ATTACHMENTS - Bronx Council for Environmental Quality

ATTACHMENTS

July 8, 2017 revised

Comments to the City Planning Commission for July 12 Public Hearing

on Pier 5 Parkland aka Lower Concourse North:

Draft Generic EIS (CEQR 16DME012X) and

4 ULURPs: 170311ZMX, N170312ZRX, 170314PPX, 170315ZSX

City Planning Commission July 12, 2017 Hearing Notice in back of Item 23-26

1 page

Freedom of Information Law Requests

FOIL National Park Service

for the map and description of Mill Pond Park - the replacement park from the Yankee Stadium

Redevelopment of Macomb’s Dam Park

3 pages

FOIL Economic Development Corporation

for the Request for the Expression of Interest for Lower Concourse North released on

July 13, 2016 attendance sheets, handouts, questions asked and answered, number of

bids received and announced at the Submission Deadline on October 11, 2016, and the

responding company name

209 pages

FOIL Department of Citywide Administrative Services

for the Request for records concerning the ownership of Pier 5 - Bronx Block 2356, Lot 2,

from January 2017 to the present.

12 pages

NOTICE

On Wednesday, July 12, 2017, at 10:00 a.m., in Spector Hall, at 22 Reade Street, in Lower Manhattan, a

public hearing is being held by the City Planning Commission to receive comments related to a Draft

Generic Environmental Impact Statement (DGEIS) concerning an application by the New York City (NYC)

Economic Development Corporation (EDC), on behalf of the City of New York, proposing a series of land

use actions to activate a city-owned site along the Harlem River waterfront, referred to as the Lower

Concourse North site or the “project site,” with new affordable and market-rate housing, commercial

and community facility uses, and public open space (the “proposed project”). The project site consists of

Block 2356, Lots 2 and 72; Block 2539, Lot 1 and portions of Lots 2 and 3; and the demapped portion of

the former East 150th Street between Exterior Street and the Harlem River. The project site is bounded

by Mill Pond Park to the north, Exterior Street and the elevated Major Deegan Expressway to the east,

East 149th Street to the south, and the Harlem River to the west, and is located in Community District 4

in the Bronx. The project site is entirely vacant and currently under the jurisdiction of the New York City

Department of Parks and Recreation, but is not mapped as or considered to be parkland.

EDC issued a Request for Expression of Interest (RFEI) on July 13, 2016 for a developer (or developers) to

redevelop the project site with a new mixed-use, mixed-income development with new housing,

ground-floor retail space, office space, and community facility space, as well as publically-accessible

open space. In parallel, EDC has prepared a land use application with a series of land use actions that

would facilitate this development. Thus, while the proposed actions have been defined, the

development program and some design specifics under those actions are dependent on the RFEI

responses. In order to address the potential range of responses, the EIS analyzes a generic Reasonable

Worst-Case Development Scenario (RWCDS) that considers the worst-case development potential for

environmental effects in each technical area. Thus, pursuant to City Environmental Quality Review

(CEQR), a generic environmental impact statement (GEIS) will be prepared.

The DGEIS prepared for the proposal assumes that the project site would be redeveloped with up to

1,045 residential dwelling units, comprising a total residential floor area of 835,937 gross square feet

(gsf); 50,000 gross square feet gsf of retail space; 25,000 gsf of food store space; 25,000 gsf of medical

office space; and 50,000 gsf of office space. The Lower Concourse North project would have a range of

affordability from a minimum of MIH requirements, up to 100 percent affordable. Retail would be

located at the ground floor along Exterior Street, approximately 25,000 gsf would be local retail space

and approximately 25,000 gsf would be destination retail space. Roughly three acres of open space

comprising waterfront open space, an extension of Mill Pond Park, and a new plaza fronting along

Exterior Street would be created as part of the proposed project.

Written comments on the DGEIS are requested and will be received and considered by the Office of the

Deputy Mayor for Housing and Economic Development, the Lead Agency, until Monday, July 24, 2017, at

5:00 p.m..

This hearing is being held pursuant to the State Environmental Quality Review Act (SEQRA) and City

Environmental Quality Review (CEQR), CEQR No. 16DME012X.

7/8/2017 Gmail - NPS Response to FOIA - EFTS #2017-00826, LWCF Project #36-00776E, Macomb's Dam Park

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&jsver=7BEiIyElYTQ.en.&view=pt&msg=15ccc5030b11d1f4&cat=AA%20FOIL&search=cat&sim… 1/1

Karen Argenti <[email protected]>

NPS Response to FOIA - EFTS #2017-00826, LWCF Project #36-00776E, Macomb's Dam Park

Howard, Jack <[email protected]> Wed, Jun 21, 2017 at 4:20 PMTo: Karen Argenti <[email protected]>Cc: Annette Sasso <[email protected]>

Dear Ms. Argenti,

As requested, attached is a copy of my response letter, 6(f) boundary map and detaileddescription of the waterfront replacement property for Macomb's Dam Park. The originalsigned letter will be mailed to you.

If you have any questions on the aforementioned, please do not hesitate to contact me.

Thanks,

Jack***********************************************

Jack W. Howard, ManagerState and Local Assistance ProgramsNational Park Service - Northeast Region(215) 597-1565: [email protected]

2 attachments

KarenArg Ltr2.pdf 50K

NYMDP rplsite.pdf 93K

tel:(215)%20597-1565

mailto:[email protected]

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&view=att&th=15ccc5030b11d1f4&attid=0.1&disp=attd&realattid=f_j47fs48d0&safe=1&zw

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&view=att&th=15ccc5030b11d1f4&attid=0.2&disp=attd&realattid=f_j47fss731&safe=1&zw

7/8/2017 Gmail - FOIL request NYCEDC RFEI for the proposed Lower Concourse North project on Pier 5

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&jsver=7BEiIyElYTQ.en.&view=pt&msg=15c466f1c93979e3&q=in%3Asent%20FOIL&qs=true&… 1/3


FOIL request NYCEDC RFEI for the proposed LowerConcourse North project on Pier 5

Karen Argenti <[email protected]> Fri, May 26, 2017 at 4:25 PMTo: [email protected], [email protected]: Chauncy Young <[email protected]>, Joyce Hogi <[email protected]>,Anita Antonetty <[email protected]>, Robert Fanuzzi <[email protected]>

Records Access Officer

New York City Economic Development Corporation

110 William Street

New York, NY 10038

[email protected]

To Whom It May Concern:

This is a request under the Freedom of Information.

The request is for information concerning the NYC EDC Request ForExpressions of Interest (RFEI) for the proposed project: LowerConcourse North located on Pier 5 parkland at 149th Street betweenExterior Street and the Harlem River in the Bronx NY.




Specifically, the request is for any and all responses to the RFEIReleased on July 13, 2016, including the attendance sheet,information handouts provided to the attendees (if any), andadditional questions asked and answered at the Information Sessionon August 1, 2016; as well as attendance sheet, number of bidsreceived and announced at the Submission Deadline on October 11,2016, and the names of the companies and corporations responding(if any).

In accordance with the provisions of the Freedom of Information Law,this is an official request for a copy of the record or records describedabove.

If the document is denied in part, please specify the exemptions claimedfor each page or passage. For documents withheld in their entirety pleasestate, in addition, the date of and the number of pages in each document.This is a request to view the records. In case this is a large product, pleaseallow a chance to review the documents prior to making a request forcopies, as it may be more information than needed.

Please acknowledge this request within five working days, as provided inthe Freedom of Information Law. I expect you to release the requestedrecords within ten working days of your acknowledgement. I will deem thisrequest to have been denied if you do not comply with the Rules.

If you have any questions about this request, please contact me bytelephone at my number below. I look forward to hearing from you soon.Thank you in advance for your time and cooperation.



Sincerely,

Karen Argenti

646-529-1990

P Think before you print. ><((((º>`•.¸¸.•´¯`•.¸><((((º>¸.•´¯`•.¸.><((((º>`•.¸¸.•´¯`•.¸¸><((((º>

“Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. Weare the change that we seek. ” — PRESIDENT BARACK OBAMA

tel:(646)%20529-1990

Lower Concourse North RFEI

Information Session

August 1, 2016

AGENDA

Introduction

Site Description & Conditions

Project Goals

Environmental Review & ULURP Timing

Selection Criteria

RFEI Process

Questions

2

Location

Bounded by the Harlem River, Mill Pond Park,

145th St Bridge, and Exterior Street

4 min. to Grand Concourse subway station &

located across the street from bus stop

The Bronx Terminal Market Shopping Center is

located to the northeast of the Site

East of the Site is a mixture of warehousing,

residential with ground floor retail

3

Site Description & Conditions

Developable Site: ~158,000 sf

Mill Pond Park Extension &

Shore public walkway: ~42,000 sf

4

Property Information

Site Conditions

Major Deegan Roadway and Easement

Relieving Platform

E 149th St closed to vehicular access

Mill Pond Park Extension and Shore Public Walkway

Project Goals

Building parameters

Visual Corridors/Upland Connections

Shore public walkway & Mill Pond Park Extension

Vehicular Access and Loading

5

Development Program

Design Guidelines & Open Space

Mixed Income Affordable Housing Program

Commercial and Community Facility

Public Open Space and Waterfront Activation

Project Phasing

Environmental Review & ULURP Timing

Assumption of a R7-2 district with a C2-4 overlay

FAR of 4.6

Maximum of 920,000 zoning sf available for development on the Site

- Development rights from open space will be available for development

Sub-district of the Special Harlem River Waterfront District

Extend Waterfront Access Plan 6

Zoning & Environmental Review Considerations

Land Use Process

Generic EIS & ULURP Timing Public Scoping: Fall 2016

ULURP Certification: Early 2017

Anticipated developer selection during ULURP

Expedited land use review process

EDC preparing application and generic EIS in parallel with proposal review

Selection Criteria

Completeness and Quality of Overall Response

Program and Design

Financial and Schedule Feasibility

Respondent Qualifications and Experience

Emerging Developer Categorization

Economic Impact

Hiring and Workforce Programs

7

Categories are below, more detail available in the RFEI document

M/WBE Participation Proposal M/WBE Program

- M/WBEs must be certified by NYC Dept. of Small Business Services

M/WBE Participation Goal for the RFEI: - 20-35% (as percentage of total contract value)

Respondents must prepare an M/WBE Participation Proposal indicating their proposed level of M/WBE participation and a plan for achieving this goal

M/WBE Participation Proposal will be scored and factor into selection - Scoring is a function of both the proposed Participation Goal and the strength of the

narrative Respondents submitting proposals with a Participation Goal lower than the lower bound of the range shall receive a score of zero (0) for this selection criteria

- The higher bound represents the optimum participation goal. Proposed Participation Goals that exceed this higher bound are welcome but do not receive extra points

- The narrative portion is scored based on breadth and depth of the strategies proposed and level of specificity

Final M/WBE Goals will be incorporated into the Contract - Selected Respondents will be required to meet the stated M/WBE goals or

demonstrate good faith efforts

8

Meeting M/WBE Goals

9

Identifying M/WBE Partners – Use SBS directories to find M/WBEs in a specific field

– Check out the Interested Subcontractor and Supplier List for this RFEI

– Network at this info session

– NYCEDC can assist in identifying M/WBEs

– Refer to good faith efforts section in draft contract for more ideas

Make use of the Kick-Start Loan Program – Mobilization loans for M/W/DBE firms participating as either prime or

subcontractor – Amounts up to $250,000 – May be used to buy long lead equipment, material, and/or labor costs

http://mtprawvwsbswtp1-1.nyc.gov/Search.aspx

http://www.nycedc.com/opportunity/neighborhood-gamechanger-investment-competition-rfp/interested-subcontractors-suppliers/5174

RFEI Process

10

Request for Expressions of Interest

Site Visit, Questions & Answers

EDC & HPD will jointly select respondent

Review Proposal Requirements (p. 25) & Selection Criteria (p. 32)

Site Visit & Community Engagement Session: August 4th, 2016 at 5:00pm

- Community Session at Hostos College in Savoy Room at 6:00pm

Email questions to [email protected] up to September 23, 2016

Answers will be posted at http://www.nycedc.com/rfp on a rolling basis up to October 4, 2016

Proposal Submission

Submit six hard copies and one electronic version to NYCEDC by October 11, 2016 at 4:00pm


http://www.nycedc.com/rfp

Questions

Proposals due 4:00 PM on Tuesday October 11, 2016

Questions can be emailed to [email protected]

Visit us at

https://www.edc.nyc/rfp

11


https://www.edc.nyc/rfp

Lower Concourse North RFEI Project # 6534

Information Session Questions and Answers August 22, 2016

The following questions were asked at the RFEI information session held at NYCEDC’s office on August 1, 2016. As a reminder, questions emailed to [email protected] will be accepted until 5:00PM on September 23, 2016. Answers will be posted periodically at www.nycedc.com/RFP. Answers to questions submitted by September 23, 2016 will be posted no later than October 4, 2016.

1. Q: Is the disposition through lease or sale of fee interest? A: NYCEDC is looking for proposals for ground leases only.

2. Q: What is the length of the lease? A: Respondents should include a proposed lease term with their project proposals. The final length of the lease will be part of the negotiation process but may not exceed 99 years.

3. Q: What is the rationale for an RFEI rather than an RFP? A: Due to the size of the site, NYCEDC and HPD wanted to gauge the interest in the site and market and allow for a wider range of responses and creativity. NYCEDC reserve the right to move forward with a respondent off of the RFEI or issue an RFP.

4. Q: Would the city be open to the developer building the Shore Public Walkway and Mill Pond Park Extension? A: NYCEDC will consider proposals in which the respondent builds these open spaces. If this is the respondents preferred option, an explanation should be included in the proposal. The selected Developer(s) will be responsible for paying for the maintenance of all publicly accessible open space on the zoning lot, in accordance with waterfront zoning, including all structures within. The City reserves the right to require that the selected Developer(s) perform the maintenance of the open space directly. The selected Developer(s) will be required to enter into an agreement with the Department of Parks and Recreation to provide financial support for the maintenance of the open spaces, including all structures within (or, alternatively, to perform the maintenance itself if Parks so requires), in perpetuity, in accordance with the agreement and waterfront zoning.

5. Q: It is difficult to craft a proposal without knowing the requirements that will come out of the

ULURP. A: In parallel with RFEI selection, NYCEDC is preparing a ULURP application and associated environmental review for a series of land use actions that would facilitate development of the site. NYCEDC is assuming that the site would be rezoned to an R7-2 residential district with a C2 overlay (C2-4 or C2-5), the creation of a new sub-district of the Special Harlem River Waterfront District, an extension of the Harlem River Waterfront Access Plan, a potential reduction in the required amount of parking, and mapping the site as a Mandatory Inclusionary Housing Area.


The Generic Environmental Impact Statement assumes a conservative building program and bulk envelope that would allow for flexibility in proposals. This program is not intended to be the final program for the site but has been developed to provide a conservative analysis framework for environmental review. Guidance has been included in the RFEI document for design, building, and open space.

6. Q: What is the timing of the ULURP process? A: The City is preparing the ULURP application and environmental review for the project. We anticipate having the hearing on the draft scope of work in the fall of 2016 with certification into ULURP in early 2017. At this time, we anticipate releasing the draft Scope of Work after responses to the RFEI have been received.

7. Q: Does the leasing structure anticipate homeownership? A: No, the property to be leased is not included in the definition of a “qualified leasehold condominium” under New York Real Property Law §339-e.

8. Q: Can the FAR for the entire site be transferred between phases? A: The maximum FAR can be determined from the entire site, including the Mill Pond Park Extension and Shore Public Walkway. The FAR can be distributed across the site and distributed across the two development phases.

9. Q: What are your expectations for the retail and community facility space? A: NYCEDC is looking for creative responses that respond to the needs of the community. A community engagement session was held on August 4th, 2016, to solicit ideas from the community. The feedback from this session will be shared through an addendum to the RFEI by the end of August.

10. Q: Who is the community meeting with? A: The meeting was open to the public, and included community board members, local residents, business owners and workers.

11. Q: Will proposals allow for a turnaround from Exterior Street to allow for additional site access? A: Proposals should provide access to the site from the existing curb cut on Exterior Street. The City will consider proposed modifications to the existing median at E. 150th Street.

12. Q: Will proposals be allowed to include additional curb cuts, beyond the existing curb cut, on Exterior Street? A: The City Department of Transportation will need to review and approve additional curb cuts. Previous conversations with DOT have indicated that they are not comfortable with additional curb cuts.

13. Q: Will a curb cut be allowed onto East 149th Street? A: There is not currently a curb cut onto East 149th Street, and DOT has indicated that they are unlikely to allow one due to the complexity of the intersection.

14. Q: Do you have a preferred amount of affordable housing? Do you have a preferred amount of market rate housing? A: Affordable housing should be maximized on the site and is a part of the selection criteria for the RFEI. However, there are no requirements specifying a minimum number or percentage of affordable units. Respondents are expected to take into consideration the demographics of the local community when considering the affordable housing mix. The Site will be mapped as a Mandatory Inclusionary Housing Area but the specific option or options has not been determined yet and will be determined during the land use approval process. Respondents may propose a MIH option as part of their proposal.

15. Q: Do the payment/economics of the lease play a role in selection? How important is this? A: Responses are reviewed holistically, considering all selection criteria and the extent to which the proposal meets the project goals. Selection criteria are included in the RFEI document.

Lower Concourse RFEI

6534 Questions & Answers

October 4, 2016 This is to inform you that there were no questions submitted for the Lower Concourse RFEI and to remind you that RFEI RESPONSES ARE DUE NO LATER THAN 4pm on October 11, 2016 Thank you.

Company Name EmailArtimus Stephen Grosso stephan.grosso@Avinash K. Malhotra Architects Richard P. Saunderson rsaunderson@Avinash K. Malhotra Architects Runjhun Saklani rsaklani@Bermello Ajamil & Partners, Architects, Inc. Virginia Pizzi Vpizzi@Blackstone 360 Amer Khan amer@Cooper Robertson Donald Clinton [email protected] & Associates LLC G. Lamont Blackstone urbancorerealty@Genesis Companies Christine Noel cnoel@gGilbane Development Company Cecil House Chouse@Gran Kriegal Linda M. Eklund leklund@HLS Consulting Sharron Halpert sharron@Hunt Companies Michael Kornspun mike.kornspun@KS Engineers, PC Harvey P. Moutal hmoutal@L+M Development Partners Ayanna Oliver-Taylor aolivertaylor@L+M Development Partners Isaac Henderson ihenderson@L+M Development Partners Jayda Shanks jshanks@Pantheon Mark Sheeran msheeran@Park It Michael Kramer michael@Premier Access Inc. Shameeda Mohammed aveb@Premier Access Inc. Katarina Hapsari katarina.hapsari@Roger Partners Delphine Daniels ddaniels@SEIU 32BJ Bryant Brown Jr. Bbrown@Signature Urban Properties Robert Frost rfrost@Signature Urban Properties Gifford Miller gmiller@SoBro Michael Brady mbrady@SoBro Vogue Jackson vjackson@Spectrum Personal Communications Corp. Ellingston Clark eclark@The DeMatteis Organizations Frank DarConte fxd@The DeMatteis Organizations John A. Caiazzo jac@The Musial Group Anna McKeigue amckeigue@

Lower Concourse North RFEI Information SessionMonday, August 1, 2016

3

LOWER CONCOURSE NORTHREQUEST FOR EXPRESSIONS OF INTEREST

OCTOBER 11, 2016

TYPE A REAL ESTATE ADVISERSL+M DEVELOPMENT PARTNERSS9 ARCHITECTURE

5

Gateway to the new Bronx waterfront and the home of Hip Hop

INVITING OPEN WATERFRONT DESIGNOur outstanding design team at S9 and Marvel has crafted Bronx Point to optimize connections between the surrounding community and the waterfront. Bronx Point draws the green openness of Mill Pond Park right across 150th Street onto a landscaped communal staircase, open air dining, and elevated public bridge/overlook to the river (as well as a potential amphitheater for events hosted by the Universal Hip Hop Museum). The entire perimeter, especially along Exterior Street, 150th Street, and the riverfront, is activated with destination shops, museum spaces, restaurants, parks, and residential amenities. A kids’ playground, created with the local artist community, is located at the southern end of site, providing an active and welcoming visual for pedestrians as they stroll on the shore public walkway and arrive from a new east-west street connecting Exterior Street to the water. Our plan is to create a LEED Gold certified project and to meet or exceed the standards of NYSERDA and Enterprise Green Communities. The goal of our design approach has been to draw visitors and residents alike into a welcoming and exciting riverside community.

UNPARALLELED PROGRAM OF DESTINATION AND COMMUNITY USESGiven its location, we sought to assemble a mix of potential activities at Bronx Point that would balance the dynamism of a landmark civic destination with the warmth and appeal of a neighborhood gathering spot. We are admittedly thrilled at the roster of organizations and businesses that have initially signed on to our vision. Most notable, of course, is the Universal Hip Hop Museum. Born and bred in the Bronx, Hip Hop is perhaps one of the borough’s greatest cultural gifts to the world, and the prospect of finally having a multi-faceted hip hop museum experience set on the Bronx waterfront is thrilling and could create an unmatchable legacy for this project. The proposal provides an in-depth look at the vision for this special institution.

To complement UHHM, we have engaged with world class movie theater operators, most notably Regal Cinema, to place a multi-screen state of the art movie complex at Bronx Point. It is time for the South Bronx to have a world class movie option in its community. Then, we have invited one of New York’s leading food market curators, Anna Castellani, to create an authentic Bronx-based food hall along the waterfront where Bronx families and visitors can enjoy easy, delicious, and informal meals created by local entrepreneurs. The Hall will serve as a complement to a commissary kitchen operated by Marcus Samuelsson, one of New York City’s (and the world’s) most innovative and celebrated chefs, and a teaching kitchen offered by BronxWorks, which together create Bronx

October 11, 2016

DEAR NYCEDC AND NEW YORK CITY PARTNERS:

On behalf of Type A Real Estate Advisers and L+M Development Partners, we are proud to present our response to the Lower Concourse North RFEI. Our proposal - entitled Bronx Point - seeks to celebrate the unique character and history of the Bronx while catalyzing the rebirth of the borough’s burgeoning Harlem River waterfront.

We have envisioned Bronx Point as an iconic mixed-use project, featuring a spectacular new home for the Universal Hip Hop Museum (UHHM), a state of the art cinema, a neighborhood food hall, and a host of family and culture-oriented uses, all of which will together draw countless visitors from across the borough, the city, and the world to this proud and amazing community. Our proposal also features nearly 700 units of permanently affordable mixed-income housing, which we hope will contribute to easing the ongoing affordability crisis in New York City.

While the attached response provides much detail, we believe there are several basic elements that distinguish our proposal for this important site:

7

Point’s holistic culinary network designed to promote education, career development, and economic engagement. We are also equally excited about a series of wonderful potential collaborators that will help build an enduring sense of community at Bronx Point. These include CityScience, Spaceworks, the Billion Oyster Project, and the Bronx Children’s Museum. Gathered together and set in our open and engaging architecture plan, this amazing and eclectic mix of uses will make Bronx Point a very special place.

STRONG JOB OPPORTUNITIES AND ECONOMIC DEVELOPMENT BENEFITSIf successful, Bronx Point has the potential to meaningfully shift the economic development landscape for a substantial part of the Bronx community. The catalytic impact on the transformation of the entire Harlem River waterfront, Grand Concourse, and 149th Street corridors, among others, could be dramatic and the potential impact from a truly world-class Hip Hop museum is incalcula-ble. On a more basic level, Bronx Point is projected to create an estimated 700 construction jobs and over 350 permanent jobs. Consistent with our team’s overarching HireNYC, MWBE, and job fair/training commitments, Bronx Point will offer local residents significant employment opportunities. To support these efforts we intend to partner with, among others, Building Skills NY, a not-for-profit organization that offers underemployed and unemployed New Yorkers training and job placement in the affordable housing industry. We will also partner with the local community and jointly participate in leveraging each of the Bronx Point users, whether it be at the UHHM, movies, food venues, or Spaceworks to create new and compelling jobs and entrepreneurial opportunities. We view this as a fundamental part of the project’s mission and vision and welcome the opportunity to explore still great ways to leverage Bronx Point for the good of the residents and businesses of the Bronx.

VIABLE PLAN AND THE RIGHT PROJECT TEAM TO GET IT DONEType A Real Estate Advisers and L+M Development Partners share the mission of collaborating with communities to improve existing environments and facilitate new opportunities. We have an over 50-year combined track record of successfully engaging with residents, communities, and public agencies to build support for and deliver transformative developments, as well as leverage substantial investment for New York City neighborhoods, especially in the Bronx. Together we have successfully overseen efforts involving over 15,000 apartments, over $5 billion in mixed-use and mixed-income investment, and over 200,000 square feet of educational facilities within the borough. For Bronx Point, we have crafted what we believe to be a feasible and realistic program mix and preliminary financial strategy. No doubt there is much work to do but you can be confident that, if selected, no team will work harder or more effectively to make this critical transformation happen.

GatewaytotheBronxwaterfrontandthenewhomeofHipHop.

LowerConcourseNorthRFEI|TypeARealEstateAdvisers|L+MDevelopmentPartners|S9Architecture|MarvelArchitects|StevenWinterAssociates

food venues, or Spaceworks to create new and compelling jobs and entrepreneurial

opportunities.Weviewthisasa fundamentalpartoftheproject’smissionandvisionand

welcometheopportunitytoexplorestillgreatwaystoleverageBronxPointforthegoodof

theresidentsandbusinessesoftheBronx.

• ViablePlanandtheRightProjectTeamtoGetitDoneType A Real Estate Advisers and L+M Development Partners share the mission of

collaborating with communities to improve existing environments and facilitate new

opportunities. We have an over 50-year combined track record of successfully engaging

with residents, communities, and public agencies to build support for and deliver

transformativedevelopments,aswellasleveragesubstantialinvestmentforNewYorkCity

neighborhoods, especially in the Bronx. Together we have successfully overseen efforts

involving over 15,000 apartments, over $5 billion in mixed-use and mixed-income

investment,andover200,000squarefeetofeducationalfacilitieswithintheborough.For

BronxPoint,wehavecraftedwhatwebelievetobeafeasibleandrealisticprogrammixand

preliminaryfinancialstrategy.Nodoubtthereismuchworktodobutyoucanbeconfident

that, if selected, no team will work harder or more effectively to make this critical

transformationhappen.

Asyoucantell,weareexcitedaboutthisopportunityandaboutourvisionforBronxPoint.We

believe our combined experience provides assurance that this spot will become a unique

destination in New York City. Bronx Point will not only be a catalyst the Bronx Harlem River

waterfront but we hope it will serve as an iconic inspiration for ambitious yet thoughtful

communitybuilding intheyearstocome.Wewelcomeadiscussion.Thankyouforyourtime

andinterest.

Verytrulyyours,

AnnieTirschwell,Principal DavidDishy,Partner

TypeARealEstateAdvisers L+MDevelopmentPartners

As you can tell, we are excited about this opportunity and about our vision for Bronx Point. We believe our combined experience provides assurance that this spot will become a unique destination in New York City. Bronx Point will not only be a catalyst for the Bronx Harlem River waterfront but we hope it will serve as an iconic inspiration for ambitious yet thoughtful community building in the years to come. We welcome a discussion. Thank you for your time and interest.

Very truly yours,

ANNIE TIRSCHWELL, PRINCIPAL DAVID DISHY, PARTNER

TYPE A REAL ESTATE ADVISERS L+M DEVELOPMENT PARTNERS

9

1. PROJECT DESCRIPTION

2. RESPONDENT DESCRIPTION

3. PROJECT FINANCIAL INFORMATION & LETTERS OF INTEREST

4. SITE PLAN & ARCHITECTURAL DESIGN

5. SUSTAINABLE DEVELOPMENT & ACTIVE DESIGN

6. ZONING CALCULATION

7. SCHEDULE

8. HIRING & WORKFORCE PROGRAMS

9. ADDITIONAL FORMS

Table of Contents

1. Project description

FOR LETTERS OF INTEREST FROM COMMUNITY FACILITY AND COMMERCIAL PARTNERS, PLEASE REFER TO TAB 3

13

NIGHT VIEW. BRONX POINT.

The dynamic vision creates a thriving mixed-use, mixed-income development that strengthens and revitalizes the urban context by activating street life, creating job opportunities, and providing much needed quality affordable housing for hundreds of families.

14

Universal Hip Hop Museum (“UHHM”) is a New York 501 (c)(3) not‐for‐profit corporation that

was granted a provisional charter from the Education Department of the State of New York Board of

Regents on February 10, 2015. The UHHM educates the public about the history of Hip Hop culture,

music, dance, and art. The mission of the museum is dedicated to the preservation, documentation and

celebration of the culture’s global history. The UHHM maintains a broad collection of artifacts,

recordings, films, artwork, historical documents, photographs, magazines, and memorabilia that will be

made available by way of an online and offline platform. The UHHM advances its education and cultural

arts programming by (i) maintaining a “traveling exhibit” and, (ii) establishing a “brick and mortar” hip

hop museum in New York, (iii) producing educational videos and films about hip hop, (iii) licensing

educational curricula about hip hop culture, and (iv) creating curated hip hop soundtracks and producing

live hip hop performances that would not otherwise be possible.

Initially, the UHHM is developing a traveling pop up experience (Hip Hoptimus Prime ™) and a

virtual museum which makes the museum’s archive accessible to the general public in 20 cities that the

traveling exhibit will visit in 2017. Global patrons of Hip Hop culture will have access to the museum’s

mobile app which supports the museum’s philosophical goal to ensure the democratization of the

culture, giving voice to the voiceless.

UHHM aims to establish a brick and mortar museum in the Bronx, New York and expects to

open the museum in 2020. UHHM is currently partnering with L+M Development partners and Type A

Real Estate Advisers to develop a physical building that will lead in the economic transformation of the

58ReadeStreet,No.4NewYork,NY10007www.typeaprojects.com

Current Type A Projects include:

Development Consultant: 30,000 SF Co-Working Space at Industry City complex,

Sunset Park, Brooklyn

Development Consultant: 150,000 SF manufacturing/mixed-income affordable

residential, Bushwick, Brooklyn

Development Consultant: 80,000 SF Charter High School, East Harlem

Development Consultant: 10,000 SF Harlem Village Academies Graduate Center

Development Consultant: NYC DPR Patterson Park Rehabilitation/Public-Private

Partnership with Cal Ripken Sr Foundation & Harlem RBI

Development: HPD M/WBE Building Capacity RFP - 2 Submissions

Sanford Loewentheil, Chairman and Founding Partner

Sanford Loewentheil is a third-generation builder and has been a developer for nearly 30 years. Since founding L+M Development Partners (formerly L&M Equity Participants) in 1984, his focus has been on the construction and development of affordable housing in the tri-state area. Sandy is currently working with local high schools and non-for-profit organizations to help enable students from urban areas to attend college. Sandy serves on the Washington University Arts and Sciences National Council as well as the Board of Trustees of Washington University. Sandy is also currently serving on the Board of Trustees of Sulam Yaakov, a synagogue located in Larchmont, NY and on the Board of Trustees of Rye Country Day School located in Rye, NY. Sandy also sits on the Board of Strive For College, a California based not for profit that addresses the inequities of college access by mentoring high school students with the services of students from local universities.

Richard Weinstock, Vice Chairman and Senior Partner

Richard Weinstock has been involved with real estate and construction since 1984. He began his career in Brooklyn, developing abandoned brownstones in historic neighborhoods and restoring them to obtain the Historic Tax Credit. His company also built custom homes and managed general contracting for other developers, including L+M. He joined the company as a Project Manager in 1995 has been involved in almost every project built by L+M. More recently, he has taken an active role in the pre-development phase, with a focus on building quality and innovative housing that is attractive, energy efficient and eco-friendly. Richard holds an M.S. degree from Columbia University and has completed all course work for an M.B.A. from Pace University.

Debra Kenyon, Vice Chairman and Senior Partner

Debbie has been at L+M for over twenty years where she has served in many roles from General Counsel to Director of Development to Chief Operating Officer. In her current role as Vice Chairman and Senior Partner, she is focusing on L+M’s commitments to philanthropy and community investment that align with L+M’s mission of doing well and doing good. With her new emphasis, she looks forward to enabling L+M to grow in distinguishing itself as a developer/builder/owner that builds community as well as buildings. In addition, Debbie is responsible for oversight of risk management, legal and strategic planning for the company and continues to provide guidance in the environmental challenges of its business. Debbie began her career as a corporate attorney at Robinson Silverman Pearce Aronsohn and Berman in New York City. She graduated Phi Beta Kappa from the State University of New York at

Binghamton and earned a J.D. from the New York University School of Law. She serves as a mentor in the Let’s Get Ready college admissions mentoring program for low-income high school students and is on the Advisory Board and is a past president of the Mamaroneck Schools Foundation.

Lenny Rueben, Chief Financial Officer and Partner

Lenny Rueben joined L&M in 2003 as Chief Financial Officer. He is responsible for managing relationships with lenders, investors and auditors as well as leading the firm’s accounting, human resources and information technology groups. Prior to joining L&M, Lenny spent six years with Ernst & Young’s Management Consulting Practice, where he led numerous financial reengineering and system integration projects for Fortune 50 clients. Lenny also spent five years as controller for a large developer of Class A office and luxury coops in Manhattan. Lenny earned an M.B.A. with honors in Finance from the Stern School of Business, New York University, and a B.S. in Accounting from Ithaca College.

15

VISION

“The story of the Bronx cannot be told without acknowledging the borough’s contribution to launching the global Hip Hop movement.”

Type A Real Estate Advisers and L+M Development Partners are excited to present Bronx Point, an iconic develop-ment that merges a wide range of dynamic and diverse uses with quality mixed-income housing to create a statement project that will be an anchoring attraction for the Bronx. With a world-class museum that celebrates the global hip hop movement, a state of the art movie theatre, a locally curated food hall, community facility spaces that promote youth and family arts and education, purpose-built open space, and permanently affordable housing—

— BRONX POINT WILL ATTRACT COUNTLESS VISITORS WORLDWIDE, CATALYZE FURTHER DEVELOPMENT IN THE BRONX HARLEM RIVER WATERFRONT, AND BECOME A BEACON FOR

NEW OPPORTUNITIES AND INSPIRATION FOR THE BRONX COMMUNITY.

The story of the Bronx cannot be told without ac-

knowledging the borough’s contribution to launching

the global Hip Hop movement. From its birth in the

1970s, Hip Hop has grown beyond its humble begin-

nings to an international phenomenon that impacts

culture, fashion, music, dance, art, and everyday life.

From DJ Kool Herc’s turntable magic at a 1520 Sedg-

wick Avenue party to Jay-Z’s performance in front

of a sold-out crowd of tens of thousands in London’s

Wembley Stadium, Hip Hop transcends geography as

well as race and backgrounds. It is deeply imbedded

in our everyday culture.

Similar to the evolution and expansion of Hip Hop,

the Bronx itself is transitioning and welcoming many

new inhabitants. New waves of residents are calling

the Bronx home as New Yorkers continue to expand

outward across all boroughs. The Bronx, and partic-

ularly the Lower Concourse area, is experiencing a

resurgence, with numerous development projects

planned to attract and house new populations. As

these new developments emerge in surrounding

neighborhoods, it is critical to activate the Bronx wa-

terfront and continue writing a new narrative for the

Bronx.

Bronx Point presents a 750,000 square foot develop-

ment that will invigorate the area along the Bronx

Harlem River waterfront and transform this critical

gateway site into a global destination. The project

combines a nearly 60,000 square foot home for the

Universal Hip Hop Museum, a nearly 40,000 square

foot state of the art cinema, over 38,000 square feet of

active community facility spaces, over 11,000 square

feet of local, small food businesses housed in a food

and beverage hall, and over 600,000 square feet

(nearly 700 units) of permanently affordable hous-

ing. The dynamic vision creates a thriving mixed-use,

mixed-income development that strengthens and

revitalizes the urban context by activating street life,

creating job opportunities, and providing much need-

ed quality affordable housing for hundreds of families.

Maintaining open space and access to the Harlem

River was a guiding priority for the design of the proj-

ect. By extending and incorporating Mill Pond Park’s

walking and bike path throughout the site we expand

upon the Park’s critical resource as a dynamic wa-

terfront open-space. Similarly, by creating visual and

pedestrian access through the middle of the site,

we encourage active open-space and riverfront

communication with the community. And by shap-

ing a 7,600 square foot elevated public esplanade,

perched river-side, we hope to bring the community

new open-space and vantage points, inspired by a

long and important history of bridges along the Har-

lem River.

We look forward to sharing the vision for Bronx Point,

a thoughtful and carefully crafted development that

builds momentum for a new trajectory for the Bronx

by honoring its history and preserving opportunities to

enrich the local community.

17

Bronx Point represents an investment in the history and residents of the Bronx. The components of the project merge to serve the community; provide arts, culture, and entertainment; activate the Bronx waterfront with constant pe-destrian activity; deliver job and business opportunities; invigorate the local economy; provide quality permanently affordable housing; and enrich the natural environment. The project delivers these themes through a thoughtful, iconic design that provides quality mixed-income housing, exciting commercial/retail programming, and education-al services for the community. The team brings deep community and development understanding to ensure the site’s successful future.

PROGRAM

19

ENCOURAGING ACTIVITY AND CONNECTIONS WITH UNPARALLELED MAGNETIC ATTRACTIONS

Universal Hip Hop MuseumThe powerful connection between history,

art, open space and high-quality communi-

ties is realized and celebrated in several high

profile components of Bronx Point. Among

the most exciting is the introduction of the

first and only brick and mortar location of

the Universal Hip Hop Museum (“UHHM”)

that will anchor Parcel A in a nearly 60,000

square foot facility that will feature an in-

teractive museum experience with immer-

sive exhibits, live performances, film screen-

ings, seminars, and demonstration labs. The

UHHM educates the public about the histo-

ry of Hip Hop culture, music, dance, and art.

The mission of the museum is dedicated to

the preservation, documentation, and cel-

ebration of the culture’s global history.

The UHHM maintains a broad collection of

artifacts, recordings, films, artwork, historical

documents, photographs, magazines, and

memorabilia that will now have a perma-

nent home at Bronx Point. There is evidence

that the story of Hip Hop is one waiting to

be told as demonstrated by the recent Net-

flix Original Series The Get Down, the Muse-

um of the City of New York’s 2015 Hip-Hop

Revolution exhibit, and its 2016 follow up

film series Picturing the Bronx on Film, as well

as the Forbes 15-minute feature video en-

titled Bronx to Billions: The Forbes Guide to

Hip-Hop History that maps the cultural and

economic impacts of Hip Hop. The UHHM

at Bronx Point will advance the story of Hip

Hop and be the only year-round location

where people from around the world can

come to learn about and experience the

subgenre’s global permeation.

To view the Forbes video, please refer to

the following link:

http://www.forbes.com/vid-

eo/5114775553001/

20

State of The Art Cinemas

Socio-economic inclusion also means providing entertainment venues that ap-

peal to a range of customers. The partnership is pleased to have secured a high-

ly-supportive commitment from Regal Cinemas, Manhattan’s premier theater

operator, indicating significant interest in opening a state of the art movie theater

on Parcel A near the intersection of Exterior Street and a new east-west street.

Regal Cinemas is excited and eager to bring a theater to the area and provide

the community with an excellent entertainment option at an accessible price.

The presence of Regal Cinemas at Bronx Point will generate significant pedes-

trian traffic and enhance neighborhood security and activity, especially in the

evening.

21

Neighborhood Food and Beverage Hall by Anna CastellaniType A and L+M are pleased to have secured the

participation of Anna Castellani of the Dekalb

Market Hall to operate a food vendor incubator

similar to her highly successful 35,000 square foot

food hall in Downtown Brooklyn. Leveraging the

presence of the Universal Hip Hop Museum, Regal

Cinema, and additional retail and community uses

that will drive local and tourist foot traffic through-

out the site, Castellani will bring an expanded sev-

en-day-a-week locally curated food hall that will

also serve as an economic development vehicle

for small businesses in the Bronx. With the active

family food scene of Mill Pond Park as inspiration,

the food hall at Bronx Point will provide local ven-

dors with the infrastructure needed to easily land

their businesses in the heart of the South Bronx in a

river-front, purpose-built environment akin to oth-

er successful City-wide foodie environments. The

hall will be anchored by a sit down restaurant that

will serve as a complement to the 25-30 pre-engi-

neered stalls for a diversity of local food business-

es, as well as a community dining room in support

of family dining. The gastronomic emporium of

over 11,000 square feet will help local chefs and

food vendors debut their talents to the commu-

nity in a casual, festival-like setting that will be a

destination for Bronx locals and New Yorkers alike.

By housing this programming indoors, with summer

time access and programming outdoors, we hope

to provide vendors with a much needed year-

round home for their businesses.

22

Marcus Samuelsson, one of the world’s most in-

novative and celebrated chefs, will operate a

commissary kitchen, adding to Bronx Point’s net-

work of culinary excellence. As Marcus Samuels-

son Group has grown, with several restaurants,

cafes, and events that celebrate culinary cul-

ture, there is a need for additional kitchen space

to better serve additional customers. The kitchen

will serve as a base to reach the Bronx communi-

ty and provide local employment. It will also pro-

vide opportunities for other, local restaurateurs

to use the kitchen to expand their businesses and

serve customers throughout New York City with-

out the added costs of a fully built-out restaurant

and commercial kitchen.

Commissary Kitchen by Marcus Samuelsson

23

A WIDE RANGE OF IMPACTFUL COMMUNITY SERVICES

BronxWorks

BronxWorks is a key community partner at Bronx Point. This impactful organiza-

tion has been serving people in the Bronx with life-changing services for over

40 years. The BronxWorks space will include educational programs for chil-

dren, workforce development for adults, and social services for low-income

families. A teaching kitchen will also complement the numerous food uses at

Bronx Point. Programming will be flexible to ensure that the community’s most

important needs are being covered at the time of opening. BronxWorks will

be a critical partner in having an ongoing dialogue with neighbors and sup-

porting organizations to maintain a pulse on the community’s needs.

24

CityScience is a placed-based program that uses the natural and built

environments of NYC as laboratories for active learning. Since 2010,

CityScience has worked with 60 schools and over 1,000 educators to

transform teaching, engage PreK-8th grade students in STEM education,

and inspire meaningful exploration of urban environments. CityScience

operates on the belief that science is best learned in connection to the

communities in which we live. Situated as it is, along the Harlem Riv-

er, adjacent to the inlets at Mill Pond Park, and in close proximity to

the future home of the Bronx Children’s Museum, Bronx Point presents

a unique opportunity to further the organization’s mission to raise the

quality of science education and support environmental stewardship.

A CityScience children’s “maker space” at Bronx Point will house a range

of age appropriate materials from craft projects to digital printing, and

serve as a home-base for competitive elementary and middle school

LEGO First teams. In addition, CityScience will develop STEM explora-

tions all around the Lower Concourse site and surrounding area that

focus on architecture, engineering, urban forestry, and explorations of

the waterfront. The organization also plans to maximize partnership op-

portunities with the Bronx Children’s Museum, the Billion Oyster Project,

and other onsite and local institutions to jointly program their space and

take full advantage of the adjacent park and waterfront.

CityScience

25

Bronx Children’s Museum

In 2018, the Bronx Children’s Museum will open its perma-

nent location at the north end of Mill Pond Park in the NYC

Parks Department’s Powerhouse Building. The new 12,800

square foot facility will house interactive exhibits explor-

ing the richness of the Bronx in arts, culture, community,

natural resources, greening and energy. Since opening

as a “museum without walls” in 2005, the Bronx Children’s

Museum has been one of the borough’s few cultural in-

stitutions geared toward young children, especially those

who cannot afford or would not normally visit a museum.

Just a short walk from the Lower Concourse site, the mu-

seum’s proximity offers an exciting opportunity to partner

with CityScience and other community organizations and

cultural institutions at Bronx Point. A collaborative chil-

dren’s “maker space” where visitors can experiment and

create with materials and ideas inspired by exhibits at the

museum, or a lab space building on the museum’s “Rivers

on the Go!” exhibit using the Harlem River waterfront as a

real time teaching tool are among the ideas to maximize

programming for the 75,000 anticipated museum visitors

each year.

26

The Billion Oyster Project (“BOP”) is a long-term, large

scale plan to restore one billion live oysters to New York

Harbor and waterways over the next twenty years and

in the process train thousands of NYC’s young people

to restore the ecology and economy of their local ma-

rine environment. Working in collaboration with the NYC

Department of Environmental Protection, the NYS De-

partment of Environmental Conservation and the Army

Corps of Engineers, BOP is a partnership of schools, busi-

nesses, nonprofits and individuals all working together

to make our city a healthier and more resilient place

to live with cleaner water, greater biodiversity, and a

more stable waterfront. Since its inception, BOP has

worked with 54 schools and more than 3,000 middle

and high school students to grow 19.5 million oysters, re-

store 1.05 acres of reef, and recycle 300,000 pounds of

shells from 53 restaurants. At Bronx Point, BOP will work

with the partnership, CityScience, and local volunteers

to install and monitor Oyster Restoration Stations, with

the goal of ultimately building a full scale Community

Reef.

The Billion Oyster Project

27

Spaceworks is a nonprofit cultural community development organization dedicated to expanding the supply of long-term, affordable rehearsal and studio space for artists work-

ing in New York City. Originally begun as an initiative of the NYC Department of Cultural Affairs, Spaceworks became an independent, nonprofit organization in 2012 and now

hosts a variety of visual and performing artists at four facilities in Brooklyn and Queens. Current institutional partners include the BxArts Factory, Brooklyn Conservatory of Music,

Brooklyn Public Library, Queens Theatre, and Arts Gowanus.

In addition to low-cost studio and rehearsal space, at Bronx Point Spaceworks envisions collaborating with both the Universal Hip Hop Museum and the Bronx Children’s Museum

as well as other local arts and culture organizations to offer free and low cost programming for the community. Across their existing portfolio, Spaceworks offers classes, workshops,

and programs on music, dance, visual arts, creative writing, acting, improv, and filmmaking for adults and children.

Spaceworks

28

Artist-Based Playground

Working with local arts organizations, with the goal of providing active open-space uses for the community, the partnership has begun dialogue with local arts groups to design a

water-front playground for children. Building on the success of Type A’s park collaborations at Blake Hobbs Park in East Harlem and Seaview Children’s Playground on Fire Island,

this play space will create a community asset and extend the rich and deep cultural community we are building on site. The playground will be a welcoming visual for pedestrians

as they arrive from the shore public walkway or from a new east-west street connecting Exterior Street to the water.

29

Quality Permanently Affordable Housing

The Bronx Point development consists of two sustainable buildings with

nearly 700 units of permanently affordable housing. The low-, moder-

ate-, and middle-income households will be fully integrated, distributed

throughout each building and floor. The apartments will be reserved for

a wide range of households, serving families that earn between 40% and

130% AMI. The unit and income mix is shown below.

UNIT MIX TOTAL PARCEL A PARCEL B

Studio 157 95 621Bedroom 212 127 852 Bedroom 199 120 793 Bedroom 122 74 48------------------------------------------------------------------------------------- TOTAL 690 416 274

INCOME MIX TOTAL PARCEL A PARCEL B

At 130% AMI 99 60 39At 100% AMI 105 63 42At 80% AMI 138 83 55At 60% AMI 241 146 95At 40% 105 63 42Super 2 1 1------------------------------------------------------------------------------------ TOTAL 690 416 274

The units will be permanently affordable, supporting the goals of Hous-

ing New York and easing the ongoing affordability crisis in New York City.

Building amenities will be available to all residents including a fitness cen-

ter, community lounge, bike storage, kids’ playroom, and accessible,

landscaped courtyards.

30

SUSTAINABLE AND ACTIVE DESIGNType A and L+M are dedicated to sustainable

development, having successfully completed

numerous projects in accordance with many

green building and energy efficiency pro-

grams. The development team will work with

industry leading Steven Winter Associates on

sustainability measures. The project will aim

for a LEED Gold or Platinum Certification and

will meet or exceed the standards of NYSERDA

and Enterprise Green Communities.

The project team’s design principles also ex-

tend to a dedication to efficiency as evi-

denced by the inclusion of rooftop photovol-

taic panels which will offset a portion of the

building’s energy use. Additionally, the team is

considering supplying the domestic hot water

using co-generation technology which utilizes

natural gas to generate electricity on-site. Both

of these technologies improve the resiliency of

the project by providing power during times of

electrical outages. They also help reduce car-

bon emissions, a top goal of the current NYC

and New York state administrations. Additional

resiliency is added by having no cellar spaces,

elevated community spaces with visual prom-

inence that can act as emergency gathering

spaces for residents and community members

during a potential natural disaster, and me-

chanical spaces and equipment elevated to

the roof level and/or protected where possi-

ble in order to prevent against potential water

damage.

The project will also comply with the NYC Ac-

tive Design Guidelines. The linkage between

design and health are impossible to sepa-

rate, and Bronx Point exists at that intersection.

Healthy living directly reiterates the goals of

Active Design. Improving the overall health

of the occupants and the community is fun-

damental to our project goals and inspiration.

The new east-west street pathway, food hall,

and programmed green staircase provide

opportunities for contemplation, gardening,

and recreation for all ages and will be a tre-

mendous benefit toward inspiring an active

healthy community. Additionally, the buildings

will have a landscaped rooftop courtyard,

providing residents added recreation opportu-

nities. With active recreational uses, engaging

community uses, and access throughout the

property to lively outdoor spaces, there is an

energetic pulse that resonates through Bronx

Point.

31

PHASING

The development is presented through a cohesive design with two separate sustainable buildings, allowing for a clear two-phase project with each phase

functioning independently. A new east-west street connects Exterior Street to the Harlem River, creating a visual corridor as pedestrians arrive from 149th

Street and encouraging activity into the site and its open spaces. The new street reintegrates the idea of the street grid and creates a porous interaction

between Bronx Point and the surrounding area.

