Forms - Cooperative Development Institute (CDI)



Pioneer Cooperative of Franklin County, Inc.Preserving Affordable Housing Options in Greenfield and Turners Falls (Town of Montague), MAA second proposal to: USDA Rural DevelopmentSection 533 Housing Preservation Grants (HPG) ProgramFY 2016To Be Submitted March 11, 2016Contact Person: Andrew Danforth, Housing Program Manager Cooperative Development Institute P.O. Box 1051, Northampton, MA 01061-1051413-665-1271adanforth@cdi.coopFormsTable of ContentsStatement of ActivitiesTypes of and Conditions for Financial AssistanceProcess for Selecting HPG RecipientsProcess for Identifying Potential Environmental ImpactsDevelopment StandardsTime ScheduleProject StaffingNumber of very low- and low-income minority and non-minority households to be assistedGeographic Area to be servedAnnual Project BudgetIndirect Cost ProposalAccounting Systems to be usedMethod of EvaluationSources and Amounts of Financial ResourcesProposed Use of Program IncomePlan for Disposition of Security InstrumentsOther InformationOutreach EffortsApplicant’s Experience and Capacity to Carry Out the Objectives of the Proposed HPG ProgramEvidence of Applicant’s Legal ExistenceFinancial StatementsNarrative on Area to be ServedComponent to Alleviate Overcrowding -L. Other NOSA ItemsAppendixPCFC Preliminary Capital Needs Assessment 2014RD Form 1940‐20Map –Towns of Montague and GreenfieldLetter - Montague Building Inspector on Mass. building codesLetters of CommitmentPublic NoticeLetters of SupportCDI’s Legal DocumentsCDI’s Financial StatementsMemorandum of Agreement: CDI and PCFC July 2008 – to presentA. Statement of Activities1. Type of and conditions for financial assistance:Under the auspices of Cooperative Development Institute (CDI) and supported by a combination of grant funding, financing and third party in-kind and applicant contributions totaling $112,000 this cooperative assistance program will address the housing preservation challenges, as well as the underlying financial, organizational, management issues threatening the stability and long‐term sustainability of the Pioneer Cooperative of Franklin County, Inc., “PCFC” or “the Co-op”. The Pioneer Cooperative of Franklin County, Inc. (PCFC or the Co-op) is a low income, limited equity, scattered‐site, self‐managed housing cooperative serving the rural communities of Greenfield and Turners Falls, Massachusetts. The Cooperative was organized in 1992 as a Massachusetts housing cooperative by the Greenfield Area Community Land Trust for the purpose of acquiring, owning and operating affordable housing for the shareholders – its members. The Cooperative seeks to provide safe and decent, affordable, housing for very‐low, low, and moderate‐income families, including housing for families with rental subsidies, and also create opportunities for education, training, and participation in governance and management of the Cooperative. The Cooperative currently owns eleven properties with twelve older homes containing a mix of twenty‐six very‐low, low, and moderate‐income housing units.In 1993, when the properties were acquired, a shallow but comprehensive renovation project was undertaken to ready the units for the new member‐owners. For the first fifteen years, the majority of repairs undertaken were routine or ‘work order’ type maintenance. The more major and costly maintenance issues were deferred due to insufficient cash flow and other management‐related issues which has resulted in a slow deterioration of some of the building’s foundations, heating systems, bathrooms, roofs, porches, and exteriors. This has led to some pressing health and safety issues around lead paint, mold, structural integrity, and egress. A 2002 Capital Improvement Report estimated the cost to bring all properties up to code and in good condition to be $155,800 to $310,000 (including professional painting). Twelve years later, a modest percentage of issues identified in the report have been addressed, but new issues have arisen. A 2014 Capital Needs Assessment conducted by the Franklin County Regional Housing and Redevelopment Authority (FCRHRA) estimated costs of $193,000 in urgent repairs, $97,000 in short-term (by Feb 2016) and $535,875 in long-term repairs, for a total of $825,450. See Attachment #1.Although the Cooperative has taken steps to address many of the factors causing its constrained financial condition and inability to address pressing repairs over the years, including securing ongoing technical assistance, property management support, bookkeeping and collections support, and additional financing, these issues have persisted. Not surprisingly, over for the last several years, major costly repairs have cropped up at an increasing and unsustainable rate, and the Cooperative has been scrambling to keep up with these costs. [****]Through the provision of technical assistance, training, direct grant funding and financing, the program will undertake the repair or rehabilitation of 6-7 multi-family properties, serving up to 16 very-low and low-income individuals and families. The proposed program will be supported by: $50,000 HPG grant $32,500 cash and in-kind contributions from PCFC $15,000, Town of Greenfield, CDBG emergency repair program (to be proposed)$14,500 of in-kind community support Totaling $112,000 in direct repair and rehab projects, Plus $10,000 of in-kind technical assistance and co-op training, the program will focus on the underlying organizational and operational systems improvements needed to preserve these affordable housing units, effectively market the units, and recruit and orient new co‐op members, engaging them in cooperative governanceThe Problem: A Case Study of 69 5th StreetIn late 2010, 69 5th Street, Turners Falls became the priority rehabilitation project when the Montague Building Inspector sent a 'Notice of Unsafe Building, Order to Secure Building', citing a leaking and structurally compromised roof, and associated water damage, including mold and rot in the floors, ceilings and walls. Although the most pressing issue, the roof, was addressed, the units are not habitable and have been vacant for over one year, resulting in ~$19,000 per year in lost revenue, and requiring significant housing preservation work, which can only be completed with outside financing and/or grant support. Without timely and significant financial support, one unit of very‐low income housing and one unit of low‐income housing will be lost, and as a result, another twenty-four units of needed, affordable housing in Franklin County will be in serious jeopardy. With the proposed HPG funding support reducing the financing required to rehabilitate the property, monthly charges for one low‐income affordable designated unit and one very low‐income unit will exceed the cost of financing plus carrying costs, netting the Cooperative over $1,000 annually for other needed repairs. The project wasn’t funded under the HPG program, but with CDI assistance, the PCFC board of directors solicited proposals for the 69 5th Street rehabilitation work outlined by the building inspector, including work required to bring the units up to a safe, decent, affordable and marketable standard. Following its competitive bid proposal policy, which calls for three written bids with detail estimates, the board selected the general contractor based on criteria including cost, scope of work, capacity, time frame, and reputation. And then…[I must have deleted something here.]2. The process for selecting recipients for HPG assistance, determining housing preservation needs of the dwelling, performing the necessary work, and monitoring/inspecting work performed;The Pioneer Cooperative was selected as the recipient of CDI’s proposed Housing Preservation Grant assistance following an established client identification, selection and cooperative development policy and approach, which has been developed over the years and reflects the application forms and processes contained in RD 1944‐N, Exhibit H.Through email, Facebook, website, print materials, outreach collaborations, referrals and events, people interested in learning more about, starting or strengthening a cooperative enterprise are encouraged to contact CDI, complete