158 garden way - eugene, oregon

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158 Garden Way

A new community of 122 Units of affordable multifamily housing

MARCH 23, 2021 2021 AHTF Request for Proposals

Submitted by: Cornerstone Community Housing and Guardian Real Estate Services

2021 Application for Affordable Housing Trust Funds Section 1‐1

SECTION 1 Project Summary

1. Project Name and Location

Project Name:

Working Name: 158 Garden Way (Name to be finalized through community and partner outreach)

Project Address: 132 – 158 S. Garden Way

City and Zip Code: Eugene 97401

Project Map and Taxlot: 1703284002200 & 1703284002103

Census Tract and Block Group*: Census Tract 31.02 / Block Group 1

Name of Ownership Entity: TBD (Limited Partnership to be established)

Total amount requested: $300,000

*This information can be found from the US Census Bureau

2. Applicant Information

Organization: Cornerstone Community Housing

Project Contact Person: Amy Cubbage

Phone: 541.683.1751 x104 Fax: 541.349.0066

Email: [email protected]

Organization: Guardian Real Estate Services

Project Contact Person: Tamara Holden

Phone: 503.802.3578 Fax: N/A

Email: [email protected]

3. Rental Project Activity Type (check all that apply):

Acquisition Rehabilitation/Preservation of Existing Rental Housing New Construction Rehab or Adaptive Reuse of an Existing Building (not currently residential)

Mixed Use (please explain)

Other (please specify)

4. Proposed Ownership Structure (check all that apply)

Nonprofit Limited Liability Corporation (LLC) Limited Liability Partnership (LLP)


Limited Partnership (LP) CHDO Nonprofit Single Asset Entity Other Corporation Joint Venture Cooperative

Other, Describe:

5. For Existing Housing Only (check one):

Privately Owned Publicly Owned Owned by Applicant

Other (please specify)

6. Total number of existing units: 0

Total number of units proposed: 122

Will there be a unit set aside for an on‐site manager? Yes No

Attachments: 1‐1. Map showing project location, nearby facilities (schools, bus stops, parks, etc.) and distances

to those facilities

North Vicinity Map

18

19

20

Site/South Vicinity Map

12

All Bus Stops within 0.5 Mile Radius of Site


Section 2 Project Description

PROJECT CHARACTERISTICS

Project Summary 1. Please provide a brief overall summary of the proposed project. Please describe:

a. Location in the community, existing conditions on the site, and plan for development. b. Target population and income level that would be served expressed in percentage of area

median income (AMI). c. Market need/housing demand for the target population in the city and the neighborhood in

which the project is proposed. d. The importance of an allocation of Affordable Housing Trust funds to successfully implement

your project.

A community of connections

158 Garden Way is a new affordable community designed as a place to foster meaningful connections. We envision a housing community that connects neighbors of different cultures and age groups with the promise of a dignified future and opportunities that affirm their wellbeing. Such connections are fostered by providing residents with multiple gathering spaces of various scales both indoor and outdoor and a range of people‐centered services. This multigenerational community is comprised of families and individuals at various stages in life, serving households earning 60% and below Area Median Income. 158 Garden Way is a new construction development located in the Harlow neighborhood between Martin Luther King Jr. Boulevard and Oregon Highway 126. The site is currently comprised of two residential lots with one owner‐occupied single family house located on the north lot and the south lot containing a second owner‐occupied single family house as well as an unoccupied rental unit. The existing building structures would need to be relocated or demolished for this development. Development is proposed to begin in Spring of 2022 with a sixteen‐month construction period and eight‐month lease‐up period beginning in approximately summer of 2023. There is a great need for additional affordable housing in Eugene The target population is low‐income households with incomes below 60% of Lane County’s Area Median Income (AMI). Outreach for 158 Garden Way will target families with children, seniors, survivors of domestic violence, and other special needs populations who need a safe, affordable place to call home. All units will be affordable for 60 years. The need for affordable family housing in Eugene is tremendous and our market research supports this need. This new development will provide a total of 122 new units of exceptionally high‐quality housing for the Eugene community. Among these units, four will be four‐bedroom units and forty‐four will be three‐bedroom units designed for the needs of large families. Such large units, especially four‐bedrooms, are rare not only for this neighborhood but for the Eugene‐Springfield Metropolitan area as a whole. Within the one‐mile radius of this site, only 11% of units are 3‐ or 4‐bedrooms, with 61% being 2‐bedrooms. We also believe that the forty‐four one‐bedroom units included in the unit mix will be ideal for seniors seeking affordable units with quick access to local amenities such as nearby medical offices, numerous parks, and grocery options.


The award of funds from the Affordable Housing Trust Fund is crucial to the success of this development as it will be leveraged to obtain State funding in the 2021 LIHTC application. Not only will these funds fill a financial gap, but the State of Oregon prioritizes applications that show support with funding from the local jurisdiction. Project Design 2. Provide a detailed description of the proposed design, construction, rehabilitation, and/or other

improvements. Include a description of how the design of the proposed housing is suitable for and will meet the needs of targeted and Special Needs populations (if any).

A living space to encourage activity and community building 158 Garden Way consists of one, four‐story building with 122 apartment homes. The building faces South Garden Way and wraps around a central plaza for community gatherings and activities. The building is designed with varying articulations and roof heights to create the feel of a village clustered around a central square. The street‐facing side of the building provides ample windows on the first floor, giving the lobby and community spaces a warm, inviting atmosphere filled with natural light and an appropriately scaled frontage to pedestrians. Each floor features a common open‐air patio facing onto the central plaza to promote relaxation and social interaction. The tree‐lined plaza includes garden beds, a play structure and nature play area, a grassy parklet, and a covered picnic shelter to allow for the needs of varying resident activities. The building’s west‐facing orientation allows for maximum afternoon sun as well as privacy from street traffic. Porches on the ground floor units create a positive connection between indoor and outdoor spaces. The design features two community rooms, with a smaller room facing the street and a larger room featuring a kitchen space that can be used by residents and service providers for activities that are centered around cooking. One of the most exciting features of the larger community room is that it opens directly onto the plaza, allowing for maximum adaptability for activities to occur indoors and outdoors as needed. The necessity for this intentionally designed space has become ever more important given what we have learned about the need for open‐air gathering spaces over the past 12 months in dealing with the COVID‐19 pandemic. Honoring the legacy of the site The project location has a rich agricultural history and was once part of Chase Gardens. At one time, Chase Gardens supplied flowers to the entire West Coast of the United States. It is also where the Chase family once developed several novel varieties of roses. We are excited to honor this agricultural legacy by integrating several large community garden beds and an onsite community garden shed for resident use. This way, residents can connect with the land by growing their own food while also connecting with the historical legacy of the site. We are also committed to placing educational markers acknowledging the history of the site and its importance to the story of the Eugene community. Construction practices Buildings will be constructed from readily available standard materials for cost efficiency and simplified maintenance. The development will be built with straightforward construction techniques and materials: light wood framing, pre‐manufactured roof trusses, and readily available local materials. Materials used throughout the development are low‐tech, low‐cost, and low maintenance without sacrificing long‐lasting,


high quality buildings. 3. Please describe any on‐site amenities, including any project characteristics that address special needs of

the population you intend to serve: Spaces designed for all ages The design of this community is intended to meet the needs of a variety of residents, from seniors and individuals to large families. Large families will find numerous amenities designed with their needs in mind. This includes three and four‐bedroom units with an in‐unit washer and dryer and large kitchens with ample pantry and cabinet space. Another exciting feature at 158 Garden Way is the Kids Discovery Mini Park which includes a play structure and a nature play area. The design of this space will capture the imagination of children of all ages and ability and encourage outdoor play which is linked to better health outcomes. The plaza area also opens onto a large open field with urban swings for continued options for play and gatherings. Outdoor and indoor gathering spaces are creatively and thoughtfully designed to be suitable for all ages. With over 2,000 square feet of indoor community space that opens to the outdoor plaza, residents and their guests will have access to both indoor and outdoor activities and events. A covered picnic shelter allows for outdoor gatherings with protection from the elements. Additionally, residents will have the opportunity to reserve the interior space for their own special events at no cost to them. A variety of options for outdoor activity Given the rich agricultural history at this site, it seems only natural for us to prioritize access to outdoor space. This includes providing easy access and connection to both the exterior plaza and engaging a gardening‐focused partner such as Huerto de la Familia to assist in creating gardening enrichment activities. The garden beds are designed to be accessible to all mobility types and community gardening spaces will encourage people of all ages from children to seniors to interact with the natural environment, while the kitchen‐equipped community room encourages residents to gather around food, opportunities for cultural expression, family events, and other activities. Anticipating the need for some residents to have service animals (specifically, dogs who are trained to do work or perform tasks for a person with a disability), a service animal exercise area will provide a safe space for residents to exercise their companions. With a Bike Score of 72 from walkscore.com, we know 158 Garden Way is an ideal site to encourage biking as a convenient mode of travel. It is important that residents have secure bike storage to protect their investment. The secure bike storage rooms on each level of the building will ensure peace of mind for residents. Additionally, there will be outdoor enclosed bike storage for overflow needs. Excellent Resident Services Cornerstone will provide year‐round, on‐site, no‐cost services to residents through our Healthy Homes program. The Healthy Homes program is designed specifically to reach people living in low‐income housing communities and to support a wide range of needs, cultures, and backgrounds. Programs and services are offered on‐site to help reduce barriers and increase participation rates. Resident Services Coordinators (RSC’s) assist in the design, set up, and implementation of all programs and services. Staff provide regular office hours posted in monthly newsletters and additional one‐to‐one support is available by appointment.


4. Please describe any unique or innovative design components or characteristics of the Project.

Mitigating the development scale through sensitive architectural massing Affordable housing is being provided in larger buildings and on larger sites than ever before. This is due to the economies of scale that make the developments feasible and also allows for the provision of more housing with less development overhead. However, one of the negative impacts of these large developments, can be the “sameness,” repetition, and anonymity of projects that seem to “go on forever.” We are addressing this issue in this building by breaking it down into several discrete parts that are more traditionally scaled. Our design features 4 gable roofed volumes separated by smaller volumes with traditional parapet roofs. The colors, siding materials, and window character of these volumes will vary creating a village feel, that feels more like a community, and less like a large project. Outdoor integrated community spaces There is a courtyard that opens to the south and west afternoon sun. In this courtyard we are creating subspaces for many different kinds of activities to support families, and other residents. Spaces will include a kids nature play area, raised garden planters as a “functional landscape” that will be accessible and connected to other activities. We will develop a patio hardscape area that will be directly connected to the shared support spaces and community activity rooms. There is an outdoor covered area to support picnics and outdoor gatherings. The intent is to provide multiple gathering areas within the courtyard for different activities. As the courtyard opens up to the southwest, we will have a large open space that will be attractive to older kids for tossing a ball or playing soccer. Outdoor bike parking is provided in multiple places, including a covered bike shelter along the south edge of the large open space. Connections to bike transportation and waterways The site is conveniently located next to a bike path to the south that is a direct connection to Alton Baker Park, the river trail, and which easily can take people to Downtown Eugene, or the University of Oregon campus in just minutes. Nearby bike parking and path connections support and encourage two‐wheeled living. The small creek to the north provides connection to the canoe canal at Alton Baker Park and is a unique amenity for residents. Unit mix supports a full range of family sizes 158 Garden Way has 1‐bedrooms units all the way up to 4‐bedroom units. Families will be encouraged and supported here.

All 3‐bedroom and 4‐bedroom units will have their own side by side front load washer and dryer with a horizontal laundry surface and shelves above.

Storage within units, and additional storage for residents who need more space will be available on each floor level.

Bike parking will be distributed in keeping with how we see the variety of desired bike storage actually used in multi‐family housing in Eugene. These include outdoor secure storage, a secure ground floor storage room with hoops, individual storage rooms inside the building on each floor, as well as space inside some units for bike storage. There will also be short term bike parking that will be placed by the front entrance and within the courtyard with an “eyes on the bikes” strategy to reduce theft.


5. Does the Project include components that contribute to improved energy performance, thermal comfort, a healthier indoor environment, increased durability and/or simplified maintenance requirements (green building measures)?

158 Garden Way will be designed and built to Earth Advantage standards. Some of the key performance targets are:

Rather than providing cooling to all units, the building will provide insulated pre‐installed wall ports that allow tenants to use portable cooling for the few short weeks that cooling may be desired in Eugene. This also eliminates the need for cooling in units that do not have direct solar exposure to south or west such. These unit types rarely require cooling.

The building will exceed wall insulation code requirements. We will meet Earth Advantage criteria for air exchanges and indoor air quality. We will use “Tight Building Construction” techniques (0.30 CFM50 Per SF of enclosure) primarily

through the commitment to a high quality liquid applied air and weather barrier, along with unit‐to‐unit isolation at unit partition walls will greatly improve air infiltration and increase comfort and reduce energy use. This isolation will be done per the Energy Star Thermal Bypass Checklist and units will be tested.

Bath and Kitchen fans will meet the ASHRAE 62.2 requirement. Lighting package will be Energy Star and 100% LED, with light controls per Earth Advantage. All applicable appliances will meet the Energy Star requirements.

Indoor Air Quality Low VOC requirements on all paints and finishes. No Urea‐Formaldehyde allowed in the development. Earth Advantage compliant air exchanges will be met.