The new buildings will contain the above-mentioned uses allocated preliminarily as follows:

PARCEL PROGRAM AREAA Universal Hip Hop Museum 57,519A Regal Cinema 38,913A Food and Beverage Hall 11,421A City Science / BX Children’s Museum 7,658A Local Retail 1,559A Residential (416 units) 360,418--------------------------------------------------------------------------------------------------- SUBTOTAL (Parcel A) 477,488

B Commissary Kitchen 8,240B SpaceWorks 17,255B BronxWorks 5,150B Local Retail 3,616B Residential (274 units) 240, 491--------------------------------------------------------------------------------------------------- SUBTOTAL (Parcel B) 274,751--------------------------------------------------------------------------------------------------- TOTAL 752,240

The proposed development is a viable execution that can be completed in the near future

once the project begins, with the second phase starting 6 months to 1 year after the first

phase.

32

FINANCING Type A and L+M have unparalleled expertise in financing mixed-use, mixed-income projects, including some of the most complicated affordable and

mixed-income housing transactions in New York City. Collectively, we have developed over 15,000 units, representing over $5 billion in investment, and over

200,000 square feet of education facilities in the Bronx over the past 50 years. Type A and L+M use their financial capabilities to further the mission of expand-

ing affordable housing opportunities for families, enhancing the communities that we serve, and providing services and job opportunities to its residents.

Bronx Point is proposed to be financed leveraging existing City programs and term sheets, Federal programs, and private capital to craft a feasible financial

structure. Project sources and uses are shown below:

The financing assumes tax-exempt bonds, low income housing tax credits, housing subsidies, brownfield tax credits, new markets tax credits for the con-

struction of the museum, and private capital. L+M has significant experience developing sites that require environmental remediation and securing their

associated Brownfield tax credits. It has successfully completed three Brownfield Cleanup Program (BCP) developments and is in the process of completing

a fourth. L+M also has extensive experience with NMTC transactions having recently secured over $ mm in NMTC allocations from several CDEs for its Essex

Crossing project in the Lower East Side. Supporting the UHHM is a team of accomplished and influential individuals and relationships with major corporations.

Given the ground-breaking, landmark development we are confident that UHHM will attract the necessary funds to launch the museum.

The affordable units are underwritten to HPD Mix & Match terms, with 50% of the units available to low-income families and 50% to moderate- and middle-in-

come families. A full tax exemption is assumed for the units. Our hard and soft cost assumptions, as well as schedule and operating cost assumptions, are

informed by the cost structures of projects recently completed and currently under construction or management.

As per the RFEI, we assumed a nominal lease rent since HPD/HDC subsidy is contemplated. We propose a $1,000,000 security deposit and to share 20% of

any cash flow available for sponsor distributions with NYCEDC and New York City Partners in perpetuity. We also include a $50,000 annual payment for the

maintenance of the accessible open space.

33

EXPERIENCED TEAM

“...expertise is required in building and managing qual-ity mixed-income affordable housing, in collaborating with community and cultural orga-nizations and retail partners, and in taking a proactive ap-proach to engaging the local, diverse community. Type A and L+M have a long history of ex-celling in these areas and will combine the depth and breadth of experience, capacity, and re-sources needed to successfully execute this large, complex and multi-faceted transformative project.”

BRONX POINT represents a unique op-

portunity to revitalize the urban fabric of the Low-

er Concourse area of the Bronx and jumpstart the

development along the Harlem River waterfront.

The large, multi-use, neighborhood-anchoring de-

velopment envisioned requires a development

team with a broad and creative vision, a depth of

New York City development experience, a long

track record of engaging successfully with com-

munity stakeholders, and a full range of real estate

capabilities. This includes expertise in financing,

construction, marketing, leasing, and property

management. Additionally, expertise is required in

building and managing quality mixed-income af-

fordable housing, in collaborating with community

and cultural organizations and retail partners, and

in taking a proactive approach to engaging the

local, diverse community. Type A and L+M have

a long history of excelling in these areas and will

combine the depth and breadth of experience,

capacity, and resources needed to successfully

execute this large, complex and multi-faceted

transformative project.

We believe we bring many distinct advantages to

this development.

• EXPERIENCE WITH NYCEDC, HPD, HDC,

AND AFFORDABLE HOUSING DEVELOPMENT: We

have successfully completed thousands of units in

partnership with New York City partners through-

out the years, for a variety of incomes and tenant

populations. We have extensive experience with

the city’s financing programs and with the various

approvals necessary to keep a project moving

and get to the finish line on time. In particular, our

thorough understanding of the ULURP process and

its requirements will minimize rework and delays.

• EXPERIENCE WITH TRANSFORMATIVE

BRONX DEVELOPMENTS: L+M has a long history

of collaborating with Bronx stakeholders, having

developed, managed, and/or owned over 3,500

units in the borough over 27 years. Most recently,

L+M began construction on St. Barnabas Wellness

Care & Affordable Housing, a $156mm mixed-use

health system campus consisting of 314 units in the

Belmont section of the Bronx. Additionally, L+M’s

Bronx portfolio also includes the $92mm Story Av-

enue East development located in Soundview,

which consists of 212 affordable units with in-

comes ranging from 57%-95% AMI. Moreover, indi-

vidually, the principals of Type A have decades of

experience building community facilities, afford-

able residential, commercial and mixed-use proj-

ects in New York City, with a deep commitment to

the Bronx. Nearly 200,000 square feet of the more

than 1,000,000 square feet of public school build-

ings they developed as founding principals of Civ-

ic Builders are located in the Bronx including Bronx

Charter School for the Arts, Bronx Lighthouse, Hyde

Leadership Academy, PS/MS498, and Icahn Char-

ter School 2. Type A’s current Bronx work includes

the reconstruction of the NYC Parks Department’s

Patterson Playground in partnership with Harlem

RBI and pre-development on a new high school

facility for DREAM Charter High School both locat-

ed in Mott Haven.

• EXPERIENCE WITH LARGE-SCALE DEVELOP-

MENT: We have a track record of partnering with

the City of New York and engaging community

stakeholders to successfully develop large, trans-

formative projects. As an example, L+M partnered

with New York City, Taconic Investment Partners,

and BFC Development Partners on Essex Crossing,

a six-acre site that when completed will include

1,000 units of rental and for-sale housing, approxi-

mately 744,000 square feet of commercial space,

and 66,000 square feet of community facilities.

FOR LETTERS OF INTEREST FROM COMMUNITY FACILITY AND COMMERCIAL PARTNERS,

PLEASE REFER TO TAB 3

DREAM CHARTER SCHOOL

TYPE A

HARLEM VILLAGE ACADEMIES

TYPE A

EXCELLENCE CHARTER SCHOOL

TYPE APS/MS498 - ICAHN SCHOOL

TYPE ACONEY ISLAND COMMONS

TYPE A

HARLEM RIVER POINT NORTH

L+M

ESSEX CROSSING

L+MST. BARNABAS

L+M

UTICA PLACE

L+M

GREENPOINT LANDING

L+M

• COMMUNITY-BASED RETAIL: L+M has a portfolio of nearly 600,000 square feet of retail space in both emerging and established neighborhoods. We have successfully collaborated with communities and local busi-

ness owners to ensure that the mix of retail at each individual property is uniquely designed to fit within the fabric of the neighborhood.

• DEVELOPER-BUILDER-MANAGER TEAM: As a team with an affiliated construction firm, Type A and L+M’s interests are aligned and we have the ability to move quickly. Our pre-construction team will begin working

with our development and design teams from day one of the pre-development phase to identify and address key construction issues early. We have more visibility and control of our construction costs, which reduces our

reliance on subsidy. The team also has an affiliated management team that manages over 12,000 units and has a deep understanding of complying with fair housing and tax credit regulations.

2. Respondent Description

39

OUR TEAM INCLUDES

Co-Developer: Type A Real Estate Advisers (WBE)

Co-Developer: L+M Development Partners

Architect: S9 Architecture

Landscape Architect: Marvel Architects (MBE)

Sustainability Consultant: Steven Winter Associates

Contractor: L+M Builder’s Group

Property Manager: C+C Apartment Management

Environmental Consultant: Langan

OUR TEAM We have assembled a team of talented firms with the capabilities, resources, and experience required to design, finance, build, market, and manage our shared vision

for Bronx Point. Many of our collaborators have previous experience working together, and all team members have established track records for completing similar

transformative projects in New York City.

Below:205 WATER STREET. NEW YORK, 2014. S9 ARCHITECTURE

TEAM

40

TEAM MEMBER BACKGROUND

Type A Real Estate Advisers is Certified Woman-Owned Business Enterprise (WBE) emerging developer dedicated to build-

ing affordable and inspiring places to live, work, learn, play and grow and guided by the

principal that every project is an opportunity to open doors and impact lives in a lasting and

transformative way. Type A was formed in 2013 to capitalize on the decades of nonprofit,

commercial, institutional and mixed-use development experience of three women who are

individually and collectively focused on creating vibrant and affordable communities that un-

derpin the diverse fabric of NYC.

Building on individual histories of managing development and retention of more than 750

units of affordable housing, driving the creation of over 1,000,000 SF of state-of-the-art public

schools, and completing the commercial adaptive reuse of millions of square feet of high

quality, affordable, light manufacturing space in Long Island City, Greenpoint, Bushwick and

Sunset Park, Type A remains committed to impactful, civic-based projects and partnerships

that support NYC’s neighborhoods and communities. Please see enclosed Emerging Develop-

er Narrative Form.

L+M Development Partners is an established full service real estate development firm with expertise in taking projects from

conception and planning through completion and management. Since 1984, L+M has been

an innovator in developing quality affordable, mixed income and market rate housing, while

improving the neighborhoods in which they build. L+M has created or preserved more than

15,000 high quality residential units, representing more than $4 billion of development, invest-

ment, and construction. On the commercial side, L+M maintains a portfolio that consists of

more than 600,000 square feet of commercial properties with tenants ranging from national

retail chains to local neighborhood businesses whose uses include retail, restaurants, and com-

munity facilities.

In addition to a consistent track record of excellence, L+M stands out from other development

firms in that they are a double bottom line company, measuring their success not only in finan-

cial returns but also by the positive impact L+M makes in communities. L+M has developed

housing for a wide range of income levels, from 30% of AMI to luxury market rate, and for a

range of tenant populations and needs including workforce housing, supportive housing, and

housing for veterans and seniors. In particular, L+M has experience in mixing many different

income levels within projects, creating a diverse tenant mix for a vibrant residential community.

S9 Architecture is dedicated to giving form to clients’ pragmatic needs, with a unique design approach root-

ed in “modern contextualism” and inspired by urban narratives. Rejecting pre-conceived

ideas and stylistic preoccupations, each design solution is informed by programmatic, physi-

cal, environmental, economic and contextual forces. S9 projects are designed to be part of a

larger whole, acting as glue that helps bind and enhance their context for human experiences.

L+M Builders Groupwill act as general contractor for the project construction. Builders, a subsidiary of L+M Devel-

opment Partners, has experience in the most complex construction projects—from conceptual

planning through design, value engineering, construction, and finally to occupancy. L+M Build-

ers Group has built and renovated thousands of residential units and hundreds of thousands

of square feet of commercial space throughout the New York metropolitan area, from mid to

high-rise structures, as well as transformed abandoned and unsightly buildings into attractive,

affordable multi-family dwellings. Some of the historic rehabilitation work that the team has

undertaken has received awards for its quality and attention to detail.

41

C&C Apartment Management will serve as both the managing agent and marketing agent. Their deep expertise, particularly

in the affordable housing space, has repeatedly proven to be an asset to L+M. In particular,

their role as a property manager and marketer amplifies their ability to anticipate and respond

to diverse tenant needs.

Marvel Architects

will be responsible for landscape design and public space activation. Marvel is dedicated to

shaping public space, designing for institutional growth, and expanding economic and cre-

ative opportunities for a wide range of clients. Based in New York City, Marvel architects and

urban designers integrate the built and natural environments in every project - from infrastruc-

ture development and adaptive reuse to master planning, block building, park and waterfront

design, as well as multi- and single-family housing. Marvel applies the same meticulous atten-

tion to detail to all scales and forms, with the resulting projects and spaces earning a reputation

for sensitive and thoughtful design.

Steven Winter Associateswill lead the team’s sustainability efforts. SWA has extensive experience designing, verifying,

and certifying Passive House projects. SWA is currently working on the Cornell Technical Cam-

pus the tallest Passive House building in the world to date. That project has been a ground

breaking achievement with respect to the obstacles it has overcome.

Langan

will provide environmental consulting, professional planning, and engineering services. Langan

is a full service firm that has a thorough understanding of the requirements associated

with ULURP actions, including rezonings and City land dispositions. Langan is familiar with

the project site as they provided a wide range of environmental services for the neighboring

Bronx Terminal Market. Langan has also recently provided environmental and engineering

services on the development of several affordable housing developments on the Green-

point waterfront area in Brooklyn.

PROJECT CONTACTJosue Sanchez

L+M Development Partners, 419 Park Avenue South, NY, NY 10016

jsanchez@

212-233-0495 x

42

JOINT VENTUREType A Real Estate Advisers

& L+M Development Partners

Bronx Point will be developed by a joint venture partnership between

Type A Real Estate Advisers (Type A) and L+M Development Partners (L+M).

The joint venture will create a single purpose entity (SPE) to develop Bronx

Point. The SPE will be owned 50% by Type A or its affiliates and 50% by L+M or

its affiliates.

CO-DEVELOPER50%

CO-DEVELOPER50%

Project Management PlanType A and L+M both have extensive experience managing development projects. We anticipate allocating responsibilities as follows:

PREDEVELOPMENT PHASE During the predevelopment phase, the firms will collaborate on the day-to-day design and development process. Type A will take

the lead on planning the community facility spaces and food hall. L+M will focus on the residential and retail spaces, as well as construction.

L+M’s affiliate L+M Builders Group will be involved in all steps of the design process to ensure a cost-effective and successful design.

Type A and L+M will both participate in the community engagement process, the environmental review process, and the public approval pro-

cess. The firms will collaborate on major decisions and share in payment guarantees as determined by financing parameters and partners.

CONSTRUCTION PHASE L+M Development Partners and its affiliate L+M Builders Group will lead the project through the construction phase, taking re-

sponsibility for day-to-day decision-making to complete the project. Leveraging in-house construction expertise, staff at L+M will be

responsible for construction oversight, approving construction requisitions, managing change orders and engaging subcontrac-

tors. Although activities during the construction phase will be led by L+M Builders Group, Type A will remain highly involved in major

decisions, especially as they relate to aesthetics, interiors, programming, and budgeting.

OPERATIONAL PHASE L+M’s affiliate C&C Management will serve as the marketing agent for the affordable units at Bronx Point and property management com-

pany for the entire project. C&C’s depth of experience stems from managing over 13,000 residential dwelling units across 245 mul-

tifamily properties located predominantly in New York City, and will help the project achieve swift lease-up and efficient operations.

C&C’s team of professionals have a deep understanding of complying with housing regulations including Low Income Housing Tax

Credits, Fair Housing, and Section 8. Experienced in marketing and leasing to a diverse group of income ranges, they will

be able to effectively market opportunities to apply for units through the housing lottery to community stakeholders. Using the

depth of their experienced staff, C&C will attend to building maintenance and operations needs throughout the life of Bronx Point.

FINANCIAL STATEMENTS Type A Real Estate Advisers and L+M Development Partners provided three (3) years of audited financials in electronic format

directly to MaryAnn Catalano.

43

EMERGING DEVELOPER SPECIFICATIONS

Page 46 of 73

Appendix 5 – Emerging Developer Narrative Form

Type A Real Estate Advisers, LLC

Jill Crawford

Member & Manager

(

crawford@t

New York, NY 10007

Type A Real Estate Advisers, LLC is a Women-Owned Business Enterprise certified by the NYC Department of Small Business Services and the NYC School Construction Authority.

Type A Real Estate Advisers, LLC is a women-owned real estate development firm. While the firm's three principals have each completed significant development projects with prior firms over their careers, Type A is a new and independent venture seeking to build affordable housing, mixed-use and community development projects. While actively working to secure projects as lead developer, Type A continues to build the firm's practice by serving as owner's representative for nonprofit, for profit and public/private partnership development projects.

3

0 as Type A

$84MM

150,000 SF as Type A (Owner's Representation)

completed as Type A

87 units as Type A (Owner's Representation)

3 as Type A (Owner's Representation)

as Type A (Owner's Representation)

Page 47 of 73

Harlem RBI/DREAM Charter School

1991 2nd AvenueNew York, NY 10029

$84MM

Blake Hobbs Park Redevelopment

2nd Ave btwn 103rd &104th Streets, Manhattan

$2.25MM

Harlem Village Academies High School

35 West 124th StreetNew York, NY

$90MM

150,000 SF

20,000 SF

63,00 SF

87 units

Type A Projects:

With Previous Firms:

Harlem Children's ZonePromise Academy

PS/MS498 & IcahnCharter School Two

Hyde Leadership High School

Coney Island Commons2960 W 29th Street2980 W 29th Street2961 W 30th Street

$80MM 225,000 SF 196 units

Stanley Commons 656 Stanley AveBrooklyn, NY

$72MM 229,000 SF 240 units

245 W 129th StreetNew York, NY

$90MM 135,000 SF

900 Van Nest AveBronx, NY $86MM 125,000 SF

830 Hunts Point AveBronx, NY

$21.7MM 31,000 SF

Belmont Venezia 2404-2416 Crotona Ave,2431 Belmont Ave, 2476 Hughes Ave, Bronx, NY

$24MM 172,607 SF 178 units

Jill Crawford, Member & Manager

October 4, 2016

44


Guided by the principal that every project is an opportunity

to open doors and impact lives in a lasting and

transformative way, Type A Real Estate Advisers LLC is an

emerging developer dedicated to building affordable and

inspiring places to live, work, learn, play and grow.

Type A was formed in 2013 to capitalize on the decades of nonprofit, commercial, institutional and mixed-use

development experience of three women who are individually and collectively focused on creating vibrant and

affordable communities that underpin the diverse fabric of NYC.

Building on individual histories of managing development and retention of more than 750 units of affordable

housing, driving the creation of over 1,000,000 SF of state-of-the-art public schools, and completing the commercial

adaptive reuse of millions of square feet of high quality, affordable, light manufacturing space in Long Island City,

Greenpoint, Bushwick and Sunset Park, Type A remains committed to impactful, civic-based projects and

partnerships that support NYC’s neighborhoods and communities.

Type A is a Women-Owned Business Enterprise certified with both the New York City Department of Small

Business Services and the NYC School Construction Authority, as well as a NYCSCA pre-qualified consultant and

a pre-qualified WBE developer for NYC HPD’s M/WBE Building Opportunity RFP.

TYPE A


Who We Are

Andrea Kretchmer, Annie Tirschwell and Jill Crawford – the three

Principals of Type A Real Estate Advisers – all have extensive

experience across the development cycle from acquisition and

due diligence through entitlements, pre-development, design and

construction. Each has managed public/private partnerships, led

community engagement processes, secured the support of

community leaders and elected officials, and driven projects

requiring multiple agency approvals and multi-agency

collaboration.

Prior to establishing Type A, Annie and Jill spent ten years as founding executives of Civic Builders, Inc., a not for

profit developer of public charter schools in New York City and Newark, NJ. Eight of the facilities – over 600,000

SF – completed during that time, were developed as public/private partnerships with the NYCSCA, the NYC

Department of Education and the NYC Housing Authority. Among those were NYC’s first school building

constructed to house both a new DOE school, PS/MS498 Bronx and a new K-8 charter school, the Icahn Charter

School 2, designed as separate schools around a shared core. Other innovations included the first two charter

schools built on under-utilized NYCHA land, the first two schools leveraging DOE capacity funding to secure New

Market Tax Credits and an award-winning mixed-use school/affordable housing complex – all designed and built

in close partnership with the NYCSCA and NYCDOE.

Since its inception in 2013, Type A has worked exclusively on projects aimed at strengthening and enhancing

NYC’s communities through education, industrial retention and job creation, and both affordable and mixed-income

residential development. Type A’s clients range from the innovative educators at Harlem Village Academies and

DREAM Charter School working to eliminate the education gap in Harlem to ground breaking partnerships like

WantedDesign and Jamestown Properties working to bolster NYC’s burgeoning manufacturing sector with

centralized design, production, distribution and retail facilities at the Industry City complex in Sunset Park, Brooklyn.

45


How We Work

As an emerging developer actively working to secure development projects as lead developer, Type A is also

building our practice with catalytic community-building partnerships. For instance, Type A has recently partnered

with a private landowner in Bushwick, Brooklyn on a project that would create 87-units of mixed-income affordable

housing while retaining and potentially expanding the adjacent light manufacturing building. Type A has garnered

the support of City Planning, the local City Council Member and the Community Board – as this pilot project would

create a vehicle for retaining local manufacturing jobs while supporting the Mayor’s affordable housing goals in a

truly affordable living and working neighborhood.

Type A’s recent submissions to HPD’s M/WBE Building Opportunity RFP aimed at building the capacity of

emerging M/WBE developers included two distinct collaborations focused on directly addressing community

needs. One – a 100% affordable, LEED certified building for seniors includes what will be the only bricks and

mortar community center serving the LGBT community in the Bronx. The other – a 100% affordable living and

working community in Brooklyn with 68 units of affordable housing will include a replication of the NYC EDC’s

successful Hunts Point BxL Business Incubator. In addition to support for more than 50 micro-to-medium sized

local businesses, the project will provide healthy food opportunities, high-quality, low cost fitness options and on-

site support from a neighborhood service provider with a 50-year history in the community.

All of our projects look to harness the power of design excellence to inspire, support and build communities.


Type A Real Estate Advisers LLC: Principals

Andrea Kretchmer, Type A’s newest partner, brings her extensive affordable housing and mixed-use

development experience to Type A’s community development practice. Andrea has been a Principal at POKO

Partners LLC since 2011. With her POKO partners Kenneth and Richard Olson, Andrea has completed the

acquisition and rehabilitation of the 178-unit project-based Section 8 portfolio located in the Bronx and known as

“Belmont-Venezia”. AKKRO’s principals are also in construction on the adaptive re-use of a historic mill in eastern

Connecticut where they are creating 58 residential units. They are set to break ground on both a large mixed-use

project in Norwalk (with 100 residential units) and another historic preservation project in Bridgeport, CT (with 50

residential units). Andrea is also a founding principal at The Kretchmer Companies LLC. A woman-owned

development firm incorporated in 2006, The Kretchmer Companies has completed 200 residential units and has

an additional 240 residential units in construction. The Kretchmer Companies residential projects include Coney

Island Commons, a 250,000 square foot mixed-use residential and community facility complex and Stanley

Commons, a joint NYCHA-HPD affordable development in East New York, Brooklyn.

Ann Shapiro Tirschwell began her real estate career as a key member of the Chelsea Market Building

development team with ATC Management over 18 years ago. At the time, The Chelsea Market Building

distinguished itself as an innovative real estate model pairing multi-story manufacturing with ground floor

production and retail outlets serving both the building’s tenants and a burgeoning residential and commercial

neighborhood. This manufacturing/ marketplace model has since been replicated nationwide in collaboration with

local makers and artisans. At ATC, Ann also managed adaptive re-use development projects including the 2.5

million square foot Factory and Falchi Building complex in Long Island City. She subsequently went on to develop

numerous industrial buildings for the Greenpoint Manufacturing and Design Center, a nonprofit real estate

developer with a mission to retain affordable manufacturing facilities and retain blue collar jobs in New York City’s

outer boroughs. In 2003, Ann co-founded the nonprofit, Civic Builders, the nation’s most prolific and respected

developer of facilities for the charter school community. During Ann’s tenure at Civic, she was responsible for the

creation of 15 buildings, totaling 1,000,000 square feet of real estate valued at over $500,000,000. Since co-

founding Type A in 2013, Ann has focused both on innovative mixed-use development and on manufacturing

buildings as catalysts for job creation and broader neighborhood development. Among her recent projects for

Type A are the development of a 200-person business incubation and co-working facility in Sunset Park, Brooklyn

and the master planning and executive management of Harlem Village Academies Graduate School Education

Complex.

Jill Crawford has spent the last 15 years building, preserving, adapting, and renovating buildings that support the

social fabric of NYC's neighborhoods and communities. For nearly a decade at Civic Builders, she was

responsible for the creation of thousands of high quality, public charter school seats in some of the most historically

underserved communities in the New York City and Newark, New Jersey. Her projects employed a range of

46


innovative financing sources leveraging NYC Department of Education capital dollars with New Market Tax Credits,

US Education Department credit-enhancement, ground breaking Program Related Investments from national

foundations and private philanthropic dollars. Civic Builder’s award-winning schools and nonprofit development

structure have served as a national model for community development. Jill co-founded Type A Projects in 2013

to continue working on high-impact, creative, multi-use real estate projects. In 2015, Jill completed work on the

East Harlem Center for Living and Learning, a 450-student LEED Silver facility for the DREAM Charter School

coupled with offices and community facility space for Harlem RBI, a 30-year old neighborhood community service

organization, and 87-units of affordable housing developed in partnership with Jonathan Rose Companies. Other

recent projects for Type A include the complete reconstruction of East Harlem’s Blake Hobbs Park in 2015 and the

renovation of Patterson Park in the South Bronx in partnership with City Council Speaker Melissa Mark-Viverito,

the NYC Parks Department, Harlem RBI and the Cal Ripken Sr Foundation.

(Image credit: PS/MS498X and Icahn Charter School 2, Bronx. Paul Warchol Photography)












47

Coney Island Commons

Completed in 2013, this $84 million, 195-unit, sustainably designed, two-building complex of was born out of a highly competitive RFP process through NYC’s Department of Housing Preservation and Development. Having weathered the economic recession of 2008 and Superstorm Sandy in 2012 this development was made possible though the successful structuring of a highly complex financing, utilizing HPD’s LAMP program, New York City RESO-A funds and private contributions.

CategoryMixed Use: Affordable Housing and Community Facility

ServicesType A Projects Principal as Development Partner

58 Reade Street, No. 4. New York, NY 10007 t: ( e: info@

Project Site2960 West 29th Street, 2980 West 29th Street, 2961 West 30th Street, Brooklyn, NY

Completed2013

TypeNew Construction

ArchitectsDattner Architects

DevelopersThe Kretchmer Companies, ELH Mgmt, Galaxy General Contracting Corp.

Project Scope240,918 square foot, 195 unit, 2-building, 9 and 12-story complex with a 42,500 square foot YMCA

The resultant seven and eleven story residential buildings contain a mix of studios, one and two bed-room units for rent to households earning up to 60% AMI. The development importantly includes a 42,500 square foot YMCA complete with aquatic center, gymnasium and fitness and multi-purpose rooms.

In 2014, Coney Island Commons won the prestigious Build Brooklyn Award for Community Development from the Brooklyn Chamber of Commerce, awarded to projects that enrich Brooklyn’s neighborhoods and economy.

Stanley Commons

In 2008, in response to a joint RFP by NYCHA and HPD, Stanley Commons, LLC was awarded development rights to a development site on environmentally remediated land in Brooklyn’s East New York neighborhood. The winning plan, originally proposed as a home ownership devel-opment featuring 53 townhouse structures with 144 apartments, was re-envisioned post-2008 as a six-building development housing 240 rental apartments.

CategoryMixed Use: Affordable Housing and Community Facility


Project Site656 Stanley Avenue, Brooklyn, NY


Completed2017


ArchitectsDattner Architects

DevelopersThe Kretchmer Companies, ELH Mgmt, Galaxy General Contracting Corp.

Project Scope250,539 square foot, 240 unit, 6-building, 7-story complex with a 19,000 square foot community facility space

The re-imagined project includes a 19,000 square foot community facility providing social services, to be operated jointly by Good Shepherds Services, a social service and youth development organization and Man Up Inc., a Brooklyn-based social service agency focusing on neighborhood improvement.

The project will provide rental apartments for house-holds earning 60% of AMI and is slated for occupancy commencing in early 2017.

48

Bronx Charter Schoolfor the ArtsAlthough a highly constrained project budget and timeline made finding, designing and building a school for Bronx Charter School for the Arts ex-tremely challenging, Type A Projects principals met the needs of our school partner with a vibrant, arts-centric environment serving kindergar-ten through fifth grade students, leveraging an award-winning design by WXY Architects. Our team secured a BSA approval in record time to build in a low-density manufacturing neighborhood, and

CategoryEducation

ServicesDeveloper under Civic Builders

Project Site950 Longfellow Avenue, Bronx, NY

58 Reade Street, No. 4. New York, NY 10007 t: e: info@

spearheaded a comprehensive value engineering process in tandem with design and construction teams to develop an educational beacon in a deeply underserved community. The project includes a full roster of classrooms, an art room, dance room, music room, administrative offices, and a cafetorium.

Completed2004

TypeRenovation

ArchitectsWXY Architects

Project Scope24,000 square foot, 2-story schoolbuilding

Bronx Lighthouse Charter SchoolAs the first charter school building to qualify for NYC School Construction Authority financing, 1001 Intervale Avenue forged a pathway for future SCA-funded developments. It established a model for design guidelines and became an award-win-ning structure, serving over 500 students in kindergarten through eighth grade. To fund the project, Type A Projects principals developed a groundbreaking financing structure between two not-for-profit organizations and the NYC School Construction Authority. Our team managed a complex gut renovation and developed a practical

CategoryEducation

ServicesDevelopor under Civic Builders

Project Site1001 Intervale Avenue, Bronx, NY

ArchitectsGran Architects

Project Scope43,000 square foot, 4-story school building


program of spaces that met our school partner’s pedagogical needs and the requirements of the SCA. The facility includes 30 classrooms, a cafetorium, science labs, computer labs, and rooftop play space.

Completed2006

TypeRenovation and New Construction

49

The Belmont Portfolio

The Belmont Portfolio is a project-based Section 8 portfolio of buildings located in the Little Italy section of the Bronx. The portfolio consists of 177 affordable residential units. Upon acquisition, significant improvements were made to the building, including complete replacement of the roof, heating and hot water systems, and windows.

Belmont was acquired with a 15-year fixed rate Fannie Mae first mortgage in the amount of $15,767,000 and a second mortgage from the

CategoryAffordable Housing


58 Reade Street, No. 4. New York, NY 10007 t: ( e: info@t

Project Site2404-16 Crotona Avenue, 2476 Hughes Avenue and 2431 Belmont AvenueBronx, NY

Completed2015

TypeRehabilitation

ArchitectsKitchen & Associates

DevelopersPOKO Partners LLC

Project Scope177 unit, 3-building complex with retail space

New York City Department of Housing Preservation and Development in the amount of $4,137,334. The development has an Article XI tax abatement in place that limits taxes to 7% of the Shelter Rent through January 2046. Project-based Section 8 rental subsidies are being provided by the Department of Housing and Urban Development (“HUD”) pursuant to a Housing Assistance Program (“HAP”) Contract renewed by the developer for 20 years

Hyde Leadership Charter SchoolChallenged to develop a new property in close proximity to an existing Hyde school in Hunts Points, Type A Projects principals sourced and managed the purchase of a suitable parcel for Hyde’s growth within an extremely limited search area. Once the site was secured, our team man-aged a highly interactive design process, aligning the cultural goals of the school and the community while incorporating the priorities of myriad stake-holders with site, schedule, and economic con-straints. We managed the development process from site acquisition to move-in and participated

CategoryEducation

ServicesDevelopor under Civic Builders

Project Site830 Hunts Point Ave, Bronx, NY

ArchitectsKSS Architects

Project Scope31,000 square foot, 3-story school building

Completed2011



in securing $21,000,000 in New Market Tax Credits, making new construction for this indepen-dent not-for-profit possible. The only college preparatory school in Hunts Point, the facility houses 280 high school students and includes nine core classrooms, a science lab, art room, multi-purpose space, weight room, common spaces, administrative offices and a rooftop recreation area.

50

Wall Street Place

POKO Partners LLC was designated as the Preferred Developer for this 2.9-acre site in the historic downtown area of Norwalk, Connecticut as part of a competitive RFP process. When complete this project will accommodate 65 market-rate and 35 affordable apartments, 16,000 square feet of ground floor retail space, and a 155-space automated parking garage, the first of its kind in Connecticut.

CategoryMixed-Use: Mixed-income Housing and Retail


Project Site65 Wall Street, Norwalk, NY


CompletedIn Construction, estimated completion Summer 2017




Project Scope100-unit building with 16,000 square feet of retail space and a 155-car automated parking garage

The State of Connecticut has demonstrated its support for this $50 MM project with its commitment of $8.5MM in FLEX and Urban Act Grant funding.

The Threadmill Apartments

When complete, this mixed-use, mixed income project will provide much-needed, high-quality multi-family housing in the Stonington-Westerly region of Connecticut and Rhode Island with 46 market-rate and 12 affordable apartments.The project comprises more than 124,000 square feet of space in one larger and two smaller brick buildings on a 2.39-acre site. The complex, built and operated by the William Clark Company in 1901 as a fabric manufacturing mill, is registered with the National Register of Historic Places, the

CategoryMixed-Use: Mixed-income Housing and Retail


Project Site12 River Road, Stonington, CT


CompletedIn Construction, estimated completion Summer 2016

TypeAdaptive Re-Use, Historic Preservation



Project Scope124,000 square foot, 58-unit, 3-building complex with 9,000 square feet of retail space

U.S. Park Service and the Connecticut State Historic Preservation Office. The exterior façade and floor structure of the existing building will be retained and restored while the balance of the interior will be gutted and fully renovated to accommodate modern and spacious units.

Total development cost is $24.6MM. Financing includes CHAMP funding from the Connecticut Department of Housing and State Historic Tax Credits.

51

Achievement First Endeavor Middle SchoolAfter securing a sizable funding allotment from the NYC School Construction Authority, Type A Projects principals transformed 510 Waverly Avenue from a derelict ice cream factory into a vibrant K-8 school serving 700 students annually. From site acquisition in a difficult real estate market to a complicated gut renovation, our team delivered an inspiring school building, leveraging designs by Rogers Marvel Architects and Pentagram Design, to benefit some of the city’s hardest working

CategoryEducation


Project Site510 Waverly Avenue, Brooklyn, NY


students and teachers. The facility includes 33 classrooms, music rooms, art studios, a gymnasium, and rooftop play spaces.

Completed2009

TypeRenovation and New ConstructionAddition

ArchitectsRogers Marvel Architects


Excellence Boy’s Charter Schoolof Bedford StuyvesantWith the Robin Hood Foundation and Uncommon Schools as development partners, Type A Projects principals led a team of architects, engineers and contractors through the transfor-mation of a severely dilapidated building into a cutting-edge educational facility in service to 700 public school students. Though beloved by the Bedford Stuyvesant community, the structure had become derelict and dangerous due to years of neglect. Given the state of the edifice, the project required a heavily hands-on approach

CategoryEducation

ServicesCo-Developer under Civic Builders

Project Site225 Patchen Avenue, Brooklyn, NY


during design and construction. As co-developers, Type A Projects principals led Robert A.M. Stern Architects and Pentagram Design though a com-plicated design process, integrating their creative visions into one comprehensive and high caliber design package. Our team managed an exhaustive construction process that required daily responsive-ness, yielding an inspiring facility with 29 classrooms, music rooms, art studios, a gymnasium, and rooftop play spaces.

Completed2006

TypeRenovation with New Construction Addition

ArchitectsRobert A.M. Stern Architects


52

Harlem Children’s ZonePromise AcademyHarlem’s Children’s Zone Promise Academy was built at the center of the New York City Housing Authority’s St. Nicholas Houses as a model for the federal Promise Neighborhoods program. This high-profile project required unprecedented cooperation between non-profit partners and city, state, and federal agencies. In just 15 months, Type A Projects principals completed pre-development, design work, and negotiated multiple city funding and development agreements, shepherded the ULURP approval process allowing for the re-map-

CategoryEducation

ServicesDevelopment Consultant underCivic Builders

Project Site249 W 129th Street, Harlem, NY


Completed2013


ArchitectsJohn Ciardullo Architects


ping and re-construction of West 129th Street, and completed the federal HUD land disposition process. This complex, fast-tracked pre-development process was followed by expedited construction of the building, infrastructure, street, and property. The completed facility accommodates 1,300 kindergarten to 12th grade students with more than 50 classrooms, art, music and dance rooms, science labs, two libraries, a gymnasium, a future school-based health center, dedicated afterschool space, and rooftop play.

Harlem RBI/DREAM Charter SchoolType A Projects served as in-house capital project manager for this mixed-used educational, community, and affordable housing facility, built on land purchased from the New York City Housing Authority. This groundbreaking project created a permanent home for many vital community resources, including: a community school with more than 50% of its students residing in NYCHA housing; a flagship office for Harlem RBI; a community facility; 89 units of affordable housing; and a newly renovated public park. As development consultant, we represented

CategoryMixed Use: Education & Nonprofit Office

ServicesDevelopment Consultant

Project Site222 East 10th Street, Harlem, NY

Project Scope60,000 square foot, 4-story school building with a contiguous 11-story residential tower

DevelopersJonathan Rose Companies, Core & Shell and Housing Developer. Civic Builders, Charter School & Office Developer

Completed2015


ArchitectsPerkins Eastman Architects


ownership through the completion of core and shell construction, managed a complicated flow of more than $50MM in funding including NYC School Construction Authority capital funds, New Market Tax Credits, NYC Council funds and private philanthropy, and facilitated communication to an extensive network of stakeholders. The new facility includes 22 classrooms, fitness spaces, a gymnasium/auditorium, a multimedia room, community meeting rooms, rooftop classrooms for art and science, 5,000 square feet of Harlem RBI offices and 89-units of affordable housing.

53

Harlem Village AcadamiesHigh SchoolAs one of the highest performing schools in New York City, this 400-seat high school offered a unique opportunity for all participating design professionals to re-think the public high school environment. Our teams re-considered the ac-tive and passive relationship between teachers, administrators, and students from a facilities perspective, as well as the impact of material choices and room adjacencies on the psyche of the student body. As developers, Type A Projects

CategoryEducation


Project Site35 West 124th Street, Harlem, NY


Completed2012


ArchitectsCooper Robertson (Core & Shell) Studios Architects (Interiors)


principals managed complicated legal and funding negotiations with the Public Service Commission and the NYC School Construction Authority, respectively, and oversaw the design and engineering process for a complicated mid-block site. The finished property includes 16 classrooms, two science labs, a library, cooking kitchen, cafeteria, grade-specific student commons, gymnasium, music room, dance and yoga studios, an art room, and teacher and administrative offices.

54

L+M Development Partners Inc. (“L+M”) is an established full-service real estate development firm with expertise in taking projects from conception and planning through completion and management. Since 1984, L+M has been an innovator in developing quality affordable, mixed-income and market rate housing, while improving the neighborhoods in which we build. We have created or preserved more than 15,000 high-quality residential units, representing more than $4 billion of development,investment, construction, and investment. In addition to a consistent track record of excellence, L+M stands out from other development firms in that we are a double bottom line company, measuring our success not only in financial returns but also by the positive impact we make in communities.

L+M is uniquely equipped to develop the NextGen Wyckoff Gardens site with mixed-income housing and dynamic commercial and community uses. We have developed housing for a wide range of income levels, from 30% of AMI to luxury market-rate, and for a range of tenant populations and needs including workforce housing, supportive housing, and housing for veterans and seniors. In particular, we have experience in mixing many different income levels within projects, creating a diverse tenant mix. On the commercial side, L+M maintains a portfolio that consists of more than 600,000 square feet of managed, owned, and netleased commercial properties. Our tenants range from national retail

chains to local neighborhood businesses whose usages include retail, restaurants, and community facilities. We collaborate with communities, local brokers and business owners to ensure that the mix of commercial is uniquely designed to fit within the fabric of the community and enrich the neighborhood. L+M’s commercial department is responsible for the design, leasing, construction, tenant relations, and management of our portfolio. Our high level of involvement throughout the different stages of the process allows us to facilitate the success of our tenants’ businesses.

For thirty years, we have worked with a variety of city and state agencies, as well as local communities, non-profits, and government representatives to build neighborhoods. We prioritize the partnerships and relationships that we develop, and we always work towards mutually beneficial solutions throughout the development process.

Proven Track Record

L+M gets deals done through excellent execution, flexibility, and innovation in financing. As an example, our track record is evidenced by our ability to close construction financing on 9 new developments for more than 1,000 units during the tight financial markets of 2008 and 2009. We deliver the specific requirements of each individual project by working with lenders, agencies, and communities to deliver the promised product. Because of our reliable execution, housing agencies repeatedly select us as developer and general contractor in demonstration programs, such as NYS Homes for Working Families, the NYCHA Mixed Income Housing Initiative, and HDC’s innovative 50-30-20 rental housing program.

In order to bring projects to fruition, L+M has successfully leveraged a wide variety of public and private financing sources. We have completed projects using tax-exempt bond financing, market rate bank financing, New York City capital funds, the New York State Housing Trust Fund, the New York City Housing Partnership, Historic Tax Credits, the Federal Low Income Housing Tax Credit (LIHTC) program, and New Market Tax Credits.

Construction and Management Experience

L+M Builders Group, the construction arm of L+M, has experience building developments with a variety of complexities and challenges, including projects adjacent to both underground and above ground transit lines, waterfront development with high water tables, high-rise development, projects with multiple and complicated façades, and development in areas requiring environmental remediation. The construction team is composed of committed individuals including project executives, project managers, engineers, architects and LEED professionals, many of whom have decades of experience in their disciplines.

We also manage the majority of our rental developments, and our continued involvement after completion ensures that we are invested in quality construction and the long-term viability of a project. We take great pride in our work and we place our full commitment behind every project.

COLLABORATIVE EFFORT

L+M works hard to build on-time quality projects while coordinating with multiple stakeholdersincluding local not-for-profit and governmental institutions, city agencies, subcontractors and community groups. We achieve these goalsthrough the hard work of our staff. Our architectural and project management departments oversee all construction projects from plan schematics to final punch lists, while our qualified project managers coordinate and foster the hundreds of relationships involved in any large project.

L+M is led by Ron Moelis (CEO & Chairman), Sanford Loewentheil (Chairman), Richard Weinstock (Vice-Chairman), Debra Kenyon (Vice-Chairman), Leonard Ruben (CFO), Lisa Gomez (COO), Gerald Miceli (President of Construction),

and David Dishy (President of Development & Acquisition). Each member of our executive team carries more than 25 years of experience in his/her respective field, whether it is conceiving developments, overseeing superior construction work, or feeling the pulse of the community. More information on the executives is included below.

KEY TEAM MEMBERS

Ron Moelis, CEO & Chairman

Ron Moelis is a co-founder of L+M Development Partners and its affiliated companies. He is a founding member of the New York State Association for Affordable Housing and is an advisory board member of the New York City Housing Partnership. He sits on the Board of Governors of the Real Estate Board of NY and is a member of several non-profit organizations including the Citizens Housing & Planning Council, Civic Builders and New Yorkers 4 Parks.

Ron is on the National Advisory Board of the Netter Center for Community Partnerships at the University of Pennsylvania. He is a Trustee of NYU School of Law, where he is also established the Moelis Institute for Affordable Housing to explore issues and policy in the field and where he also serves on the advisory board for the Furman Center, an interdisciplinary academic research institute.

A graduate of the University of Pennsylvania, he holds both a B.A. in history and a B.S. in economics from the Wharton School and a J.D. from New York University. He was named Entrepreneur of the Year for Real Estate in 2012 by Ernst and Young for his many years of innovation and creativity in real estate finance and development.

L+M

55










Lisa Gomez, Chief Operating Officer and Partner

Lisa Gomez oversees operations of L+M Development Partners and its affiliated companies. Lisa has more than 25 years of experience in real estate finance and development. Prior to joining L+M, she was in senior management at the New York City Housing Development Corporation (HDC), overseeing $1 billion annually bond financing and mortgage insurance. At HDC, she was also responsible for developing and executing policy and financing programs to stimulate the creation of affordable housing for Mayor Bloomberg’s successful New Housing Marketplace plan. Lisa also held various positions at JP Morgan Chase Bank, the New York City Economic Development Corporation and Silverstein Properties, among others. Lisa serves as the Chair of NYSAFAH (an industry organization) and is a board member of Center for the Urban Future and is a past chair of the Greenpoint Manufacturing and Design Center. She was a Commissioner of the New York City Planning Commission from 2004-2007.

Gerald Miceli, President of Construction and Partner

Gerald Miceli has over 25 years of construction experience in both commercial and residential markets. During the last ten years with L+M Builders, he has helped transform and grow L+M into a top residential developer / builder in New York City in several development markets including for sale condominiums, market rate rentals, affordable rentals, mixed-use, and preservation / rehabilitation projects. As President of L+M Builders Group, Gerry directs the day-to-day operations of the Group supporting the mission and vision of L+M. He is responsible for overseeing the management of projects including staffing and field operations as well as working collaboratively with other business units within L+M. He has done so while establishing relationships with clients, partners, and the community where L+M works. Gerry holds a BS in Civil Engineering from Manhattan College. He is a Golf Committee Member for the New

Rochelle Boys and Girls Club and was also recognized as the organization’s Man of the Year in 2006. Gerry was one of the founding members of the Manhattan College Mentoring Committee.

David Dishy, President of Development & Acquisition and Partner

David is responsible for all new investment and development activity at L+M. This includes the New York Affordable Housing (NYAH) Preservation Fund, an investment platform with Citi Community Capital as well as L+M’s joint venture with Goldman Sachs’ Urban Investment Group (GSLM). David brings over 20 years of new construction and acquisitions experience and has been a key participant in transactions involving over 15,000 apartments and $5 billion of investment. Prior to arriving at L+M in 2009, David spent much of his career in senior residential roles at Forest City Ratner Companies and then Tishman Speyer in New York. He began his professional life working in city planning and economic development before joining HR&A Advisors to focus on public-private development strategy and housing finance. David has served on the Enterprise Community Partners New York Advisory Board, the Randall’s

Island Park Alliance, Manhattan Community Board Seven, and as a fellow with Coro Leadership New York. David graduated from Harvard College with a degree in urban studies and earned an M.S. in real estate development from Columbia University.

Josue Sanchez, Associate Director

Josue Sanchez has been with L+M for six years, leading mixed-income, mixed-use development projects and acquisition efforts in the New York City area. He has been a key contributor in the financing and development of complex transactions and in engaging community stakeholders to complete transformative projects. Josue was born and raised in the Bronx and is a board member of My Sisters’ Place. He earned a B.S. in Mechanical Engineering, Cum Laude, from Cornell University and an MBA from Harvard Business School.

56

SELECT L&M AWARDS

- 2015 MFE Project of the Year - Pearson Court Square- 2014 USGBC Affordable Green Neighborhoods Grant Program - Essex Crossing and Faubourg Lafitte- 2014 The Preservation League of New York State - Warburton Lofts- 2014 Greater Hudson Heritage Network - Warburton Lofts- 2013 Boston Society of Architects Design Award - La Terraza- 2013 Private Developer of the Year - L+M- 2012 MFE Project of the Year - La Terraza- 2012 MFE Project of the Year - Faubourg Lafitte- 2012 Novogradac Journal of Tax Credits Developments of Distinction Award - Faubourg Lafitte- 2012 NYSAFAH Project of the Year - Navy Green- 2012 Ernst and Young Entrepreneur of the Year - Ron Moelis- 2012 Novogradac Development of Distinction Honorable Mention - La Terraza- 2011 The New York Landmarks Conservancy Lucy Moses Award - PS 90- 2011 Jack Kemp Workforce Housing Models of Excellence Honorable Mention - PS90- 2011 ULI Jack Kemp Workforce Housing Models of Excellence Award - Columbia Hicks- 2009 ULI Workforce Housing Models of Excellence Award - The Kalahari

57

D E V E L O P E R

L+M Development Partners, Inc.

T O T A L D E V E L O P M E N T C O S T

$97m

U N I T S

80 market rate rentals and 80 affordable

rentals at 40-130% of AMI

S Q U A R E F O O T A G E

70,000 including 35,000 of retail and

parking

A M E N I T I E S

Fitness room, tenant lounge, landscaped

terrace, bike storage, private storage, 120-

car garage

F I N A N C I A L P A R T N E R S

L+M Affiliate, NYC Housing Development

Corporation, Goldman Sachs (NMTC),

Citibank, United Fund Advisors

S O U R C E S O F F U N D I N G

Construction loan, Tax exempt bonds, 4%

Low Income Housing Tax Credits, New

Market Tax Credits

C O M P L E T I O N

Fall 2013

G E N E R A L C O N T R A C T O R

Congress Builders (L+M Affiliate)

A R C H I T E C T

Greenberg Farrow

P R O P E R T Y M A N A G E R

C+C Apartment Management

W E B S I T E

www.15dunhamplacecom

11 BROADWAY/15 DUNHAM PLACES O U T H W I L L I A M S B U R G , B R O O K LY N , N Y

P R O J E C T S U M M A R Y

11 Broadway is a mixed-use project

consisting of 80 market rate rentals, 80

affordable rentals at 40-130% of AMI,

and approximately 35,000 square feet of

commercial space and parking. A dramatic

double height lobby features two living

walls of greenery, and the 4th floor offers

a large rooftop with views of the East

River and NYC skyline. The commercial

space includes a grocery store tenant and

additional space for a local restaurateur or

community-based retailers.

D E V E L O P E R



$100.5m

U N I T S

164 total; 33 units at 40% and 50% AMI


220,995, including 18,460 of retail and

46,809 of parking

A M E N I T I E S

Fitness center, 2nd floor and 7th floor roof

decks, resident lounge, resident kitchen

and dining room, yoga room, sunken

courtyard


Bank of America, HFA


Tax Exempt Bonds, LIHTC, Brownfield Tax

Credits

C O M P L E T I O N

2016


Congress Builders (L+M Affiliate)

A R C H I T E C T

GF55



149 KENT AVENUEW I L L I A M S B U R G , B R O O K LY N , N Y


149 Kent will be a 7-story, mixed-use

building with housing, parking, and retail.

On completion, the site will contain

approximately 50,000 square feet of

parking, 18,000 square feet of ground floor

retail, and 164 residential rental units. The

full-service building will offer a full amenity

package, including a landscaped courtyard

and a stunning roofdeck.

58

D E V E L O P E R



$21.5m

U N I T S

51 total, including 50% and 30% AMI, 8

Section 8 Project-Based vouchers and

housing for formerly homeless


79,000, including 4,000 sf of HCCI office

space and a daycare of 10,000 sf

A M E N I T I E S

Laundry, bike parking, 18 parking spots,

and community residential terrace and

computer lab.