a Request for Assistance (RFA) form, and download a “Co‐op Info Packet.” After receiving a complete RFA, co‐op development staff evaluates the request based on the following ten criteria, followed by a telephone call or email contact to clarify the information and discuss TA needs.These criteria help to ensure CDI meets its goals and provide an evaluative basis for measuring performance outcomes and potential for sustainability of the client.Viability of the Project – Is the business, project or program idea likely to be feasible? Is there sufficient need and an identified market? Is there sufficient product or service?Structure – What is the organizational structure and stage of development?Industry – What are the current trends and factors influencing the project? Does the project take advantage of existing and potential market opportunities?Impact – Will the project have a significant positive economic impact for the cooperatives’ members, their community or region? Will it impact underserved or economically distressed rural communities? Will it serve low‐moderate‐income people, ethnic or racial minorities, women, beginning farmers or other socially disadvantaged populations? How many jobs or affordable housing units will the project create or retain?Environment – Does the project promote environmental stewardship and sustainability?Leadership – Does the client have the skills, credibility, experience, and capacity to play a critical leadership role in the project’s development? Are key leaders in the group and in the community willing and available to participate in this project?Member Investment – Are the members willing to invest time, talents, networks, money or other resources in the technical assistance project? Are members committed to implementation if technical assistance determines the project to be viable?Local Support – Is there support from local government, the business community, potential or existing members, potential or existing suppliers/vendors/lenders, community organizations, and similar cooperatives? Are there development organizations that can assist the group or that would be collaborative partners with CDI?Transferability – Can the business model or concept transfer to other communities within and outside our region, or to other sectors?Funding and Technical Assistance – Are sufficient resources, financial and technical, available to support the project through its development?After several years of providing basic support, and a positive assessment against these criteria, PCFC became a formal client of CDI in 2008, and again in 2015, and entered a long‐term technical assistance agreement. In the first two years of the development relationship, a variety of needed operational and organizational improvements were made. Since then, the focus has become the repair and rehabilitation of all properties and mortgage refinancing.Based on a preliminary assessment of the capital needs, financial condition, and the potential combination of funding and financing support available to the Cooperative, three housing preservation priorities were defined: 1.) address any significant health, safety or well‐being issues (lead, mold, structural integrity, etc.); 2.) repair or rehabilitate units in order to stabilize income producing properties and 3.) repair Section 8 rent subsidized units in order to preserve affordable housing options. Moving forward, the Co-op plans to hire a team of contractors including Tim Bernard, House Doctor Services, LLC, who will serve as general contractor, and perform subcontracting for carpentry, licensed plumbing and electrical work, as specified in the scope of work and under a fixed-price contract.Work will be performed in a professional and timely manner according to the scope of work detailed in the contract and the time line established with the board of directors and dependent on funding availability. The contract may be amended based on adjustments to the scope of work and time line as a result of a more thorough assessment of the potential environmental impacts of the work, including those relating to historic preservation.Work will be monitored and payments will be made using a construction loan servicing approach, following a Schedule of Values: 25% of total project budget per month for 4 months, with first payment due upon signing. CDI will monitor performance through inspections corresponding to the Schedule of Values payment time line. At project completion, Montague and Greenfield building officials will perform building, electrical, plumbing and health inspections. Final payment will held until the property passes all basic inspections.In parallel to housing preservation work, and in preparation for inviting four new member families into the Cooperative, CDI staff and consultants will work with the board of directors, providing training and technical assistance to revise and re‐establish effective member development policy and procedures, including outreach/marketing, new member recruitment, enrollment, orientation and ongoing member services.Co-op members in good standing will be invited to complete an application for housing preservation assistance which includes contact information, annual income, inquires about any special health or safety concerns and willingness to contribute 6 hrs/month for 12 months toward the project. It is our objective to support up to 16 units; however serious health and safety issues in one property will take priority over less concerning and urgent repairs in another. Andrew Danforth, CDI Housing Program Manager and Housing Preservation Project Manager, will monitor the program through bi-weekly teleconferences and bi-monthly in‐person meetings with staff, consultants, contractors and the board of directors, and through quarterly written performance reports and financial status reports, as needed.3. Process for Identifying Environmental Impacts and Historical PlacesWhereas the Turners Falls properties being considered for housing preservation activities are known (308 MCR, 286 MCR, 7 N St.), a basic review of environmental impacts according to “Exhibit F‐2,” found in RD Instruction §1944‐N has been conducted and is discussed below. Additionally, as required, a “Request of Environmental Information” (RD Form 1940‐20) form has been filled out and submitted with the HPG pre‐application (See Attachment #2). What about Greenfield (12 Summit, 24 & 26 Shattuck, 97/99 Maple, 15/17 Woodleigh, 121/123 Conway)?1. Is the dwelling located in a 100‐year floodplain?Federal Emergency Management Agency (FEMA) Floodplain Insurance Rate Map Item ID: 2501220001C designates the geographic area within which the projects in Turners Fall, MA are located as a “Zone C – Areas of minimal flooding”, and not in a ‘100‐year flood area’. Additionally, the Map indicates that the project is not located in a Zone V, or V1‐V30 – Areas of 100‐year coastal flood with velocity.Federal Emergency Management Agency (FEMA) Floodplain Insurance Rate Map Item ID: 2501180006B, 2501180007B and 2501180008B designates the geographic area within which the projects in Greenfield, MA are located as a “Zone C – Areas of minimal flooding”, and not in a ‘100‐year flood area’. Additionally, the Map indicates that the project is not located in a Zone V, or V1‐V30 – Areas of 100‐year coastal flood with velocity.2. Is the dwelling located in a wetland?The Town of Montague Community Development Plan Zoning Map (Attachment #3) prepared by the Franklin Regional Council of Governments shows that the properties is neither located within nor adjacent to wetlands.What about Greenfield?3. Is the dwelling located in the CBRS?No, the properties are not located on or adjacent to a coast of the United States or the Great Lakes.4. Does the dwelling or property have any historic or archaeological value?According to the Town of Montague Building Department, the one or two properties is a “contributing property” to the Turners Falls National Historic Register District, which is roughly bounded by the Connecticut River, Power Canal, and 9th and L Streets. Further, the property is older than 50 years and is therefore potentially eligible to be listed on the National Register of Historic Places.What about