Durability A central goal for Cornerstone’s housing development in the future is to reduce the need for ongoing re‐painting. The project exterior design incorporates metal panels, especially higher up on the 2nd through 4th floors of the building. These panels have a higher first cost but may eliminate up to four or more re‐paintings as compared to a cement composite board life cycle. The panels are also made of recycled content. The use of metal cladding may require an adjustment. If adjustment is not received the siding would like become cement composite panels (Hardie) with paint throughout. 6. For new construction and rehabilitation projects, 5% of units must be accessible to persons with

physical disabilities and persons with sensory disabilities. Please describe your plan for accessible units. Our plan will be to provide a minimum of 4 units each of 1, 2, and 3‐bedroom units, for physical disabilities and persons with sensory disabilities. 25% of these will be on the ground floor. These 12 units exceed the requirement by almost twofold. Based on future examination of the demand, we may increase these numbers further. Existing Structures 7. Does the site contain existing structures? Yes No

a. If yes, how many? 3 b. If yes, what year were they constructed? 1914, 1925, and 1945


8. Are any on‐site structures subject to historical preservation requirements? Yes No

a. Governing body/code: National Historic Register

State Department of Archaeology and Historic Preservation Other: Eugene Municipal Code 9.8175, 9.8180

b. Briefly state how you plan to comply with applicable historic preservation requirements (if

applicable): The Harry & Etta Chase House at 158 S. Garden Way is planned for demolition. The house is “contributing” in the Chase Gardens Residential Grouping, which is listed in the National Register of Historic Places. Per Eugene Municipal Code 9.8180, the demolition will be reviewed by the Eugene Historic Review Board in a public hearing. The Harry and Etta Chase Rental Unit at 160 S. Garden Way was a garage built in 1925 and converted to a rental unit in 1957. The Frances Chase Brenaman and Jessie Brenaman House was built in 1945. Both are considered “noncontributing” and their demolition does not require review under 9.8180. Because the new multifamily building will be located within the National Register boundary, the building requires review and approval under Eugene Municipal Code 9.8175 Historic Property – Alteration Approval Criteria. A building permit cannot be obtained without land use approval for the demolition and the new building. Therefore, the development will have to comply with all applicable historic property code requirements to move forward. The development team has had several discussions with City staff about the land use review process in order to meet the approval criteria and obtain the needed approvals. The historic legacy of the site will be honored through design/naming/programming decisions and potentially through the addition of interpretive panels. The development team would also consider moving the Harry & Etta Chase house to another location, and the feasibility of this option is currently under review. If federal funds are utilized for this development, the State Historic Preservation Office will review the demolition and the replacement building under the Section 106 process. Mitigation will be required for any adverse effects. Currently, the development budget does not include federal funds. 9. What is to be done with on‐site existing structures? Demolish

Rehab Nothing (does not apply/not part of this project)

10. Please provide the following information for any on‐site structures to be retained and/or rehabilitated

as part of this project: Approx. Total Sq. Footage Number of Building(s) Date Built Number of Stories


11. Please give a brief description of the condition of the buildings to be rehabilitated (include photos): N/A Contracting

12. What steps will you take to hire businesses that are registered with the State of Oregon through the

Certification Office for Business Inclusion and Diversity (COBID): Minority Business Enterprises (MBE),

Women’s Business Enterprises (WBE), Emerging Small Businesses (ESB), Service Disabled Veteran

Business Enterprises (SDVEB), and Disadvantaged Business Enterprise (DBE)?

Cornerstone has modeled an internal program shared with partners that is based on the Good Faith Efforts (GFE) program utilized by the City of Portland in their contracting practices. Working with our partners, we develop a project specific program that targets a MWESB utilization rate that exceeds the availability rate and track these metrics to determine the success of our strategies. As a part of the application process for state funding, Cornerstone will submit a plan for targeting and engaging Minority, Women and Emerging Small Businesses (MWESB) in the development of 158 Garden Way. That plan will include goals for both Cornerstone and the General Contractor selected to build the project. The goals for the construction of the project will include: • A target MWESB firm utilization rate between 15% and 30% • Including minority and women business, and other diverse groups in all contracting opportunities • Ensuring all qualified vendors are given equal access to bid on business • Fostering an inclusive work environment that results in both personal and business success • Supporting our community as responsible corporate citizens

Neighborhood/Off‐Site Amenities 13. Briefly describe the property location, neighborhood, transportation options, local services and

amenities adjacent to the property. Describe the location relative to schools, jobs, and parks. What makes this location suitable? (Please include these locations in the site map in Section 1.)

Neighborhood characteristics The project site is located in a neighborhood consisting largely of multifamily units, senior assisted living facilities, and a relatively small number for single family homes. 158 Garden Way’s design will encourage resident activity outdoors and interaction with the surrounding neighbors. A central location for various amenities The project site is conveniently located at the nexus of two major area shopping and employment centers, with The Shoppes at Gateway approximately one and a half miles to the northeast and the Oakway Center two miles to the northwest. The smaller Centennial Center shopping complex is one mile away. The site also benefits from a convenient proximity to the medical offices at the Chase Gardens Medical Center less than three tenths of a mile away and two Urgent Care facilities within two and a half miles. Directly southwest of the site lies Alton Baker Park and all related amenities including the Cuthbert Amphitheater, Eugene Science Center, Emerald Valley BMX, and access to the North Bank Trail. Located approximately one


mile west of the site are community services including Lane County Youth Services, Looking Glass, Lane County Behavioral Health, and Parenting Now. Residents will have access to multiple transit options from this location. There are ten bus stops within a half mile of the site, including one on Garden Way. Additionally, the site has a Bike Score of 72 from walkscore.com, a score that qualifies the site as “Very Bikeable”. This is due to the site’s proximity to roads with designated bike lanes such as Martin Luther King Jr. Boulevard and Garden Way, as well as the access provided by the nearby North Bank Trail. The site is located in the Eugene 4J School District catchment for Holt Elementary, Monroe Middle School and Sheldon High School. Additionally, students enrolled in the K‐12 Spanish Immersion Program offered at Buena Vista Spanish Immersion Elementary, Monroe Middle School, and Sheldon High School are eligible for bussing between 158 Garden Way and each of those schools. 14. Please calculate the location efficiencies of the proposed site:

a. Walk Score (https://www.walkscore.com/): 26 b. Proximity to the following (in number of miles):

Major grocery store 1.4

Public transit stop 0.3

Medical services 0.3

Public schools 1.0

Libraries 2.9

Parks 0.6 Neighborhood Notification 15. The level of neighborhood notification appropriate for a project is based on the size and proposed use.

Applicants are required to inform the relevant neighborhood association of the project proposal.

a. In what neighborhood is the project located? Harlow

b. How did you notify the adjacent property owners and neighborhood association about the project? Please include correspondence in application. The Harlow Neighborhood Association was notified of our desire to develop this site on March 12, 2021 and again on March 15, 2021 via email. Adjacent neighbors were sent hard copy letters vial US Postal Service on March 12, 2021.

c. In what Ward is the project located? Ward 4

d. Did you notify the applicable City Councilor for the site? If so, what was the Councilor’s response? Please include correspondence in application.

Councilor Yeh was notified via email on March 12, 2021. She responded with a slight concern about a neighboring property that is also affordable. However, she also expressed that she believes Cornerstone


will not have the issues that are facing the adjacent 14‐year‐old property. She ended her response with “That’s super exciting so let me know if I can help in any way and if not I’ll just cheer you on.” SITE/PARCEL CHARACTERISTICS Site Control 16. Has site control been established? Yes No

Please submit documentation of site control. 17. What is the form of site control? Deed (developer owned site)

Conditional Contract Purchase Option Lease Lease Option Other: Purchase and Sale Agreement/Closing

18. Expiration date of option or conditional contract (if applicable): December 31, 2021 19. Is the proposed project site subject to any existing encumbrances Yes No

such as a restrictive covenant, use restriction, or regulatory agreement? The City of Eugene has a Water Line Easement on the southeast corner of the property and a Power Line Easement on the northwest corner of the property. Additionally, the City of Eugene has a Water Line Easement on a strip of land off the southwest corner of the property. No mitigation is needed.

a. If so, how do you plan to mitigate the encumbrance? Quit‐Claim Deed Subdivision of the Property

Other: No mitigation needed Zoning 20. What is the current zoning of the project site? AG (Agricultural District) with /UL (Urbanizable Land) overlay. 21. Has your project had a City of Eugene Project Consultation? Yes No

22. Is the proposed project consistent with the zoning status of the site? Yes No

Please provide documentation that the projects meets local zoning and land use laws.

a. If current zoning is not consistent, please explain: We are currently in the process of annexation. Upon annexation approval, the zoning will convert from AG /UL to AG /ND Nodal Development overlay designation. The property will require a subsequent zone change from AG to S‐CN Chase Node Special Area Zone to enable redevelopment as envisioned.


b. Please outline the steps that will be taken to address zoning issues and include the time frame

needed to resolve these issues: Cornerstone has engaged Colin McArthur of Cameron McCarthy Landscape Architecture & Planning to assist with this process. This firm has identified the following steps and timeline:

Prepare Zone Change application approval to change the zoning from AG Agriculture to S‐CN Chase Node Special Area Zone. Multiple‐family development is permitted in S‐CN.

o (30 days)

File Initial Zone Change application with City of Eugene Planning and Development for completeness review

o (30 days)

File Final Zone Change application and obtain planning director recommendation of approval o (60 days)

Conduct public hearing, receive hearings official decision, and final approval for Zone Change o (27 days) o Total approximate timeline (147 days), which is before our anticipated construction start

of April 2022.

c. Do you anticipate applying for any Adjustment Reviews (e.g. multi‐family development standards, access connections, etc.) through the land use application process? Please outline the adjustments that would potentially be requested, if known.

We believe that we have only two land use code areas that we would like to explore that could require a formal adjustment: Parking lot requirements The parking lot layout is based on looped access that will require an adjustment as the Eugene multi‐family code is based on requiring dead‐end parking lots. This is a common adjustment which we have successfully implemented on other local projects, it will also be required for fire access around the building, and for better, and safer access through the site. Exterior cladding materials We will propose an adjustment (or it may just be a clarification) to 9.3125 (2) Building Appearance. Our goal is to make this development very attractive for the neighborhood and the tenants, and also be long lasting, environmentally sustainable, while also being affordable. We would like to propose the use of some metal panel siding to the building in an effort to achieve a maintenance free, highly durable and attractive cladding for the development. The code citation prohibits corrugated siding, which we interpret to be the agricultural grade siding made up of tight radius folds in the metal. The development is not dependent on the outcome of this decision, but we would like to clarify the code and propose our preferred cladding strategy. 23. Is the proposed project consistent/compatible with surrounding uses? Yes No

If yes, please describe how it is compatible with surrounding uses.


This Chase Node area is predominantly composed of large multi‐family housing developments similar in scale and type to the one we are proposing here. 24. On‐site surface parking:

a. How many parking spaces are required for the development? 82 b. How many parking spaces will be provided for the development? 152 c. Describe how on‐site surface parking will be minimized to the greatest extent possible.

The proposed number of parking spaces on the site plan is minimized to allow for a structure that included a greater number of units in the footprint. The number of parking spaces is above the absolute minimum allowed in the code. The site has a Transit Score of 28 and a Bike Score of 72 on walkscore.com. Spaces for indoor and outdoor bicycle parking are included in the site design to encourage multimodal transportation options for residents. Environmental 25. Are there known adverse environmental conditions on the site? (These may include high level of noise,

wetland on site, within a floodplain, leaking underground storage tank, above ground storage of toxic materials within sight, etc.) Yes No If yes:

a. What are they? Overwrite this text with your answer

b. Describe how they can be mitigated though reasonable measures:

Overwrite this text with your answer

Attachments:

2‐2. Preliminary drawings and site plan

2‐11. Photos of the site, and existing buildings and interiors of units (if applicable)

2‐15. Correspondence with neighborhood association and City Councilor

2‐16. Documentation of Site Control

2‐22. Documentation that proposed Project meets Zoning and Land Use laws

904 SF2-BED

636 SF1-BED

868 SF2-BED

1116 SF3-BED

965 SF2-BED

1112 SF3-BED

635 SF1-BED

635 SF1-BED

635 SF1-BED

320 SFTRASH

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828 SF2-BED

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236 SFLAUNDRY

484 SFEXIT205 SF

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402 SFUTIL

185 SFENTRY

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2980 SFHALLWAY

493 SFBIKES

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100'25' 50'0'

SIDEWALK

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2021/03/19

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SITE PLANGARDEN WAY APARTMENTS132 SOUTH GARDEN WAY| EUGENE OR

BIKE PATH

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NATURE PLAY

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845 SF

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637 SF

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1125 SF

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775 SF

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1335 SF

AMENITY

69 SF

ELEV

69 SF

ELEV

379 SF

OFFICE

1171 SF

LOBBY

533 SF

EXIT

236 SF

LAUNDRY

484 SF

EXIT205 SF

UTIL

392 SF

EXIT

402 SF

UTIL

185 SF

ENTRY

227 SF

ENTRY

2986 SF

HALLWAY

493 SF

BIKES

0' 10' 40' 60'

2016/07/05

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GARDEN WAY APARTMENTS132 SOUTH GARDEN WAY| EUGENE OR

ROOM LEGEND

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904 SF

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636 SF

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1126 SF

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637 SF

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1125 SF

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636 SF

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3-BED 735 SF

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604 SF

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828 SF

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627 SF

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69 SF

ELEV

69 SF

ELEV98 SF

UTIL

205 SF

UTIL

244 SF

EXIT

236 SF

LAUNDRY

244 SF

EXIT

295 SF

EXIT

1115 SF

3-BED

71 S

F

TR

AS

H

2919 SF

HALLWAY

227 SF

LOUNGE

187 SF

BALCONY

0' 10' 40' 60'

2016/07/05

A.3

TYPICAL FLOOR PLAN


2016/07/05

A.4

RENDERING


2016/07/05

A.5

RENDERING OF VIEW FROM GARDEN WAY


Photos of Site and Existing Buildings

Arial view of site Map of conditions observed 3/5/2021 on date of Phase I

Environmental Assessment

Lot between north and south residences View from across Garden Way

View from sidewalk facing south

Residence at 132 S Garden Way (Owner Occupied) Residence at 158 S Garden Way (Owner Occupied)

Residence at 160 S Garden Way (Unoccupied)

Cornerstone Community Housing is committed to building quality, affordable housing for people living on limited incomes and offering services that promote opportunities for personal growth and economic independence.