HDC, HPD, HCR, Wells Fargo, CPC/

NYCERS


HCR 9% tax credits, HPD Subsidy,

conventional construction debt

C O M P L E T I O N

Estimated April 2016


L+M Builders Group LLC

A R C H I T E C T

Curtis and Ginsberg Architects LLP



260 WEST 153RD APARTMENTS C E N T R A L H A R L E M , N E W Y O R K , H A R L E M


260 West 153rd Apartments is a joint

venture between L+M Development

Partners and Harlem Congregations

for Community Improvement (HCCI) to

develop 51 units of affordable housing on

a site that combined HCCI- and former

HPD-owned lots. The Project completes

the revitalization of a block that was once

the center of blight. The 10,000SF daycare

space will be operated by Round the

Clock Nursery, and HCCI will relocate their

central offices to the first floor. All units

are affordable to households earning 30%

and 50% of AMI.

D E V E L O P E R

L+M Development Partners & Bell Urban

LLC


Residential: $27m

Commercial: $21m

R E S I D E N T I A L U N I T S

87; 60% of AMI and below


129,000, including 83,000 residential and

46,000 retail

A M E N I T I E S

13,000 sf of accessible roof, covered

parking


HDC, HPD, Bank of America, Low Income

Investment Fund, Dudley Ventures,

Goldman Sachs


Tax-Exempt Bonds, 4% As-of-Right Tax

Credits, HPD/HDC subsidy, New Market

Tax Credits

C O M P L E T I O N

October 2014


Chatsworth Builders

A R C H I T E C T

MHG Architects PC



UTICA PLACEC R O W N H E I G H T S , B R O O K LY N , N Y


Utica Place is a mixed-use project

consisting of two separate residential

and commercial buildings along the Utica

Avenue corridor in the Crown Heights

neighborhood of Brooklyn. The commercial

building includes Blink Fitness, Deals,

Brooklyn Kids Academy, parking garage

and other retailers, generating many new

jobs for the area. The residential building

provides 87 new low-income housing units,

of which 26 are set aside for veterans and

their families. The Jericho Project provides

social services to veterans living at Utica

Place.

59

D E V E L O P E R

L+M Development Partners, Inc., BFC

Development Partners, and T–aconic

Investment Partners


$1.1b

U N I T S

1,000; 50% will be affordable housing


1.9 million, including 700,000 SF of

commercial space, and 60,000 SF of

community facilities.

A M E N I T I E S

(across the 9 sites) 15,000 sf public park;

35,000 sf curated micro retail corridor;

40,000 sf new Essex Street Market; 10,000

sf urban farm


Goldman Sachs, Wells Fargo, Citibank;

HPD, HDC, HCR


4% LIHTCs, 9% LIHTCs, SLIHCs, tax

exempt bonds, conventional financing

C O M P L E T I O N

2024


L&M Builders, TG Nickel, Triton, BFC

Partners

A R C H I T E C T

Dattner, SHoP, Handel, Beyer Blinder Belle


C+C Apartment Management, Taconic,

Pennmark Halstead

W E B S I T E :

www.essexcrossingnyc.com

ESSEX CROSSINGL O W E R E A S T S I D E , N E W Y O R K , N Y


In the heart of the Lower East Side

of Manhattan lies Essex Crossing, an

unprecedented development comprised

of 1.9 million square feet of residential,

commercial, and community space. The

nine sites on six acres have sat mostly

vacant since 1967 and represent one

of the most significant urban renewal

developments in the history of New York

City. Phased construction is expected to

begin in the late Spring/ early Summer of

2015 and to be completed by 2024

D E V E L O P E R

L+M Development Partners, Inc. and

Greenpoint Landing Associates


G2: $28.5m

E3: $31.9m

F2: $36.2m

U N I T S

G2: 93 low-income units

E3: 98 low-income and middle-income

units

F2: 103 low-income units


G2: 88,602 sf (2,703 retail)

E3: 98,048 sf (1,615 retail)

F2: 105,465 sf (3,947 retail)

A M E N I T I E S

Laundry room, fitness room, bike room and

landscaped courtyards


Wells Fargo, HPD, HDC


Tax-exempt bonds, 4% low income

housing tax credits, HDC subsidy, HPD

subsidy, private loans

C O M P L E T I O N

2017


Chatsworth Builders

A R C H I T E C T

Handel Architects



GREENPOINT LANDING (BUILDINGS G2, E3, AND F2)G R E E N P O I N T , B R O O K LY N , N Y


Greenpoint Landing is a transformational

development that will create new

residential opportunities in the Greenpoint

waterfront community, an area that has

historically been a hub for manufacturing

and industry. The Greenpoint Landing

G2, E3, and F2 buildings feature three

new 6- and 7-story buildings with a

total of 294 low- and middle-income

units. The apartments are affordable to

families earning between 40% and 130%

of area median income. The buildings

feature several amenities including large

landscaped courtyards.

60

D E V E L O P E R



$174m

U N I T S

160; 54 units at 60% AMI and 10 units at

40% AMI


506,682, including 120,000 sf of retail/

commercial

A M E N I T I E S

8,000 sf skylit atrium; second floor

courtyard


Prudential and Goldman Sachs (NMTC)


Citibank, NJHMFA, LIIF, TRF, Goldman

Sachs, Prudential, NJEDA

C O M P L E T I O N

2016


Broad Mark Builders (L+M Builders) and

Turner Construction as Construction

Manager

A R C H I T E C T

Inglese Architecture & Engineering



HAHNE & COMPANYD O W N T O W N N E W A R K , N E W A R K , N J


The former flagship department store Hahne &

Company (Hahne’s) is a 400,000 square foot

early 20th century historic building located at

609-633 Broad Street in downtown Newark.

The first floor will feature retail space that

will activate Broad Street and the burgeoning

small businesses on the Halsey Street corridor,

including an approximately 28,000 square foot

flagship Whole Foods Market that will deliver both

healthy, sustainable food options and significant

employment opportunities to the neighborhood.

Within the development project, an approximately

50,000 square foot institutional space will be

dedicated to Rutgers University use. In addition,

160 mixed income units will be located in both the

existing and newly constructed building.

D E V E L O P E R

L+M Development Partners and Artimus

Construction


North Building: $57.7m

South Building: $40.9m

U N I T S

313 units, 60% and 40% of AMI


308,000, including 296,000 of residential

and 12,000 of retail

A M E N I T I E S

Fitness center, playground, private

courtyard, community room


HDC, HPD, HCR, Wells Fargo


HPD/HDC Subsidy, 4% Low Income

Housing Tax Credits, New York State Low

Income Housing Credits

C O M P L E T I O N

December 2013 (North) and

April 2014 (South)


Congress Builders and Artimus

Construction

A R C H I T E C T

GF55 Architects


C+C Apartment Management (North) and

Artimus (South)

HARLEM RIVER POINTE A S T H A R L E M , M A N H A T T A N , N Y


Harlem River Point is a joint venture

between L+M Development Partners,

Artimus Construction, East Harlem

Triangle, and Friendly Hands Ministry to

develop 313 units of affordable housing on

a site awarded to the development team

through a NYC Department of Housing,

Preservation and Development RFP. The

project includes a 10,000 sf daycare

sponsored by the NYC Administration

of Children’s Services and a 2,3000 sf

local pharmacy. All units are affordable to

households earning 40% and 60% of AMI.

61

D E V E L O P E R

L+M Development Partners, Inc. and Dunn

Development


$90m

U N I T S

278 including 4 supers


305,000 including 28,000 of retail and

community facility space

A M E N I T I E S

CAMBA, Inc. and Center for Family support

will provide on-site support service for 51

units of supportive housing at the project,

a new arts center operated by ARTs East

New York


Housing Development Corporation,

Housing Preservation and Development,

NYS Homes and Community Renewal, J. P.

Morgan Chase


Tax-exempt bonds from HDC, 4% as-of-

right LIHC, SLIHC, HDC and HPD subsidy

C O M P L E T I O N

2016


L+M Builders Group

A R C H I T E C T

SLCE


Prestige Management

LIVONIA COMMONSE A S T N E W Y O R K , B R O O K LY N , N Y


Livonia is a transformative mixed-use

development which will create a vibrant and

active corridor along Livonia Avenue in the

East New York section of Brooklyn. The project

represents the first phase of the Livonia Avenue

Initiative, which aims to revitalize formerly

City-owned sites and serve the community with

access to local services, new housing, and job

opportunities. Livonia is comprised of four sites

with a total of 305,000 square feet, including 278

affordable residential rental units, 28,000 square

feet of ground floor retail and community facility

space, featuring a new arts center operated by

ARTs East New York.

D E V E L O P E R

L+M Development Partners and Broad

Community Connections


$20m

U N I T S

100% commercial


60,000, including 25,000 sf Whole Foods;

4,700 sf Tulane Teaching Kitchen; 10.000

sf Liberty’s Kitchen; 10,947 sf Office

A M E N I T I E S

Community lobby, outside community

Garden



Community Connections


JPMorgan Chase, Goldman Sachs, Low

Income Investment Fund (LIIF); New

Orleans Redevelopment Authority (NORA);

HOPE; Foundation for Louisiana; Newman’s

Own Foundation

C O M P L E T I O N

February 2014


Malin Construction Company

A R C H I T E C T

MetroStudio


SRSA Gulf South Management, Inc.

THE REFRESH PROJECTM I D - C I T Y, N E W O R L E A N S , L A


ReFresh, a groundbreaking community

development project that promotes

economic development in New Orleans.


Community Connections helped convert

a 60,000 SF former grocery store into a

fresh food hub. ReFresh features a Whole

Foods Market, Liberty’s Kitchen, the

Goldring Center for Culinary Medicine

at Tulane University, Boystown, and the

offices of FirstLine Schools and BCC. The

Project includes an outdoor community

garden that reinforces Refresh’s goal

to promote healthy lifestyles in the

communities along Broad Street.

62

D E V E L O P E R

L+M Development Partners, Inc. and FSLM

Associates LLC


$109.5m

U N I T S

249, including 48 at 90% AMI, 42 at 140%

AMI, and 30 at 180% AMI


432,745, including 13,908 sf of retail, 6,278

sf of amenity, 18,774 sf of squash court, and

20,192 sf of theatre

A M E N I T I E S

Roof deck, squash court, independent

film center on site, 24 hour concierge and

doorman, children’s playroom, landscaped

courtyard, and laundry facilities


JPMorgan Chase, N.A. and Goldman Sachs


GS UIG loan, Construction loan, AHC loan,

and FSLM Equity

C O M P L E T I O N

2006


L+M Builders Group

A R C H I T E C T

GF55 Partners


Terra Holdings

THE KALAHARIH A R L E M , M A N H A T T A N , N Y


The Kalahari, recipient of the 2009 Jack

Kemp Workforce Housing Models of

Excellence Awards and the 2009 Urban

Land Institute Workforce Housing Models

of Excellence Award, is a model for mixed

income homeownership located in the heart

of Harlem. The building has been certified

LEED Gold and offers green elements such

as energy efficient lighting and appliances,

low VOC emission building materials, and

a landscaped public courtyard featuring

sustainable native plants. The Kalahari is

also home to Harlem’s first ZipCar garage,

the SL Green Street Squash Center, as well

as My Image Studios (MIST), a $21 million

performance art and film screening center.

63

FORM D-2

Lower Concourse North RFEIForm D2 – Residential Management Experience and Current Workload

Name of Applicant: Type A Real Estate Advisers LLC and L+M Development Partners, Inc.

Entity Whose Experience is Described Listed Below: C+C Apartment Management LLC

List below all properties managed currently or within the seven (7) year period preceding the deadline for submission of proposals in response to this RFP. Use additional pages as needed.

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):9,11,15 Summit Avenue Spring Valley, NY 10977 Multifamily Rental 96 2001 Present N Y N Self1 West 137th Street New York, NY 10037 Multifamily Rental 15 2004 Present N Y N Self1149 Morris Avenue Bronx, NY 10456 Multifamily Rental 29 2004 Present N Y N Self1157 Morris Avenue Bronx, NY 10456 Multifamily Rental 29 2004 Present N Y N Self15 Elliot Place Bronx, NY 10452 Multifamily Rental 42 2004 Present N Y N Self1566 Eastern Parkway Brooklyn, NY 11233 Multifamily Rental 16 2004 Present N Y N Self1580 Eastern Parkway Brooklyn, NY 11233 Multifamily Rental 12 2004 Present N Y N Self1592 Eastern Parkway Brooklyn, NY 11233 Multifamily Rental 12 2004 Present N Y N Self1594 Eastern Parkway Brooklyn, NY 11233 Multifamily Rental 12 2004 Present N Y N Self1604 Eastern Parkway Brooklyn, NY 11233 Multifamily Rental 12 2004 Present N Y N Self1825 Madison Ave. New York, NY 10035 Multifamily Condo 91 2004 2006 N N N Condo5 West 137th Street New York, NY 10037 Multifamily Rental 18 2004 Present N Y N Self60-66 N. Debaun Avenue Airmont, NY 10901 Multifamily Rental 140 2004 Present N Y N Self7 West 137th Street New York, NY 10037 Multifamily Rental 18 2004 Present N Y N Self889 Dawson Street Bronx, NY 10459 Multifamily Rental 69 2004 Present N Y N Self9 West 137th Street New York, NY 10037 Multifamily Rental 17 2004 Present N Y N Self900 Rogers Place Bronx, NY 10459 Multifamily Rental 27 2004 Present N Y N Self101 Van Buren Brooklyn, NY 11221 Multifamily Rental 16 2005 Present N Y N Self117 Van Buren Brooklyn, NY 11221 Multifamily Rental 12 2005 Present N Y N Self192 Marcus Garvey Brooklyn, NY 11221 Multifamily Rental 65 2005 Present N Y N Self201 West 148th Street New York, NY 10039 Multifamily Rental 25 2005 Present N N N Self40 West 116th St. New York, NY 10027 Multifamily Condo 241 2005 2008 N N N Condo450 Kent Avenue Brooklyn, NY 11249 Multifamily Rental 140 2005 Present N Y N Self827 Lafayette Brooklyn, NY 11221 Multifamily Rental 28 2005 Present N Y N Self2007 LaFontaine Avenue Bronx, NY 10457 Multifamily Rental 88 2006 Present N Y N Self837 Washington Ave Bronx, NY 10451 Multifamily Condo 91 2006 2009 N N N Condo871 Elton Avenue Bronx, NY 10451 Multifamily Rental 110 2006 Present N Y N Self1090 Franklin Avenue Bronx, NY 10456 Multifamily Rental 60 2007 Present N Y N Self406 East 161st Street Bronx, NY 10451 Multifamily Rental 88 2007 Present N Y N425 Claremont Parkway Bronx, NY 10457 Multifamily Rental 46 2007 Present N Y N Peter Murray (203) 322-125020 North 5th Street Brooklyn, NY 11249 Multifamily Rental 113 2008 Present N Y N Self220 West 148th St. New York, NY 10039 Multifamily Condo 75 2008 2010 N N N Condo500 East 165th Street Bronx, NY 10456 Multifamily Rental 128 2008 Present N Y N Self1428 Fifth Avenue New York, NY 10035 Multifamily Rental 120 2009 Present Y Y N Self1797 Park Place Brooklyn, NY 11233 Multifamily Rental 152 2009 Present N Y N Self2913 Frederick Douglass Blvd New York, NY 10039 Multifamily Rental 41 2009 Present N Y N Self

64

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):3055 Third Ave Bronx, NY 10451 Multifamily Rental 58 2009 Present N Y N Self

9 Cook Street, 21 Cook, 40 Varet Street Brooklyn, NY 11206 Multifamily Rental 153 2009 Present N Y N Self2316-2324 Beaumont Avenue Bronx, NY 10458 Condominium 64 2010 Present N N N Self2792-2796 Sedgwick Avenue Bronx, NY 10468 Condominium 44 2010 Present N N N Self

54 Bristol Street, 445 Hopkinson Street Brooklyn, NY 11212 Multifamily Rental 169 2010 Present N Y N Self

55 East 115th Street New York, NY 10029 Multifamily Rental 58 2010 10/1/2014 N Y NEdward Poteat(212) 666-8035

107/109/111 Morningside Avenue New York, NY 10027 Multifamily Rental 30 2011 Present N Y NJanice Berthoud(212) 678-0037

110-111 Warren Street Brooklyn, NY 11201 Condominium 42 2011 Present N N N Self

122 West 119th Street New York, NY 10026 Multifamily Rental 4 2011 Present N Y NJanice Berthoud(212) 678-0037

1600 Fulton Street Brooklyn, NY 11213 Multifamily Rental 78 2011 Present N Y N Self1789-91 Amsterdam Avenue New York, NY 10031 Multifamily Rental 18 2011 Present N Y N Self203-205 West 119th Street New York, NY 10027 Multifamily Rental 36 2011 Present N Y N Self269 East Burnside Avenue Bronx, NY 10457 Multifamily Rental 74 2011 Present N Y N Self

2730 8th Ave, 2743-2756 8th Ave, 2542 7th Ave, 210 West 146th, 298 & 300 West 147th, 231 West 145th, 201 and 286 West 147th, 263 & 267 West 152nd New York, NY 10039 Multifamily Rental 387 2011 Present N Y N Self2854 8th Ave. New York, NY 10039 Multifamily Rental 447 2011 Present N N N Self311 West 141st Street New York, NY 10030 Multifamily Rental 86 2011 Present N Y N Self

320 St. Nicholas Ave, 445 W 125th St New York, NY 10027 Multifamily Rental 72 2011 Present N Y NJanice Berthoud(212) 678-0037

330 Riverdale Avenue Yonkers, NY 10705 Multifamily Rental 137 2011 Present N Y N Self34 St. Nicholas Place New York, NY 10031 Multifamily Rental 15 2011 Present N Y N Self

351 Lenox Avenue, 100 W 128th Street New York, NY 10027 Multifamily Rental 28 2011 Present N Y N Self

36 St. Nicholas Place New York, NY 10027 Multifamily Rental 101 2011 Present N Y NJanice Berthoud(212) 678-0037

364/366 West 127th Street New York, NY 10026 Multifamily Rental 8 2011 Present N Y NJanice Berthoud(212) 678-0037

39/44/361/363/367 West 126th Street New York, NY 10026 Multifamily Rental 86 2011 Present N Y NJanice Berthoud(212) 678-0037

406 Walnut Street Yonkers, NY 10701 Multifamily Rental 130 2011 4/13/2015 Y N N Self409-13, 471 West 125th Street New York, NY 10027 Multifamily Rental 35 2011 Present N Y N Self414 Hicks Street Brooklyn, NY 11201 Multifamily Rental 39 2011 Present N N N Self414 Hicks Street Brooklyn, NY 11201 Multifamily Rental 56 2011 Present N N N Self

425-427, 429, 435 West 125th Street New York, NY 10027 Multifamily Rental 41 2011 Present N Y N Self428/430/432 St. Nicholas Avenue New York, NY 10027 Multifamily Rental 32 2011 Present N Y N Self

433/435/464 West 126th Street New York, NY 10027 Multifamily Rental 34 2011 Present N Y NJanice Berthoud(212) 678-0037

65

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):


439 West 126th Street New York, NY 10027 Multifamily Rental 14 2011 Present N Y N Self45 Clermont Avenue Brooklyn, NY 11205 Multifamily Rental 101 2011 Present N Y N Self45/51 Post Street Yonkers, NY 10705 Multifamily Rental 56 2011 4/13/2015 Y N N Self

452 St. Nicholas Avenue New York, NY 10026 Multifamily Rental 10 2011 Present N Y NJanice Berthoud(212) 678-0037


460 Convent Avenue New York, NY 10031 Multifamily Rental 20 2011 Present N Y N Self495 East 158th Street Bronx, NY 10451 Multifamily Rental 107 2011 Present N Y N Self55 St. Nicholas Place New York, NY 10031 Multifamily Rental 55 2011 Present N Y N Self

654 St. Nicholas Ave, 521/523 W 144th New York, NY 10030 Multifamily Rental 44 2011 Present N Y NJanice Berthoud(212) 678-0037

809, 830-832 St. Nicholas Avenue New York, NY 10031 Multifamily Rental 32 2011 Present N Y N Self986 East 181st Street Bronx, NY 10460 Multifamily Rental 40 2011 Present N Y N Self15 Dunham Place Brooklyn, NY 11211 Multifamily Rental 160 2012 Present N N N Self

15 West 139th, 30 West 141st, 45 West 139th, 60 West 142nd, 2300 Fifth Ave, 620 & 630 Lenox Ave New York, NY 10037 Multifamily Rental 1810 2012 Present N N N Self155 East 109th Street New York, NY 10029 Multifamily Rental 48 2012 Present N Y N Self1663 Madison Avenue New York, NY 10029 Multifamily Rental 12 2012 Present N Y N Self169 East 111th Street New York, NY 10029 Multifamily Rental 12 2012 Present N Y N Self274 East 93rd Street Brooklyn, NY 11212 Multifamily Rental 35 2012 Present N Y N Self275 East 94th Street Brooklyn, NY 11212 Multifamily Rental 35 2012 Present N Y N Self278 East 92nd Street Brooklyn, NY 11212 Multifamily Rental 35 2012 Present N Y N Self315 East 111th Street New York, NY 10029 Multifamily Rental 12 2012 Present N Y N Self49 North Broadway Yonkers, NY 10701 Multifamily Rental 92 2012 Present N Y N Self57-15, -07 Shore Front Pkwy, 105-141 Beach 56th Place and 102-146 Beach 59th Place Queens, NY 11692 Multifamily Rental 1093 2012 Present N N Y Self7 Clermont Avenue Brooklyn, NY 11205 Multifamily Rental 112 2012 Present N Y N Self2340 Beaumont Avenue New York, NY 10453 Multifamily Rental 60 2013 Present N Y N Self301-303, 309, 312, 317, 318 West 121st Street, 317 West 120th, 492-512New York Ave New York, NY 10027 Multifamily Rental 115 2013 5/29/2014 N Y N Self740 Cranford Avenue Bronx, NY 10470 Multifamily Rental 78 2013 Present N Y N Self855-867 Jamestown Ave San Francisco,CA 94124 Multifamily Rental 196 2013 Present N Y N Self 635 East 12th Street New York, NY 10009 Multifamily Rental 93 2014 Present Y Y N Self176 West 94th Street New York, NY 10025 Multifamily Rental 121 2014 Present N N N Self1780 Madison Ave New York, NY 10035 Multifamily Rental 23 2014 Present Y Y N Self

1780-86 Amsterdam Ave, NY,NY 10031; 219 Edgecombe Ave, NY,NY 10030; 115 &161 & 165 & 169 & 180-86 & 211 & 231 Edgecombe Ave; 1702 & 10030; 618-620 St. Nicholas Ave, NY,NY 10030; 527 & 531 W. 152nd St NY,NY 10031; Multifamily Rental 254 2014 Present N Y N Self205 Avenue C New York, NY 10009 Multifamily Rental 176 2014 Present Y Y N Self24 West 117th Street, New York, NY 10026 Multifamily Rental 99 2014 Present N Y N Self

66

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):250 Utica Avenuenue Brooklyn, NY 11213 Multifamily Rental 87 2014 Present N Y N Self255 West 148th St. New York, NY 10039 Multifamily Rental 15 2014 Present N N N Condo26-14 Jackson Ave, LIC, NY 11101 Multifamily Rental 98 2014 Present N Y N Self277 East 4th Street New York, NY 10009 Multifamily Rental 13 2014 Present Y Y N Self279 East 4th Street New York, NY 10009 Multifamily Rental 12 2014 Present Y Y N Self325,329,333,337,341,345,349,351,353,355,357,359,363 Bristol Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)327,329,331,333,335,337,339,341,343,345,347,349,351 Chester Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)330,332,334,336,338,340,350,352,354,356,358,360 Bristol Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)330,334,336,338,340,342,344,348,352,356,360,364,368 Chester Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)370,372,374,376,378,380,390,392,394,396,398,400 Bristol Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)

383,387,391,395,399,403,407 Bristol Street Brooklyn, NY 11212 Multifamily Rental 78 2014 Present Y Y N Self (Partnership)390,392,394,398,402,406,410,414,416,418,420,422,424,428 Chester Street Brooklyn, NY 11212 Multifamily Rental 77 2014 Present Y Y N Self (Partnership)4 East 117th Street New York, NY 10035 Multifamily Rental 57 2014 Present Y Y N Self438 East 120th Street New York, NY 10035 Multifamily Rental 42 2014 Present Y Y N Self

446,450,454,458,462,466,470 Chester Street Brooklyn 11212 Multifamily Rental 80 2014 Present Y Y N Self (Partnership)45-50 Pearson Street, LIC, NY 11101 Multifamily Rental 197 2014 Present N N N Self50 South Essex Avenue Orange, NJ 07050 Multifamily Rental 72 2014 Present N Y N Self510, 520 East 156th Street Bronx, NY 10455 Multifamily Rental 208 2014 Present Y Y N Self527 & 531 West 152nd Street; 1768 Amsterdam Ave; 605 West 144th Street Multifamily Rental 40 2014 Present N Y N Abukarriem Shabazz55 Saratoga Avenue Brooklyn, NY 11233 Multifamily Rental 125 2014 Present Y Y N Self930 Halsey Street Brooklyn, NY 11233 Multifamily Rental 126 2014 Present Y Y N Self265 Cherry Street New York, NY 10009 Multifamily Rental 245 2015 Present Y N N Self (Partnership)275 Cherry Street New York, NY 10009 Multifamily Rental 245 2015 Present Y N N Self (Partnership)1 Brevoort Place Brooklyn, NY 11216 Multifamily Rental 5 2015 Present N Y N Self (Partnership)1 Spencer Place Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)105 Quincy Street Brooklyn, NY 11238 Multifamily Rental 12 2015 Present N Y N Self (Partnership)1077-79 Bedford Avenue Brooklyn, NY 11216 Multifamily Rental 15 2015 Present N Y N Self (Partnership)1108 Fulton Street Brooklyn, NY 11238 Multifamily Rental 2 2015 Present N Y N Self (Partnership)1110 Fulton Street Brooklyn, NY 11238 Multifamily Rental 3 2015 Present N Y N Self (Partnership)1124 Fulton Street Brooklyn, NY 11238 Multifamily Rental 3 2015 Present N Y N Self (Partnership)1154 Fulton Street Brookln, NY 11216 Multifamily Rental 3 2015 Present N Y N Self (Partnership)1176 Fulton Street Brooklyn, NY 11216 Multifamily Rental 3 2015 Present N Y N Self (Partnership)12-16 Pulaski Street Brooklyn, NY 11206 Multifamily Rental 8 2015 Present N Y N Self (Partnership)126-128 Pulaski Street Brooklyn, NY 11206 Multifamily Rental 9 2015 Present N Y N Self (Partnership)165 Quincy Street Brooklyn, NY 11216 Multifamily Rental 6 2015 Present N Y N Self (Partnership)175 Saratoga Ave Brooklyn, NY 11233 Multifamily Rental 19 2015 Present N Y N Self (Partnership)179 Saratoga Ave Brooklyn, NY 11233 Multifamily Rental 8 2015 Present N Y N Self (Partnership)

67

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):193 Skillman St Brooklyn, NY 11205 Multifamily Rental 7 2015 Present N Y N Self (Partnership)2 Spencer Place Brooklyn, NY 11216 Multifamily Rental 10 2015 Present N Y N Self (Partnership)218 St. James Place Brooklyn, NY 11238 Multifamily Rental 12 2015 Present N Y N Self (Partnership)226 Lefferts Place Brooklyn, NY 11238 Multifamily Rental 4 2015 Present N Y N Self (Partnership)236 Greene Avenue Brooklyn, NY 11238 Multifamily Rental 16 2015 Present N Y N Self (Partnership)25-27 Spencer Place Brooklyn, NY 11216 Multifamily Rental 12 2015 Present N Y N Self (Partnership)254 Marcus Garvey Blvd. Brooklyn, NY 11221 Multifamily Rental 6 2015 Present N Y N Self (Partnership)273-75 Quincy Street Brooklyn, NY 11216 Multifamily Rental 12 2015 Present N Y N Self (Partnership)277 Tompkins Ave Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)285 Classon Ave Brooklyn, NY 11205 Multifamily Rental 7 2015 Present N Y N Self (Partnership)29 Brevoort Place Brooklyn, NY 11216 Multifamily Rental 9 2015 Present N Y N Self (Partnership)35 Brevoort Place Brooklyn, NY 11216 Multifamily Rental 5 2015 Present N Y N Self (Partnership)44 Hancock Street Brooklyn, NY 11216 Multifamily Rental 7 2015 Present N Y N Self (Partnership)450 Lexington Ave. Brooklyn, NY 11216 Multifamily Rental 7 2015 Present N Y N Self (Partnership)460 Lexington Ave Brooklyn, NY 11216 Multifamily Rental 5 2015 Present N Y N Self (Partnership)468 Gates Ave. Brooklyn, NY 11216 Multifamily Rental 8 2015 Present N Y N Self (Partnership)48 Hancock Street Brooklyn, NY 11216 Multifamily Rental 6 2015 Present N Y N Self (Partnership)480 Gates Ave. Brooklyn, NY 11216 Multifamily Rental 8 2015 Present N Y N Self (Partnership)482 Gates Ave. Brooklyn, NY 11216 Multifamily Rental 8 2015 Present N Y N Self (Partnership)486 Gates Ave. Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)488 Gates Ave. Brooklyn, NY 11216 Multifamily Rental Vacant Lot 2015 Present N Y N Self (Partnership)490 Gates Ave. Brooklyn, NY 11216 Multifamily Rental Vacant Lot 2015 Present N Y N Self (Partnership)53-55 Hancock Street Brooklyn, NY 11216 Multifamily Rental 7 2015 Present N Y N Self (Partnership)542 Gates Avenue Brooklyn, NY 11221 Multifamily Rental 16 2015 Present N Y N Self (Partnership)546 Gates Avenue Brooklyn, NY 11221 Multifamily Rental 9 2015 Present N Y N Self (Partnership)567 Gates Ave Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)587 Gates Ave Brooklyn, NY 11216 Multifamily Rental 8 2015 Present N Y N Self (Partnership)592 Quincy Street Brooklyn, NY 11221 Multifamily Rental 6 2015 Present N Y N Self (Partnership)601 Quincy Street Brooklyn, NY 11221 Multifamily Rental 8 2015 Present N Y N Self (Partnership)617 Gates Ave Brooklyn, NY 11216 Multifamily Rental 8 2015 Present N Y N Self (Partnership)631-633 Lexington Avenue Brooklyn, NY 11221 Multifamily Rental 6 2015 Present N Y N Self (Partnership)660 Willoughby Avenue Brooklyn, NY 11206 Multifamily Rental 24 2015 Present N Y N Self (Partnership)666 Willoughby Avenue Brooklyn, NY 11206 Multifamily Rental 36 2015 Present N Y N Self (Partnership)674 Myrtle Ave Brooklyn, NY 11205 Multifamily Rental 2 2015 Present N Y N Self (Partnership)689 Dekalb Avenue Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)721-725 Dekalb Ave Brooklyn, NY 11216 Multifamily Rental 18 2015 Present N Y N Self (Partnership)722 Quincy Street Brooklyn, NY 11221 Multifamily Rental 3 2015 Present N Y N Self (Partnership)745 Dekalb Ave Brooklyn, NY 11216 Multifamily Rental 11 2015 Present N Y N Self (Partnership)753 DeKalb Ave Brooklyn, NY 11216 Multifamily Rental 4 2015 Present N Y N Self (Partnership)795-799 Dekalb Ave Brooklyn, NY 11216 Multifamily Rental 20 2015 Present N Y N Self (Partnership)801 Dekalb Ave Brooklyn, NY 11216 Multifamily Rental 3 2015 Present N Y N Self (Partnership)848 Greene Avenue Brooklyn, NY 11221 Multifamily Rental 3 2015 Present N Y N Self (Partnership)894 Kent Ave Brooklyn, NY 11205 Multifamily Rental 4 2015 Present N Y N Self (Partnership)956 Greene Avenue Brooklyn, NY 11221 Multifamily Rental 4 2015 Present N Y N Self (Partnership)96 Pulaski Street Brooklyn, NY 11206 Multifamily Rental 6 2015 Present N Y N Self (Partnership)138 East 112th New York, NY 1 Multifamily Rental 44 2013 4/30/2015 N N N Partnership

68

Property Address: Housing Type (i.e. 1 - 4 Number Dates of Management Section 8? LIHTC? Public Hsg OwnerBuiliding Number, Street family homes; multifamily of DU's From To (Y/N) (Y/N) Units ("Self", or provide name City, State, Zip rental; coop; condominium) (Y/N) and phone number):44-54 Warburton Ave Yonkers, NY 10701 Multifamily Rental 8 N Y N Self

69

FORM D-3

Page 1 of 2

Lower Concourse RFEIForm D-3: Management Questionnaire

Name of Applicant: Type A Real Estate Advisers LLC and L&M Development Partners, Inc.

Management Entity: C&C Apartment Management

1. Across your portfolio, what is the typical ratio of property managers to number of units? Describe if staffing plans differ based on the funding source (e.g. LIHTC or HOME).

Our portfolio consists of over 12,000 apartments (see attached property listing in Form D2). The vast majority of our properties are located in the five boroughs with the exception of Staten Island. Some of our larger urban developments and suburban senior buildings have on-site management staff. The property management and maintenance of most of our buildings are overseen from our Central Office with the following staff in place:

• Director of Property Management • Director of Quality Control • Director of Capital Projects • Six (6) On-Site General Managers • Seventeen (17) Property Managers • Six (6) On-Site Property and Assistant Property Managers • One (1) Maintenance Dispatcher• Three (3) Administrative Maintenance Coordinators

2. Describe the management and maintenance staffing plan envisioned for this project. If you have one, please submit a sample or project-specific Management Plan.

See sample management plan in Appendix A to this section. For this project, we anticipate assigning a property manager in the central C&C office, an on-site superintendent, an assistant superintendent and approximately six porters.

3. What property management certifications and licenses are held by your staff? (For example: RAM or IREM certification, tax credit certification, commercial real estate broker’s license, etc.)

C+C Apartment Management LLC holds a New York State Real Estate Broker’s License (Control Number 702818). Members of our staff have IREM, Tax Credit Certifications and TaCCS. Other certifications include CPM, ARM, C9P, SHCM, STAR, and NAHP-e, COSA, & NCHM.

4. Please describe any LIHTC and/or HOME compliance coursework management staff has completed.

All of our staff who are involved in leasing and compliance activities have completed LIHTC compliance coursework and certifications with Quadel Consulting, Spectrum Enterprises or another equivalent firm. Additionally members of our compliance team hold the following certificates: Certified Occupancy Specialist/Assisting Housing Manager Certificates; Mixed Finance (LIHTC & Project Based Section-8/AHM) Certificates; and Affirmative Fair Housing Marketing Plan Certificates. Our staff members have attended the following trainings: Fair Housing and Section 504 training and Maximizing Your Acquisition/Rehab LIHTC Project. In addition, we hold an annual full-day training workshop run by Spectrum Enterprises at our office for all staff to attend. In-house refresher courses are also provided upon request.

5. Has any property managed by the manager or owned by the owner ever had a recapture of LIHTC? If so, please explain in detail. Please include instances where you may have purchased or taken over management of a property with open compliance issues.No.

6. Have IRS Forms 8823s been issued for your properties, reporting noncompliance that was uncorrected at the time of issuance? If so, how many have been issued? Please include instances where you may have purchased or taken over management of a property with open compliance issues.

Page 2 of 2

Yes, C+C took over management of one property that had 8823’s and open compliance issues due to apartment maintenance. All issues have been corrected and there was no recapture.

7. Do any properties managed by the manager or owned by an affiliate of the owner have open HOME compliance issues? If so, please explain in detail. Please include instances where you may have purchased or taken over management of a property with open compliance issues.

Yes, C+C took over management of multiple buildings in mid-2015. In certain buildings prior management failed to complete annual income certifications for 2014. The problem has since been resolved.

8. Do any properties managed by the manager or owned by an affiliate of the owner have open Class C NYC Housing Maintenance Code violations or open NYC DOB violations? If so, please explain in detail. Please include instances where you may have purchased or taken over management of a property with openviolations.

There are open violations that either: a) predate the current ownership of the properties; b) are in the process of being cleared; or c) are pending closeout based on submission of Certifications of Completion.

9. Has the management company or any of its principals been disbarred by HUD or any other government agencies?

No.

10. What is the vacancy rate across your portfolio as of the date of this submission? Please explain.

Portfolio-wide, our vacancy rate is %. This includes all tri-state locations.

11. What are delinquent rents as a percentage of total rent roll across your portfolio of owned/managed properties? Please submit data showing arrears at 30, 60, and 90+ days arrearages.

The total annual rent roll for all managed properties combined is $ as of Summer 2016.of tenant receivables are delinquent in excess with the following breakdown:

• etween 30 and 60 days in arrears; • een 60 and 90 days in arrears; • ver 90 days in arrears.

We are working to collect the arrears on all of our properties. We expect to have a significant amount of the delinquencies that are more than 90 days past due resolved by year end.

12. Please submit a sample Monthly Management Report from the last year for an affordable housing property of your choosing.

See sample monthly management report in Appendix B to this section.

70

FORM D-3 APPENDIX B

1

Lower Concourse RFEIAppendix A to Form D-3

SAMPLEMANAGEMENT PLAN

1. Project Description

A. Total # of UnitsB. AMIsC. Unit SizeD. Unit Type

2. Managing Agent Responsibility

a. The Managing Agent will be responsible for the day-to-day operations of the community and will make decisions regarding the following:

• General maintenance• Building wide capital work• Minor building repairs• Preventative maintenance• Comprehensive financial reporting • Marketing/leasing of project-wide vacancies • Recertification of tenants• Collections• Emergency repairs• Tenant relations• General correspondence• Representing the Owner in all management capacities

b. The Owner will be consulted for the following:

• The hiring and firing of senior site employee and general maintenance staff• Changes of rules and policies• Before the signing of any contracts• When there is a deficit cash flow• Expenditures over $5,000.00• Acceptances of applicants• Evictions• Formulation of rules and policies

c. The Managing Agent shall be authorized and responsible to perform (or have performed) any services to protect life and property in connection with an emergency occurrence. The Agent will immediately notify the Owner of any and all emergency situations occurring at the property. In emergency situations not involving immediate threats to life or property, the Managing Agent shallbe authorized to spend up to $5,000.00 to remedy the situation of duress. All reasonable efforts will be made to contact the owner's representative before any decisions are made. The Managing Agent will inform <<Monitoring Agency>>, within twenty-four (24) hours, with respect to any damage caused to the property and/or any insurance liability claims that have been either filed or served upon the property.

d. The Managing Agent will set up an operating budget. An operating account will be established, from which disbursements will be made for payment such as, mortgage, utilities, insurance, taxes, payroll, supplies, and other direct service costs. The budget will be reviewed quarterly and readjustments will be made if necessary.

3. Staffing

a. Tenants will have daily access to C&C’s corporate office staff, which include the following departments:

• Accounting • Compliance• Human Resources & Payroll• Legal • Marketing• Property Management • Retail Management • Social Services• Yardi/ Business Systems• Maintenance• Customer Service• Purchasing• Capital Improvements• External Affairs/Community Relations• Security

All Departments are fully staffed with personnel specialized in industry standard techniques.

b. The COO along with the Quality Control Director & Regional Property Manager of C&C ApartmentManagement LLC will be responsible for hiring maintenance personnel, contract services and vendors.

c. C&C Apartment Management LLC conforms to equal employment opportunity requirements in its hiring practices. Applicants will be screened and their qualifications judged without regard to race, color, religion, handicap, familial status, national origin, age or sex.

d. The on site staffing needs are as follows:

The on-site staff will be comprised of:

Property Manager – Oversees all phases of the on-site operation of a property. Including, but not limited to, the general administration and maintenance of the physical property; to direct and control all personnel and resources to the end that the property is maintained at all times in good physical condition with a stabilized fiscal operation.

Superintendent - Performs all maintenance tasks; see job description. Annual salary associated with this position is deemed a project expense. Salary is contingent upon experience and an on-site apartment included in compensation package.

Porters – Performs general housekeeping tasks; see job description. Annual salary associated with this position is deemed a project expense.

71

e. All off-site personnel which could be termed "home office and/or supervisory" personnel shall be the employees of the Managing Agent.

4. Job Descriptions

a. Maintenance Superintendent – Please see Attachment A for job description.Porters – Please see Attachment A for job description

5. Maintenance And Administrative Responsibilities

a. Three-part program for resident orientation:

• The superintendent of maintenance reviews the physical workings of the apartments when the resident moves in. The superintendent reviews trash and recycling procedures, extermination as well as work order requests. An apartment checklist is also completed at this time.

• The House Rules and Regulations which is attached as a Rider to the Rent Stabilized Lease will be an integral part of the resident's orientation. All monies owed for first month rent and security deposit will be collected at the time of move-in.

b. Rent increases will be handled in accordance with the New York City Rent Stabilization Code and LIHTC program guidelines – Section 42 of the Internal Revenue Service accordingly.

c. All evictions will be handled in accordance with New York State Real Property Law.

d. In accordance with the property’s Resident Selection Plan, prior to any lease signing, all Low Income and Middle Income resident applications and supporting documentation will be submitted to the relevant Monitoring Agency for review and LIHTC and programmatic approval.

6. Maintenance And Repair Program

Residents will be responsible for maintaining apartment cleanliness taking care of trash disposal, including placing all garbage in plastic bags and placing it in the appropriate container. Large articles, such as furniture, tires and mattresses must be removed from the property by the resident.

a. Prior to a move-out, the maintenance staff will make a survey of the apartment to determine the conditions of all fixtures, kitchen appliances, walls, floors, cabinets and counters, and in general, the overall condition of the apartment. Where damage (greater than normal wear and tear) occurs, the tenant will be assessed accordingly. When an apartment is re-rented, a full cleaning will occur before the new tenant moves in. This will include repainting, full "industrial" cleaning of the kitchen and bathrooms and all appliances, install new light bulbs where necessary, and clean all fixtures. The floors will be cleaned or re-carpeted as necessary.

b. Cycle painting of interior will be done every three years or sooner if deemed necessary by the Agent.

c. Major repairs, not able to be handled by the on site maintenance staff, will be handled by independent local contractors.

Emergency repairs will be performed on an immediate call basis 24 hours a day, 7 days a week. Normal repair requests will be performed within 48 hours when possible. Emergency telephone numbers will be provided to the residents at the time of lease signing as well as posted on monthly rental invoices.

d. The property’s snow removal process will commence when accumulation reaches 1 ½” in depth orsooner, if deemed necessary. Following the snowfall activity, a third party contractor will be responsible to plow the residents’ parking areas and any fire access road(s). The shoveling, sanding and salting of the property’s sidewalks will be performed by the on-site staff. During an ice and/or snow storm, this task will be performed on a continual basis. In order to prevent any damage to the concrete curbs, the contractor will be responsible to lift the plow in an effort to push the snow away from the curb by at least three feet. The snow will not be pushed on sidewalks, in

front of dumpsters or on fire hydrants. If necessary, the removal of built-up snow will be performed accordingly.

e. Emergency repairs are defined as such:

• Lack of heat• Sewerage Backup• Broken pipes• Security• Any endangerment to life, health or safety

f. The Superintendent will be expected to handle all minor repairs as they occur and to report all major problems to the Manager immediately.

g. Resident orientation will include instructions on how to report problems. Specifically, residents are to contact the management office directly to report the issue and/or problem. By doing so, the management office can then record via work order system the issue and dispatch the Superintendent and/or vendor accordingly. In addition, management then has the ability to track the status of the problem along with the performance of the Superintendent. During the orientation a C&C Apartment Management and Property Related telephone directory will be provided to the residents.

h. All units will be inspected by the household and the Owner upon "move in" and "move out" and annually.

i. Extermination services will be provided on a monthly basis.

j. The building will have a controlled entry access system whereby all doors will be locked at all times – access to the building will be by key only (high security key that can not be duplicated) or via the intercom system. Additionally, surveillance cameras will be placed strategically in and around the building. The building will also participate in the Clean Hall Programs sponsored by the New York City Police Department.

7. Rent Collection

a. Rents will be paid by check or bank certified money order to a lockbox administered and managed by Capital One Bank or equivalent. No cash payments will be accepted. All payments must be made payable to either <<Entity Name>>. C&C Apartment Management LLC on behalf of <<Entity Name>> may deny any future personal check privileges if two checks are returned by the bank.

b. No partial payments will be accepted.

c. Rents will be due on the first of the month. If the resident does not pay the full amount of the rent by the end of the 15th day of the month, the Landlord may collect a late fee of $15.00. There will be a $15.00 charge for any returned checks plus applicable bank charges. These charges will go to the operational account and not to the Managing Agent.

d. Residents will be served with a Notice of Late Rent as stated in the Lease Agreement.

e. One of the main objectives of C&C Apartment Management LLC is to retain residents and maximize lease renewals. However, in certain unfortunate circumstances it will be necessary to terminate a lease and proceed with an eviction. Eviction is considered a remedy of last resort as it is costly, time consuming, and a psychologically difficult burden on the targeted party. An eviction will only be commenced in cases involving non-payment of rent, uncorrected nuisance, or serious nuisance.

In all cases an attempt to correct the problem will first be made. In the case of non-payment of rent a late notice will be sent and follow-up phone calls made. In the case of nuisance a 30 day letter will be sent and the tenant's response will be monitored accordingly. If a resident fails to correct either a nonpayment or nuisance deficiency an attorney will be contacted to proceed with a summary process action.

72

All evictions will be handled by a licensed professional attorney to make sure that all procedures are followed with all applicable statutes and state laws.

f. A security deposit equal to one month’s rent will be required of all residents moving into the property.

g. Any resident moving out of the property shall have their security deposit reimbursed within thirty days after their vacating the apartment, minus any outstanding costs. Security deposits are equal to one month’s rent. Costs in excess of the security deposit will be reported to a collection Agency if management is not successful in obtaining the balance.

h. Value of damage is determined by the Manager from established prices for materials and labor immediately prior to the resident move-out.

i. Funds received for rents and funds received for security deposits are deposited into two separate accounts. Funds received for resident rents are deposited into an operating account. Funds received for security deposits are deposited into the security deposit account.

8. Resident Services & Resident/Management Relations

a. The site selection is desirable to low and moderate income families and individuals since it isconveniently located to most services.

b. The design of the unit is suitable for the proposed population.

c. Referral services will be provided for area social service agencies.

d. The Central / Home office will maintain a listing of social services available in the greater metropolitan area. Such a list will encompass but not be limited to the following:

• Recreational and Social Activities• Health and Educational Services• Welfare/Social Services

9. Accounting and Record-Keeping

a. The following operating reports will be prepared by the Management for the Owner's review:

• Monthly:• Profit and Loss Statement• Statement of Disbursements

• Statement of Accounts Receivable• Statement of Payables

• Yearly:• Operating Budget

b. The cash flow will be monitored through a monthly profit and loss statement.

c. On an annual basis, calendar year, an audited financial statement will be prepared by an outside Accounting firm selected by the Owner of the development. The audited financial statements will be submitted to the relevant Monitoring Agency within 90 days of year end.

Management AgentC&C Apartment Management1735 Park AvenueSuite 300New York, NY 10035212-348-3248Contact: Robert Corso - COO

Owner<<Entity Name>> c/o1865 Palmer Ave, Suite 203Larchmont, NY 10538212.233.0495Contact:

ATTACHMENT A

Job Title: Property ManagerDepartment: Property ManagementReports To: Chief Operating OfficerFLSA Status: Exempt

SUMMARYThe Property Manager is responsible for all phases of the on-site operation of a property. Including, but notlimited to, the general administration and maintenance of the physical property; to direct and control allpersonnel and resources to the end that the property is maintained at all times in good physical condition with astabilized fiscal operation.

EDUCATION and/or EXPERIENCE• Knowledge of and experience in apartment management, preferably affordable• Moderate computer experience; excel, word required; Property management software experience helpful• Knowledge of financial & accounting matters.• Excellent Customer Service skills.• Ability to keep accurate records.• Proven experience in solving resident, personnel, vendor and financial problems.

PRIMARY REPSONSIBILITIES• Train and be responsible for work performance by all team members under his or her direction. Be certain

that all team members are properly certified as required.• Hire, terminate and discipline team members under direction of Human Resources• Perform written evaluations of employees and make recommendations for salary increases and/or

advancement, as required• Maintain accurate payroll records• Maintain regular, predictable and timely attendance records of ALL team members daily.• Adhere to all Company personnel directives.• Work effectively with local housing authority, if applicable, to ensure timely leasing and recertifying of

applicants/residents• Ensure complete implementation and compliance with Tax Credit/DHCR/Section 8, and any other pertinent

housing program requirements and directives as appropriate.• Collect rents and handle delinquent accounts in a timely and efficient manner• Make bank deposits daily and/or as required• Maintain necessary records of all financial transactions of the property• Adhere to all appropriate accounting directives, including but not limited to:

• Use of account numbers• Accounts payable system• The rent roll• Other monthly reports• Special accounting reports

73

• In conjunction with Maintenance Supervisor, obtain competitive bids for work/improvements scheduled, and process bid packages, as required

• In conjunction with Maintenance Supervisor, supervise outside contractors working on the property to assure contract compliance. Inspect onetime contractors' work upon completion of each contract specification step.

• Handle all details of move-ins and move-outs, giving special attention to apartment inspection check lists.

• Ensure that residents are provided with a clean, safe and well maintained Property.• Assist in development of annual budget;• Work effectively with residents and resident organizations,• Report accidents and emergency situations to the Corporate Office immediately and

prepare the proper reports.• Ensure that all maintenance requests are handled on a timely basis, and that residents

are notified if parts must be ordered or if there is any other type of delay. Ensure that appropriate written records are kept of all maintenance work completed.

• Continually inspect property and improvements, recording deficiencies and taking the necessary action, within budgetary-allocations. .

• Adhere to all maintenance and purchasing directives including, but not limited to:• Property inspections.• Unit inspections.• Maintenance work orders.• Inventory control systems.• Landscaping and grounds.• Safety and safety meetings.• Special maintenance items.• Purchase requisitions and purchase order procedures.• OSHA requirements; EPA requirements.• Purchase of office supplies

• Other duties as assigned.