Greenfield?12 Summit is adjacent to some sacred native American land. CDI will develop in consultation with Rural Development and the State Historic Preservation Officer, as advised, a process to ensure full compliance with the spirit and intent of Stipulation I, A–G of the Programmatic Memorandum of Agreement (PMOA) (RD Instruction 2000‐FF). The process will take into account the national historic preservation objectives set forth in Attachment 1 of Exhibit A of RD Instruction 2000‐FF, and will encourage the rehabilitation of historic buildings in a manner that realistically meets the needs of very low‐ and low‐income property owners while preserving the historic and architectural character of such buildings.CDI will determine whether any of the properties are eligible for listing on the National Register of Historic Places. This will be accomplished by evaluating the property as set forth in Attachment 2 of Exhibit A of RD Instruction 2000‐FF.At a minimum, CDI will contact the SHPO, as advised by Rural Development, and request comments when any of the following conditions occur:The dwelling proposed for rehabilitation and/or repair is older than 50 years;Regardless of age, the property appears to have significant historic and/or archaeological features, including, but not limited to:The dwelling appears to have unusual architectural features which are not typically found in the area;A graveyard or burial ground of any type is known to be on the property;The property contains or is known to have contained a significant number of artifacts such as arrowheads, stone tools, etc.;The property is located in or adjacent to a currently listed historic district or site.Any other conditions agreed upon by the grantee and SHPO under the terms of RD Instruction 2000‐FF.When planning the rehabilitation of a historic property for the proposed recipient, CDI will comply with the Secretary of the Interior's Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings to the extent practicable.If, after consulting with Rural Development and the SHPO, it is determined the Secretary of the Interior's Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings cannot be reasonably met, or it is determined a historic property will be adversely affected, the grantee will furnish all necessary information and initiate formal consultation to afford the Advisory Council on Historic Preservation an opportunity to comment.If at any time during renovation work one of the above conditions mentioned in paragraphs (a) through (c) of this section becomes apparent, CDI will immediately cease work on the property and contact the SHPO and Rural Development. CDI will abide by the directions of the SHPO and Rural Development concerning further work on the property.Additionally, in accordance with Stipulation I, D of the PMOA, CDI will establish mechanisms, as feasible, for coordination with other public and private organizations and programs that provide assistance in the rehabilitation and preservation of historic properties.5. Does the property contain any areas where chemicals or petroleum products are stored, disposed of, or appear to have been released into the environment?Based upon visual inspection and inquiries made by Tim Bernard, General Contractor, there is no knowledge or evidence of chemical or petroleum storage, disposal or release. If CDI discovers such a condition on the property, CDI will not remove or handle any of these materials. CDI will immediately consult with the occupants/owners of the dwelling regarding the situation and will contact Rural Development and, if appropriate, the local Health Department or environmental regulatory agency for further guidance.What about Greenfield?12 Summit is adjacent to some sacred native American land. 6. Are there adjacent land uses which now or in the future present a potential detriment to the quality of the environment of the subject property?According to the Town of Montague’s Community Development Plan Zoning Maps, the area within which the property is located is zoned “Neighborhood Business”, the adjacent area to the north and west zoned “Central Business”, and the adjacent area to the south and east zoned “Residential”. No adverse condition is apparent with regard to: noise sources (railroads, airports, industry, heavily traveled highways, etc.); safety or sanitary problems; air pollution sources; or severe deficiencies in services such as fire protection, crime control, etc. If any of the adverse environmental conditions noted in paragraphs 5 and 6 of this section are discovered, CDI will do no work on the dwelling until Rural Development has been consulted. CDI will abide by the decisions resulting from the consultation and/or assessment, including mitigation measures or a decision to reject the dwelling for the HPG program.4. Development StandardsPer Montague Building Inspector, the Massachusetts’ building codes, collectively, are the development standards by which housing preservation work will be assessed. The Massachusetts Building Codes are mandatory for all buildings statewide, accepted by the local jurisdiction (Attachment #4), and include the MA State Building Code, 8th Edition, which is the Model International Residential Code (2009) with MA Amendments (780 CMR) and the Stretch Energy Code/IEEC (2009), the MA State Plumbing Code, International Mechanical Code (2009), National Electrical Code 2009, MA Fire Prevention Regulations (527 CMR), and the Architectural Access Regulations (521‐CMR). In the event the State Historic Preservation Officer finds the property to be historic, Secretary of the Interior’s Historic Standards or the Massachusetts Historical Commission will be applied. Additionally, the overall condition of the units will be raised to meet RHS Thermal Standards for existing housing recognized by RHS in subpart A of part 1924.5. TimetableObjective: Activity: Timeframe: 1. Urgent Repair and rehab of up to 16 units in 5-7 properties.a. Outreach to Members to participate in this year’s Co-op Housing Preservation Program.Apr 2016b. Conduct comprehensive inspection on properties/units and prepare estimates, plans and timetable. Apr 2016c. Review and amend contracts to conform to any additional requirements identified through the environmental impact and historical preservation assessment. May 2016d. Secure new building permits, purchase materials, and begin work. May-Aug 2016e. Performance and standard preliminary building inspections and progress payments Monthly Apr-Sept 2016f. Final building, plumbing, electrical, and Board of health dept. inspections, Secure Certificate of Occupancy, if necessary, and make final payment on contracts. As needed Apr-Sept 20162. Project Management a. Execute Ownership Agreement w/the Cooperative As neededApr – Sept 2016b. Teleconferences w/staff, consultants, contractors, and co-op board Bi-weekly Mar-Sept 2016c. In-person meetings w/staff, consultants, contractors, and the co-op board of directors March 25April 22May 27June 24July 22August 26September 23d. Semi-annual project performance activity reports and quarterly financial status reports due to RD July & Oct 2016e. Final project performance report and financial status reports due to RD ?Nov 20166. Project StaffingCooperative Development Institute: Andrew Danforth, Housing Program Manager and Financial Manager, has 30 years of diverse experience in housing finance, non-profit governance, and social outreach. He is a co-founder and Managing Director of Circinus Group, which is a portfolio social lender and commercial conduit and provides financial and systemic consulting services to the international residential finance community. During his career, he has worked with 9 of the 20 largest U.S. banks and several Wall Street brokerage houses and has assisted local lenders, government agencies, Indian tribes and regional non-profits. Andy is a Trustee and past President of the Cooperative Fund of New England. He is a founder and serves as Board President of its sister fund, the Cooperative Capital Fund of New England. As manager of the NEROC program, he is the lead cooperative development specialist assisting in the formation and success of resident-owned manufactured home park cooperatives. He also serves