PO Box 11923 Eugene, OR 97440 Office: 541-683-1751 www.cornerstonecommunityhousing.org

March 11, 2021

Board ChairHarlow Neighborhood Association Eugene, OR

Dear Chair,

I would like to introduce our non-profit organization and myself. My name is Darcy Phillips and I’m the Executive Director of Cornerstone Community Housing. Cornerstone is committed to creating quality housing for those living on limited incomes and offering services that promote opportunities for personal growth and economic independence. You may be familiar with our work as we are the owner and developer of Willakenzie Crossing located at 3057 Willakenzie which is within the Harlow Neighborhood Association boundary.

I have exciting news to share about a future development. Cornerstone is currently in the process of purchasing 132 & 158 South Garden Way in Eugene, Oregon. It is our plan to develop 122 additional housing units at that site. Our intent is to obtain funding from the City of Eugene and the State of Oregon in 2021. If successful, our construction could begin as soon as Spring of 2022. This site is ideal for creating multi-generational housing for both hardworking families and seniors aging in place.

Currently, the need for affordable family housing in Eugene is tremendous, which our recent market research supports. Within the one-mile radius of this site, only 11% of units are 3- or 4-bedrooms, with 61% being 2-bedrooms. For this reason, we’ve made a conscious decision to design 48 three- and four-bedroom family units, 44 one-bedroom units (ideal for seniors), and to bring balance to this community we’ve added 30 2-bedroom units.

This intentional design focuses on a multi-generational strategy to accomplish our vision for this site: a community that connects neighbors of varying cultures and stages in life, with the promise of a dignified future and opportunities that affirm wellbeing.

To learn more about Cornerstone and our communities you can visit our website at www.cornerstonecommunityhousing.org or find us on Facebook. Please feel free to reach out with questions or if you would like a see firsthand the work we are doing; I’d be thrilled to tour you at one of our existing properties.

Sincerely,

Darcy Phillips



March 11, 2021 Councilor Yeh Ward 4 101 West 10th Avenue, 2nd floor Eugene, OR 97401

Dear Councilor Yeh, I wanted to share exciting news about a potential new development that Cornerstone is pursuing on South Garden Way. We are currently in the process of purchasing 132 & 158 S. Garden Way in Eugene, Oregon. Our goal is to develop 122 units of affordable housing at that site. Our intent is to apply for Affordable Housing Trust Funds from the City of Eugene this month as well as submit an application to the State in April 2021 for the remainder of funding. If successful, our construction could begin as soon as Spring of 2022. As you and I have discussed previously, the need for affordable family housing in Eugene is tremendous. Our market research supports this need. Within the one-mile radius of this site, only 11% of units are 3- or 4-bedrooms, with 61% being 2-bedrooms. For this reason, we’ve made a conscious decision to design 48 three- and four-bedroom family units, 44 one-bedroom units (ideal for seniors), and to bring balance to this community we’ve added 30 2-bedroom units. The intentional design focuses on a multi-generational strategy to accomplish our vision for this site: a community that connects neighbors of varying cultures and stages in life, with the promise of a dignified future and opportunities that affirm wellbeing. As always, please feel free to reach out with any questions or ideas to help bring additional affordable housing into our community. Sincerely,

Darcy Phillips


SECTION 3 NEED & POPULATIONS SERVED

Population Narrative 1. Describe the target population or populations to be served. Please describe the demand for housing for

this target population, and the supply of housing currently serving the population.

Target population The target population is low‐income families, seniors, and survivors of domestic violence. Data indicates that additional rental housing options, especially for large families, is necessary throughout Eugene and especially in this census tract. Based on the 2015‐2019 American Community Survey 5‐Year Estimates, 25.4% of Lane County Households have children under the age of 18. Data from the 2010 Census confirms that BIPOC households in Lane County are larger on average and require larger units such as those in the 158 Garden Way design. The need for housing in this neighborhood 158 Garden Way is located in census tract 31.02, where 4.2% of occupied housing units are overcrowded based on American Community Survey data. 33.6% of households in this census tract consist of multiple families or unrelated individuals. This rate is also nearly double that of the Eugene area and is often a sign of families “doubling up” due to housing costs, economic hardship, or a housing market that cannot meet demand.

Source: 2010 US Census

According to the 2020 Eugene‐Springfield Consolidated Plan, “Between 2010 and 2019, the median rental rate rose to $1,373 in Eugene (47% increase).” Housing production has not kept up with household formation and government rent assistance programs are oversubscribed. More than three quarters (79%) of low‐income renter households in Eugene spend more than 30% of their income on housing costs. 54% of these households spend more than half of their income on housing.

2.32 2.432.66

2.352.78

3.55

2.53

3.18

00.51

1.52

2.53

3.54

White Black orAfricanAmerican

AmericanIndian orAlaskanNative

Asian NativeHawaiianand OtherPacificIslander

SomeOtherRace

Two orMoreRaces

Hispanic orLatino

Average Household Size, Lane County, Oregon

by Race/Ethnicity


In 158 Garden Way’s census tract, over half of all renters are cost‐burdened (paying more than 30% of their income on rent) and 30.5% of low‐income households are severely rent‐burdened (paying more half of their monthly income on rent) based on data from American Community Survey 2014‐2018 Five‐Year Estimates. These statistics indicate a substantial need for more affordable multifamily rental housing. Additionally, the low vacancy rate (4.9%) in this census tract relative to the larger metropolitan area (6.3%) indicates a strong need in the community for more housing options for renters.

Target Population Income

Please indicate the targeted household income levels for the proposed development as a percentage of area median income (AMI):

0‐30% AMI # of Units


51‐60% AMI # of Units 122



Unrestricted # of Units

Special Needs 2. Will this project serve a priority Special Needs population as identified in the Consolidated Plan (Exhibit

B of the RFP document)? Yes No 3. Special Needs Populations to be served (Check all that apply).

Homeless Families with children Seniors Ex‐offenders People with HIV/AIDS Victims of Domestic Violence People with Drug and Alcohol Addictions People who are Evicted/Foreclosed People with Physical Disabilities People with Mental Disabilities Veterans Youth Young adults aging out of foster care

Other Special Needs (please explain)

No Special Needs, General Low‐Income Renters 4. Is your organization working with a referral service entity on this project? Yes No

5. State the name of the referral entity: Womenspace Inc.


6. Please describe your plan for marketing and outreach to publicize the availability of new housing opportunities created by the project to Black, Indigenous and People of Color (BIPOC) communities and residents, and how you will affirmatively further fair housing for all protected classes.

Partnerships are key to effective outreach Cornerstone and Guardian have a strong history of working collaboratively with community partners to ensure our marketing and outreach plans are designed to include specific strategies to reach BIPOC (Black, Indigenous and People of Color) communities. Locally, one of Cornerstone’s strongest partnerships in helping us achieve these goals is with Centro Latino Americano (Centro). Centro is a bilingual and multicultural agency serving Latino families in Lane County and is known broadly as the local leader in serving Latino clients with unique need. Centro has a variety of very diverse programs and are uniquely qualified to serve Latinos in our area. In addition, 100% of the Centro Latino Americano staff are bilingual and most of their volunteers and board members are bilingual. Included in this proposal is an MOU with Centro to assist with the marketing and outreach of 158 Garden Way. Together, Cornerstone and Centro have committed to working collaboratively to develop a Project Marketing Plan designed specifically to reach Latino populations. Centro has committed to supporting the 158 Garden Way community by sharing waitlist information and helping resident complete rental applications through their existing case management programs.

Marketing plan

Guardian property management and Cornerstone asset management staff will tailor an Affirmative Fair

Housing Marketing Plan specific to this development, consulting with community contacts to identify

marketing strategies to reach under‐represented groups. Cornerstone and Guardian are committed to

improving evaluation of Fair Housing programs and policies.

Marketing efforts shall target those households least likely to apply. Success of marketing outreach will be evaluated a by comparing resident and wait list demographics to regional demographics for households with similar incomes. Combined, these efforts go further than minimum requirements of HUD and Fair Housing Law to reach the goal of ensuring equity in marketing and lease‐up practices. 7. Please describe any plans to serve a population that is uniquely needy and historically underserved such

as BIPOC and LGBTQI+ residents/communities.

Understanding and serving resident needs The unique needs of historically underserved, particularly BIPOC communities, have been a driving force in informing the design of this community and the services offered there. Large families searching for housing in Eugene are often not able to find adequately sized units to fit their needs. To address this need, this development will provide larger units into the local housing market. Additionally, the community gathering spaces are designed to allow residents to gather around culturally specific celebrations and activities, food, or connecting with the land through gardening. To this end, we are partnering with Centro Latino Americano to have input into the design and decoration of community spaces with necessary elements in place that create welcoming environments with cultural connections and engaging opportunities for Latinx households.


A focus on partnerships We partner with the Eugene Springfield National Association for the Advancement of Colored People (NAACP), which conducts outreach and programs in our community centers as part of their mission to integrate services into the broader community. We translate newsletters into Spanish and ensure bilingual staff are available to take calls and offer support. Residents at our other properties and Cornerstone volunteers who openly identify as LGBTQI+ and have given us feedback that we help to create safe and inclusive environments. Cornerstone and Guardian are committed to collaborating with culturally specific service providers such as Centro Latino Americano and the Eugene/Springfield NAACP to understand the needs of the residents at this community but also providing opportunities for resident voice to drive the direction and creation of programming. In this way, we work alongside residents to help them achieve their goals and address the unique barriers that have resulted from historic and ongoing systemic injustices. Encouraging and incorporating resident voice Encouraging resident engagement and incorporating resident voice is key to Cornerstone’s model of service. As a Community Housing Development Organization (CHDO), Cornerstone reserves one third of the seats on our Board of Directors for people living on low incomes or in low‐income neighborhoods to help ensure representation at decision making tables. Currently five Cornerstone resident representatives participate regularly with the “Residents Organizing for Change” (ROC) group. ROC is a statewide network of residents of affordable housing, those in need of, and front‐line staff of affordable housing providers that are committed to advocating for safe, stable, and affordable housing for all Oregonians. ROC encourages residents to use their voices to advocate for change in their communities, drive the creation of more equitable policies in the field of housing, and nurtures further participation in civic engagement.

Services

8. Will this project provide services? (e.g. Child Care, Case Management, Transportation) If yes, please describe further in the Services portion of this Application (Section 10) Yes No


SECTION 4 RELOCATION

1. Does this project involve the acquisition, demolition, or rehabilitation of Yes No

any existing occupied structures? (If no, skip to Section 5; if yes, continue.)

Type of Relocation 2. Enter the number of tenant households to be relocated:

Residential: Permanently 2 Temporarily 0 None 0

Commercial: Permanently 0 Temporarily 0 None 0 3. Please describe your tenant relocation plan.

a. Describe how the plan minimizes displacement.

The buildings will likely need to be demolished. The buildings are owner‐occupied. The owners will move out before construction commences. No relocation plan or budget is necessary. b. Identify staff that will carry out relocation activities, and the strategy to help tenants to identify

replacement housing and navigate the relocation process.


c. provide an estimated timeline for all relocation activities, including notification of tenants.

Overwrite this text with your answer 4. The developer is required to cover moving costs and expenses for households displaced by the

development proposal. (This does not include owner‐occupants who are choosing to sell their properties.)

a. Please attach a budget to consider relocation expenses. Include moving costs, security deposits and up‐front payments, utility transfer fees, storage fees, higher rent costs, and other fees.

b. Explain the rationale for any estimated costs in the relocation budget.


5. Have you notified all occupants that they may be displaced by the proposed project? (including both

residential and commercial tenants, and occupants with or without leases)? Yes No

Attachments: 4‐4a. Tenant Relocation budget.


SECTION 5 PROJECT SCHEDULE

Project Schedule Narrative 1. Please provide a project schedule including the timing for

a. Securing project financing, b. Forming legal ownership entities, c. Real estate closing, d. Relocation of existing residents (temporary and permanent), e. Construction commencement, f. Construction completion, g. Lease‐up, etc.

Please describe below how the timelines were determined.

Submit OHCS NOFA Application April 30,2021 OHCS Funding Award July 2021 Financial Commitments February 2022 Land Acquisition/Construction Loan/Partnership Closing March 2022 Construction Commences April 2022 Construction Completion July 2023 Lease‐up Completed (95% Occupancy) February 2024 Permanent Loan Conversion May 2024

We will obtain Letters of Intent from the construction and permanent lender and equity investor by mid‐April 2021.

The initial partnership agreement and articles of incorporation for the General Partners and Limited Partnership will be completed in April 2021. The investor limited partner will be admitted in the limited partnership concurrently with the construction loan closing.

After closing the construction loan and admitting the equity investor, construction will commence immediately. The anticipated construction period is 16 months. We anticipate the lease‐up period to be seven months. After obtaining 95% occupancy, three months later, the construction loan will convert to permanent debt.

2. Describe the plan for securing all financing and complete acquisition and/or start construction within 12

months from the date of the AHTF award.

Cornerstone Community Housing has site control of the property and the sale will occur concurrently with the construction loan closing.

Together, Cornerstone and Guardian Real Estate Services have a wide array of financial partners for obtaining capital. Prior to the NOFA submittal to Oregon Housing and Community Services (OHCS), we will


have LOIs for the construction/permanent loan and LIHTC equity investor. Once the project has received a reservation of 9% LIHTCs from OHCS, we will complete the construction drawings pursuant to obtaining current construction costs. Then, we will provide an updated financial proforma to all funders, including the City of Eugene.