PHYSICAL AND MENTAL FUNCTIONING REQUIREMENTS• Light to medium work that requires extensive standing, walking, stair climbing, stooping, crouching and

lifting up to 20 pounds frequently.• Ability to communicate effectively (expressing or exchanging ideas by means of the spoken or written word).

This skill/ability is important in work activities in which workers must impart or receive detailed information through oral or written communication.

• Neat and legible handwriting.• Pleasing personality and ability to work with and understand the problems and attitudes of residents and

prospective residents alike.• Common sense & judgment in day-to-day matters.• Self-Control• Ability to learn and adapt quickly

TYPE OF MACHINES, TOOL AND VEHICLES REQUIRED TO BE USED• Computer• Telephone• Vehicle• Ten-key calculator• Facsimile• Photocopier

QUALIFICATIONS• 3 - 5 years' experience in property management is ideal.• Proficient listener with excellent interpersonal skills, including tact, diplomacy and a courteous, professional

manner• Ability to communicate orally and in writing in a professional manner when dealing with internal and external

individuals

• Strong analytical , problem solving and negotiation skills• High energy and ability to interact and develop relationships in unknown environments• Ability to travel to company's sites to establish and maintain tenant relations• The applicant should be highly organized, patient, thorough, demonstrate a committed work ethic, and

eager to work as part of a team.• Ability to work independently and as part of a team with limited supervision• Working knowledge of assessing and using the internet• College degree preferred and/or property management credentials• Ability to interact with residents and handle complaints with reasonable discretion• Proficient in Microsoft Office

74

Job Title: Leasing Agent and/or Assistant Property ManagerDepartment: Property ManagementReports To: Property ManagerFLSA Status: Non-Exempt

SUMMARYSuccessfully rent apartments and handle all rental inquiries. Maintain rental records and assist in otherareas as directed by the Property Manager. Additionally, support Property Manager with on-the-jobtraining efforts.

PRIMARY REPSONSIBILITIES• Answer telephone.• Answer questions that pertain to property and set appointments.• Meet with agencies and other resources to market available units• Help develop promotional activities that will assist in marketing.• Inspect apartments prior to move-ins and report deficiencies to appropriate personnel.• Complete rental folders, leases and other necessary forms, and collect all rents and deposits with new

residents.• Complete initial and annual recertification of residents in timely manner to comply with LITC and HUD

regulations as well as any other pertinent housing program requirements.• Inspect models daily (if available).• Do light dusting, remove fingerprints, and generally straighten up for daily rental activity and close

models at end of the day.• Collect and post rent payments.• Receive and process work orders.• Do competitive shopping by phone and in person. Collect advertising from local media placed by

competition for review by Property Manager• Complete regular and special reports and duties as directed.• Assist other members of the property team as directed or needed.• Consistently maintain a professional, courteous attitude when dealing with residents, co- workers and

the general public.• Other duties as assigned.

PHYSICAL AND MENTAL FUNCTIONING REQUIREMENTS• Ability to function both inside and outside in all types of weather.• Light to medium work that requires extensive standing, walking, stair climbing, stooping, crouching and

lifting up to 20 pounds frequently.• Ability to communicate effectively (expression or exchanging ideas by means of the spoken or written

word). This skill/ability is important in work activities in which workers must impart or receive detailed information through oral or written communication.

Job Title: Maintenance SuperintendentDepartment: Property ManagementReports To: General Manager/Property ManagerFLSA Status: Non-Exempt

SUMMARYResponsible for maintenance of plumbing, electrical, grounds keeping, and apartment turnover, vendormanagement, apartment standards and successful management of maintenance requests ina timely manner Maybe assigned a variety of other tasks by supervisor.

PRIMARY REPSONSIBILITIES• Supervising staff• Communication with Manager on Status of Make Ready Units.• Appropriately notify the Property Manager if service requests cannot be completed due to ordering parts or

any other reason.• Responsible for effective and timely inspection and turn of vacant units.• Maintain workshop and storage area in a clean, neat and orderly fashion.• Keep Company tools, equipment and vehicles in properly maintained, good working order.• Responsible for purchasing inventory within budgeted guidelines in coordination with the Property Manager.• Institute and maintain preventive maintenance schedule.• Supervise capital projects.• Responsible for physical maintenance and appearance of vacant units, public areas, hallways, grounds

maintenance areas, offices, laundry areas• Review outside contractors for quality, cost efficiency, and timeliness. Assist in soliciting bids and obtaining

bids for projects as needed.• Consistently maintain a professional, courteous attitude when dealing with residents, co-workers and the

general public.• Work with manager or designee to complete apartment inspections.• Read and adhere to all Company policies and procedures.• Other duties as assigned.

PHYSICAL AND MENTAL FUNCTIONING REQUIREMENTS• Ability to function both inside and outside in all types of weather.• Medium to heavy work requiring prolonged or repeated standing, walking, climbing, stooping, kneeling,

crouching and lifting to a maximum of 100 lbs., with frequent lifting and carrying up to 50 1bs.• Good eye/hand coordination essential.• Color perception, the ability to differentiate between colors in terms of hue, and the ability to identify a

particular color or color combination from memory.• Must be able to read, speak and write English

TYPE OF MACHINES, TOOL AND VEHICLES REQUIRED TO BE USED• Hand tools normally used in construction, maintenance and landscaping.• Snow Removal and power tools including, circular saw, power drill, bench grinder, string trimmer, hedge

trimmer, power floor cleaner, carpet shampoo machine, power drain cleaner, chain saw and key machine, etc.

PERSONAL APPEARANCE• Neat, freshly groomed appearance including uniform shirt with collar, neatly pressed slacks and shoes.• Must be clean-shaven or beards trimmed daily.

QUALIFICATIONS• Basic knowledge in all building repair trades, purchasing procedures and practices, work safety

requirements and repair procedures• Ability to keep accurate and detailed records• Basic knowledge of janitorial procedures• Ability to interact with residents and handle complaints with reasonable discretion• High School Diploma or Equivalent preferred not required

75

Job Title:Department:Reports To:FLSA Status:

Maintenance Technician (Handyman)Property ManagementSuperintendentNon-Exempt

BASIC FUNCTION:Responsible for the cleanliness and maintenance of the building including grounds and fixtures. Effective inresident relations and resolution, and all other duties as required.

RESPONSIBILITIES:• Monitor building and grounds to ensure a neat and clean presentation and environment.• Complete minor and routine painting, plumbing, electrical wiring, carpentry and other related maintenance

activities using hand tools• Follow all written and verbal instructions.• Ensure all supplies are stored in appropriate areas.• Complete grounds maintenance duties such as mowing, trimming shrubbery, cultivating flower beds along

with snow, ice and debris removal.• Remove trash and dispose of in designated areas.• Maintain tools and equipment in a clean, orderly and safe manner.• Ensure security of building during and after completed jobs and report any security violations to

management.• Report the need for any major repairs to supervisor.• Report and repair emergency maintenance problems and/or environmental hazards immediately.• Adhere to all company policies and procedures paying special attention to health and/or safety procedures.• Emergency on-call duties as required or assigned.• Perform other related duties as assigned.

PHYSICAL AND MENTAL FUNCTIONING REQUIREMENTS:• Ability to function both inside and outside in all types of weather.• Medium to heavy work requiring prolonged or repeated standing, walking, climbing, stooping, kneeling,

crouching and lifting to a maximum of 100 lbs. on occasion with frequent lifting and carrying up to 501bs.• Good eye/hand coordination essential.• Color perception, the ability to differentiate between colors in terms of hue, and the ability to identify a


TYPE OF MACHINES, TOOL AND VEHICLES REQUIRED TO BE USED:• Hand tools normally used in construction, maintenance and landscaping.• Snow Blower and power tools including, circular saw, power drill, bench grinder, string trimmer, hedge

trimmer, power floor cleaner, carpet shampoo machine, power drain cleaner, chain saw and key machine, etc.

PERSONAL APPEARANCE:• Neat, freshly groomed appearance including uniform shirt with collar, neatly pressed slacks and shoes.• Must be clean-shaven or beards trimmed daily.

EDUCATION/TRAINING:• Degree: High School Diploma or Equivalent preferred not required

EXPERIENCE:• Prior maintenance experience helpful.• Ability to interact with residents and handle complaints with reasonable discretion

76

Job Title:Department:Reports To:FLSAStatus:

Maintenance PorterProperty ManagementSuperintendentNon-Exempt

BASIC FUNCTION:Responsible for the cleanliness and maintenance of the building including public areas, grounds and fixtures.Effective in resident relations and resolution, and all other duties as required.

RESPONSIBILITIES:• Monitor building and grounds to ensure a neat and clean presentation and environment.• Follow all written and verbal instructions.• Ensure all supplies are stored in appropriate areas.• May complete grounds maintenance duties such as mowing, trimming shrubbery, cultivating flower beds

along with snow, ice and debris removal.• Remove trash and dispose of in designated areas.• Maintain tools and equipment in a clean, orderly and safe manner.• Ensure security of building during and after completed jobs and report any security violations to

management.• Report the need for any major repairs to supervisor.• Report and repair emergency maintenance problems and/or environmental hazards immediately.• Adhere to all company policies and procedures paying special attention to health and/or safety procedures.• Perform other related duties as assigned.

PHYSICAL AND MENTAL FUNCTIONING REQUIREMENTS:• Ability to function both inside and outside in all types of weather.• Medium to heavy work requiring prolonged or repeated standing, walking, climbing, stooping, kneeling,

crouching and lifting to a maximum of 100 lbs. on occasion with frequent lifting and carrying up to 501bs.• Good eye/hand coordination essential.• Color perception, the ability to differentiate between colors in terms of hue, and the ability to identify a


TYPE OF MACHINES, TOOL AND VEHICLES REQUIRED TO BE USED:• Hand tools normally used in construction, maintenance and landscaping.• Snow Blower, edger, hedge trimmer, power floor cleaner, carpet shampoo machine, power drain cleaner,

and key machine, etc.

PERSONAL APPEARANCE:• Neat, freshly groomed appearance including uniform shirt with collar, neatly pressed slacks and shoes.• Must be clean-shaven or beards trimmed daily.

EDUCATION/TRAINING:• Degree: High School Diploma or Equivalent preferred not required

EXPERIENCE:• Prior maintenance experience helpful.• Basic knowledge of janitorial procedures• Ability to interact with residents and handle complaints with reasonable discretion

77

FORM D-3 APPENDIX C

3. Project Financial Information & Letters of Interest

83

Type A and L+M bring deep expertise in financing mixed-use mixed-income projects to the Bronx Point proposal. Collectively, we have developed over 15,000 units, representing over $5 billion in investment during the past 50 years, many of which have been compli-cated affordable and mixed-income housing transactions in New York City. The project is backed by significant financial expertise and strength. Type A and L+M use their deep financial capabilities to further the mission of expanding affordable housing opportuni-ties for families, enhancing the communities that we serve, and providing services and job opportunities to its residents.

Bronx Point proposes two buildings, totaling over 750,000 SF. The development includes two cohesive but completely independent buildings, allowing for a project that can easily be phased. The following presents a thoughtful financing approach using methods and strategies that have been used in similar projects. We leverage existing New York City programs and term sheets as well as Federal tax credits and private capital to craft a feasible preliminary structure. While we realize there is much work ahead, you can be assured that we’ll use our capabilities and resources as much as possible to realize this vision for the benefit of the Bronx and New York City.

FINANCING USES

Uses of Funds Total Parcel A Parcel B

Acquisition Costs 2 1 1 Hard CostsSoft CostsFinancingReservesDeveloper Fee

------------------ ------------------- ------------------TOTAL USES $323,429,406 $207,627,931 $115,801,475

HARD COSTS: Construction costs are assumed to be $ per SF on Parcel/Build-ing A and $ per SF on Parcel/Building B. L+M has visibility into construction costs as a result of having an affiliated construction company that has built thousands of units of housing. Parcel A anticipates a steel podium with a block and plank superstructure while Parcel B assumes a poured in place concrete structure because of its taller height. The budget also includes the cost premiums associated with LEED and other proposed energy efficiency elements related to windows, PV systems, and efficient appliances and lighting fixtures.

Soft Costs: Soft costs are based on comparable developments by Type A and L+M. Fixed costs such as legal, architecture, engineering, and geotechnical fees, are based on esti-mates or past experience on comparable developments. Financing fees are estimated in accordance with City term sheets and similar projects.

FINANCING SOURCES

Construction Sources Total Parcel A Parcel B

First MortgageSecond MortgageThird MortgageAccrued InterestTax Credit Equity - LIHTCDeferred Dev FeeNew Market Tax CreditsBrownfield Tax CreditsUHHM Fundraise

-TOTAL SOURCES $323,429,406 $207,627,931 $115,801,475

84

Permanent Sources Total Parcel A Parcel B

First MortgageSecond MortgageThird MortgageAccrued InterestTax Credit Equity - LIHTCDeferred Dev FeeNew Market Tax CreditsBrownfield Tax CreditsUHHM Fundraise

TOTAL SOURCES $323,429,406 $207,627,931 $115,801,475

FIRST MORTGAGE BONDS:

TAX CREDIT EQUITY - LIHTC:

TAX CREDIT EQUITY - BROWNFIELD:

SECOND & THIRD MORTGAGE SUBSIDY:

ACCRUED INTEREST:

OPERATING INCOME AND EXPENSE

INCOME

Rental income from the affordable units was underwritten using 2016 AMI rents assum-ing a 0-3% affordability band. The units are reserved for households with incomes up to 40%, 60%, 80%, 100%, and 130% of AMI, allowing for a broad range of income to be eligi-ble for the apartments. Note that these are general target averages and therefore, addi-tional or alternate income tiers can be considered as helpful to meet the City’s goals and the needs of the community. The team is committed to making these units permanently affordable, anticipating a full tax abatement to be available for these units.

Rental income for the retail spaces are underwritten at $ to $ psf based on L+M’s ex-perience leasing similarly sized retail spaces in similar neighborhoods and also on consul-tation with interested tenants. Enclosed are letters of interest from all anticipated uses.

Rental income for the community facility spaces are underwritten at $ to $ psf. This provides a reasonable, affordable cost for the organizations that will provide services to the community. The BronxWorks space does not assume a rent as a host of community services, provided to the most needed low-income families, will be provided from this space. L+M has been a long supporter of BronxWorks, partnering to support a wide range of community services. Recently, L+M helped open BronxWorks Offices at Bronxchester

85

Houses, which is programmed to provide afterschool and summer camp programs for children, workforce development services for working-age adults, and senior services.

Standard vacancy rates of 5% for residential and 10% for commercial and community facility are applied across all phases of the project.

MAINTENANCE AND OPERATION (M&O) EXPENSES

Annual M&O expenses are derived from HDC’s underwriting standards as well as the staffing requirements of each residential building. The buildings will have a live-in su-perintendent and several porters. Approximately 9 full-time equivalent jobs will be cre-ated for building staff. We assume a full tax exemption, such as through Article XI, for the affordable units.

FINANCING FOR THE UNIVERSAL HIP HOP MUSEUM (UHHM)

It is assumed that a separate condominium will be formed for the museum and financed as a New Market Tax Credit (NMTC) transaction. This will require an allocation of ap-proximately $22mm from Community Development Entities (CDEs). We assume a raise of $0.87, yielding approximately $7mm in NMTC equity. L+M has extensive experience with NMTC transactions having recently secured over $37mm in NMTC allocations from several CDEs for its Essex Crossing project in the Lower East Side. The team will con-sider adding additional uses to the NMTC transaction in order to generate additional tax credits. The remaining costs of the museum will be funded via Brownfield tax credits and fundraising efforts. It is expected that the UHHM not-for-profit organization will own the museum long term for the benefit of the community.

The UHHM will be a ground-breaking development for the Harlem River waterfront, the borough of the Bronx, and the City of New York. It will be a global magnet for visitors and will be a catalyst for future development along the Bronx waterfront. Coupled with UHHM’s outstanding team of accomplished and influential individuals and partnerships with major corporations, we are confident that UHHM will be able to raise the necessary funds to launch the museum.

CONSIDERATION

As per the RFEI, we assumed a nominal lease rent since HPD/HDC subsidy is contem-plated. We propose a $1,000,000 security deposit. Additionally, we propose sharing 20% of any cash flow available for sponsor distributions with NYCEDC and New York City Partners in perpetuity. We also include a $50,000 annual payment for the maintenance of the accessible open space.

PROJECTIONS

Enclosed is a full pro forma for each building along with a supporting letter of interest from Wells Fargo for the letter of credit and the tax credit equity. They have reviewed our projections and have found them to be viable.

ALTERNATIVE DESIGN OPTION

The team explored a taller tower on Parcel B, nearing approximately 40 stories. We can certainly proceed with this execution; however, the building would be significantly more expensive, requiring considerably more resources. The proposed base scheme is a viable execution that can be completed in the near future with the second phase starting 6 months to 1 year after the first phase.

ASSURED EXECUTION

Type A and L+M have a consistent track record of successfully completing development projects in NYC, often in partnership with NYCEDC, HDC, and HPD. We look forward to potentially building on our previous collaborations with New York City to provide an iconic project in the Bronx that will attract a global audience while providing much need-ed services to the local community. The City can be assured that we have the necessary resources to complete Bronx Point in a thoughtful manner that will be sensitive to the needs of the community.

86

Project: BRONX POINT (ALL) Address: 65 East 149th Street Borough: Bronx Community District: 4Description: Lower Concourse City: Bronx Block: 2356 City Council District: 8

North RFEI State: New York Lot: 2 City Council Member: Melissa Mark-ViveritoTotal Summary

Project Site Construction Sources Total % Total Per Unit Per GSFTotal Parcel Size 158,000 sfZoning District R7-2 / C2-4 First MortgageResidential ZSF - Parcel A 583,406 sf Second Mortgage

Third MortgageProgram ZSF NSF GSF Accrued Interest

Tax Credit Equity - LIHTCResidential 563,406 487,459 580,308 Deferred Dev FeeLobby, Amenities 20,000 0 20,600 New Market Tax CreditsRetail - UHHM 55,844 57,519 57,519 Brownfield Tax CreditsRetail - Regal, F&B, Local 53,893 55,510 55,510 UHHM FundraiseCommunity Facility 37,187 38,303 38,303 --------------------- ---------------------- -------------------- ----------------------

TOTAL 730,330 sf 638,791 sf 752,240 sf TOTAL SOURCES $323,429,406 100.0% 468,738 429.96

Apartment Mix Units % Type Permanent Sources Total % Total Per Unit Per GSFStudio 157 22.8%1 Bedroom 212 30.7% First Mortgage2 Bedroom 199 28.8% Second Mortgage3 Bedroom 122 17.7% Third Mortgage

TOTAL 690 100% Accrued InterestTax Credit Equity - LIHTC

Income Mix Units % Type Deferred Dev FeeAt 130% AMI 99 14.3% New Market Tax CreditsAt 100% AMI 105 15.2% Brownfield Tax CreditsAt 80% AMI 138 20.0% UHHM FundraiseAt 60% AMI 241 34.9% --------------------- ---------------------- -------------------- ----------------------At 40% AMI 105 15.2% TOTAL SOURCES $323,429,406 100.0% 468,738 429.96 Super 2 0.3%

TOTAL 690 100.0% Uses of Funds Total % Total Per Unit Per GSF

Operating Assumptions Acquisition Costs 2 0.0% 0 0.00 Stabilized First-Year Total Hard CostsRevenues Soft CostsOperating Expenses FinancingNet Operating Income ReservesDebt Service Developer FeeCash Flow15-Year Cash Flow TOTAL USES $323,429,406 100.0% 468,738 429.96

Project: BRONX POINT A Address: 65 East 149th Street Borough: Bronx Community District: 4Description: Lower Concourse City: Bronx Block: 2356 City Council District: 8

North RFEI State: New York Lot: 2 City Council Member: Melissa Mark-Viverito



84% 1.03 Tax Credit Equity - LIHTCResidential 339,920 294,099 350,118 Deferred Dev FeeLobby, Amenities 10,000 0 10,300 New Market Tax CreditsUHHM 55,844 57,519 57,519 Brownfield Tax CreditsRetail - Regal, F&B, Local 50,382 51,893 51,893 UHHM FundraiseCommunity Facility 7,435 7,658 7,658

TOTAL 463,581 sf 411,170 sf 477,488 sf TOTAL SOURCES $207,627,931 100.0% 499,106 434.83 * areas are coded as per plan estimate

Permanent Sources Total % Total Per Unit Per GSFApartment Mix Units % Type

Studio 95 22.8% First Mortgage1 Bedroom 127 30.5% Second Mortgage2 Bedroom 120 28.8% Third Mortgage3 Bedroom 74 17.8% Accrued Interest

TOTAL 416 100% Tax Credit Equity - LIHTCDeferred Dev Fee

Income Mix Units % Type New Market Tax CreditsAt 130% AMI 60 14.4% Brownfield Tax CreditsAt 100% AMI 63 15.1% UHHM FundraiseAt 80% AMI 83 20.0% -------------------- --------------------- ----------------- ---------------------At 60% AMI 146 35.1% TOTAL SOURCES $207,627,931 100.0% 499,106 434.83 At 40% AMI 63 15.1%Super 1 0.2% Uses of Funds Total % Total Per Unit Per GSF

TOTAL 416 100.0%Acquisition Costs 1 0.0% 0 0.00

Operating Assumptions Hard CostsStabilized First-Year Total Soft CostsRevenues 8,192,008 FinancingOperating Expenses (2,602,382) ReservesNet Operating Income 5,589,625 Developer FeeDebt Service (4,860,856)Cash Flow 728,769 TOTAL USES $207,627,931 100.0% 499,106 434.83 15-Year Cash Flow 20,353,473

BRONX POINT ADevelopment Budget

BUILDING PROGRAM

Residential 360,418 sf 77% eligibleUHHM 57,519 sf

Retail - Regal, F&B, Local 51,893 sfCommunity Facility 7,658 sf

TOTAL 477,488 sf

Acquisition Assumptions Total Eligible Ineligible Per Unit Per GSFAcquisition Costs - Note/Land Purchase 1$ - 1 0 0.00Acquisition Loan Takeout -$ - - - -Air Rights, 421A Certificates, Inclusionary -$ - - - -Legal, Lender Fees -$ - - - -Land Carry Costs - Option Payments -$ - - - -

SUM OF ACQUISITION 1$ - 1 0 0.00

Hard CostsConstruction Hard Costs - Residential Construction Hard Costs - UHHMConstruction Hard Costs - Retail (Other)Construction Hard Costs - Community Facility

SUBTOTAL HARD COSTSHard Cost Contingency

SUM OF HARD COSTS

Soft Costs Cost Eligible IneligibleAccountingLegal, Borrower - TransactionLegal, Borrower - Zoning/ULURPLegal, Borrower - Tax AbatementLegal, LenderLegal, Condo PlanLegal, Other (e.g. land use)

SUM OF ACCOUNTING AND LEGALAppraisalEnvironmentalSurveysBorings/GeotechOther Third Party Reports

SUM OF THIRD PARTY REPORTSArchitectStructural EngineerMechanical EngineerLandscape ArchitectFaçade EngineerExpeditor/Code ConsultantLender EngineerControlled InspectionsA&E ReimbursablesOther Eng, Consultants - AcousticOther Eng, Consultants - SOE EngineerOther Eng, Consultants - SustainabilityBlueprints and Drawings Internal

SUM OF ARCHITECTURE AND ENGINEERINGBuilders RiskLiabilityInsurance, OtherMortgage Insurance

SUM OF INSURANCEBuilding & Other PermitsSite Plan Review

SUM OF PERMITS AND FEESMortgage Recording TaxTransfer TaxReal Estate TaxesTax Abatement

SUM OF TAXES AND RELATEDSecurityAbatement and DemolitionSite Safety Inspections

SUM OF SITE COSTSMarketing ConsultantsAdvertising and MediaSales Rental Office OperationsBrokerage/CommissionsOther Marketing

SUM OF MARKETINGWater and SewerElectricElectric - Con Ed Apartment DepositsTemporary Heat

SUM OF UTILITIESTitle Insurance and Recording

SUM OF TITLEFF&EPunch List/Final CleaningPartnershipRetail Costs - TI, Commissions

SUM OF OTHER SOFT COSTSSUBTOTAL SOFT COSTS

Soft Cost ContingencySUM OF SOFT COSTS

Financing and Related CostsLoan InterestMezz Financing Interest Investor Fund FeesConstruction Financing FeeInterest Rate HedgeTax Credit Fees - LIHTCLender Fees - Constr. CommitmentLender Fees - L/C Fee (Term: 34 months)Lender Fees - Perm CommitmentLender Fees - Application/Other FeesBond Issuer, Commitment FeeBond Issuer, Cost of Issuance - NYSBond Issuer, Cost of Issuance - HDCLoan Interest - NMTCTax Credit Fees - NMTCLender Fees - Constr. Commitment - NMTCOther Financing Costs

SUM OF FINANCING COSTS

Reserves and Developer FeeOperating Reserves - ResidentialOperating Reserves - Non-ResidentialDeveloper Fee

SUBTOTAL RESERVES AND FEE

TOTAL DEVELOPMENT COSTS 207,827,931$ 178,402,325 29,425,606 499,586 435.25

BRONX POINT PRO FORMA

87

BRONX POINT AFinancing Assumptions

Permanent Loan Sizing (Residential)

HDC 1st irst DSCHDC 2nd verall DSCHPD 3rd / E

Fourth

HDC 1st HDC 2nd HPD 3rd Fourth Units 416Loan Amount EGITerm ExpensesRate NOIAmortization ConstantAmount Amortized End Balance

Annual Debt Service

DSCRI/E

Low Income Housing Tax Credit Calculation

4% LIHC 9% LIHC SLIHCReceived? Yes No NoEligible Basis Applicable FractionDDA/QCT Adjustment Qualified Basis

Applicable PercentageActual Annual Tax Credit

Total Tax CreditsNet Raise Net Proceeds to Project

Brownfield Tax Credits

% of site eligible accepted into BCP% of environmental eligible

Qualified Tangible Property BucketSite Prep Bucket Qualified Tangible Property Cost HC eligible less LIHC basis, Site PrepTotal Eligible Site Prep Costs Total Qual Tangible Prop Cost HC eligible * amnt of bldg in program

App percentage: Res Dev. Track 4 Applicable percentage BOA, En-Zone, affordable housing)

Total Site Prep Credit Total Eligible Tangible Costs

Total Tax Credits: * Credit Cap = 3x site prep costs or $35mm

Raise

Proceeds used for Parcel Aused for Parcel B

Construction Interest Worksheet

Construction Period 26 monthsLease-up 8 monthsTotal Period 34 months

AFR-RelatedLoan Amount Outstandings Term Rate Interest Accrued Interest

ResidentialLong Term Bonds

Short Term Bonds

HDC 2nd

HPD 3rd

Negative Arbitrage Long Term Short Term

Letter of Credit

CommercialFirst Mortgage

New Market Tax Credits (UHHM)Interest Only Amortizing

MUST PAY Loan Amount YR 1 NOI Amt Term Rate Payment Payment DSCRFirst Senior Note / UHHM FundSecond Note

CASH FLOW PAYABLEFirst Loan / Brownfield Tax CreSecond Loan

Credit RaiseNMTC Equity Proceeds Ineligible FeesEquity Source Eligible Fees

Net Proceeds

BRONX POINT AUnit Distribution

Assumptions Building Household FactorsAMI $90,600 Total Res GSF 350,118 zsf Studio 0.60Housing Expense 30% Total Res ZFA 339,920 gsf 1 Bedroom 0.75Affordability Band 3% Total Res NSF 294,099 gsf 84% 2 Bedroom 0.90

Units 416 3 Bedroom 1.04Rooms 1,421

Unit Distribution

Affordable130% of AMI

Mix:15.0% Total SF GSF Units

UtilityAllowance Monthly Rent Rent per SF

Annual Gross Rent

Studio 12.4% 5,301 425 12 39 1,729 48.82 248,9761 Bedroom 26.0% 11,470 600 19 40 2,170 43.40 494,7602 Bedroom 35.0% 15,440 875 18 41 2,611 35.81 563,9763 Bedroom 25.0% 11,029 1,000 11 54 3,009 36.11 397,188Super (2 BR) 1.6% 875 875 1

TOTAL / AVG 100.0% 44,115 sf 723 sf 61 $2,368 $39.42 $1,704,900




Annual Gross Rent

Studio 14.0% 6,176 425 15 39 1,321 37.30 237,7801 Bedroom 26.0% 11,470 600 19 40 1,660 33.20 378,4802 Bedroom 35.0% 15,440 875 18 41 1,999 27.41 431,7843 Bedroom 25.0% 11,029 1,000 11 54 2,302 27.62 303,864Super (2 BR)

TOTAL / AVG 100.0% 44,115 sf 700 sf 63 $1,788 $30.36 $1,351,908




Annual Gross Rent


TOTAL / AVG 100.0% 58,820 sf 709 sf 83 $1,391 $23.46 $1,385,928




Annual Gross Rent

Studio 14.0% 14,411 425 34 39 736 20.78 300,2881 Bedroom 26.0% 26,763 600 45 40 929 18.58 501,6602 Bedroom 35.0% 36,027 875 41 41 1,121 15.37 551,5323 Bedroom 25.0% 25,734 1,000 26 54 1,289 15.47 402,168Super (2 BR)

TOTAL / AVG 100.0% 102,935 sf 705 sf 146 $1,002 $16.99 $1,755,648




Annual Gross Rent

Studio 14.0% 6,176 425 15 39 464 13.10 83,5201 Bedroom 26.0% 11,470 600 19 40 589 11.78 134,2922 Bedroom 35.0% 15,440 875 18 41 713 9.78 154,0083 Bedroom 25.0% 11,029 1,000 11 54 817 9.80 107,844Super (2 BR)

TOTAL / AVG 100.0% 44,115 sf 700 sf 63 $634 $10.77 $479,664

TOTAL / AVG 294,099 sf 707 sf 416 $1,341 $22.77 $6,678,048

Unit MixIncome Tier Units Mix Avg Rent Annual Rent GSF GSF/Unit

130% of AMI 61 14.7% 2,368 1,704,900 44,115 723100% of AMI 63 15.1% 1,788 1,351,908 44,115 70080% of AMI 83 20.0% 1,391 1,385,928 58,820 70960% of AMI 146 35.1% 1,002 1,755,648 102,935 70540% of AMI 63 15.1% 634 479,664 44,115 70030% of AMI 0 0.0% 0 0 0 0

TOTAL / AVG 416 100% $1,341 $6,678,048 294,099 sf 707 sf

Unit Type Units Mix Avg Rent Annual Rent GSF GSF/UnitStudio 95 22.8% 968 1,103,352 40,299 4241 Bedroom 127 30.5% 1,243 1,894,992 76,466 6022 Bedroom 120 28.8% 1,504 2,147,700 103,810 8653 Bedroom 74 17.8% 1,725 1,532,004 73,525 994

TOTAL / AVG 416 100% $1,341 $6,678,048 294,099 sf 707 sf

88

BRONX POINT AResidential Operating Budget

Income TOTAL

ResidentialResidential Income - Market - Residential Income - Middle 3,056,808 Residential Income - Affordable 3,621,240 Laundry Income Potential Gross IncomeVacancyNet Residential Income

Community FacilityPotential IncomeVacancyNet Retail Income

RetailPotential IncomeVacancyNet Retail Income

ParkingParking Income VacancyNet Parking Income

NET GROSS INCOME

OPEX (Residential ONLY) per Room per Unit % EGI TOTAL

General AdministrationLeasingGeneral OverheadCompliance and FilingMarketingMonitoring FeesProperty Management

Legal and Other FeesLegalAccounting / Auditing

Payroll and Benefits1 Super $60,000 /year5.0 Staff/Porter $40,000 /year

Property InsuranceProperty + Boiler/Mach.General Liability

Repairs and MaintenanceBuilding SuppliesGeneral RepairsElevatorsLandscaping / Snow Rem.Exterminator/Cleaning/LandscapingPainting

UtilitiesGas (Heat, Cooking, HW)Electric (Common Areas)Water & Sewer

SUBTOTAL M&O EXPENSES

Real Estate TaxesReplacement Reserves

TOTAL M&O EXPENSES

NET OPERATING INCOME

BRONX POINT APro Forma

Project Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

REVENUE escalationResidential - Market-Rate 2.0% - - - - - - - - - - - - - - -Residential - Middle-Income 2.0% 3,056,808 3,117,944 3,180,303 3,243,909 3,308,787 3,374,963 3,442,462 3,511,312 3,581,538 3,653,169 3,726,232 3,800,757 3,876,772 3,954,307 4,033,393Residential - Affordable 2.0% 3,621,240 3,693,665 3,767,538 3,842,889 3,919,747 3,998,142 4,078,104 4,159,666 4,242,860 4,327,717 4,414,271 4,502,557 4,592,608 4,684,460 4,778,149Laundry Income 2.0% Vacancy Community Facility 2.0% Community Facility Vacancy Retail 2.0% Retail Vacancy

TOTAL REVENUE

EXPENSESGeneral Administration 3.0% Property Management 3.0% Legal and Other Fees 3.0% Payroll and Benefits 3.0% Property Insurance 3.0% Repairs and Maintenance 3.0% Utilities 3.0%

SUBTOTAL EXPENSES Real Estate Taxes 3.0% Replacement Reserves 3.0%

TOTAL EXPENSES


PERMANENT DEBT SERVICE1st Mortgage 2nd Mortgage 3rd Mortgage 4th Mortgage

TOTAL DEBT SERVICE

DSCR I/E

NET CASH FLOW

Project: BRONX POINT B Address: 65 East 149th Street Borough: Bronx Community District: 4Description: Lower Concourse City: Bronx Block: 2356 City Council District: 8

North RFEI State: New York Lot: 2 City Council Member: Melissa Mark-Viverito



84% 1.03 Tax Credit Equity - LIHTCResidential 223,486 193,360 230,191 Deferred Dev FeeLobby, Amenities 10,000 0 10,300 New Market Tax CreditsRetail - Other 0 0 0 Brownfield Tax CreditsRetail - Local 3,511 3,616 3,616 UHHM FundraiseCommunity Facility 29,752 30,645 30,645

TOTAL 266,749 sf 227,621 sf 274,751 sf TOTAL SOURCES $115,801,475 100.0% 422,633 421.48 * areas are coded as per plan estimate

Permanent Sources Total % Total Per Unit Per GSFApartment Mix Units % Type

Studio 62 22.6% First Mortgage1 Bedroom 85 31.0% Second Mortgage2 Bedroom 79 28.8% Third Mortgage3 Bedroom 48 17.5% Accrued Interest

TOTAL 274 100% Tax Credit Equity - LIHTCDeferred Dev Fee

Income Mix Units % Type New Market Tax CreditsAt 130% AMI 39 14.2% Brownfield Tax CreditsAt 100% AMI 42 15.3% UHHM FundraiseAt 80% AMI 55 20.1%At 60% AMI 95 34.7% TOTAL SOURCES $115,801,475 100.0% 422,633 421.48 At 40% AMI 42 15.3%Super 1 0.4% Uses of Funds Total % Total Per Unit Per GSF

TOTAL 274 100.0%Acquisition Costs 1 0.0% 0 0.00

Operating Assumptions Hard CostsStabilized First-Year Total Soft CostsRevenues FinancingOperating Expenses ReservesNet Operating Income Developer FeeDebt Service -------------------- --------------------- ----------------- ---------------------Cash Flow TOTAL USES $115,801,475 100.0% 422,633 421.48 15-Year Cash Flow

89

BRONX POINT BDevelopment Budget

BUILDING PROGRAM

Residential 240,491 sf 99% eligibleRetail - UHHM 0 sf

Retail - Regal, F&B, Local 3,616 sfCommunity Facility 30,645 sf

TOTAL 274,751 sf

Acquisition Assumptions Total Eligible Ineligible Per Unit Per GSFAcquisition Costs - Note/Land Purchase 1$ - 1 0 0.00Acquisition Loan Takeout -$ - - - -Air Rights, 421A Certificates, Inclusionary -$ - - - -Legal, Lender Fees -$ - - - -Land Carry Costs - Option Payments -$ - - - -

SUM OF ACQUISITION 1$ - 1 0 0.00

Hard CostsConstruction Hard Costs - Residential Construction Hard Costs - Retail (UHHM)Construction Hard Costs - Retail (Other)Construction Hard Costs - Community Facility

SUBTOTAL HARD COSTSHard Cost Contingency

SUM OF HARD COSTS

Soft CostsAccountingLegal, Borrower - TransactionLegal, Borrower - Zoning/ULURPLegal, Borrower - Tax AbatementLegal, LenderLegal, Condo PlanLegal, Other (e.g. land use)

SUM OF ACCOUNTING AND LEGALAppraisalEnvironmentalSurveysBorings/GeotechOther Third Party Reports

SUM OF THIRD PARTY REPORTSArchitectStructural EngineerMechanical EngineerLandscape ArchitectFaçade EngineerExpeditor/Code ConsultantLender EngineerControlled InspectionsA&E ReimbursablesOther Eng, Consultants - AcousticOther Eng, Consultants - SOE EngineerOther Eng, Consultants - SustainabilityBlueprints and Drawings Internal

SUM OF ARCHITECTURE AND ENGINEERINGBuilders RiskLiabilityInsurance, OtherMortgage Insurance

SUM OF INSURANCEBuilding & Other PermitsSite Plan Review

SUM OF PERMITS AND FEESMortgage Recording TaxTransfer TaxReal Estate TaxesTax Abatement

SUM OF TAXES AND RELATEDSecurityAbatement and DemolitionSite Safety Inspections

SUM OF SITE COSTSMarketing ConsultantsAdvertising and MediaSales Rental Office OperationsBrokerage/CommissionsOther Marketing

SUM OF MARKETINGWater and SewerElectricElectric - Con Ed Apartment DepositsTemporary Heat

SUM OF UTILITIESTitle Insurance and Recording

SUM OF TITLEFF&EPunch List/Final CleaningPartnershipRetail Costs - TI, Commissions

SUM OF OTHER SOFT COSTSSUBTOTAL SOFT COSTS

Soft Cost ContingencySUM OF SOFT COSTS

Financing and Related CostsLoan InterestMezz Financing Interest Investor Fund FeesConstruction Financing FeeInterest Rate HedgeTax Credit Fees - LIHTCLender Fees - Constr. CommitmentLender Fees - L/C Fee (Term: 34 months)Lender Fees - Perm CommitmentLender Fees - Application/Other FeesBond Issuer, Commitment FeeBond Issuer, Cost of Issuance - NYSBond Issuer, Cost of Issuance - HDCLoan Interest - NMTCTax Credit Fees - NMTCLender Fees - Constr. Commitment - NMTCOther Financing Costs

SUM OF FINANCING COSTS

Reserves and Developer FeeOperating Reserves - ResidentialOperating Reserves - Non-ResidentialDeveloper Fee

SUBTOTAL RESERVES AND FEE

TOTAL DEVELOPMENT COSTS 115,901,475$ 97,890,440 18,011,035 422,998 421.84

BRONX POINT BFinancing Assumptions

Permanent Loan Sizing (Residential)

HDC 1st First DSCHDC 2nd Overall DSCHPD 3rd I / E

Fourth

HDC 1st HDC 2nd HPD 3rd Fourth UnitsLoan Amount EGITerm ExpensesRate NOIAmortization ConstantAmount Amortized End Balance

Annual Debt Service

DSCRI/E

Low Income Housing Tax Credit Calculation

4% LIHC 9% LIHC SLIHCReceived? Yes No NoEligible Basis Applicable FractionDDA/QCT Adjustment Qualified Basis

Applicable PercentageActual Annual Tax Credit

Total Tax CreditsNet Raise Net Proceeds to Project

Construction Interest Worksheet

Construction Period 26 monthsLease-up 8 monthsTotal Period 34 months

AFR-RelatedLoan Amount Outstandings Term Rate Interest Accrued Interest

ResidentialLong Term Bonds

Short Term Bonds

HDC 2nd

HPD 3rd

Negative Arbitrage Long Term Short Term

Letter of Credit

90

BRONX POINT BUnit Distribution

Assumptions Building Household FactorsAMI $90,600 Total Res GSF 230,191 zsf Studio 0.60Housing Expense 30% Total Res ZFA 223,486 gsf 1 Bedroom 0.75Affordability Band 3% Total Res NSF 193,360 gsf 84% 2 Bedroom 0.90

Units 274 3 Bedroom 1.04Rooms 935

Unit Distribution




Annual Gross Rent

Studio 11.5% 3,186 425 7 39 1,729 48.82 145,2361 Bedroom 26.0% 7,541 600 13 40 2,170 43.40 338,5202 Bedroom 35.0% 10,151 875 12 41 2,611 35.81 375,9843 Bedroom 25.0% 7,251 1,000 7 54 3,009 36.11 252,756Super (2 BR) 2.5% 875 875 1

TOTAL / AVG 100.0% 29,004 sf 725 sf 40 $2,377 $39.35 $1,112,496




Annual Gross Rent


TOTAL / AVG 100.0% 29,004 sf 691 sf 42 $1,783 $30.41 $898,704




Annual Gross Rent


TOTAL / AVG 100.0% 38,672 sf 703 sf 55 $1,386 $23.54 $914,580




Annual Gross Rent

Studio 14.0% 9,475 425 22 39 736 20.78 194,3041 Bedroom 26.0% 17,596 600 29 40 929 18.58 323,2922 Bedroom 35.0% 23,687 875 27 41 1,121 15.37 363,2043 Bedroom 25.0% 16,919 1,000 17 54 1,289 15.47 262,956Super (2 BR)

TOTAL / AVG 100.0% 67,676 sf 712 sf 95 $1,003 $16.98 $1,143,756




Annual Gross Rent

Studio 14.0% 4,061 425 10 39 464 13.10 55,6801 Bedroom 26.0% 7,541 600 13 40 589 11.78 91,8842 Bedroom 35.0% 10,151 875 12 41 713 9.78 102,6723 Bedroom 25.0% 7,251 1,000 7 54 817 9.80 68,628Super (2 BR)

TOTAL / AVG 100.0% 29,004 sf 691 sf 42 $633 $10.79 $318,864

TOTAL / AVG 193,360 sf 706 sf 274 $1,340 $22.80 $4,388,400

Unit MixIncome Tier Units Mix Avg Rent Annual Rent GSF GSF/Unit

130% of AMI 40 14.6% 2,377 1,112,496 29,004 725100% of AMI 42 15.3% 1,783 898,704 29,004 69180% of AMI 55 20.1% 1,386 914,580 38,672 70360% of AMI 95 34.7% 1,003 1,143,756 67,676 71240% of AMI 42 15.3% 633 318,864 29,004 69130% of AMI 0 0.0% 0 0 0 0

TOTAL / AVG 274 100% $1,340 $4,388,400 193,360 sf 706 sf

Unit Type Units Mix Avg Rent Annual Rent GSF GSF/UnitStudio 62 22.6% 958 713,016 26,195 4231 Bedroom 85 31.0% 1,250 1,275,000 50,274 5912 Bedroom 79 28.8% 1,505 1,408,716 68,551 8683 Bedroom 48 17.5% 1,722 991,668 48,340 1,007

TOTAL / AVG 274 100% $1,340 $4,388,400 193,360 sf 706 sf

BRONX POINT BResidential Operating Budget

Income TOTAL

ResidentialResidential Income - Market - Residential Income - Middle 2,011,200 Residential Income - Affordable 2,377,200 Laundry IncomePotential Gross IncomeVacancyNet Residential Income

Community FacilityPotential IncomeVacancyNet Retail Income

RetailPotential IncomeVacancyNet Retail Income

ParkingParking Income VacancyNet Parking Income

NET GROSS INCOME

OPEX (Residential ONLY) per Room per Unit % EGI TOTAL

General AdministrationLeasingGeneral OverheadCompliance and FilingMarketingMonitoring FeesProperty Management

Legal and Other FeesLegalAccounting / Auditing

Payroll and Benefits1 Super $60,000 /year2.0 Staff/Porter $40,000 /year

Property InsuranceProperty + Boiler/Mach.General Liability

Repairs and MaintenanceBuilding SuppliesGeneral RepairsElevatorsLandscaping / Snow Rem.Exterminator/Cleaning/LandscapingPainting

UtilitiesGas (Heat, Cooking, HW)Electric (Common Areas)Water & Sewer

SUBTOTAL M&O EXPENSES

Real Estate TaxesReplacement Reserves

TOTAL M&O EXPENSES


91

BRONX POINT BPro Forma

Project Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

REVENUE escalationResidential - Market-RateResidential - Middle-IncomeResidential - AffordableLaundry IncomeVacancyCommunity FacilityCommunity Facility VacancyRetailRetail Vacancy

TOTAL REVENUE

EXPENSESGeneral AdministrationProperty ManagementLegal and Other FeesPayroll and BenefitsProperty InsuranceRepairs and MaintenanceUtilities

SUBTOTAL EXPENSESReal Estate TaxesReplacement Reserves

TOTAL EXPENSES


PERMANENT DEBT SERVICE1st Mortgage2nd Mortgage3rd Mortgage4th Mortgage

TOTAL DEBT SERVICE

DSCRI/E

NET CASH FLOW

92

Page 2 of 4

LETTER OF INTEREST

93

Page 4 of 4Page 3 of 4

LETTER OF INTEREST

94

David Dishy L+M Development Partners 419 Park Avenue South New York, NY 10016 Annie Tirschwell Type A Real Estate Advisers 58 Reade Street, No. 4 New York, NY 10007 October 11, 2016 Dear Mr. Dishy and Ms. Tirschwell: The Universal Hip Hop Museum (“UHHM”) is excited to partner with L+M Development Partners and Type A Real Estate Advisers to potentially realize the globally anticipated establishment of a museum that celebrates the profound impact of hip hop culture, a movement that began in the South Bronx and has expandedworldwide, transforming many facets of everyday life. Hip Hop is a multibillion dollar industry that transcendsgeography, race, and belief systems, and is deeply embedded in our culture. It deserves a permanent home to honor its past, preserve its legacy, and educate future generations that will be stewards of the hip hop phenomenon. The Lower Concourse North RFEI site is an ideal location for the UHHM. With waterfront views, adjacent parks and open spaces, and unmatched transportation options, itwould be a fantastic location for the museum. It would also be a high profile symbol of pride to the community giving residents a unique approach to affordable housing. The museum as a highly visible and trafficked center can be a deterrent for crime and activities that can often plagued affordable housing projects.Most importantly, it is located in the South Bronx - the birthplace of Hip Hop. As you know, UHHM is a New York 501 (c)(3) not-for-profit corporation that educates the public about the history of Hip Hop culture, music, dance, and art. The mission of the museum is dedicated to the preservation, documentation, and celebration of the culture’s global history. The UHHM maintains a broad collection of artifacts, recordings, films, artwork, historical documents, photographs, magazines, and memorabilia that will be made available by multiple channels. Over the past several years we have formed a team with deep capabilities and resources and established the right partnerships to achieve our unified mission to establish a permanent home for

the museum in the South Bronx. Our vision is supported by a wide range of impactful, accomplished individuals including legendary hip hop artists, such as Ice-T, KRS One, Kurtis Blow, and Rakim; Ndaba Mandela, the grandson of Nelson Mandela, who serves as Vice Chairman;and record executives, such as Tom Silverman, CEO of Tommy Boy Entertainment. We’re also starting multiple technology partnerships including one with Microsoft, who has agreed to collaborate with the UHHM to design and develop immersive experiences and educational programming that leverage their technology expertise.These relationships, coupled with our vast collection of hip hop memorabilia, have planted a foundation that enables our team to launch a successful, thriving museum that will be a major economic impactfor New York City and particularly, the Bronx. The UHHM team has also worked extensively to build support with local city and state government to bring the museum and all of its potential economic benefits to the Bronx. Thank you for joining us in our vision to establish a permanent home for the Universal Hip Hop Museum in the South Bronx. Together, in partnership with NYCEDC, HPD, and New York City, we look forward to embracinghip hop culture and sharing this gift with millions of guests that will visit the museum from across the globe. Very truly yours, Rocky Bucano President & Chairman of the Board Universal Hip Hop Museum

LETTER OF INTERESTUNIVERSAL HIP HOP MUSEUM

95

DEVELOPMENT NARRATIVEUNIVERSAL HIP HOP MUSEUM

Universal Hip Hop Museum (“UHHM”) is a New York 501 (c)(3) not-for-profit corporation that

was granted a provisional charter from the Education Department of the State of New York Board of

Regents on February 10, 2015. The UHHM educates the public about the history of Hip Hop culture,

music, dance, and art. The mission of the museum is dedicated to the preservation, documentation and

celebration of the culture’s global history. The UHHM maintains a broad collection of artifacts,

recordings, films, artwork, historical documents, photographs, magazines, and memorabilia that will be

made available by way of an online and offline platform. The UHHM advances its education and cultural

arts programming by (i) maintaining a “traveling exhibit” and, (ii) establishing a “brick and mortar” hip

hop museum in New York, (iii) producing educational videos and films about hip hop, (iii) licensing

educational curricula about hip hop culture, and (iv) creating curated hip hop soundtracks and producing

live hip hop performances that would not otherwise be possible.

Initially, the UHHM is developing a traveling pop up experience (Hip Hoptimus Prime ™) and a

virtual museum which makes the museum’s archive accessible to the general public in 20 cities that the

traveling exhibit will visit in 2017. Global patrons of Hip Hop culture will have access to the museum’s

mobile app which supports the museum’s philosophical goal to ensure the democratization of the

culture, giving voice to the voiceless.

UHHM aims to establish a brick and mortar museum in the Bronx, New York and expects to

open the museum in 2020. UHHM is currently partnering with L+M Development partners and Type A

Real Estate Advisers to develop a physical building that will lead in the economic transformation of the

South Bronx with more than 1.5 million expected annual visitors to experience Hip Hop history like

never before. The physical UHHM will host immersive exhibits, galleries, artifacts, live performances,

research rooms, demonstration labs, hologram stage, media center, gift shop, and restaurant. UHHM

expects that it will cost approximately $22 million to build the facility and an additional $25 million to

construct the exhibits and interior spaces of the museum. Financing for the building will come from a

combination of sources including new market tax credits, brownfield tax credits, New York City/State

financing, corporate sponsors, naming rights, and private donations.