as CDI’s Financial Manager, responsible for maintaining, creating and upgrading all of the organization’s financial systems.As Housing Program Manager, Mr. Danforth responsible for identifying, initiating, managing and servicing cooperative housing projects, providing and/or arranging project and long term technical assistance, development and financial resources. He oversees client relations with various groups in the pipeline, from initial inquiry to post‐closing follow‐up, using CDI’s intake and client relationship management system. He is responsible for the formation of long‐term partnerships with federal, state and local officials, other nonprofits, financiers, and third party vendors in order to serve new and existing housing cooperatives to establish and to flourish. As part of CDI’s commitment to keeping up to date on developments around affordable housing cooperative field, he ensures attendance by Housing Program staff at conferences, network planning meetings, and supplementary workshops; maintain subscriptions to relevant newsletters, listservs, and other publications; and develop new products and resources. As CDI’s Financial Manager, Mr. Danforth is responsible for maintaining, creating, and upgrading all of the organization's financial systems, including overseeing the work of the bookkeeper, and responsibilities associated with grant and contract management.Andy has been directly involved in residential real estate for 27 years, and has been involved in numerous rehabilitation programs as an investor, a lender, a non‐profit staff member, or Board member. These include programs funded for‐profit, and with state, and federal grants, and tax credit financing. Additionally, Mr. Danforth has for many years been involved with the provision of Section 8 housing, the furnishing, management, development, and re‐development of housing for very low and low income persons. PCFC itself, which he has worked with for 2 years, is targeted towards, and primarily serves, very low and low income persons.David Gowler, CDI’s Office, Grants & Projects Administrator is responsible for providing support to grant research, proposal development, and contract reporting including tracking of budgets, timelines and deliverables. Working with CDI since 2015, he brings excellent organizational skills and thoroughness to diverse activities, and all other administrative support necessary to support the successful management of grants, contracts and projects. Approximately 1% of David’s time will be devoted to the housing preservation project.Consultants:Jennifer Caruso, Cooperative Development Specialist and HPG Program Coordinator, will work as an assistant to the Housing Program Manager, coordinating all project participants, including CDI staff, consultants, the housing preservation contractors and the co‐op board of directors to ensure objectives are met according to the project plan, timeline and budget, and to identify and address any problems or delays in meeting the objectives.Ms. Caruso has worked for years as a community organizer, cooperative business developer, and organizational development consultant. She has provided guidance, training and technical assistance to over 500 emerging and established co‐ops and co‐operators. Early in her career she focused on energy issues, co‐founding the Connecticut Energy Cooperative and later becoming its Manager of Member Services. She has served on the boards of the Cooperative Fund of New England (CFNE), Pioneer Co‐op of Franklin County, and Cooperation Works! She helped CW! transition from an association to a professional services co‐op in her role on the leadership committee. During her 5‐year tenure as Executive Director of CDI led the organization through two significant restructuring transitions. Prior to being CDI's ED, she worked as a Co‐op Development Specialist and as a Grants and Projects Manager, responsible for assembling resources and managing projects internally. Her accomplishments include co-developing a community survey, feasibility study and business plan for Stafford Outfitters, an emerging rural retail store; helping to raise over $1.5 million in grants, contracts and donations for CDI; helping secure ROC USA Certified Technical Assistance Provider (CTAP) certification and launching the New England Resident Owned Communities (NEROC) program; and helping to secure a $70,000 CFNE loan for the Pioneer Co‐op of Franklin County. She has completed the Cooperation Works! Professional Development Training Program for Cooperative Development and coursework for a Master’s Degree in Community Economic Development at Southern New Hampshire University.Roger Wilcox, Housing Cooperative Specialist. In his role as pro bono consultant for the Cooperative Housing Association of New England, Mr. Wilcox will provide training and technical assistance to support the creation and implementation of new member development policy and procedure.With more than 57 years of experience with housing cooperatives and communities, Mr. Wilcox continues his work as a low‐income housing consultant as a founder, current president and consultant for the Cooperative Housing Association of New England. He was CEO and President of FCH Services, the operating subsidiary of the Foundation for Cooperative Housing and was CEO for TechniCo-op, Inc./Community Cooperative Development Foundation. He helped create the National Assoc. of Housing Cooperatives (NAHC) in the 1950s, served on its board of directors and continues as an elected NAHC board member with the title of president emeritus. Mr. Willcox graduated from Harvard in economics in 1941 and from MIT with a Master’s degree in city planning in 1947. He served on the board of the National Cooperative Business Assoc. and was active for more than 40 years and continues as a life member on the Board of the National Housing Conference. A second‐generation housing cooperator, he continues to live with his family in the Norwalk CT Village Creek Homeowners Association cooperative he helped to organize in 1949. He received the Jerry Voorhis Memorial Award in 1985 and was inducted into the Cooperative Hall of Fame in 1986.James Dancy, Housing Cooperative Specialist. In his role as pro bono consultant for TechniCo-op, Mr. Dancy will work with Mr. Willcox to provide training and technical assistance to support the creation and implementation of new member development policy and procedure.[insert from profile]7. The estimated number of very low‐ and low‐income minority and nonminority persons the grantee will assistThrough this cooperative assistance program, HPG funds will be used to support the rehabilitation of up to 16 units of safe, decent, affordable, cooperative housing, serving 8 very‐low income family (3-bedroom unit with 4‐6 persons) and 8 low‐income families (2-bedroom unit with 3‐4 persons).CDI will place restrictive covenants on the property, designating up to 8 units very low‐income and 8 units low‐income, for a term of five years.Where CDI expressly prohibits discrimination in all its programs and activities on the basis of race, color, national origin, age, disability, and where applicable, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisal, or because all or part of an individual's income is derived from any public assistance program, the Pioneer Cooperative of Franklin County, as the HPG recipient, will also be bound by this anti‐discrimination policy through the Ownership Agreement with CDI.We anticipate serving 25% minority and 75% non‐minority persons assisted. However, as it is the desire of the Cooperative to increase the number of minority resident‐members from approximately 8% to match at least the percentage of minorities living in Montague (~9%), and Greenfield (~10%), it anticipated that at least one-third of the units will serve minority families.8. The geographic area(s) to be servedThe primary geographic areas served by the program are the towns of Greenfield and Montague, MA, located in Franklin County. (See Towns of Montague and Greenfield Maps, Attachment #3) 9. Program Budget April 2016 – October 2016HPG Draw‐Down Schedule PHASE II: 6 Months, April 2016 – October 2016[insert updated table]10. Indirect Cost ProposalUnder an agreement