The construction/permanent lender will proceed with taking the project to credit committee and the LIHTC equity investor will refresh underwriting for their investment committee. We expect all financial commitments, including approval from the OHCS Housing Stability Council, by February 2022. In a matter of days, we will close on the construction loan and issue a Notice to Proceed to the general contractor. Construction will commence March 2022. 3. Are there any known issues or circumstances that may delay the project? Yes No

a. If yes, list issues below, including an outline of steps that will be taken and the time frame needed to resolve these issues:

Overwrite this text with your answer Attachments:

5‐1. Project Schedule

Organization Name: Cornerstone Community HousingProject Name: 158 Garden Way

Instructions:

Category TasksDate Completed

or Expected Completion

Status

Feasibility/Due Diligence Site survey CompleteFeasibility/Due Diligence Phase I Environmental Assessment CompleteOccupancy Selection of management entity Complete Guardian Real Estate Services

Occupancy Selection of service providers Complete Womenspace, Cornerstone Community Housing

Design/Permitting Zoning approval Jul-21Design/Permitting Preliminary drawings completed Apr-21Financing Application for funding (9% LIHTC): Apr-21

Financing Award date for funding source (9% LIHTC): Jul-21

Construction Selection of general contractor Complete Meili Construction

Financing Lender selection Feb-22Feasibility/Due Diligence Market study CompleteDesign/Permitting Final Plans and Specs Completed Feb-22Design/Permitting Building permit application submitted Feb-22Construction Solicit bids (subcontractors) Feb-22Financing Appraisal Mar-22Financing Financial underwriting Mar-22Site Control Closing Mar-22Design/Permitting Building permits issued Apr-22Construction Begin construction Apr-22Construction Issued certificate of occupancy Jul-23Occupancy Begin lease-up Jul-23Occupancy Placed in service - 1st Building Feb-24Site Control Option Agreement/Conditional contract N/A Property is under ownership

Site Control Maximum Extensions N/AFeasibility/Due Diligence Capital needs assessment N/AFeasibility/Due Diligence Relocation of existing tenants N/ARelocation Planning and budget N/ARelocation Initiation of negotiations N/ARelocation GIN's delivered to tenants N/ARelocation Advisory services to tenants N/ARelocation Notice of Elgibility to tenants N/ARelocation Notice of Non-displacement to tenants N/ARelocation 90 day notice to tenants N/ARelocation Tenant move out N/AFinancing Funding for services N/ADesign/Permitting Site plan approval N/A

• Provide "Date Completed" and "Status" information for the following project tasks at a minimum. • If a task does not apply to your project, enter N/A. To add additional tasks, insert additional lines as needed. • Submit this form in chronological order. Use the sort function to reorder the form by the "Date Completed” column. • For each new task you enter in this column, also enter the appropriate category in the first column.


SECTION 6 DEVELOPMENT BUDGET

Development Budget Narrative 1. Please provide a thorough narrative description regarding the development budget.

a. Please provide justifications of all costs and assumptions (specifically related to the Sources and

Uses of Funds tabs in the pro forma, Attachment B). For example, who estimated construction costs, did City Permit Information Center (PIC) staff provide the Systems Development Charge estimate, how did you calculate the amount of private bank loan the project could support, etc.

SOURCES OF FUNDS Development sources include:

$300,000 in City of Eugene Affordable Housing Trust Funds

$17,798,042 in 9% Low‐Income Housing Tax Credit (LIHTC) equity

$12,850,000 in permanent loan proceeds

$1,868,912 in deferred developer fees

$400,000 in OHCS GHAP funds

$752,456 in SDC Waivers This development is eligible for well over $20,000,000 in LIHTCs based on current estimated construction costs. However, our state’s tax credit allocating agency, Oregon Housing and Community Services (OHCS), places a $20,000,000 cap on the total credits that any one development can request. We have assumed tax credit pricing of $0.89 per credit after speaking with potential investors. With this assumption, we estimate that the development will receive a cash equity contribution of approximately $17,798,042. The proposed $12,850,000 permanent loan amount is sized to meet the lender and OHCS required debt coverage ratio (DCR) of 1.15 on all “must pay” debt in Year 1 and throughout the 30‐year pro forma period. We have assumed an interest rate of 3.90% and a 40‐year term/amortization period. This approach maximizes the total loan amount and minimizes our requests for limited public subsidy dollars, while providing enough cushion to ensure that the development can pay its loan. In addition to City of Eugene Affordable Housing Trust Funds, LIHTCs, and permanent loan proceeds, we plan to request $400,000 in OHCS General Housing Account Program (GHAP) funds from OHCS, and approximately $752,456 from the Eugene City Council to offset systems development charges. A portion of the developer fee will also be deferred. 158 Garden Way meets multiple goals in the OHCS Qualified Allocation Plan, including but not limited to providing family‐sized units, serving special populations, providing access to transit and employment opportunities within a quarter mile, delivering high quality, cost‐efficient housing, and partnering with


culturally responsive organizations to reach underserved groups. We are confident that this proposal will be well received at the state level. USES OF FUNDS Meili Construction provided preliminary cost estimates for the 158 Garden Way conceptual design in January 2021. Their estimate reflects a start date of April 2022. Meili Construction is currently updating and refining their estimate to provide a complete package for financial partners. Development and soft costs were derived in collaboration with Guardian Real Estate Services and the project’s potential financial partners. Many of the budgeted professional fees are the result of agreements already negotiated. Best estimates have been made on city fees, including systems development charges (SDCs) which were calculated based on the design of the project. Other costs were based on recent prior projects and confirmation calls to appropriate parties. The development budget also includes an initial replacement reserve deposit of $24,400, equivalent to ongoing annual deposits of $200 per unit per year. The operating reserve of $233,807 has been sized to cover 6 months of operating expenses.

b. Describe any choices the development team has made related to long‐term affordability and cost savings.

Choices that promote long‐term affordability and cost savings include:

Scale: Significant operational efficiencies in administration and maintenance are achieved through the development’s larger scale.

Simplicity: Materials used throughout the development are low‐tech, low‐cost, and low maintenance without sacrificing long‐lasting, high quality buildings.

Green building standards: 158 S Garden Way will be designed and built to Earth Advantage standards, which will result in energy and water savings.

Exterior cladding: As described in Section 2, we plan to introduce portions of metal siding strategically and thoughtfully on the building exterior. These panels are a higher first cost but may eliminate up to 4 or more repaintings as compared to a cement composite board life cycle.

Please complete the following Excel form in Attachment B and place in this section: ► Form 6, Proforma (includes several tabs)

Project Name: Date: 3/19/2021

Project Square FeetTotal % of Total

0 0.0%129,212 100.0%

0 0.0%129,212 100.0%129,212 --

Number of Housing Units

Income Qualified Market Rate Total0 0 0

44 0 4430 0 3044 0 444 0 40 0 0

122 0 122

Overall CostsTotal Acquisition Construction Development

$33,969,410 - $23,266,654 $8,692,756100% 0% 68% 26%

$278,438 $0 $190,710 $71,252$263 $0 $180 $67

Residential Only Costs $31,959,410 $0 $23,266,654 $8,692,756$261,962 $0 $190,710 $71,252

$247 $0 $180 $67

Financial Factors

11%16%

Year 1 Year 31.15 1.181.15 1.18

Primary DebtDebt Coverage Ratio

Total Debt

Total

Total Costs% of Total Costs

Total Cost / Res. Unit

Contractor Profit, Overhead & GC as % of Developer Fee Percent

Total Cost / Res. SF

Res. Only Cost / UnitRes. Only Cost / Res. SF

4 bedroom5 bedroom

Project Summary

158 Garden Way

Residential (leasable)Common Space

Total Res Sq FtTotal

Commercial

Studio1 bedroom2 bedroom3 bedroom

Summary 3/22/2021

3/19/2021

122 Summary of CostsSquare Footage Summary: Total

Residential Unit Square Footage: 0 $33,969,410Residential Common Areas: 129,212 100%Commercial/other $278,438

Total Residential Square Footage: 129,212 $263Total Square Footage: 129,212 Residential Only Costs $31,959,410

$261,962

CostsTotal Costs

(Residential + Commercial) Residential Commerical

Total Cost per Unit

Purchase Price: $0 Land $2,000,000 $16,393 Improvements -Liens and Other Taxes -Closing/Recording $10,000 $82Extension Fees $0 -Other (list below):

$0 -$0 -$0 -

Acquisition Costs Subtotal: $2,010,000 $0 $0 $16,475

Off-site Work $40,000 $40,000 $328On-site Work $767,561 $767,561 $6,291Hazardous Materials Abatement $0 -Demolition $0 -Residential Building $17,013,310 $17,013,310 $139,453Commercial Space/Building $0 -Common Use Facilities $0 -FF&E (Common Area Furnishings) $150,000 $150,000 $1,230Internet Wiring & Equipment $0 -Landscaping $241,964 $241,964 $1,983Elevator $260,000 $260,000 $2,131Laundry Facilities $0 -Storage/Garages $0 -Builder's Risk Insurance $125,000 $125,000 $1,025Performance Bond $0 -3rd Party Const. Management $0 -Contingency $1,094,841 $1,094,841 $8,974General Conditions $3,173,149 $3,173,149 $26,009Contractor Overhead $0 -Contractor Profit $0 -Other (list below): Appliances $400,830 $400,830 $3,285

$0 -$0 -

Construction Costs Subtotal: $23,266,654 $23,266,654 $0 $190,710

Acquisition Costs

Construction Costs

Total Cost / Res. Sq Ft

% of Total Costs

$16

6%$16,475

worksheet guidancecell colors indicate:

calculated in worksheet

$0 $23,266,654 $8,692,756

value imported from other worksheet

to complete by applicant

$71,252

$190,710

$2,010,000

Date: Project Name: 158 Garden Way

Number of Units:

$190,710$0Res. Only Cost / Unit

USES OF FUNDS

$180

68%$8,692,756

$71,252$67

26%

Acquisition Construction DevelopmentTotal Costs

Total Cost / Res. Unit

$23,266,654

Uses_of_Funds 3/22/2021

3/19/2021Date: Project Name: 158 Garden WayUSES OF FUNDS

Land Use Approvals $13,965 $13,965 $114Building Permits/Fees $255,000 $255,000 $2,090System Development Charges $877,456 $877,456 $7,192Market Study $25,000 $25,000 $205Environmental Report $2,450 $2,450 $20Lead Based Paint Report $0 -Asbestos Report $0 -Soils Report (Geotechnical) $5,400 $5,400 $44Survey $9,280 $9,280 $76Capital Needs Assessment $0 -Marketing/Advertising $0 -Insurance $0 -Other (list below): Utility Allowance Study $3,860 $3,860 $32

$0 -$0 -

Architectural $1,300,000 $1,300,000 $10,656Engineering $0 -Legal/Accounting $100,000 $100,000 $820Cost Certification $10,000 $10,000 $82Appraisals $25,000 $25,000 $205Special Inspections/Testing $35,000 $35,000 $287Developer Fee $3,370,000 $3,370,000 $27,623Consultant Fee $0 -Rate Lock Fee $0 -Other (list below): Earth Advantage Silver Certification $55,000 $55,000 $451

$0 -$0 -

Lender Inspection Fees $25,000 $25,000 $205Lender Title Insurance $130,000 $130,000 $1,066Lender Legal Fees $50,000 $50,000 $410Loan Fees $135,000 $135,000 $1,107Loan Closing Fees $9,200 $9,200 $75Property Taxes (Constr Period) $0 -Insurance $0 -

Bridge Loan Legal $0 -Bridge Loan Trustee $0 -Bridge Loan Underwriting $0 -

Perm. Loan Fee $0 -Perm. Loan Closing Fees $0 -

Permanent Loan Fees

Bridge Loan Fees

Development Costs

Construction Loan Costs/Fees

General Fees


3/19/2021Date: Project Name: 158 Garden WayUSES OF FUNDS

Cost of Bond Issuance $0 -Negative Arbitrage (1.50%) $0 -Bond Cost Certification $0 -Other (list below):

$0 -

Construction Period $1,067,188 $1,067,188 $8,747Construction Bridge Loan $0 -Other (list below):

$0 -$0 -

Development Contingency $400,000 $400,000 $3,279Contingency Escrow Account (3%) $0 -

Lease Up $175,000 $175,000 $1,434Tenant Relocation $0 -

Operating Reserve $233,807 $233,807 $1,916Deposit to Replacement Reserves $24,400 $24,400 $200Other (list below): FF&E Consulting $35,000 $35,000 $287 Tax Credit Application and Reservation Charges $270,750 $270,750 $2,219 Investor Syndication Fee $50,000 $50,000 $410

$0 -Development Costs Subtotal: $8,692,756 $8,692,756 $0 $71,252

TOTAL PROJECT COST $33,969,410 $31,959,410 $0 $278,438

Surplus or Gap ($0)

Summary of Fees and Contingencies Preferred RatesDeveloper Fee Percent 11.5% No more than 15% of total project costs net of developer fee, reserves and cash accounts.

Project Development Percentage 25.6% No more than 30% of total project costs.Development Contingency 4.8% No more than 5%.Construction Contingency 4.9% No more than 5% for new construction, 10% for rehabilitation.