UHHM expects to charge $15 for general admission, $10 for student and children admission, and

$7.50 for senior admission. UHHM will waive admission fees for people who can demonstrate financial

need. Ticket revenue is expected to generate more than $19 million annually.

96


GIFT SHOP

UHHM will also have a gift shop and online store where people can buy merchandise related to

hip hop music and culture, including books, videos, postcards, t-shirts, hats, DVDs, vinyl records,

autographed artwork, collectibles, and gifts. All of the merchandise sold will be related to UHHM’s

purposes in accordance with the reasoning in Revenue Ruling 73-104 and 73-105 and Private Letter

Ruling 201429029 and UHHM does not expect its merchandise sales to result in unrelated business

taxable income. For example, all of the books, videos, DVDs, postcards, apparel, collectibles, artwork,

gifts and records will either feature reproductions of content in the museums or content related to

topics covered by the museum.

EXHIBITS

The museum will feature physical and digital exhibits, interactive kiosks, and additional

components related to hip hop music (e.g turntablism, emceeing, and urban music), dance (e.g. break

dancing), artwork (e.g. street art and graffiti), photography and videography (e.g. urban films), fashion,

culture, and the evolution and history hip hop and related art forms (e.g. spoken word performances).

The interactive kiosks and components will feature touch screen displays that will provide additional

information about exhibits, including narrated audio/video clips, photos, and news articles, among other

things. Patrons will also be able to use interactive kiosks to access a searchable database that features

information about hip hop music and culture. For instance, an exhibit on turntablism may have an

interactive display that allows visitors to use the techniques they’ve learned to create their own hip hop

music and then share it on their social networks. Additionally, a breakdancing exhibit might feature a

practice space where visitors can try out dance moves, record them, and send them to their mobile

devices.

Acquiring Items for Exhibits: UHHM will acquire items for exhibits in accordance with its

Collection Management Policy and items will include printed materials, maps, photographs, film and

audio recordings, paintings, artifacts, and other items which are relevant to the history of hip hop music

and culture. UHHM expects that most of its items will be donated to UHHM for its exhibits. Additionally

UHHM may purchase or license items for its exhibits. Once it begins acquiring items for its exhibits, the

Museum intends to hire Transcon International to preserve, restore and store the items. Transcon

International is a state-of-the-art climate controlled warehouse in South Bronx, New York that provides

expert restoration and preservation services. Transcon International may donate its services to UHHM,

otherwise UHHM may pay approximately $20,000 for Transcon’s services each year.

97


RESTAURANT

The museum will have an in-house restaurant run by a top chef who will serve lunch and dinner

to museum visitors, staff, and the general public. The restaurant will be a wholly owned limited liability

company that is disregarded for tax purposes and UHHM will pay unrelated business income tax on the

restaurant’s profits. If the unrelated business taxable income becomes substantial, UHHM will elect for

the restaurant LLC to be taxable as a for-profit corporation.

OTHER ACTIVITIES

Hip Hop Performances and Film Screenings

The museum will have a performance space and conduct regular performances of hip hop

music, dance, and spoken word. UHHM staff will select performers on a case by case basis. UHHM may

hire performers, rent equipment, and advertise the performances. UHHM expects that corporate

sponsors will contribute funds to cover all of the costs for the performances. Contributions from

corporate sponsors will be qualified sponsorship payments and UHHM does not expect that the

payments will incur unrelated business taxable income. Some performances may be free to attend and

others may cost up to $50 or more for admission.

UHHM will also conduct screenings of documentaries, films, and videos about or related to hip

hop culture and music at the museum. For example, UHHM might screen biographical films or videos

about hip hop artists, documentaries about the recording industry, or videos about street art and dance,

among others. The screenings will be held in the museum’s theater that will seat approximately 250

people. Tickets will cost $12 - $15 and UHHM may offer free screenings from time to time. UHHM does

not expect to incur any costs to screen films.

Hip Hop Academy

UHHM will conduct free classes, lectures, and seminars at the museum about hip hop music and

culture that are available to the public. UHHM will conduct various classes each week, some of which

will be geared toward children and others will be geared toward adults. Classes will be taught by guest

speakers who are experts in topics related to hip hop, including art, music, history, urban culture, and

fashion. UHHM also intends to conduct reading and writing classes for children. Whenever possible,

UHHM will recruit speakers and instructors who will donate their time, otherwise UHHM may pay

speakers and instructors $25 - $200 for their time. Interested people will be able to sign up for classes

online and in person and the museum may provide educational materials to class participants.

UHHM also intends to collaborate with Cornell University, the Smithsonian Museum, and

Harvard University to develop curriculum for classes and seminars about hip hop music, history, and

culture that will be conducted at other institutions. Classes will advocate for social change and teach

about issues that affect urban communities, including the globalization of hip hop, social injustice,

poverty and political inequality. UHHM expects to hire a staff member to help develop the curriculum in

the future and may pay the employee $40,000 - $50,000 each year. Otherwise, UHHM does not

anticipate any other expenses related to helping other organizations develop hip hop related

curriculum.

98

Rocky Bucano is the President of the UHHM and Chairman of the Board of Trustees. Mr. Bucano

has had extensive careers in television, music label management, and digital entertainment distribution.

Mr. Bucano is the former owner of StrongCity Records and founded 3rd Rail Entertainment, an

independent marketing and artist development firm that has provided support to major recording

companies including MCA, Virgin, and Sony. Mr. Bucano has served as a Vice President of Rowdy

Records, and Executive Vice President of New Jack Swing Projection Company, where he oversaw the

company’s work with many artists including Michael Jackson and Patti Labelle. Mr. Bucano has also

served as the Executive Director for Teamwork Foundation a nonprofit charity serving the Gauchos after

school Basketball Program in the Mott Haven section of the Bronx, which placed more than 1000 high

school students into college on full athletic scholarships in its 50 year history.

Pop Up Art Exhibits

In the future, UHHM will organize Pop Up Art Exhibits in different cities around the United

States to educate the public about hip hop. Pop Up Art Exhibits may feature hip hop related art, videos,

photos and live performances. UHHM will acquire items for the exhibits, hire performers, rent venue

space, and pay for the travel costs related to conducting the exhibit.

Biannual Magazine about Hip Hop

UHHM will publish a biannual digital magazine that features articles and photos about hip hop

music (e.g. turntablism, emceeing, and urban music), dance (e.g. break dancing), artwork (e.g. street art

and graffiti), photography and videography (e.g. urban films), fashion, culture, and the evolution and

history hip hop and related art forms (e.g. spoken word performances). UHHM will also print

approximately 3,000 hard copies of each issue and sell them for display to upscale businesses (i.e. five

star hotels and trendy restaurants). Anyone may purchase digital copies for $1 - $5 per issue and UHHM

will sell print copies for $25 - $30 each. UHHM expects to spend approximately $50,000 on each issue of

the magazine for graphic design and layout, producing content, printing, and distribution. UHHM

intends to sell ad space for the magazine and will pay unrelated business income tax on the sales. If the

unrelated business taxable income becomes substantial, UHHM will move the magazine production and

printing to a wholly owned limited liability company that will be taxable as a for-profit corporation.

UHHM is governed by its Board of Trustees and officers. Currently, all Trustees and Officers work

on a volunteer basis and are not compensated. In the future, UHHM intends to

provide salaries to some of its Trustees and Officers. Before providing any compensation, the Board of

Trustees of UHHM will follow the excess benefit transaction procedures described in Treasury

regulations section 53.4958-6 to create a rebuttable presumption that the compensation is reasonable.

UHHM will not engage in any excess benefit transaction and will follow proper policies and procedures

to ensure that all transactions comply with Section 4958 of the Internal Revenue Code.

99

2016 2017 2018 2019 2020 Notes and Details

Tax Credits

Grants - Cash

Donations & Sponsorships1

Memberships & Ticket Sales2

Merchandising3

Other Income Sources

UHHM Mortgage Note

Internal Museum Buildout

Traveling Exhibit - Pop Up

Operating Expenses

Content Expenses

Employees4

Employees Benefits

Executive Salaries4

Executive Benefits

Office Expenses

Technology Related Expenses

NET

Key Assumptions1

2

3

4

Universal Hip Hop Museum5-Year Budget Forecast

INCOME

EXPENSES

Budgeted Items

Confidential 9/30/2016

BUDGET FORECASTUNIVERSAL HIP HOP MUSEUM

100

LETTER OF INTERESTREGAL ENTERTAINMENT GROUP

101

!

October 1, 2016

David DishyL+M Development Partners419 Park Avenue South, 18th FloorNew York, NY 10016

Annie TirschwellType A Real Estate Advisers, LLC58 Reade StreetNew York, NY 10007

Dear David and Annie:

As developer of one of NYC’s largest and newest food halls, the 35,000 SF Dekalb Market Hall at City Point and co-founder of Forager’s Markets and restaurants providing locally-sourced food in New York City since 2005, I am particularly excited about the opportunity to join L&M Development Partner’s and Type A Project’s RFEI response for the Lower Concourse North. The site is uniquely positioned to host a replication of our successful model with a locally derived food hall by and for the Bronx.

In approximately 10,000 square feet of ground ßoor space dedicated to food Ð boasting both water and park frontages Ð my Þrm in coordination with L&M and Type A will provide the infrastructure needed in a purpose-built environment to house and support 25-30 local food vendors in individual stalls. In addition to the stalls, the development team will provide site activation marketing programs to create a vibrant marketplace and build a communal dining space that will both support the vendor experience as well as provide a place for the community to gather and eat. Finally, in the adjacent waterfront space, we will source a locally-owned, established restaurant as anchor to provide the community with waterfront dining akin to the City’s other riverfront retail environments.

The food hall concept is a direct response to Bronx Community Board 4’s stated priorities to support local vendors and provide CB4 and neighboring community residents with local food options. CB4’s “District Needs Statement of FY’ 2106” expressly requests “vending and retail options along the river in the form of carts, concession stand and locally-owned and operated restaurants.” Our proposal goes one step further offering year-round accommodations for small vendors in a retail environment that is designed to encourage interaction between the adjacent

445 GOLD STREET BROOKLYN, NEW YORK 11201

park and waterfront and the action within. With operable glass walls, outdoor vendors and seating, we intend to blur to distinctions between the actual building and surrounding, highly activated site open space. This design team is uniquely qualiÞed for the task of integrating the park, waterfront and food hall with S9’s recent Empire Store’s project in DUMBO and Marvel Architect’s current work on the food hall at the Brooklyn Navy Yard.

In addition to the community’s stated interest in vending and concessions at the waterfront, we believe a Lower Concourse food hall becomes even more economically viable in the context of the proposed mixed-use development. The site’s waterfront location, its immediate adjacency to the active Gateway Center (with limited, healthy and local food options), Hostos Community CollegeÕs campus of over 9,000 students, and the new Post OfÞce re-development a few blocks away all contribute to the site’s existing in-place density. Hundreds of new apartments on site and just to the south of the 149th Street bridge, along with pedestrian trafÞc from the proposed Universal Hip Hop Museum and the movie theaters, add a measure of density that will ensure the food hall’s success.

Equally important will be the food hall as a driver of meaningful economic development for small, local Bronx food businesses. A project like this gives these vendors access to the public without the crippling cost of infrastructure investments. By joining forces under one roof, they also magnify their appeal and marketability. As with my Dekalb Market Hall project at City Point which includes over 40 local vendors, 2 restaurants, and an event space, vendor selection at the Lower Concourse North site will be undertaken by my team directly. While less voluminous, we think that a 10,000 square foot location at the Lower Concourse is sized appropriately for the local community and a great offering to residents and visitors alike.

In addition to the Dekalb Market Hall, my Þrm has been committed to the local food movement in NYC since 2005. With the creation of the Þrst Foragers market, we offered the then-food desert neighborhood of DUMBO a place that sold the freshest and healthiest groceries, from trusted farmers and artisans. In 2009, we established our own small farm in Columbia County, New York, where we plant organic vegetables and raise free-range hens for fresh eggs. With the positive response from our customers as inspiration, we expanded to a second location in Chelsea in 2012 adding both a wine shop and a restaurant. We continue to offer our customers the absolute best groceries, wines, and meals and to support our partners who are making delicious products.

After expanding to downtown Brooklyn with the Dekalb Market Hall, we see the Bronx as a natural next step for us, and the Lower Concourse North site a great opportunity to engage a new community and provide access to healthy, fresh food and economic development opportunities. We are excited to offer this expression of interest in the development and look forward to engaging with the team.

Sincerely,

Anna CastellaniDeveloper, Dekalb Market HallFounder & Managing Partner, Foragers Markets

445 GOLD STREET BROOKLYN, NEW YORK 11201

LETTER OF INTERESTDEKALB MARKET HALL

102

THE BOROUGH’S LARGEST FOOD HALL IS

COMING TO DOWNTOWN BROOKLYN

HOME ABOUT VENDORS LOCATION

DEKALB MARKET IS ONE OF THE LARGEST FOOD HALLS IN NEW YORK CITY HOUSING A UNIQUECOLLECTION OF FOOD VENDORS THAT PROVIDE AN ENDLESS VARIETY OF AMAZING REGIONAL EATSAND A HEAVY DOSE OF OLD‐FASHIONED BROOKLYN ATTITUDE.

ONLY A FEW SPOTS LEFT FOR ENTERPRISING FOOD ENTHUSIASTS. WE ARE ESPECIALLY INTERESTEDIN SMALL FOOD BUSINESS OWNERS WITH A LONG HISTORY IN BROOKLYN LOOKING FOR A HIGH‐PROFILE/HIGH‐VOLUME SATELLITE LOCATION.

PLEASE NO BROKERS OR BUSINESSESWITH OTHER FOOD HALL PRESENCE.

HALL HOURSSUN‐WED 11AM – 9PMTHU‐SAT 11AM – 10PM

DEKALB MARKET HALL1 DEKALB AVENUEBROOKLYN, NY 11201

FOR INQUIRIES:CONTACT

FEATURED VENDORBUN‐KER

MISSIONDEKALB MARKET HALL

103

distinctive New York foodexperience on the concourselevel below those stores iscritical to the $350 millionretail project’s success, itsdevelopers said. It can alsodrive higher rents on thefloors above and attract

tenants who might otherwise not have considered downtown Brooklyn.

“What we’re realizing, just like everyone in the retail world, [is that] in an agewith the Internet, that the consumer has to be engaged in a much morecomprehensive way,” said Paul Travis, the project executive with WashingtonSquare Partners, which is developing the retail and much smaller office portionof City Point with Acadia Realty Trust. “As we thought more about the markethall, we wanted something that would have tenants you wouldn’t see in everyother food hall in the city.”

The food hall is scheduled to open next year. It is expected to draw a growingpopulation of residents and an existing daytime crowd of students, workers andshoppers that developers say have relatively few food options at the moment.

Getting the selection of food vendors right is a priority, said Christopher Conlon,Acadia’s chief operating officer. The developers are offering smaller,

RELATED

Brooklyn’s Dumbo Prepares for More Residents

Officials Strike Agreement for Brooklyn Terminal Development

Developer Envisions Offices for Williamsburg

Read more Greater New York commercial real estate news

–– ADVERTISEMENT ––

Food Vendors Critical Part of Brooklyn’s City Point Project - WSJ http://www.wsj.com/articles/brooklyns-city-point-project-accounts-fo...

2 of 6 10/4/16, 2:40 PM

The vendor lineup for DeKalb Market Hall, planned for downtown Brooklyn,includes barbecue, mini-doughnuts and Chinese pulled noodles.

But behind the eclectic menus is an important element of the strategy behindthe retail center at City Point, the 1.8-million-square-foot residential andcommercial development that will house DeKalb.

Century 21 department store, CityTarget and Alamo Drafthouse Cinema alreadyhave signed on as anchor tenants at City Point’s shopping complex, but a

This copy is for your personal, non-commercial use only. To order presentation-ready copies for distribution to your colleagues, clients or customers visithttp://www.djreprints.com.

http://www.wsj.com/articles/brooklyns-city-point-project-accounts-for-taste-1428891032

U.S. NEW YORK NY REAL ESTATE COMMERCIAL

Food Vendors Are Critical Part ofBrooklyn’s City Point ProjectRestaurant lineup at DeKalb Market Hall is critical to success of massive developmentproject

| |

Anna Castellani, managing partner of Dekalb Market Hall, in what will be the food court at the City Point's retailcomplex. PHOTO: KEITH BEDFORD FOR THE WALL STREET JOURNAL

April 12, 2015 10:10 p.m. ETBy KEIKO MORRIS


1 of 6 10/4/16, 2:40 PM

PRESS CLIPPINGSDEKALB MARKET HALL

104

The formula was right for Bill Fletcher.

He opened Fletcher’s Brooklyn Barbecue with pit master Matt Fisher 2½ yearsago in the Gowanus neighborhood. Mr. Fletcher had been scouting for a secondlocation over the past year. He expects his initial investment to open at the foodhall won’t exceed $20,000, compared with $200,000 to $400,000 to set up a newspot on his own.

“So many landlords want massive amounts of money,” Mr. Fletcher said. “And ifyou are a small independent, you can’t afford it and you have to get investors, orhope to be bought out by somebody or have gobs and gobs of money to make itwork.”

The decision to take space in the DeKalb Market Hall was a “no brainer” forTodd L. Jones, who describes himself as a “donutologist.” He owns cateringcompany Sweet Dreams Mini Donuts and its retail arm, Cuzin’s Duzin. For 12years, Cuzin’s Duzin was at the Albee Square Mall, which was on the site wherethe City Point development is rising, Mr. Jones said. He later returned with ashop at a temporary market housed in shipping containers that briefly existedon the site.

“You have a built-in audience,” he said, “and Brooklyn people are more loyal tolocal businesses.”

About 10 vendors have committed to the food hall so far, including Forcella, theSoHo crepe shop Eight Turn Crepe, Jackson Heights’s Arepa Lady, and bakery

Owner Bill Fletcher behind the counter at Fletcher's Brooklyn Barbecue. PHOTO: ADRIENNE GRUNWALD FORTHE WALL STREET JOURNAL


4 of 6 10/4/16, 2:40 PM

independentfoodentrepreneursa range ofdiscountedrents for thefirst two yearsso they can getup andrunning.

“It is critical tothe executionof everything

else,” Mr. Conlon said of the selection of food vendors. “If retailers coming herecan project higher sales, they can pay higher rents.”

Washington Square and Acadia tapped Anna Castellani, one of Dumbo’spioneering retailers, to create the food hall.

In 2000, Ms. Castellani opened an art-supply store called the General Store thateventually grew into a restaurant, which she later sold. In 2005, she openedForagers, an enterprise that now includes markets in Dumbo and Chelsea, awine shop and a restaurant also in Chelsea, and a farm in Columbia County.

Ms. Castellani said she doesn’t want a “super slick” environment and that therewon’t be a uniform look to the 26,000-square-foot market, which will be justbelow street level. The vendors, who serve breakfast, lunch and dinner, will havetheir own signs and light their own spaces.

“We wanted to create a resting place in the city with food and people that reflectthe city,” Ms. Castellani said.

While the food hall will have established names, the roster will include a largenumber of smaller and newer enterprises among the 35 to 45 vendors expectedto fill it. The range of discounted base rents starts at about $3,750 a month for astall for the first two years, in addition to a percentage of sales after a certainthreshold is reached.

The City Point retail complex. PHOTO: KEITH BEDFORD FOR THE WALL STREET JOURNAL


3 of 6 10/4/16, 2:40 PM


105

Pain d’Avignon, Ms. Castellani said.

The owners of Katz’s Delicatessen are considering setting up an outpost at thefood hall, but have made no commitment, said Jake Dell, who owns the127-year-old restaurant on Houston Street. Katz’s does have a large Brooklynfollowing, he said.

“My family has always said, ‘If it makes sense for who we are, then we willconsider it,’ ” Mr. Dell said. “You have to make sure you can do the same foodquality because at the end of the day that’s what matters.”

Write to Keiko Morris at [email protected]

Lunch at Fletcher's Brooklyn Barbecue. PHOTO: ADRIENNE GRUNWALD FOR THE WALL STREET JOURNAL

Offerings at Fletcher's Brooklyn Barbecue. PHOTO: ADRIENNE GRUNWALD FOR THE WALL STREET JOURNAL


5 of 6 10/4/16, 2:40 PM


So far Fletcher's Brooklyn Barbecue has signed on, as has Elmhurst's famed Arepa Lady (whorecently opened her first brick and mortar restaurant). Forcella will be serving pizza, and there will be a pierogi bar, a crepe counter, an outpost of Steve's Ice Cream, and more. Plus, perhaps most notably of all, Katz's Deli is considering opening an outpost there, clearly be a major move for the 127-year-old icon, which has yet to expand beyond East Houston Street.

The whole thing will be in the basement level of the building, and is being planned by Anna Castellani, the owner of Foragers Market, the upscale grocery store in Dumbo and Chelsea. It's slated to open in 2016, so stay tuned for developments.

And remember that upstairs, City Point will also be home to an outpost of Alamo Drafthouse, the beloved Austin-based movie theater/restaurant chain that has long promised an expansion to NYC.

Downtown Brooklyn to Get Its Own Mega Food Hall, Maybe With a Katz's OutpostThe City Point development has just announced that it will open Dekalb Market Hall in 2016by Marguerite Preston @marguerite_s_p Apr 13, 2015, 3:58p

Rendering of Dekalb Market Hall Official Site

Another day, another enormous food hall in the works, this time in Downtown Brooklyn. Today the developer of City Point, a huge housing and retail development in the works on Dekalb Avenue, announced that the building will be home to Dekalb Market Hall,a 26,000-square-foot food hall with room for anywhere between 35 and 55 food vendors.

If the name sounds familiar, that's because the entire building is being built on the site that once housed Dekalb Market, an outdoor dining and retail complex built from shipping containers. That market was pushed out by the incoming development, and never did manage to relocate. For the most part, it sounds like the vendors at the incoming Dekalb Market Hall will not be the same as those who once populated the open air market, although at least one – Cuzin's Duzin, a doughnut shop – has signed on to return. But there are plenty of big names already committed to the project, and more still considering it.

106

Behold the Vast DeKalb Market Hall, Turning Downtown Brooklyn

Into a Foodie Destinationby Hannah Frishberg Jan 29, 2016 • 09:00am

Rendering via City Point

“I think Brooklyn deserves all this,” said DeKalb Market Hall managing partner Anna

Castellani as she guided Brownstoner on a hard-hat tour of the subterranean cafeteria.

Beneath the mixed-use behemoth of Downtown Brooklyn’s second City Point tower,

a sprawling food market is quickly taking shape.

What is it Brooklyn deserves? Great food.

Rendering via City Point

Castellani, founder of Dumbo’s restaurant and grocery Foragers Market, handpicked

the 55 eateries that will soon open outposts in the sprawling 30,000-square-foot space.

The Brooklyn native stocks her impressively fresh grocery with food from a 28-acre

farm she runs with her husband upstate.

From beloved borough ice creamery Ample Hills to Katz’s Delicatessen’s first

venture beyond its original Lower East Side location, the range of vendors also

includes Jackson Heights’ Arepa Lady and the just-announced Italian joint Fortina —

a Westchester wood-oven establishment. (The sit-down Fortina as well as a Trader

Joe’s will share space with the market but are, technically, separate.)


107

Photo from Katz’s Deli

There are hints the decor will be as tasty as the food. The design of the individual

stations will be left completely up to the vendors — with one catch. “Everyone’s

required to have old fashioned neon,” Castellani said with a smile, noting a personal

preference and nostalgia for what she finds to be a dying industry decor.

For the Fulton Landing Seafood Company — a fresh-seafood canteen — their station

in DeKalb Market Hall represents the eatery’s first ever permanent location, having

previously existed only as a booth at the Brooklyn Night Bazaar.

“I expect everybody to be there,” Fulton Landing partner Jason Lux said of the

anticipated crowd at DeKalb. As for his contribution, Fulton Landing will have an

open kitchen with a raw bar, so patrons can watch fresh oysters being shucked in front

of them. The seafood station will offer Steve’s Authentic Key Lime Pies for dessert. A

frozen virgin cocktail is in the works.

As for Lux’s station design, he’s keeping that under wraps, only hinting to

Brownstoner that it will involve, “black iron and clean white lines.”


108

The ground floor entrance to the first floor space, which will contain stores. The market will be located on the next floor down

For vendor Bun-Ker — famous for being a “wormhole to Central Vietnam,” as one

Yelp reviewer aptly put it — their station at DeKalb Market will represent a first

venture into Brooklyn from the restaurant’s current Ridgewood space. It’s certainly a

step up in terms of accessibility for patrons: Getting to the original outpost involves

either taking a bus or hoofing it from the Jefferson Street L station.

Bun-Ker’s DeKalb menu will include banh mi, Vietnamese-style ice coffee, shiso

limeade, watermelon cucumber goji berry juice, fresh pressed sugarcane, and soft

serve ice cream in traditional flavors like black sesame and green tea. And the prices

will be the same or slightly lower than at the current restaurant, according to chef and

owner Jimmy Tu.


109

The market hall’s 60,000 basement arena has yet to be subdivided into food stations, or the separate Trader Joe’s supermarket and Fortina’s restaurant

In addition to the variety of vendors, the food hall will also have plenty of late-night

and family programming, and its own entrance to the DeKalb subway, which includes

the B, D, N, Q, and R lines.

As with City Point itself, DeKalb Market Hall will certainly make an impact

on opening, now scheduled for this fall. In addition to supplying the area with a

behemoth food destination, City Point will also add over 600,000 square feet of retail,

a public green space the size of Bryant Park’s lawn (above an underground parking

garage containing 650 spots) and 1,280 residential units.

Castellani anticipates that, as a result of the development, the area will go, “from zero

to a million people.”

A patch of ceiling panels and asymmetric lighting are as yet the most visible finished aspects to the development. No such final aspects have yet been installed downstairs, in the food hall

Castellani, who grew up just blocks away on Livingston Street, feels as though City

Point will truly benefit the community, noting that the area is becoming more and

more residential — indeed, the former Albee Square Mall buildings on the site of City

Point had only a total of 50 residential units, according to Castellani. (For four years

following the demolition of Albee Square Mall, the site briefly hosted the DeKalb

Market, an open air bazaar at which vendors peddled their wares from repurposed

shipping containers.)

The Hall will equally serve both the old and new aspects of the nabe, Castellani

believes, while maintaining the colorful Brooklyn character she grew up with.

“We’re losing a lot of the personality that was making Brooklyn famous,” she

laments, but “DeKalb Market Hall is being built for everybody.”


110

10/5/2016 www.crainsnewyork.com/article/20130526/RETAIL_APPAREL/305269981?template=print

http://www.crainsnewyork.com/article/20130526/RETAIL_APPAREL/305269981?template=print 1/3

Buck Ennis

Anna Castellani helps run a farm upstate and an organicgrocery business, Foragers, in the city.

** Will print automatically! If it doesn't, click here. **

NY NY

Organic grocery owners bring home the lettuceForagers City Grocer cashes in on the locavore trend with an upstate farm and a unique network of localproducers.

Lisa Fickenscher

Published: May 26, 2013 12:01 am

Anna Castellani, coowner of Foragers City Grocer, isstraddling two worlds: a lush 28acre farm upstate, where shelives parttime with her husband and two young children, andtheir thriving businesses in the city.

With the growing season just getting started, she's spendingmore time on the farm harvesting, washing and packaging babylettuces that are brought to Foragers' two locations: a retailshop in Dumbo as well as a restaurant/retail combo in Chelseathat opened about a year ago.

But she still needs to leave her family each week to run ademanding business 140 miles away.

"I have to work quite late in the city," she explains. "It's just toonutty when you are growing a business. The kids are shielded from all that in a rather nice way up there." Forone thing, there are 150 chickens running around the property, laying some 700 eggs a week.

The couple's decision to purchase a farm in 2008 is part of the overall philosophy driving Foragers, a smallgrocer that sells mostly organic food from local manufacturers and farms, including the one owned by Ms.Castellani and her husband, Richard Lamb, in Columbia County. The couple founded the business eight yearsago in Dumbo, along with a partner, Clifford Shikler, who was the general manager at a small eatery businessthat Ms. Castellani, 42, owned previously.

Foragers may have been a little ahead of its time in 2005, but now it is part of a much larger movementpropelled not only by chefs and retailers, but also by consumers who want to buy food from local sources andbusinesses that offer sustainable products.

High standards

If Foragers can't procure fish or certain fruits locally, the partners make sure their suppliers meet Foragers' goodfortheenvironment and anticruelty standards.



Ms. Castellani, for example, discovered that her staff at the Chelsea location had been buying netcaught tuna touse in a prepared salad. She immediately yanked it from the store.

"I'm not always here for every delivery," she explained, "but we certainly don't sell unsustainable fish here."

The offending tuna cost about 30% less than the linecaught, smaller American variety that Foragers sells in itssister location in Brooklyn. But pricing is beside the point at Foragers.

With some commodities, like dried goods, Foragers' pricing is competitive with Fairway Market, said Ms.Castellani. "On meat and fish, I don't want to compete," she added.

The stores' shelves are stocked with brands most New Yorkers have never heard of, like bread maker BerkshireMountain Bakery and dessertfocused S'more Bakery.

While Ms. Castellani eschews buzzwords like "locavore," "farmtotable" and "slow food," Foragers is thetextbook definition of those overused terms.

"We are really just about being anticommodity, antiprocessed food, and sometimes that costs more," she said,adding that some customers complained about the tuna salad after the price went up to $12 a pound.

It's a complaint Foragers is neither afraid of nor one that seems to be hurting it. Foragers generated $10 millionin revenue last year, when the partners invested about $1 million to open the Foragers in Chelsea.

The grocer is helping to fulfill a largescale need in this region, connecting upstate farms to the city. In theprocess, it's blazing a trail that its owners hope others will follow.

Mr. Lamb, who tends to the couple's farm fulltime, employs a driver who transports beef, lamb, pork, eggs,produce and baked goods into the city twice a week. The driver logs at least 1,000 miles a week picking upgoods from about 20 businesses upstate, including the couple's own farm.

The van not only supplies Foragers' two markets and 35seat restaurant in Chelsea, it also drops off meat atsome of the most acclaimed restaurants in the city on behalf of a handful of sustainable purveyors.

The Spotted Pig, Gramercy Tavern, Daniel and the Meat Hook in Brooklyn rely on Mr. Lamb's refrigeratedMercedesBenz Sprinter van for some of their local meats. The restaurant accounts cover the van's expenses,including its loan payments, maintenance and the driver's salary, said Mr. Lamb.

"There are very few people running to the city, coming from the country," said Ms. Castellani. "It's not easy toget your product here if you're a farmer, so we fill a need."

For Mr. Lamb, working with nearby farmers makes his job more interesting.

"Cultivating these relationships is so satisfying, to pay the people directly who supply your food and know thatthey are helping you and you are helping them build their business," said Mr. Lamb, 45.

Foragers has been a godsend for small businesses like Bonfiglio & Bread in Hudson, N.Y., a bakery that makeshearty Europeanstyle loaves. Every Tuesday and Thursday, Mr. Lamb's driver picks up dozens of loaves fromthe bakery, delivering them to Foragers—Bonfiglio's only client in the city.

"If the opportunity presented itself, we'd love to supply other retailers in the city," said Gabrielle Gulielmetti, coowner of the bakery.

Doing it the hard way

HEALTHY LIVING


111



DUAL DUTIES: Anna Castellani helps run a farm upstate and an organicgrocery business, Foragers, in thecity.

$10M REVENUE Foragers generated in 2012

$1M INVESTMENT to open Foragers in Chelsea

Similarly, Foragers picks up washed and packaged baby lettuces from Obercreek Farm in Hughesville, N.Y.Obercreek coowner Tim Wildfong met the couple a few years ago at a farming conference.

Starting in June, when the growing season hits its stride, Obercreek will supply Foragers—its only citybasedclient—with about 120 packaged lettuces a week.

"It's incredibly difficult to do what Foragers is doing to curate these products from local farms," said Mr.Wildfong. "It would be so easy for them to make a phone call to one of the big produce suppliers and have theirorder arrive on their doorstep the next day. Our product is affected by local weather conditions."

But the couple is committed to their business model and would like to open more stores in Manhattan. Marriedfor 17 years, they left successful careers in the movie industry to get into the food business.

They met on the set of a Harrison Ford and Brad Pitt movie, where Mr. Lamb was the scenic artist and Ms.Castellani was a camera assistant.

"When we opened the business," she said, "I wanted a store that I would shop in, something that looks likesomeone thought for me."

SIDEBAR: Green operation

FORAGERS ISN'T THE ONLY DISTRIBUTOR bringing locally grown food to the city.

GrowNYC, which runs the city's 53 greenmarkets, last year launched Greenmarket Co., a wholesale distributioninitiative that supplies restaurants, grocers and several charitable organizations.

The program has far surpassed the organization's financial goals and now needs a larger facility than itsLong Island City, Queens, warehouse, where it shares space with City Harvest's distribution center.

"There was a point when we had to scale back our operation, because we couldn't keep up with the demand,"said Marcel Van Ooyen, executive director of GrowNYC. Greenmarket Co. pulled in $15,000 in sales a weekduring the height of the growing season—or twice as much as it had projected. Foragers just started to useGreenmarket Co. for some of its own produce needs.

Entire contents ©2016 Crain Communications Inc.


112

Marcus Samuelsson Group 273 Lenox Avenue New York, NY 10027 October 11, 2016 Dear Mr. Moelis and Ms. Tirschwell: We are excited to partner in Bronx Point, your team’s proposal for the Lower Concourse North Request for Expressions of Interest (RFEI). We would be interested in occupying space at the development to operate a commissary kitchen. We’re thrilled to see the Universal Hip Hop Museum, Regal Cinemas, and many diverse food and beverage uses being proposed. These uses will complement our commissary kitchen space. As you’re aware, Marcus Samuelsson Group was founded by award-winning chef and cookbook author Marcus Samuelsson. The Group is committed to providing exceptional and distinct culinary experiences that celebrate food, music, history, culture, and art. From high-end restaurants to fast-casual cafes, we are focused on creating top quality culinary experiences and food-focused media and special events. Our commitment to excellence, community, and diversity is core to our beliefs and offerings. We are passionate about sharing our culture of culinary excellence. As our Group’s restaurants, with distinct culinary expressions, have grown, we’ve found the need for additional kitchen space to broaden our reach in serving throughout the surrounding areas. The proposed commissary kitchen of approximately 8,000 square feet will help meet this growing demand. It will allow us and potentially other restaurateurs to better serve the Bronx community and provide local employment. Thank you for this opportunity. We look forward to seeing this exciting project developed. Sincerely, Derek Evans, CEO Marcus Samuelsson Group

LETTER OF INTERESTMARCUS SAMUELSON GROUP

RESTAURANTS

NEW YORK

Streetbird RotisserieLocated in the heart of Harlem’s Restaurant Row on Frederick Douglass Blvd.,Streetbird Rotisserie, opened Spring 2015, is a kitchenette featuring rotisseriechicken and globally influenced street food in atmosphere that takes inspirationfrom the roots of Hip Hop, street art and pop culture from the late 70s‐90s.

2149 Frederick Douglass Blvd. at 116th street.

Bermuda

Marcus’ BermudaMarcus’ features a signature globally influenced cuisine, with a nod toBermudian culture. Located at the Hamilton Princess, the restaurant looks outonto Hamilton Harbor and features a wood‐burning grill, a vibrant central bar,and a wrap‐around terrace, with a spectacular view of beautiful Bermuda.

76 Pitts Bay Road, Pembroke, Hamilton, Bermuda

113

MALMO

Eatery Social TaqueriaEatery Social celebrates the rich flavors of street food from Mexico, New YorkCity and Los Angeles. Join us at this vibrant, informal restaurant for delicioustacos and drinks for every occasion. Eatery Social Taqueria is convenientlylocated in the Clarion Hotel and Congress Malmo Live.

NEW YORK

Red Rooster HarlemIn the heart of Harlem, a restaurant celebrating the roots of American cuisinewith a lively neighborhood atmosphere and an eclectic mix of live music.

310 Malcolm X Blvd

NEW YORK

Ginny’s Supper ClubWander downstairs at the Red Rooster Harlem and you’ll soon pick up the trailof its spirited sister venue. With a hat tipped to Harlem’s Renaissance, Ginny’sSupper Club is a modern reincarnation of the glamorous speakeasies and Harlemnights of the Twenties – an intimate lounge with a warm bourbon glow and aneven warmer welcome.

310 Malcolm X Blvd

JFK AIRPORT, TERMINAL 4, NY

Uptown BrasserieUptown Brasserie features internationally influenced New York cuisine, servedwith warm, professional hospitality. Guests can watch from our open kitchen astheir meals are expertly prepared with the freshest ingredients, and can enjoy aspecially crafted cocktail before take‐off.

JFK Airport, Terminal 4, Jamaica, NY

Located Near Gate B32

NEW YORK

American Table Cafe and BarThe power of sharing food lies in the beauty of sharing culture, and at American Table Cafe and Bar we bring together a diversity of people and culinary traditions in a space that houses a world‐class performing arts center. Located at Lincoln Center’s Alice Tully Hall, American Table offers the best seasonal produce from local farmers and purveyors to create American standards with a fresh perspective.

SWEDEN AND NORWAY

Kitchen and TableIt is the multicultural mix of people, lifestyles and food that makes Manhattan soamazing. And when it comes to food, it’s definitely the root of many uniqueflavors. Kitchen and Table Uppsala melds the international flavors of New Yorkwith the cuisine and local ingredients of Scandinavia in order to provide you withexciting and refreshing taste sensations.

Locations include:

Sweden: Uppsala, Arlanda Helsingborg, Karlstad, Kungsholmen, Lulea, Malmö,Sola‐Stavenger, Stavenger City, Visby, Örebro and Östersund.

Norway: Arendal, Bergen, Bergen Airport, Tromso,

STOCKHOLM, SWEDEN

American Table Brasserie and BarAmerican Table is a tribute to American cuisine and way of life. We were inspiredand influenced by the diversity found in America’s art, food culture, literature,and music. Whether you’re sitting alone or at one of the large communal tablesplaced in the center of the room, we want you to enjoy our wide selection ofdishes and drinks made from the best products available.

GOTHENBURG, SWEDEN

NordaThe concept behind Norda Bar & Grill is to combine the best of the two citiesthat have shaped us, the cities we love – New York and Gothenburg. And whenwe say the best, we also included street food and popular classics that otherwisewould be excluded from restaurants that consider themselves to be “fine”.

CHICAGO

Marc BurgerA wide range of high‐quality, bold, and unique burgers, complemented by an assortment of fresh, homemade toppings, zesty sides, and classic American drinks.

MARCUS SAMUELSON GROUP

114

LETTER OF INTERESTBRONX WORKS

Who We Are: BronxWorks is a multi-service organization and settlement house that was founded in 1972. Our mission is to help individuals and families improve their economic and social wellbeing. From toddlers to seniors, we feed, shelter, teach, and support our neighbors to build a stronger community. Our staff reflects the diversity of the people we serve and speaks more than 15 languages. Each year BronxWorks assists over 40,000 Bronx residents across 33 locations. Helping Individuals Gain Access to Resources: Whether families or individuals are faced with a short or long term crisis, BronxWorks is prepared to help with needed information and resources. We offer:

Easily accessible walk-in information and referral offices with staff that can help resolve a host of matters Assistance with applying for Food Stamps, public health insurance programs, and

other government supports Referrals for housing, financials, or legal counseling

Helping Immigrants Resolve Problems: The Bronx is home to immigrants from all over the world. BronxWorks offers:

Legal assistance and advocacy in preparing documents pertaining to citizenship, entitlements, work permits, and other immigration matters

English as a Second Language and citizenship classes Family literacy and parent education services

Helping Children and Families Grow: BronxWorks maintains programs that prepare children and families for a bright future, including:

Accredited Early Childhood Learning Centers Child development and parent education programs, giving parents the tools to be

their child’s first teacher After-school and summer camp programs Teen programs that focus on academic enrichment, leadership development, workforce preparation, artistic

self-expression, and college readiness Family preservation programs designed to strengthen families and keep children out of the foster care system

Helping Residents Facing Homelessness: BronxWorks has helped individuals and families avoid homelessness for nearly 40 years. In the last 20 years, we have played a decisive role in moving previously homeless individuals or families into permanent housing. Our efforts include:

A network of eviction prevention programs designed to keep people in permanent housing and out of the shelter system

A continuum of service for street homeless persons that entails outreach, a drop-in center and safe haven assistance, and supportive housing

Three homeless family shelters that provide a variety of on-site services and placement into permanent housing Helping Seniors Lead Active and Independent Lives: We encourage Bronx residents ages 60 and over to remain healthy, active, independent, and connected to their communities. Our services include:

Hot, nutritious meals Cultural, educational, and recreational activities plus trips and celebrations

Help with housing problems and minor repair assistance Mental health and elder abuse counseling Helping People Affected by HIV/AIDS and Chronic Disease: Our Positive Living services foster independence among individuals impacted by HIV/AIDS and other chronic illnesses with: Case management and housing placement assistance Supportive services for families Harm reduction and nutrition services Education, outreach, and prevention services Helping Bronx Residents Enter the Workforce: Whether making the transition from welfare to work or looking to change careers, Bronx residents can enhance their employment skills through:

Employment counseling, help with resume writing, and interview practice Referrals to adult education, ESL classes, and short term skills training Job placement, internship and job retention services

For more info, contact: Gianna Dell`Olio Director, Advancement and Communications [email protected] (646) 393-4007

www.bronxworks.org

About BronxWorks

ABOUTBRONX WORKS

115

BronxWorks Office Listing INFORMATION & REFERRAL WALK-IN OFFICES Burnside Avenue (Also a Single Stop site) 2070 Grand Concourse Bronx, NY 10457 (718) 731-3114 Bedford Park Blvd. (Also home to our Food Stamp outreach program) 2925 Grand Concourse (entrance on 199th St.) Bronx, NY 10468 (718) 295-7160 Townsend Avenue (Also home to our managed healthcare assistance services) 1477 Townsend Avenue (entrance on 172nd St.) Bronx, NY 10452 (718) 588-3836 Avenue St. John 630 Southern Boulevard Bronx, NY 10455 (718) 585-4619 Single Stop Program Carolyn McLaughlin Community Center 1130 Grand Concourse Bronx, NY 10456 (718) 508-3040 CHILDREN, YOUTH, & FAMILIES After-School, Summer Camp & Teen Programs; Early Childhood Learning Center; Out-of-School Youth; Foster Care Prevention; Swimming Pool at Carolyn McLaughlin Community Center 1130 Grand Concourse Bronx, NY 10456 (718) 508-3040 Betances Community Center 547 E. 146th Street Bronx, NY 10455 (718) 585-5040 Classic Community Center 286 E. 156th Street Bronx, NY 10451 (718) 665-1300

UAC Early Childhood Learning Center 1472 Montgomery Avenue Bronx, NY 10453 (347) 590-8955 Home Instruction for Parents of Preschool Youngsters (HIPPY) Program 1477 Townsend Avenue (entrance on 172nd St.) Bronx, NY 10452 (718) 588-3836 After-School Program, PS 130 750 Prospect Avenue Bronx, NY 10455 (718) 292-3452 Third Avenue After-School Program 500 E. 165th Street Bronx, NY 10456 (718) 292-6909 MS 22/Bronx Writing Academy, School Violence Prevention Program 270 E. 167th Street Bronx, NY 10456 The Family School, School Violence Prevention Program 1116 Sheridan Avenue Bronx, NY 10456 Validus Preparatory Academy, Teen Action Program 1595 Bathgate Avenue Bronx, NY 10457 Jill Chaifetz Transfer School 778 Forest Avenue Bronx, NY 10456 (718) 402-2429 Safe Passage SONYC Program at South Bronx Prep 360 E. 145th Street Bronx, NY 10454 (347) 391-4776 Saint Mary’s Cornerstone 595 Trinity Avenue Bronx, NY 10455 After-School Program, PS 42 1537 Washington Avenue Bronx, NY 10456 (718) 583-7366

Bronxchester Houses 520 East 156st Street Bronx, NY 10455 SENIOR SERVICES Elder Abuse; Housing and Repair Services; Senior Mental Health 80 E. 181st Street Bronx, NY 10453 (718) 933-5300 Morris Innovative Senior Center 80 E. 181st Street Bronx, NY 10453 (718) 933-5300 Heights Senior Center 200 W. Tremont Avenue Bronx, NY 10453 (718) 299-0300 E. Roberts Moore Senior Center 515 Jackson Avenue Bronx, NY 10455 (718) 665-5559 East Concourse Senior Center 236 E. Tremont Avenue Bronx, NY 10457 (718) 731-6300 Roberto Clemente Senior Services Office 30 Richman Plaza Bronx, NY 10453 (718) 299-2670 IMMIGRANT SERVICES Burnside Avenue Office 2070 Grand Concourse Bronx, NY 10457 (718) 731-3114 EVICTION PREVENTION Carolyn McLaughlin Community Center 1130 Grand Concourse Bronx, NY 10456 (718) 508-3040 Hunts Point Multiservice Center 630 Jackson Avenue Bronx, NY 10455 2nd Floor - HomeBase - (718) 993-2032 3rd Floor - FEPS - (718) 637-2630

HOMELESS SERVICES Homeless Outreach Team 60 E. Tremont Avenue Bronx, NY 10453 (646) 393-4070 The Living Room / Safe Haven 800 Barretto Street Bronx, NY 10474 (718) 893-3606 Nelson Avenue Family Residence (Referrals only) Jackson Avenue Family Residence (Referrals only) Willow Avenue Family Residence (Referrals only) The Brook 455 E. 148th Street Bronx, NY 10455 (646) 731-3400 The Pyramid Safe Haven 470 East 161st Street Bronx, NY 10451 CHRONIC ILLNESS 2054 Morris Avenue Bronx, NY 10453 (718) 716-5559 HEALTH INSURANCE Navigator Program at Carolyn McLaughlin Community Center 1130 Grand Concourse Bronx, NY 10456 (718) 508-3122 EMPLOYMENT SERVICES Workforce Development Office 391 E. 149th Street Bronx, NY 10455 (718) 993-8880 ADMINISTRATIVE OFFICE Development, Fiscal, HR Departments 60 E. Tremont Avenue Bronx, NY 10453 (646) 393-4000

AWARDSBRONX WORKS

9/11/2015 Awards and Recognition | BronxWorks

http://www.bronxworks.org/awards 1/1

BronxWorks is an equalopportunity/affirmative actionemployer and service provider.Auxiliary aids and services areavailable upon request toindividuals with disabilities.

Finalist for the VCG Governance Matters 2014 Brooke W. Mahoney Award for Outstanding Board Leadership

BronxWorks' Young Adult Literacy Program the winner of the 2013 CEO DataDriven Provider Award from the NYC Center forEconomic Opportunity and Department of Youth and Community Development

Bronze Prize Winner in the 2013 New York Nonprofit Excellence Awards competition

Street to Home program selected in 2013 as a merit finalist in the Mutual of America Community Partnership Award program

December 10, 2012 named "BronxWorks Day" in New York City by proclamation of the Mayor and the City Council, in honorof our 40th anniversary

Presented with an Urban Park Service Award (2012) by the NYC Department of Parks & Recreation for our work reducinghomelessness in Bronx parks

BronxWorks Morris Senior Center chosen to be one of the city's eight new Innovative Senior Centers, and the only one in theBronx (2011)

Recipient of a Social Innovation Fund grant and selected as a JobsPlus site (2011)

Honored by the Food Bank For New York City at their 2011 CanDo Awards Dinner “for their commitment to help end hungerin New York City”

2009 finalist in the New York Times Company Nonprofit Excellence Awards competition

Accredited by the Better Business Bureau of New York

Our MissionHistoryAccomplishmentsAwards and RecognitionOffice ListingsLeadershipBoard of DirectorsFinancial InformationSupporters

Join Our Mailing List

Site Map Privacy Policy FAQ

Awards andRecognition

Home About Us Programs News & Resources Events Take Action Careers Contact Us

Do you need help? Select LanguagePowered by Translate

ABOUTBRONX WORKS

116

LETTER OF INTEREST BRONX CHILDREN’S MUSEUM

ABOUTBRONX CHILDREN’S MUSEUM

117

ABOUTBRONX CHILDREN’S MUSEUM

118

September 29, 2016

David DishyL+M Development Partners419 Park Avenue South, 18th FloorNew York, NY 10016

Dear David:

CityScience looks forward to a potential partnership with L&M Development and Type A Projectsat the Lower Concourse North site in the Bronx. As you know, CityScience is a placed-basedprogram that uses the natural and built environments of the City as laboratories for activelearning. Situated as it is along the Harlem River, adjacent to the inlets at Mill Pond Park and inclose proximity to the future home of the Bronx Children’s Museum, the Lower Concourse sitepresents a unique opportunity to further our mission to raise the quality of science education andsupport environmental stewardship.

Building on 30-years of successful programming by our predecessor organization, the BrooklynCenter for the Urban Environment, CityScience continues to nurture and develop more highquality science educators in low income New York City neighborhoods. Since 2010, CitySciencehas worked with partners including the NYC Department of Education, Department of out andCommunity Development, the National Parks Service, Partnership for After School Education andThe After School Corporation, 60 schools and over 1,000 educators to transform teaching, makeSTEM education relevant and engaging for PreK-8th grade students, and inspire meaningfulexploration of urban environments.

At the Lower Concourse site, we anticipate the following programming:

• A walk-in Maker Space open to children and their parents that provides access to arange of age appropriate materials from craft projects to digital printing

• Provide LEGO Coaches and serve as a home-base for competitive elementary andmiddle school LEGO First teams

• Develop STEM explorations surrounding the Lower Concourse North site. Includingbut not limited to: architecture, engineering, urban forestry and explorations of thewaterfront.

Building on potential to learn STEM from the Lower Concourse North site’s surroundings, we areexcited about the potential opportunity to partner with the Billion Oyster Project (“BOP”). BOPis an ecosystem restoration and education project aimed at restoring one billion live oysters toNew York Harbor and engaging hundreds of thousands of school children through restorationbased STEM education programs. To date they have grown nearly 20 million oysters, recycledover 300,000 pounds of shells from participating restaurants and engaged nearly 3,000 NYCmiddle and high school students. At the Lower Concourse site, we see an opportunity to partnerwith BOP to install and monitor Oyster Restoration Stations in the Harlem River while engagingboth CityScience and BOP students with authentic, place-based science and math lessonsthrough the lens of oyster restoration.