with the Rural Development State Office CDI uses an indirect cost allocation method which assigns 10% to all grants and contracts.11. Accounting SystemAs confirmed by annual audits, CDI has efficient and effective financial and administrative systems. Fiscal control policies and procedures established by the CDI board of directors and implemented by management ensure funds are received, recorded, reported, and utilized according to GAAP and all Federal (OMB Circular A‐122 and the Federal Acquisition Regulation, Section 31.2, general administrative requirements for grants (7 CFR parts 3015 and 3019)) and State regulations. Using QuickBooks financial management software, income and expenditures are assigned to both a project and funding source as directed by the project manager authorizing the expenditure. The executive director and project managers receive from the financial manager monthly budget‐to‐actual reports, as well as a breakdown of all expenses and income by task, and review reports together to assist in maintaining accurate budgetary control of each CDI project. The board treasurer reviews CDI’s financial position with the executive director and financial manager quarterly after the books are closed. All personnel that handle funds are bonded and required to follow a strict internal financial control policy established by the board of directors and our CPA. CDI is audited annually by a private CPA specializing in non‐profit, grant‐funded corporations.12. The Method of EvaluationCDI will evaluate the success of the program based upon meeting the following objectives:Ten units of safe, decent, affordable, cooperative housing, serving 3-5 very‐low income families (w/4‐6 persons per) and 5-7 low‐income family (w/3‐5 persons per) are rehabilitated and preserved.The Cooperative’s financial condition is significantly improved by bringing two units back into operation, increasing monthly revenues by 10%, and easing cash flow constraints on other needed repairs;The Cooperative’s organizational condition and operational effectiveness is improved through a concerted group planning and development process, with associated board and member education and training activities; and as a resultThe Cooperative preserves most of all of its 19 affordable housing units in Turner’s Falls and Greenfield, continues to provide safe, decent, affordable cooperative housing serving at least fourteen families (approx. 38 persons).Progress toward these objectives will be monitored and reported through monthly meetings with project participants and through written quarterly performance reports submitted to the agency.Reports will include:Use of HPG funds for administration and housing preservation activities,The following specific information for each unit or dwelling assisted:New resident‐member names, address of the co‐op units assisted;Total cost of repair/rehabilitation, a list of major repairs made, amount financed by HPG, and amount financed from which other sources;Type of assistance provided (interest subsidy, loan, grant, etc.); andResults of implementing the environmental process contained in § 1944.672 of this subpart and the historic preservation process contained in § 1944.673 of this subpart.Additionally, as part of its internal performance monitoring policy, CDI monitors project management performance to ensure the project is on time, within budget, meeting milestones, and reaching objectives; that proper tracking, accounting and reporting activities associated with grant management are taking place; and that all contractual obligations are being met.Long‐term monitoring of the very low‐ and low‐income affordability covenants will include, at a minimum, an annual income recertification of the member‐residents of the two units being assisted.13. The source and estimated amount of other financial resources to be used for HPG activitiesPCFC $32,000 of cash and in-kind contribution to repairs and rehabilitation (committed).Town of Greenfield, CDBG, $15,000 emergency repairs (to be proposed).Community Support $14,500 of in-kind contributions of time and materials (committed).Associated training and technical assistance = $10,000.Techni-Coop: $2,500 in technical assistance support for designing and implementing new member policy and procedure (committed).Cooperative Development Institute: $5,000 in training support for policy development (committed).Cooperative Housing Association of New England: $2,500 in training support for designing and implementing new member policy and procedure (committed).See Attachment #5, Letters of Commitment14. The use of program incomeNo program income is anticipated.15. The applicant's plan for disposition of any security instruments held by them as a result of its HPG activities in the event of its loss of legal statusIn the event CDI loses its legal status, the very‐low and low‐income affordability covenant placed on specific Pioneer Cooperative’s properties will be assumed by the Cooperative Housing Association of New England, a 501(c)(3) housing cooperative membership organization, to which the Pioneer Cooperative has belonged for several years. See Attachment #5c.16. Any other information necessary to explain the proposed HPG programA. Regarding Public Participation and Program CoordinationA Call for Public Comment on the proposed project was published on cdi.coop on 2/29/16 and in the Greenfield Recorder under Legal Notices on 3/1/2016 directing interested parties to cdi.coop/pioneercooperative to review and provide comment for the fifteen‐day comment period. See Attachment #6. Additionally, CDI consulted with the Town of Montague’s and Greenfield’s Planning and Development and Health and Building Departments, the Franklin Regional Housing and Redevelopment Authority, Pioneer Valley Habitat for Humanity, Valley Community Land Trust, the Valley Cooperative Business Association, and ***. See Attachment #7, Letters of Support.Prior to undertaking the rehabilitation, CDI will contact other local non‐profit organizations interested in or involved with the rehabilitation of historic properties, including the Montague Historical Society, Inc. to coordinate any programs and assistance available from these entities to ensure proper rehabilitation of the units, and the proper application of any other possible programs to assist in the rehabilitation.B. Project FeasibilityThe project is financially feasible. With HPG funds reducing the financing required to rehabilitate the property, monthly charges for low‐income affordable designated units and very low‐income units will exceed the cost of financing plus carrying costs over the course of 5 years.C. Regarding Threshold and Weighted Section Criteria: The proposed project meets eligibility requirements, including:The project is financially feasible. With HPG funds reducing the financing required to rehabilitate the properties, monthly charges for low‐income affordable designated unit and very low‐income unit will exceed the cost of financing plus carrying costs;The property is located in an RHS eligible area. The population of Montague, MA, the town in which the village of Turners Falls is located, is 8,251; The population of Greenfield, MA is 17,682CDI, as a private, tax‐exempt 501(c)3 non‐profit corporation with the necessary background and experience to operate a program providing rehabilitation financial assistance, the ability to legally obligate itself to administer HPG funds, and the sufficient resources to carry on its other program and activities, is an eligible entity;The public consultation, notice, and comment requirements have been met through consultation and a Call of Public Review and Comment published on cdi.coop/pioneercooperative on 2/29/16 and in the Greenfield Recorder on 3/1/16. The pre-application package is complete.Based upon a review of the weighted selection criteria, CDI calculates a score of 65 pts:Percentage of very low‐income persons served: 50% = 10 ptsPercentage of HPG funds: 44.6% = 20 pts.At least one-year experience managing housing rehab programs: 10 ptsAt least one-year experience operating a housing program for low‐income persons: 10 ptsPopulation less than 10,000: 10 ptsAdministrative rate less than 20%: 0 ptsComponent