for
multifamily rental and ownership housing project. Her department also administered the HOME,
CDBG, ESG, NRP, EZ and tax increment funds; the multifamily housing revenue bond program;
low income housing tax credits (as sub-allocator) and various other programs. In addition, her
department was responsible for the administration of the Minneapolis Affordable Housing Policy
and other ongoing policy initiatives. Cynthia's extensive experience will be valuable to
CommonBond in her role as Associate Vice President of Housing Development. Ms. Lee is a
Carleton College graduate and has completed extensive coursework in real estate and economic
development.
Jrm Mitchell
Director, Facilities Managemen t
As Director of Facilities Management, Jim oversees CommonBond's corporate maintenance staff
as well as the physical condition of the portfolio. As part of the Property Management Division, he
plays an active roll in new developments by helping with architect/contractor selection and
negotiation while managing the construction piece of new developments and rehabilitations. Jim
also manages major improvements, repairs and replacements within the existing portfolio.
Jim Mitchell brings over 20 years of construction experience to CommonBond. He has extensive
construction experience from both the field and management sides. While attending the
University of Illinois and earning his Bachelor's degree, Jim worked as an electrician in Chicago.
He relocated to the Twin Cities in 1995 and was integral in building a commercial contracting
firm as its Secretary/Treasurer and Senior Estimator and Project Manager. Most recently, Jim was
President of Mitchell Builders, a small residential contracting company building upper-bracket
homes on a speculative basis.
Senior Management Team CommonBond Communities
Amanda Cline Novak
Director of Business Development
Amanda Cline Novak's responsibilities include the development and implementation of the
comprehensive business development strategy that includes acquisitions of existing housing sites
and development of new sites. Amanda identifies new opportunities and responds to inquiries
from communities requesting involvement in developing and/or acquiring housing sites. She
represents CommonBond's housing development division on boards, at meetings of housing
associates and other public or non-profit bodies. Since joining CommonBond in 2005, Amanda
has been responsible for overseeing the financing and development of proposed and current
housing projects. Much of her effort is concentrated on acquiring and redeveloping infill sites for
affordable housing throughout the Upper Midwest.
Before joining CommonBond, Mrs. Novak was a City Planner for the cities of Iowa City and
West Branch, Iowa. She also worked with the Washington County HRA on the development
of an affordable housing plan. Mrs. Novak holds a Bachelor of Arts Degree from St. Olaf
College and a Master's Degree in Urban and Regional Planning from the University of Iowa.
LuAnn Olson
Execute ve Assistan t
LuAnn Olson provides administrative support to the President/CEO, Senior Vice
President/COO, other members of the Executive Leadership Team, and the CommonBond
Communities and CommonBond Housing Boards of Directors. She is responsible for
coordinating board meetings and maintaining the minutes of these meetings.
Prior to joining CommonBond in 1996, Ms. Olson served as an Executive Assistant to senior
executives of several national and international corporations including divisions of Baker
Hughes and Johnson & Johnson.
Senior Management Team CommonBond Communities
Margo O'Malley
Community Outreach Coordinator
Margo O'Malley works with CommonBond staff and community contacts to link CommonBond's
housing and services to the surrounding neighborhoods. This position has responsibility for two
major areas: Representing CommonBond and providing administrative support to 30 Community
Boards of Directors; and Leading other community-building activities with a focus on engaging
communities of faith and other partners in our work.
Much of Ms. O'Malley's career has been in the field of education including working with
adults in corporate and nonprofit settings, and with elementary age children. Most recently
she was a trainer for HIRED where she educated clients in career planning, goal setting and
job seeking skills. Margo attended The College of St. Catherine and the University of St.
Thomas.
Marilyn Peller Nelson
Director of Development
Marilyn Peller Nelson is responsible for the design and implementation of a comprehensive annual
fundraising plan including foundation, corporate, and individual support, in order to increase
annual giving during the capital drive. She manages daily operations of the Fund Development
office, supervises the Fund Development team and coordinates activities with the Community
Relations team.
Before joining CommonBond in 2006, Marilyn worked in the nonprofit sector for 19 years
primarily at Benilde-St. Margaret's where she held the position of Director of the Annual Fund,
Director of Development and Director of Alumni Relations. She also held the position of
Director of Advancement at Good Shepherd Church and School, Director of Development at the
Basilica of Saint Mary, and Director of Volunteer Services for League of Catholic Women.
Marilyn holds a B.A. degree in French from the College of Saint Benedict.
Pam Schmidt
Director of Property Managemen t
Pam Schmidt is the Director of Family Housing, a position that was created in 2006 to meet the
demands of the growth of the property management division of CommonBond Communities.
Ms. Schmidt has over 20 years experience in market rate and affordable residential property
management. Prior to coming to CommonBond, she worked in property management accounting
for Pantheon Corporation, a St. Louis development company specializing in urban rehabilitation.
For the past few years, she has been working in the Minneapolis area. Most recently aVice-
President for Welsh Companies (1995 - 2001) one of the largest commercial management
companies in the Midwest and a portfolio manager for Shelter Corporation (2001 - 2006), a
Minneapolis-based corporation that finances, develops, owns and manages multi-family and senior
rental communities throughout the United States.
Senior Management Team CommonBond Communities
Nancy Sheehy
Director of Property Managemen t
Nancy Sheehy has over 20 years of experience in affordable and market rate property
management. As Director of Senior & Special Needs, Property Management, she oversees a
staff of seven on-site managers, three regional managers as well as providing staff support to
the Vice President of Property Management. Her responsibility is to ensure that the
apartment communities remain both physically as and financially strong.
Nancy came to CommonBond Communities in 2000 with extensive leadership experience as
on-site manager and regional manager with several metro property management companies
such as Ebenezer Society, Board of Social Ministries, Stuart Corporation and is a state
licensed real estate agent.
Susan J. Stepka
Director ofAdministratron
Ms. Stepka joined CommonBond in 1989. As director of administration, she is responsible
for overseeing both corporate and property management accounting, administrative support
services, human resources, and long-range system planning and office management. Ms.
Stepka has been instrumental in implementing efficiency measures in the accounting
department, and streamlining all accounting procedures. These measures have improved the
overall quality of CommonBond Communities accounting services and reduced costs.
Ms. Stepka earned her Bachelor of Science degree in accounting from the University of
Minnesota. Prior to joining CommonBond Communities in 1989, Ms. Stepka was a
controller and office manager for a large country club. In addition, she worked as assistant
controller for a major restaurant chain where she managed and supervised 78 corporate and
franchised financials. Ms. Stepka's 20 years of accounting experience covers a variety of
industries.
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Senior Management Team CommonBond Communities
Julie Urell
Director of Human Resources and
Affirmative Action Officer
Julie Urell is Human Resources Manager and Affirmative Action Officer for CommonBond
Communities, a position she has held for six years. In addition to managing the 85% growth
of CommonBond's workforce over the past several years, Ms. Urell's other responsibilities
include supervision of payroll, training and generalist functions. During her tenure, she has
contributed toward key developments in Human Resources activities including technology
improvements, training initiatives; benefit plan restructuring and retirement plan conversions.
Ms. Urell earned a Bachelor of Business Administration degree in Management Sciences, and
Industrial Relations/Human Resources from the University of Iowa. After working in
pension administration for a major insurance company, she acquired six years of generalist
experience within the non-profit sector prior to joining CommonBond. Julie earned her
Master of Business Administration degree from the University of St. Thomas in 2006. She
has also earned a Senior Professional, Human Resources designation from the Society for
Human Resource Management.
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CommonBond
C O M M U N I T I E S
Property Management
Richard Hutsell
Vice President
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Nancy Downs
Assistant to VP
Connie Press
Admin Assistant
Jim Mitchell
Director Facilities
Management
Brian Hon
Construction Project
Manager
Vickie Neudahl
Construction Project
Manger
Nancy Sheehy
Director
Pam Turner
Regional Manager
Angela Dillon
Regional Manager
Pam Schmidt
Director
Stacy Ekhofm
Regional Manager
Lisa Wilcox-Erhardt
Regional Manager
Kyle Hanson II II Shiva Anderson
Senior Regional Director of
Manager Compliance
Jenelle Collins
Assistant Director of
Compliance
Todd Winsor Tara Johnson
Corporate Regional Manager Merri Miller
Maintenance Regional Manager
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Arbor L<kes C,,^,mmans (167j
Income Statement
Period = Apr 2008-Sep 2008
Book =Accrual
Page
........ Month to Date % Year to Date %
Revenue Accounts ""
Rent Revenue Gross Potential
Rent Revenue 85,924.00 234.14 85,924.00 234.14
Tenant Assistance Payments 43,436.00 118.36 43,436.00 118.36
Rent Revenue Miscellaneous 1,500.00
_ _ 4.09 _ 1,500.00 4.09
Total Rent Revenue 130,880.00 356.59 130,860.00 358.59
Vacandes
Apartment Vacancies X40.00 -1.20 -440.00 -1.20
Vacancy Supplement.... _ ...455.00 1.24. 455.00 1.24
Total Vacandes 15.00 0.04 15.00 0.04..
Miscellaneous Flnandal Revenue
Interest Revenue Project Operations 708.29 1.93 708.29 1.93
Revenue from Investments Residual Receipts 214.89 0.59 214.89 0.59
Revenue from. Investments Replacement, Res... _ _.. 652.34 __.1.78 652.34 1.78
Total Interest Revenue 1,575.52 4.29 1,575.52 4.29
Otirer Revenue
Laundry and Vending Revenue 1,878.82 5.12 1 878 82 5 12
Other Revenue 20.00 0.05 20.00 0.05
Total Other Revenue 1,898.82 ......5.17 1,898.82
..
. 5.17
Total Revenue 134.349.34 366.10 134,349.34.
.
.. 388.10.
Expense Accounts
Administrative Expenses
Advertising 440.79 1.20 440.79 1.20
Other Renting Expenses 15.00 0.04 15.00 0.04
Other Renting Expenses CB 1,517.00 4.13 1,517.00 4.13
Office Salaries 565.28 1.54 565.28 1.54
Office Supplies 1,147.40 3.13 1,147.40 3.13
Office Supplies CB 225.00 0.61 225.00 0.61
Management Fee CB 14,841.19 40.44 14,841.19 40.44
Manager or Superintendent Salaries 10,378.26 28.28 10,378.26 28.28
Audit Expense 3,929.00 10.71 3,929.00 10.71
Bookkeeping Fees CB 2,445.00 6.66 2,445.00 6.66
Telephone, Answering Service and Internet 3,041.45 8.29 3,041.45 8.29
Bad Debts -HAP -611.00 -1.67 -611.00 -1.67
Miscellaneous Administrative Expenses 1,148.52 3.13 1,148.52 3.13
Misc. Admin CB
,
~. 350A8 _ . 0 95,
_ 350.08 0.95
~~
T
otal Administrative Haas
39,432.97 _
107.45 _ _
39,432.97 _
107.45
Utlltties Expenses
Electricity 4,651.77 12.68 4,651.77 12.68
Water 830.50 2.26 830.50 2.26
Gas 7,604.89 20.72 7,604.89 20.72
Sewer 903,.97 _, ,
_ _ 2.46 , , ,, 90
3.97
_ 2.46
Total utilities Expenses
13,991.13
38.13 ,
13,991.13 ,,,
38.13
Operating & Malrrtenanos Expense
Janitor and Cleaning Payroll 4,277.75 11.66 4,277.75 11.66
Janitor and Cleaning Supplies 859.38 2.34 859.38 2.34
Janitor and Cleaning Contract 420.00 1.14 420.00 1.14
Exterminating Supplies 4.99 0.01 4.99 0.01
Garbage and Trash Removal 1,818.35 4.96 1,818.35 4.96
Security Contract 3,170.52 8.64 3,170.52 8.64
Grounds Supplies 566.61 1.54 566.61 1.54
Grounds Contract 3,503.56 9.55 3,503.56 9.55
Repairs Payroll 8,519.81 23.22 8,519.81 23.22
Repairs Material 1,432.56 3.90 1,432.56 3.90
Repairs Contract 9,798.00 26.70 9,798.00 26.70
Repairs Contract CB 384.31 1.05 384.31 1.05
Elevator Maintenance/Contract 942.12 2.57 942.12 2.57
Heating/Cooling Repairs and Maintenance 180.00 0.49 180.00 0.49
Snow Removal 260.00 0.71 260.00 0.71
Decorating Contract CB 853.23 2.33 853.23 2.33
Decorating Supplies 52.02 0.14 52.02 0.14
Vehicle and Maintenane Equipment Operation... 4.00 0.01 4.00 0.01
..Furniture/Fixtures.,,, _..~.__.._ ._ _...~ ~_._ .1.020 00,, ,.._. , ..,,, .,.. _.._..__.2 78,_....._..... 1,020.00
_, .._..._... 2.78
Total Operating ~ Maintenance Expenses
38.06721
103.73 _._.
38,06721. _..
...
108.73
Taxes ~ Insun3nce
Real Estate Taxes 18,418.31 50.19 18,418.31 50.19
Tuesday, November 18, 2008
01:40 PM
Arhor Lakes Comrr~ens {1f71
Income Statement
Period = Apr 2008-Sep 2008
Book = Acc, ual
Page 2
Monfh ~ Date % Year to Date %
Payroll Taxes 1,818.35 4.96 1,818.35 4.96
Miscellaneous Taxes, Licenses and Permits 30.00 0.08 30.00 0.08
Property & Liability Insurance 4,390.15 11.96 4,390.15 11.96
Workmen's Compensation 722.46 1.97 722.46 1.97
Health Insurance and Other Employee Benefits 2,263.18 6.17 2,263.18 6.17
Pension 1,273.74 _ 3.47 1,273.74 3.47
Total Taxes & Insurance Expenses 28,918.19 78.80 28,918.19 78.80
Flnandal Expenses
Interest on Security Deposits 65.25
.. 0.18 65.25 0.18
Total Flnandal Expenses 65.25 0.18 65.25 0.18
Elderly and Congregate Servkss Expenses
Community Service Contracts CB 5,360.52 14,.61 5,360.52. 14.61
Total Elderly„and Congregate,Se_ryices F~enses 5,380.52 1,4.81, 5,360.52 14.81..
Total Expenses _ ..... ......... _..... 125,833.27 .. 342,89.... _ 125,833.27 342.89
Total Surplus (L.oss)
8,516.07
23.21
8,516.07 ,.
23.21
Flnandal Expenses
Miscellaneous Financial Expenses 145.55
.. 0.40 145.55 0.40
Total Flnandal Expenses 145.55 0.40 145.55. 0.40..
DepredatloNMtortization Expenses
Depreciation., 45,067.86 __ 122.81
_ 45,067.86 12281
Total Depredatlon/Martlzatlon Expenses 45.067.86 122.81 45,087.88 122.81
Tuesday, November 18, 2008
01:40 PM
1
Arbor Lakes Commons (167)
Balance Sheet
Period = Sep 2008
Book =Accrual
Current Balance
Totes/Assets
Total Cash
Operating Cash Balance 1,694.85
Sub-Total 1,694 85
Tenant Receivables
Tenant Receivables 1,407.94
Sub-Total 1,407.94
Total Prepaid Expenses
Prepaid Expenses
~ 1,711.57
Sub-Total 1,711.57
Total Other Assets
Replacement Reserves 89,493.13
Escrows 23,661.48
Security Deposit Account 15,006.49
Residual Receipts Reserve 32,012.69
Other Cash Assets
",...., 64,056.71
::
n.~~ ._ :
Sub-Total 224,230.50
Net Fixed Assets
Land 464,218.00
Building 3,605,430.00
Furniture and Equipment 7,447.22
Accumulated Depreciation -565,348.41
Sub-Total 3,511,746.81
Net Deferred Costs
Deferred Costs Net of Amortization
. ,
~, ,,
_ -133.21
_
.
.....,m_~
Sub-Total
.
-133.21
.. a
...... ,,... ~ ,.
Totes/Assets - . _o.~..x ..... ..
3,740, 658.46
_. ~ _
~.__ . __
Tots/ Liabi/ities
___.__.....~v..a
Current Liabilities
Accounts Payable 2,729.87
Accrued Expenses 13,439.27
Other Accruals 63,879.17
Prepaid Rent 112.00
Security Deposit Liabilities 14,753.59
Sub-Total 94,913.90
Owners Equity
General Partner Equity 97,500.00
Other Equity 3,548,244.56
Sub-Total
~ _3,645,744.56
Totes/Liabi/ides and Owners Equity -3,740,658.46
1111812008 2:01 PM
Page 1 of 1
ATTACHMENT IV
PROTOTYPICAL
MANAGEMENT AND
MARKETING PLAN
~~
CommonBond
C O M M U N I T I E S
MARKETING AND MANAGEMENT PLAN
FOR
INDIAN KNOLL
MARKETING PLAN
FOR
INDIAN KNOLL
GOALS AND OBJECTIVES
1. On-going Operations. The goals of the on-going marketing program are:
a. To promptly fill all units that are vacant or will become available with qualified,
quality applicants;
b. To develop a waiting list of fully processed, qualified, quality applicants for each
unit;
c. To handle all turnovers so that the move-out and the move-in are back to back, or
at a minimum, that vacant units are prepared for showing and re-rental within five
working days of the move-out;
d. To minimize and preferably to eliminate income lost due to vacancies;
e. To generate a rental traffic of qualified, quality applicants;
f. To attract seniors whose income will allow them to pay rent plus utilities up to
30% of their income, and;
g. To continue to insure and enhance the curb appeal and good reputation that
currently exists.
TARGET MARKETS
Selection of qualified residents will be based on criteria established by CommonBond
Communities.
THEME AND TAG LINES
In marketing Indian Knoll, management will work to convey to prospective residents that:
1. Indian Knoll, is a good housing community in which seniors and disabled persons can
comfortably live independent lives.
2. CommonBond Communities is responsive to the needs and wishes of its residents and
allows it residents a role in the management of their homes.
In addition, brief statements will be developed for advertising and marketing materials, which
convey the theme and which also, convey that Indian Knoll:
a. Well designed with quality constructed units,
b. Convenient to work, services and public transportation
c. Served by good transportation,
d. Affordable.