We understand that we would occupy a space of approximately 2,000 SF at the LowerConcourse North development for a rental rate of approximately $20 per SF to be mutuallyagreed upon. We further understand that there may be opportunities to jointly program spacewith other complimentary community organizations including the Bronx Children’s Museum andthe Billion Oyster Project.

We believe that science is best learned in connection to the communities in which we live, and that wehave an obligation to integrate an understanding of the local built environment into our urban educationmodels. We look forward to the opportunity to continue our successful model with a new bricks andmortar location at the Lower Concourse site in the Bronx. Please let us know how we can best moveforward.

Sincerely,

Thor SnilsbergExecutive DirectorCityScience

LETTER OF INTERESTCITY SCIENCE

119

CityScience is committed to raising the quality of science education and supporting environmental stewardship. By using the natural and built environments of cities as laboratories for active learning, we transform teaching to make science relevant and engaging for PreK-8 students.

CityScience builds the capacity of school and after-school programs to deliver high quality PreK-8 science explorations. By supporting the educators least likely to have certificates in science, CityScience Coaches improve the quality of science content and the ability of educators to deliver it through co-inquiry and project-based pedagogies.

We believe science literacy will play an increasingly vital role in shaping the future of our world, and that all students deserve a high quality science education. Because science is best learned in connection to the communities in which we live, we have an obligation to integrate an understanding of the local built environment into our urban education models.

We envision a world in which educators are equipped with the resources, support and training to deliver inspiring, hands-on science curricula that promote critical thinking skills, spark interest in science, connect science to daily life and prepare students for 21st Century challenges and opportunities.

MISSION

COACHING MODEL

CORE BELIEFS

Our Lending Library provides low or no cost resources to educators seeking STEM activities, supplies and reading materials.

LIBRARY

Student Explorations are taught by CityScience’s expert STEM Coaches on site at K-8 public schools, after-school settings, and summer camps.

EXPLORATIONS

Our Staff Workshops support teacher excellence through onsite professional development, coaching, and a Summer Institute.

WORKSHOPS

CityScience Partnerships include all of the services described below together with customized curricula and capacity-building solutions for parks, conservancy groups, and community-based organizations.

PARTNERSHIPS

[email protected]

ABOUTCITY SCIENCE

120

LETTER OF INTERESTSPACEWORKS

121

Funders and Supporters

Organizational Goals

Build long-term, affordable workspace for artists and cultural organizations across the city, constructing hundreds of visual art studios and dozens of rehearsal spaces for dance, theater, music and multi-disciplinary work over the next decade.

Build strong grassroots relationships, facilitating dialog between and among neighborhood residents, local artists, cultural groups and community-based organizations.

Develop projects that become resources for artists and communities, opening up opportunities for artists and cultural organizations to become proactive partners in the long-term stability and vibrancy of our neighborhoods.

Stay Connected

Sign up for our mailing list at

spaceworksnyc.org

Follow us on Facebook, Instagram and Twitter @SpaceworksNYC

Spaceworks Facilities

Spaceworks Gowanus I 540 President Street I 8,650 SF I Headquarters I 29 Visual Arts Studios I 4 Co-Working Spaces for Cultural Organizations

Spaceworks Long Island City I 33-02 Skillman Ave I 3,800 SF I 4 Rehearsal Spaces for Dance, Theater and Music

Spaceworks @ Williamsburgh Library I 240 Division Ave I 4,400 SF I 4 Visual Arts Studios I 2 Rehearsal Spaces for Dance, Theater and Music

Spaceworks @ Brooklyn Conservatory of Music I 58 7th Ave I 14 Rehearsal Spaces for Dance, Theater and Music

Spaceworks is also in the pre-development stage of a 21,000 SF renovation project on Governors Island, and has a pipeline of prospective projects from the Bronx to Staten Island.

Founded by the

Department of Cultural Affairs

Spaceworks is a nonprofit organization committed to providing long-term affordable work space for artists throughout New York City. The organization builds and strengthens lasting connections between artists and communities, inviting artists to contribute to neighborhood vitality.

SPACEWORKS BOARD OF DIRECTORS

Spaceworks540 President Street Unit 2E

Brooklyn, NY 11215718-408-8755

Pamela Wasserstein, ChairCEO, New York Media

Andrew UriarteAssistant Dean for External Affairs, NYU Tisch

Gary Hattem, TreasurerPresident, Deutsche Bank Americas Foundation

Xaviera Simmons, Secretary Visual & Performing Artist, Xaviera Simmons Studio

Kimberly HoldenPrincipal and Co-Founder, SHoP Architects

Charles RenfroPartner, Diller, Scofidio + Renfro

David KorenPresident, SHIFT LivingExecutive Director, Figment

Josh SirefmanPresident, Sirefman Ventures Inc.

Terry FassburgPublic Relations & Marketing Consultant

Tom Finkelpearl, ex officioCommissioner, New York City Department of Cultural Affairs

Alicia Glen, ex officioNYC Deputy Mayor for Economic Development

Sergio BessaDirector of Curatorial and Education Programs, The Bronx Museum of the Arts

ABOUTSPACEWORKS

122

PROJECTS IN OPERATION

Spaceworks Gowanus540 President Street

Spaceworks Long Island City33-02 Skillman Avenue

Governors Island Building 301

Spaceworks @ Williamsburgh Library240 Division Avenue

Governors Island, New York21,000 Square Feet43 Visual Arts Studios1 Rehearsal/Performance Space

Brooklyn, New York4,400 Square Feet4 Visual Arts Studios2 Rehearsal SpacesOpened in June 2015

Spaceworks540 President Street Unit 2E Brooklyn, NY 11215718-408-8755

PROJECTS IN PRE-DEVELOPMENT

Queens, New York3,800 Square Feet4 Rehearsal SpacesOpened in August 2013

Brooklyn, New York8,650 Square Feet29 Visual Arts StudiosPhase 1 opened in August 2013 Phase 2 opened in February 2016

Spaceworks @ Brooklyn Conservatory of Music58 7th AvenueBrooklyn, New YorkPartnership with Brooklyn Conservatory of Music14 Rehearsal SpacesLaunched in September 2016

Making sure that artists in New York can afford to produce work and develop new ideas, as well as exhibit and perform, is fundamental to the city's future as a creative capital. Its also vital to the city's economic future. Spaceworks, a not-for-profit organisation founded in 2011, has been working to create long-term affordable spaces for New York artists. The New York city department of cultural affairs, the largest funder of the arts in the US, developed Spaceworks to address growing affordability challenges for artists. Spaceworks initially launched two pilot projects in summer 2013. The first one, in Long Island City, Queens, offers three large rehearsal spaces for theatre and dance. The second, in Gowanus, Brooklyn, offers two visual art studios and four co-working spaces for arts-related organisations.

These projects, each in private buildings, were designed to allow Spaceworks to test its intake and access systems on a small scale before opening larger projects in public buildings. Our approach involves using public capital funding to renovate city-owned buildings. The first public projects included work with a 20,000 square foot former school building on Governors Island (a decommissioned military base in New York harbour) and portions of two branch locations of the Brooklyn Public Library, one in Williamsburg and the other in Red Hook. These projects work in a variety of ways, depending on scale,

location and use. Visual artists apply to a lottery and a panel reviews their submission to establish if they have an active practice and will use the space regularly . For the performing artists, who rent space on an hourly basis, the application is quite basic – we want to encourage people to use the space. We received about 50 applications for our first two pilot art studios in Gowanus, and to date have about 200 dancers, actors and musicians signed up to use our space in Long Island City. In addition to providing affordable work spaces, the project seeks to shift the paradigm of how artists interact with communities. As real estate pressures in New York city have become more intense over the last two decades, artists have found it hard to find stable space, and frequently find themselves displaced by higher end commercial or residential uses. By creating long-term, affordable spaces for artists and working with community-based partners, artists can become an established part of the neighbourhoods where they work. This allows them to contribute to the overall cultural vibrancy and economic stability of neighborhoods while allowing communities and artists to develop lasting connections. Rather than contributing to the volatility of neighborhoods, we look to engage artists to become stabilising forces, particularly in low-income parts of the city. The Williamsburg branch of the Brooklyn Public Library, a project we plan to break ground on this Spring, illustrates this well. We have been working with a neighbourhood-based art school that will offer 100 hours of free community-based programs each year. The two rehearsal spaces will be available daily for existing library activities and community-based public programmes, but will also be rented to performing artists developing work, and we have configured the entrance to the library so that artists will have access to the spaces during non-library hours. This kind of project could bring people into the library who have never walked through the door before, adding new resources for existing library patrons and activating a part of the library that isn't really used. This could have enormous benefits for the library, the community and for artists, opening channels of communication and collaboration.

WHY NEW YORK BUILDINGS ARE BEING RENOVATED TO CREATE SPACE FOR ARTISTS

By Paul Parkhill, Executive Director of Spaceworks, for The Guardian — March 5, 2014

http://gu.com/p/3n85b

ABOUTSPACEWORKS

PRESS CLIPPINGSSPACEWORKS

123

Artists have wedged their canvases and supplies into their apartments. Others are working in hurricane-torn basements or in temporary, borrowed spaces. As their creative spaces have shrunk, so, too, has their art — if, that is, they still make art. It’s been over six months since some four dozen artists lost their studios in Industry City, a sprawling factory complex on the Brooklyn waterfront. Many had spent decades hopping from studio to studio, from borough to borough. But according to interviews with over two dozen of the displaced, that practice of alighting in new, ungentrified neighborhoods has, at least for them, ground to something of a halt, hampered by a common refrain in New York: Rents are rising too fast. Being studioless, some have put their art careers aside. Others have begun to ask: If they can’t afford gritty, unglamorous Industry City, then where? “All I can see is going further out, then having to move again,” said Richard Castellana, a 73-year-old painter who has moved studios 10 times in 40 years. “I just can’t take it anymore.” Such displacement extends back decades, with many of the city’s hippest neighborhoods having once been desolate

wastelands that New York’s artists painted, sculpted and photographed back to life. But Industry City is not in SoHo, or even Greenpoint or Bushwick in Brooklyn. It’s in Sunset Park, a still-struggling immigrant neighborhood south of Green-Wood Cemetery, a few express stops from Manhattan. Traces of hipsterfication are scant. Those who lost spaces there wondered how many affordable frontiers were left. “Nobody has any hopes about being able to rent affordable spaces,” said Tamara Zahaykevich, 43, who helped start the Artist Studio Affordability Project to sound the alarm on dwindling spaces. “On top of that, my community is so dispersed now.” Artists, curators and city officials note that there are less costly communities that still draw artists, among them Mott Haven in the Bronx, Ridgewood in Queens and St. George on Staten Island. But for many, those sites are too remote, and even then, the pickings are often slim. Landlords are wont to mete out short-term leases. Competition with small industry is high. “Finding stable, affordable space anywhere in the five boroughs is increasingly hard,” Paul Parkhill, who heads Spaceworks, a nonprofit group that seeks to build affordable studios, wrote in an email. “This also impacts small industrial businesses. Outer borough commercial and industrial space is very tight.” As a result, artists and curators say, the city’s artists are more widely scattered than ever, and increasingly doubling up and using their apartments as work spaces. “I used to spend a day in Williamsburg on six or seven studio visits,” said Manon Slome, chief curator for No Longer Empty, which puts site-specific installations in otherwise vacant spaces. “Now, I’m really jumping all over the place, going further out and into more and more residential areas.” Working at home has its benefits — convenience and lower costs — but there are drawbacks, artists said. Their work often changes: Mr. Castellana, for one, now works out of his Chelsea apartment, and has had to scale down his art. Spaces become too cramped to show pieces. There is less interaction with other artists as well as curators and buyers, who might have otherwise come by for studio tours.

RISING RENTS LEAVE NEW YORK ARTISTS OUT IN THE COLD

By Cara Buckley for The New York Times — March 7, 2014

http://nyti.ms/1qfxffW

Jose Arenas was one of dozens who had found space at the New York Art Residency and Studios Foundation, a nonprofit that rented a floor of Industry City and divvied it up into studios. “Open studios brought people into my studio space, which is something I miss working individually at home," said Mr. Arenas, 42, who lost his Industry City studio and is working out of the apartment he shares with his wife and daughter in South Park Slope. "I don’t have that same sense of community.” In those remote old Industry City buildings overlooking New York Harbor, gentrification seemed far away. But then Industry City was bought by a partnership that included Jamestown Properties, a private developer that wants to turn the area into a hub for light manufacturing, technology, fashion, design and art. It is renovating and modernizing the buildings, said Andrew Kimball, chief executive of Industry City. The Art Residency and Studios Foundation said that, a year ago, Industry City wanted to hike its rent as much as 40 percent, and that after consulting with its artists, it decided to leave. While Industry City retained a sizable base of artists — Mr. Kimball said they make up a quarter of the tenants — many of those on the foundation’s floor and in other spaces said they could no longer afford studios there, because their rent would jump several hundred dollars a month. Their margins were already thin. Many who lost their spaces were in their 40s, 50s and 60s, midcareer artists who also held other jobs to support themselves and their art. Ms. Zahaykevich works as a bookkeeper. Mr. Castellana, the septuagenarian, is a former social sciences professor who now teaches art. Mr. Arenas teaches part time at Parsons the New School for Design. Michael Paul Britto, 45, works as a community coordinator at the city’s Education Department. When he lost his studio in the foundation’s space, he had to stop mentoring high school students there as part of an art program separate from his job. For many, paying for another studio was suddenly out of reach. Ms. Zahaykevich said that until about four years ago, studios rented for $1 a square foot a month in Sunset Park. Now, listings can be triple that, even for shared spaces. Michael Solomon, 56, a glass-mosaic artist who moved from Philadelphia in 2011 to care for his parents, found that he was also priced out of Williamsburg and Greenpoint in Brooklyn, and Long Island City, Queens. The only affordable spot was in Patchogue on Long Island — too far away. He ended up relocating his studio to the hurricane-damaged basement of his family’s home in the Rockaways, in Queens. “Everything’s out of whack,” he said. Even Mr. Britto, who lives in the Bronx, has had trouble finding studio space close to home. “Everything is so expensive, it’s almost like renting another apartment,” he said. He works out of his apartment, creating silk-screen works in his bathroom, but has abandoned larger pieces because of space constraints and the mess.

Richard Tsao, 59, another Industry City refugee, has had to abandon his work outright. He floods his paintings, sloshing buckets of pigment and water on them as they lie on the floor, and spent $20,000 waterproofing his studios to prevent leaks. “The question is whether I can spend that kind of money again only to move again in three years,” he said. “I can’t.” Part of the problem might simply be increased demand. For all the concerns about creative flight, the number of New Yorkers who identified themselves as artists, writers or photographers grew to 124,000 in 2010 from 108,000 in 2000, according to the United States census, figures that the city considers conservative. Few deny the squeeze on affordable studios, and in 2011, the city’s Cultural Affairs Department helped found Spaceworks. Mr. Parkhill, its head, queried a wide swath of artists about studio affordability and found that most could pay $250 to $400 a month. His organization aims to secure long leases on underoccupied buildings and rent out spaces in that range. Though much of its work is in the planning stage, a pilot program in the Gowanus section of Brooklyn drew 55 applications for two spots. Other organizations are advocating for city help in securing spaces, or trying to buy buildings for permanent studios. But for now, former Industry City artists who managed to find studios are wondering where they might land next. Kevin Noble, 61, a photographer, found a studio in Red Hook after losing his space. It is his sixth studio in 34 years; with every move, he said, the spaces grow smaller, and the hope of staying in one spot further dims. “I’m not setting down roots,” he said. “I just feel the same things are going to happen again.”

Continued: Rising Rents Leave New York Artists Out in the Cold By Cara Buckley for The New York Times — March 7, 2014

http://nyti.ms/1qfxffW



124

Movies and TV shows would have us believe that the library is nothing more than a boring place to get books and be shushed by angry librarians, but here in Brooklyn, our library system is the exception to the rule. The Brooklyn Public Library is essentially the Narnia of libraries, and if you look beyond the stacks of books, you’ll find a wide array of programs, classes, and resources that can help teach you to do some really cool things, or even help you achieve your dreams. “The era of shushing at libraries is long gone,” added BPL spokesperson Madeline Kaye. “Libraries as institutions have moved well past the old transactional relationship which had patrons checking out books and reading them in a carrell or at home. Libraries now are home to immigration services, idNYC, bike the branches, art classes, jazz concerts, Pharrell even made an appearance at the Dweck Center this year. They’re cultural hubs that extend well beyond the stacks.” Perhaps a young, savvy Brooklynite like yourself wasn’t aware of the mighty power that lay behind the doors of the Brooklyn Public Library? Well, let us help you out. Here are some cool things the library can help you do, and some equally cool people who did them. Snag an affordable rehearsal space Looking for a place to hold your band practice or dance rehearsal? The Williamsburgh Library’s Spaceworks program — celebrating its first anniversary this year! — is a great resource for struggling artist types who are seeking affordable rehearsal and studio space to hone their craft. Spaceworks has locations both at the Williamsburgh (yes, it’s spelled that way) Library and in Long Island City, and offers subsidized rental rates as low as $12-$18 an hour. “It’s kind of a small miracle for musicians, dancers, and actors too, that they’ve created this truly affordable rehearsal space,” said musician Tom Shaner, who started using the Spaceworks program at Williamsburgh Library after he (along with roughly 200 other

artists) lost his rehearsal space to Williamsburg’s never-ending real estate boom. Sigh. Ain’t gentrification grand?

Thicket & Thistle recorded a cover video in the library. THE LIBRARY! Photo via Instagram Shaner expressed gratitude for the positive, cultural environment that Spaceworks provides for artists and the community. “With [the] Williamsburgh Library, you have a beautiful old building where you can check out books for free, but also upstairs are real working, rehearsing dancers, musicians, actors,” he said. “That’s a damn cool building, binding together many positive threads of New York City’s aspiring cultural life. It’s easy to bemoan all the real, hard economic realities of life in NYC, but it’s important to be glad and grateful when you become aware of all the things made available for the public good.” In addition to using the space to rehearse with his band, Shaner said that he’s also used the Spaceworks facility to mix some of his last record and edit his videos. In order to reserve a practice space above the library, you’ll have to apply for a free Spaceworks card. Any active artist with a permanent residence in NYC is eligible to apply. Once you’re approved, you’ll be able to use the online booking tool to reserve a space and have access to enter the buildings. Yep, it’s that easy.

SHHH! 3 SUCCESS STORIES OF THE BROOKLYN PUBLIC LIBRARY, REVEALED

By Kelsey Solywoda for Brokelyn — May 19, 2016

http://brokelyn.com/brooklyn-public-library-success-stories

Artists in rapidly gentrifying Gowanus have a new option for workspace, and the price won't break the bank.

The nonprofit Spaceworks NYC recently opened 27 art studios with rents up to $800 on the ground floor of 540 President St., the former bakery building that's also home to the Brooklyn Creative League co-working space.

Artists entered a lottery to win the spaces after a screening committee verified that applicants were actively producing art and attempting to show it publicly, said Spaceworks NYC executive director Paul Parkhill. The lottery had 143 applicants.

The winners included painter Crys Yin, who previously rented a studio at Brooklyn Art Space on Third Avenue and Sixth Street. Her old space was half the size but cost the same as her new spot inside 540 President St. She also has a door she can close, unlike her previous studio, which was part of a shared workspace.

"I'm definitely making larger works now," Yin said. "Before I couldn't even step back and look at my work."

Artist Valerie Gladstone, who makes art dolls, said she pays a "very reasonable" $395 for roughly 150 square feet, a price that's "very workable" for her.

"It's the first space I found in my price range in my neighborhood that wasn't a complete dump," said Gladstone, who previously worked out of her Park Slope apartment. "You can't produce good work when you're limited in your space and your time."

Spaceworks NYC launched in 2012 with the goal of creating affordable and stable spaces for visual and performing artists. The nonprofit is funded by a mix of public money, foundation grants and earned revenue in the form of rents paid by artists. The group first tested its model by building two visual art studios and four co-working spaces for creative organizations inside its office on the second floor of 540 President St.

When Film Biz Recycling closed and left a vacant space on the ground floor of 540 President St., Spaceworks NYC took over 6,500 square feet to create the 27 studios.

Crys Yin, one of the visual artists renting one of the new affordable art studios developed by Spaceworks NYC. Photo: Deneka Peniston.

Spaceworks NYC has built rehearsal spaces in Long Island City and three visual art studios inside the Williamsburgh Library, where 218 artists applied for the admissions lottery. The group eventually wants to serve artists in all five boroughs. Its next project is to create 20,000 square feet of art studios and rehearsal space on Governors Island.

The new Spaceworks NYC studios in Gowanus opened in February, a few months after dozens of artists lost their workspaces on Ninth Street and Second Avenue and the new owner of a South Slope building told artists renting workspace there to leave.

At the new Gowanus studios, leases will be for one year and are then renewable for as long as the space exists (as long as the artist continues to produce work), Parkhill said.

"We really want to be in a position to let them keep the space ad infinitum, or at least as long as we have it," Parkhill said. "Because stability is the other issue that plagues artists in addition to affordability."

GOWANUS ARTISTS WIN LOTTERY WITH STUDIO SPACE FOR LESS THAN $800

By Leslie Albrecht for DNAinfo — May 12, 2016

https://www.dnainfo.com/new-york/20160512/gowanus/27-affordable-art-studios-open-gowanus


125

September 30, 2016

David Dishy L+M Development Partners 419 Park Avenue South, 18th Floor New York, NY 10016

Dear David:

As Co-Founder of the Billion Oyster Project (“BOP”) and President of the New York Harbor Foundation, I am pleased to provide this letter as an expression of our interest in partnering with L&M Development and Type A Projects at the Lower Concourse North site in the Bronx.

As you know, BOP is a long-term, large scale plan to restore one billion live oysters to New York Harbor over the next twenty years and in the process train thousands of young people in New York City to restore the ecology and economy of their local marine environment.

BOP is a partnership of schools, businesses, nonprofits and individuals all working together to make our city a healthier and more resilient place to live. The BOP partnership also includes local, state and federal regulatory agencies — the NYC Department of Environmental Protection, the NYS Department of Environmental Conservation, and the U.S. Army Corps of Engineers — with whom we work closely to certify and monitor our aquaculture methodology and ongoing habitat restoration projects.

Students at the New York Harbor School have been growing and restoring oysters in the New York Harbor for six years. They have learned to SCUBA dive safely, raise oyster larvae, operate and maintain vessels, build and operate commercial-scaled oyster nurseries, design underwater monitoring equipment and conduct long-term authentic research projects all in the murky, contaminated, fast moving waters of one of the busiest ports in the country. Together and with the help of many partners these students have restored over nineteen million oysters.

Oysters were the keystone species and original ecosystem engineers of New York Harbor. The Billion Oyster Project aims to reserve the effects of their functional extinction and restore the local marine ecosystem’s natural mechanisms for maintaining itself, resulting in cleaner water, greater biodiversity and a more stable waterfront.

LETTER OF INTEREST BILLION OYSTER PROJECT

Moreover, engaging students and the general public in this work builds a culture of stewardship and a more robust understanding and appreciation of NYC’s Harbor and waterways for future generations.

At the Lower Concourse site, we anticipate working with the development team, CityScience and other local partners to install and monitor Oyster Restoration Stations at a minimum which will provide a new Bronx location for student and community volunteers who want to be “hands-on” in monitoring and restoring the local habitat. Once our community partnerships are up and running, ideally we would move on to building a full scale Community Reef.

To date our project has worked with 54 schools and more than 3,000 middle and high school students. Our current waitlist includes 50 more NYC schools. We have grown 19.5 million oysters, restored 1.05 acres of reef and recycled 350,000 pounds of shells from 56 restaurants. With sites like the proposed development at Bronx Lower Concourse and the opportunity to partner with on site community organizations like CityScience, we will have the ability to expand and have a dramatic impact on ecosystem health and waterfront resiliency.

BOP is delighted to be join this Expression of Interest and further explore the opportunity to bring our work to the Harlem River waterfront. We look forward to continuing the conversation.

Sincerely,

Murray Fisher President New York Harbor Foundation

LETTER OF INTEREST BILLION OYSTER PROJECT

126

The Billion Oyster Project (BOP) aims to restore one billion live oysters to New York Harbor by 2035 and in the process educate hundreds of thousands of young people in the New York Metropolitan Community about their local marine environment through hands-on, restoration based education. BOP is a partnership of schools, businesses, nonprofits, and individuals all working together to grow oysters and make our city a healthier and more resilient place to live.

JOIN us for weekly Friday volunteer days on Governors Island to build oysters restoration cages, help mantain our nurseries and much more. BOP Volunteers can also help with special projects, outreach, advocacy and public events.

Join the RESTORATION STATION community and help us grow more oysters, monitor water quality, and restore the ecology of NY Harbor through hands-on science and stewardship. We provide the training and materials, you provide the data!

BOP needs Restaurantst

BOP needs Volunteerst

Host your Own Restoration Stations!

RESTORING OUR HARBOR. RECONNECTING NEW YORKERS TO THE WATER.

Founded by

Why a Billion? Oysters are the keystone species and original ecosystem engineer of the New York Harbor Estuary. Oyster reefs were the dominant habitat type in the Harbor and provided massive ecological benefits, including water filtration, wave attenuation, and habitat for thousands of species of fish and invertebrates. These reefs were destroyed by overharvesting and pollution. Restoring ONE BILLION adult oysters to New York Harbor would amount to a small fraction of the original population, but would have significant and measurable positive impacts on our ecosystem and our relationship to it.

Reef Construction Partners: Lamont-Doherty Earth Observatory of Columbia University; The Moore Charitable Foundation; Rockefeller Brothers Fund; The Nature Conservancy; Bay Ridge Flats Oyster Project; SCAPE/Landscape Architecture; New York/New Jersey Baykeeper; Hudson River Foundation; NYC Department of Environmental Protection; U.S. Army Corps of Engineers; Verizon.

Oyster Production Partners: Fishers Island Oyster Farm; Brooklyn Navy Yard Development Corporation; Cornell Cooperative Extension Southold; Stonybrook University; East Coast Shellfish Growers Association; Thimble Island Oyster Company; Roger Williams University; US Department of Agriculture.

Host Site Partners: Bronx River Alliance; Brooklyn Bridge Park; Empire Dragon Boat; Hudson River Park Trust; Ikea; Long Island City Community Boathouse; Lower East Side Ecology Center; Randall’s Island Foundation; Rocking the Boat; Solar One; The River Project; Statue Cruises; Richmond County Yacht Club; American Littoral Society; East River State Park; La Marina Restaurant; Sebago Canoe Club; The West 79th Street Boat Basin Café; World Fair Marina;

Shell Recycling Partners: Earth Matter NYC; The Overbrook Foundation; 1772 Foundation; NRG Arthur Kill Power Plant; Oceana Restaurant; Aquagrille; Brooklyn Crab; City Hall; Gramercy Tavern; Grand Central Oyster Bar; Maison Premiere; The Lobster Place.

We are proud partners with the following organizations on the National Science Foundation Funded BOP CCERS project: Pace University; University of Maryland; Wildlife Conservation Society; New York Academy of Sciences; National Science Foundation; NYC Department of Youth & Community Development; 11 High Schools; 37 Middle Schools.

Promotional & Public Programming Partners: Governors Island Alliance; Food Film Festival; New York Oyster Week; The Oyster Hood; Phear Creative; Grand Banks.

General Partners: Metropolitan Waterfront Alliance; NOAA Restoration Center; NYC Economic Development Corporation; Coastal Conservation Association; The Trust for Governors Island; New York City Department of Parks and Recreation; American Museum of Natural History

North Cove Marina; Bay Ridge Eco Dock; Miller’s Launch.

Our Partners

RECYCLE your spent shells into reef substrate for oyster larvae and the building blocks of new reefs. BOP Restaurants receive up to three pick-ups per week, staff training, and promotional materials for their customers.

WWW.BILLIONOYSTERPROJECT.ORG

ABOUTBILLION OYSTER PROJECT

127

1. Fresh oysters go from farm to table. 2. BOP restaurant partners sort and store discarted shells after serving. 3. BOP shell collection program picks up the shells and transports them to the curing site where they are prepared for reuse. 4. Shells are seededwith oyster larvae produced at the Harbor School Oyster Hatchery. 5. Newly set “spat-on-shells” are transferred to Harbor School’s oyster nurseries and small-scale gardens where they continue to grow. 6. Fully formed adult oysters are transferred to reef restoration sites where they will eventually form self-sustaining populations.

BILLION OYSTER PROJECT RESTORATION SITES

THE BOP OYSTER SHELL LIFE CYCLE:

ABOUTBILLION OYSTER PROJECT

4. Site Plan & Architectural Design

131

DESIGN APPROACH

“The site and proposed program create a unique opportunity to not only become a community hub, but also knit various pieces of theneighborhood together.”

“The Lower Concourse North draws inspiration partly from these bridges in both their early 20th century industrial appear-ance and also the symbolic idea of “connecting.”

“... a plaza breaks up the block into two buildings with residen-tial entrances framing a view of the river and connecting the public to the park.”

133

At S9 our design narratives are informed by fusing contextual

clues, building program and a desire to create sustainable and

relevant places. With Major Deegan elevated to the east, and the

chaotic urban fabric and blocks with nondescript buildings on

both sides of the river, finding contextual clues seemed difficult

at first. But turning north, the view of the bridges layering across

the Harlem River create a uniquely beautiful perspective framed

by the newly completed Mill Pond Park. Historically, the east

bank of the Harlem River was the location of a variety of in-

dustrial uses including foundries and Port Morris. The goods

produced and arriving on the South Bronx shore were transport-

ed to Manhattan via a series of bridges across the Harlem Riv-

er. One of these bridges, the 145th Street Bridge constructed

in 1905, runs along the southern edge of the site. In total, eight

bridges sew together The Bronx and Manhattan across the Har-

lem River, a unique piece of infrastructure specific to the South

Bronx’s once industrial shoreline.

The Lower Concourse North draws inspiration partly

from these bridges in both their early 20th century indus-

trial appearance and also the symbolic idea of “connecting.”

Other clues came from the memory of the industrial brick ware-

houses that once lined the river and the soft lines and the beau-

tiful Mill Pond Park. Our design weaves the ideas of the bridge,

warehouse and park to create a unique sense of place for the pub-

lic and future residents.

Designed as a two phased development, a plaza breaks up the

block into two buildings with residential entrances fram-

ing a view of the river and connecting the public to the

park. This plaza is set apart from the more public access points

to the north, giving the residences a quieter, private “front door”.

The plaza is carefully positioned to be an extension of 149th

Street with a short walk to the subway. Phase one to the north

has a larger footprint and houses the Hip Hop Museum, acces-

sory retail, restaurants and a commissary kitchen, and commu-

nity facility on the first floor, Hip Hop Museum on second floor

and a movie theater on third and X floors of apartments above.

Entrances to the Hip Hop Museum and movie theater and other

retail animate and activate Exterior Street. Phase two has three

levels of community facility with X floors of apartments above.

The two phases are connected by a bridge open to and accessible

by public.

The site and proposed program create a unique opportu-

nity to not only become a community hub, but also knit

various pieces of theneighborhood together. One instance

in the proposed design where neighborhood, park, cultural cen-

ter, and residences are strung together is the procession starting

from Mill Pond Park and connecting public amenities to future

shore public walkway along the river as mapped on Special Har-

lem Riverfront District through second residential tower. From

the park, a series of terraces lead to the upper level of the Mu-

seum of Hip Hop. These dual purpose terraces are designed to

be a stage for public performances while is accessible to public

throughout the year. The terraces connect to the public “bridge,”

an elevated walkable truss which is accessible from Universal

Hip Hop Museum and the Movie Theater, providing a unique

view of the waterfront, tying the two residential buildings togeth-

er and to the rest of the neighborhood.

Above the retail and community facilities, the first phase of

the residential development is arranged in a “U” configura-

tion around residential courtyard. The open end of the “U”

is oriented to overlook the adjacent park and maximize

the number of unobstructed views toward north; enjoy-

ing stretch of Harlem River and Highbridge. Through its

site organization and building orientation, the Lower Concourse

North is primed to be both a new neighborhood hub and desir-

able place to live.

134

ARCHITECTURAL RENDERINGS

139

A R C H I T E C T U R A L PLANS

Proposed development square footage (gross and rentable, including basement(s), ifapplicable) broken down by use/type;

Residential units broken down by affordability, homeownership/rental and unit distribution;Description and location of all public improve-ments, including open space and landscaping, if applicable;

Building height and massing diagram/plan;Stacking plan showing proposed uses by floorSite plan/street level floor plan showing all com-ponents of the Project, means of egress,and any other uses

PARCEL PROGRAM AREA (ZSF) AREA (SF) A UNIVERSAL HIP HOP MUSEUM 55,844 57,519 A REGAL CINEMA 37,780 38,913 A FOOD AND BEVERAGE HALL 11,088 11,421 A CITY SCIENCE/ BX CHILDREN’S MUSEUM 7,435 7,658 A LOCAL RETAIL 1,514 1,559 A RESIDENTIAL (416 UNITS) 349,920 360,418 B COMMISSARY KITCHEN 8,000 8,240 B SPACEWORKS 16,752 17,255 B BRONXWORKS 5,000 5,150 B LOCAL RETAIL 3,511 3,616 B RESIDENTIAL (274 UNITS) 233,486 240,491 TOTAL 730,330 752,240

140

GROUND FLOOR LEVEL MUSEUM LEVEL

141

THEATRE LEVEL TYPICAL RESIDENTIAL LEVEL 1

142

TYPICAL RESIDENTIAL LEVEL 2 TYPICAL RESIDENTIAL LEVEL 3

143

AREA PLAN

LOWER CONCOURSE | SEPTEMBER 29, 2016 | 1145 HUDSON STREET | NEW YORK, NY 10013

AREA PLAN

144

SITE PLAN


SITE PLAN

145

MATERIALS

11

12

7

8

13

9

10

Buxus sempervirens - ‘Boxwood hedge’

Ilex glabra - ‘Gallberry, Winterberry’

Taxus cuspidata - ‘Japanese yew’

Poa pratensis - ‘Kentucky bluegrass’

Wood Deck

Wood Pergola

Playground/Art Installation


MATERIALS

146

MATERIALS

1

2

3

Amelanchier spp. - ‘Juneberry’

Quercus rubra - northern red oak

Liquidambar styraciflua - ‘Sweet Gum’

Robinia pseudoacacia - ‘Black locust’

Red Asphalt

Blue stone pavers

4

5

5


MATERIALS

147

S9 Architecture is a team of 70 designers dedicated to giving form to our client’s pragmatic needs, with a unique design approach rooted in “modern contextualism” and inspired by urban narratives. Rejecting pre-conceived ideas and stylistic preoccupations, each design solution is informed by programmatic, physical, environmental, economic and contextual forc-es. We believe our projects are part of a larger whole, acting as glue that helps bind and enhance their context for human experiences.

Our design narratives include projects of all sizes, programs and complexities:

▪ Transforming an underutilized parking field around a stadium into a vibrant mixed-use neighborhood with shops, apartments and offices by knitting the surrounding parkland into the urban fabric in Ottawa. ▪ Bringing new life to abandoned historic landmarks by threading what we called “innovation alley” through several buildings, making them porous and bringing people in to work, shop, entertain or simply relax and contemplate on the Brooklyn waterfront. ▪ Designing a new residential loft building in a landmark designated area where distinctions between new and old are blurred as we juxtapose new with old materials and forms.

Each project is unique to its context and it’s environment. We collaborate with our clients to understand their vision and goals, and utilize our design approach to achieve this through buildings and places that strengthen and improve the urban and human experience.

SELECT LIST OF AWARDS

DOCK 72. NEW YORK, NEW YORK

NEW YORK CITY X DESIGN AWARDS. 2016

1133 MANHATTAN AVENUE. NEW YORK, NEW YORK

BIG APPLE BROWNFIELD AWARD. 2014

160 E. 22ND STREET. NEW YORK, NEW YORK

CONCRETE INDUSTRY BOARD AWARD,

AWARD OF MERIT. 2014

205 WATER STREET. BROOKLYN, NEW YORK

BUILDING BROOKLYN AWARD,

RESIDENTIAL MULTI-FAMILY. 2013

CONCRETE INDUSTRY BOARD AWARD,

AWARD OF MERIT. 2012

NYC LPC / SHPO

19 EAST HOUSTON. NEW YORK

205 WATER STREET. BROOKLYN

ADMIRALS ROW. BROOKLYN

EMPIRE STORES. BROOKLYN

SOUTH STREET SEAPORT. NEW YORK

PONCE CITY MARKET. ATLANTA

LEED CERTIFIED BUILDINGS

THE GALLERY AT WESTBURY PLAZA. WESTBURY

160 EAST 22ND STREET. NEW YORK


THE NEW YORK WHEEL. STATEN ISLAND

DOCK 72. NEW YORK

1133 MANHATTAN AVENUE. BROOKLYN

TEAM

148


The design of 205 Water Street was conceived to complement and preserve the unique character of the DUMBO Historic Landmark District

in which it is loca ed—a neighborhood of 19th and early 20th century industrial architecture of greatly varied and often monumental scale.

The principal exterior building material is castin place architectural concrete, the very same material used in the District’s larger turn of the

century loft buildings. This concrete, rendered in a more co temporary smooth, cool gray, is contrasted by warm “Cor-Ten” steel accents that

are inspired by the weathered industrial metalwork found throughout the neighborhood.

The top floors fronting on Plymouth Street feature an unusual cantilevered penthouse balcony inspired by the striking appearance of the Man-

hattan Bridge as seen from DUMBO streets. Loft-like living spaces feature five-inch wide, fumed white oak flooring, thermally and acoustically

insulated, high efficiency windows, 10-foot ceiling heights and architectural concrete accent walls. The lobby features a reclaimed Coney

Island Boardwalk accent wall, double height ceiling, concrete floors with recycled steel plate inlays and refrigerated storage. This project

utilizes materials with the greatest potential to benefit the environment, the community and the health of its inhabitants.

• More than 40% of the total value of materials used to construct

the building will contain recycled content including kitchen cabinets,

wood floors, steel reinforc ment and steel stairs.

• More than 50% of the total value of materials used to construct the

building are harvested, recovered or manufactured within 500 miles

of DUMBO including concrete, doors, windows frames and drywall.

• More than 75% of construction waste is diverted from landfills or

incinerators and recycled, keeping the air cleaner and reducing de-

mand for virgin materials.

• The historic Coney Island Boardwalk and other reclaimed woods

have been re-purposed as architectural accents and furniture.

CLIENT

Toll Brothers City Living

SERVICES

Architecture

Interior Design

SIZE

125 000 SF

LOCATION

205 Water Street

Brooklyn, New York

STATUS

Completed 2012

TEAM: PROJECT REFERENCES

149

CLIENT

Toll Brothers City Living

SERVICES

Architecture

Interior Design

SIZE

116 000 SF

LOCATION

160 East 22nd Street

New York, NY

STATUS

Completed 2014

160 EAST 22ND STREET. NEW YORK

160, East 22nd Street is a 21-story, 84-unit condominium

apartment building in the Gramercy Park neighborhood of

Manhattan for Toll Brothers. In addition to luxury residences,

the development includes ground floor retail space.

The design included a dramatically cantilevered building

massing required to successfully incorporate additional de-

velopment rights purchased with the property. The exterior of

the building is clad in limestone in reference to classic pre-

war luxury apartment buildings as a counterpoint the unique

modern massing and contemporary fenestration patterns.

Apartment units at the top level of the building enjoy access

to setback and rooftop terraces. As with the exterior design,

the interior is comprised of classical materials and detailing

character.


150

DOCK 72. NEW YORK

A mixed use building located on the shoreline of Wallabout Bay in the Brooklyn Navy Yard. The program is comprised of four major program-

matic zones: multi-functional / service / arrival spaces, light industrial, education / community / meeting spaces, and shared workspace. Along

the waterfront side, a series of stepped terraces coincide with the first floor of each program zone. This stepping creates opportunities for

landscaped terraces and also gives the massing a distinctive form.

The exterior façade is also inspired by the concrete and masonry buildings in the context. The predominant characteristic of the existing loft

buildings is a primary grid with various treatments of infill – from glass to opaque accent materials based on the requirements of the uses

inside. The proposed exterior is comprised of an architectural concrete grid with infill of glass and a gradient frit pattern. The gradient glass

pattern is comprised of two vectors. One responds to the weight and mass of the context along the inland side and lightens towards the water-

front side. The other responds to the programmatic stacking from light industrial as a heavier pattern, transitioning to a lighter pattern toward

the office space above.oft yet colorful furnitures, built-in millwork details and the raw steel introduces a unique combination within each space.

CLIENT

Boston Properties

Rudin Development

SERVICES

Architecture

LOCATION

Brooklyn, New York

SIZE

450 000 SF

STATUS

Under construction


151

19 EAST HOUSTON. NEW YORK

The building design will enhance the community and character of the neighborhood, while also serving as an iconic symbol of Soho, providing

a gateway to Soho’s established and emerging local and global companies, and offering a suitable home for a new prominent anchor to the

East Houston Street corridor.

CLIENT

Midtown Equities

SERVICES

Adaptive reuse

Architecture

Interior design

SIZE

390 000 SF

LOCATION

55 Water Street

Brooklyn, NY

STATUS

Under construction


152

EMPIRE STORES. NEW YORK

The Empire Stores are a complex of seven contiguous four- and five-story historic warehouses containing approximately 347,000 gross

square feet. The warehouses, located in DUMBO, were built between 1869 and 1885 and primarily used for coffee storage until they were

abandoned in the 1960s. The warehouses have been closed for over 50 years due to deteriorated buildings conditions. A carved out courtyard

space will become the heart of the new redevelopment and will reactivate the structure and allow for a mix of commercial, retail and office

uses. A new 2 story rooftop addition will also house offices, restaurants and a rooftop park.

CLIENT

Midtown Equities

SERVICES

Adaptive reuse

Architecture

Interior design

SIZE

390 000 SF

LOCATION

55 Water Street

Brooklyn, New York

STATUS

Under construction


153

INDUSTRY CITY. NEW YORK

Industry City is a 6.5 million Square foot adaptive reuse of a turn of the century dock and warehouse facility. This project is located in Sunset

Park, Brooklyn and incorporates multiple blocks between 3rd avenue to the waterfront and 32nd street to 41st street. S9 is currently designing

architectural infrastructure, interiors, new public and private spaces including food halls, courtyards and a rooftop to create a new neighbor-

hood for 21st Century economy manufacturing.

The amazing architectural openess and the raw industrial elements allowed S9 to create an interesting communal space for the growing

young adult community. With overfl owing natural light, pops of soft yet colorful furnitures, built-in millwork details and the raw steel introduces

a unique combination within each space.

CLIENT

Jamestown

SERVICES

Masterplanning

Adaptive reuse

Architecture

Interior design

LOCATION

Brooklyn, New York

SIZE

6.5M SF

STATUS

First phase: built

Second phase: under construction


154

THE NEW YORK WHEEL. STATEN ISLAND

The New York Wheel, adjacent to Staten Island’s ferry terminal, is a combination of engineering and nature. This new landmark and its sur-

rounding program and landscape will attract visitors and residents alike, providing a universally accessible, high-quality public space that will

transform the currently underused waterfront. As an important new component of the extended city skyline, The New York Wheel will offer

visitors stunning views of Lower Manhattan, the outer boroughs, and the connecting waterways. The surrounding site—including a 120,000

sf terminal building, 950-car parking garage, bus storage facility, roof and grade landscape, and an extensive sustainability program, involving

wind turbines, solar panels, hydrothermal, use of locally sourced materials, limiting light pollution, and naturalized landscapes—was designed

to complement The Wheel, while reinforcing its role as the marquee of the Staten Island waterfront.

CLIENTNY Wheel LLC

SERVICESArchitectureInterior Design

LOCATIONStaten Island, New York

STATUSUnder construction

CREDITSS9 ARCHITECTURENavid Maqami, Design PrincipalPERKINS EASTMANJonathan Cohn, Project Manager

SIZEBuilt Area: 6.5 million SFSite Area: 40 acres

PROGRAM120 000 SF terminal building950-car parking garageBus storage facilityRoof and grade landscape

SUSTAINABILITYWind turbinesSolar panelsHydrothermalUse of locally sourced materialsLimiting light pollutionNaturalized landscapes


155

Marvel Architects is dedicated to shaping public

space, designing for institutional growth, and

expanding economic and creative opportunities for a

wide range of clients. Based in New York City and San

Juan our architects, landscape architects, planners,

urban designers and interior designs integrate the

built and natural environments in every project—

from infrastructure development and adaptive reuse

to master planning, block building, cultural and

academic institutions, as well as multi- and single-

family housing. We apply the same meticulous

attention to detail to all scales and forms, with the

resulting projects and spaces earning our reputation

for sensitive and thoughtful design. Our strength

comes from working with a diversity of clients. We

have successfully completed projects for galleries

and museums, public and private educational

institutions, mixed-use developers, iconic retail

brands, and city agencies. We have earned a

national reputation for designing at the intersection

of public and private space, from security bollards on

Wall Street to a 600,000SF condo/hotel situated in

Brooklyn Bridge Park. Rather than specializing in a

“look” or typology, our process consistently uncovers

essential qualities of sites and existing structures,

and uses them to bring meaning to the new project

through rigorous research and analysis.

Our multi-disciplinary studios collaborate throughout

the design and construction process to meet our

clients’ fiscal and occupancy requirements, be it to

efficiently address an immediate need or develop

a long-term phasing plan. We are experienced at

tackling a variety of challenges with innovative design

solutions, as well as transforming ordinary projects

into remarkable ones. After more than twenty years

working in New York City and across the country, our

team has pioneered an entrepreneurial approach

to architecture and placemaking that has been

recognized by more than 75 design and industry

awards from peer and client groups.

Marvel Architects is an MBE firm. One third of our

staff including leadership is female, and we have 16

LEED accredited professionals on staff.

MARVEL ARCHITECTS

2016 Chicago Athenaeum International Architecture Award, St. Ann’s Warehouse

Chicago Athenaeum International Architecture Award, American Physical Society

AIA National Design Honor Award for Architecture, Henderson-Hopkins School

AIANY Design Honor Award for Architecture, St. Ann’s Warehouse

Urban Land Institute NY Award of Excellence in Institutional Development, St. Ann’s Warehouse

MASterworks Award for Best Adaptive Reuse, St. Ann’s Warehouse

Architizer A+ Award Special Mention, Cultural: Hall/Theater, St. Ann’s Warehouse

AIA Institute Honor Award for Architecture, Henderson-Hopkins School

2015 The Architect’s Newspaper, Best of Design Award, St. Ann’s Warehouse

Chicago Athenaeum, American Architecture Award, American Physical Society

AIA NY Chapter Design Honor Award, Henderson-Hopkins School

International Design Award, McCarren Pool, Silver Medal, Architecture/Restoration

Building Brooklyn Award, 9 Townhouses, State Street

MASterworks Award for Best New Urban Amenity, Hudson Square Streetscape Improvement Plan

International Design Award, PierTerrace, Honorable Mention, Conceptual

2014 AIA New York State Design Citation, 9 Townhouses, State Street

Chicago Athenaeum, American Architecture Award, McCarren Pool and Bathhouse

Historic District Council Design Award, McCarren Pool and Bathhouse

AIA Maryland Excellence in Design Award, Public Building of the Year, Henderson-Hopkins School

AIA Baltimore Design Excellence Award, Good Design is Good Business, Henderson-Hopkins School

AIA Baltimore Design Excellence Award, K-12 Design Award, Henderson-Hopkins School

Architect Magazine, Annual Design Review, Honorable Mention, Henderson-Hopkins School

Chicago Athenaeum American Architecture Award, Henderson-Hopkins School

Council of Educational Facility Planners, Project of Distinction, Henderson-Hopkins School

Lucy G. Moses Preservation Award, I. Miller Building

MASterworks Award for Best Restoration, McCarren Pool and Bathhouse

2013 AIA National Honor Award for Regional & Urban Design, SandRidge Energy Commons

2012 Building Brooklyn Award for Residential Low Rise Housing: Third and Bond

AIA NY State, Firm of the Year Award, Rogers Marvel Architects

2011 Chicago Athenaeum, American Architecture Award, SandRidge Energy Commons

Chicago Athenaeum, American Architecture Award, Westchester Reform Temple

AIA TriState Merit Award, SandRidge Energy Commons

AIA TriState Citation for Design, MTA Flood Mitigation Furniture

AIA NY State Award of Excellence, SandRidge Energy Commons

AIA NY State Design Citation, MTA Flood Mitigation Street Furniture

ASLA NY Award of Merit, Governors Island Park & Public Space MP

Chicago Athenaeum Green Good Design, Westchester Reform Temple

2010 AIA National Housing Award for Architecture, State Street Townhouses

AIA NYC Urban Design Merit Award, MTA Floodwater Mitigation

AIA NYS Award of Excellence, St. John’s Bread and Life

AIA NYS Award of Merit, Stephen Gaynor School & Ballet Hispanico

AIA NYC Award of Merit, West 57th Street Lobby

RECENT DESIGN AWARDS

TEAM

156

Mill Pond Park (formerly The Bronx Terminal Market) is a 10-acre parcel spanning the East 145th Street Bridge and the Yankee Stadium Ferry, from Exterior Street to the Harlem River. This waterfront park is one of several replacement parks and recreational facilities that are within the Yankee Stadium Redevelopment Program.

Our preliminary and schematic plans for the park link the project to other redevelopment sites throughout the area. Program elements for Phase 1 included a tennis court, passive recreation areas, and the restoration of Power House, the remaining building of the Bronx Terminal Market, which was converted into a recreation space. These components are linked by a continuous waterfront esplanade and pathway for walking, skating, or biking

throughout the park. A special feature of this park is its access to the former New York Harbor estuaries, which were transformed into the Harlem River. This rejuvenated landscape provides the local community with social and athletic options along the water front.

A key component of this design was a public outreach program conducted with the Bronx community. The strategy was to empower a community during a time of controversial change to the neighborhood’s landscape after the relocation of Yankee Stadium. We orchestrated parallel processes of developing materials for public review and technical materials for fundraising.