for alleviating overcrowding: 5 pts.17. Outreach effortsWhereas the Pioneer Cooperative has been identified, according to CDI development policy and procedure, as the HPG recipient (see Section 2 above), outreach efforts will be targeted to prospective member‐residents from the primary market area (Montague and Greenfield, MA) and the secondary market area (Franklin County). CDI will maintain a file to include the following outreach activities conducted by the Pioneer Cooperative as part of its efforts to recruit and enroll new member‐residents:A list of community contacts to community organizations, community leaders, including minority leaders, by name, race, and date contacted;Copies of all advertising in local newspapers, and through other media which aims to reach the entire service area, especially any minority‐owned radio stations and other types of media, if available, in the service area, and the name of the media used, and the percentage of its patronage by race/national origin; andCopies of any other advertising or other printed material, including the application forms used which shall include the nondiscrimination slogan: "This is an equal opportunity program. Discrimination is prohibited by Federal Law."As it is the desire of the Cooperative and CDI to increase the percentage of minority resident‐members from the current 8% to match at least the 9% of minorities living in Montague, and 10% in Greenfield, outreach efforts will aim to reach and ultimately recruit at least one minority family per town.B. Applicant’s Experience and Capacity to Carry Out the Objectives of the Proposed HPG ProgramCDI is the Northeast’s Center for cooperative business education, training, and technical assistance, and supports communities in six strategic program areas: Food Systems; Housing; Energy; Information Exchange; Main Streets; and Social Co‐ops.CDI is an independent 501(c)3 founded in 1994 by cooperative leaders across industry sectors with a mission is to build a cooperative economy in the Northeast through the creation and development of successful cooperative enterprises and networks in diverse communities in New York and New England.While our focus is rural and regional, we contribute to innovative economic development strategies on national and global levels. CDI’s vision of a cooperative economy is of an inter‐dependent dense network of enterprises and institutions that allow people to meet their needs through principled democratic ownership, and that care for community, combat injustice and inequity, and promote conscious self‐governance.As a Rural Cooperative Development Center, CDI’s goals are: 1) to work with rural communities in New England and New York, 2) to improve social, environmental and economic conditions through cooperative business economic development, i.e. creating new co‐ops and mutually‐owned businesses, and expanding and/or strengthening the markets, operations and business fundamentals of existing ones, 3) to contribute to economic improvement by helping rural communities leverage internal and external resources to create institutional and economic wealth that creates measurable impacts—adds and retains jobs and businesses, provides adequate, affordable housing, health care and other essential services, sustains farms, forests and working waterfronts, improves small business profitability, ensures environmental integrity and makes the most efficient use of nonrenewable and renewable energy resources—and 4) to do this work by collaborating with a wide range of business and community development staff from cooperatives, universities, development organizations, private foundations, corporations, and federal, state and local government agencies and with consultants.CDI has a twenty-one-year track record of administering national, regional and state projects. Over the past 6 years (10/1/09-12/31/16), CDI has received over $1.7 million in Federal grants.Financial systems are designed for the management of multiple projects with diverse funding sources and separate accounting requirements, and include built‐in audit controls. The organization maintains written personnel and program administration performance measures and evaluation systems and has clear rules of governance.Because CDI typically partners with other organizations to expand the quality and scope of technical assistance, we are experienced in managing projects using funds from federal, state, local government, foundations and private sources and have established systems to track both cash and in-kind contributions.CDI’s 1997 to 2014 Annual Outcome Measurement surveys reveal that CDI has accomplished the following:Since 1997 CDI’s technical assistance has supported: the development of 451 new jobs and helped retain 585 more; the development of 92 new cooperatives, cooperative organizations and mutually‐owned businesses and associations; the business operations of over 169 established co‐ops; and closing processes for eight co‐ops unable to continue operations.We have provided education and training programs for approximately 8,680 people, resulting in new ideas, new business relations, and new resources for them to use in building their cooperative enterprises.Since 1997, 91% of the cooperatives that CDI supported as start‐up ventures and that decided to proceed with their business became operational within three years of starting to receive technical assistance, surpassing our goal of 50%.Within four years of opening for business, 74% of clients we helped start were profitable, surpassing our goal of 40%.In 2014, CDI cooperative clients reported serving an aggregate of nearly 5,500 members, and had 180 employees, 38 of which were added in the last year. These businesses reported aggregate 2014 revenues of $12,750,000.In 2014, 47% of current and recent former clients reported meeting or exceeding their business projections.Since 1997, clients rated CDI services at an average of 8.5 using a 1‐10 scale with 10 as “excellent.”In addition to these outcomes, since 1998 CDI has raised over $7.17 million in additional public and private funds to support cooperative development across the region. During the same time period, we have helped secure over $90 million in debt and equity for co‐ops across the region.Andrew Danforth, Housing Program Manager, serves as a member of CDI’s Cooperative Development Team, providing management and leadership to CDI’s cooperative housing development efforts, including the Pioneer Cooperative of Franklin County’s Housing Preservation Project and CDI’s New England Resident Owned Communities (NEROC) Initiative. At present, 44% of the budget is devoted to the development and support of housing cooperatives.Since 2009 Mr. Danforth has been actively working with the Pioneer Cooperative and several manufactured housing groups as they convert to resident owned communities. He is responsible for identifying, initiating, managing and servicing cooperative housing projects, providing and/or arranging project and long term technical assistance, development and financial resources. He assists clients to manage and execute acquisition, and rehab if necessary, of their properties and/or communities, including accessing the market, assessing feasibility, packaging financing, negotiating with sellers, and closing on a purchase. He oversees client relations with various groups in the pipeline, from initial inquiry to post‐closing follow‐up, using CDI’s intake and client relationship management system. He is responsible for the formation of long‐term partnerships with federal, state and local officials, other nonprofits, financiers, and third party vendors in order to serve new and existing housing cooperativesto establish and to flourish. As part of CDI’s commitment to keeping up to date on developments around affordable housing cooperative field, he ensures attendance by Housing Program staff at conferences, network planning meetings, and supplementary workshops; maintain subscriptions to relevant newsletters, listservs, and other publications; and develop new products and resources.CDI is currently working with 29 manufactured housing parks as part of the NEROC program. Ryder Woods Residents’ Association, Milford, CT – 174 units * Quabbin