3
ADVERTISING
Newspapers. Most of the paid advertising for Indian Knoll will be done in newspapers
such as the Minneapolis Star Tribune, The Focus Community News, Insight News, Asian
American Pages, La Prensa de Minnesota and Native American Press.
2. Frequency. Until a waiting list is generated that is sufficient to cover 6 months of
turnover. Advertising will generally run on Sunday or in each scheduled issue of
neighborhood papers.
Type. Two types of advertising will be used: classified and display ads (depending on
budget).
Because readers generally page through neighborhood newspapers quickly, display ads
will be used with those newspapers.
OUTREACH
1. Organizations. Efforts will be made to reach prospective residents through the following
organizations or types of organizations:
a. Neighborhood groups.
b. Churches in the neighborhood.
c. Businesses frequented by Indian Knoll residents, i.e., banks and medical.
d. Employers in the areas who are likely to employ seniors with incomes at the target
income range.
e. CommonBond Communities Advantage Services Corporation.
f. Social Service Agencies.
2. Materials. The regional manager or the property manager will visit these organizations
and present information about Indian Knoll Materials will be left with appropriate staff at
these organizations. The materials include:
a. File cards with basic information on available units;
b. Flyers for posting on bulletin boards;
c. Brochures for handing out; and,
d. Draft inserts for newsletters and church bulletins.
3. Frequency. Follow-up with these organizations will be as required. The follow-up will
provide staff at the organizations with updated information about Indian Knoll and
available units, will permit staff to answer any questions, and will allow Indian Knoll
staff to ensure that the organizations have an appropriate supply of materials.
4. Objective. The objective of outreach efforts is to encourage other organizations to pass
along information about Indian Knoll prospective residents.
RESIDENT INVOLVEMENT
Many prospective residents will be referred to Indian Knoll by current residents. To enhance this,
a program to involve residents will be developed. Elements of the program will include:
SIGNAGE
Identification Signs. Permanent signs, and/or a leasing banner will be placed that will identify the
development and how to obtain additional rental information.
MARKETING MATERIALS
The following materials will be developed for use in the marketing program:
1. Flyers. A flyer will be utilized for advertising and outreach efforts. It will be designed
with the idea that it will be both handed out and posted on bulletin boards.
2. Plans. Plans of the unit layouts, the site, and the neighborhood will be prepared and
printed separately. Along with the neighborhood plan will be a hand-out of neighborhood
information including the location of, and information about: the police precinct station,
the fire station, the post office, the nearest hospitals and medical facilities, schools,
daycare facilities, churches, shopping (grocery stores, neighborhood stores, major
discount stores, and shopping areas), parks and recreation, banks, and transportation.
3. Visit Summary. A simple form will be developed on which can be written information
discussed with a prospective resident, such as unit address and rent or information needed
by staff for the rental application. The form would be given to the prospective resident.
4. Staff Information. Information sheets will be developed and kept updated that list
available units and details on each, and that outline rents, utility allowances and
maximum and minimum qualifying family incomes.
5. Newsletter. A monthly newsletter will be generated.
MODEL
There will be no formal model apartment. A heavy emphasis will be placed on the rapid leasing
of units, and staff will work with residents so that their units are as presentable as possible for
showings before they move out.
MAINTENANCE
Maintenance plays a key role in the marketing program in at least three areas:
1. Unit Preparation. Units are prepared for renting as quickly as possible. This is
accomplished by working closely with the contractor.
2. Curb Appeal. A special, continuing emphasis will be placed on how Indian Knoll looks to
a prospective resident or a visitor driving or walking up to the housing community.
Attention will be paid particularly to the grounds (well cleared parking lots and walkways
during winter, well tended lawns and flowers during summer, and trash-free grounds
throughout the year) and to the building exteriors (well maintained and well lit buildings).
Service. Word-of--mouth is the most effective and least expensive marketing tool
available. Good service on resident maintenance requests is one of the best ways to build
a positive attitude towards Indian Knoll among current residents, which leads to good
word-of--mouth advertising. Good service includes handling most maintenance requests
by the end of the next business day, and following up with residents regularly until
completion of maintenance requests not completed within that time period. The quality of
maintenance service will be regularly checked by providing residents with comment cards
after their maintenance requests are completed and by spot checking work done in
completing maintenance requests.
TRACKING RESULTS
To have an effective marketing program, it is necessary to track the results of the various
marketing efforts and to decide what efforts should be continued, what efforts should be
emphasized, and what efforts should be changed or eliminated. The following are important and
necessary elements in tracking the marketing program:
1. Guest Card. For each prospective resident, a guest card will be completed. The guest
card will help in deciding how best to approach each prospective resident, and it will
provide a record on each prospective resident, indicating what brought them to what they
are looking for in housing, and what their current family and housing circumstances are.
2. Traffic Report. A traffic report will be prepared and mailed to the main office of
CommonBond Communities monthly. The traffic report will summarize, and give useful
statistics on the waiting list. The traffic report will indicate the number of calls received
from, and appointments made with prospective residents, the number of visits by
prospective residents, the day and time of day when prospective residents visited the
development, the source of information which brought the prospective residents to the
development, the number of prospective residents from the target markets, and the
number of visits by prospective residents that resulted in rental applications. The traffic
report will be the most important source of information for evaluating marketing
programs.
Vacancy and Turnover Report. This report will also be prepared monthly and mailed to
the regional manager from the site office. This report lists vacant apartments. This report
is most important in monitoring the renting of units.
TRACKING RESULTS (CONTINUED)
4. Questionnaires. In any marketing situation, the customers for a product are the best
source of the information needed to structure the marketing program. At CommonBond
Communities, resident feedback will be gained in three ways:
a. After move-in, new residents will be questioned on their decision to rent and on
their first reactions to living at Indian Knoll .
b. When a resident moves out, they will be questioned twice, once when they give
their vacate notice (primary purpose: retention of good residents) and again when
their security deposit is returned to them (primary purpose: solicitation of reasons
for leaving, complaints about Indian Knoll, and suggestions for improvements).
c. Each year, the residents of Indian Knoll are surveyed regarding a number of
issues. The survey questionnaire contains a section on marketing, asking why
residents rented at Indian Knoll, asking what their likes, dislikes and suggestions
are regarding living at Indian Knoll, and asking what suggestions they would
make for improving life at Indian Knoll or for more effectively reaching
prospective residents.
5. Marketing Reviews. The regional manager will meet with the property manager on a
weekly basis to review the marketing program. The results of the previous month will be
reviewed and discussed, and decisions will be made as to what changes to make in the
marketing program for the coming month.
6. Cost Effectiveness. Each month, the cost of the marketing program will be reviewed by
the regional manager. The regional manager will look at both out-of-pocket costs and at
staff time spent in outreach efforts. The regional manager will compute the total cost per
rented apartment and will attempt to determine the cost per rented apartment by category
of advertising or outreach. The regional manager will then evaluate the cost effectiveness
of current marketing efforts and decide if changes should be made to better balance costs
with results.
MARKETING PROCESS
It is important for the site staff handling the marketing day-to-day to see the marketing program,
not as isolated actions and events, but as an integrated sequence of efforts that depend and build
on each other. The outline of the process is as follows:
1. Overall Direction. The staff must know and understand the goals and objectives of the
marketing program. They must also know and understand the factors that influence
prospective residents to choose one housing community over another.
2. Market and Product Knowledge. The staff must have detailed knowledge of the
demographics of their current residents, and must clearly understand the target markets
for the development. The staff must have a clear idea and understanding of the
circumstances of families in the target markets.
The staff must also thoroughly know and be conversant in all aspects of Indian Knoll as a
housing development. They must be familiar with the assets and the problems of the
development. The staff must be equally comfortable with the marketing theme and tag
lines and be able to use them effectively with prospective residents.
Appearance. First impressions are critical in all marketing situations. Staff must
consistently be aware of, and sensitive to Indian Knoll curb appeal, to the appearance of
the office, and to the condition of the units to be re-rented.
4. Knowledge of Marketing Materials and Advertising. The staff must be completely
familiar with the language and text of all marketing materials and advertising. They must
also be completely familiar with the details of all-marketing forms, applications, and
reports, and be comfortable in using them. The staff should be kept completely up-to-date
with any changes made, preferably by advance notice.
S. Advertising and Outreach. With the above as a background, the property manager then
begins a systematic and coordinated program of advertising and outreach, which has been
planned and discussed with the regional manager and is in accordance with the AFMP.
6. Telephone. The first contact most prospective residents have with Indian Knoll is by
telephone. The telephone should be used only with a system of effective telephone
techniques. The goals of all marketing efforts by telephone are to make an appointment
with the prospective resident for a visit to Indian Knoll.
The tape for the answering machine that is used when the office is closed during the day
should have marketing as its primary emphasis. The taped message should create a
positive and welcoming impression of Indian Knoll.
6. Visits. Meetings with prospective residents must be handled based on a carefully planned
and thought-out sequence of steps. However, each prospective resident must be met with
a friendly, sincere and open manner, and must not be taken mechanically through the
steps. The steps include completing the pre-app, qualifying the prospective resident,
determining their needs and interests, and showing the available unit or units (not more
than three units should be shown).
MARKETING PROCESS (CONTINUED)
8. Closing. The most common mistake made by staff in losing a prospective resident is in
not clearly asking them to rent the apartment. When the staff determines that a prospect
would make a good resident, the staff must directly ask the prospect to rent and encourage
them to begin the application process.
9. Follow Un. If a good prospective resident does not fill out an application when they visit
the development, the staff will follow-up by letter and/or telephone, positively and
politely encouraging them to consider Indian Knoll further.
10. Tracking Results. Determining the results of the various marketing efforts is the key to
keeping the marketing program effective. Even a very effective marketing program will
lose its impact over time if its results are not tracked, and if changes are not made to
reflect changing circumstances.
11. Processing Applications. How a prospective resident's application is taken and processed
is the first experience that the prospective resident has with the way in which the
management of Indian Knoll is conducted. Applications must be processed properly and
efficiently while keeping the process friendly and understandable for the prospective
resident and while following all established policies and procedures for selecting and
screening residents. If this is done, a strong, positive, lasting impression will be left with
the prospective resident, which will reinforce the other marketing efforts.
12. Waitin Lists. One of the most important goals of the marketing program for is to
develop a waiting list for each size of unit. Once a prospective resident goes on a waiting
list, they must be contacted at least every six months to confirm their continuing interest
in Indian Knoll. For each size of unit, enough applications must be processed to cover
the next six months of turnover for that size of unit. Monthly contact must then be made
with processed applicants to update them on the availability of units and to keep track of
any changes in their circumstances. This approach will ensure that as soon as a current
resident give notice to vacate, a new resident is ready to give notice where they presently
live and move into Indian Knoll.
11. Support Efforts. In addition to direct marketing efforts, various other on-going efforts are
equally important to the long-term success of Indian Knoll marketing program. These
other efforts include maintaining a high level of management and maintenance services to
residents, involving residents positively and productively in management of Indian Knoll,
and presenting a positive and attractive image of the development to the community in
which it is located.
LEASING AND OCCUPANCY
The management staff of Indian Knoll will use the CommonBond Communities Operations and
Procedures Manual, which describes in detail day-to-day rental, procedures, and forms used.
(A) APPLICATIONS
Applications for housing are:
a. Taken by the property manager who reviews for completeness, then submits to
regional manager for approval.
b. If approved, applicants are placed on the waiting list, or if disqualified letters are
sent.
c. If applicants appeal, management is contacted for an appointment with the
rejected applicant.
Property manager sends letters of disqualification and maintains the waiting list, which is
updated every six months.
2. Property manager monitors waiting list for accuracy and proper form.
Property manager contacts applicants on waiting list based on date of application.
a. Appointment is made to complete a rental history.
b. Sign verification forms and authorization forms (criminal background check)
c. Update income or give missing pieces of information.
d. Rental history information is conveyed to professional rental verification service
via telephone or mail.
-References are checked.
-Credit check is requested.
e. Report from the rental verification service is reviewed and evaluated by property
manager and regional manager and a final decision for acceptance or rejection is
made.
f. Qualified applicants are notified of unit availability and deposit required (by
telephone with confirming letter).
g. All rejections are reviewed by regional manager.
h. Rejected applicants are notified by letter.
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LEASING AND OCCUPANCY (CONTINUED)
(B) LEASING
Orientation appointment is made prior to move-in date by property manager.
Prior to orientation interview:
a. Resident file is prepared containing:
-Completed Application and Certification Forms
-Completed Lease - (2 copies)
-Move-in Packet
b. Final unit Move-In/Move-Out readiness check is made.
ORIENTATION PROCESS INCLUDES:
2. Property manager conducts New Resident Orientation.
a. Confirming move-in date
b. Signing Lease and completing Move-In/Move-Out Inspection
c. Reviewing Lease, house rules, and Resident Handbook
d. Emphasizing the Rent Collection Policy
-Explaining reporting requirements for income and family composition changes
-Explaining Re-certification requirements
-Verifying collection of appropriate security deposit
e. Assignment of unit number, keys, and mailbox key
£ Showing building and unit and jointly inspecting unit
-Explaining laundry, storage and parking rules
-Explaining maintenance and service request procedure
-Explaining office hours and give emergency telephone numbers
g. Resident Council activities
h. Resident Services
3. At move-in, property manager will review all documents in resident file and make:
a. A resident file checklist
b. An update to master rent roll
c. An update to annual income
d. Unit listing (forward to Management Accountant)
e. Resident file will contain:
-Executed (signed) Lease and addendum, if any
-Signed Inspection Report -signed by resident and signed by Manager
-Completed application with verifications
11
MANAGEMENT PLAN
FOR
INDIAN KNOLL
12
MANAGEMENT STAFF
CommonBond Communities' goal is to hire highly skilled and motivated individuals who have
the demonstrated ability to perform the duties and responsibilities of their position with the
utmost professionalism.
Our staff consists of Certified regional managers (CPM) through the Institute of Real Estate
Management, Certified Apartment Managers certified through the Minnesota Multi Housing
Association (MHA) and candidates seeking the CPM designation.
Membership Affiliations:
Institute of Real Estate Management (IREM)
Minnesota Multi Housing Association (MHA)
Greater Minneapolis Board of Realtors
St. Paul Board of Realtors
SITE STAFF
The site staff at Indian Knoll the key to the marketing program. To assist, support and critique
the staff in implementing the marketing program, the following will be undertaken:
1. Training. The property manager will be encouraged to complete the Certified Apartment
Manager (CAM) program offered by the Minnesota Multi Housing Association. The
CAM program includes extensive training in marketing theory and techniques. The
property manager will also be sent to other training sessions and seminars on marketing
apartments as they become available.
2. Semi-annual Review. Every six months, the regional manager will meet with the property
manager to review in detail not only the elements of the marketing program, but also
marketing strategies and techniques being used by the staff. The purpose will be to insure
that the marketing program is being conducted in a consistent and effective manner and
that changes in methods and approaches are made as needed.
3. Shopping. If the marketing program is not succeeding as it should, the site staff will be
"shopped" by an appropriate marketing firm. The written evaluation of that firm will then
be reviewed with the staff, and used as a basis for improving performance, if that is part
of the reason for the marketing difficulties.
4. Ap rp oach. The site staff will be coached on an on-going basis in how they deal with
prospective residents and in what impression they make.
13
RESPONSIBILITIES OF SITE STAFF
It shall be the responsibility of the management agent to employ an efficient staff with the
necessary training, interest, community identification and motivation to perform quality services.
Routine tasks to be performed in the day to day operations of the project can be summarized as
follows:
MARKETING
1. Compliance with IRS and LITC regulations
2. Place and track advertising
3. Take applications
4. Maintain up to date waiting lists
5. Screen and select applicants for occupancy
MANAGEMENT
1. Rent collection and reporting
2. Subsidy administration (if applicable)
3. Approve bills, work records
4. Organize and maintain office
5. Schedule and review work, supervise staff
6. Annual inventory
7. Handle resident complaints, issue notices
8. Routine purchasing
9. Supervise outside contractors
10. Annual re-certification
MAINTENANCE
1. Inspections (daily, monthly, semi-annual)
2. Perform routine repair requests
3. Handle emergency requests
4. Receive and assign work requests
5. Perform routine grounds work (mow lawns, remove snow)
6. Perform preventative maintenance per schedule
7. Monitor and track maintenance requests
8. Periodic redecorating
9. Perform routine common area cleaning
10. Perform preventative custodial maintenance per schedule
GENERAL ADMINISTRATION
1. Handle phone calls
2. Greet residents and visitors
3. Type correspondence
14
EMPLOYEE SELECTION POLICIES
It is anticipated that the property manager will not be a resident of the project. Criteria for this
position has been developed and is on file at the agents office, 328 West Kellogg Boulevard, St.
Paul, MN 55102. Positions will be advertised in local newspapers and every effort will be made
to encourage minority applicants. Staff will be selected from among those who best meet the
criteria for the particular employee position.
All hiring and employment is in accordance with the Equal Employment Opportunity
requirements, including Title VIII of the Civil Rights Act of 1964, and of Executive Order
11246. A copy of CommonBond Communities' Personnel Policies is available upon request.
EDUCATION AND TRAINING
Training of site employees is done through in-service experience, job-related classes,
conferences, seminars and institutes and memberships in professional organizations. Education
and training plans for each employee are developed in conjunction with CommonBond
Communities' fiscal year beginning in July of each calendar year.
A training plan for a new property manager will include immediate training upon hire in Tax
Credit occupancy requirements as well as CommonBond Communities' Operations and
Procedures Manual. Remedial training may include classes in basic supervision and/or hiring
and firing one day seminars with on-going or continuing education in marketing, landlord
resident law through morning or afternoon seminars sponsored through MHA.
MAINTENANCE PLANNING
A well-maintained property is most often the result of awell-developed and implemented
"Maintenance Plan". The establishment of such a plan established in the CommonBond
Communities Operations and Procedures Manual.
CORRECTIVE/EMERGENCY MAINTENANCE
Corrective maintenance is performed at the development to repair and restore items after
problems have been identified, but before major breakdowns or emergencies occur. Even the best
maintained equipment or building components can develop problems requiring corrective action
regardless of how good the maintenance program is. Therefore, problem/solution worksheets will
be utilized for common maintenance problems as they occur.