Contractor Profit, Overhead & GC 15.8% Contractor Profit (8%), Overhead (2%) and General Conditions (6%), with combined no more than 14% of construction costs.Construction less Contractor P & O & GC $20,093,505

Project costs net of developer fee, reserves and cash accounts $29,371,496.3Development and Construction Costs, total $31,959,410.3

Reserves/Cash Accounts

Development Contingency

Interest

Bond Issuance Fees

Lease Up / Tenant Relocation


Project Name: 158 Garden Way

Date: 3/19/2021

Cash $17,798,042Permanent Bank Loan-primary $12,850,000Permanent Bank Loan-secondaryCity of Eugene-Urban Renewal OHCS GHAP Funds $400,000Deferred Developer Fee $1,868,912SDC Waiver $752,456City of Eugene-Affordable Housing Trust Fund $300,000

TOTAL FUND SOURCES $33,969,410

Surplus or Gap ($0)

SOURCES OF FUNDING

Funding Source

Sources 3/22/2021

2.00%

Type Unit Size

Unit Type (BDR /MGR)

# of Baths

Square Feet / Unit

Median Income

%

Gross Monthly Rent /Unit

Tenant Paid

Utility Allow

Net Monthly Rent / Unit

# of Units

1 2 3 4 5 10 15 20 30

Income Qualified 1 bedroom 1.0 60% $787 - $60 = 727 X 12 44 = $383,856 $391,533 $399,364 $407,351 $415,498 $458,743 $506,490 $559,206 $681,669Income Qualified 2 bedroom 2.0 60% $945 - $74 = 871 X 12 29 = $303,108 $309,170 $315,354 $321,661 $328,094 $362,242 $399,945 $441,571 $538,273Income Qualified 2 bedroom 2.0 60% - = 0 X 12 1 = $0 $0 $0 $0 $0 $0 $0 $0 $0Income Qualified 3 bedroom 2.0 60% $1,092 - $87 = 1,005 X 12 44 = $530,640 $541,253 $552,078 $563,119 $574,382 $634,164 $700,168 $773,042 $942,334Income Qualified 4 bedroom 2.0 60% $1,218 - $101 = 1,117 X 12 4 = $53,616 $54,688 $55,782 $56,898 $58,036 $64,076 $70,745 $78,108 $95,214

- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0- = 0 X 12 = $0 $0 $0 $0 $0 $0 $0 $0 $0

122 = $1,271,220 $1,296,644 $1,322,577 $1,349,029 $1,376,009 $1,519,226 $1,677,348 $1,851,927 $2,257,489

$0 $0 $0 $0 $0 $0 $0 $0

$7,008 $7,148 $7,291 $7,437 $7,586 $8,375 $9,247 $10,209 $12,445$0 $0 $0 $0 $0 $0 $0 $0

$5,490 $5,600 $5,712 $5,826 $5,943 $6,561 $7,244 $7,998 $9,749$0 $0 $0 $0 $0 $0 $0 $0

$720 $734 $749 $764 $779 $860 $950 $1,049 $1,279$4,992 $5,092 $5,194 $5,298 $5,404 $5,966 $6,587 $7,272 $8,865

$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0

$18,210 $18,574 $18,946 $19,325 $19,711 $21,763 $24,028 $26,529 $32,338

$1,289,430 $1,315,219 $1,341,523 $1,368,353 $1,395,721 $1,540,988 $1,701,376 $1,878,456 $2,289,827

5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%

($64,472) ($65,761) ($67,076) ($68,418) ($69,786) ($77,049) ($85,069) ($93,923) ($114,491)$1,224,959 $1,249,458 $1,274,447 $1,299,936 $1,325,934 $1,463,939 $1,616,307 $1,784,533 $2,175,336

HOUSING OPERATING BUDGET - INCOME3/19/2021

Garage/Parking

Income Inflation Rate:Date: Project Name: 158 Garden Way

See Appendix C of RFP for allowed rents in income-qualified units

Total Residential Leasable Square Feet0

Site-based rental assistance:Site-based rental assistance:

LaundryOther Revenue:

SUB-TOTALS

Total Annual Income

Year

Cable TV

SUB-TOTAL OTHER REVENU

Interest IncomeApplication FeesInternet Access Fees

Other:Other:

nnual Vacancy Rate (stable at Yr

Less Vacancy

Deposits on Turnover

Gross Residential Income:

Effective Res. Gross Income:

Income 3/22/2021

2.00%

Type Unit Size

Unit Type (BDR /MGR)

# of Baths

Square Feet / Unit

Median Income

%

Gross Monthly Rent /Unit

Tenant Paid

Utility Allow

Net Monthly Rent / Unit

# of Units

1 2 3 4 5 10 15 20 30

HOUSING OPERATING BUDGET - INCOME3/19/2021

Income Inflation Rate:Date: Project Name: 158 Garden Way

Year

years 1 2 3 4 5 10 15 20 30

Commercial Income: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0Other: = $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

5.0% 5.0% 5.0% 5.0% 5.0% 5.0%$0 $0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0

$1,224,959 $1,249,458 $1,274,447 $1,299,936 $1,325,934 $1,463,939 $1,616,307 $1,784,533 $2,175,336

Less Vacancy

Effective Total Gross Income:

Annual Vacancy Rate (stable at Yr 3)

Effective Comm. Gross Income:

Income 3/22/2021

Date:

3.00%

Annual per Unit 1 2 3 4 5 10 20 30$197 $24,000 $24,720 $25,462 $26,225 $27,012 $31,315 $42,084 $56,558

$0 $0 $0 $0 $0 $0 $0 $0$166 $20,300 $20,909 $21,536 $22,182 $22,848 $26,487 $35,596 $47,838$533 $65,000 $66,950 $68,959 $71,027 $73,158 $84,810 $113,978 $153,177$287 $35,000 $36,050 $37,132 $38,245 $39,393 $45,667 $61,373 $82,480$0 $0 $0 $0 $0 $0 $0 $0

$1,076 $131,239 $135,176 $139,231 $143,408 $147,711 $171,237 $230,128 $309,273$84 $10,200 $10,506 $10,821 $11,146 $11,480 $13,309 $17,886 $24,037

$200 $24,400 $25,132 $25,886 $26,663 $27,462 $31,836 $42,786 $57,500

$822 $100,305 $103,314 $106,414 $109,606 $112,894 $130,875 $175,885 $236,375$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$10 $1,200 $1,236 $1,273 $1,311 $1,351 $1,566 $2,104 $2,828$62 $7,600 $7,828 $8,063 $8,305 $8,554 $9,916 $13,327 $17,910$40 $4,840 $4,985 $5,135 $5,289 $5,447 $6,315 $8,487 $11,406

$277 $33,771 $34,784 $35,828 $36,902 $38,010 $44,063 $59,218 $79,584$17 $2,052 $2,114 $2,177 $2,242 $2,310 $2,677 $3,598 $4,836

$150 $18,300 $18,849 $19,414 $19,997 $20,597 $23,877 $32,089 $43,125$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0

MUPTE Exemption: Yr 1 - Yr 10 $0 $0 $0 $0 $0 $0 $0 $0$113 $13,816 $14,230 $14,657 $15,097 $15,550 $18,027 $24,226 $32,558

Downtown Service District Fee $0 $0 $0 $0 $0 $0 $0 $0 $0Occupied Square Feet

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0

$4,033 $492,023 $506,784 $521,987 $537,647 $553,776 $641,978 $862,765 $1,159,484Total Annual Operating Expenses:

Contracted (Off-Site)

Internet Connection Fee

Legal AccountingCompliance Monitoring Fees

Office & AdministrationAdvertising/Marketing & Promotion

if you change this expense inflation rate from it's default (3%) you must support it in your narrativeEnter annual expense for ALL units below

Other: (list below)

Unit Turnover Taxes(non-real estate)Property Taxes

Professional Services:Resident ServicesCase Management

Payroll Taxes

On-site

3/19/2021

Annual Operating ExpensesInsurance Utilities:(common areas)

Year


Expense Inflation Rate:

Gas/Oil Electric Water & Sewer

HOUSING OPERATING BUDGET - EXPENSES

Garbage RemovalCable TV

Repairs & MaintenanceLandscape MaintenanceReplacement ReserveProperty Management:

Expenses 3/22/2021

Date:

3.00%

Annual per Unit 1 2 3 4 5 10 20 30


3/19/2021

Annual Operating Expenses

Year




1 2 3 4 5 10 20 30

RateAmortization

(Years) Loan Amount3.90% 40 $12,850,000 $53,300 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597

RateAmortization

(Years) Loan Amount$0 $0 $0 $0 $0 $0 $0 $0 $0 $0

RateAmortization

(Years) Loan Amount$0 $0 $0 $0 $0 $0 $0 $0 $0

RateAmortization

(Years) Loan Amount$0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0 $0

$53,300 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597

Permanent Bank Loan-secondary

Deferred Developer FeeOther Loans / Deferred Fee

YearAnnual per Unit

Less Debt Service:

Permanent Bank Loan-primary

Total Debt Service

Other Loans

Expenses 3/22/2021

Date:

3.00%

Annual per Unit 1 2 3 4 5 10 20 30


3/19/2021

Annual Operating Expenses

Year




Annual per Unit 1 2 3 4 5 10 20 30

$10,041 $1,224,959 $1,249,458 $1,274,447 $1,299,936 $1,325,934 $1,463,939 $1,784,533 $2,175,336$4,033 $492,023 $506,784 $521,987 $537,647 $553,776 $641,978 $862,765 $1,159,484$6,008 $732,936 $742,674 $752,460 $762,289 $772,158 $821,960 $921,768 $1,015,852$53,300 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597$53,300 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597 $639,597($47,292) $93,338 $103,077 $112,862 $122,692 $132,561 $182,363 $282,171 $376,254($47,292) $93,338 $103,077 $112,862 $122,692 $132,561 $182,363 $282,171 $376,254

1.15 1.16 1.18 1.19 1.21 1.29 1.44 1.591.15 1.16 1.18 1.19 1.21 1.29 1.44 1.59

Primary Debt Coverage Ratio Total Debt Coverage Ratio

Primary Debt Service Total Debt Service Cash Flow Per Year Primary: Cash Flow Per Year Total:

Effective Gross Income: Total Annual Operating Expenses: Net Operating Income:

Expenses 3/22/2021

Project Name: Date:

Specify choose from drop down menu

Type of Utility (Gas, elec., Oil, etc.)

Owner or Tenant Paid 0 BDRM 1 BDRM 2 BDRM 3 BDRM 4 BDRM 5 BDRM

Heating Electric Tenant Paid $33 $38 $42 $46Lighting Electric Tenant Paid $14 $19 $24 $30Air ConditioningCooking Electric Tenant Paid $4 $5 $7 $8Hot Water Electric Tenant Paid $9 $12 $14 $17Water Owner PaidSewer Owner PaidTrash Removal Owner Paid

$0 $60 $74 $87 $101 $0

If allowances are calculated by other methods, attach the appropriate schedule and include unit rents, number of bedrooms, and allowances

158 Garden Way

Utility Allowance

Total Utility Allowance

3/19/2021

fill in the dollar amounts in cells belowUtilities

Utility Allowance 3/22/2021

2021 Application for AHTF Funds Section 7‐1

SECTION 7 PROJECT FINANCING

Unique Financing Circumstances 1. Please describe any unique financing details or structures as they pertain to this project. Explain why

the financing is attainable for the proposed project. Attach any letters of funding commitments already received.

The financing pertaining to this 122‐unit affordable housing development utilizes equity from 9% federal Low‐Income Housing Tax Credits, developer financing, conventional mortgage debt financing, and grants. The financing is attainable due to our long‐standing relationships with community lenders and capital partners, and the attractiveness of the development with its larger apartment homes and its non‐metro location. Due to rising cost of construction materials, such as lumber and steel, and rising interest rates, the City of Eugene’s Affordable Housing Trust Funds are needed to make the project financially feasible. Once we receive LOIs from the construction/permanent lender and equity investor in April 2021, we will provide to the City of Eugene.

2. Please describe the current status of investor negotiations, or other funding being pursued. Discuss the timing of obtaining funding commitments.

Based on the deep need for affordable housing in Eugene, and specifically the Harlow submarket, and our track record of completing projects on‐time and on‐budget, we are confident that financial commitments will be obtained prior to the OHCS NOFA application deadline of April 30, 2021. Meili Construction, the general contractor, is providing an updated cost estimate by April 2, 2021. Additionally, the final utility allowance calculations for this project will also be determined by the end of March. Once we have this information, we will provide a financial package to our financial partners for underwriting. As stated above, final commitments from funders will occur by January 2022 after Cornerstone and Guardian present an updated proforma based on detailed construction plans.

3. AHTF funds requested: $300,000

4. Other resources (at least 50% of total development costs must be leveraged): $33,498,934

5. Total Project cost: $33,798,934

6. Do you plan to apply for the City of Eugene Low Income Rental Housing Yes No

Property Tax Exemption (LIRHPTE)? (click link for more information) 7. Do you plan to apply for a City of Eugene CDBG Rehabilitation Loan? Yes No

(click link for more information.)

If yes, how much will you request?


Attachments: 7‐1. Funding commitment letters


SECTION 8 PROJECT OPERATIONS

Operations Narrative

1. Please provide a narrative description of the long‐term operations (specifically related to the Income and Expenses tabs in your proforma).

a. Please justify all costs and assumptions. Cornerstone has a 336‐unit affordable housing portfolio. All units across 9 apartment communities are in Lane County and the vast majority are in Eugene. The portfolio is professionally managed by Guardian Real Estate Services who became the management agent on March 1st 2021. Guardian is an award‐winning property management company and affordable housing developer. In addition to Cornerstone’s portfolio, Guardian manages a total of more than 8,000 affordable and conventional rental housing units throughout the Pacific Northwest, Arizona, and Texas. This breadth of experience and access to operating cost information for comparable developments allows us to generate accurate operating expense projections. For 158 Garden Way, Year 1 operating expense projections include the following:

Insurance $24,000 annual premiums for liability insurance

Electricity $20,300 for common areas plus interim electricity for unoccupied units

Water & Sewer $65,000, approximately $44 per unit per month

Garbage Removal $35,000, approximately $24 per unit per month

Repairs & Maintenance $82,439 for a full‐time maintenance technician and part‐time porter and benefits; $38,000 for maintenance supplies and contracts; $10,800 for elevator maintenance contract

Landscaping $10,200 for landscape maintenance

Replacement Reserve $200 per unit as required by lender

Property Management On‐Site

$57,409 for a full‐time community manager and benefits

Property Management Contracted (Off‐Site)

3.5% of effective gross income for budgeting, accounting and financial reporting, supervision of site staff, support with capital improvement projects, and compliance monitoring

Resident Services Resident services will be provided but services fees will be paid from available cash flow after all other operating expenses and debt service have been paid

Legal $1,200 allowance

Accounting $7,600 for annual audit required by LIHTC investors

Compliance Monitoring $40 per unit OHCS LIHTC monitoring fees

Office & Administration $33,771 for third‐party application screening charges, postage, office supplies, TenantTech forms, compliance software, cell


phone, alarm service, internet, bank charges, elevator permits, Multifamily NW dues, and staff training

Advertising/Marketing & Promotion

$2,052 for website hosting and print material

Unit Turnover $18,300, assuming a 30% annual turnover rate and $500 per turn

Payroll Taxes 13,816 for management and maintenance staff

TOTAL ANNUAL OPERATING EXPENSES

$492,023 ($4,033 per unit)

Per lender and OHCS underwriting guidelines, annual expenses are inflated at a rate of 3% per year.

b. Describe why the rents were selected and why they are appropriate to the long‐term viability of the project.