Sunrise Cooperative, Ware, MA – 65 units * Wamsutta Mobile Home Village, North Attleborough, MA – 85 units * Bunker Hill Community Cooperative, Windsor, VT – 14 units * Homestead Acres Mobile Home Co-op, Swanton, VT – 28 units * Milton Mobile Home Cooperative, Milton, VT – 99 units * Pine Tree Village Residents’ Association, Carver, MA – 186 units * Cranberry Village Residents’ Association, Carver, MA – 280 units * Brunswick Bay Mobile Home Cooperative, Brunswick, ME – 60 units * West Wood Residents’ Association, Plymouth, MA – 66 units * Wheel Estates Tenants’ Association, North Adams, MA – 189 units Medomak Mobile Home Co-op, Waldoboro, ME – 51 units * Red Hill Cooperative, Peabody, MA – 25 units Tri-Park Cooperative Housing Corp., Brattleboro, VT– 327 units * Hillcrest Mobile Home Tenants’ Association, Middleborough, MA – 97 units * ANDCO Mobile Home Cooperative, Highgate, VT – 9 units * Wayside Estates, Shirley, MA – 64 units * Edgeway Homeowner’s Association, Middleboro, MA – 52 units * Twin Coach Estates Homeowners Association, Lakeville, MA – 64 units * Deer Ridge Mobile Home Cooperative, Augusta, ME – 13 units Turnpike Park Cooperative, Inc., Westborough, MA – 56 units * Pemaquid Villas Co-operative, Bristol, ME – 25 units * Wardtown Mobile Home Cooperative, Freeport, ME – 60 units Grey Stone Mobile Home Cooperative, Veazie, ME – 68 units * Shelburnewood Mobile Home Cooperative, Shelburne, VT – 28 units * North Avenue Cooperative, Burlington, VT – 117 units * Rustic Pines Residents Association, North Attleboro, MA – 40 units * Sunset Terrace Mobile Home Cooperative, Rockland, ME – 76 units * Sunset Acres Mobile Home Cooperative, Thomaston, ME – 24 units (*) designates a community converted to resident ownership with assistance from CDIAnd, are in the process of converting another ten communities:Oakhill MHP, Taunton MA- 252 unitsSporthaven MHP- Belchertown Ma (40 units)Triangle Park, Brandon Vermont (12 units)Windy Hollow , Castleton VT (44 units)Evergreen MHP, Warren MA (24 units)Lincoln Mobile home estates, Lincoln RI (50 units)Heritage MHP- Warren MA (100 units)?Mattfield Woods, West Bridgewater MA (160 units)Halifax MHP Halifax MA(430 units)Town and Country Kingston MA (180 units)Mr. Danforth, has been directly involved in residential real estate for 32 years, and has been involved in numerous rehabilitation programs as an investor, a lender, a non‐profit staff member, or Board member. These include programs funded for‐profit, and with state, and federal grants, and tax credit financing. Additionally, Mr. Danforth has for many years been involved with the provision of Section 8 housing, the furnishing, management, development, and re‐development of housing for very low and low income persons. PCFC itself, which he has worked with for 2 years, is targeted towards, and primarily serves, very low and low income persons.C. Evidence of Applicant’s Legal ExistenceCDI is a private, 501(c)3 non‐profit corporation organized under the Massachusetts General LawChapter 180 and is recognized as a charitable organization by Massachusetts Attorney General. Our Articles of Incorporation, By‐laws, IRS Determination Letter, Certificate of Good Standing, and Board of Directors List are attached for your review. See Attachment #8.D. Financial StatementsThe Cooperative Development Institute engages its certified public accounts to audit its finances and operations in accordance with all of its grants, public and private. The Institute is in compliance with all of its grant covenants and has no outstanding audit issues of any kind. See Attachment #9a, CDI Audited Financial Statements, June 30, 2014. Note on Internal Financial Statements: The sole assets of the Institute consist of cash and accounts current billed receivables on grants and programs. Its liabilities consist of trade payable, prepaid amounts under certain grants and contracts, and contractually deferred or accrued payroll and benefits.The Institute has no debt of any kind, long or short term. All of its assets and liabilities are "current"‐ i.e. will turn over in 1 year or less. See Attachment #9b, Current CDI Financial Statements. CDI’s Annual Budget, which includes a break‐out of HPG funding, is included. See Attachment #9c.E. Narrative on Area to be ServedThe primary geographical areas to be served by the program include Turners Falls, a village of Montague and Greenfield, MA. The towns of Montague and Greenfield are located in Franklin County, MA, the Cooperative’s target market area (See Attachment #3).Community Data:Montague – Turners Falls, Ma.According to reference site, city‐, and the American Community Survey, the village of Turners Falls is rural with a 2010 population of 4,470, where 6.8% is minority. (2014 ACS estimate) In the village of Turners Falls, the median household income is $39,132/yr; 58% of Massachusetts MHI ($67,846). (2014 ACS estimates)The percentage of Turners Falls residents with income below the poverty level is 24.6% vs. 11.6% for all of Massachusetts. (2014 ACS estimates) Percentage of residents with income below 50% of the poverty level in 2009 in the town of Montague: 3.8% vs. 4.4% state wide.(city-data) In Turners Falls, childhood poverty occurs at three times the state average, the percentage of single parent households is 4% higher than state average; number of disabled, 8% higher than state average. (2014 ACS estimates)Greenfield, Ma.The town of Greenfield is rural with a 2010 population of 17,456, where 7.2% is minority. (2014 ACS estimate) The median household income is $48,493/yr; 72% of Massachusetts MHI ($67,846). (2014 ACS estimates)The percentage of Greenfield residents with income below the poverty level is 14.9% vs. 11.6% for all of Massachusetts. (2014 ACS estimates) Percentage of residents with income below 50% of the poverty level in 2009 in Greenfield: 5.5% vs. 4.4% state-wide. (city-data) Childhood poverty occurs at 1 1/2 times the state average, the percentage of single parent households is 1% higher than state average; number of disabled, 4% higher than state average. (2014 ACS estimates)Preserving Affordable Housing {cut down and/or put in appendix]The need for improved affordable housing in the area is recognized by both Greenfield and Montague officials and discussed in their respective master plans:Sustainable Greenfield (2013) Comprehensive Sustainable Master Plan: “Housing that meets the needs of all residents is an essential component of a strong, vibrant community. We are a community with remarkable assets that make it a desirable place to live, including a diverse housing stock and population, ideal location as an urban hub in Franklin County, numerous open space and recreation options, and a vibrant downtown. These assets will serve as the foundation for a strong and resilient community when we are faced with demographic, economic and environmental challenges.Housing Element Baseline Findings:The number of households in Greenfield is expected to increase from 7,852 in 2010 to 8,103 in 2017.Non-family households are becoming more common at 46.6% of all households.Residents over 65 are expected to comprise 20% of Greenfield’s population in 2020.Multi-family housing options (3+ units) comprise nearly 30% of the housing stock.A large percentage of Greenfield’s housing stock (49%) was constructed prior to 1939.A Housing Vision for GreenfieldGreenfield’s many attractive, affordable and sustainable housing options support a high quality of life, equity, and self-sufficiency. Greenfield offers to all who live here multi-modal connections to nature, opportunity, work, education, shopping, entertainment and services.A diverse housing stock with adapted, renovated and newly built units, promotes through both location and design a healthy environment and lifestyle, appealing to people of varied age and income, promoting individual prosperity and the economic vitality of Greenfield as a whole. Greenfield’s economic competitiveness and home values grow through investment in the quality of all neighborhoods.We are a community with tremendous assets: diversity, a position as an urban hub for Franklin County, our beautiful rural landscape of farms, hills, meadows, woods and rivers, and a vibrant downtown and residential