MILL POND PARKMASTERPLAN & SCHEMATIC DESIGN

THE BRONX, NY

The design team led by Marvel Architects and West 8 and was chosen as the winning team of the international design competition for Governors Island’s new park and promenade. The island, once languishing in relative isolation, will become an exploration in recreating paradise. A combination of natural and created landscapes will conjure up fantasies of a lost utopia – of nature, the primordial, and of artificial worlds – creating an unimaginably diverse visual experience along the Hudson shoreline. The Vertical Landscape, developed in part from a distortion of the city grid, will be built from recycled

materials taken from the island itself. Dredged-up earth from the marshes and portions of the eroding buildings will form new hills that house programs and provide panoramic views. Steeped in the natural and cultural history of the New York Harbor, Governors Island will re-emerge as the next great World Park and will be a global exemplar of sustainability, a beacon for the harbor, and an icon for the city.

GOVERNORS ISLANDPUBLIC SPACE MASTERPLAN

NEW YORK, NY


157

Gowanus Green incorporates the community’s visioning principles and responds to the city’s call for a mixed-use extension of the Carroll Gardens neighborhood. The design features eight residential buildings with 774 units, 70% of which are affordable, ground floor retail, waterfront open space, public parks, a community space and a boathouse. The development program is brought together by an integrated landscape and storm water system and a series of educational features that support and celebrate the revival of the Gowanus waterfront. (With West 8 and Starr Whitehouse)

BROOKLYN, NY

GOWANUS GREEN

The Brooklyn Waterfront Greenway is a planned 14-mile landscaped route, physically separated from traffic with separate paths for pedestrians and cyclists. When complete, the Greenway will connect neighborhood parks and open spaces from Greenpoint to Bay Ridge. Marvel Architects is designing three sites along the Greenway. Each park node presents a different character, program and civic presence, with distinctive boardwalks and bike paths connecting repurposed historic elements. The Columbia Street Waterfront Park is a key node along the Greenway. This quarter-mile site provides open plaza space, passive recreation areas, a dog run and other amenities to the industrial / residential neighborhood. A second node is the Columbia Street Connector Pier that juts into the Erie

Canal Basin near Ikea in Red Hook. The long connector links the neighborhood of Red Hook and its well-used existing neighborhood parks to the New York harbor, waterfront views, and active recreational aquatic amenities; an extended bicycle and walking path runs the length of the pier, connecting to fishing areas, picnicking, and overlooks to the harbor. Finally, the Brooklyn Naval Hospital Cemetery Memorial Landscape is a 1.7 acre site within the Brooklyn Navy Yard. Designed for use by pedestrian and cyclists, its support spaces and functions activate the site while preserving and protecting the memorial cemetery grounds.

BROOKLYN GREENWAY INITIATIVE

BROOKLYN, NY


158

The former Naval Hospital Cemetery had been behind a fence, inaccessible to the public since it was decommissioned in the 1920s and the known remains were removed to Cypress Hills. The site has now come out from behind the fence as a new open space along the Brooklyn Waterfront Greenway. This site has been designed as a natural area populated exclusively by native plant species and will provide visitors with an escape from urban life.

The entrance to the Naval Cemetery Landscape acts as threshold to a wildflower meadow and sacred grove, framed by an undulating boardwalk and lifted above the hallowed ground. This experience evokes the histories of settlement

and cultivation, life and death, while slowing the heart rate and connecting visitors with the stories of the site. The wildflower meadow, with more than fifty species of native plants, offers much needed fodder for the pollinators critical to the ecological health of the region. Initially established in a strict geometric arrangement, the plantings will eventually drift across the site, creating new patterns and establishing a self-sustaining, ‘open-ended’ ecology intended to draw people, birds, moths and bees in a rich celebration of life.

BROOKLYN NAVAL CEMETERYLANDSCAPE

BROOKLYN, NY

THE ELEVATED ACRE AT 55 WATER STREET

The design for this elevated plaza transforms a barren, windswept deck into a vibrant, multi-programmed and accessible public park. One acre in total area, the new park ties into the planned Green Necklace that circles the edge of Manhattan. A gleaming cascade of new escalators, stairs and planting beckons pedestrians at street level to discover what may be at the top. Once there, they enjoy panoramic views of the Brooklyn Bridge and New York Harbor amidst lush seasonal flora or under the plaza’s beacon tower. Illuminated by programmable LEDs, the tower announces the park to visitors along the highway, the harbor and

across the river in Brooklyn Heights. It also provides support space for year-round event planning, additional park amenities and concessions services. The plaza is designed to host a wide range of programs from ice-rink, to outdoor amphitheater, to wedding receptions. It has become a favorite spot for commuters to enjoy their lunch break, for tourists to take in views of the Brooklyn Bridge and for neighbors to meet for movies under the stars. (With Ken Smith Landscape Architect)

NEW YORK, NY


159

BATTERY PARK CITY STREETSCAPES

Enhanced pedestrian connections to public spaces and amenities created a new identity for this residential, business and touristic neighborhood along the Hudson River in Manhattan and across from the World Trade Center site. Illuminated bench seating, glowing glass shade canopies, a plant nursery, grass covered berms and paving variety create gracious pedestrian areas. Designed to offer more beautiful and enjoyable experiences by day or night, the Battery Park City streetscape welcomes people on their way to work, strolling along in awe of the Statue of Liberty at sunset, on a morning run or out to catch a watertaxi.

The project integrates much needed neighborhood amenities with security considerations throughout the North Neighborhood and World Financial Center. Security

is seamlessly integrated into the urban fabric at all scales, from urban planning to material details. At the neighborhood scale, the design solution adjusts curb lines, changes traffic patterns, and re-assigns neighborhood streets to reduce vehicular speeds approaching sensitive financial institutions. Landscape provides security for nearby buildings: a combination of earth-backed walls, grass-covered berms, and collapsible paving systems do double duty as pedestrian zones and perimeter security.

We produced and executed a comprehensive master plan, created neighborhood design guidelines, led stakeholder charrettes, conducted traffic analysis and performed advanced technology research.

NEW YORK, NY

The streetscapes of New York City’s financial district have been an evolving part of the city for the past four centuries. This project recognized the need to address new security requirements as yet another layer in the complex, pedestrian oriented, public realm. Undertaken in conjunction with the New York City Economic Development Corporation, New York’s Department of City Planning and the Lower Manhattan Development Corporation, the project provides security and streetscape enhancements for the New York Financial District, including the New York Stock Exchange. Security requirements outlined by the NYPD Counterterrorism Division have been conceived as opportunities to enhance the public space around

one of America’s most iconic buildings. The approach resolves the apparent contradictions of enabling a vibrant streetscape while providing cutting-edge security in one of New York’s densest urban conditions. Innovative security designs include sculptural bronze NOGO barriers that simultaneously replace bollards and provide seating, and a new shallow-foundation TURNTABLE barrier that replaces intrusive clamshell barriers and reopens key view corridors. Built upon a thorough evaluation of the problem and careful coordination with many stakeholders, city agencies, and law enforcement officials, the comprehensive strategy knits cultural, historical and financial landmarks into the security plan.

NYSE / FINANCIAL DISTRICTSTREETSCAPES & SECURITY

NEW YORK, NY


160

Commissioned by the MTA to protect the subway from a 100-year storm, this project addresses a number of flood-prone areas in Queens as a modular solution which can be applied to other neighborhoods. Asked to design a grate system that would simultaneously protect the subway from flash flooding, provide attractive streetscaping and be easy to assemble as needed, our design marks the minute topographical distinctions that shape varied depths of expected flooding, established by a hydrological study. Recognizing that the broader problem is driven by issues like infrastructure and soil permeability that are outside the

project’s scope, the design creates a permanent expression for an intermittent problem that needs to be immediately addressed.

Our innovation features permanent subgrate designed to fit within existing ventilation openings to which the flood protection piece is attached. To simplify fabrication, the variety of the wave shape was established with just three modules, which can work together as needed. Working with a metal fabricator, a hammered finish was selected for its ability to retain its appearance after anticipated use and abuse.

MTA FLOOD MITIGATIONURBAN PLAN

QUEENS, NY

The urban design plan for this car-intensive neighborhood reinforces pedestrian life by engaging the city’s built mass to create connections between open space and shared streets. Predominantly bare at the street level, the influx of pedestrian traffic will help to revitalize the economic vitality of the area and its new BID.

The new Freeman Plaza concept consists of a park with unexpected and peaceful overlooks onto the car jungle

below. Reinforcing the plan’s intention to prioritize the pedestrian, visitors are placed on a higher plane as they traverse the three park parcels on a curving skypath which connects the two viewing pavilions. Freeman Plaza at the mouth of the Holland Tunnel is redesigned to be built in three phases that will allow continuous flow of the essential and heavy vehicular traffic into this major urban thoroughfare.

HUDSON SQUARE OPEN SPACE PLAN

NEW YORK, NY


161

In 2008 Marvel Architects designed the master plan to transform 17 acres of vacant and underused industrial and commercial property into a vibrant new urban park for the Lafayette neighborhood in Jersey City, NJ. The park begins at the foot of Berry Lane and continues south to the Bergen-Hudson Light Rail System. The former Morris Canal, which is listed on the State and National Registers of Historic Places and the Historic American Engineering Record, runs the entire length of the site, and is reactivated with a series of recreational programs including tennis and basketball courts, a playground, a fitness area, and a concesions pavilion which is currently under construction. A series of bike and pedestrian pathways weave throughout the park, connecting neighborhoods. Multiple athletic fields and a skateboard park will serve local athletics, and a series of informal spaces will accommodate gatherings, concerts, markets, food trucks, and community activities. Through

the efforts and leadership of Dresdner Robin Landscape Architects and the Jersey City Redevelopment Agency, the park is presently under construction.

Currently inconstruction is the Marvel Architects dsigned concessions pavilion for the center of the park. This modest building embodies and celebrates the site’s past as the Historic Morris Canal, a compelling marker on the Morris Canal Greenway linear park which runs through Berry Lane Park. The materiality and general appearance of the structure are inspired by the materials that were historically moved along the canal - coal and iron ore. The Pavilion will house restrooms, changing rooms, park administration offices, exterior shaded space, and a food concession. Its site includes a bosque of trees with tables, and a great seeded lawn. The building is expected to achieve LEED Silver certification.

BERRY LANE PARKMASTERPLAN & PAVILION

JERSEY CITY, NJ

We developed a master plan for the streetscapes, public spaces and waterfronts within the development of Liberty Harbor North. Liberty Harbor North is a mixed-use development consisting of condos, townhouses, rental residences, retail and public spaces. The master plan successfully analyzed and developed design direction for the following:

Streetscapes and Public Routes: Street hierarchies such as Drives, Boulevards, Avenues, Streets, Alleyways, Mews and other special conditions were articulated through the organization and design of street trees and plantings, site elements, paving, and surface materials. Areas for select traffic calming measures were also be identified.

Light rail: The passage of the light rail link was studied in concert with surrounding developments to identify public

space and unique streetscape opportunities.

Pedestrian Routes: Designated pedestrian routes were designed throughout the site, along with connections to adjacent (off-site) pathways, esplanades, public spaces and/ or amenities. Traffic calming measures were be linked to the planning of pedestrian routes.

Public Spaces: Schematic designs were developed for the two public parks within the development, the Central Square and the Canal Drive Park and Plaza. These designs coordinated with streetscape plans and were developed to compliment surrounding future uses based on zoning requirements and Owner input.

LIBERTY HARBOR MASTERPLAN

JERSEY CITY, NJ


162

The winning proposal to redesign Constitution Gardens on the National Mall honors the clear and optimistic legacy of its 1970s design and seeks to heighten the Gardens unusual nature, enhance the beauty of its forms, clarify its purpose, envelop all the senses. Essential in this renewal, a new Pavilion amplifies the sense of threshold and operates as a nexus of activity for Constitution Gardens. A roofed structure containing a restaurant, concessions, a wide grand stair and an outdoor lookout, the building transitions

from the higher terrain of the Mall down into the bowl of the Gardens with a dramatic cantilever over the lake’s path. A diagrid envelope defines the pavilion as a space yet a part of the landscape. From scale to massing and materials, the pavilion is designed to integrate into the landscape, to entice and protect without obscuring. And like the landscape, it is modern in form and contemporary in tectonics.

CONSTITUTION GARDENSCOMPETITION WINNER

WASHINGTON, DC

President’s Park South is one of the most visited locations in the nation’s capital, and represents a unique design challenge that requires sensitive integration of security requirements into a landscape of extraordinary cultural and historic significance. The area includes Sherman Park, the First Division Monument, the Ellipse and its side panels, as well as the associated roadways in the area, including E Street, NW, closed to unauthorized traffic for decade. Our winning design proposal defines the edge of the Ellipse by adding a seating wall with integrated pedestrian lighting, while subtly raising the grade of the Ellipse. This establishes a security feature, reinforces the Ellipse as an event space,

and minimizes the visual appearance of adjacent parking. This bold, elegant move allows for a larger, unobstructed interior public area. The design culminates in a new E Street terrace that joins the enhanced space of the Ellipse with the White House South Lawn. The terrace provides another prominent space for public gathering that symbolically joins the people with their President.

PRESIDENT’S PARK SOUTHCOMPETITION WINNER

WASHINGTON, DC


5. Sustainable Development & Active Design

165

The development team will work with Steven Winter Associates (SWA) on sustainability design.

Sustainability has been a guiding principle behind projects developed by Type A and L+M. As

long-term holders of nearly every development project, the team pursues practical, cost-ef-

fective design solutions to further reduce energy consumption, improve resident health and

comfort, address resiliency, and create connections to the surrounding environment. Our de-

sign incorporates numerous sustainable features and will comply with:

- ENTERPRISE GREEN COMMUNITIES

- NYSERDA MULTIFAMILY PERFORMANCE PROGRAM (MPP) WITH ENERGY STAR®

- LEED FOR HOMES MULTIFAMILY MIDRISE GOLD OR PLATINUM CERTIFICATION

The design team and SWA will develop a lasting community which will elevate the existing

neighborhood and will be a prominent example of integrative and sustainable architecture,

achieving superior energy efficiency in New York City.

OverviewThe project is designed to achieve 64 points under the Enterprise Green Communities criteria

and at least 64 points under the Leadership in Energy and Environmental Design (LEED) rating

system. This will achieve a LEED-Gold certification. The design will achieve Gold but will aim to

attain a Platinum certification depending upon further development of construction details.

We will also enroll the project in NYSERDA’s Multifamily Performance Program with ENERGY

STAR®, if the program is available at the time. The development team has worked closely with

NYSERDA to access incentives and grants in the past and has successfully achieved high levels

of building performance that exceed baseline energy savings, which helps offset operating

costs. The ENERGY STAR certification pairs nicely with Green Communities as well as LEED for

Homes Multifamily Midrise, which is being successfully applied to multifamily projects that are

20+ stories with USGBC approval. All three programs emphasize human health and safety in ad-

dition to sustainability in affordable housing projects. Below are highlights of several initiatives

we plan to incorporate at the project.

Our plan for the project achieves several objectives of the Mayor’s Housing New York plan.

Our program supports the plan’s Water, Transportation, Energy, Air, and Climate Change goals

through its promotion of energy efficiency, resiliency, healthy indoor living environment, and

recreation. We anticipate that the building will employ a full complement of sustainability strat-

egies to achieve the site, water, energy efficiency, material selection and indoor environmen-

tal quality objectives. L+M and SWA have worked together on many sustainable multifamily

projects, one of which is detailed in the enclosed project case studies.

SUSTAINABILITY AND ACTIVE DESIGN

166

Key InitiativesBUILDING MASSING & ENVELOPE • All buildings wall systems will contain continuous exterior insulation and in

some cases mineral wool or spray foam at the interior if needed. All walls will

meet or exceed energy code and will be constructed to reduce infiltration.

• Rooftop insulation will contain an average of 6” continuous insulation of

R-30.

• High performance window systems will be double-glazed with a low-e film

between the two panes as a cost effective means of limiting excessive heat

gain and noise transmittance while boosting the thermal performance of the

entire wall system.

MEP BUILDING SYSTEMS • With the use of efficient building systems and a carefully designed building

envelope, it is anticipated that the proposed buildings will use 15% less

energy than a typical building.

• Heating in residential areas will be provided by central high-efficiency boil

ers. The boilers will serve hydronic PTAC’s located in apartment units.

• All circulation pumps will utilize VFD (variable frequency drives) to reduce

electric demand and optimize efficiency of heating and cooling systems.

• Hot water will be provided by a central high-efficiency boiler system.

• All apartments will utilize continuously operated ventilation fans along with

CAR dampers at all registers to ensure efficient operation and proper balanc

ing.

• Electrical systems will include bi-level lighting, daylight, and occupancy sen

sors as well as ENERGY STAR® lighting and LED fixtures.

INDOOR ENVIRONMENTAL QUALITY • Smoking will be prohibited indoors.

• The use of no-VOC or low-VOC paints, sealants and coating will improve indoor air

quality.

• All apartments will be compartmentalized using best practices of air sealing during

construction. Blower-door testing will be employed to ensure tightness requirements

are met per ENERGY STAR multifamily standards.

• All ventilation grilles serving apartments and corridors will utilize integrated constant

air regulators (CARs) to ensure balanced air flows throughout the building.

• Corridor make up air ventilation systems with heat recovery will be utilized to pro

vide continuous fresh air without creating drafts or excessive heat loss.

• All buildings will make strategic use of glazing to provide maximum daylighting to

all spaces where available.

GREEN OPERATIONS • Training will be provided to residents in green features of the building as well as lo

cal resources for sustainable lifestyle choices.

• Training will be provided to property management staff on the green features of

the building and the specific maintenance required for those features.

• Green cleaning materials will be used by property management staff throughout

the building.

167

WATER MANAGEMENT • Low-flow plumbing fixtures will help reduce potable water use.

o 1.28 GPF toilets

o 1.5 GPM kitchen faucets

o 0.5 GPM lavatory faucets

o 1.5 GPM showerheads

• Only native or adapted water-efficient landscaping will be installed throughout the

project, including rooftop terraces.

• Dishwashers and clothes washers will meet stringent criteria for water efficiency as

well as energy efficiency (Water Factor <5, and <6 gallons/cycle).

ACTIVE DESIGN GUIDELINES AND HEALTHY LIVING • Bicycle storage will be provided for tenants.

• Multiple rooftop terraces will be accessible and utilized for active recreation and

open space.

• Tenant training and manuals will include information about healthy features of the

building, and healthy lifestyle resources in the surrounding community.

DATA COLLECTION • The team is dedicated to implementing a thorough energy data collection system

so that all parties involved can clearly track on-going savings in utility costs.

In addition to the enclosed SWA case studies, below are a couple of sustainable projects that

the development team has completed.

• The Pearson Court Square (L+M): This 197-unit market rate rental building in Long

Is land City achieved LEED Silver certification. It also complies with NYSERDA’s Multifa

mily Performance Program. Most noticeably, the building features the installation of

three vertical axis wind turbines on the roof. The turbines span over 20 feet in height

and generate power to offset the building’s energy use. The Pearson Court Square is

the recipient of a 2015 MFE Project of the Year award.

• The Kalahari (L+M and SWA): The Kalahari is a 249 unit mixed income condominium

in Harlem. The building has been certified LEED Gold and offers green elements such

as energy efficient lighting and appliances, low VOC emission building materials, and

a landscaped public courtyard featuring sustainable native plants. The Kalahari is the

recipient of the 2009 Jack Kemp Workforce Housing Models of Excellence Awards

and the 2009 Urban Land Institute (ULI) Workforce Housing Models of Excellence

Award, as well as several other awards for sustainability.

Sample Projects

168

Type A Real Estate Advisers and L+M Development Partners are committed to

developing a mixed-use development that is a model of healthy and sustainable

living. Efficiency in energy use and careful attention to details will be woven into

the design project at every phase. Attention to indoor air quality and implementa-

tion of the Active Design Guidelines developed by the NYC Department of Design

and Construction are fundamental to the team’s philosophy for creating spaces

that are better for occupants as well as for the environment.

New York City faces a number of indoor environmental risk factors on an increas-

ing and worrisome level. Whether it’s poor access to healthy eating or exercise

options developers must be committed to helping and protecting the very people

that breathe within and around the project’s walls. Bronx Point has engaged a rich

group of community facility partners whose programs support health and wellness

and community connectivity.

The team sees Active Design and Green Communities as tools to achieve lower

operating expenses while reducing impact on our natural resources and provid-

ing healthier buildings for the residents and neighborhood. The sustainability plan

developed for Bronx Point evolved through an integrated design process involving

the developer, architect, engineer, and building science consultant.

We have assembled a team with exceptional green building experience, and we

will develop a lasting mixed use project that enhances the existing neighborhood

and demonstrates how integrative and sustainable architecture can achieve su-

perior resource efficiency in New York City.

ACTIVE DESIGN

RESILIENCYThe project team’s dedication to efficiency is evident by the inclusion of rooftop photovoltaic panels which will offset a portion of the building’s energy use. Additionally, the

team is considering supplying the domestic hot water using co-generation technology which utilizes natural gas to generate electricity on-site. Both of these technologies

improve the resiliency of the project by providing power during times of electrical outages. They also help reduce carbon emissions, a top goal of the current NYC and New

York state administrations.

Beyond indoor environment risk factors, NYC faces an increasing number of outdoor risks. Loss of power and extreme flooding are just some of the damages that we were

faced with during Superstorm Sandy. There will be a photovoltaic array to help offset the on-site energy demand, and other resiliency measures considered for the project

are as follows: solar thermal ready; elevated community spaces with visual prominence that can act as emergency gathering spaces for residents and community members

during a potential natural disaster; mechanical spaces and equipment elevated to the roof level and/or protected where possible in order to prevent against potential water

damage. As part of the operations manual listed above, there will be special emphasis on operations to promote occupant health and building resiliency.

169

20 15 ENTERPRISE GREEN C OMMUNITIES CRITERIA CHE CKLIS T

M = MANDATORY

# = OPTIONAL POINTS

1. INTEGRATIVE DESIGN O YES O NO O MAYBE M 1.1a Goal Setting

Develop an integrativedesignprocessthatworks best foryour projectteamand intentions.Atminimum,document:1.Astatementofthe overallgreendevelopmentgoals ofthe projectand the expectedintendedoutcomesfrom addressingthose goals.

2.Asummaryofthe integrativeprocessthatwas used toselect the greenbuildingstrategies,systemsand materialsthatwillbe incorporatedinto the project.

3.Adescriptionofhow progressand success againstthesegoals willbemeasuredthroughoutthecompletionofdesign,constructionand operationtoensurethatthe greenfeaturesare includedand correctlyinstalled.

O YES O NO O MAYBE M 1.1b Criteria Documentation

Createdesignand constructiondocumentationtoincludeinformationon implementationofappropriateEnterpriseGreen CommunitiesCriteria.

O YES O NO O MAYBE 9 1.1c Designing for Project Performance

Identifyhow the expectedperformanceofyour projectcomparestothe actualperformanceofotherprojectsinyour portfolioand/or community.NYCOverlay:Notethatthemetricsusedtoevaluateperformancemustbeconsistentfromprojecttoprojectinordertoensureaccuracy.SquarefootageofconditionedspacethatwillbeusedtodefineBTU/SF/HDD,forinstance,shouldbedefinedperLocalLaw84’sdefinitionofgrossfloorareaandderivedeitherfrommeasurementsorfromarchitecturalplansratherthanfromtheDepartmentofFinancegrosssquarefootagefigures.

O YES O NO O MAYBE M 1.2a Resident Health and Well-Being: Design for Health

Identify potential resident health factors and design your project to address resident health and well-being by using the matrix provided on pages 22 and 23.

O YES O NO O MAYBE 12 1.2b Resident Health and Well-Being: Health Action Plan

Atpre‐designand continuingthroughoutthe projectlifecycle, collaboratewith public healthprofessionalsand communitystakeholderstoassess, identify,implementand monitorachievableactionstoenhancehealth‐promotingfeaturesofthe projectand minimizefeaturesthatcouldpresenthealthrisks. Specifically,createaHealthActionPlan and integratethe selectedinterventionsand aplan formonitoringand evaluatingprogressper the fullcriterion.

O YES O NO O MAYBE M 1.3a Resilient Communities: Design for Resilience (NewConstructionandSubstantialRehabonly)

Givenyour projectbuildingtype, locationand expectedresidentpopulation,identifyaprojectcharacteristicthatwouldmost likely impactyour project’sability towithstandanunexpectedweathereventor lossofpower.Select at least one criterionfrom the given listthatwouldhelpmitigatethatimpact,and incorporatethiswithinyour projectplans and design.Includeashortnarrativeprovidingyour rationaleforselectingthis criterionabove the others.

O YES O NO O MAYBE 15 1.3b Resilient Communities: Multi-Hazard Risk / Vulnerability Assessment

Carry out aVulnerabilitiesAssessmentand implementbuildingelementsdesignedtoenabletheprojecttoadaptto, and mitigate,climateimpactsgiven the projectlocation,building/constructiontype and residentpopulation.

SUBTOTAL OPTIONAL POINTS

Lower Concourse

0 0

2015 ENTERPRISE GREEN COMMUNITIES CHECKLIST

170


M = MANDATORY

# = OPTIONAL POINTS

2. LOCATION + NEIGHOBORHOOD FABRIC

NewConstruction:Allnew constructionprojectsmust earnoptionalpointsunderCriterion2.8 AccesstoPublic Transportation,ORearn8optionalpointsthroughselectingone ormore ofthe following: 2.7 Preservationofand AccesstoOpen Space 2.9 ImprovingConnectivitytothe Community 2.12 AccesstoFresh, LocalFoods 2.13 LEEDforNeighborhoodDevelopmentCertification 2.14 LocalEconomicDevelopmentand CommunityWealthCreation

O YES O NO O MAYBE M 2.1 Sensitive Site Protection

Donot locate new projects,includingbuildings,built structures,roads orparkingareas,onportionsofsites that meet anyofthe followingprovisions:1.Landwithin100 feet ofwetlands,includingisolatedwetlandsorstreams.Maintainorestablishriparianbuffer using nativevegetationwherepossible.Bikeand foot pathsare allowedifatleast25 feet from the wetlandsboundary.

2.Land onslope greaterthan15%.3.Landwith primesoils, uniquesoilsorsoilsofstatesignificanceper USDAdesignations.4.Public parkland.5.Land thatisspecifically identifiedasan existinghabitatforany species on federalorstatethreatenedorendangeredlists.

6.Land thatiswithinthe Special Flood HazardAreas (SFHA)asidentifiedbyFEMAon the FloodInsuranceRateMap.

O YES O NO O MAYBE M 2.2 Connections to Existing Development and Infrastructure (Exceptforprojectslocatedonruralortribal

lands,incoloniascommunities, orincommunitieswithpopulationsoflessthan10,000)Locate the projectonasitewith access toexisting roads,water,sewers and otherinfrastructurewithinorcontiguousto(havingat least 25%ofthe perimeterbordering)existing development.Connectthe projecttothe pedestriangrid.

O YES O NO O MAYBE M 2.3 Compact Development

Ataminimum,build tothe residentialdensity(dwellingunits/acre) ofthe census blockgroupinwhich your projectislocated.

O YES O NO O MAYBE 5 or 7 2.4 Compact Development

Exceed the residentialdensity(dwellingunits/acre)ofthe census block groupinwhich yourprojectislocated.Exceed by2xfor[5points];exceedby3xfor[7points].

O YES O NO O MAYBE M 2.5 Proximity to Services

Locate the projectwithina0.5‐milewalkdistanceofat least four, ora1‐mile walkdistanceofat leastseven, ofthe listed services. Forprojectsthat qualify asRural/Tribal/Small Town, locate the projectwithin5miles ofat least four ofthe listed services.

O YES O NO O MAYBE M 2.6 Preservation of and Access to Open Space for Rural / Tribal / Small Towns

Setaside aminimumof10% (minimumof0.25 acre)ofthe total projectacreageasnon‐pavedopenspace forusebyallresidentsORlocate the projectwithina0.25‐milewalkdistanceofdedicatedpublicnon‐pavedopen space that isaminimumof0.75 acres.

O YES O NO O MAYBE 6 max 2.7 Preservation of and Access to Open Space

Setaside apercentageofnon‐pavedopen space foruse byallresidents.20% [2points];30%[4points]; 40%+writtenstatementofpreservation/conservationpolicy forset‐asideland [6points].

7

2


M = MANDATORY

# = OPTIONAL POINTS

LOCATION + NEIGHBORHOOD FABRIC (continued)

O YES O NO O MAYBE 8 or 10 2.8 Access to Public Transportation

Locate projectswithina0.5‐milewalk distanceoftransitservices combined(bus,rail and/orferry),constitutingat least 60ormore transitrides perweekday,with some type ofweekendride option.[8points]Forprojectsthatqualify asRural/Tribal/Small Town, locatethe projectwithina5‐mile distanceofat least one ofthe followingtransitoptions:1) vehicle shareprogram;2) dial‐a‐rideprogram;3) employervanpool;4) park‐and‐ride;or5) public–privateregionaltransportation. [8points]Foranadditional 2points:Locate the projectalong dedicatedbike trails orlanes that lead totransitservices orstations(bus, railand ferry) within3miles.

O YES O NO O MAYBE 2 to 8 2.9 Improving Connectivity to the Community

Improveaccess tocommunityamenitiesthroughat least one ofthe transit,autoorbiking mobilitymeasureslisted.

O YES O NO O MAYBE 5 max 2.10 Passive Solar Heating / Cooling

Design and build with passive solar design,orientationand shadingthatmeet specifiedguidelines. O YES O NO O MAYBE 4 2.11 Brownfield Site or Adaptive Reuse Building

Rehabilitateanexisting structurethat wasnot previouslyused ashousingorlocate the projectonabrownfieldsite.

O YES O NO O MAYBE 6 2.12 Access to Fresh, Local Foods

Pursueone ofthreeoptionstoprovideresidentsand staffwith access tofresh, local foods, includingneighborhoodfarms and gardens,community‐supportedagriculture,orproximitytofarmersmarkets.

O YES O NO O MAYBE 4 2.13 LEED for Neighborhood Development Certification

Locatebuilding(s)inaStage 2Pre‐CertifiedorStage 3Certified NeighborhoodDevelopment. O YES O NO O MAYBE 6 max 2.14 Local Economic Development and Community Wealth Creation

Demonstratethatlocal preferenceforconstructionemploymentand subcontractorhiringwaspartofyour biddingprocess[2points] ORdemonstratethatyou achievedat least 20% localemployment[3points] ORprovidephysical space forsmall business,nonprofits,and/orskillsandworkforceeducation[3points].


3. SITE IMPROVEMENTS O YES O NO O MAYBE M 3.1 Environmental Remediation

Conductan environmentalsite assessmenttodeterminewhetherany hazardousmaterialsarepresenton‐site;mitigateany found.NYCOverlay,forHPDfinancedprojectsonly:NewConstruction,ThirdPartyTransfer,andParticipationLoanProgramprojectsrequirePhase1EnvironmentalAssessments.AllotherprojectsshouldcomplywiththeapplicableenvironmentalassessmentrequirementsoftheHPDprograms.ProjectsnotproducingPhase1reportsshouldsubmitamemooutliningtheassessmentandremediationmeasurestaken.

O YES O NO O MAYBE M 3.2 Erosion and Sedimentation Control (Exceptforinfillsiteswithbuildableareasmallerthan oneacre)

ImplementEPA’sBestManagementPracticesforConstructionSite StormwaterRunoff Control,orlocal requirements,whicheverismore stringent.

8

6

Lincoln Hospital Greenmarket 0.3 miles away

8

023

171


M = MANDATORY

# = OPTIONAL POINTS

SITE IMPROVEMENTS (continued) O YES O NO O MAYBE M 3.3 Low-Impact Development

Projectslocatedongreenfieldsmust meet the listoflow‐impactdevelopmentcriteria. O YES O NO O MAYBE M 3.4 Landscaping

Ifprovidingplantings,allshouldbenativeoradaptedtothe region,appropriatetothe site’ssoiland microclimate,and noneofthe new plantsisan invasive species.Reseedorxeriscapealldisturbedareas.NYCOverlay:See“Resources”infull2015Criteriafordatabasesofnativeandadaptedplants.

O YES O NO O MAYBE M 3.5a Efficient Irrigation and Water Reuse

Ifirrigationisused,installan efficient irrigationorwaterreusesystem per the guidelines. O YES O NO O MAYBE 4 or 8 3.5b Efficient Irrigation and Water Reuse

Install an efficient irrigationsystem equippedwith aWaterSense‐labeledweather‐basedirrigationcontroller (WBIC)ORat least 50% ofthe site’sirrigationshouldbesatisfiedbyreusingwater.

O YES O NO O MAYBE 4 or 8 3.6 Surface Stormwater Management

Retain,infiltrateand/orharvestthe first1.0 inch ofrain thatfalls [4points]ORascalculatedfora24‐hourperiodofaone‐year(1) stormevent,sothatnostormwaterisdischargedtodrains/inlets.[8points] Forboth options,permanentlylabel allstormdrainsand inlets.

O YES O NO O MAYBE 1 3.7 Reducing Heat-Island Effect: Paving

Uselight‐colored,high‐albedomaterialsand/or anopen‐gridpavement,with aminimumsolarreflectanceof0.3, over at least 50% ofthe site’shardscapedarea.


4. WATER CONSERVATION

O YES O NO O MAYBE M 4.1 Water-Conserving Fixtures Install water‐conservingfixturesinallunits and any commonfacilitieswith the followingspecifications.Toilets:WaterSense‐labeledand 1.28 gpf;Urinals:WaterSense‐labeledand 0.5 gpf;Showerheads:WaterSense‐labeledand 2.0 gpm; Kitchen faucets: 2.0 gpm; Lavfaucets:WaterSense‐labeledand 1.5 gpmANDforallsingle‐familyhomesand alldwellingunits inbuildingsthreestoriesorfewer,the staticservice pressuremust not exceed60psi.

O YES O NO O MAYBE 6 max 4.2 Advanced Water Conservation Reducewaterconsumptioneitherbyinstallingwater‐conservingfixturesinallunits and allcommonspace bathroomswith the followingspecifications:Toilets:WaterSense‐labeledand 1.1gpf[1point];Showerheads:WaterSense‐labeled and 1.5 gpm [1point];Kitchen faucets:1.5 gpmand lavfaucets:WaterSense‐labeledand 1.0 gpm [1point]ORReducetotal indoorwaterconsumptionbyat least 30% comparedtothe baselineindoorwaterconsumptionchart,throughacombinationofyour choosing.[6pointsmaximum]NYCOverlay:ProjectsareREQUIREDtoachieveatleast3pointsthroughthiscriterion.

0

0 0

4


M = MANDATORY

# = OPTIONAL POINTS

WATER CONSERVATION (continued)

O YES O NO O MAYBE 4 4.3 Leaks and Water Metering

Conductpressure‐losstests and visual inspectionstodetermineifthereare any leaks; fixanyleaksfound;and meterorsubmetereach dwellingunit with atechnologycapableoftrackingwateruse.Separatelymeteroutdoorwaterconsumption.

NYCOverlay:ProjectsareREQUIREDtoachievethiscriterionthroughoneofthethreeoptionslistedbelow.InNYC,annualwatercostcanexceedannualfuelcostinsomebuildings.Submonitoringwaterconsumptioncanhelpidentifyandlocateleaksquicklysothatwasteandcostisreduceddrastically—a1gpmleakcostsabout$6,700ayearinNYC.

OPTION1(Preferred):4pointsSeparatelymonitoreachcoldbranchofftheapartmentlineriserforeachdwellingunitaswellasanycommonprojectlaundryfacilities,theboilermakeupwater,outdoorwater,andwaterconsumptioninanycommercialspaces.

OPTION2:0pointsSeparatelymonitoreachcoldwaterriserandthedomestichotwater(DHW)coldwaterfeedforeachbuildingaswellasanycommonprojectlaundryfacilities,theboilermakeupwater,outdoorwater,andwaterconsumptioninanycommercialspaces.

OPTION3:0pointsSeparatelymonitorthewaterconsumptionforeachtoiletaswellasanycommonprojectlaundryfacilities,theboilermakeupwater,outdoorwater,andwaterconsumptioninanycommercialspaces.Eachtoiletmonitormustbeenabledwithtechnologythatallowsremotemonitorreadings.IMPLEMENTATIONTIPS,applicabletoeachOPTIONEquipmentAllthemonitoringsystemcomponentsareofftheshelf.In‐linemetersshouldmeetAWWAstandardsandincludeapulseoutput(1pulsepergallonisdesirable).Morecriticalismetersizing;oversizingiscommon.A2‐inchriser,forexample,doesnotrequirea2‐inchmeter.Notonlywoulda2‐inchmeterbemuchmoreexpensive,butitwouldmisstheverylowflowsitissupposedtodetect.Mostrisersupto2inchesindiameterin6‐storyorshorterbuildingscanbehandledbya¾‐inchmeter.

Somevendorspackagewatermonitorswitharemotedatamonitoringsystem.Othervendorsofferonlymonitorsoronlyremotedatamonitoringsystems;thesemaybepaired.Andremotedatamonitoringsystemscomeinavarietyofforms:somearewirelessandothersrequirethattheybehard‐wired.Witheithertype,typicallythewaterconsumptiondataissentfromeachmeter/monitortoadataloggerinsidethebuilding,whichpassesitontoawebsitewhereitcanbereviewedanddownloaded.Incaseswherestaffdonothavetimetoreviewdatafordozensofsubmeters,thewebsitecanbeprogrammedtosendoutatextoremailalarmwhenaleakissuspected.Becauseitiseasytosetupalarms,itisnotnecessarytodedicateanemployeeoroutsidefirmtomonitorthewaterdata,butitisdesirableandshouldbeconsidered.Manyfirmsnowmonitorotherbuildingfunctions,soaddingwatertothelistshouldnotbedifficult.

InstallationAtalltimes,followmanufacturerinstallationinstructions.In‐linemetersshouldbeinstalledbyalicensedplumber.Whenpossible,useapress‐fitpipejoiningsysteminsteadofsweatedjointsfortheseinstallations.Suchasystemsaveslaborcostsandpermitsotherwiseimpossibleinstallations.Remotedata‐gatheringsystemsareofteninstalledbyacontrolsortelecomcontractoror,moreexpensively,byalicensedelectrician.

Themostcrucialfactoristoinstalleverymetersoitcanbeeasilyaccessedforrepairsorformanualreading(shouldthatbecomenecessary)–metersincrampedorinaccessiblelocationsfrequentlyendupignoredorforgotten.Experienceshowsthatdomesticwatersystemsfrequentlyincludelongpiperunswithoutanyshutoffcapability,whichmakesfuturerepairsmoredifficultand/ordisruptive.Afewextrawell‐placedisolationvalveswillpaylargedividendsovertime.

Similarly,innewconstructioninparticular,designersshouldbeencouragedtomakethepipesmoreaccessiblethantheyusuallyare,eitherbyexposingthemorplacingthembehindaneasily‐removableaccessdoororchase.Pipesinaneasily‐removablechasewouldbeeasiertorepairandinspectandmightevenbeisolatableenoughtoeliminatewaterdamagefromapipeburstorjointleak.Experiencealsoshowsthatbasementsfrequentlylackelectricaloutlets.Withtheincreaseintelecom,internetandcableTVinstallationsandalikelyriseindata‐gatheringsystemsliketheonedescribedhere,strategically‐locatedadditionaloutletswouldbequitevaluable.

Cost Installedcostwillvarywidelydependingonmetersizeandlocation,newconstructionvs.retrofit,wirelessvs.wireddatagathering,locallaborcostsandotherfactors.Thecostperinstalledmeter,includingdatasystem,islikelytobeintherangeof$500to$2,000permeter.Forinstance,meterscost~$100/ea,dataloggerscost~$200/eaandmayserveupto4meterseach,andaweb‐baseddashboardsystemmaycost~$30/month.Savings,at$6,700/yearforfixinga1gpmleak,canexceedcost.Ina2015pilotacross26NYCbuildings,annualsavingsperbuildingexceeded$18,000,whichalsoexceededthecostofinstallation.

172


M = MANDATORY

# = OPTIONAL POINTS

WATER CONSERVATION (continued)

O YES O NO O MAYBE 4 4.4 Efficient Plumbing Layout and Design

Tominimizewaterlossfrom deliveringhotwater,the hotwaterdeliverysystem shall store nomore than0.5 gallonsofwaterinany piping/manifoldbetweenthe hot watersourceand any hotwaterfixture.

O YES O NO O MAYBE 6 max 4.5 Water Reuse

Harvest,treat,and reuserainwaterand/or greywatertomeet aportionofthe project’stotalwaterneeds:10% reuse[3points];20% reuse[4points];30% reuse[5points];40% reuse[6points]

O YES O NO O MAYBE 8 4.6 Access to Potable Water During Emergencies

Provide residentswith access topotablewaterinthe event ofan emergencythatdisruptsnormalaccess topotablewater,includingdisruptionsrelatedtopoweroutagesthatpreventpumpingwatertoupperfloors ofmultifamilybuildingsorpumpingofwaterfrom on‐sitewells, per one ofthethreeoptions.


5. ENERGY EFFICIENCY

O YES O NO O MAYBE M 5.1a Building Performance Standard (NewConstruction:single‐familyand low‐risemultifamily) Certify each dwellingunit inthe projectthroughthe ENERGYSTARNewHomes program.NYCOverlay:NYSERDALowRiseResidentialNewConstructionprojectssatisfythisrequirement;associatedincentivesmaybeavailable.Formoreinformation,seewww.nyserda.ny.gov/All‐Programs/Programs/Low‐Rise‐Residential.CertificationtoanyoftheprogramsreferencedinCriterion5.2(includingPHIUS)alsosatisfythisrequirement.

O YES O NO O MAYBE M 5.1b Building Performance Standard (NewConstruction:mid‐riseandhigh‐risemultifamily,with someexceptions)

Certify the projectthroughthe ENERGYSTARMultifamilyHigh‐Rise program (MFHR)ORfollow the combinedMFHRand LEEDCommissioningPath outlinedinthe criterion.Exception:Multifamilybuildingsthatare four or fivestories,inwhich alldwellingunits have theirown heating,coolingand hot watersystems,shouldcomply with Criterion5.1a and certify eachdwellingunit per ENERGYSTARCertifiedNewHomes. NYCOverlay:NYSERDAMultifamilyPerformanceProgram:NewConstructionComponentprojectssatisfythisrequirement;associatedincentivesmaybeavailable.Formoreinformation,seewww.nyserda.ny.gov/All‐Programs/Programs/MPP‐New‐Construction.CertificationtoanyoftheprogramsreferencedinCriterion5.2(includingPHIUS)alsosatisfythisrequirement.

8

12 0


M = MANDATORY

# = OPTIONAL POINTS

ENERGY EFFICIENCY (continued)

O YES O NO O MAYBE M 5.1c Building Performance Standard (SubstantialandModerateRehab:single‐familyandlow‐risemultifamily) Foreach dwellingunit,achieveaHERSIndex score of85orless.

Exception:Substantialrehabsofbuildingswith wallsmadeonlyofbrick/masonrythatare threestoriesorfewer and built before1980,aswell asmoderaterehabsofbuildingsthatare threestoriesorfewer and built before1980,are permittedtoinsteadachieveaHERSIndex score of100orlessforeach dwellingunit.NYCOverlay:NotethattheNYSERDALowRiseResidentialNewConstructionprogramisavailableforGutRehabilitationsandwouldsatisfytherequirementsofthiscriterion.Associatedincentivesmaybeavailable.Formoreinformation,seewww.nyserda.ny.gov/All‐Programs/Programs/Low‐Rise‐Residential.CertificationtoanyoftheprogramsreferencedinCriterion5.2(includingPHIUS)alsosatisfythisrequirement.

O YES O NO O MAYBE M 5.1d Building Performance Standard (SubstantialandModerateRehab:mid‐riseandhigh‐rise)

Demonstratethatthe energyperformanceofthe completedbuildingwillbeequivalenttoASHRAE90.1‐2010using an energymodelcreatedbyaqualifiedenergyservices providerper AppendixG.NYCOverlay:NYSERDAMultifamilyPerformanceProgram:ExistingBuildingsprojectssatisfythisrequirement;associatedincentivesmaybeavailable.Formoreinformation,seewww.nyserda.ny.gov/All‐Programs/Programs/MPP‐Existing‐Buildings.CertificationtoanyoftheprogramsreferencedinCriterion5.2(includingPHIUS)alsosatisfythisrequirement.

O YES O NO O MAYBE 5 to 12 5.2a Additional Reductions in Energy Use

Design and constructabuildingthatisprojectedtobeat least 5%more efficient thanwhatisrequiredofthe projectbyCriteria5.1a–d.(ProjectsreceivingpointsinCriterion5.2a may notreceivepointsper Criterion5.2b)

O YES O NO O MAYBE 12 5.2b Advanced Certification: Nearing Net Zero

Certify the projectinaprogramthatrequiresadvancedlevels ofbuildingenvelopeperformancesuchasPHIUS,LivingBuilding Challengeand/or DOEZero Energy Ready Home.(ProjectsreceivingpointsinCriterion5.2b may not receive pointsper Criterion5.2a)

O YES O NO O MAYBE M 5.3 Sizing of Heating and Cooling Equipment

Sizeand select heatingand coolingequipmentinaccordancewith the AirConditioningContractorsofAmerica (ACCA)ManualsJand SorASHRAEhandbooks.

O YES O NO O MAYBE M 5.4 ENERGY STAR Appliances

Ifprovidingappliances,installENERGYSTARclotheswashers,dishwashersand refrigerators.Ifapplianceswillnot beinstalledorreplacedat this time, specify that,at the time ofinstallationorreplacement,ENERGYSTARmodelsmust beused.

O YES O NO O MAYBE M 5.5 Lighting

Follow the guidanceforhigh‐efficacylightingcontrolsand othercharacteristicsforallpermanentlyinstalledlightingfixturesinprojectdwellingunits,commonspaces and exterior

5.6 Electricity Meter O YES O NO O MAYBE M NewConstructionandSubstantialRehab O YES O NO O MAYBE 6 ModerateRehab (Exceptforsingle‐roomoccupancyanddesignatedsupportivehousingdwellingunits)

Install individualorsubmeteredelectricmetersforalldwellingunits.

Pending energy model results

173


M = MANDATORY

# = OPTIONAL POINTS

ENERGY EFFICIENCY (continued)

O YES O NO O MAYBE 4 5.7a Photovoltaic / Solar Hot Water Ready

Orient,design,engineer,wire and/orplumbthe developmenttoaccommodateinstallationofphotovoltaic (PV)orsolar hot watersystem inthe future.

NYCOverlay:Projectsareurgedtoimplementasolar‐readydesign.

O YES O NO O MAYBE 10 max 5.7b Renewable Energy Install photovoltaic(PV)panelsorotherelectric‐generatingrenewableenergysourcetoprovideaspecifiedpercentageofthe project’sestimatedtotal energydemandorwaterheatingenergydemand.(Projectsmay earnpoints through Criterion5.7b or5.8b, butnotboth.)

5% 10% 20% 30% 40%

Single‐story / Single‐family — — 6 8 10 2 to 3 stories — 6 8 10 — 4 stories or more 6 8 10 — —

O YES O NO O MAYBE 8 5.8a Resilient Energy Systems: Floodproofing

Conductfloodproofing,includingperimeterfloodproofing(barriers/shields),oflower floors.Design and installbuildingsystemsasspecifiedbythe fullcriterionsothatthe operationofthosesystemswillnot begrossly affectedincase ofaflood.

O YES O NO O MAYBE 4 to 8 5.8b Resilient Energy Systems: Islandable Power

Provideemergencypowerthroughan islandablephotovoltaic(PV)system oran efficient andportablegeneratorthatwilloffer at least limitedelectricityforcritical circuitsduringpoweroutagesper one ofthe threeoptionslisted.(Projectsmay earnpoints through Criterion5.7b or5.8b, butnotboth.)


6. MATERIALS

O YES O NO O MAYBE M 6.1 Low / No VOC Paints, Coatings and Primers Allinteriorpaintsand primersmust have VOClevels, ingramsper liter, lessthanorequaltothethresholdsestablishedbySouthCoast AirQualityManagementDistrict (SCAQMD)Rule1113.

O YES O NO O MAYBE M 6.2 Low / No VOC Adhesives and Sealants

Alladhesivesand sealants(includingcaulks)must have VOClevels, ingramsper liter, lessthanorequaltothe thresholdsestablishedbythe SouthCoast AirQualityManagementDistrictRule1168.

O YES O NO O MAYBE 3 max 6.3 Recycled Content Material

Incorporatebuildingmaterialsthatare composedofat least 25%post‐consumerrecycledcontentorat least 50% post‐industrialrecycledcontent.[1point]Building materialsthatmake up at least 75% oftheir projectcomponenteach receive 1point.

0

00


M = MANDATORY

# = OPTIONAL POINTS

MATERIALS (continued)

O YES O NO O MAYBE 4 max 6.4 Regional Materials

Useproductsthatwere extracted,processedand manufacturedwithin500 miles ofthe projectforaminimumof50%, basedoncost, ofthe buildingmaterials’value.Select any oralloftheseoptions(eachmaterialcan qualify for1point): Framingmaterials Exteriormaterials(e.g.,siding,masonry,roofing) Flooringmaterials Concrete/cementand aggregatematerial Drywall/interiorsheathingmaterials

O YES O NO O MAYBE 1 6.5 Certified, Salvaged and Engineered Wood Products Forat least 25% ofallstructuralwood products,bycost orvalue, committousing eitherFSC‐certified,salvagedproducts orengineeredframingmaterialswithoutureaformaldehyde.

O YES O NO O MAYBE M 6.6 Composite Wood Products that Emit Low / No Formaldehyde

Allcompositewood productsmust becertifiedascompliantwith California93120Phase 2OR,ifusing acompositewood productthatdoes not comply with California93120Phase 2,allexposededges and sidesmust besealedwith low‐VOCsealants,per Criterion6.2.