This community will serve families and individuals with incomes below 60% of AMI. 60% AMI is the income limit for the LIHTC program and City of Eugene’s Low‐Income Rental Housing Property Tax Exemption. Scheduled rents are based on HUD published 2020 60% AMI rent limits for Lane County, minus a utility allowance for tenant paid electricity. There is strong demand in the Eugene‐Springfield area for housing at this income and rent level. Additionally, these rents are less than the Home for Good “payment standard,” allowing us to serve many households with incomes below 50% AMI with tenant‐based sources of rental assistance such as Section 8 Housing Choice Vouchers. Across Cornerstone’s housing portfolio, approximately 40% of residents receive voucher‐based assistance. Most of these voucher holders have incomes below 30% AMI, which is $15,180 for a single individual, $16,800 for a 2‐person household, and $21,660 for a household of 4 (2020 Lane County income limits for LIHTC).

c. Describe how the projected revenue was determined. In additional to rent revenue, other sources include coin‐operated laundry (available for households in one‐ and two‐bedroom units), deposits on turnover, interest income earned on reserve accounts, and application fees to cover the cost of third‐party screening charges. Vacancy is underwritten at 5%, which is within the required range of 5% ‐ 7% for OHCS underwriting. Although, actual vacancy rates in Cornerstone’s affordable housing portfolio have averaged less than 2% annually, this higher vacancy rate insulates the property from factors that may negatively impact financial performance in future years.

2. Utilities must be included in the gross rent limits for each targeted income level (see Exhibit A in the RFP

document for current gross rent limits.) Utility Allowances are published annually by the Public Housing Authority (Homes for Good). https://homesforgood.org/services‐for‐residents/resident‐


toolkit/downloads‐and‐resources Please explain how you calculated the Utility Allowance for each size of unit based on the types of utilities, and attach your calculation using the utility allowance charts.

Utility allowances will be calculated by third‐party provider using the OHCS approved Energy Consumption Model calculation method. In the meantime, we have estimated utility allowances for tenant paid electricity with a “green discount” using the HUD Utility Schedule Model found here: https://tools.huduser.gov/husm/uam.html. Documentation for the calculation is attached.

Attachment: 8‐2. Documentation of utility allowance calculation.

3/18/2021 https://tools.huduser.gov/husm/allowance_schedule.html

https://tools.huduser.gov/husm/allowance_schedule.html 1/1

Allowances for Tenant-Furnished Utilities and Other ServicesU.S. Department of Housing and Urban Development

Office of Public and Indian Housing

Locality Green Discount Unit Type DateZIP97402 - Eugene, OR Energy Star Larger Apartment Building (5+ units) 03/18/2021

Utility/Service Monthly Dollar AllowancesUtility/Service Utility/Service 0 BR 1 BR 2 BR 3 BR 4 BR 5 BR

Space Heating Natural Gas n/a n/a n/a n/a n/a n/aBottle Gas n/a n/a n/a n/a n/a n/aElectric Resistance $31 $33 $38 $42 $46 $50Electric Heat Pump $10 $11 $13 $15 $17 $18Fuel Oil n/a n/a n/a n/a n/a n/a

Cooking Natural Gas n/a n/a n/a n/a n/a n/aBottle Gas n/a n/a n/a n/a n/a n/aElectric $3 $4 $5 $7 $8 $10Other n/a n/a n/a n/a n/a n/a

Other Electric $12 $14 $19 $24 $30 $35Air Conditioning $1 $1 $1 $1 $2 $2Water Heating Natural Gas n/a n/a n/a n/a n/a n/a

Bottle Gas n/a n/a n/a n/a n/a n/aElectric $8 $9 $12 $14 $17 $19Fuel Oil n/a n/a n/a n/a n/a n/a

Water n/a n/a n/a n/a n/a n/aSewer n/a n/a n/a n/a n/a n/aTrash Collection n/a n/a n/a n/a n/a n/aRange/Microwave n/a n/a n/a n/a n/a n/aRefrigerator n/a n/a n/a n/a n/a n/aOther – specify n/a n/a n/a n/a n/a n/a

Projected Family Allowances(To be used to compute specific family allowances)

Utility/Service Cost/MonthSpace Heating Electric Resistance $33

Family Name Cooking Electric $4Other Electric Electric $14Air Conditioning Not applicable $0

Unit Address Water Heating Electric $9Water Not applicable $0Sewer Not applicable $0Trash Collection Not applicable $0

Number of Bedrooms Range/Microwave Not applicable $0

1Refrigerator Not applicable $0Other Not applicable $0

Total $60

https://www.huduser.gov/portal/home.html


















Total $73



















Total $87



















Total $101


3/18/2021 https://tools.huduser.gov/husm/uam.html

https://tools.huduser.gov/husm/uam.html 1/4

HUD Utility Schedule Model (HUSM)U.S. Department of Housing and Urban DevelopmentAllowances Model for Tenant-Furnished Utilities and Other Services(Based on Form 52667)

Preview Allowance Schedule Projected Family Allowances

Location

Search for PHA or ZIP ?

Selected PHA or ZIP ZIP97402 - Eugene, OR

Form Date 03/18/2021

Climate Data (Degree Days) Show Details

Unit Information

Unit Type Larger Apartment Building (5 Energy Savings Design

# Bedrooms 1 Bedroom None

Electric Tariff Standard Energy Star Certification?

Include A/C Allowance Yes No LEED Certification ?

Significant Green Retrofit?

Choose Significant Green Retrofit, signifying an 18% impact on energy efficiency, if the building has had an energy saving rehabilitation to any of the following systemsin the last 5 years: 1.Heating 2. Cooling 3. Lighting 4. DHW systems 5. Appliances 6. Building envelope 7. Water measures 8. On-site generation.

Actual Allowance

Space Heating Electric Resistance Sewer Sewer Not applicableCooking Electric Trash Collection Not applicableOther Electric Electric Range/Microwave Range/Microwave Not applicableAir Conditioning Not applicable Refrigerator Refrigerator Not applicableWater Heating Electric Other Not applicableWater Not applicable

Rate changes have exceeded 10% – Need to Update Allowances

Standard Electric Utility Tariff

Previous CurrentUtility Name Utility Name EWEB Utility Name EWEB

Rate Name Rate Name Rate Name

Effective Date Effective Date 03/01/2021 Effective Date 03/01/2021

First Month of Summer First Month of Summer January First Month of Summer January Select January if rate is not seasonalLast Month of Summer Last Month of Summer December Last Month of Summer December Select December if rate is not seasonal

Monthly Charge Monthly Charge 20.50 Monthly Charge 20.50 $/month

Floor Floor Floor

Ceiling Ceiling Ceiling

Summer Size of First Block Size of First Block remainder Size of First Block remainder kWh

Size of Second Block Size of Second Block Size of Second Block kWh

Size of Third Block Size of Third Block Size of Third Block kWh

Size of Fourth Block Size of Fourth Block Size of Fourth Block kWh

Cost of First Block Cost of First Block n/a Cost of First Block .0914 $/kWh

Cost of Second Block Cost of Second Block Cost of Second Block n/a $/kWh

Cost of Third Block Cost of Third Block Cost of Third Block $/kWh

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/kWh

Winter Size of First Block Size of First Block remainder Size of First Block remainder kWh




Cost of First Block Cost of First Block n/a Cost of First Block n/a $/kWh

Cost of Second Block Cost of Second Block Cost of Second Block $/kWh

Cost of Third Block Cost of Third Block Cost of Second Block $/kWh


Extra Charges Extra Charges Extra Charges $/kWh




Taxes Extra Charges Extra Charges %

Special Electric Heating / All Electric Tariff

Use Electric Heat Tariff Yes No Previous CurrentUtility Name Utility Name Utility Name


Effective Date Effective Date MM/DD/YYYY Effective Date MM/DD/YYYY

First Month of Summer First Month of Summer January First Month of Summer January Select January if rate is not seasonalLast Month of Summer Last Month of Summer December Last Month of Summer December Select December if rate is not seasonal

Monthly Charge Monthly Charge Monthly Charge $/month

Floor Floor Floor


Summer Size of First Block Ceiling remainder Ceiling remainder kWh








Winter Size of First Block Size of First Block remainder Size of First Block remainder kWh








Extra Charges Extra Charges Extra Charges $/kWh

Taxes Taxes Taxes %

Standard Natural Gas Utility Tariff

Previous CurrentUtility Name Utility Name Utility Name



Measurement Units Measurement Units ThermsFirst Month of Summer First Month of Summer January First Month of Summer January Select January if rate is not seasonalLast Month of Summer Last Month of Summer December Last Month of Summer December Select December if rate is not seasonal


Floor Floor Floor


Summer Size of First Block Size of First Block remainder Size of First Block remainder Therms

Size of Second Block Size of Second Block Size of Second Block Therms

Size of Third Block Size of Third Block Size of Third Block Therms

Size of Fourth Block Size of Fourth Block Size of Fourth Block Therms

Cost of First Block Cost of First Block n/a Cost of First Block n/a $/Therm

Cost of Second Block Cost of Second Block Cost of Second Block $/Therm

Cost of Third Block Cost of Third Block Cost of Third Block $/Therm

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/Therm

Winter Size of First Block Size of First Block remainder Size of First Block remainder Therms

Size of Second Block Size of Second Block Size of Second Block Therms

Size of Third Block Size of Third Block Size of Third Block Therms

Size of Fourth Block Size of Fourth Block Size of Fourth Block Therms

Cost of First Block Cost of First Block n/a Cost of First Block n/a $/Therm

Cost of Second Block Cost of Second Block Cost of Second Block $/Therm

Cost of Third Block Cost of Third Block Cost of Third Block $/Therm

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/Therm

Extra Charges Supplier Name Supplier Name $/Therm

Taxes Supplier Name Supplier Name %



Fuel Oil Delivery Contract

Previous CurrentSupplier Name Supplier Name Supplier Name



Floor Floor Floor


Size of First Block Size of First Block remainder Size of First Block remainder Gallons

Size of Second Block Size of Third Block Size of Third Block Gallons

Size of Third Block Size of Third Block Size of Third Block Gallons

Size of Fourth Block Size of Fourth Block Size of Fourth Block Gallons

Cost of First Block Supplier Name n/a Supplier Name n/a $/Gallon

Cost of Second Block Supplier Name Supplier Name $/Gallon

Cost of Third Block Cost of Third Block Cost of Third Block $/Gallon

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/Gallon

Extra Charges Extra Charges Extra Charges $/Gallon

Taxes Taxes Taxes %

Liquified Petroleum Gas (Bottle Gas) Delivery Contract




Floor Floor Floor


Size of First Block Size of First Block remainder Size of First Block remainder lbs

Size of Second Block Size of Second Block Size of Second Block lbs

Size of Third Block Size of Third Block Size of Third Block lbs

Size of Fourth Block Size of Fourth Block Size of Fourth Block lbs

Cost of First Block Cost of First Block n/a Cost of First Block n/a $/lb

Cost of Second Block Cost of Second Block Cost of Second Block $/lb

Cost of Third Block Cost of Third Block Cost of Third Block $/lb

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/lb

Extra Charges Extra Charges Extra Charges $/lb

Taxes Taxes Taxes %

Water Supply Tariff



Measurement Units Cubic FeetMonthly Charge Monthly Charge Monthly Charge $/month

Floor Floor Floor


Size of First Block Size of First Block remainder Size of First Block remainder Cubic Feet

Size of Second Block Size of Second Block Size of Second Block Cubic Feet

Size of Third Block Size of Third Block Size of Third Block Cubic Feet

Size of Fourth Block Size of Fourth Block Size of Fourth Block Cubic Feet

Cost of First Block Cost of First Block n/a Cost of First Block n/a $/Cubic Foot

Cost of Second Block Cost of Second Block Cost of Second Block $/Cubic Foot

Cost of Third Block Cost of Third Block Cost of Third Block $/Cubic Foot

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/Cubic Foot

Extra Charges Extra Charges Extra Charges $/Cubic Foot

Taxes Taxes Taxes %

Sewer Tariff

Previous CurrentSewer Service Name Sewer Service Name Sewer Service Name


Measurement Units Cubic FeetMonthly Charge Monthly Charge Monthly Charge $/month

Floor Floor Floor


Size of First Block Size of First Block remainder Size of First Block remainder Cubic Feet



Size of Second Block Size of Second Block Size of Second Block Cubic Feet

Size of Third Block Size of Third Block Size of Third Block Cubic Feet

Size of Fourth Block Size of Fourth Block Size of Fourth Block Cubic Feet

Cost of First Block Cost of First Block n/a Cost of First Block n/a $/Cubic Foot

Cost of Second Block Cost of Second Block Cost of Second Block $/Cubic Foot

Cost of Third Block Cost of Third Block Cost of Third Block $/Cubic Foot

Cost of Fourth Block Cost of Fourth Block Cost of Fourth Block $/Cubic Foot

Extra Charges Extra Charges Extra Charges $/Cubic Foot

Taxes Taxes Taxes %

Trash Collection Fees

Previous CurrentStudio Studio Studio

1 Bedroom 1 Bedroom 1 Bedroom





Range/Microwave Fees


1 Bedroom Studio Studio





Refrigerator Fees







Other Fees







97402


SECTION 9 PROJECT TEAM

Personnel 1. List the names of key members of the project development team, their titles, role and their years of

experience in affordable housing below.