In addition to management and maintenance staff identifying problems, resident service requests
generally are found to be the most common source for identifying corrective maintenance needs.
i5
RESIDENT SERVICE REQUEST PROCEDURES
Residents will be instructed to report all maintenance requests to the site office where they will
be recorded on a maintenance work order form. All maintenance requests, which are not an
emergency in nature, will be completed within two working days unless outside service or parts
are required. For after hours emergencies the site telephone will be answered at all times.
Resident requests for maintenance will be monitored by management to determine the
effectiveness of the maintenance program and general response time.
CUSTODIAL MAINTENANCE
Custodial maintenance includes all day-to-day routine maintenance and cleaning activities that
are performed at least once per week but very often more frequently. Custodial maintenance
includes, but is not limited to the following tasks:
1. Cleaning the site office and community building
2. Cleaning the common areas, stairwells, and hallways
3. Cleaning laundry rooms
4. Policing the grounds including the property entrance, parking lots, and play areas
5. Removing snow from sidewalks (seasonal) within 24 hours; and
6. Basic landscaping care such as mowing, trimming, etc., (seasonal) on a regular basis
RUBBISH REMOVAL
Trash containers are provided in appropriate areas throughout the complex so as to be reasonably
convenient for all residents. Rubbish or trash removal is sub-contracted out to an independent
contract hauler.
INVENTORY PROCEDURES
A complete listing of inventory will be established, maintained and updated as new equipment or
supplies are added or expended, consumed, or written off. The total cost of inventory will be
physically counted/inspected and reconciled to the books periodically but not less than twice per
year.
Inventory cards will be utilized containing such information as date received, number (if
applicable), quantity, reorder level and cost. These items will also be reflected on the appropriate
work order. Stock levels will be maintained at a minimum level to insure prompt service on
maintenance requests, but not at levels that tie up a large amount of funds to maintain.
UNIT INSPECTIONS
Semi-annual and if necessary quarterly unit inspections will be performed to determine current or
potential maintenance requirements as well as insuring residents are fulfilling their
responsibilities under the lease. Such inspections will be completed only after residents receive
prior written notice in conjunction with the lease.
16
PAINTING AND DECORATING PROCEDURES
All apartments will be repainted and redecorated upon turnover or as necessary. Occupied
apartments will be scheduled for repainting every four years. All interior and exterior painting
and/or staining will be completed as necessary to maintain a neat and clean appearance at all
times.
MOVE-TI`1/MOVE-OUT PROCEDURES
Resident Move-Ins
All residents are informed of the following:
a. All adults must be available to sign lease and Certification prior to move-in.
b. They should allow approximately one hour to go over the move in processing,
which will include explaining:
-Rules and regulations of the development
-Signing of the lease
-Inspection of the unit
c. All money due including rent and security deposit balance must be paid prior to
keys being given out, or signing of the lease. Residents will be informed of the
rental amount due as well as security deposit balance due prior to move in.
d. An appointment will be scheduled with them to review the rental application and
information.
e. They will inspect the unit with the management. Any work order items will be
noted by using a work order corresponding to the item, i.e., right front stove
burner does not work - (work order).
f. After the unit inspection is completed with the resident, the appropriate site
personnel will inspect the unit again no less than 48 hours prior to move in to
ensure that all necessary work has been completed to insure a smooth transaction.
g. Resident "Move-in Packets" will be assembled and used to insure all the required
information and forms are distributed, completed and/or signed. The Resident
"Move-in Packet" will include the following items:
1. Copy of signed Certification
2. Signed lease (verify security deposit)
3. Signed move-in inspection
4. Resident Handbook
5. Welcome letter
6. Utility Company cards (NSP, Minnegasco)
7. Utility Authorization forms (CommonBond Communities)
8. In case of emergency form
9. Renters legal information guide
10. Corporate structure chart
11. Independent living policy
l~
MOVE-IN/MOVE-OUT PROCEDURES (CONTINUED)
12. Resident Association information
13. Emergency and safety procedures/program (i.e. Vial of Life)
14. Pet policy if applicable
15. Keys
16. Maintenance Request Forms
h. The resident packet checklist indicates which forms the resident should keep and
which forms the manager should retain either on site or forward to the appropriate
departments.
i. Forms to be retained by resident:
-Welcome letter
-Copy of signed Certification
-Signed lease (copy or original)
-Signed move-in inspection
-Resident Handbook
-Resident Association information
-Emergency and safety procedures/programs
-Pet Policy
-Keys
Forms to be retained on site or mailed to appropriate departments:
-Copy of Certification
-In case of emergency form (accounting)
-Signed lease
-Signed move-in inspection (accounting/on-site)
2. Resident Move-Outs
The following procedures will be followed for residents moving out:
a. All residents (persons) on the lease must sign a Vacate Notice.
*If the rent is not paid by the first or the last day of occupancy; at least two
personal visits will be made to collect the rent from the resident between the first
and the fifth of the month.
*A ten-day lease termination notice is sent on the sixth.
*An Unlawful Detainer action will be initiated after the ten-day period.
b. A move-out letter acknowledging the move-out date and containing cleaning
instructions will be given to the resident at least two weeks prior to the scheduled
move-out date.
c. A move-out inspection will be conducted with the residents (when possible), and
a unit move-out inspection sheet completed and signed by both the resident and
management agent.
18
MOVE-IN/MOVE-OUT PROCEDURES (CONTINUED)
2. Resident Move-Outs
d. The unit will be prepared as follows:
-Change lock
-Utilities(turn down heat, refrigerator, etc.)
-Trash out abandoned property
-Major maintenance
-Cleaning
-Paint
-Carpet replacement or shampoo
-Final polishing
-Final inspection
e. The security deposit will be returned to the resident with interest less any unpaid
rent, damages, or cleaning expenses. The resident may be invoiced for charges in
excess of the security deposit amount including accrued interest. Residents will
be notified as to disposition of their security deposit amount within 21 days in
accordance with state law.
f. First 3-5 days after receipt of notice to vacate:
-Move-out notices -must be received before the 1st day of the month.
-The next qualified applicant is contacted.
-Give resident moving out an inspection letter and cleaning instructions.
-Management conducts a preliminary inspection of apartment.
-Painting, carpeting, and maintenance are scheduled.
-Parts are ordered.
g. Two weeks before move-out:
-The resident is contacted to insure proper communication and expectations.
h. On move-out:
-Apartment is inspected with resident and inspection sheet is signed, keys are
collected, and forwarding address is obtained.
-Apartment is prepared.
-The security deposit request is sent to the St. Paul office within 2-3 days.
19
SERVICE CONTRACTS
Garbage and Trash Removal
A contract will be executed with a licensed rubbish hauler after obtaining competitive
bids so as to provide the best possible service at the most reasonable price.
2. Exterminating
Monthly service of all common areas will be provided by a licensed exterminator with
emergency and regular service to individual apartments as needed.
3. Laundry Facilities
No laundry equipment will be provided by the owner. Repair and maintenance of laundry
equipment presently in the laundry facilities will be the responsibility of the vendor.
4. Property Liability Insurance
An insurance policy in the name of Indian Knoll shall be maintained at all times for fire
and extended coverage with all risk and liability. Such insurance shall be maintained with
an "A" rated insurance company and obtained at the most reasonable rates possible each
year.
Snow Removal/Lawn Maintenance
A service contract shall be executed annually for the snow removal and lawn
maintenance. Snow shall be removed from the parking and drive areas after each
snowfall when such snowfall is up to two inches or more. Lawn maintenance shall
include mowing, edging, tree and bush trimming and removal of debris from grounds.
PREVENTIVE MAINTENANCE PROGRAM
Preventive maintenance will be performed to maintain and extend the useful life of property or
equipment as opposed to corrective maintenance, which is performed in direct response to
required repairs or equipment failures.
Corrective and preventive maintenance will generally be accomplished in accordance with the
following priority:
1. Emergency calls will be completed at any time there is an immediate threat to health,
safety, or property requiring an immediate response.
2. Resident maintenance requests will be completed generally within 24 hours to insure
normal, uninterrupted use of their apartment.
3. Maintenance required at turnover will be performed promptly to insure timely re-rentals.
4. Preventive maintenance will be accomplished in conjunction with established plans and
schedules.
5. Scheduled corrective maintenance work that does not fall in the above categories and
thereby allows some flexibility in accomplishing the required work.
20
PREVENTNE MAINTENANCE PROGRAM (CONTINUED)
Preventive maintenance will be established per the CommonBond Communities Operations and
Procedures Manual and includes the following:
An inventory of all items that require servicing during the upcoming years will be
conducted.
2. Each item will be categorized according to what type of service is required, the frequency
of the service and whether or not performing the work will save money.
3. A schedule will be established and monitored on a regular basis.
4. Each year, the program will be analyzed and revised as necessary.
The following is a checklist of items addressed in the preventive maintenance program.
Building Exteriors
a. Trimming shrubbery and pruning trees as necessary;
b. Establishing and maintaining a lawn treatment program; fertilizing and weed
control;
c. Service and/or repair lawn maintenance equipment;
d. Draining outside seal cocks and blowing-out irrigation system in fall, turning
system on and inspecting in the spring;
e. Sealing all cracks in sidewalks and parking areas with appropriate materials;
f. Marking curbs, shrubbery, trees and other areas that are subject to damage by
snow plows in the fall, and remove markings in the spring;
g. Caulking and/or weatherizing exterior siding, windows and trim as necessary;
h. Installing and removing air-conditioner covers in the fall and spring;
i. Making sure all exterior windows and doors are in place, in good condition and
operating properly;
j. Inspecting all roofs, patching and/or replacing damaged asphalt shingles as
necessary;
k. Cleaning and repair gutters and down spouts;
1. Inspecting all head bolt heater outlets for proper condition and operation; and,
m. Inspecting exterior lighting and replace burned out lamps as necessary. Also
adjust time clocks according to season where applicable.
2. Building Interiors
a. Cleaning and oil all vestibule unit heaters and fans;
b. Setting proper temperature controls on unit heaters and securing (seasonal);
c. Installing adequate door units and carpet runners where necessary and
maintaining;
d. Cleaning out dryer exhaust vents and keeping equipment clean in laundry facility;
e. Changing filters on all forced air filters, lubricating and inspecting for proper
operation in individual units;
f. Changing filters, lubricating and inspecting boilers and air-exchange equipment in
laundry facilities and community/office building;
g. Flushing out water heaters and adjusting temperature settings; and,
h. Inspecting repairing or replacing parts of appliances as necessary particularly after
completing unit inspections or at the time of turnover.
21
PREVENTNE MAINTENANCE PROGRAM (CONTINUED)
The preventive maintenance program will also assist in reducing energy and utility costs at the
development by:
Ensuring the highest quality operating efficiency of mechanical equipment; heating,
ventilating and cooling (HVAC) through cleaning and regular maintenance.
2. Caulking and/or weather stripping exterior siding, windows, doors and trim as necessary
to reduce or eliminate air leaks.
3. Utilizing energy efficient lighting and controlling their use through timers, photo-cells,
etc.
4. Monitoring temperature controls setting wherever possible including common areas,
hallways and vacant units.
COMMUNICATIONS
The agent will use his best efforts at all times to maintain amicable relations with the residents of
the development. It is important that departing residents think well of the development just as
residents do during their residency. Fraternization with the residents is to be avoided and shall
not be confused with amicable relations. The agent will maintain good faith communications
with the residents, so that problems affecting the development and its residents may be avoided
or solved on the basis of mutual self-interest.
COMPLIANCE OF RESIDENTS
The agent shall at all times during the term of the agreement operate and maintain the
development according to the highest standards achievable. The agent shall secure full
compliance by the residents with the terms and conditions of their respective leases.
Voluntary compliance shall be emphasized, and the agent shall counsel residents and make
referrals to resident services staff in cases of financial hardship or under other circumstances
deemed appropriate by the agent, so that involuntary termination of tenancies may be avoided to
the maximum extent consistent with sound management of the development. The agent will not,
however, tolerate willful evasion of payment of rent.
GRIEVANCE PROCEDURE
Management intends that every effort will be made to generate a good working relationship with
all residents.
Should a resident wish to express dissatisfaction or bring a specific grievance concerning the
work of site personnel that cannot be resolved by discussion with site management staff, the
resident will be encouraged to notify the regional manager. If a resolution cannot be reached by
both parties, the problem would be taken to the Director of Property Management in writing and
a fair and equitable decision will be reached.
22
APPLICATION AND SELECTION
Applicants for admission into the development must complete a written application. The
application will enable the management agent to tentatively determine the applicants: (1)
eligibility; family size, household characteristics (such as elderly, handicapped or disabled),
annual income, and assets; (2) the appropriate size unit requested.
Normally, the applicant will come to the site office for the lease signing. The applicant is not
given his signed copy of the lease or the keys to the premises until he has paid a full month's rent
and the security deposit. The keys are given to the resident on the DAY OF ACTUAL MOVE-
IN, NOT BEFORE, and only AFTER the agent has signed the lease.
At the time the lease is signed, site personnel will explain all lease provisions which are unclear
to the resident; fill out the various lease records and will fill out various utility change of account
forms. Mention will be made to not hesitate to call upon the property manager at any time about
anything, which is not clear, or any problem, which the resident may experience. Only the
management agent is permitted to sign the lease for the development.
RESIDENT ORIENTATION AND HANDBOOK
A Resident Handbook will be distributed at move-in that contains information regarding
the project and care of the unit.
Rules and regulations will be explained to resident by site management staff. Resident
will sign acknowledgment of such orientation procedures.
The eviction process will be explained in full at the time of signing the Lease Agreement.
RESIDENT COUNCIL/ASSOCIATION
The CommonBond Communities will continue to encourage and support informed resident
participation in the decision-making process as an important ingredient to implementing sound
management policies and procedures. We believe that establishing and maintaining a good
communication network between residents and management through the use of such things as
resident council/association, resident committees and newsletters, will ultimately result in a
successful development. One of the ways to promote better resident and management relations is
through the establishment of a Resident Council or Association of elected representatives from
the various sections of the developments. The primary functions of the Resident Council should
include:
1. Reviewing management policies and making recommendations;
2. Determining new plans and programs that will meet the needs of residents; and,
3. Provide on-going evaluation for the implementation of policies and Management Plan
adopted by the owner.
23
ATTACHMENT V
FEE PROPOSAL
~~
CommonBond
COMMUNITIES
FEE PROPOSAL
Contract with the City of Mound HRA
Scope of Work: Provide for the full range of services customary of a property management
company as well as those unique to operating a low rent public housing program,
including, but not limited to: unit leasing; resident orientation and education; lease
execution and enforcement; rent collections; full maintenance responsibilities; full
responsibility for hiring, firing, and training by CommonBond Housing staff; resident
eligibility determinations and rent calculation; annual resident income
review/recertifications and unit inspections per HUD and HRA requirements; unit
turnover; capital repairs and improvements, as approved by the Council; purchase of all
required supplies and services; full financial management and accounting responsibilities
including submittal of an operating budget; HUD-required reporting; maintaining safe,
secure, and attractive properties for all residents and all other general requirements
specified in the general requirements section of the RFP.
Term: CommonBond proposes an all-inclusive rate of $40.00 per unit per month.
Thank you for the opportunity to present this proposal and earn your business.
Sincere,
I
Richard W. Hutsell
Vice President
CommonBond Housing
CommonBond Investment Corporation
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ATTACHMENT VI
STAFF ASSIGNED TO
INDIAN KNOLL
1
~~
CommonBond
COMMUNITIES
Assigned Staff
Nancy Sheehy
Director of Property Managemen t
Nancy Sheehy has over 20 years of experience in affordable and market rate property
management. As Director of Senior & Special Needs, Property Management, she
oversees a staff of seven on-site managers, three regional managers as well as providing
staff support to the Vice President of Property Management. Her responsibility is to
ensure that the apartment communities remain both physically as and financially
strong.
Nancy came to CommonBond Communities in 2000 with extensive leadership
experience as on-site manager and regional manager with several metro property
management companies such as Ebenezer Society, Board of Social Ministries, Stuart
Corporation and is a state licensed real estate agent.
Lisa Wilcox
Regional Manager
Ms. Wilcox-Erhardt has over 6 years of experience working in market rate and affordable
housing property management. As a regional manager, she oversees 13 properties and a
staff of 4 on-site property managers in the Twin Cities area. She is the Regional Manager
for a public housing property in Columbia Heights. Lisa is the key point of contact for
HUD and is responsible for the required HUD documentation and reporting for the
Columbia Heights property. Lisa has a proven track record for producing timely and
accurate reports for government agencies, city boards and resident associations. Lisa strives
to create high performing properties and has reduced receivables, increased occupancy and
reduced spending at many of her inner metro properties.
Before joining CommonBond Communities, Lisa had property management experience in
the states of Virginia and Texas, and has personnel business experience from running a
small business in Minnesota for over three years.
ATTACHMENT VII
REFERENCE LIST
/~
CommonBond
C O M M U N I T I E S
PROFESSIONAL SERVICES REFERENCE AND CONTACT INFORMATION
o The City of Columbia Heights HRA. 146 units of senior and general
occupancy housing owned by the City. The property is located at 2322 26`h
Avenue North, Columbia Height, MN 55411. Scott Clark, Community
Development Director, (763) 706-3672
o The City of Champlin EDA, 48 units of senior housing owned by the City.
Mill Pond Gables is located at 119 Hayden Lake Road, Champlin, MN
55316. John Cox, Executive Director EDA (763) 421-8100
o Lyn Burton, Executive Director, Affordable Housing Connections, Inc.,
400 Selby, St. Paul, MN 55102 (651) 222-8319
o Mary Ann Hayes, National Equity Fund (NEF) 570 Asbury Street Suite
#207, Saint Paul, MN 55104
o Jan Hughes, PHM, Policy and Special Initiative Department, Minneapolis
Public Housing Authority 1001 Washington Avenue North, Minneapolis,
MN 55401 (612) 342-1229
o Ms. Leslie Frost, Executive Director, Families Moving Forward
1808 Emerson Ave. North, Minneapolis, MN 55411 (612) 529-2185
Property Location: MPHA /3810 3`d Avenue S., Minneapolis, MN 55409
o Western Bank, 663 University Avenue, St. Paul, MN 55104 (651) 290-
8100
ATTACHMENT VIII
CORPORATE MAINTENANCE
SERVICES
MAINTENANCE
1
I. GENERAL MAINTENANCE POLICY
Every Property Manager is expected to follow the goals established by CBH in
implementing a sound maintenance program. Specifically "preserve the property
owner's physical investment while providing for the safety and well being of
residents."
