| Exhibit A: Activities |
Projected Financing |
Projected Units Produced |
|
Total $ Amount of Eligible Project Costs supported by CMF Award |
Total $ Amount of CMF award to be used for these activities |
Total $ amount of CMF award to be committed in 2011 |
Total $ amount of CMF award to be committed in 2012 |
Total Number of Units Placed in Service 2011-2015 |
Total Units Placed in Service in 2011 |
Total Units Placed in Service in 2012 |
Total Units Placed in Service in 2013 |
Total Units Placed in Service in 2014 |
Total Units Placed in Service in 2015 |
| Homeownership |
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| New Development |
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| Rehabilitation |
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| Homebuyer mortgage finance |
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| Downpayment Assistance |
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| Other (Specify) |
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| Multifamily Rental |
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$- |
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$- |
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| New Development |
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| Rehabilitation |
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| Refinancing |
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| Other (Specify) |
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| Other |
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$- |
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$- |
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| Community Facilities |
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| Economic Development |
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| Administrative |
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| Total |
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$- |
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$- |
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| Exhibit B: Production1 |
|
Track Record |
Capital Magnet Fund Pipeline (Estimated) |
| Calendar Year |
2005-6 |
2007 |
2008 |
2009 |
Total |
2011 |
2012 |
2013 |
2014-2015 |
Total |
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| Costs ($)2 |
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| Total Eligible Housing Costs3 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
| 0-30% AMI Unit Costs |
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0 |
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0 |
| 31-50% AMI Unit Costs |
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0 |
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0 |
| 51-80% AMI Unit Costs |
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0 |
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0 |
| 81-120% AMI Unit Costs |
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0 |
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0 |
| Community Service Facility Costs |
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0 |
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0 |
| Economic Development Activities Expenditures |
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0 |
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0 |
| Total Eligible Activity Costs |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
| Above 120% of AMI Unit Costs |
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0 |
N/A |
N/A |
N/A |
N/A |
N/A |
| Total Financing by Awardee |
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0 |
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0 |
| Total CMF Award Expenditures and Reinvestments |
N/A |
N/A |
N/A |
N/A |
N/A |
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0 |
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| Production (#) |
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| Total Housing Developments/Projects (# of projects) |
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0 |
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0 |
| 0-30% AMI Units (# of units) |
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0 |
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0 |
| 31-50% AMI Units (# of units) |
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0 |
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0 |
| 51-80% AMI Units (# of units) |
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0 |
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0 |
| 81-120% AMI Units (# of units) |
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0 |
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0 |
| Community Servcie Facilities (# of facilities financed) |
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0 |
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0 |
| Economic Development Activities (# of projects financed) |
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0 |
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0 |
| Total Eligible Activity Production |
0 |
0 |
0 |
0 |
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0 |
0 |
0 |
0 |
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| Above 120% of AMI Units (# of units) |
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N/A |
N/A |
N/A |
N/A |
N/A |
| Total Transactions |
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| 1 - All data reported should be based on the placed in service date |
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| 2 - Costs should be the total development costs inclusive of financing provided by others |
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| 3 - Row 6 should be the sum total of rows 7-11 |
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| Exhibit C: Key Personnel |
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| Name |
Firm |
Title at Firm |
Duties to be Provided for Applicant (check all that apply) |
# of years working for (or on behalf of) the Applicant |
Position with Applicant (Check all that apply) |
Description of Individuals Qualifications |
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__ Capital-raising |
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__ GB member on loan/investment committee |
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| __ Sourcing or loan underwriting |
__ Other GB member |
| __ Asset management |
__ Advisory board member |
| __ Loan servicing |
__ ED or equivalent |
| __ Program Compliance |
__ CFO or equivalent |
| __ Community Outreach |
__ Other key management |
| __ Development Services |
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| __ Legal services |
__ Loan/investment officer or equivalent |
| __ Other (specify):___________ |
__ Compliance officer |
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__ Other finance staff |
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__ Contracted consultant |
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__ Other (specify):______________ |
| D. Loan Portfolio Quality Chart |
| Instructions: Provide data for the overall total loan portfolio in the first table. Delinquency is defined as 90+ days past due. The other two tables are optional and allow the Applicant to provide portfolio data for up to two products within the portfolio. Applicants may choose to use these tables to demonstrate how a particular product's delinquency figures impact the overall portfolio. For example in one table the Applicant could summarize the business portfolio and in the 2nd the microenterprise portfolio. Enter information in the yellow shaded cells only. |
|
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| Aggregate Portfolio |
2007 |
2008 |
2009 |
Weighted Average PAR: |
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# |
$ |
# |
$ |
# |
$ |
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| Portfolio Outstanding |
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| Delinquent Portfolio |
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| Total Portfolio-at-Risk (b / a) |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
#DIV/0! |
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| Optional Product: |
2007 |
2008 |
2009 |
Weighted Average PAR: |
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| (Specify here) |
# |
$ |
# |
$ |
# |
$ |
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| Portfolio Outstanding |
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| Delinquent Portfolio |
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| Total Portfolio-at-Risk (b / a) |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
#DIV/0! |
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| Optional Product: |
2007 |
2008 |
2009 |
Weighted Average PAR: |
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| (Specify here) |
# |
$ |
# |
$ |
# |
$ |
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| Portfolio Outstanding |
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| Delinquent Portfolio |
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| Total Portfolio-at-Risk (b / a) |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
#DIV/0! |
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| Loan Loss and Loan Reserve History for Aggregate Portfolio |
2007 |
2008 |
2009 |
Average |
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| Total Outstanding Loan Portfolio |
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| Net Write-Offs or Net Charge-Offs |
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| Annual Net Loan Loss Ratio (B/A) |
0.0% |
0.0% |
0.0% |
0.0% |
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| Loan Loss Reserve (cash) |
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| Loan Loss Reserve (accrual) |
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| Loan Loss Reserve Ratio ((D + E) / A)) |
0.0% |
0.0% |
0.0% |
0.0% |
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| E. Financial Data Input Chart |
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2007 |
2008 |
2009 |
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Assets |
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| a |
Cash + Cash Equivalents, defined in CIIS, as Highly liquid, very safe investments which can be easily converted
into cash, such as Treasury Bills and money market funds.