Name Title

(e.g., executive director, project manager.) Years Experience in Affordable Housing

Darcy Phillips Executive Director, Cornerstone 7

Amy Cubbage Director of Real Estate and Asset Management, Cornerstone

7

Matt Salazar Project and Asset Manager, Cornerstone 7

Michelle Cady Chief Operating Officer, Cornerstone 17

Tamara Holden Director of Real Estate, Guardian Real Estate Services

12

Thomas Brenneke President, Guardian Real Estate Services 20

Vicky Gray Board President, Cornerstone 5

Rick Larson Board Vice President, Cornerstone 30

Phil Farrington Board Member, Cornerstone 6

Organizational History 2. Has the project team developed affordable housing projects previously? Yes No 3. Please describe the project team’s experience with this type of housing development.

Cornerstone Community Housing Cornerstone is a leading housing provider in Lane County and best known for building exceptionally high‐quality housing and ultimately revitalizing communities. This year we celebrate a 29‐year commitment to building affordable housing communities for people on limited incomes and providing support services designed for personal growth and economic independence. Cornerstone has developed 466 affordable homes in Eugene and Springfield and currently owns a portfolio of 336 units. Guardian Real Estate Services Combined, Guardian has 30+ years of housing development experience. The development team demonstrates expertise and passion in developing communities that deliver exceptional results for community partners. Guardian champions every phase from concept and creation to the ongoing customer experience to determine how, where and what to develop. Guardian works closely with development partners and community members to develop a deep understanding of each unique location and in turn, deliver thoughtful additions to the existing neighborhood that add lasting value to residents and investors. Their financial experience includes raising capital from individual and institutional investors, new market tax credits, low‐income housing tax credits, federal funds such as HOME, and Tax‐Exempt bond financing for a


wide variety of housing developments. Leveraging the experience from our seasoned development team and their diverse expertise, coupled with our internal property management company, we are able to strategically develop housing according to the changing demands of prospective residents and community stakeholders. We use our knowledge and experience as a property management to inform our development work. 4. Has the project team done similar projects to that for which you are seeking funds for through this

application:

a. Number of similar projects completed:

Cornerstone: 8 Projects

Guardian: 7 Projects in past five years

b. Please describe the similar projects completed:

Cornerstone Community Housing All properties listed below have received HOME and/or LIHTC awards. All properties are in compliance with their regulatory agreements. Portfolio‐wide, income and rent limits range from ≥30% to ≤60%. Woodleaf Village – PIS 1998 – 60 units The Park at Emerald Village – PIS 1998 – 96 units Green Leaf Village – PIS 2002 – 34 units Oak Leaf Village – PIS 2002 – 14 units Apple Orchard – PIS 2004 – 40 units WestTown on 8th – PIS 2008 – 102 units Prairie View – PIS 2009 – 64 units Willakenzie Crossing – PIS 2012 – 56 units Guardian Real Estate Services In the last five years, we completed five new construction tax credit projects.

Miracles Central – 47 units of recovery housing for Central City Concern

Blue Springs Crossing‐‐38 units of rural housing for NE Oregon Housing Authority

NAYA Generations, Portland, Oregon‐‐40 family units for Native American Youth and Family Services (NAYA)

Bridge Meadows North, Portland, Oregon‐‐36 units, intergenerational housing for youth in foster care, adoptive parents, and elders for Bridge Meadows.

Bridge Meadows Beaverton, Oregon‐41 units of senior housing for Bridge Meadows. Additionally, we completed the following new construction market rate developments in the last five years:

Oxbow49, Portland, Oregon‐166 apartments with a community plaza, sky lounge, paddle board storage, bike parking, and pet wash station.

The YARD, Portland, Oregon‐21 story mixed‐use development with ground floor retail and 284 apartments.


c. Please describe current projects underway and their status. How will you manage additional

projects?

Cornerstone is in the predevelopment phases for two developments for which construction is anticipated to begin near the completion of construction at 158 Garden Way. Additionally, we are in the midst of rehabilitation projects at several properties that we anticipate being completed before the beginning of construction on Garden Way. Guardian Real Estate Services is currently rehabilitating two rural development properties in Clatskanie and McMinnville, both of which will be completed by July 2021. Additionally, Guardian is closing on a 100‐unit new construction development in Happy Valley, Oregon in March 2021, with construction beginning the end of the month. We do not anticipate issues related to capacity. With executive team member David Feo, the Chief Financial Officer, and Development Associate, Levi Curran, Guardian has the capacity to take on additional projects and to close the 158 Garden Way development, and ensure the project timelines and financial milestones are met. Guardian also has plans to add a Development Associate to the Guardian Development Team in the coming months to provide additional capacity. Guardian on all three of these questions 5. Number Units Placed in Service:

Cornerstone: 492 Units total

Guardian: 243 Units in past five years

6. When did the project team’s organization last have an audit or a comprehensive review of its financial

statements? (Please submit recent financial statements.)

a. Were there any findings or concerns about financials? Yes No b. If Yes, please describe the findings or concerns about financials and the plan to resolve the

concerns. Overwrite this text with your answer

7. Did the ownership entity approve the plan to apply for AHTF funds Yes No

for the purpose of the proposed project? (Please submit the borrowing resolution or other documentation.)

Property Management 8. Briefly summarize the management plan for this project. Be sure to address facility maintenance, on‐

site management, and services provided:


Guardian anticipates that the leasing staff will consist of a full‐time Manager, a half‐time Manager, and a full‐time Maintenance Technician. Depending upon volume, Guardian will temporarily employ up to one additional full‐time leasing employee. All staff are supervised by a Portfolio Manager who is currently responsible for all properties in Cornerstone’s current portfolio. 9. Explain your marketing strategy and the tenant selection process, including the establishment and

management of the waiting list.

Marketing efforts would begin as early as the construction phase with a “coming‐soon” approach to begin building the waiting list. Direct personal contacts with agency partners will be established to make sure those with greatest need are informed. Additional efforts will also be made to reach out to agencies assisting those groups least likely to apply to ensure there is a diverse community. The future tenant selection plan will be specific to 158 Garden Way, which will include methods and procedures for taking applications and screening tenants at the property. Procedures will also address the selection of tenants based on a written waiting list in the chronological order of application. The site team is supported by a Central Office marketing role. An example lease‐up timeline is below.

Example Lease‐up Timeline:

Timeline Activities: 6 ‐ 9 months prior to Certificate of Occupancy

‐ Temporary signage installed ‐ Establish waiting list ‐ Website launched ‐ Reach out to agency partners to refer applicants

90 days prior

‐ Begin screening and certification process, determine resident eligibility ‐ Manager begins full time ‐ Assistant begins full‐time (part‐time once building leased up)

75 days prior

‐ Craigslist posting begins for pre‐leasing ‐ Schedule interior photography ‐ On going certification paperwork

60 days prior ‐Rent roll finalized

‐Hard hat tours begin 30 days prior ‐Update all advertising materials with anticipated move‐in date

15 days prior -Schedule move-in and lease signing appointments for new 10. Describe your organization’s experience with income verification and required documentation.

Guardian has been an active player in the LIHTC program since its inception. A majority of the company’s affordable housing portfolio has been financed with tax credits. The company has substantial lease‐up experience with literally dozens of projects leased. Lease up experience includes new construction and rehab. Our rehab experience includes projects where temporary tenant


relocation was required. For most affordable properties, absorption rates average 20 – 25 units per month.

Guardian’s Chief Financial Officer (CFO) in responsible to ensure that the properties remain in compliance with all housing regulatory agreements. An internal Compliance Manager reporting to the CFO directly oversees property level program compliance and the company’s third‐party compliance vendor. The company uses Yardi’s RightSource platform for review of initial and interim tenant certifications, training, and ongoing reporting.

Initial applicant income certifications and annual resident re‐certifications are completed by the Community Manager at each community. Under the RightSource system, once all forms and verifications are completed, the Community Manager submits the file to RightSource for final review and approval. RightSource is a Yardi‐owned company and all information is seamlessly integrated into our Yardi system.

Guardian’s internal Compliance Manager is responsible for oversight of all agency communications and lender reporting including LIHTC, Section 8, PRAC, HOME and Bond reports as they pertain to certifications and program qualifications. When information is requested on agency compliance reports, either the Compliance Manager or RightSource will work closely with the Portfolio Manager to provide the responses.

In Oregon, proposed rent increases must be presented to the monitoring agency for pre‐approval. The Portfolio Manager will work closely with the Owner/Asset Manager in preparing this request to increase rents and submit to the agency for consideration.

11. Discuss the management agency‘s ability to efficiently maintain additional properties and assets. Guardian Management currently oversees 127 assets. With seven regional portfolio managers and five area managers, Guardian has sufficient capacity to oversee additional properties. With over 40 years of experience and the Northwest’s leading property management and real estate development firm, Guardian is able to attract new managers as we add additional properties to the portfolio, ensuring our clients receive high quality customer service, maximize property performance, and create value for owners. 12. Will management be provided on site? Yes No

a. If yes, form of management:

Resident Manager(s) ‐ Number of units: 1

Management office (Business Hours Only) Management office (24 hr)

Other, Describe: 24‐hour Emergency Call Number

b. If no, describe your service area and how this project fits within your organization’s capacity.



13. List the names of key property management staff, their titles and their years of experience in affordable housing.

Name Title (e.g., project manager, intake staff)

Years Experience in Affordable Housing

Thomas Brenneke President, Guardian Real Estate Services 20

Hollie Forsman Director of Operations 15

Amanda Peterson Area Manager 14

Allison Christensen Compliance Manager 18

Eric Cornelius Director of Maintenance 30

Fair Housing and Cultural Competency

14. Explain how your organization and property management staff stay educated about fair housing issues?

Cornerstone is committed to fostering diversity, equity, and inclusion in all its endeavors, including the development, construction, lease up and operations of its affordable housing communities. Both Cornerstone and Guardian require all staff to attend Fair Housing trainings on an annual basis. Guardian Management is committed to Fair Housing and maintains strict standards for compliance. Guardian provides Fair Housing training to each employee immediately upon hire as well as ongoing training at least annually. 15. Describe how your organization/ ownership entity ensures that property management staff provides

culturally competent services in working with protected classes.

Guardian partners with several service agencies that acknowledge the importance of culture and adapts services to meet culturally unique needs in working with protected classes. Guardian also provides tailored marketing plans that includes culturally appropriate outreach based on the programming goals of the property and also community demographics. 16. Please describe how your organization/project team/ property management staff is working to broaden

staff and board diversity and knowledge around cultural competency.

Diversity, equity, and inclusion (DEI) is a key priority in Cornerstone’s 5‐year Strategic Plan (2018‐2022). We are committed to building a multicultural organization and continually challenging ourselves to learn and improve. Our DEI Steering Committee will continue to meet bi‐monthly in 2021 to discuss and lead the implementation of various DEI initiatives, while staff work to develop and implement changes on the off months. Some of Cornerstone’s current efforts and goals include: • Fostering an organizational culture that honors difference. Shifting the organizational culture through DEI training, intentional conversations, and operational changes.


• Revamping recruitment practices. Recruiting a diverse staff and board of directors. • Investing in professional development and leadership development for residents and staff at all levels. Providing pathways for individuals with under‐represented identities to advance their careers.

• Using an equity lens tool to analyze and improve the way that we respond to the needs of

populations facing disparities. 17. Please describe if this proposal will include a partnership with organizations serving BIPOC households

(see the RFP criteria for examples of partnerships with culturally specific or culturally responsive organizations). Attach support letters or other documentation of partnership.

Centro Latino Americano has committed to working collaboratively with Cornerstone and Guardian to develop a Project Marketing Plan designed specifically to reach Latino populations. Centro has also committed to sharing waitlist information and supporting community members complete rental applications through their existing case management programs.

Attachments

9‐6. Most recent audited financial statement and current year operating budget OR if an entity does not have an audit, please submit two years of tax returns and an annual operating budget for the entity.

9‐7. Borrowing Resolution or ownership entity approval to apply for AHTF funds

9‐17. Partnership letters with organizations serving BIPOC households

944 West 5th Ave Eugene, Oregon 97402 - Phone: 541-687-2667 Fax: 541-284-2139 www.centrolatinoamericano.org www.lanecountyinspanish.org

March 19, 2021

To: Whom it may concern

Re: Garden Way

Please accept this letter in support of the Cornerstone Community Housing proposal for 122 units of affordable housing on Garden Way, in Lane County, Oregon. This project directly meets the critical need for affordable housing in Lane County and serves as a catalyst by providing the foundation and stability for people to build pathways out of poverty.

The Centro Latino Americano mission is to empower Latino families, providing opportunities and generating connections, for a stronger community. The households we serve have barriers to accessing safe, quality affordable housing and we support the development of future affordable housing that collaborates to commit outreach and services for Latino/Latina/Latinx household.

Cornerstone is a leading housing provider in Lane County and well known for building exceptionally high-quality housing and revitalizing communities. In addition to building housing, Cornerstone also delivers Healthy Homes, a meaningful resident services program designed to reduce barriers and coordinate on-site education, intervention, prevention at the front door of at-risk, low-income populations.

Centro Latino Americano (Centro) and Cornerstone have a history of collaborating to help benefit the communities we both serve. We have worked together on grant projects that support advocacy for affordable housing, and trainings for our Peer Support Specialists and Community Health Workers to ensure quality training for our staff who work with the communities most vulnerable. We are both funded through the United Way transformation grant for programs that help us build capacity and support for our agencies to deliver on our missions into the future. We also both sit on the 100% Health Executive Committee, part of United Way’s Live Healthy Lane work that focuses on the collective impact of our area’s health care partners.

We see firsthand the impact that affordable housing can have on the success of struggling families. Data shows that rising housing costs disproportionately impact communities of color at higher rates. When families pay more than 1/3 of their income in rent, they cannot afford necessities such as nutritious food and safe childcare and perpetuating the cycle of poverty. The

C E N T R O L A T I N O A M E R I C A N O

944 West 5th Ave Eugene, Oregon 97402 - Phone: 541-687-2667 Fax: 541-284-2139 www.centrolatinoamericano.org www.lanecountyinspanish.org

most recent Community Health Needs Assessment conducted by Live Healthy Lane ranked “the ability to access affordable housing” as the number one strategic priority facing Lane County.