A. Unit Painting Policy
All residential units will be painted every fourth (4) year. Therefore,
approximately twenty-five percent (25%) of all units in a property should
be painted on the basis of: (1) management's annual apartment
inspection, and (2) as the result of "normal turn over" vacancies. This
information should be tracked on the Property Painting and Decorating
Annual Summary (PM 9:01). Each units painting and redecorating should
be tracked by using the Unit Painting and Redecorating (PM 9:02)
B. Carpet Cleaning Policy
Family Units: Carpets will be cleaned as needed on the basis of: (1)
management's scheduled annual unit inspections and, (2) as the result of
"normal turn over" vacancies.
Elderly Units: Carpets will be cleaned as needed on the basis of: (1)
management's annual apartment inspection and, (2) as the result of
"normal turn over" vacancies.
Common Areas: Carpets will be cleaned as directed by your Regional
Manager.
C. Window Treatment Policy
On the basis of management's scheduled annual apartment inspections
and normal turn over of vacancies, draperies (if applicable) will be
replaced on an as needed basis with plastic mini-blinds of a uniform color.
It is CBH policy that all residents are responsible for the moving of their furniture
and possessions for painting, carpet cleaning, window treatment or move-outs.
Site staff does NOT provide moving assistance.
9-1
1
II. UNIT INSPECTIONS POLICY
Units are required to be inspected annually or more often if necessary.
Managers are to complete the Unit Inspection Report (PM 9:10) placing the white
copy in the resident(s) file, and giving the yellow copy to the resident.
Any time a unit is vacated it is also to be inspected before the unit is re-rented to
a new resident. This inspection will be made by the Property Manager
completing a Prior to Renting Checklist (PM 9:03).
When applicable, inspections will be coordinated with Federal and/or State
Agency inspections. The Regional Manager will coordinate inspections. One
inspection will be conducted by the Corporate Maintenance Supervisor. In every
case, the Property Manager will participate and follow up on all property
inspections.
During these unit inspections, if applicable, the resident should receive
batteries for their smoke defectors and sign the Annual Replacement of
Smoke Detector Batteries (PM 9:04). In addition, the condition of all
appliances should be noted and replaced if necessary (PM 9:05).
III. BUILDING INSPECTION POLICY
All buildings are to be thoroughly inspected on a semi annual basis. The
condition of the building will be recorded on your Semi Annual Preventive
Maintenance Reports (PM 9:06). This report will help us schedule repairs and
necessary capital improvements.
IV. CORRECTIVE MAINTENANCE
A. General Policy
Corrective maintenance involves all unscheduled tasks that must be
performed in response to (1) Maintenance Requests, (2) CBH Requests
or (3) Equipment Malfunctions (i.e., no heat, no hot water, etc., as
discussed in Section V. Emergency Maintenance).
1. Maintenance Request & Work Order
When performing any corrective maintenance in a resident's unit a
Maintenance Request & Work Order (PM 9:07) Form should
always be completed. These forms are supplied by Central
Maintenance.
9-2
2. Notice of Entry
Any time maintenance is being performed, or has been performed
in a unit, the double-sided yellow door tag, Notice of Entry (PM
9:08) should be hung on the outside doorknob of the unit indicating
that maintenance staff is in the unit, or has been in the unit.
3. Building or Property Work Requests
Corrective maintenance performed on the building or property will
normally take priority over any day-to-day work, and should be
completed in the most expeditious manner. (Refer to page 9-6: X.
Maintenance Priorities.)
V. EMERGENCY MAINTENANCE (Refer also to CBH Red Book)
Emergency maintenance is anything that creates an eminent threat or hazard to
the building or the resident's safety. THE ONLY EMERGENCIES
MAINTENANCE STAFF IS RESPONSIBLE FOR AFTER BUSINESS HOURS
AND WEEKEND HOURS ARE THE FOLLOWING:
Fire
Power Outage
No Heat
Burst Water Pipe/Running Water
Inoperable Elevator
Inoperable Refrigerator/Freezer
Inoperable Toilet
Prior to experiencing this type of situation we must be prepared to handle it.
Emergency phone numbers for the plumber, heating company, electrician,
elevator company, etc., should be posted in the office near the telephone and
included in your Emergency Procedures Manual (Red Book).
9-3
VI. CONTRACT MAINTENANCE
Contract Maintenance includes things such as: window cleaning, snow removal,
pest control, carpet installation, grounds maintenance, and numerous other
items that arise.
1. Prior to entering into any contract agreement you must obtain
written bids (refer to Section 7.111. Competitive Bidding).
2. All contracts have to be approved in writing by CBH.
3. Prior to the start of work by any contractor, a Certificate of
Insurance must be provided.
VII. WEEK-ENDNACATION EMERGENCY MAINTENANCE COVERAGE (RED
BOOK)
IT IS VERY IMPORTANT THAT YOU READ, FOLLOW AND UPDATE YOUR
EMERGENCY PROCEDURES MANUAL. IT IS WITHOUT QUESTION THE
MOST IMPORTANT SITE SPECIFIC DOCUMENTS YOUR ARE
RESPONSIBLE FOR.
VIII. MAINTENANCE STOCK CONTROL
Stock control is having an adequate supply of parts and/or supplies on hand so
as not to interrupt the daily scheduled work program.
A. Inventory
1. Each Property Manager must take inventories to ensure adequate
supplies are available.
2. Over supply is not stock control, and in fact is worse for the
property!
3. Typically, the following items should be in adequate supply:
cleaners and disinfectants, floor waxes, oil and grease for
equipment, paper towels and toilet tissue, light bulbs, extra
batteries for emergency lighting, extra door locks, required filters,
other parts you have to replace periodically, etc.
B. Record Keeping
All Property Managers are to record and account for all parts, tools,
equipment and supplies that are purchased. (Inventory PM 9:09)
9-4
IX.
REQUIRED MAINTENANCE EQUIPMENT
A. All CBH Maintenance Staff are required to have in their own personal
possession the following tools or equipment:
12 or 14 Inch Pipe Wrench
Allen Wrenches
Basket Wrench
Wrenches
Channel Lock
Electrical Tester
File
Flashlight
Hammer
Hand Saw
Pliers -Regular and Needle Nose
Portable Drill and Bits
Seat Wrench
Set of Open and Box End
Set of Screwdrivers
Sheetrock Knife
Square
Tape Measure
Vise Grip
Wire Strippers
B. All CommonBond Properties will provide the following additional tools or
equipment:
Bolt Cutter
Broom/Mop
Camera
Fire extinguishers (as provided for in your Safety Plan)
Flashlights (located in office, maintenance shop, boiler rooms, etc.)
Plunger
Replacement Thermostat
Replacement Zone Valve and Motor
Snake
Vacuum
Wet Vac
9-5
I
X. MAINTENANCE PRIORITIES
Priority One: Items affecting the health and safety of the residents, damage to
the property or interruption of the following services; hot or cold running water,
electricity or gas, adequate heat, plumbing, garbage removal, inability of the
appliances to function (i.e., refrigerators, stoves), glass breakage wherein the
resident is deprived of security and/or heat loss, and any repairs of a nature that
would expose people to personal injury if left un-repaired.
Priority Two: The cleaning and repairing of apartments for occupancy,
including but not limited to interior buildings and fixture repairs, draperies and
carpet cleaning, painting of the unit. Extra attention should be given to minor
repairs and final clean up.
Priority Three: Important maintenance requests which affect the suitability of
living conditions and comfort of the resident(s): minor but necessary repairs,
adjustments and replacements (such as broken toilet seats, missing towel bars,
missing floor tiles, kitchen exhaust fans).
Priority Four: Cleanliness of the grounds and public areas: lawns, laundry
rooms, rest rooms, recreation areas, common areas, sidewalks and stairs, etc.
Priority Five: Normal maintenance items of a cosmetic nature such as
replacement of chipped tile, bent towel bars, etc., that are routine, minor, non
hazardous in nature.
Priority Six: Preventive Maintenance; maintenance acts which lengthens the
life of major operating equipment including, but no limited to, cleaning out boilers
or water heaters, oiling motors, changing filters, clearing rain gutters, etc.
X1. ESTABLISHING AND MAINTAINING A PREVENTIVE MAINTENANCE
PROGRAM
A. Identifying items
In order to keep an effective maintenance program, you must first identify
the items in your building in need of preventive maintenance and the type
of service needed. Your program should also include detailed information
on such items as contacts and schedules of contract services, i.e., pest
control, elevator maintenance, window cleaning, snow removal, etc.
B. Use of Equipment Cards
1. Fill in all information as asked for on the appropriate equipment
card.
9-6
1
2. The time span in which the work is to be completed dictates the
color of card that is to be used. The type of service work required
and the interval between service work will normally be found in the
owner's manual. ALL OWNER'S MANUALS AND INSTRUCTIONS
SHOULD BE KEPT WITH YOUR CARDS in the maintenance room
or Site Office.
3. Once all the information has been typed on the cards they should
be put in a plastic envelope to protect the cards from dirt, oil,
grease, etc.
4. The cards should then be placed in an envelope style display board
which should be fastened by a small link chain or wire to any
stationary equipment which is not in a common areas, i.e.
circulating pumps, water softeners, etc.
C. Emergency Procedures Manual (Red Book)
All information you have on your cards should then be transferred into
your Red Book and kept in the Site Office. This will provide a quick
reference check to make sure the preventive maintenance work is being
completed. Your Red Book should be kept current at all times.
D. Typical Items To Be Covered by Preventive Maintenance
As outlined on page 9-8, in order to keep an effective preventive
maintenance program, you must first identify the items in your building in
need of preventive maintenance and the type (frequency) of service
needed. The following four general categories contain examples of typical
items and can be used to start your card and notebook system: (1)
General Equipment, (2) Building (3) Grounds Care (4) Interior.
9-7
1
TYPICAL PREVENTIVE MAINTENANCE ITEMS
1. GENERAL EQUIPMENT
Lawn Care/Snow Removal Machinery Screens
A. Oil A. Holes and tears
B. Filters B. Fit
C. Grease Cables, etc.
D. Tighten Handles, etc. Fire Alarms
A. Test regularly
Heatin g and Air Conditioning Units B. Random check of
smoke
A. Filters detectors
B. Oil pumps, motors
C. Check air valve for air in boiler Doors
System A. Tighten hinges and
knobs
D. Check for leaks B. Lubricate
E. Seals C. Silicone on closet doors
F. Cover (when applicable) D. Check for proper fit
G. Zone Valves E. Adjust closets
Drinking Fountain
A. Check for lime build up in handle
Circulating Fans (Make up Air Units)
A. Oil Motors
caulking
B. Filters
C. Check fan bearings
Fire Extinguishers
A. Check if regarded-should be
on contracted service
Hot Water Heaters
A. Flush out
B. Proper Temperature
2. BUILDING
A. Parts missing
B. Loose
Roofing
A. Shingles missing
B. Tar needed
C. Flashing bent
D. Vents, loose or need
Windows
A. Fit
B. Clean drain outs
C. Lubricate
D. Glazing
Gutters and Down Spouts
A. Clogged
B. Leaves in gutter
C. Bends
D. Tightness of parts
E. Splash Blocks
Wood Trim Foundation
A. Holes and cracks
B. Paint
C. Painting or staining
9-8
1
TYPICAL PREVENTIVE MAINTENANCE ITEMS
3
signs siding
A. Stability A. Nails popping
B. Paint or stains B. Warpage
C. Painting or staining
Emerg enc~ghts
Caulking A. Check regularly
A. Doors B. Check battery
B. Windows
C. Corners 4. INTERIOR
D. Soffits
E. Undersiding Indoor/Outdoor Faucets
F. Fixtures on building A. Lime buildup
B. Washers-if old building
change once a year
GROUNDS CARE C. Outdoor-on Spring/off Fall
D. Paint
Lawn
A. Fertilize Toilets
B. Weeds A. Water level
C. Edging of walks B. Caulking
D. Establish
Hallways
Fences A. Paint
A. Stability 6. Handrails
B. Broken boards
C. Paint or stains
Light Poles
A. Stability
6. Clean globes
C. Paint
Sidewalks
A. Cracks
B. Settling, heaving
Asphalt
A. Cracks
6. Broken boards
C. Seal
D. Stripe
9-9
XII. UNIT TURNOVERS
A. Maintenance
1. Painting: Upon inspection by the Property Manager, the extent of
painting to the unit will be determined (i.e. spot painting, wall
painting or complete room painting).
2. Caulking: Re-caulk all countertops, backsplash, vanity backsplash,
shower stalls and bathtubs as needed.
3. Change furnace filter.
4. Doors: Adjust all door latches to take up any excessive free play.
5. Air Conditioner: Check all condensing coils and clean if needed.
6. Replace appliances as needed, documenting on Appliance
Replacement (PM 9:05)
B. General Cleaning
Complete the Prior to Renting Checklist (PM 9:03).
1. Clean all windows.
2. Clean all kitchen appliances.
3. Clean behind stove and refrigerator.
4. Clean all light fixtures.
5. Clean all bathroom fixtures.
6. Clean all vinyl and the floors.
7. Shampoo all carpets.
9-10
XIII. PROPERTY INSPECTIONS
Property inspections are performed to ensure high quality maintenance and
discover any small problems before they turn into major ones. These
inspections are made at least semi annually by the Regional Manager and/or
Corporate Maintenance Supervisor. THE PROPERTY MANAGER SHOULD
MAKE A SIMILAR INSPECTION ON A DAILY BASIS FOR THE PURPOSE OF
SCHEDULING HIS/HER WORK LOAD.
1. Property inspections consist of visually and physically inspecting
the interior and exterior of the building, including all landscaping
and grounds. Also included in the inspection would be the site
staff.
2. After each inspection, the person making the inspection and the
Property Manager will provide a written report of the findings. Any
discrepancies noted should be corrected immediately by the site
staff.
XIV. MAINTENANCE REQUEST
The purpose of the Maintenance Request is to quickly and efficiently provide all
necessary repairs requested by the residents. Maintenance Request Forms are
required whenever you unplug a drain, fix a water leak, replace a garbage
disposal, etc. If a particular unit requires the outside services of a repairman, the
Property Manager would also make up a Maintenance Request for the unit.
1. Complete a Maintenance Request Form for every repair
requested by a resident.
2. On the door you enter, hang one of the "Maintenance Is Working In
Your Home Now" door hanger when maintenance is required
inside. (PM 9:08)
3. Transfer necessary information to the "Inventory Control System".
9-11
Y
4. Maintenance Requests are made out in triplicate and have the
following distribution:
White Copy Placed in the resident's file.
Pink Copy Given to, or taken by, the resident after the
work request has been filled out.
Yellow Copy Placed in the Maintenance Request master
file or attached to a timesheet if the site has
a roving maintenance worker. The
Maintenance Request master file is to be
maintained in order of completion date by the
Property Manager.
XV. SIDEWALKS
Winter Care: It is the responsibility of management to ENSURE THAT ALL
SIDEWALK AND ENTRANCES ARE FREE FROM ICE AND SNOW AT ALL
TIMES. Whatever time is needed to maintain a snow and ice free sidewalk
and entrance is a top priority!
Please ensure maintenance staff logs all snow/ice removal efforts (PM 9:11).
This log is critical to document management's efforts to prevent anyone from
slipping or falling. Insurance claims can be prevented with good documentation
and a solid snow/ice removal program.
ALL FIRE EXIT DOORS MUST HAVE SNOW AND ICE REMOVED SO THE
DOORS CAN BE OPENED WITHOUT RESTRICTION.
XVI. IRRIGATION SYSTEM
A. Inspection
All irrigation systems will be checked on a bi-weekly basis to ensure that
all heads are operating properly and that all areas of grass and shrubbery
are being watered properly. Compliance with local watering ordinances is
mandatory.
9-12
r
B. Repair
Any sprinkler heads that are missing or malfunctioning will be repaired or
replaced or adjusted as soon as possible. This work will be performed by
the Site Maintenance Personnel.
C. Back flow Prevention
Where city code requires, all back flow prevention devices have to be
inspected yearly by a certified plumber, and the Inspection Certificate
posted by the sprinkler control center.
D. Seasonal Care
All irrigation systems will be winterized by a contract service no later than
October 15th of each year.
XVII. PARKING LOTS
A. Cleaning
1. As soon as weather conditions permit, all spring parking lot
sweeping should be completed.
2. On a bi-weekly basis, the curb and gutters of the parking lot will be
inspected and swept by on-site maintenance personnel to remove
any aggregate, cigarette butts, paper, grass clippings, etc., that
have accumulated.
B. Snow Removal
1. It is the responsibility of on-site staff to monitor the snow plowing of
the parking lot to see that the snow is plowed in a fast and timely
manner so that our residents have safe access to and from the
site.
2. It is also the responsibility of on-site personnel to see that the
snowplowing contractor has sanded all intersections and slippery
areas of the parking lot.
9-13
1
XVII1. ROOFS
A. Inspections
1. All roofs should be inspected at least once a quarter to ensure that
no shingles or ridge caps are loose or missing.
2. All roof drains and scuppers should be inspected and cleaned to
ensure that no foreign objects (i.e. tree leaves, etc.) have plugged
them up and created excessive water ponding and possible
infiltration into interiors of the buildings.
B. Repairs
1. All roof repairs that are needed are to be coordinated with the
Regional Manager and done in the most expeditious manner to
ensure the least amount of water damage is caused to the interior
of the building.
XIX. AIR CONDITIONING
All air conditioners, owned by the property, are to be inspected and cleaned on
an annual basis.
1. Condenser coils must be cleaned by using a brush and/or hose
and water pressure to be sure all dirt is removed i.e., weed or tree
sands, airborne oils, dust, pollen and all other debris.
2. Condenser coils are to be washed with a coil cleaner to remove
corrosion and oxide film from the aluminum fins. NOTE:
ELECTRIC FAN MOTOR MUST BE COVERED DURING THIS
CLEANING.