core. These assets serve as the basis for strength and resilience in the face of demographic, economic and environmental change. The housing goals point toward actions that promote sustainable use of our assets, reducing energy use to reduce the negative impact of high utility bills, and reducing the negative environmental impacts generated by housing to enhance quality of life today and will contribute to a better tomorrow for all.Achieving the Vision – Goals and Strategies for Sustainable HousingThe Housing Element goals and strategies focus on diverse, centrally-located, energy efficient housing that meets the needs of all of our residents at all stages of their lives. New housing development, whether it is construction of a new house or conversion of an old home or mill into multiple units, should advance energy conservation, watershed protection, land conservation and farm preservation and allow residents the flexibility to access services and employment through a variety of transportation modes, including walking, biking and transit. Overall, the housing stock should represent a livable environment that provides a high quality of life for residents of all ages, incomes and abilities.In Ten Years…Greenfield’s policies and programs are coordinated to ensure housing units and neighborhoods adapt to meet changing needs.Housing energy consumption from utilities, maintenance and automobile reliance are reduced, thereby reducing Greenfield’s overall greenhouse gas emissions and increasing our community’s energy independence.A wide variety of affordable, attractive, sustainable housing options are available in Greenfield promoting high quality-of-life and self-sufficiency for all households.Greenfield supplies quality, permanent affordable housing and creative transitional and supportive housing programs that include the special challenges of homeless and carless households in a rural munity resilience and individual enjoyment of our abundant natural resources is enhanced through residential development practices that preserve local agriculture, water quality, biodiversity, and the visual integrity of the landscape.Greenfield is a thriving, vibrant, regional urban center with livable, mixed income, well- situated neighborhoods within easy reach of everyday needs.Greenfield’s Sustainable Housing StrategiesConduct a comprehensive regional housing needs assessment.Audit and update zoning regulations, permitting and other appropriate regulations, to increase density of housing and population through adaptation and infill.Enhance and expand options to live in walkable neighborhoods, and reduce automobile reliance for work, services and recreation.Replace and renew homes to create a more energy efficient housing stock.Create a staffed resource center to assist homeowners, tenants and landlords with education and resources on home purchase, energy use and upgrades, renovation, and financing.Increase housing choice, expand and update housing stock to reflect changing preferences and population.Improve supply and access by ensuring that a full range of quality alternative housing options continue to be developed to serve diverse populations and needs, including the homeless, and those transitioning to and from independence.Address Housing Demand.Ensure future residential development promotes watershed protection, land conservation and farm preservation goals by focusing activity in areas with existing infrastructure.Reduce negative impacts of new and existing residential neighborhoods on natural systems while enhancing beneficial access to nature.Identify key neighborhood services, amenities and facilities and enhance connections through upgraded sidewalks, bikeways and streets.Protect historic character of neighborhoods while facilitating improvement of housing stock.The 2004 Town of Montague Housing Plan:“…despite the diversity and general affordability of housing in town, some residents still haveburdensome housing costs or face other significant housing issues. For example, 31% of Montague residents age 65 and over have housing that is unaffordable based on their income. Also, 19% of residents in the village of Turners Falls (2004 figures) live below the poverty line and have special difficulties finding housing and affording housing‐related expenditures. Related concerns are the age and condition of some of the older housing stock in the downtown areas, and the need to maintain and preserve these structures. Older housing is often more affordable than newer homes. The Town of Montague is working with its community partners to develop new affordable housing, improve the quality of existing affordable units and address other housing issues in the town.”“Much of Montague’s housing stock was built before World War II. This is true particularly for homes in Turners Falls. According to the 2000 U.S. Census, about 48% of the housing units in Turners Falls were constructed before 1940…. often older houses are in worse condition and have more potential problems than new homes. Potential problems including code violations and structure deterioration. Older houses frequently offer the most affordable housing option, especially for low‐ and moderate‐income families.As a result, low‐ and moderate‐income families are the most likely to live in older homes, and face the health and safety issues associated with these homes, with few resources to address them.” The amount of substandard housing in Montague, and within the Village of Turners falls is not known, nor the amount of it occupied by minorities.“Census indicators of “substandard” housing include overcrowding (defined as more than one occupant per room), or a lack of complete plumbing or kitchen facilities. The Census Bureau does not collect information relative to the physical condition of housing. The Census statistics suggest that few Montague residents live in severely overcrowded or substandard housing. According to the U.S. Census, in 2000, only 17 (0.8%) owner‐occupied housing units and 22 (1.5%) occupied rental units in Montague had overcrowding. None of the occupied housing units lacked complete kitchen facilities, and 13 units (0.3%), all rentals, lacked complete plumbing facilities. Among the town’s 228 vacant housing units, 36 lacked complete plumbing and 36 lacked full kitchens, suggesting that some of the town’s vacant housing is not habitable. More than 80% of the units without full plumbing or/and full kitchens were in Turners Falls.”“In recent years, the Town of Montague, working with Franklin Regional Housing and Redevelopment Authority, has made a focused effort to renovate and replace substandard housing in town. Substandard, dilapidated housing, especially in the downtown areas, has been identified as a key issue in Montague.”In conclusion, we believe that given the level of poverty in the area, the need for affordable housing seems obvious. This grant will allow up to 16 units to be repaired, rehabilitated and occupied by 8 low income and 8 very low income families, a gain to both the housing stock as well as the neighborhood.CDI’s efforts will be monitored via ongoing income surveys of the residents of the subject property, and that success in the program will be evidenced by the successful and continued occupation of the units by low and very low income families.F. Component to Alleviate OvercrowdingHPG funds will be used to support the rehabilitation of up to 16 units of safe, decent, affordable, cooperative housing, serving eight very‐low income families and eight low‐income families and is committed to alleviate, or in this case, to prevent overcrowding. This commitment will be made manifest through integrating new cooperative resident‐member recruitment, enrollment and occupancy policy according to the guidelines in 7 CFR part 3460.155, Subpart E resulting in an ideal range of persons per housing unit. In this case, any 3-bedroom unit will be limited to a family of 4‐6 persons, and any 2-bedroom unit will be limited to a family of 3‐4 persons.G. – L. The information required under items G through L of the Notice of Funds Availability for the program has been provided throughout the proposal. ................
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