Total cash and cash equivalents |
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| b |
Enter Cash + Cash Equivalents available to cover current operating expenses and obligations. This entry is used to calculate the Operating Liquidity Ratio.
Unrestricted cash and cash equivalents |
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| c |
Enter the current portion (total principal due within 12 months) of the total outstanding loan portfolio at the end of a fiscal year. Current (c) + Noncurrent (f) = Gross Loans Receivable, the aggregate dollar amount of all loans receivable without giving effect to any allowance for the collectability thereof (i.e. before deducting for Loan Loss Reserves).
Current: Gross Loans Receivables |
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| d |
Cash and other assets which can be converted to cash within the next 12 months.
Total Current Assets |
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| e |
The noncurrent portion of the total outstanding loan portfolio at the end of a fiscal year. Current (c) + Noncurrent (f) = Gross Loans Receivable, the aggregate dollar amount of all loans receivable without giving effect to any allowance for the collectability thereof (i.e. before deducting for Loan Loss Reserves).
Noncurrent: Gross Loans Receivables |
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| f |
Funds set aside in the form of cash reserves or through accounting-based accrual reserves that serve as a cushion to
protect an organization against future losses. Loan Loss Reserves typically show up as a contra asset on a balance sheet. Loan Loss Reserves are not the expense listed on the income/expense statement.
Less: Loan Loss Reserve |
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| g |
Enter the book value of any equity investments considered part of the Applicant's CDFI financing portfolio.
Total Outstanding Equity Investment Portfolio |
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| h |
Enter difference between book value of equity investment portfolio and original investment.
Less: Net Unrealized Loss |
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| i |
Automatically calculated:
Line (c+f+h) - (g+i)
Total Net Loans Receivables and/or Equity Investment Portfolio |
$- |
$- |
$- |
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| j |
Enter as it appears on the balance sheet.
Total Assets |
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Liabilities |
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| k |
Liabilities that are due to be paid within the next 12 months.
Total Current Liabilities |
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| l |
Total Notes Payable |
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| m |
Notes payable that may be used to support financial products, such as lending or equity investment activities. Adjusted Notes Payable is calculated by deducting from total notes payable, all notes payable that are specifically used for nonfinancing activities. For example, if an organization has an outstanding mortgage on its office building, the outstanding principal should be deducted from total notes payable.
Total Adjusted Notes Payable |
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| n |
Enter as it appears on the balance sheet.
Total Liabilities |
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Net Assets (Net Worth) |
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| o |
Enter the Applicant's amount of net assets that unrestricted, as applicable.
Unrestricted Net Assets |
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| p |
For non-depository applicants only.
Enter as it appears on the balance sheet.
Total Net Assets |
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| q |
Net Worth (Credit Union Applicants Only) |
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| r |
Tier 1 Capital (Bank Applicants Only) |
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$- |
$- |
$- |
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Off-Balance Sheet Activity |
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| s |
Loan or other financial resources committed by third party funders to support financing activities (e.g., loan packaging; co-investing), which are under the management or guidance of the Applicant but not recognized as an asset on the Applicant's balance sheet. Report all available assets, regardless of whether deployed or not.
Total Net Assets Available for Financing |
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Income and Expenses |
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| t |
Interest Payments from Financial Products |
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| u |
Fee Income from Financial Products, Financial Services, and other activities |
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| v |
Total Earned Income |
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| w |
Total Grants and Contributions |
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| x |
Total Income |
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| y |
Total Interest Expenses |
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| z |
Total Non-Interest Expenses |
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Financial Health and Viability - MPS Ratios |
2007 |
2008 |
2009 |
3-Year Historic Ratios |
| aa |
For Credit Unions: this is the Net Worth Ratio.
For Banks/Thrifts: this is the Tier 1 Leverage Capital Ratio.
Net Asset Ratio |
#VALUE! |
#DIV/0! |
#DIV/0! |
#VALUE! |
| bb |
Total Financing Capital |
$0 |
$0 |
$0 |
$0 |
| cc |
Deployment Ratio |
#DIV/0! |
#DIV/0! |
#DIV/0! |
#DIV/0! |
| dd |
Net Income |
#VALUE! |
$0 |
$0 |
#VALUE! |
| ee |
Earnings Ratio |
#VALUE! |
#DIV/0! |
#DIV/0! |
#VALUE! |
| ff |
Self-Sufficiency Ratio |
#VALUE! |
#DIV/0! |
#DIV/0! |
#VALUE! |
| gg |
Operating Liquidity Ratio |
#VALUE! |
#DIV/0! |
#DIV/0! |
#VALUE! |
| hh |
Current Ratio |
#DIV/0! |
#DIV/0! |
#DIV/0! |
#DIV/0! |