XX. AIR MAKE-UP SYSTEMS
In buildings where there is an air make-up system to mix inside air with outside
air in common areas, we would recommend that all filters are replaced and
louvers are cleaned periodically.
9-14
XXI. FORCED AIR FURNACES
The following maintenance should be performed:
1. Change furnace filters every three (3) months of use, or more often if
necessary.
2. Check fan motor belt for wear.
3. Oil fan motor and oil/grease blower bearings.
4. Annual check by a heating contractor.
XXII. MAIN BUILDING HOT WATER HEATERS
1. Drain out five gallons from each tank monthly to prevent build up of sludge
and scale.
2. Oil circulating pump monthly.
3. Have pump serviced at the same time boiler pump(s) is/are serviced.
XXII1. GROUNDS
All grounds and landscaping must be kept in excellent condition at all times. If
necessary, ask your Regional Manager to work with a lawn care specialist to put
together a grounds care program for your particular property.
A. Grass
1. Grass must be kept mowed and watered (water as often as local
law permits).
2. Edging the sidewalk and other areas is required after each mowing.
3. Fertilizer should be applied in the spring and the fall.
4. Weed killer should be applied when necessary.
B. Sidewalks and Parking Lots
1. All walks and parking lots must be swept and kept clean.
9-15
1
XXIV. BOILER MAINTENANCE/TROUBLE SHOOTING
A lot of problems can be prevented, and a lot of fuel can be saved, by preventive
maintenance and proper adjustment of the heating system. Following the
recommendations outlined in this section will not solve all the problems that you
may run up against, but CBH knows from experience that 90 percent of the
problems can either be solved or eliminated completely.
Boiler Logs are to be completed daily (Monday -Friday) to insure proper
temperature settings, and pressure. This form (PM 9:13) is to be filled out and
kept in the boiler room next to boiler.
A. Service Schedule
Whenever the boiler is serviced (which includes oiling motors, minor
repairs or adjustments, or work by a licensed contractor), the type of work
performed and the date of service must be noted. Be sure to include the
date and initials of the person who performed the work.
B. Pressure
A good "rule of thumb" is one point of pressure for each two feet of
elevation. It is important that the water feed is set to provide higher
pressure than is shown on the altitude needle (usually on the temperature
gauge), but not so much pressure as to exceed the pressure rating of the
boiler (usually thirty pounds). If the distance from the basement floor to
the floor of the top units is forty (40) feet, then twenty (20) pounds of
pressure is required to push the water level up.
Inadequate pressure will cause air blocks (refer to C. Air Blocks) in the
system and will result in the following:
1. Banging of pipes.
2. Too much heat in the lower floors and not enough heat in the upper
floor (uneven heat distribution). The lower units would be heated
by hot water and the upper units would be heated inadequately by
steam or water vapor.
3. The boiler runs more than it should because of uneven transfer of
heat.
9-16
I
4. The return line water is much colder than it should be since it is
comprised of condensed steam and water vapor. The difference in
boiler temperature and return line temperature should be no more
than 30 degrees Fahrenheit. Where return line temperature is
more than 30 degrees Fahrenheit less than boiler temperature,
serious harm could be caused to the boiler.
5. When there is air in the system, the circulating pump has to work
too hard. It is designed to circulate water in a closed system (no
air) that is at proper operating pressure; it is not designed to pump
water at inadequate pressure to upper floors.
C. Air Blocks
Bleeders: Air, being lighter than water, will typically go to the units at each
end of the buildings. Once cold weather has set in, it is advisable to bleed
the system at least once a month to provide proper circulation. In mild
weather, some units may not have called for heat. When weather gets
colder, the zone valve will open, letting out trapped air.
NOTE: SHOULD A PRESSURE RELIEF VALVE FREEZE OR BECOME
STUCK, PRESSURE COULD BUILD UP AND THE BOILER COULD
EXPLODE. IF THE VALVE IS STUCK, OR IF /T LEAKS UNDER ITS
RATED PRESSURE (USUALLY 30 POUNDS), THE VALVE MUST BE
REPLACED.
D. Pressure Tank
1. A good rule of thumb is that the pressure tank should be one half
full of air. When the boiler is "cold" and goes into the heating cycle,
the pressure tank provides the "cushion" to prevent wide pressure
variations as the water is heated. (Pressure should not vary more
than 2-3 pounds from cold to hot).
2. If the pressure builds up too much while the water is being heated,
water should be let out of the pressure tank(s).
9-17
U
E
F
Low Water Cut-Off
All boilers are designed to automatically shut down when there is not
enough water in the system. Sometimes boilers will shut down due to a
small air block or buildup of sludge. To prevent this from happening,
perform the following steps monthly, or as needed.
1. Open valve on the bottom of the low water cut-off and let out
approximately one gallon of water, or until water is clean. If there is
no valve to release water, one should be installed.
2. Open the bleeder valve on top of the low water cut-off and let run
off until no bubbles are apparent. If there is no bleeder, one should
be installed.
NOTE: THE LOW WATER CUT OFF IS THE MOST COMMON CAUSE
OF BOILER MALFUNCTIONS DURING COLD WEATHER.
Circulating Pumps
1. Pumps must be oiled monthly. USE ONLY A FEW DROPS.
However, sealed units do not have to be oiled for the life of the
units.
2. Should the bearings be sloppy (loose) or should the pump leak, it
should be serviced BEFORE the heating season because the
system cannot be shut down in extremely cold weather.
3. Before the heating season begins, the pump(s) should be pulled
and the impellers should be checked for wear and must be
tightened. At the first sign of wear, an impeller should be replaced.
The mere fact that a pump is running does not ensure that it is
circulating water. Proper circulation of water is extremely important
to the operation of a hot water boiler.
4. When the boiler is on, circulating pumps must be ON AT ALL
TIMES to distribute the heat to the units; otherwise, you are just
heating the boiler room. The few pennies that may be saved by not
running a pump are insignificant compared to the cost of running a
boiler.
9-18
G. Sludge Buildup
Sludge and scale prevents the efficient transfer of heat to hot water. It
can also cause zone waves or pressure relief valve/safety devices to
malfunction and/or stick. To prevent sludge and scale buildup, do the
following:
1. Drain and flush the boiler at the end of the heating season. If there
is not atwo-inch drain at the bottom of the boiler, one must be
installed. Fresh water must be cycled through the boiler until the
water at the bottom comes out clear. Since this is a closed system,
it uses the same water over and over. If the water is cycled on an
annual basis, little sludge or scale will have the chance to
accumulate. When the inside of the system is clean, there will be a
more efficient transfer of heat and less chance of sticky zone valve
problems.
2. If you have extremely hard water, boiler chemicals may have to be
used.
H. Power Burners
NOTE: MOST BOILERS ARE GRAVITY FED, NOT POWER BURNERS.
However, in the larger complexes that do have power burners, the
following steps must be taken:
1. At either the end of the heating season or before the beginning,
remove safety panels around the boiler and use a brush to clean
off surfaces. Use awet/dry vac to suck up the accumulated
carbon.
2. If gas holes are partially or fully plugged, use a wire gauge to poke
through. If you do not feel comfortable with your ability to do this,
have a heating contractor clean the gas holes/jets.
9-19
J. Air Intake
A boiler needs plenty of fresh air to operate efficiently. Take the following
steps to ensure a continuous flow of fresh air:
1. Clean the outside screen to the air intake. DO NOT BLOCK THE
OUTSIDE AIR INTAKE in any way!
2. If the boiler room is too cold, get an auxiliary heater to protect the
pipes from freezing rather than waiting for warmer weather. Better
to clean the intake than starve the boiler for air.
K. Freezing of Pipes
When a property has experienced freezing of pipes in the units, it would
be advisable to mix boiler water to provide 10 percent glycol (antifreeze)
solution. Consult your heating contractor. See following CAUTION:
CAUTION: Where there is a heat exchanger on the boiler to provide
domestic hot water, no chemicals of any kind can be used. The heat
exchanger could leak into the domestic hot water system and cause
serious harm to any drinking water. It would be advisable to obtain
bids on installing domestic hot water heaters so that the boiler could
operate as a separate unit.
L. Energy Conservation
1. The boiler must be on to provide a minimum of 67 degrees
Fahrenheit at all times to the coldest units. However, this is based
on all windows and storm panels being closed. We will not turn
on/up the heat for a resident's failure to close all windows and
storm panels. Bearing this in mind, we will trust your judgment as
to when to turn the heat on/up/off. We do expect the boilers to be
off a minimum of three full months a year; for example, June 15
through September 15 or longer.
Other measures include, but are not limited to the following:
1. Insulate heating the domestic hot water pipes.
2. A night setback of between 5-10 degrees Fahrenheit between the
hours of 10:00 p.m. and 6:00 a.m. as part of a boiler control
system.
9-20
1
M
3. Boiler controls to vary water (boiler) temperature (depending on
type of controls) to provide less heat in mild weather and more heat
in extremely cold weather. NOTE: MANY BOILERS RUN AT A
SET TEMPERATURE. Example: 200 degrees Fahrenheit that is
maintained as long as the boiler is on. In October, you do not need
140 degrees Fahrenheit water. The difference of what fuel it takes
to heat the water from 140 degrees Fahrenheit to 200 degrees
Fahrenheit is wasted fuel. In the spring and fall, as much as 25 to
30 percent of fuel is wasted by overheating the boilers.
4. Leaky windows: If a window in the unit leaks, they must be (1)
caulked from the outside and (2) weather stripped and caulked
from the inside.
5. Air Conditioners: Where there is an air conditioner, it must be
covered by plastic on the outside and inside, or a weather tight
commercial (insulated) cover must be installed.
6. Doors: Doors must be weather-stripped and door sweeps installed
to keep out cold air and snow.
7. Insulation: If an upper unit is colder than the rest, check to ensure
that there is adequate attic insulation. Sometimes there may be
enough insulation, but is may not be distributed evenly. Where
loose fill insulation is used, this is especially common around air
vents where the insulation can be blown away causing "cold spots"
in the units.
NOTE: It is management's wish to see all properties certified as
energy efficient by a public utility. Have the utility in your area
conduct a "free" energy audit. By following the utility's suggestions,
and upon a re-inspection by the utility, all units can be certified as
energy efficient.
Limit Switches
Each boiler has a high limit and low limit switch. Use the following
settings:
1. Where boilers have effective indoor/outdoor controls, the low limit
switch should be set at 140 degrees Fahrenheit (Note: Boilers will
not run efficiently under 140 degrees Fahrenheit) and set at 200-
205 degrees Fahrenheit for the high limit. The boiler controls will
regulate boiler temperatures in between high and low limits.
9-21
2. Where there are no effective controls on the boiler to vary water
temperature, use the following rule of thumb (may vary up to 20
degrees Fahrenheit depending on weather conditions.)
a. Start heating season on October 15, low limit at 140 degrees
Fahrenheit, high limit at 150 degrees Fahrenheit.
b. October 15 until November 15, low limit 140 degrees
Fahrenheit, high limit 160 degrees Fahrenheit.
c. November 15 until December 15, low limit 150 degrees
Fahrenheit, high limit 180 degrees Fahrenheit.
d. December 15 until March 1, low limit 160 degrees
Fahrenheit, high limit 200 degrees Fahrenheit.
e. March 1 until April 1, low limit 150 degrees Fahrenheit, high
limit 180 degrees Fahrenheit.
April 1 until May 1, low limit 140 degrees Fahrenheit, high
limit 160 degrees Fahrenheit.
g. May 1 until the end of heating season, low limit 140 degrees
Fahrenheit, high limit 150 degrees Fahrenheit.
N. Energy Analysis
During January or February, a heating contractor should come out and
adjust the fuel/air mixture in the boiler to run at top efficiency by using an
energy analyzer. The reason why this must be done in extremely cold
weather is that the boiler should be at peak operating temperature to get
an accurate reading. You may find some very cold days in December
when this can be done.
Why is it important? Let's say a boiler is rated to run at 90 percent
efficiency; the technician finds that the boiler is only running at 75 percent
efficiency. This means that 15 percent of the gas is going up the stack
without being burned. By adjusting the boiler to 90 percent efficiency, we
will save 15 percent on fuel bills and provide the same amount of heat.
There will also be less carbon build up and gas holes/jets are less likely to
clog.
9-22
1
O. Boiler Failure
Should the boiler stop running (which is usually at night, during very cold
weather, or on the weekends) use the following procedure to get it started
up.
1. Check the water pressure. If water pressure has dropped, you may
have afrozen/broken pipe. Find the cause, correct or isolate the
problem, and put lost water back into the boiler.
2. Open the bleeder on top of the low water cutoff. If the boiler was
off due to an air block, it should re-start automatically.
3. Check the re-set button on the boiler. If the button is popped out,
reset it and the boiler should start. If it holds, wait until the boiler
reaches operating temperature and check back in several hours to
ensure that it is still running. If it pops back out, you have a short in
the system. If you suspect a short in the system, call a heating
contractor immediately.
4. Check the heating controls. If the boiler runs manually, but not on
the heating controls, let the boiler run manually and call a heating
service repairman to re-set the controls.
5. The 24 V Transformer that runs the gas valves may be burned out.
If there is power to the transformer, but no power past the
transformer, replace the transformer. This is the same type of
transformer that operates the zone valves.
6. Check the circuit breaker for the boiler room. A breaker may be
popped; if so, reset the breaker and the boiler should start. If the
breaker "pops" again, you have a short and an electrician must
be called immediately.
NOTE; IF NONE OF THE ABOVE WORKS, CALLA HEATING
SERVICEMAN ON AN EMERGENCY BASIS.
9-23
P. No Heat or Inadequate Heat
1. Check for heat loss such as an open window/storm panels,
uncovered air conditioners, etc.
2. Check to ensure that furniture or drapes are not blocking registers.
3. Check thermostat. There should be a spark when it is switched off
and on. If there is no spark, check the following:
a. The thermostat, if faulty, should be replaced.
b. A loose or broken wire should be checked to see if the wires
spark when the wires are touched together.
c. The 24 V Transformer may be burned out, if so, replace.
4. Check to see that the shut-off valves on each end of the heat run
are fully open.
5. Check the zone valve.
a. If the zone valve opens manually but does not operate with
the thermostat, you may have burned out the zone motor.
Replace the zone motor.
b. If you place the zone valve on manual and water still does
not come through, check the following:
(1) Bleed the air out of the system. There may be an air
block.
(2) The zone valve may be stuck in the closed position.
Perform the following:
a. Shut the water off on both ends of the heat
run.
b. Disassemble the zone valve body, free up the
sticky stem or remove sludge or obstructions.
If the stem will not budge, the entire zone valve
assembly must be replaced by a heating
contractor.
c. After the zone valve is repaired/replaced, open
the valves on each end of the heat run and
bleed out any air in the system.
9-24
l
6. If the heat run is hot, but the apartment is still cold, check the
following:
a.
b.
c.
d.
Turn the boiler up, but not past 205 degrees Fahrenheit.
Check to see if adequate fins were installed on the heat run.
Check the boiler pressure. You may not have proper
circulation.
The apartment may not have proper insulation or the
insulation may have become soggy or blown away.
e. In extremely cold weather, the boiler may not be able to
keep up with the demand. If possible, provide an auxiliary
electric heater or advise the resident to get one. This is
only after everything else has failed.
Q
R
Air Handling System
1. In buildings where there is an air handling system to mix inside air
with outside air in common areas, we would recommend that timers
be installed so they run only a few hours in mildly cold weather and
shut down completely during extremely cold weather.
Forced Air Furnaces
1. The following maintenance should be performed:
a. Change furnace filters every three months of use, or more
often if necessary.
b. Check fan motor belt for wear.
c. Oil fan motor belt and oil/grease blower bearings.
d. Annual check by a heating contractor.
9-25
1
S. Commercial Hot Water Heaters
1. Drain out five gallons from each tank monthly to prevent buildup of
sludge and scale.
2. Oil circulating pump monthly.
3. Have pump serviced at the same time boiler pump(s) is/are
serviced.
9-26
ATTACHMENT IX
RESIDENT SATISFACTION
SURVEY
CommonBond
COMMUNITIES
Satisfaction Survey
October 2006
Resident Satiafactlon Senbr Buildings t-y Ares
and Year
5
4.5
4 ^ Total 2006
~Tota12004
8.5
3
Rem 49 Mkt. Ad. Srv. Mgmt. lieu All Rem
Ave. Ave. Ave. Ave Ava. Avg.
Resident Satisfaction Overall and
by Area
Special Needs Buildings
5.0
4.0
3.0
2.0
P,O, ~a~, PJ~. P~0 PJ~. PyO.
~~'~' ~(J' ~~'~: OZ'S' `~®t~
Q
^Advantage
Services
Buildings
^ External
Provider
Buildings
oaR
CommonBond
Snecisl Need
Bob Manske Consulting, Ina.
3516 Harting Street, St. Anthony, MN 55418
Solutions for QuaUty Improvemenf
Westport Properties, Inc.
6715 Penn Avenue South
Richfield, Minnesota 5543
Office: 61~-gzz-9533
Cell: biz-ego-o888
ci~d reit~r a;~P.r~st~~rt-rr,n.ccm
www.westport-mn.com
Professional Property Management Services ^
A C 4RD~, DATE (MM/DDfYYYY,
CERTIFICATE OF LIABILITY INSURANCE 11~2o~2ooa
PRODUCER (952) 903-2300 FAX: (952) 903-2395 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
Hendrickson Agency Inc. HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
6400 Flying Cloud Drive ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
Suite 160
Eden Prairie MN 55344 INSURERS AFFORDING COVERAGE NAIL #
INSURED INSURER A: LE:X1n tOri Insurance
Westport Properties, Inc. INSURERB:The Hartford
6715 Penn Ave INSURER C:
Sll7-te 2 INSURER D:
Richfield MN 55416-4288 INSURER E:
E BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY
THE POLICIES OF INSURANCE LISTED BELOW HAV
TRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN,
REQUIREMENT, TERM OR CONDITION OF ANY CON
THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLU SIONS AND CONDITIONS OF SUCH POLICIES.