We encourage your funding of the Cornerstone Community Housing Garden Way proposal. Having a safe place to call home will directly impact children’s ability to succeed in school will change the trajectory of families for decades to follow.

Thank you in advance for your support.

Sincerely

David Sáez Executive Director Centro Latino Americano


SECTION 10 SERVICES

Services Plan

1. Describe the services to be provided at the development (if any).

Quality Resident Services Cornerstone has over 28 years’ experience delivering resident services. We know that an effective resident services program helps to support the successful operation of affordable housing by creating resilient residents and increasing overall housing stability. These advantages work to decrease eviction rates, support property management, and keep communities sustainable and safe. Cornerstone designed the Healthy Homes program to create a safety net that helps build family resiliency, develop financial stability, and keep hard working families from slipping through the cracks and into homelessness. The goals of the Health Homes program are aligned with the Oregon Housing and Community Services Resident Services priorities:

Improve household’s ability to maintain lease obligations, enhancing quality of life through programs for employment, education, income/asset building, child and youth development, community building and access to services.

Improve household’s ability to uphold the lease during the aging process through better access to health care and other services, enhanced quality of life through community building, socialization, and other programs.

Support and serve the special needs population by focusing on the strengths and needs of the target population to provide for their daily support and promote participation in the larger community.

Programs and partnerships Cornerstone relies on well‐established community partnerships and in‐kind services whenever possible to help ensure the efficient use of community resources. By reducing barriers and bringing services on‐site, at no cost, throughout the year, residents have access to a variety of opportunities that meet their individual needs. The partnerships we have in place are part of the services plan for 158 Garden Way and will be integrated into the regular operations of the community for the benefit of residents. Key partnerships and focus areas are outlined below:

Food programs are provided in partnership with Food for Lane County, ensuring “Extra Helping” and “Senior Grocer” programs that provide supplemental food each month. Cooking classes like “Cooking Matters” for families and “Kids in the Kitchen” for youth are offered throughout the year in partnership with OSU Extension.

Health and Wellness programs are offered in partnership with a network of community health care partners. Senior and Disabled services host a 4‐week series of classes on “Living well with Chronic Conditions” and the YMCA offers a 4‐week series on “Living well with Diabetes”. Trillium, PacificSource and Capital Dental coordinate seasonal flu‐shot and dental clinics, and in June 2021 we are hosting our first ever Covid‐19 Vaccination Clinic.


Economic Stability programs are offered in partnership with DevNW and Workforce Lane, the leading partners on financial wellness support and workforce development. This includes financial counseling and budgeting for households who fall behind on rent and access to career counseling and support with resume writing, job search, and classes interviewing. On‐site Resident Services Coordinators offer resources hours for individual referrals and supports like rent and utility assistance and referrals to local IDA (Individual Development Savings Accounts) partners for people looking to purchase a first home, start a business, or return to school.

Youth Programs are offered in partnership with Eugene Library, OSU Extension, Little Hands Can, Bags of Love, and other more, this curriculum was designed over time specially for delivery in affordable housing sites. “Active Kids” and “Active Teens” provides safe activities for youth and helps reduce screen time and get kids moving. “Rising Star” provides incentive points for good homework and positive behavior and helps teach kids how to save up for larger prize purchases over time. We also partner with United Way to provide Family Support Programs like “Triple P Parenting”, “Preschool Promise”, and “Kids in Transition to School (KITS)”.

Community Building Programs are offered by Cornerstone throughout the year and are most often specific to each property. Resident Volunteer programs, community gardens, and events throughout the year like BINGO, Community Barbeques, Movie Nights, etc. We know that social isolation is common for many households and these events offer opportunities to connect with neighbors and build new relationships in the community.

With ample garden beds planned at 158 Garden Way, there is an exciting opportunity to partner closely with a gardening nonprofit. We are currently reaching out to partners with expertise in culturally specific gardening programming. Cornerstone’s experience in promoting gardening at our current communities will promote resident engagement around gardening for all ages. It is appropriate that this site, which has such a rich importance in Eugene’s early agricultural history, can once again be used to grow healthy foods and promote a connection with the earth. An experienced staff Cornerstone staff are trained and experienced in working with a diverse population of residents and we are committed to helping households to build pathways out of poverty. With over 100 Lesson plans and working with up to 50 community partners, we offer a range of programs with something for everyone. On‐site resident services staff assist in the design, set‐up, and implementation of all programs and services. Monthly newsletters are posted to each door with information about programs and services available in their local community center and how to access supports. Programs and services are offered on‐site to reduce barriers and increase participation rates. “Resident Resource Hours” are available for residents who need additional support and assistance not offered through our programs. Resource referrals are provided to outside agencies for things like rental and utility assistance programs, additional food resources, and a wide range of other community partners.


2. Describe your case management or services model and how it leads to housing stability and self‐sufficiency for the client. Explain how residents may participate in decision making processes.

Resident Services tailored to resident needs In addition to the on‐site Healthy Homes program and an on‐site Resident Services Coordinator, Cornerstone staff hold a variety of certifications in key focus areas to support the range of households we serve. 158 S Garden Way households will all have access to working one‐on‐one with the trained and certified staff: Triple P: Positive Parenting Program: Whether you're dealing with the big, small or one‐off problems of raising kids and teenagers —Triple P can help! Triple P is a parenting program, but it does not tell you how to be a parent. It is more like a toolbox of ideas. You choose the strategies you need. You choose the way you want to use them. It is all about making Triple P work for you.

The SOAR model is designed to assist children and adults in applying for Social Security disability benefits. SOAR is funded by the Substance Abuse and Mental Health Services Administration (SAMHSA) and is a national program designed to increase access to the disability income benefit programs administered by the Social Security Administration (SSA) for eligible adults and children who are experiencing or at risk of homelessness and have a serious mental illness, medical impairment, and/or a co‐occurring substance use disorder.

Certified by the Oregon Health Authority, a Peer Support Specialist is an individual providing services to another individual who shares a similar life experience. Peer Support Specialists work over longer periods of time with families to support broader goals of the household, most often tied to the social determinants of health. Supports may include access to food, diapers, formula, or requests for transportation to doctors’ appointments, medications, and wellness services that help support overall mental health. At Cornerstone, our staff PSS is bi‐lingual and is available to all residents needing one‐on‐one assistance with anything related to maintaining housing stability or accessing resources. Working with residents to achieve their goals As a Community Housing Development Corporation, Cornerstone works to engage residents in our decision‐making processes in several ways. Cornerstone requires that one‐third of our Board of Directors is set aside for people living on low incomes or in low‐income neighborhoods to help ensure representation at decision making tables. Cornerstone began embedding Peer Support Specialists in our program model several years ago because when people with lived experience are designing and delivering programs, they have far better outcomes. We also run a well‐established resident volunteer program with an estimated 50 residents providing thousands of volunteer hours each year. These volunteers are active residents who are engaged in programs, provide feedback loops, participate in focus groups, and help with planning and implementing events. The Healthy Homes program also promotes resident advocacy, both locally and statewide, to ensure residents have a voice in the work we do. As discussed in Section 3, residents participate in the “Residents Organizing for Change” (ROC) group organized by the Housing Alliance. The ROC group participates in the


annual Housing Opportunity day to help tell their personal stories because the impact of those with lived experience is an equitable way to improve housing policy that is the cornerstone of improving the lives across Oregon. Such input not only keeps residents engaged and invested, but most importantly encourages residents to tap into their own ability for success. 3. If in Section 3, you indicated that your organization is working with a referral agency, describe the focus

and service areas of the referral agency:

Survivors of Domestic Violence will be served through a partnership with Womenspace, who will refer clients for a targeted goal of seven set aside units and provide case management and rent assistance for each client for up to two years. Womenspace works to prevent domestic violence in intimate partner relationships in Lane County and support survivors in claiming personal power. Services are designed to support survivors in their efforts to find safety and heal from the trauma of intimate partner violence. The goal is to provide information, education, and resources that will empower survivors, professionals, and community members to better understand the dynamics of domestic violence and how to prevent future abuse. This partnership will allow Womenspace to refer clients for 24 months of transitional housing assistance while offering voluntary case management services on‐site including safety planning, economic empowerment, and advocacy. All tenants referred for units prioritized for survivors of domestic violence will be offered on‐going voluntary case management services through Womenspace that focuses on safety planning, economic empowerment, and advocacy and includes access to education, resources, and economic empowerment. This case management will be focused on empowering survivors to become economically independent. 4. If in Section 3, you indicated that your organization is NOT working with a referral agency, describe how

individuals and families will find out about your program: Cornerstone Community Housing is well known in our area for providing affordable housing and services and we are included in most of the community’s local resource guides and the United Way 211 system. We are easily found in on‐line search engines when searching affordable housing in our area. Regular and consistent marketing of units will be a collaborative effort between property management, Cornerstone, and culturally specific partners such as Centro Latino Americano, NAACP, and Community Alliance of Lane County (CALC) to ensure impacted communities have access to units as they come available. Residents living at 158 Garden Way will be informed about the Healthy Homes program at their local site upon move in, with monthly newsletters posted on each door, regular consistent office hours, and regularly posted flyers throughout the site. Peer Support Specialists are also available by appointment for households who may need additional one‐on‐one services and need additional supports beyond what we provide in group settings. Service Provider Agencies 5. If services will be provided by another agency, provide the name of the organization that will provide

the services, the roles and responsibilities of the agency, and who will be the lead.


Service Provider Role/ Responsibility Lead at Service Provider

6. Describe how coordination of services will be handled between the agencies, and whether the service

provider will contribute program funding to the development. (Attach services funding commitment letters if applicable.)

Our team of staff coordinate all activities with outside partners and partners donate their services to the program as in‐kind donations. Cornerstone does hold MOU’s with certain partners once construction is completed and we have regularly scheduled program and dates in place. Resident Services are offered at no cost to residents and will be paid for by the property as an operating expense. 7. If the service provider is different than the property management entity, please explain how the service

provider organization will provide culturally competent services that meet the needs of the proposed population.

Adapting to meet resident needs Cornerstone’s model of encouraging resident feedback to drive programming and our collaborations with culturally specific service agencies are key to providing appropriate services for the target population. Cornerstone staff are trained and experienced in working with a diverse population of residents. As part of our commitment to providing culturally competent services we will coordinate with BIPOC organizations, events, and opportunities through monthly newsletters. We translate newsletters and flyers into Spanish whenever possible and we allow partners who serve BIPOC communities in our area to use our community centers for outreach and events throughout the year. We work to promote training opportunities and resource sharing within community networks to ensure our staff are up to date and knowledgeable about community resources for all types of special needs populations. Our staff Peer Supports Specialist is certified as a family peer and is bi‐lingual, increasing our ability to connect with and offer services for Latinx populations. In addition, we have other staff who speak Spanish and Somali and can translate for us as needed.

We are committed to supporting households and build pathways out of poverty. 8. Describe how the service provider’s staff and board reflect the population that will be served, and how

your organization is working to broaden staff and board diversity and knowledge around cultural competency.

Cornerstone works to ensure the demographics of staff, board, and volunteers represent the communities we serve. We ensure resident leadership on our Board of Directors by reserving one‐third of our seats for residents of our properties and residents of HUD low and moderate‐income areas. As mentioned in Section 9, Cornerstone’s Diversity, Equity, and Inclusion (DEI) Steering Committee meets bi‐monthly to lead the implementation of various DEI initiatives including but not limited to training, human resources policy and


investments, and utilization of an equity lens tool to operationalize equity across departments and programs. Cornerstone is committed to providing DEI trainings for staff and making those trainings available to non‐staff property managers to ensure that equitable practices are applied at every property in our portfolio and in all interactions with residents. Staff regularly participate in the Lane Equity Coalition events to broaden our knowledge and learn more from the variety of topics they cover. Most recently, the 2020 focus area of the Lane Equity Coalition was “Keeping Our Neighbors Healthy: The Impacts of COVID‐19 on Lane County’s Immigrant Communities”.

Attachments

10‐5. Memorandum of Understanding with Service Provider/Referral Agency

10‐6. Services funding commitment letters



Memorandum of Understanding

This Memorandum of Understanding (the Memorandum) is made on March 16, 2021 between Cornerstone Community Housing (Cornerstone), and Centro Latino Americano (Centro) for the purpose of supporting the proposed affordable housing development on Garden Way.

Obligations of the Partners

Centro Latino Americana (Centro) and Cornerstone Community Housing (CCH) agree to work mutually for the benefit of our community to ensure historically under-served populations have access to affordable housing options in Lane County. Working together we will create a plan to effectively market the availability of Garden way housing community to Latino/Latina/Latinx networks. This includes developing outreach strategies that ensure marketing materials are easy to navigate. Both parties agree to collaborative efforts outlined below:

To support the Project CCH will: • Implement their portion of the Project marketing plan (to be determined)• Share detailed information about CCH housing opportunities with Centro and review the housing

application process with Centro staff.• Provide access to the Garden Way community room for Centro programming.• Invite Centro to attend outreach events and food programs held at the site to share information about

their programs and services.

To support the Project Centro will: • Implement their portion of the Project marketing plan (to be determined)• Share information about Garden Way waitlist opening and support community members in accessing

housing applications whenever possible through existing case management programs.

Duration This Memorandum is at-will and may be modified by mutual consent of Cornerstone and Centro Latino Americano. The Memorandum will become effective upon signing and remain in effect until terminated by mutual consent of the partners.

Agreed by Cornerstone Community Housing

____________________________________________________________3/20/21______________ Michelle Cady Signature Date

Agreed by Centro Latino Americano

____________________________________________________________________________ David Saez Signature Date

158 garden way - eugene, oregon

Documents