A GREGATE LIMITS SHOW MAY HAVE BEEN REDUCED BY PAID CLAIMS.
pOLICYEFFECTIVE POLICY EXPIRATION
'
LIMITS
INSR ADD
L TYPE OF INSURANCE POLICY NUMBER DATE MM/DD DATE MMlDDlYY
EACH CCURRENCE $ 1,000,000
GENERAL LIABILITY DAMAGE TO RENTED
$ 50 , 000
X COMMERCIAL GENERAL LIABILITY PREMISES Ea occurrence 0
A CLAIMS MADE ~ OCCUR 0352683 1/1/2008 1/1/2009 MEDEXP An one arson $
PERSONAL&ADVINJURY $ 1,000,000
GENERAL AGGREGATE $ 2,000,000
PRODUCTS-COMP/OPAGG $ 1,000,000
GEN'LAGGREGATELIMITAPPLIESPER:
POLICY JECT X LOC
AUT OMOBILE LIABILITY COMBINED SINGLE LIMIT
(Ea accident) $ 1 , 000 , 000
ANY AUTO
0352683
1/1/2008
1/1/2009
gODILYINJURY
A ALL OWNED AUTOS
(Per person) $
SCHEDULED AUTOS
X HIRED AUTOS BODILY INJURY
(Per accident) $
X NON-OWNED AUTOS
PROPERTY DAMAGE $
(Per accident)
AUTO ONLY - EA ACCIDENT $
GA RAGE LIABILITY
OTHER THAN E C $
ANY AUTO AUTO ONLY:
AGG $
Y E H U R- E $
EXCESS/UMBRELLA LIABILIT
~ AGGREGATE $
CLAIMS MADE
X OCCUR 000
$ 25,000,
7 1/1/2008 1/1/2009 $ 25,000,000
A DeoucTIBLE 040359
$
RETENTION S
OE H-
T
T-
S
N AND
I
I
~
A
TOR
O
WORKERS COMPENSAT
EMPLOYERS' LIABILITY E.L. EACH ACCIDENT $
ANY PROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBER EXCLUDED?
E.L. DISEASE - EA EMPLOYEE
$
If yes, describe under E.L. DISEASE -POLICY LIMIT $
SPECIAL PROVISIONS below
000
100
OTHER Crime 418DDDX6999 3/29/2008 3/29/2009 Employee Dishonesty ,
g Deductible 1, 000
DESCRIPTION OF OPERATIONS/LOCATIONSNEHICLES/EXCLUSIONS ADDED BY ENDORSEMENTISPECIALPROVlSIONS
FICA
City of Mound HRA
5341 Maywood Road
Mound, M[Q 55364
SHOULD`ANY.OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE
EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL
3O DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT
FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE
AUTHORIZED REPRESENTATIVE ~.~
J Hendrickson/JOANNE
Af`AD11 r`ARDr1RATIAAI 4QRA
ACORD 25 (2001/08) - - ~- ----
Penn 'I of 7
ItiCfl9R in+no~ ne..
Properties Managed by Wesport Properties
Name City
Aldrich Avenue Apartments Minneapolis
Arbors @ St. Anthony St. Anthony
Bayard Bungalows St. Paul
Broadmoor Eden Prairie
Bryant Avenue Apartments Minneapolis
City Walk Woodbury
Elmroe Apartments Minneapolis
English Manor Woodbury
Gutterson Properties Minneapolis/St. Paul
Indian Knoll Manor Mound
Intown on Lake Minneapolis
Kilian Estates St. Michael
Langley Lake Elmo
Linnea Gardens St. Anthony
Mews Woodbury
Oliver Avenue Apartments Richfield
Otis Apartments St. Paul
Penn Avenue Apartments Richfield
Queen Apartments Richfield
Selby Mackubin Lofts St. Paul
Shoreview Apartments Shoreview
St. Anthony Apartments St. Anthony
Steiger Lake Victoria
Summit Avenue Apartments St. Paul
Terri Place St. Paul
Cynthia Reiter
6715 Penn Avenue South
Richfield, Minnesota
Office: 612.922.9533
Mobile: 612.290.0888
cindyreiter@westport-mn.com
www.westportproperties-mn.com
XDerl2n
I established Westport Properties in 1991, after being in the property management business
for 11 years and am the sole proprietor. Since 1980 I have been active in all facets of the
management business. With more than 25 years of extensive experience in management of
new construction and renovations my expertise lies at both ends of the spectrum - I have
managed old restored buildings as well as working with newly constructed buildings.
My experience is in market rate housing, subsidized housing, tax credit properties, tax
exempt bonds, public housing, cooperative housing, resident association management,
commercial real estate.
My career began as a resident manager of a 144 unit project based section 8 building. For
the first few years of my career I over saw 950 units of affordable project based section 8
housing. With my diverse background and experience in affordable housing I am well
versed in the social and economic needs of residents as well as the impact these situations
have on the buildings we manage.
From there I went on to assist a development team in the construction of 3500 units; being
in charge of the lease up and day to day operations of the buildings. This understanding
also, has a huge impact on the buildings we manage. In addition, I perform financial
analysis and forecasting of income and expenses on rehabs and new acquisition properties
for our clients.
I hold a Minnesota Broker's license, am a Certified Occupancy Specialist and am a member
of MMHA, and the Board of Realtors, Second Chair the Common Interest Community
Committee, I sit on the board of directors for Minnesota Attainable Housing Corporation and
the Advisory Committee setting policy for Tobacco Law & Secondhand Smoke.
BUDGETING INFORMATION
Mound HRA
2006-2007 Operating Budget
General Summary
Operating Receipts
Dwelling Rental $128,630
Excess Utilities $ 60p
Total Rental Income $133,430
Operating Expenditures -Administration
Administrative Salaries $ 29,000
Legal Expenses $ 1,200
Staff Training $ 1,000
Travel $ 1,350
Accounting Fee's $ 3,150
Auditing Fee's $ 7,500
Other Administrative Expenses $ 24,030
Total Administrative Expenses $ 67,630
Tenant Services Total $ 600
Utilities
Water $ 3,000
Electricity $ 15,540
Gas $ 36,700
Other Utilities Expense $ 11,960
Garbage Removal $ 5,400
Total Utilities Expense $ 72,600
Ordinary Maintena~zce & Operation
Labor $ 32,870
Materials $ 7,800
Contract Costs $ 9,880
Total Ordinary Maintenance & Operation Expense $ 50,550
Protective Services Total
General Expe~zses
Insurance
Payments In Lieu of Taxes
Employee Benefits Contribution
Total General Expenses
Total Expenditures
Residual Receipts
(before HLTD Contributions)
Total Contributions Earned
(Operating Sub.-Cur. Yr)
****Amount May Change*****
$ 700
$11,560
$ 3,130
$14,640
$29,330
$221,410
($87,980)
$ 86,225
Residual Receipts (or Deficit) ($1, 755)
Operating Budget us. Department of Housing
and Urban Development
Office of Public and Indian Housing
See page four for instructions and Public reporting burden statement
"OMB Approval No. 2577-0026 (exp. 9/30/2006)
Type of Submission b. Fiscal Year Ending c. No. of months (check one)
a d. Type of HUD assisted project(s)
.
~X original ~ Revision No.: 09/30/07 ^X 12 mo. ^Other (specify) 01 ^X PNA/IHA-Owned Rental Housing
Name of Public Housing Agency/Indian Housing Authority (PHA/IHA)
e 02 ^IHA Owned Mutual Help Homeownership
.
MOUND HOUSING AUTHORITY D3 ^PHA/IHA Leased Rental Housing
Address (city, State, zip code)
f 04 ^PHA/IHA Owned Turnkey III Homeownership
. 05 ^PHA/IHA Leased Homeownership
MOUND MN 55364
g. ACC Number h. PAS/LOCOS Project No. i. HUD Field Office
C-858 MN07400107S
s
Un
wellin
0 of D
'. N .
9
1
o the
nit M n
o. of
k. o'ects
r
. No. of P
m
1
be
Availa I
48
6
57
Actual ^X Estimates
Last Fiscal ~ or Actual Re nested Budget Estimates
Yr. Current Budget y PHA/IHA Estimates HUD Modifications
Line Acct 09/30/05 09/30/06 Amount ,Amount
No. .
No. Description PUM PUM PUM (to nearest $1 D) PUM (to nearest $10)
(1) (2) (3) (4) (5) (6) (7)
Homebuyers Monthly Payments for:
010 771D O eratin Ex ense 0.00
020 7712 Earned Home Pa ments 0.00
030 7714 Nonroutine Maintenance Reserve 0.00
040 Total Break-Even Amount sum of lines 010, 020, and 030 0.00 0.00 0.00 0
050 7716 Excess or deficit in Break-Even 0.00
060 7790 Homebu ers Monthl Pa ments -Contra 0.00
Operating Receipts
070 3110 Dwellin Rental 216.08 223.99 223.32 128 630
080 3120 Excess Utilities 1.04 1.04 600
090 3190 Nondwellin Rental 0.00 0
100 Total Rental Income sum of lines 070, 080, and 090 216.08 225.03 224.36 129,230
110 3610 Interest on General Fund Investments 0.52 0.69 0.09 50
120 3690 Other Income 6.60 3.85 7.20 4 150
130 Total Rental Income sum of lines 100, 11D, and 120 223.20 229.57 231.65 133 430
Operating Ex enditures-Administration:
140 4112 Administrative Salaries r PR 63.32 59.38 51.04 29 400
08
2 1 200
150 4130 Le al Ex ense .
160 4140 Staff Trainin 1.39 1.74 1 000
170 4150 Travel 0.28 1.04 2.34 1 350
180 4170 Accountin Fees 5.94 5.28 5.47 3150
190 4171 Auditin Fees 12.15 13.02 13.02 7,500
200 4190 Other Administrative Ex enses 48.00 44.74 41.72 24 030
210 Total Administrative Ex ense sum of line 140 thru line 200 129.69 124.85 117.41 67,630
Tenant Services:
220 4210 Salaries 0.00 0
23D 4220 Recreation, Publications and Other Services 1.04 1.04 600
240 4230 Contract Costs, Trainin and Other 0.00
250 Total Tenant Services Ex ense sum of lines 220, 230, and 240 0.00 1.04 1.04 600
Utilities:
5
12 3
47 5
21 3 000
260 4310 Water . . .
270 4320 Electrici 27.05 25.28 26.98 15 540
280 4330 Gas 43.76 63.72 63.72 36 700
290 4340 Fuel 0.00 0
300 4390 Other Utilities Ex ense 22.12 17.64 20.76 11 960
310 4391 Garba a Removal 9.63 12.50 9.38 5 400
320 Total Utilities Ex ense sum of line 260 thru line 31D 107.68 122.61 126.04 72 600
0.00
rorm rluu-o~obv(.sro5/
Previous editions are obsolete Page 1 of 4 ref. Handbook 7475.1
Name of PHA/IHA Fiscal Year Ending
~~,,~ loin uni icinin at irunRlTV 09/30/07
Actual X^ Estimates
Last Fiscal ~ orActual
Yr. current eudget Yr. HUD Modifications
Li Acct 09/30/05 09/30/06 Amount Amount
ne
No .
No Description PUM PUM PUM (to nearest $10) PUM (to nearest $10)
. . (1) (2) (3) (4). (5) (6) ~7)
Ordinary Maintenance and Operation:
08
72 74
11 57.07 32,870
330 4410 Labor . .
77
11 13
19 13.54 7,800
340 4420 Materials . .
46
17 16
77 17.15 9,880
350 4430 Contract Costs . .
360 Total Ordinary Maintenance & O eration Ex ense (lines 330 to 350) 101.31 104.07 87.76 50,550
Protective Services:
0
00
370 4460 Labor .
380 4470 Materials 0.00
390 4480 Contract Costs 0.70 1.46 1.22 700
400 Total Protective Services Ex ense sum of lines 370 to 390 0.70 1.46 1.22 700
General Expense:
23
21
20
07
20.07
11560
410 4510 Insurance . .
5
42 5
47 5.43 3 130
420 4520 Pa ments in Lieu of Taxes . .
430 4530 Terminal Leave Pa ments 0.00
440 4540 Em to ee Benefits Contributions 24.88 25.42 25.42 14,640
450 4570 Collection Losses 1.38 0.00 0
460 4590 Other General Ex ense 0.00
470 Total General Ex ense sum of lines 410 to 460 52.91 50.96 50.92 29 330
480 Total Routine Ex ense sum of lines 210, 250, 320, 360, 400, and 470 392.29 404.99 384.39 221 410
Rent for Leased Dwellings:
490 4710 Rents to Owners of Leased Dwellin s 0.00
500 Total O eratin Ex ense sum of lines 480 and 490 392.29 404.99 384.39 221,410
Nonroutine Expenditures:
510 4610 Extraordina Maintenance 0.00 0
520 7520 Re lacement of Nonex endable E ui ment 0.00 0
530 7540 Pro a Betterments and Additions 0.00 0
540 Total Nonroutine Ex enditures sum of lines 510, 520, and 530 0.00 0.00 0.00 0
550 Total O eratin Ex enditures sum of lines 500 and 540 392.29 404.99 384.39 221 410
Prior Year Adjustments:
560 6010 Prior Year Adjustments Affectin Residual Recei is 2.36 0.00
Other Expenditures:
570 Deficient in Residual Recei is at End of Precedin Fiscal Yr. 0.00
580 Total Operating Expenditures, including prior year adjustments and
other ex enditures line 550 lus or minus line 560 lus line 570 394.65 404.99 384.39 221 410
590 Residual Receipts (or Deficit) before HUD Contributions and
rovision for o eratin reserve line 130 minus line 580 171.45 175.42 152.74 87 980
HUD Contributions:
600 8010 Basic Annual Contribution Eamed-Leased Pro"ects:Current Yea 0.00
610 8011 Prior Year Adjustments - Debit Credit 0.00
620 Total Basic Annual Contribution line 600 lus or minus line 610 0.00 0.00 0.00 0
630 8020 Contributions Earned-O .Subsid :-Cur. Yr.(before year-end ad') 125.95 119.61 149.70 86,225
640 Mandato PFS Adjustments net : 0.00
650 Other s ecif 0.00
00
0
660 Other s eci .
670 Total Year-End Ad'ustments/Other lus or minus lines 640 thru 660) 0.00 0.00 0.00 0
680 8020 Total O eratin Subsid -current ear (line 630 plus or minus line 670) 125.95 119.61 149.70 86 225
690 Total HUD Contributions sum of lines 620 and 680 125.95 119.61 149.70 86 225
700 Residual Receipts (or Deficit) (sum of line 590 plus line 690)
Enter here and on line 810 45.50 55.81 3.05 1 755
form HUD-52564(3/95)
-.C LI...-JL....I. ~A-]C ~
Previous editions are obsolete Page 2 of 4
Name of PHA/IHA Fiscal Year Ending
nl InlAlr+ AI ITLJ(IDITV 09/30/07
IVI l1V I V LJ 1lv vvil~v r~~ I
Operating Reserve PHA/IHA Estimates HUD Modifications
Part 1 -Maximum Operating Reserve -End of Current Budget Year
740 2821 PHAIIHA-Leased Housing -Section 23 or 10(c)
50% of Line 480, column 5, form HUD-52564
Part II-Provision for and Estimated or Actual O eratin Reserve at Fiscal Year End
780 O eratin Reserve at End of Previous Fiscal Year -Actual for FYE date
790 Provision for Operating Reserve -Current Budget Year (check one)
^X Estimated for FYE
Actual for FYE
800 Operating Reserve at End of Current Budget Year (check one)
~X Estimated for FYE
Actual for FYE N/A
810 Provision for Operating Reserve -Requested Budget Year Estimated for FYE
Enter Amount from line 700 0
820 Operating Reserve at End of Requested Budget Year Estimated for FYE
Sum of lines SOD and 810 0
830 Cash Reserve Requirement- 25 % Of line 480
0
Comments
PHA / IHA Approval Name
Title
Signature
Field Office Approval Name
Title
Signature
Date
Date
lunrl nuu-acoo•t~wao~
.Previous editions are obsolete Page 3 of 4 ref. Handbook 7475.1
Operating Budget U.S. Department of Housing
Schedule of All Positions and Salaries and Urban Development
Office of Public and Indian Housing
and Pnhlin rennrtinn harden statement
Nemv of Haualnp Aufhadty Lvwlily Flecal Year EI
MOUND HOUSING AUTHORITY MOUND, MN 55364 09/30/08
Piecent Recu ected Bud get Year Alionticn N Svlanec by Pn
Salary Eagm vhtl Payment
PvaOivn Title and Name Rah
By Organizegvnal unit entl FuncOOn Aa of (tlale) aehry a aecgon a Other
Rah MoMhe Amount Manapemenl veemlzellw webpmeM Prvgnme Prvgramv Lvngvvlry
lt) (iv) (21 13 (/) ( (~ (7) (0) (0) (1g) (11
Administrative:
D
ADMINISTRATIVE STAFF A-NT 29,400 32,500 12 32,SD0 32,5D0
D
D
0
Total Administrative: 3z,soD
Tenant Services
0
D
Total Tenant Services: D
Maintenance:
D
MAINTENANCE STAFF M 32,870 34,000 12 34,000 34,OD0
0
0
0
0
Total Maintenance: 3a,DDD
rP the hest of my kncMedge, ell iha Infonnaticn stated herein, as well ae any InPormatlon provided
yJarning: HUD well prosecute false clalme end statements, CatNlctlcn may result dt cdminel antl In the ecw
/or cMl pe mpanlment her
nalties (10 U.S. eMth, la we
C. 1001, 1010 and acc
, 1012;3 urate.
1 U.S.C. 3729
, 3802) Fxenutlve Dlrac lar or Drsigne letl cl(Iclal Oete
PHQ Board Resolution U.S. Department of Housing OMB No, 2577-0026
Approving Operating Budget and Urban Development (exp. 9/30/2006)
Office of Public and Indian Housing -
Real Estate Assessment Center (PIH-REAC)
Public reporting burden for this collection of information is estimated to average 10 minutes per response, including the time for reviewing instructions,
searching existing data sources, gathering and maintaining the data needed, and completing and reviewingthe collection of information. This agency may not
collect this information, and you are not required to complete this form, unless it displays a currently valid OMB control number.
This information is required by Section 6(c)(4) of the U.S. Housing Act of 1937. The information is the operating budget for the low-income public housing
program and provides a summary of the proposed/budgeted receipts and expenditures, approval of budgeted receipts and expenditures, and justification of
certain specified amounts. HUD reviewsthe information to determine if the operating plan adopted by the public housing agency (PHA) and the amounts are
reasonable, and that the PHA is in compliance with procedures prescribed by HUD. Responses are required to obtain benefits. This information does not lend
itself to confidentiality.
PHA Name: MOUND HOUSING AUTHORITY PHA Code: MN074
PHA Fiscal Year Beginning: 10/1/2006 Board Resolution Number
Acting on behalf of the Board of Commissioners of the above-named PHA as its Chairperson, I make the following
certification and agreement to the Department of Housing and Urban Development (HUD) regarding the Board's
approval of (check one or more as applicable):
DATE
Operating Budget approved by Board resolution on:
Operating Budget submitted to HUD, if applicable, on:
Operating Budget revision approved by Board resolution on
Operating Budget revision submitted to HUD, if applicable, on:
I certify on behalf of the above-named PHA that:
1. All statutory and regulatory requirements have been met;
2. The PHA has sufficient operating reserves to meet the working capital needs of its developments;
3. Proposed budget expenditure are necessary in the efficient and economical operating of the housing for the
purpose of serving low-income residents;
4. The budget indicates a source of funds adequate to cover all proposed expenditures;
5. The PHA will comply with the wage rate requirement under 24 CFR 968.110(c) and (f); and
6. The PHA will comply with the requirements for access to records and audits under 24 CFR 968.110(1).
I hereby certify that all the information stated within, as well as any information provided in the accompaniment herewith,
if applicable, is true and accurate
Warning: HUD will prosecute false claims and statements. Conviction may result in criminal and/or civil penalties. (18
U.S.C. 1001, 1010, 1012.31, U.S.C. 3729 and 3802)
Print Board Chairperson's Name: Signature: Date:
Previous editions are obsolete form HUD-52574 (08/2005)
Operating Budget U.S. Department of Housing "OMB Approval No.2577-0026 (Exp. 9/30/2006)
Summary of Budget Data and Justifications and Urban Development
Office of Pubic and Indian Housing
Public Reporting burden for this collection of information is estimated to average 45 minutes per response, including the time for reviewing instructions, searching
existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agency may not conduct
or sponsor, and a person is not required to respond to, a collection of information unless that collection displays a valid OMB control number.
This information is required by Section 6 (c)(4) of the U.S. Housing Act of 1937. The information is the operating budget for the low-income housing program
and provides a summary of proposed/budget receipts and expeditures, approval of budgeted receipts and expenditures, and justification of cerhain specified
amounts. HUD reviews the information to determine if the operating plan adopted by the PHA and the amounts are reasonable and that the PHA is in compliance
with procedures perscribed by HUD. Responses are required to obtain benefits. This information does not lend itself to confidentiality.
Name of Local Housing Authority Locality Fiscal Year Ending
MOUND HOUSING AUTHORITY
Operating Receipts
09/30/07
Dwelling Rental: Explain basis for estimate. For HUD-aided low-rent housing, other than Section 23 Leased housing, state amount of latest available total
H/A monthly rent roll, the number of dwelling units available for occupancy and the number accepted for the same month end. Cite HA policy revisions and
economic and other factors which may result in a greater or lesser average monthly rent roll during the Requested Budget Year. For Section 23 Leased housing,
state the number of units under lease, the PUM lease price, and whether or not the cost of utilities is included. If not included, explain method for payment at
utility costs by HA and/or tenant.
Rent Roll for 08/01/06 10729
Units Occupied 48
X 1.03
Actual Occupancy Percentage X 97°~
Units Months Available X 576
TOTAL: 128,630
Excess Utilities; (Not "for Section 23 Leased housing.) Check appropriate spaces in item 1, and explain "Other". Under item 2, explain basis for determining
excess utility consumption. For example, Gas; individual check meters at OH-1 DO-1, proration of excess over allowances at OH-100-2, etc. Cite effective data
of present utility allowances. Explain anticipated changes in allowances or other factors which will cause a significant change in the total amount of excess
utility charges during the Requested Budget Year.
1. Utility Services Surcharged: Gas Electricity X^ Other (Specify)
2. Comments
A/C 600
TOTAL: 600
Nondwelling Rent: (Not for Section 23 Leased Housing.) Complete Item 1, specifying each space rented, to whom, and the rental terms. For example: Community
Buildirig Space -Nursery School - $50 per month, etc. Cite changes anticipated during the Requested Budget Year affecting estimated Non-dwelling Rental Income.
Space Rented To Whom Rental Terms
2. Comments
TOTAL: 0
form HUD-52573 (3195)
Previous Editions are obsolete Page 1 of 4 ref Handbooks 7475.1
Interest on General Fund Investments: State the amount of present General Fund investment and the percentage of the General Fund it represents. Explain
circumstances such as increased or decreased operating reserves, dwelling rent, operating expenditures, etc., which will affect estimated average monthly
total investments in the Requested Budget Year. Explain basis for distributions of interest income between housing programs.
SAVINGS & MM CKG 50
TOTAL: 50
Other Comments on Estimates of Operating Receipts: Give comments on all other significant sources of income which will present a clear and understanding
of the HA's prospective Operating Receipts situation during the Requested Budget Year. For Section 23 Leased housing explain basis for estimate of utility
charges to tenants.
DAMAGES & LATE FEES 400
LAUNDRY 3,750
TOTAL: 4,150
Operating Expenditures
Summary of Staffing and Salary Data
Complete the summary of information below on the basis of information shown on form HUD-52566, Schedule of all Positions and salaries, as follows:
Column (1) Enter the total number of positions designated with the corresponding account line symbol as shown in Column (1), form HUD-52566.
Column (2) Enter the number of equivalent full-time positions allocable to HUD-aided housing in management. For example: A HA has three "A-NT" positions
allocable to such housing at the rate of 80°~, 70°k, and 50°~ respectively. Thus, the equivalent full-time position is two. (8/10 + 7/10 + 5/10).
Column (3) Enter the portion of total salary expenses shown in Column (5) or Column (6), form HUD-52566, allocable to HUD-aided housing in management, other
than Section 23 Leased housing
Column (4) Enter the portion of total salary expenses shown in Column (5) or Column (10), form HUD-52566, allocable to Section 23 Leased housing in management.
Column (5) Enter the portion of total salary expense shown in Column (5) or Column (7), form HUD-52566, allocable to Modernization programs (Comprehensive
Improvement Assistance Program or comprehensive Grant Program).
Column (6) Enter the portion of total salary expense shown in Column (5) or Column (9), form HUD-52566, allocable to Section 8 Programs.
Note: The number of equivalent full-time positions and the amount of salary expenses for all positions designated "M" on form HUD-52566 must be equitably .
distributed to account lines Ordinary Maintenace and Operation- Labor, Extraordinary Maintenance Work Projects, and Betterments and
n ~a:~:,..... 1A/n r4 Drn icrtc
-
Equivalent HUD-Aided Mana ement Nro ram
Sala Ex enses
Account Line Total Number
of positions
1 Full-Time
Positions
2
Management
3 Section 23 leased
Housing Only
4 Modernization
Programs
5 Section 8
Program
6
Administration--Nontechnical Salaries 1
Administration--Technical Salaries 1
Ordinary Maintenance and Operation--Labor 1
Utilities--Labor 1
Other (Specify) (Legal, etc.) 1
Extraordinary Maintenance Work Projects 2
Betterments and Additions Work Projects 2
1 Carry forward to the appropriate line on HUD-52564, the amount of salary expense shown in column (3) on the corresponcing line auuve. ~..a~ ~ y ~~~ rva~ ~ ~~ ~~ ~_
appropriate line on HUD-52564 (Section 23 Leased Housing Budget), the amount of salary expense shown in column (4) on the corresponding line above.
2 The amount of salary expense distributed to Extraordinary Maintenance Work Projects and to Betterments and Additions Work Projects is to be included in the cost
of each individual project to be erformed b the HA staff, as shown on form HUD-52567. form HUD-52573 (3/95)
Paae 2 of 4 ref Handbooks 7475.1
Specify all proposed new positions and all present positions to be abolished in the Requested Budget Year. Cite prior HUD concurrence in proposed stafFng
changes or present justification for such changes. Cite prior HUD concurrence in proposed salary increases for Administration staff or give justification and
pertinent comparability information. Cite effective date for current approved wage rate (form HUD-52158) and justify all deviations from these rates.
SEE HUD FORM 52566
Travel, Publication, Membership Dues and Fees, Telephone and Telegraph, and Sundry: In aadltlon to "~ustincanon ror i ravel io wuvecuui i anu
Meetings" shown on form HUD-52571, give an explanation of substantial Requested Budget Year estimated increase over the PUM rate of expenditures for
these accounts in the Current Budget Year. Explain basis for allocation of each element of these expenses.
SEE HUD FORM 52571
Utilities: Give an explanation of substantial Requested Budget Year estimated increase over the PUM rate for each utility service in the
Current Budget Year. Describe and state estimated cost of each element of "Other Utility Expense:'
Water 3,000
Electricity 15,540
Gas 36,7D0
Fuel
Other Utilities 11,960
Garbage 5,400
TOTAL: 72, 6D0
Ordinary Maintenance &Operation--Materials: Give an explanation of substantial Requested Budget Year estimated increase over the PUM rate of
expenditures for matters in the Current Budget Year.
SUPPLIES & MATERIALS
7,800
TOTAL: 7, 600
Ordinary Maintenance &Operation--Contract Costs: List each ordinary maintenance and operation service contracted for and give the estimated cost
for each. Cite and justify new contract services proposed for the Requested Budget Year. Explain substantial Requested Budget Year increases over the PUM
rate of expenditure for Contract Services in the current Budget Year. If LHA has contract for maintenance of elevator cabs, give contract cost per cab.
ELEVATOR 2,400
WATER SOFTENER 1 560
LAWN CARE 1,400
PEST CONTROL 720
FIRE SECURITY 6D0
M I SC CONTRACTS 1, 200
SNOW REMOVAL 2,000
TOTAL: 9, 880
form HUD-52573 (3(95)
_ _ , , _ ___ _~__~..... Pape 3 of 4 ref Handbooks 7475.1
Insurance: Give an explanation of substantial Requested budget Year estimated increases in the PUM rate of expenditures for insurance over tha Current
Budget Year. Cite changes in coverage, premium rates, etc.
W/C
COMMERCIAL PKG
BOND
6,360
5,OD0
200
TOTAL 11,560
Employee Benefit Contributions: List all Employee Benefit plans participated in. Give justification for all plans to be instituted in the Requested Budget Year
for which prior HUD concurrence has not been given
FICA $ 62,270 X 7.65% 4,760
EMPLOYEE BENEFITS 9,120
UNEMPLOYMENT 760
TOTAL: 14, 640
Collection Losses: State the number of tenants accounts receivable to be written off and the number and total amount of all accounts receivable for both
present and vacated tenants as of the month in which the estimate was computed
TOTAL: 0
Extraordinary Maintenance, Replacement of Equipment, and Betterments and Additions: Cite prior HUD approval or give justification for each nonroutine
work project included in the Requested Budget and for those for future years which make up the estimate on form HUD-52570. Justifying information
incorporated on or attached to formHUD-52567 need not be repeated here.
SEE HUD FORM 52567
Contracts: List all contracts, other than those listed on page 3 of this form under Ordinary Maintenance & Operation (OMO). Cite the name of the contractor,
type of contract, cost of contract and contract period. Justification must be provided for all contract services proposed for the requested Budget Year (RBY).
Explain substantial RBY increases over the PUM rate of expenditure for these contracts on the Current Budget Year
form HUD-52573 (3/95)
Previous Editions are obsolete Page 4 of 4 ref Handbooks 7475.1
Version 7/03
/' 1 d'J,f'Ld C..r-9 1 1 V l of i` lJK
` 2. DATE SUBMITTED Applicant Identifier
~~^^
~~~~~~~ r~J~~~~i~~CE 949886675
1. TYPE OF SUBMISSION: 3. DATE RECEIVED BY STATE State Applicaton Identffier
Applicatfon Pre-application
^ Construcrtion ^ Constvction 4. DATE RECEIVED BY FEDERAL AGENCY Federal Identifier
Non-Construction ^Hon-Construction M N 0 7 4 0 0 1 0 7 D
5. APPLICANT INFORMATION
al Name:
Le Or anizational Unit: MOUND HOUSING AUTHORITY
g
MOUND HOUSING AUTHORITY De artment
Or anizadona! DUNS: 94 988 6 6 75 Dfvisfon
Address: Name and telephone number of person to be contacted on matters involving this
Street: application (give area code)
5341 MAYWOOD RD Prefix First Name: KIM
Ci MOUND Middle Name:
Coun HENNEPIN CD. Last Name: BRITZ
State: MN Zi : 55364 Suffix:
country: UNITED STATES Email: ks6ritzC~comcast.net
EJ1V):
ONN
U
MB
ER
NT
I
FI
CA
TI
R IDE
P
LO
YE
6. EM Phone Number (give area code) Fax Number (glue area code)
`
~,
,
~
,
~
'
I
,
~
~
~
,
~
4 ! ~ " I ~ ll y -ll °-ll ~ 1~ 4 .ll~^ 763-784-3808 763-784-3809
8. TYPE OF APPLICATION: 7. TYPE OF APPLICANT.• (See back of form for Application Types)
Q New ^ Continuatlon ^ Revision
G
If Revision, enter appropdate fetter(s) in box(es)
(See back of form for description of letters.) _, Other (specify)
I~
Other (specify) 9. NAME OF FEDERAL AGENCY:
U.S. De artment of Housin and Urban Development
E NUMBER:
10. CATALOG OF FEDERAL pOMEST]C ASSISTANC 71. DESCRIPTIVE TITLE OF APPLICANT'S PROJECT.•
~ ~ ~ ~ ~
E
TITLE (Name of Pro ram): Public and Indian Housin Operating subsidy eligibility for all projects currently listed on the
Annual Contributions Contract between the PHA and HUD
12. AREAS AFFECTED BY PROJECT (cities, counties, stares, etc.):
HENNEPIN CO. MOUND MN
13. PROPOSED PROJECT 74. CONGRESSIONAL DISTRICTS OF:
Start Date: 1/01/ 2007 Endin Date: 12/31/ 2007 a. A licant MN 3rd b. Pro'ect MN 3rd
15. ESTIMATED FUNDING: 16. IS APPLICATION SUBJECT TO REVIEW BY STATE EXECUTIVE ORDER 12372
a. Federal $ 110,546.00 _ THIS PRF~IPPUCATION/APPLICATION WA5 MADE AVAILABLE TO
a, y~ I~ THE STATE EXECUTIVE ORDER 12372 PROCESS FOR REVIEW
b. Applicant $ ON
c. State $ DATE
d. Local $ b. No I X 1 PROGRAM IS NOT COVERED BY E. O. 12372
e. Ocher $ I ~ OR PROGRAM NAS NOT BEEN SELECTED BY STATE FOR
REVIEW
f. Program Income $ 127, 496.00 17. IS THE APPLICANT DELINQUENT ON ANY FEDERAL DEBT?
g. TOTAL $ 238,042.00 ^ Yes If "Yes" attach an explanation. ~ No
18. TO THE BEST OF MY KNOWLEDGE AND BELIEF, ALL DATA 1N THIS APPLICATION/PREAPPLJCATION ARE TRUE AND CORRECT. THE DOCUMENT HAS
BEEN DULY AUTHORIZED BY THE GOVERNING BODY OF THE APPLICANT AND THE APPLICANT WILL COMPLY WITH THE ATTACHED ASSURANCES IF TH
A
a. Autliodzed Re resentative
Prefix - first Name i &~~ f~1 Middle Name ~./''/~ e
Lasi Name ~Fd ~ L~~ Suffix
-
b. Title Executive Oirecfor /
er ive area code ~i ~~' ` ~~~' CI~-~"~''~
b
c. Tele hone Num
d. Signature of Authorized Reoresentative~ri~c-afi~-</ /
~
.Date Si ned ~ ~ /
Previous Edition Usable Standard corm 4ta tr<ev. a-cv~~l
Aurhod~ed for Local Reproduction Prescribed by OMB Circular A-702
~p@B'~$66~~ IFdBnCB t.8.~. ®epartrnen~ of B•~ousing arueE
~c~ICS~~~$0®B~ ®f ®~f:~°~~6G~g ~~~S6d~f ~9rben ®evel®pmen$
PHA-Owned Rental Housing ®ffice ®~ Public and Indian H®aasing
OMB Approval No. 2577-0029 (exp. 10/31/2008)
Public Reporting Burden for this collection of information is estimated to average .75 hours per response, including the time for reviewing instructions, searching existing data
sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This agencymay not collect this information, and you are not
This information is required by Section 9(a) of the U.S. Housing Act of 1937, as
valid OMB control number
a currentl
it di
l
l
.
y
ay
ess
sp
required to complete this form, un
and by 24 CFR Part 990 HUD regulations. HUD makes payments for the operation and maintenance oflow-income housing projects to PHAs. The Operating Fund
amended
,
determines the amount of operating subsidy to be paid to PHAs. PHAs provide information on the Project Expense Level (PEL), Utilities Expense Level (UEL), Other
Formula Expenses (Add-ons) and Formula Income -the major Operating Fund components. HUD reviews the information to determine each PHA's Formula Amount and the
funds to be obligated for the Funding Period to each PHA based on the appropriation by Congress. HUD also uses the information as the basis for requesting annual
appropriations from Congress. Responses to the collection of information are required to obtain a benefit. The information requested does not lend itself to confidentiality.
'Seutiort 1.
..
.
, ..
.
1. Name and Address of Public Housing.~gancy: 2. Fundin Period: 01/01/2007 to 12/31!2007
__ __ __ __
HRA of the City of Mour~'.'P'.9inne~^+`~ ~ ?% Original
nvood Road B. Type of Submission:
5341 Ma
~
' ' i Revision;No.
Mound, MN 55364',
4. ACC Number: - End: 6. Operating Fund Project Number:
~. Fisral Year
C'T858 ~ ~ •- 1=2131 i,-;03•/31 ! .' ~ _~ w~ ~.u MN07400107D
HUD Use Only
DUNS Number:- s-
7 .
.
,.
94:9886675 S. ROFO Code: 0546
- .:<
' ': Seettan, 2
Calculation of ACC Units fior 12-month eriod from Jui 1 to June 30 that is riot to the first da of the Fundin Period:
Units Added to ACC Units Deleted from ACC ACC Units on 6/30!2006
ACC Units on 711/2005
~,,... ,
0
,...
Requested by PHA :-.:'. , J..,_.. - ,_ 0: ,: 0
it `
HUD Modifications ' ` '`
.: :.
" ~ r4
Column A Column B Column C
Eligible Unit Months Resident Participation
Line Cate o
9 ry Unit Months EUMs Unit Months
No Req'd by PHA HUD Mod. Req'd by PHA HUD Mod. Req'd by PHA HUD Mod.
Cate orization of Unit Months:
Occu
• W
led Unit Months ~ _
~
Occupied dwelling units - by public housing ellglble ~ ' ~ - ~, ..
~,; ' `
~~ 11 `
.~~ .
01 i
family under lease _ ~a
Occupied dwelling units - by PHA employee, police
02 officer, or other security personnel who is not ,
~-..
otherwise eligible for public housing I
--
New units -- eligible to receive subsidy during the ~
03 -
Funding Period but not included on Lines 01, 02, or
~-
'1
05-13 of this section
New units - eligible to receive subsidy from 1011 to i ;,~r,
04 12/31 of previous funding period but not included on I~' J
~~
~
R%
'~ ~
~
previous Calculation of Operating Subsidy ~.
;~`~
~ ~ f
~
Vacant Unit Months -
05 Units undergoing modernization
06 Special use units ~°-~ J- -_ i'
Units on Line 02 that are occupied by police officers
06a
and that also qualify as special use units
07 Units vacant due to litigation ~ "~ ~ `- .
--~ ~•r:
~
T
08 Units vacant due to disasters ~
09 Units vacant due to casualty losses ~ ,
10 Units vacant due to changing market conditions "~ ~"' -' ~~~"~ ~tx
11 Units vacant and not categorized above _ _ -'
Other ACC Unit Months
;:
Units eligible for asset repositioning fee and still on tvi::
0.
12 ACC occupied or vacant ~'
13 All other ACC units not categorized above ~ ~ 0 I., '
Operating Fund Project No.: MN07400~107~
Calculations Based on Unit Months:
14 Limited vacancies Q ~ ' ~.-
15 Total Unrt Months ~
16 Units eligible for funding for resident participation ,
activities (Line 15G divided by 12)
S ec ial Provision for Calculation of Utilities Ex ense Level: _
Unit months for which actual consumption is
included on Line 01 of form HUD-52722 and that
;,
17 were removed from Lines 01 through 11, above, ~~
because of removal from inventory, including
eligibility for the asset repositioning fee _ _ -
Sectron 3.,.. . ',
Line Description Requested by PHA HUD Modifications
No.
Part A. Formula Expenses
Pra'ect Ez ense Level PEL
01 PUM project expense level (PEL) _ _ -
'~67~52'
02 Inflation factor 1 Q270D,
03 PUM inflated PEL (Part A, Line 01 times Line 02) `' x-85
04 PEL (Part A, Line 03 times Section 2, Line 15, Column B) $0 '
Utilities Ez ense Level UEL
,~
05 PUM utilities expense level (UEL) (from Line 26 of form HUD-52722) __
O6 UEL (Part A, Line 05 times Section 2, Line 15, Column B) ~~-' ~
Add-Ons -
~0 "'
07 Self-sufficiency
08 Energy loan amortization $0 ~'
09 Payment in lieu of taxes (PILOT) $6,3541=,
10 Cost of independent audit ; `$7,000 ,!,
11 Funding far resident participation activities ~'J I
12 Asset management fee O~EjTj3rbl~for:;an;ASS:efManagement`Fee.: ~~-'i
-~
13 Information technology fee __
14 Asset repositioning fee $0
15 Costs attributable to changes in federal law, regulation, or economy $0
16 Total Add-Ons (Sum of Part A, Lines 07 through 15) :,'f3,354 ~'
17 Total Formula Expenses (Part A, Line 04 plus Line 06 plus Line 16) -$~3,354~",
Part B
01
02 . Formula Income
PUM formula income
PUM change in utility allowances
~' _ _ __
'~~~ ~
$0 00
~~`~
~ -
-
03 PUM adjusted formula income (Sum of Part B, Lines 01 and 02) ,
~
04 Total Formula Income (Part B, Line 03 times Section 2, Line 15, Column B) I ~a'
Part C. Other Formula Provisions
01 Moving-to-Work (MTVI!)
02 Transition funding `~ I -
-
03 Other '^~
I
04 Total Other Formula Provisions (Sum of Part C, Lines 01 through 03) ~~
~
Part D. Calculation of Formula Amount _ , -- - ---
01 Formula calculation {Part A, Line 17 minus Part B, Line 04 plus Part C, Line 04)
02 Cost of independent audit (Same as Part A, Line 10) ~ 000 -i _ _ -
03 Formula amount (Greater of Part D, Lines 01 or 02) 13 354
Part E. Calculation of O eratin Subsid HUD Use Onl -----
01 Formula amount (Same as Part D, Line 03)
02 Adjustment due to availability of funds _ :
03 HUD discretionary adjustments ~°
04 Funds Obligated for Period (Part E, Line 01 minus Line 02 minus Line 03) ~ ~, ~,~,,;,
Appropriation symbol(s): e
;~,,,~,
I
Operating Fund Project No.. M~o7~®®~07®
Minnesota
^ t In accordance with 24 CFR 990.215, I hereby certify that HRA of the City of Mound,
is in compliance with the annual income reexamination requirements and that rents and utility allowance calculations have been or will be
adjusted in accordance with current HUD requirements and regulations.
^ c In accordance with 24 CFR 990.190(f), I hereby certify that HiZAA of the City of Mound, Minnesota
has fewer than 250 units and has elected to transition to asset management and therefore is eligible to receive an asset management fee.
^ c I hereby certify that all the infortnat(on stated herein, as well as any information provided in the accompaniment herewith, is true and accurate.
Warning: HUD will prosecute false claims and statements. Conviction may result in criminal and/or civil penalties. (18 U.S.C. 1001, 1010, 1012;
31 U.S.C. 3729, 3802)
Signature of Authorized PHA Representative & Date: Singnature of Authorized HUD Representative & Date:
~~ ~ X
MANAGEMENT PLAN
Management Plan
Our Plannine Process
Upon completing a thorough examination of the property, Westport Properties will institute
management services for the property comprised of the following:
Develop a Results-Oriented Property Marketing Plan
Westport believes a solid marketing effort can mean the difference between a successful
property and a property that does not perform to expectations:
• Research and fully understand the property with the goal of increasing revenue
• Institute a thorough training program for on-site personnel
• Assist in driving sales through focusing on competition, signage, curb appeal,
community relations and other marketing strategies as directed by the Owner
• Monitor results of each tactic to ensure the best use of funds
Create a Comprehensive Community Relations Plan
Each property is different and requires its own Community Relations Plan. This could include
the rules and regulations as well as community and client safety issues. An example of items
to be covered may include but is not limited to the following:
• Emergency policies
• Trash and recycle policies
• Management contact and important telephone numbers
• Neighbor consideration policies
• Key and lock policy
• Management responsibility for exterior upkeep and cleanliness
• Snow and mowing policies; times, dates, specifications etc
Develop and Maintain a Solid Financial Management Plan
A consistent, clearly defined financial plan based on the HRA's direction is essential for
success. Westport will monitor the current and projected financial requirements for the
building to include the following:
Bookkeeping
Accounting will be performed through a chart of accounts in sufficient detail to
meet the HRA's requirements. Ongoing account maintenance includes the
following:
- Accounts payable
- Accounts receivable
- General ledger
- Financial reporting
Reporting
Monthly financial reports will be provided to the HRA within 20 days of the close of
the month. Reports consist of the following:
- Operating Report with balance sheet
- Accounts payable list
- General ledger
- List of residents dues and a delinquency list
- Other reports at Owners request
Administrative details often get lost with all the other planning activities in progress. We pay
particular attention to these activities to ensure the HRA is up-to-date- in all areas. Activities
in the category include but are not limited to the following:
• Preparation of the management plan
• Advisory services
• Rule enforcement
• Insurance program
• File systems
• Vendor files
• Management file
Mastering the Maintenance Program
Westport's philosophy supports a thorough, well-organized and effective maintenance
program. Our maintenance program preserves the property and provides for the safety and
well-being of our residents. We believe conscientious maintenance may mean the difference
between the success and failure of a property.
• Supreme Building £t Grounds Care
If the grounds and buildings are well maintained and attractive, the value of a
building will increase. It will also increase resident retention and be an asset to
the community at large. A program of regular attention and care is established for
each building.
• Fast Response
The buildings are carefully assessed to determine what type of personnel is needed
and the frequency of regular maintenance. Quick response to residents is critical
in establishing a positive impression of the property and management team.
Requests for service are promptly handled.
Ongoing Maintenance it Inspection
An effective maintenance and inspection program will provide an accurate history
of the property and is an efficient method of tracking equipment. It will uncover
potential problem areas and future liabilities eliminating surprises and large
expenses which allows for a more intelligent preparation of budgets. Most
importantly, it will ensure the safety of residents, guests and the property itself.
Services Oversight
Westport will bid all jobs and projects as per the HRA specifications.
We will schedule and oversee all projects and ensure they are done in a
professional, timely manner. We bid contracted jobs on an annual basis or as
requested by the HRA. The savings in rubbish and janitorial cost can be huge by
keeping an eye on costs and putting item's out to bid. We will ensure all contracts
meet requirements set forth by Davis Bacon Labor Standards.
Management Strate~y
Upon selection as the management agent, Westport will immediately conduct a
thorough inspection of the buildings' condition. An intimate knowledge of the
physical condition, knowledge of the effectiveness of current service contractors,
and the condition of the property are Westport's prerequisites for developing a
management plan and project budget for the building.
The following represents specific items to be determined by Westport to formulate our
management plan for the property:
• Community Documents
• Community information, goals and requirements
• Contact names and numbers, resident information
• Banking information -
• Current staff information,
• Exterior inspection, interior inspection, mechanical areas, physical
characteristics,
• Budgeted expenses, work to be performed, reporting requirements
ACCOUNTING CONTROL SYSTEM
Accounting can be done on a cash or accrual basis using the client's chart of accounts.
At Indian Knoll reporting is done on a cash basis. Working with C. Nabors we are able
t0 tailor the financial reports to fit the ~,uidelines set forth by the HRA, HUD, the
auditors for the property and individual client's needs. An overview of our accounting
procedures follows:
Billing /Cash Receipts
Rent is payable on the 15L of the month. We will collect and deposit rents daily as they
are received. Residents can mail their rent directly to the Westport office and they
will be deposited by our accounting staff. Or the residents can drop off them with the
on site manager, we will pick up or they will be mailed to the office. The money will
be deposited into the operating checking account. Upon receipt of the rent received
they are entered into the system and we then produce a delinquency report which is
distributed to the Property Manager.
Cash Disbursements
Purchase orders can be used for all expenditures over $100 with the exception of
utilities. Alt invoices will be reviewed, authorized, stamped and dated when received
and approved by the Property Manager. Bookkeeping does a second review prior to
issuing checks. Invoices will be paid twice a month. All check stubs are attached to
invoices and kept on file. Checks are then mailed to the HRA for signature.
We will prepare all vendors 1099 -miscellaneous forms at year end to comply with IRS
requirements.
General Ledger/Reporting
*The bank statements are reconciled each month.
*Any miscellaneous journal entries are prepared and processed
'`All balance sheet accounts are reconciled.
*Income statement is analyzed for variances from approved budget
that exceeds 10% of budgeted amounts.
*The monthly financial reporting package is prepared, which
may include various levels of detail depending on the Owners
requirements and the agreement in place with management. The package
is reviewed by our bookkeeping department and the Property Manager.
Operating Subsidy /Capital Funds /PHA Plan
Monthly we will request the "Operating Subsidy" from HUD through the Blocks system.
We track and keep extensive file systems on the monthly receipts so it is available
when the audit is done. We will review and keep the HRA abreast of changes in the
Operating Subsidy as it changes bi-annually.
We wilt complete the Annual PHA and the Five Year Capital Fund budgets. We will bid
all projects to be completed, follow HRA Procurement guidelines and stay within the
guidelines for Davis Bacon Labor Standards.
STAFFING, MANAGEMENT FEES, REFERENCES
INDIAN KNOLL MANOR STAFFING
Oversight of day to day activities will be handled by Jessica Shepherd. Jessica has an AA degree in
Business Administration. She is currently in school working towards a designation in Human Services
and plans to graduate in 2010.
Jessica Shepherd -= Property Manager
Jessica started working with Westport Properties in 2001. She is responsible for implementation of the
following:
Annual and interim recertifications , completion and submission of 50058s for residents
Complete third party verifications and EIV (electronic income verification)
Request monthly disbursements of Operating Subsidy through eloccs
Assist in preparation and submission of PHA Plan
Assist in preparation of annual budget
Oversee staff, training, review, hiring and termination
Indian Knoll budgeted 15 hours per week average for completion of these services = $285/week
Doug Hill - On site Resident Manager
Doug started working with Westport in March 2008.
Doug assists in the day to day activities working with residents and vendors. Scheduling maintenance,
resident relations, collecting rents and assisting in collecting third party verifications.
Doug works 10 -15 hours per week average and is paid $15 per hour = $150 - $225 per week
Allison Charles -Resident Caretaker
Allison has been with Westport since 1999 and started at Indian Knoll in 2005. Allison's primary
responsibility is cleaning of common areas and turnovers. Allison also lives on site and is available for
emergency services is needed. Allison's pay varies depending on the job at hand. Under the Labor
Laws, Davis Bacon requires wages reflect the job being done. Allison also paints and does light
maintenance.
Allison works an average of 25 hours per week and is paid $12.25 /hour for cleaning common areas =
$306.25/week
Renalto Flemate -Roving Maintenance
Ren has been with Westport Properties since 2006 and is a roving maintenance person. He is
responsible for turnover, common area maintenance, day to day maintenance in units. He checks
boilers, snakes drains and handles all needed maintenance. Under the Labor Laws, Davis Bacon requires
wages reflect the job being done.
Ren works an average of 20 hours per week at and his average wage is $21= $420 /week
Indian Knoll is not charged for benefits of the onsite staff or the corporate staff who works on site,
referring to Jessica.
Cindy Reiter is directly responsible for the submissions of the PHA plans, budgets and will be the staff
person who attends the monthly HRA meetings.
The fee for Westport to manage the property is $900 per month
11 ~ o~
Cynthia Reiter-President Date
REFERENCES
MIKE KENNEY-PRESBYTERIAN HOMES
651-631-6176
FINANCIAL CPA FOR PRES HOMES - WE MANAGE THEIR MARKET RATE BUILDINGS
HAROLD TEASDALE
952-922-4405
OWNER OF SEVERAL SECTION 8 APARTMENT BUILDINGS
1AMES SCHWEBEL-ATTORNEY
612-344-0306
KANDIS HANSON
CITY OF MOUND -EXECUTIVE DIRECTOR HRA
KIDDING - I COULDN'T RESIST
SUBMISSION REQURIEMENTS
Experience with Public Housing
Summary of qualifications
Westport has had the opportunity to work with Indian Knoll Apartments and the City of Mound for
almost five years. When we started at the property few procedures in place the HUD reports, resident
certifications and PHA plans were in arrears or incomplete. In six months we were able to get all files in
order, catch upon certifications, complete budget and PHA plans and hire a successful staff to oversee
the operations.
At the time the building was plagued with drugs, unacceptable renters and was in need of much
upgrading to bring it to the standards of the Executive Director and Westport Properties. Together with
the HRA and the Police Department we were able to make great strides in reaching the goals set forth.
We still have some work to do but are confident we will reach our goals for the property. During our
time at Indian Knoll as managers we have had transactions which often times can result in some
uncertainty. However we have been able to rise above these transitions and accomplish what is best for
the property.
We have worked with all HUD reporting systems including PIC, LOCCS and EIV. We have set up reporting
and monitoring systems as required by HUD on all labor standard reporting and enforcement
requirements.
We are versed and have the man power to complete the turnover of units in time to ensure residents
move into a clean updated unit. We market the property to keep occupancy rates as high as possible.
We are versed in requirements of the lease and collection procedures required by HUD.
During my career I have been managing senior project based section 8 housing throughout the Twin
Cities area. I am versed in the social and economic needs of seniors. I understand that many have
limited financial means and limited ability to transportation. We make every attempt to strive to put
programs in place that will benefit seniors who fall into these categories. At many of our properties we
have arranged for in house nursing programs, I'm OK program, hair dressers coming to the property,
meals on wheels, transportation, and arrange for food pick up services.
We have been responsible for the planning and administering of the PHA Plan for Indian Knoll for five
years. We are aware of HUD requirements to complete these tasks in a timely fashion.
Cindy Reiter, along with the HRA assisted in writing updated revisions in 2006. We submitted to HUD
and received approval from the HRA.
Along with the Executive Director and HUD Westport developed and administered on site policy for
Labor Standards for the property as it relates to contract initiation and wages paid.
We work with HUD and the Auditors for Indian Knoll as contracted by the HRA. We have had a
successful relationship with the auditors as it pertains to the property. They visit annually to go over all
records, invoices, statements to complete the audit in a timely fashion. We are available for them to
answer all questions and make all files available for them. They usually spend two or three days at our
office. Our records reflect the accuracy and detail required for a successful audit.
Cindy works with several boards throughout the Cities. I sit on several committee boards bringing
industry experience and expertise to the table. I also sit on several condominium boards. This
experience has given me the ability to demonstrate my ability to work with several types of people who
often have different agendas to accomplish. I work hard on finding resolve to all areas of concerns for
my boards and all my clients.
At Westport training and long term employment is very important. We believe in hiring a diverse group
who can not only work independently but in a team setting. Many of our staff people have been with
us for as long as 13 years. Each team leader is responsible for training their staff. We do this primarily
through industry associations. For over twenty five years I have been responsible for hiring, training and
motivating staffing. We work hard at putting the appropriate person with the appropriate building. By
doing this it leads to all parties doing a great job for our clients and our residents.