O YES O NO O MAYBE M 6.7a Environmentally Preferable Flooring

Donot installcarpetsinbuildingentryways,laundryrooms,bathrooms,kitchens /kitchenettes,utilityroomsorany roomsbuilt on foundationslabs. Where installed,allcarpetproductsmustmeetthe Carpetand RugInstitute’sGreen LabelorGreen LabelPluscertificationforcarpet,padandcarpetadhesives.Anyhardsurfaceflooring productsmust beeitherceramictile orsolidunfinishedhardwoodfloors, ormeet the Scientific CertificationSystem’sFloorScoreprogramcriteria(includingpre‐finishedhardwoodflooring).

O YES O NO O MAYBE 6 6.7b Environmentally Preferable Flooring: Throughout Building

Usenon‐vinyl,non‐carpetfloor coveringsthroughout each buildinginthe project. O YES O NO O MAYBE M 6.8 Mold Prevention: Surfaces

Usematerialsthathave durable,cleanablesurfacesthroughoutbathrooms,kitchensandlaundryrooms.Materialsinstalledintheseroomsshouldnot bepronetodeteriorationdue tomoistureintrusionorencouragethe growthofmold.

O YES O NO O MAYBE M 6.9 Mold Prevention: Tub and Shower Enclosures

Usemoisture‐resistantbackingmaterialssuch ascementboard,fiber cementboardorequivalentperASTM#D3273behindtub /showerenclosures.Projectsusing aone‐piecefiberglasstub /showerenclosureare exemptfrom this requirement.

O YES O NO O MAYBE 12 max 6.10 Asthmagen-Free materials

Donot installproductsthatcontainingredientsthatare knowntocause ortriggerasthma.Keyproductstoavoid are: Insulation: Donot use spray polyurethanefoam (SPF)orformaldehyde‐containingfiberglassbatts.[4points]

Flooring:Donot use flexible vinyl(PVC)rollorsheetflooring orcarpet‐backedwith vinylwithphthalates.Donot use fluid appliedfinish floors. [4points]

Wallcoverings:Donot usewallpapermadefrom vinyl(PVC)with phthalatesorsite‐appliedhigh‐performancecoatingsthatare epoxy orpolyurethanebased.[4points]

Compositewood:UseonlyULEFproductsforcabinetry,subflooringand otherinteriorcompositewood uses. [4points]

174

MATERIALS (continued) O YES O NO O MAYBE 5 6.11 Reduced Heat-Island Effect: Roofing

Usean ENERGYSTAR–certifiedroofingproductfor100% ofthe roof area ORinstalla“green”(vegetated)roof forat least 50% ofthe roof area and ENERGYSTAR–certifiedroofingproductforthe remainderofthe roof area.

NYCOverlay:ProjectsareREQUIREDtocomplywiththiscriterion.

O YES O NO O MAYBE M or 6.12 Construction Waste Management 6 max Commit tofollowingawastemanagementplan thatreducesnon‐hazardousconstructionand

demolitionwastethroughrecycling,salvagingordiversionstrategiesthroughone ofthethreeoptions.Achieveoptionalpointsbygoing above and beyondthe requirement.

O YES O NO O MAYBE 3 6.13 Recycling Storage

Provideseparatebins forthe collectionoftrashand recyclingforeach dwellingunit and allsharedcommunityrooms(ifapplicable).Additionally,inmultifamilybuildings,provideat least one easily accessible,permanent anddedicatedindoorarea forthe collectionand storageofmaterialsforrecycling.Insingle‐familyhomes,pointswillbeaccruedonly ifcurb‐siderecyclingpickup isavailable.Collectedmaterialsshouldinclude,at aminimum,paper,cardboard,glass, metalsand plastics.NYCOverlay:ProjectsareREQUIREDtocomplywiththiscriterion


7. HEALTHY LIVING ENVIRONMENT

7.1 Ventilation O YES O NO O MAYBE M NewConstructionandSubstantialRehab

O YES O NO O MAYBE 12 max ModerateRehab

Foreach dwellingunit,infullaccordancewith ASHRAE62.2‐2010,installalocalmechanicalexhaustsystem ineach bathroom[4points], alocalmechanicalexhaustsystem ineach kitchen[4points], and awhole‐housemechanicalventilationsystem [4points].Foreach multifamilybuildingoffour stories and more,infullaccordancewith ASHRAE62.1‐2010,installamechanicalventilationsystem forallhallwaysand commonspaces [3points].Forallprojecttypes, inadditiontothe above requirements: Allsystemsand associatedductworkmust be installedpermanufacturer’srecommendations. Allindividualbathroomfansmust beENERGYSTARlabeled,wiredtoturnonwith the lightswitch,and equippedwith ahumidistatsensor,timerorothercontrol(e.g.,occupancysensor,delay offswitch,ventilationcontroller).

Ifusing centralventilationsystemswith rooftopfans, each rooftopfanmust bedirect‐driveandvariable‐speedwith speedcontrollermountednearthe fan. Fanswith designCFM300‐2000mustalso have an ECMmotor.

NYCOverlay:Allnewconstructionprojectswithmechanicalexhaustventilationarerequiredtospecifyproperlysealedductworkandspecifyameansofexhaustbalancing.ConstantAirflowRegulatorsarerecommended.Allsubstantialrehabprojectswithexistingcentralexhaustventilationsystemsarerequiredtospecifycleaning,sealing,balancing,andright‐sizingroof‐topfans.Allmoderaterehabprojectswithexistingcentralexhaustventilationsystemsarerequiredtocalculatecost/benefitofcleaning,sealing,balancing,andright‐sizingroof‐topfans.Westronglyrecommendthatprojectteamsincorporateperformance‐basedventilationspecificationsintheirconstructiondocuments.Additionalreferenceforventilationretrofit:http://www.buildingscience.com/documents/bareports/ba‐1209‐multifamily‐ventilation‐retrofit‐strategies

5

3

8 0

HEALTHY LIVING ENVIRONMENT (continued) O YES O NO O MAYBE M 7.2 Clothes Dryer Exhaust

Clothes dryersmust beexhausteddirectlytothe outdoorsusing rigid‐typeductwork(exceptforcondensingdryers,which must beplumbedtoadrain).

O YES O NO O MAYBE M 7.3 Combustion Equipment Fornew constructionand rehabprojects,specify power‐ventedordirectvent equipmentwheninstallingany new combustionapplianceforspace orwaterheatingthatwillbe locatedwithintheconditionedspace.InSubstantialand ModerateRehabs,ifthereisany combustionequipmentlocatedwithintheconditionedspace forspace orwaterheatingthatisnot power‐ventedordirectvent and thatisnotscheduledforreplacement,conductinitial combustionsafety testingper the given guidelines.Install one hard‐wiredcarbonmonoxide(CO)alarmwith batterybackupfunctionforeachsleepingzone, placedper NationalFireProtectionAssociation(NFPA)720.

O YES O NO O MAYBE 9 or 11 7.4 Elimination of Combustion Within the Conditioned Space

Nocombustionequipmentmay beused forcooking(toinclude,but not limitedtoranges,cooktops,stoves, ovens)aspart ofthe buildingproject[9points] ORnocombustionequipmentmay beused aspart ofthe buildingproject[11points].

O YES O NO O MAYBE M 7.5 Vapor Retarder Strategies

Install vapor barriersthatmeet specifiedcriteriaappropriateforthe foundationtype. O YES O NO O MAYBE M 7.6 Water Drainage (ForallNewConstructionprojectsandthoseRehabprojectsthat includereplacing particularassembliescalledoutbelow)

Providedrainageofwateraway fromwalls, windowsand roofs byimplementingthe listoftechniques.

O YES O NO O MAYBE M 7.7 Mold Prevention: Water Heaters

Provideadequatedrainageforwaterheatersthatincludesdrainsorcatch pans with drainspipedtothe exteriorofthe dwelling.

O YES O NO O MAYBE M 7.8 Radon Mitigation

ForNewConstructioninEPAZone 1areas,installpassive radon‐resistantfeaturesbelow the slaband averticalvent pipe with junctionboxwithin10 feet ofan electricaloutletincase an activesystem shouldprove necessaryinthe future.ForSubstantialRehab projectsinEPAZone 1,testandmitigateper the specifiedprotocols.

O YES O NO O MAYBE M 7.9 Garage Isolation

Provideacontinuousairbarrierbetweenthe conditionedspace and any garagespace topreventthemigrationofany contaminantsinto the living space.Visually inspectcommonwalls andceilings betweenattachedgaragesand living spaces toensurethatthey are air‐sealedbeforeinsulationisinstalled.

Donot installductworkorairhandlingequipmentinagarage. Fixallconnectingdoors betweenconditionedspace and garagewith gasketsorotherwisemakesubstantiallyairtightwith weatherstripping.

Install one hard‐wiredcarbonmonoxide(CO)alarmwith batterybackupfunctionforeachsleepingzone ofthe project,placedper NationalFireProtectionAssociation(NFPA)720.

O YES O NO O MAYBE M 7.10 Integrated Pest Management

Seal allwall, floor, and joint penetrationswith low‐VOCcaulkingorotherappropriatenontoxicsealingmethodstopreventpest entry.

175


M = MANDATORY

# = OPTIONAL POINTS

HEALTHY LIVING ENVIRONMENT (continued)

O YES O NO O MAYBE 9 7.11a Beyond ADA: Universal Design (NewConstruction) Design aminimumof15% ofthe dwellingunits (no fewer thanone)inaccordancewith ICC/ANSIA117.1,TypeA,FullyAccessible guidelines.Design the remainderofthe ground‐floorunitsandelevator‐reachableunits inaccordancewith ICC/ANSIA117.1,TypeB.

O YES O NO O MAYBE 7 or 9 7.11b Beyond ADA: Universal Design (SubstantialandModerateRehab)

Design aminimumof10% ofthe dwellingunits (one,atminimum)inaccordancewith ICC/ANSIA117.1,TypeA,FullyAccessible guidelines.[7points]Foranadditional 2points:Design the remainderofthe ground‐floorunits and elevator‐reachableunits with accessibleunit entrancesdesignedtoaccommodatepeoplewho use awheelchair.

O YES O NO O MAYBE M 7.12 Active Design: Promoting Physical Activity Within the Building

Situateat least one buildingstairwayper the criteriontoencourageuse ORemphasizeat leastonestrategyinside the buildingdesignedto increasefrequencyand durationofphysicalactivityperthecriterion.

O YES O NO O MAYBE 10 7.13 Active Design: Staircases and Building Circulation

Astaircasemust beaccessibleand visible from themain lobby aswell asvisiblewithina25‐footwalkingdistancefrom any edge oflobby. Ensurethatno turnsorobstaclespreventvisibility oforaccessibilitytothe qualifyingstaircasefrom the lobby, and thatthe staircaseisencounteredbeforeorat the same time asthe elevators.From the corridor,accessiblestaircasesshouldbemadevisible by:Providingtransparentglazingofat least 10 squarefeet (1 squaremeter)at allstair doors orat aside light ORprovidingmagneticdoor holds onalldoors leadingtothe stairs ORremovingdoor enclosures/vestibules.NYCOverlay:Projectsarerecommendedtothoroughlyconsiderimplementingthiscriterion.

O YES O NO O MAYBE 9 7.14 Interior and Outdoor Activity Spaces for Children and Adults

Providean on‐sitededicatedrecreationspace with exerciseorplayopportunitiesforadultsand/orchildrenthatisopen and accessibletoallresidents;see criterionforspecifics.

O YES O NO O MAYBE M 7.15 Reduce Lead Hazards in Pre-1978 Buildings (SubstantialRehab)

Conductlead riskassessmentorinspectiontoidentifylead hazards,thencontrolfortheseperEPAorstate /local laws and requirements.

O YES O NO O MAYBE 10 7.16 Smoke-Free Building

Implementand enforceano‐smokingpolicy inallcommonand individualliving areas,andwithina25‐footperimeteraroundthe exteriorofallresidentialprojects.

NYCOverlay:Projectsarerecommendedtothoroughlyconsiderimplementingasmoke‐freebuildingpolicy.Forguidance,pleasesee“Resources”inthefull2015Criteria,whichincludestheNewYorkCityDepartmentofHealth’sSmoke‐FreeHousingResources.


10

NA

10 0


M = MANDATORY

# = OPTIONAL POINTS

8. OPERATIONS, MAINTENANCE, + RESIDENT ENGAGEMENT

O YES O NO O MAYBE M 8.1 Building Operations & Maintenance (O&M) Manual and Plan (Forallmultifamilyprojects) Developamanualwith thoroughbuildingoperationsand maintenanceguidanceand acomplementaryplan.Themanualand plan shouldbedevelopedover the courseofthe projectdesign,developmentand constructionstages,and shouldincludesections/chaptersaddressingthe listoftopics.NYCOverlay:Notethatifyourprojectexceeds50,000ft2,compliancewiththiscriterionwillaidinyourproject’scompliancewithLocalLaw87.AlsonoteCurrentFacilityRequirements(CFR)alsomayfitthiscriterion.

O YES O NO O MAYBE M 8.2 Emergency Management Manual (Forallmultifamilyprojects)

Provideamanualonemergencyoperationstargetedtowardoperationsand maintenancestaffandotherbuilding‐levelpersonnel.Themanualshouldaddressresponsestovarioustypes ofemergencies,leadingwith those thathave the greatestprobabilityofnegativelyaffectingtheproject.Themanualshouldprovideguidanceastohow tosustainthe deliveryofadequatehousingthroughoutan emergencyand cover arangeoftopics, includingbut not limitedto: communicationplans forstaff and residents useful contactinformationforpublic utility and otherservice providers infrastructureand building“shutdown”procedures

O YES O NO O MAYBE M 8.3 Resident Manual

Provideaguide forhomeownersand rentersthatexplainsthe intent,benefits,use andmaintenanceoftheir home’sgreenfeaturesand practices.TheResidentManualshouldencouragegreenandhealthyactivitiesper the listoftopics.

O YES O NO O MAYBE M 8.4 Resident and Property Staff Orientation

Provideacomprehensivewalk‐throughand orientationforallresidents,propertymanager(s)andbuildingsoperationsstaff. Usethe appropriatemanuals(see Criteria8.1, 8.2, 8.3)asthe baseofthecurriculum,and review the project’sgreenfeatures,operationsand maintenanceprocedures,andemergencyprotocols.

O YES O NO O MAYBE M 8.5 Project Data Collection and Monitoring System: 100% Owner-Paid Utility Accounts; 15%

Tenant-Paid Utility Account

Forrentalproperties:Collect and monitorprojectenergyand waterperformancedatafor100%ofowner‐paidutilitiesand 15% oftenant‐paidutilitiesforat least 5years. Thisdatamust bemaintainedinamannerthatallows staff toeasily access and monitorit,enablingthemtomakeinformedoperationsand capitalplanningdecisions.Alsoallow Enterpriseaccess tothis data.Forowner‐occupiedunits:Collect and monitorenergyand waterperformancedatainamannerthatallows foreasy access and review and providesthe ability toinfluencehome operations.AlsoallowEnterpriseaccess tothis data.NYCOverlay:HPD’sBenchmarkingProtocolsatisfiescompliancewiththiscriterion.ProjectswillalsosharedatawithEnterprise.

O YES O NO O MAYBE 7 or 11 8.6 Project Data Collection and Monitoring System: Greater than 15% Tenant-Paid Utility Accounts

Collect and monitorprojectenergyand waterperformancedataforat least 5years. Thisdatamustbemaintainedinamannerthatallows staff toeasily access and monitorit,enablingthemtomakeinformedoperationsand capitalplanningdecisions.Alsoallow Enterpriseaccess tothis data.16–60%ofunits [7points];60–100%ofunits [11points].NYCOverlay:Projectsarestronglyrecommendedtoimplementthismeasure. SUBTOTAL OPTIONAL POINTS

TOTAL OPTIONAL POINTS

11

11 0

64 0

176Page 1

LEED BD+C: Multifamily Midrise v4 - LEED v4

Lower Concourse ScorecardNote: The information on this tab is READ-ONLY. To edit this information, see the Credit Category tabs.

Integrative Process Preliminary Y 2 of 2 M 0 Verified 0

IPc Integrative Process 2 of 2 0

Location and Transportation Preliminary Y 13 of 15 M 1 Verified 0

LTp Floodplain Avoidance Required Not Verified

Performance Path

LTc LEED for Neighborhood Development 0 of 15 0

Prescriptive Path

LTc Site Selection 8 of 8 1

LTc Compact Development 3 of 3 0

LTc Community Resources 0 of 2 0

LTc Access to Transit 2 of 2 0

Sustainable Sites Preliminary Y 2 of 7 M 1 Verified 0

SSp Construction Activity Pollution Prevention Required Not Verified

SSp No Invasive Plants Required Not Verified

SSc Heat Island Reduction 0 of 2 1

SSc Rainwater Management 0 of 3 0

SSc Nontoxic Pest Control 2 of 2 0

Water Efficiency Preliminary Y 10 of 12 M 0 Verified 0

WEp Water Metering Required Not Verified

Performance Path

WEc Total Water Use 0 of 12 0

Prescriptive Path

WEc Indoor Water Use 6 of 6 0

WEc Outdoor Water Use 4 of 4 0

Energy and Atmosphere Preliminary Y 20 of 37 M 9 Verified 0

EAp Minimum Energy Performance Required Not Verified

EAp Energy Metering Required Not Verified

EAp Education of the Homeowner, Tenant or Building Manager Required Not Verified

EAc Annual Energy Use 20 of 30 8

EAc Efficient Hot Water Distribution System 0 of 5 0

EAc Advanced Utility Tracking 0 of 2 1

Materials and Resources Preliminary Y 2.5 of 9 M 2 Verified 0

MRp Certified Tropical Wood Required Not Verified

MRp Durability Management Required Not Verified

MRc Durability Management Verification 1 of 1 0

MRc Environmentally Preferable Products 1.5 of 5 2

MRc Construction Waste Management 0 of 3 0

LEED CHECKLIST

Page 2

Indoor Environmental Quality Preliminary Y 8.5 of 18 M 0.5 Verified 0

EQp Ventilation Required Not Verified

EQp Combustion Venting Required Not Verified

EQp Garage Pollutant Protection Required Not Verified

EQp Radon-Resistant Construction Required Not Verified

EQp Air Filtering Required Not Verified

EQp Environmental Tobacco Smoke Required Not Verified

EQp Compartmentalization Required Not Verified

EQc Enhanced Ventilation 1 of 3 0

EQc Contaminant Control 0.5 of 2 0.5

EQc Balancing of Heating and Cooling Distribution Systems 1 of 3 0

EQc Enhanced Compartmentalization 0 of 3 0

EQc Combustion Venting 2 of 2 0

EQc Enhanced Garage Pollutant Protection 1 of 1 0

EQc Low-Emitting Products 2 of 3 0

EQc No Environmental Tobacco Smoke 1 of 1 0

Innovation Preliminary Y 4 of 6 M 0 Verified 0

INp Preliminary Rating Required Not Verified

INc Innovation 4 of 5 0

INc LEED Accredited Professional 0 of 1 0

Regional Priority Preliminary Y 2 of 4 M 2 Verified 0

RPc Regional Priority 2 of 4 2

Point Floors

The project earned at least 8 points total in Location and Transportation and Energy and Atmosphere No

The project earned at least 3 points in Water Efficiency No

The project earned at least 3 points in Indoor Environmental Quality No

Total Preliminary Y 64 of 110 M 15.5 Verified 0

Certification Thresholds Certified: 40-49, Silver: 50-59, Gold: 60-79, Platinum: 80-110

177

CA

LL

U

S

86

6.

67

6.

19

72

|

S

WI

NT

ER

.C

OM

N E W YO R K , N Y | WA S H I N G TO N , D C | N O R WA L K , C T

We specialize in building science, energy,

sustainability, and accessibility consulting,

as well as certification, research and

development, and compliance services.

Our engineers and architects have led the

way since 1972 in the development of best

practices to achieve high performance

buildings. We work to improve buildings

and communities by optimizing their

construction and operation, improving their

systems and building components, and

enhancing the services they house.

SWA provides services to a client base

that spans a variety of markets including

commercial, residential, multifamily,

government, institutions, and communities.

We are committed to helping our clients

actualize energy- cost- and resource-

efficient, accessible buildings.

Steven Winter Associates, Inc. (SWA) provides research,

consulting, and advisory services to improve the built

environment for private and public sector clients.

F I R M O V E R V I E W

ABOUT & CASE STUDIESSTEVEN WINTER ASSOCIATES

CA

LL

U

S

86

6.

67

6.

19

72

|

S

WI

NT

ER

.C

OM

N E W YO R K , N Y | WA S H I N G TO N , D C | N O R WA L K , C T

Programs and Certifications • LEED® Certification

• ENERGY STAR® Certification

• Affordable Housing and

Green Communities Certification

• National Green Building Standard Verification

• U.S. Passive House Certification

• NYSERDA Multifamily Performance Program

(MPP) Partner

• NYSERDA New Construction Program

(NCP) Partner

• Consolidated Edison (ConEd) Market Partner

Energy and Sustainability Consulting

• Benchmarking and Energy Auditing

• Commissioning (Cx) and

Retro-Commissioning (RCx)

• Energy Modeling

• Retrofit Implementation

• Analysis

• Verification and Testing

• Energy Efficiency Program Development

and Evaluation

Compliance Services

• NYC Greener, Greater, Buildings Plan

(plaNYC, Local Laws)

• Federal Guiding Principles for High

Performance and Sustainable Buildings

• Accessibility Compliance

Research and Development Services

• New Product and Emerging

Technology Research

• US DOE Building America Team

Accessibility Compliance

and Consulting

• Plan Reviews

• Field Inspections

• Due Diligence Inspections

• Technical Assistance

• Litigation Consulting

Training and Continuing Education

SWA develops and delivers training to all

members of building project teams. We are an

approved provider of continuing education for

the following organizations:

• American Institute of Architects Continuing

Education System (AIA CES),

• Landscape Architecture Continuing Education

System (LA CES), and the

• Green Building Certification Institute (GBCI).

SWA is also a continuing education provider

under the Registered Continuing Education

Program, and an approved Building Performance

Institute (BPI) training provider for single-family

and multifamily housing.

O U R S E R V I C E S

178

C A L L U S 8 6 6 . 6 7 6 . 1 9 7 2 | S W I N T E R . C O M

P R O J E C T P R O F I L E

Market: Residential Type: Multifamily / Affordable Housing Location: Manhattan, NY

THE ELLIOTT

Steven Winter Associates, Inc. (SWA) consulted on the 25-story Chelsea high-rise, which rents all of its units to affordable housing qualified residents. The Elliot participated in NYSERDA’s Multifamily Performance Program, which requires an energy model that demonstrates a 15-percent energy cost reduction from baseline. To fulfill the program requirements, high efficiency packaged terminal air conditioners (PTACs) with high efficiency condensing boilers were installed, including the LAARS RHEOS boiler. Aeroseal® was used within the ductwork to ensure air leakage was minimized and the exhaust systems were running efficiently.

Located close to the highline, this building boasts a very large bike room to encourage residents to stay active and enjoy the surrounding sights. The green roof space is fully accessible with a patio area alongside of it. Residents can use the roof to relax and relish in their private outdoor space.

HPD and NYCHA have identified under-utilized spaces adjacent to public housing projects throughout New York City; the Elliot Chelsea was one of these locations. This demonstrates one of the most sustainable principles that exists in multifamily building design: increased urban density decreases the per capita carbon footprint.

N E W Y O R K , N Y | W A S H I N G T O N , D C | N O R W A L K , C T Steven Winter Associates, Inc.

P R O J E C T S C O P E & S P E C S

Developer / Owner: Project Services: Building Size: Incentive Programs: Primary Energy Conservation Measures: SWA Contact:

25th Street Chelsea Equities Certification Services 160,600 sf, 168 units NYSERDA Multifamily Performance Program (MPP) Aeroseal® for ductwork sealing; High-efficiency packaged terminal air conditioners (PTACs); High efficiency LAARS RHEOS condensing boilers Jason Block [email protected]

© Steven W

inter Associates, Inc. 2013

C A L L U S 8 6 6 . 6 7 6 . 1 9 7 2 | S W I N T E R . C O M

P R O J E C T P R O F I L E

Market: Multifamily Type: Affordable Housing Location: Bronx, NY

ARBOR HOUSE

N E W Y O R K , N Y | W A S H I N G T O N , D C | N O R W A L K , C T Steven Winter Associates, Inc.

P R O J E C T S C O P E & S P E C S Developer / Owner: Project Services: Incentive Programs: Building Size: Certifications: Primary Energy Conservation Measures: SWA Contact:

Blue Sea Development Certification Services NYSERDA Multifamily Performance Program (MPP) 120, 000 sf; 23 units LEED® for Homes™ Platinum; ENERGY STAR® Rooftop hydroponic greenhouse; 91-percent efficient LAARS Rheos central boilers; Micro-Combined Heat and Power Plants (CHP); Living wall in lobby; 98-percent construction waste diversion rate Maureen Mahle ([email protected])

With the help of Steven Winter Associates, Inc. (SWA), Les Bluestone’s Blue Sea Development has done it again. Arbor House, a LEED Platinum multifamily building, opened its doors to new residents in February of 2013. A blend of residential and commercial space, the building consists of 123 affordable housing units as well as a 10,000 sf rooftop hydroponic greenhouse, currently leased to Sky Vegetables, a community supported agriculture program. Arbor House apartments will be available for those earning 60- percent of the Area Median Income (AMI).

Through participation in NYSERDA’s Multifamily Performance Program, the building will receive an ENERGY STAR label from the Environmental Protection Agency to denote its modeled 28- percent energy reduction from baseline, ASHRAE 90.1-2007. Energy efficient elements installed toward reaching this goal included two, 91-percent-efficient LAARS Rheos central boilers; NEMA premium motors; a tight and robust thermal envelope; ENERGY STAR appliances and lighting; well-sealed kitchen and bathroom exhaust ductwork; and in-unit nest thermostats. Combination T-slot/USB electrical sockets, which eliminate phantom load when cords are inserted but not connected to a device, were also installed. Additionally, four marathon ecopower micro-combined heat and power (CHP) plants were installed to produce heat and low-cost electricity on-site from cheap natural gas.

To achieve a LEED Platinum certification from the US Green Building Council, Blue Sea chose a site that was near job centers, across the street from Basil Behagen Playground, and a ten minute walk to the 2 and 5 subway lines. The most visible LEED credit involves the active design features, which promote exercise, spending time outdoors, and taking the stairs as opposed to an elevator. Further sustainability elements of the 120,000-sf building include preferred parking for low-emitting vehicles, a living wall of greenery at the front lobby entrance, and a building-wide no-smoking policy. Another impressive accomplishment of the project was the 98-percent construction waste diversion rate.

© Steven W

inter Associates, Inc. 2015

179

WinterGreen is a monthly publication from Steven Winter Associates, designed to keep you updated on the latest

news and information regarding energy efficiency, sustainability, and high performance buildings.

W I N T E RGREEN Navy Green is a large-scale development project in Brooklyn, NY. Co-developed by Dunn Development Corp., L&M Development Partners Inc., and Pratt Area Community Council, the 2.36 acre development is just south of the Brooklyn Navy Yard. Filling nearly an entire city block, the project is comprised of approximately 482,000sf of new construction, including 433 dwelling units and ground floor retail and/or community facility space, all surrounding a central courtyard park.

The project is built on a vacant site that cycled through various uses over the years. The name of the project – Navy Green – integrates the “Navy Blue” associated with the history of the site, with the sustainable green features of the building. It is anticipated that its development will revitalize the entire neighborhood.

SWA has been immersed in this project, helping to attain many sustainability goals, such as earning LEED® for New Construction 2009™ and LEED® for Neighborhood Development™ 2009 certification, as well as achieving the ENERGY STAR® label and complying with NYSERDA’s Multifamily Performance Program. Due to the span and depth of our work with Navy Green, we are dedicating the entirety of this month’s edition of WinterGreen to this project.

As one of only ten LEED-ND Stage 2 projects certified world-wide, Navy Green is setting the precedent for this large-scale LEED rating system on the East Coast. Representing the first LEED-ND certified project in the state of New York has earned the new development some bragging rights, but it is the sustainable design features, which earned the LEED-ND Silver certification, that will truly establish Navy Green as a model development. SWA provided LEED-ND consulting services for the project team throughout the certification process.

Following an ND requirement, all of the project’s multifamily and mixed-use buildings committed to demonstrating a minimum 10% energy reduction over ASHRAE 90.1-2007; townhomes committed to meeting ENERGY STAR v2 criteria. SWA is assisting the project teams to achieve these performance requirements as construction continues.

In addition to being centrally located near public transportation, jobs and other basic services, the tree-lined streets and limited set-backs keep the large-scale development walkable and pedestrian-friendly, which are priorities of the LEED-ND rating system. Tenants will also enjoy the reduced utility usage that results from the efficient building envelope design, HVAC equipment, and plumbing fixtures, all of which will contribute to lower annual water and

VOLUME 14, ISSUE 1—JANUARY 2013

CONSTRUCTION CONTINUES ON NEW

YORK’S FIRST CERTIFIED V 2009

LEED FOR NEIGHBORHOOD

DEVELOPMENT

SPECIAL EDITION: PROJECT NAVY

GREEN

40 Vanderbilt A

venue

VOLUME 14, ISSUE 1 PAGE 2 WINTERGREEN

energy costs. With a large percentage of rental and for-sale dwelling units available at below-market rates, the reduced monthly bills make this new development a desirable and affordable place to live for New Yorkers.

Part of the larger Navy Green project, Navy Green R3, is an 8-story residential building, accounting for approximately 96,000 gross square feet, and is located at 45 Clermont Ave. The building includes 101 affordable rental units, a common laundry room, large community room for events, and access to a common green area in the backyard.

Aided by SWA’s consulting and certification services, Navy Green recently earned its LEED-NC certification in June 2012, as well as an ENERGY STAR label.

Key sustainable site features include building on previously developed land, utilizing only existing parking areas in the neighborhood, and proximity to public transportation. Apartment and common areas are equipped with ENERGY STAR light fixtures and appliances, low flush/flow plumbing fixtures, and are heated and cooled via high-efficiency direct vent, sealed combustion boilers, and high efficiency indirect hot water heating. Low emitting adhesives, sealants, paints and coatings were used throughout the building. Best practice air-sealing and flashing details create a virtually airtight building, with all apartments outfitted with fresh make up air, as well as continuous exhaust in the kitchens and bathrooms, creating a comfortable and healthy indoor air quality environment.

Enrollment in NYSERDA’s MPP helped both the recently completed Navy Green R3 (45 Clermont Ave.) and Navy Green Supportive Housing (40 Vanderbilt Ave.) meet high standards for energy efficiency and reap some benefits for the effort. SWA worked extensively with the project team from the initial design through field verification and project completion to ensure that efficiency goals were achieved. As outlined above, each building utilizes high efficiency heating systems, energy efficient lighting and appliances, unitized apartment ventilation, and water conserving fixtures among other measures to reduce tenant and common area energy usage.

Incentives offered by NYSERDA helped the project team to offset initial costs of the energy efficiency upgrades. While a third building, Navy Green R1 (7 Clermont Ave), was not enrolled in MPP, the building used similar design criteria to achieve over 10% energy savings over ASHRAE 90.1 - 2007 based on energy modeling that compared the building to a baseline standard. Navy Green R2, with an anticipated groundbreaking in March 2013, will also be enrolled in the NYSERDA MPP as well as with Enterprise Green Communities.

The key advantage of developing buildings within the Navy Green project site is that similar energy efficiency design components are easily implemented across buildings. Instead of reinventing the wheel each time, similar systems and components can be adopted to each specific building, which saves the design team time (and money) during each stage of development.

LEED FOR NEW CONSTRUCTION AND

ENERGY STAR LABEL FOR NAVY

GREEN R3

NAVY GREEN OFFSETS COSTS

WITH INCENTIVES OFFERED BY

NYSERDA

7 Clermont A

venue

45 Clermont A

venue

180

WinterGreen is published monthly by Steven Winter Associates, Inc., 61 Washington Street, Norwalk, CT 06854. SWA is solely responsible for content and cost of publication. To receive WinterGreen by email, or for further

information, email: [email protected].

VOLUME 14, ISSUE 1 PAGE 3 WINTERGREEN

The Navy Green development includes 23 single-family townhomes nestled between the larger multi-family buildings on the site. SWA is providing building science consulting and Home Energy Rating services to support the project’s energy efficiency goals.

Implementing a highly insulated building shell with reduced infiltration allowed the design team to consider alternative methods for heating the townhomes. Rather than using traditional gas-fired equipment, each unit will be conditioned by an air-source heat pump (ASHP).

An ASHP provides heat through the refrigeration process in the same way as a standard air conditioner but in reverse. Instead of transferring heat from inside the home to the exterior, an ASHP transfers heat from the exterior into the home. Unfortunately, the system’s capacity drops as ambient outdoor temperature drops, which means a backup system, such as electric resistance or gas-fired equipment, is often necessary; but, since the backup system is less efficient than the ASHP, the overall efficiency of the system is reduced. However, new advances in ASHP technology allow the equipment to operate at lower outdoor temperatures. By coupling increased capacity at lower temperatures with a decreased heating load, the design team was able to minimize the need for backup heat and thereby maximize the system efficiency.

The final challenge facing the Navy Green development project was to make certain that all the energy efficiency technologies were actually installed and operating as intended as well as to ensure that all of the systems work together to function as a high performance building. To that end, SWA was contracted by the development team to perform enhanced commissioning of Navy Green’s mechanical systems, a requirement for obtaining LEED-NC credits EA P1 and EA C3. The systems commissioned by SWA included all HVAC systems (boilers, fans, ventilation equipment, terminal heating and cooling equipment, etc.), the domestic hot water system and the lighting system. From inception through completion, the systems were specified, constructed, and are intended to be operated with a high level of energy efficiency. As a part of our process, the SWA team utilized a deficiency log, which allows for all issues that arise throughout construction to be addressed before the building is turned over. As a result of the commissioning effort, all systems functioned properly and any deficiencies/issues identified were addressed, corrected, and closed.

PHOTO CREDITS: Developers - Dunn Development Corp., L+M Development Partners, Inc., Pratt Area Community Council Design Team - FXFowle Architects, Curtis + Ginsberg Architects, Architecture In Formation Contractors - L&M Builders Group LLC, Mega Contracting

Visit us online at www.swinter.com.

APPLYING ALTERNATIVE

HEATING METHODS TO IMPROVE EFFICIENCY

EFFICIENCY AS INTENDED

181

ENVIRONMENTAL PROPOSAL

ENVIRONMENTAL ENGINEERING In support of the environmental planning and proposed redevelopment project, Langan will

prepare, at a minimum, a Phase I Environmental Site Assessment (ESA) to evaluate the history

and current use of the property and surrounding area as they relate to hazardous and con-

taminated materials. A Phase II Environmental Site Investigation (ESI) may then be performed

to evaluate subsurface impacts related to the Phase I ESA findings. To the extent that the ex-

cavation plan for the proposed development is known at the time the Phase II ESI is performed,

a waste characterization study may also be implemented concurrently (or separately, if the

phasing of work is incongruent). Phase II ESI and Waste Characterization Reports will be pre-

pared.

Langan will prepare necessary environmental specifications and any environmental engineer-

ing plans (i.e., sub-membrane depressurization system design documents) prior to construction

and may perform construction administration services (i.e., submittal review and/or remedia-

tion oversight/community air monitoring), as required. Contingency plans will be in place to

address the unexpected discovery of contaminated soil or underground storage tanks during

construction. A final report can be prepared following implementation of any site remedy, if

required.

Environmental engineering field work will be performed under a site-specific Health and Safety

Plan and using standard quality assurance/quality control measures.

The development team will retain Langan to provide environmental services in accordance with applicable governmental regulations. L+M has worked with Langan on previous projects and both have a thorough understanding of the requirements associated with ULURP actions, including rezonings and City land dispositions. In addition, L+M’s affiliate, serving as general contractor, has extensive experience, including with Langan, in environmental remediation as part of new construction projects. They will ensure that the appropriate oversight and reporting controls are in place during construction and that any necessary steps are taken.

Langan is a full service consulting firm which specializes in environmental and engineering services. Throughout its 45 years of experience across the U.S., including the New York City Metro area, the firm has worked closely with affordable housing developers and public agencies. Recently, Langan has provided environmental and engineering services on the development of several affordable housing projects in the Greenpoint waterfront area in Brooklyn.

Below outlines Langan’s methodology for completing environmental services in accordance with CEQR and ULURP regulations as well as a description of additional environmental engineering services.

182

PHASE I ENVIRONMENTAL SITE ASSESSMENTLangan’s New York City office has conducted hundreds of Phase I Environmental Site Assess-

ments (ESA) on a variety of properties ranging from small lots to large-scale sites that encom-

passed dozens of properties with a protracted environmental history. All Phase I ESAs will be

conducted in accordance with ASTM International’s E1527-13 (Standard Practice for Environ-

mental Site Assessments: Phase I Environmental Site Assessment Process), the United States En-

vironmental Protection Agency’s (USEPA) 2006 All Appropriate Inquiry (AAI) Rule (40 CFR Part

312) and the CEQR Technical Manual. We typically not only identify areas of concern requiring

further investigation, but evaluate other potential logistical and cost implications for develop-

ment, such as permitting and regulatory requirements and potential geotechnical challenges.

PHASE II ENVIRONMENTAL SITE INVESTIGATION

PHASE II ESI WORK PLANS

Based on pre-existing data and the findings of the Phase I ESA and other historical/regulatory

document review, we will develop a Phase II ESI work plan that targets the recognized envi-

ronmental conditions and potential areas of concern and adheres to the project-specific reg-

ulatory requirements (e.g., CEQR and NYSDEC) and applicable NYSDEC and USEPA protocols.

The Phase II ESI work plan will be developed with a focus on the planned site development so

that necessary data is obtained in the field. Contingencies will be incorporated into the work

plans to allow for supplemental sampling if impacts warranting delineation are observed. The

plan will include an engineering scaled sample location plan overlain on a base map or a

publicly available property map (e.g., NYCityMap). In preparation for the receipt and plotting

of data, Langan will construct the sample location plan using geographic information system

(GIS) compatible software. We will also prepare a site-specific Health and Safety Plan (HASP) in

conjunction with the Phase II ESI work plan.

SUBSURFACE INVESTIGATIONSSubsurface testing programs performed as part of this contract may include soil boring ad-

vancement, groundwater monitoring well installation, soil vapor sampling point installation,

and soil, groundwater, and soil vapor sampling. Depending on access, schedule require-

ments, and subsurface conditions, we utilize multiple drilling capabilities, including direct push

(Geoprobe), sonic, hollow-stem auger, and rotary methods. We will use existing, site-specific

information as well as our extensive knowledge of geologic conditions throughout New York

City to determine which methodology is the most efficient for obtaining the project objectives

and determine the horizontal and vertical extent of the contamination. Groundwater condi-

tions will be evaluated with respect to sub-surface stratigraphy and the potential presence of

confining units, bedrock, and perched hydrologic conditions.

Prior to intrusive activities, a geophysical survey will be performed at the locations of the pro-

posed borings and other areas that potentially contain buried suspect environmental struc-

tures. The survey will incorporate ground penetrating radar and electromagnetic detection

equipment to identify buried utilities or other obstructions in the vicinity of the borings, which

will be relocated if warranted. A geophysical report containing a map showing the locations

of electromagnetic anomalies will be provided by the sub-contractor for inclusion in the Phase

II ESI report.

We have diverse experience performing boring and monitoring well installation in New York

City, and are familiar with the potential permit requirements (e.g., PANYNJ, MTA and NYCDOT).

Our relationships at these agencies allow for expeditious review of drawings, scopes of work,

and other submittals. Soil borings, monitoring wells, and soil vapor sampling points will be ad-

vanced and installed by a licensed drilling sub-contractor. The following is a summary of our

general approach to completing a Phase II ESI:

a. Utility clearance will be performed in the top five feet (or greater if utilities are

suspected to be deeper) of each soil boring by either hand digging or vacuum exca

vation.

b. Soil borings will be supervised and logged by a qualified geologist or engi

neer. A detailed record of field observations, measurements, and soil descriptions will

be maintained in the boring log.

c. Borings advanced using either direct push (Geoprobe) or sonic drilling meth

183

ods will utilize disposable acetate liners for the

cotinuous collection of soil samples.

d. Borings advance using hollow-stem auger

or rotary drilling will utilize splitspoon

samplers. The samplers will be decontaminated

prior to commencement of drilling

activities and after every use with a

non-phosphate detergent and potable

water solution followed by a potable water rinse.

Continuous sampling will be con ducted to a min

mum depth of 15 feet below ground surface (as

warranted per site conditions or the approximate

depth of groundwater) and at five-foot intervals

there after.

e. Borings will be done at a frequency of one

per acre, or as warranted per site conditions.

f. Soil samples will be field screened

for organic vapors using a photoionization detec

tor (PID) and placed in pre-cleaned glass

ware, in accordance with USEPA, NYSDEC,

and NYSDOH protocols.

g. Soil samples will be collected from bor

ings at a frequency consistent with the project obj

ectives and requirements. Commonly, soil samples

are collected where contamination is evident: one

sample from the interval with the highest PID read

ing or degree of staining and the second from the

capillary fringe, just above the groundwater table.

In the absence of apparent contamination, only

one sample may be collected from either the cap

illary fringe or upper historic fill layer.

h. If a boring is not converted into a monitor

ing well, it will be restored to its original condition.

Soil cuttings that are not visibly contaminated will

be used to backfill borings to grade; borings will

be restored to match the undisturbed condition.

Soil cuttings that are visibly contaminated

will be containerized and temporarily stored on-

site in 55-gallon, DOT-certified drums, pending the

results of waste characterization sampling.

i. Groundwater monitoring wells will be con

structed in accordance with NYSDEC Groundwa

ter Monitoring Well Guidelines and ASTM Stan

dard Practice D-5092 (Standard Practice for De

sign and Installation of Groundwater Monitoring

Wells in Aquifers). Groundwater levels and the

thickness of non-aqueous phase liquid (NAPL) will

be measured in each well using a decontaminat

ed oil-water interface probe. Groundwater sam

ples will be collected in accordance with the

2010 (re vised) USEPA Low

Stress (low flow) Purging and Sampling

Procedure for the Collection of Groundwater

Samples from Monitoring Wells.

j.Soil vapor samples will be collected in accor

dance with the 2006 NYSDOH Guidance for Eval

uating Soil Vapor Intrusion in the State of New York.

The samples will be collected, at 50 foot intervals,

from a depth of the planned development by in

stalling a stainless steel sample implant and tubing

using a direct-push unit. The annulus around the

probe/tubing will be filled with sand to two inches

above the probe. Bentonite slurry will be applied

to the top of the sand up to the surface to seal

the sampling points from ambient air. A tracer test

will be conducted to ensure that the points

are properly sealed and the samples will

be collected for laboratory analysis into Summa®

canisters calibrated for a minimum sampling period

of two hours. Samples will be analyzed for volatile

organic compounds and methane, as appropriate.

k. Soil boring and permanent monitoring well

and soil vapor sample point locations will be locat

ed by a New York State-licensed land surveyor and

will be presented on a scaled site plan.

l. Slug and pump testing of the aquifer hy

draulic properties may also be assessed to deter

mine transmissivity, storability, hydraulic conductiv

ity, porosity and permeability. These parameters

and others will be used to assess groundwater flow

velocity, direction, rate of migration, dispersion and

extent of any contamination.

Laboratory analysis will be performed by an NYS

DOH Environmental Laboratory Approval Pro

gram (ELAP)-certified laboratory. All soil, ground

water, and soil vapor samples will be collected into

dedicated, laboratory-provided containers in a

cordance with USEPA protocol. The samples will

be submitted to the laboratory with a chain-of-cu

tody prepared in a standardized format. Samples

will be analyzed for Part 375/Target Compound

Target Analyte list parameters as appropriate. Fi

tered and unfiltered groundwater samples will be

analyzed for metals, and waste characterization

samples will be analyzed via toxicity characteri

tic leaching procedure (TCLP) and RCRA hazardous

waste characteristics, as warranted.

Quality assurance samples (i.e., blind, duplicate, field blank,

trip blank, and matrix/matrix spike duplicate) will be ana-

lyzed in accordance with NYSDEC DER-10: Technical Guid-

184

ance for Site Investigation and Remediation. Quality assur-

ance samples are generally collected at a frequency of

one per 20 samples. In addition, trip blank samples are typ-

ically collected for groundwater samples and accompany

sample bottles for volatile organic analysis at a frequency of

one sample per shipment.

Upon completion of the investigation, we will prepare a final

report that will summarize the field activities, site observa-

tions, and laboratory analytical results, and at a minimum,

include the following:

• A scaled map that shows boring locations,

permnent monitoring well elevations and depth to

groundwater, and sediment and soil vapor sample

locations;

• Analytical results summary tables;

• Soil boring and groundwater and soil vapor sa

pling logs;

• Monitoring well construction forms;

• A copy of the field log book;

• Validated laboratory analytical results; and

• Chain-of-custody forms.

DISPOSAL OF INVESTIGATIVE-DERIVED WASTEInvestigative-derived waste (e.g., soil cuttings and purged

groundwater) will be stored on-site in DOT-compliant 55-gal-

lon steel drums, pending waste characterization sampling.

Prior to disposal, we will collect samples of the IDW for the

parameters required by the selected disposal facility; at

a minimum, we will analyze for RCRA metals via TCLP (for

solids), RCRA waste characteristics (corrosivity, ignitability,

and reactivity), volatile organic compounds, semi-volatile

organic compounds, metals, and PCBs. We will retain a re-

mediation sub-contractor to collect and dispose of the IDW

at a facility authorized via 6NYCRR Part 360 or other state

equivalent to receive the material. We will coordinate with

the developer to complete the appropriate US EPA filing, if

the IDW is determined to be hazardous. We will oversee the

load-out and manifesting of the IDW.

SOIL MANAGEMENTWe will monitor and document the handling and transport

of contaminated material removed from the site for disposal

as a regulated solid waste. We will identify impacted mate-

rials during excavation and determine materials suitable for

direct load out versus temporary on-site stockpiling, selec-

tion of samples for waste characterization, and determining

the proper off-site disposal facility. Separate stockpile areas

will be constructed as needed for the various materials to be

excavated or generated, with the intent to most efficiently

manage and characterize the materials and to avoid com-

ingling impacted materials with non-impacted soil.

Visual, olfactory and PID soil screening and assessment will

be performed during all remedial and excavations into

known or potentially contaminated material. Soil screening

will be performed regardless of when the invasive work is

done and will include all excavation and invasive work. All

primary contaminant sources (including but not limited to

tanks and hotspots) identified during the Phase II ESI will be

surveyed by a surveyor licensed to practice in the State of

New York.

WASTE CHARACTERIZATIONWaste characterization samples will be collected as required

to meet disposal facility requirements. Samples will be col-

lected to be representative of the material to be disposed

at a frequency consistent with disposal facility requirements.

Samples may be collected from test pits, borings or from

stockpiled material. Laboratory tests for characterization of

a waste stream typically include all or a subset of the follow-

ing list. The actual testing will be determined by the facility’s

permit requirements.

• Total petroleum hydrocarbons (TPH) by gas chr

matograph/ photoionization device (GC/PID);

• Total VOCs, Method 8260;

• Total SVOCs, Method 8270;

• Total PCBs, Method 8082;

• Total metals (14), Method 6010B;

• Total cyanide;

• Hexavalent Chromium;

• Paint Filter;

• RCRA Characteristics - Ignitability, corrosivity, and

reactivity;

• Toxic Characteristics Leaching Procedure (TCLP)

VOCs, SVOCs, metals and pesticides and herb

cides; and,

• Diesel Range Organics (DRO) and Gasoline

Range Organics (GRO).

Characterization samples collected will be submitted to an

ELAP-approved laboratory for analysis.

185

SOIL STOCKPILES • Soil stockpile areas, if needed for the different soil

materials, will be constructed for staging of site soil,

pending loading or characterization testing. Sep

rate stockpile areas will be constructed to avoid

co-mingling materials of differing types. All stockpile

areas will meet the following minimum requirements:

• The excavated soil will be placed onto a minimum

thickness of 10-mil low-permeability liner of suff

cient strength and thickness to prevent puncture

during use; where material types are different (e.g.,

petroleum-impacted material stockpiled in a co

taminated soil area). The use of multiple layers of

thinner liners is permissible.

• Equipment and procedures will be used to place

and remove the soil that will minimize the potential

to jeopardize the integrity of the liner.

• Stockpiles will be covered at the designated times

with minimum six-mil plastic sheeting or tarps which

will be securely anchored to the ground. Stockpiles

will be routinely inspected and

broken sheeting covers will be promptly replaced.

• Stockpiles will be covered upon reaching their capacity

of approximately 1,000 c

bic yards until ready for loading. Stockpiles that have not

reached their capacity will

be covered at the end of each workday.

• Active stockpiles will be covered at the end of each

workday.

• Each stockpile area will be encircled with silt fences and

hay bales, as needed to

contain and filter particulates from any rainwater that ha

drained off the soils, and to

mitigate the potential for surface water run-off.

• The stockpile areas will be inspected daily and noted d

ficiencies will be promptly addressed.

• Individual stockpiles will not exceed 1,000 cubic yards.

LOAD OUT, TRANSPORT AND OFF-SITE DISPOSAL PLANContaminated, non-hazardous material will be handled, transported

and disposed in accordance with applicable Part 360 regulations and

other applicable local, state and federal regulations. The waste re-

moval contractor will provide the appropriate permits, certifications,

and written commitments from disposal facilities to accept the mate-

rial throughout the life of the contract. Hazardous and petroleum-im-

pacted material will be transported by a waste removal contractor

who possesses a valid New York State Part 364 Waste Transporter Per-

mit, under USEPA-generated hazardous waste manifests in order to

track the waste from “cradle-to-grave”.

Langan will review the proposed disposal facilities for regulated mate-

rial before any materials leave the site to verify that the facility has the

proper permits and to review their requirements. Commitment letters

will be supplied on the facility’s letterhead, and will include the site

as the originating site, the specific analytical data provided to and

reviewed by the facility, a statement that the facility is in compliance

with its permit, and any restrictions on delivery schedules or other con-

ditions that may cause rejection of transported materials.

Langan will oversee the load-out of excavated material. Once the

loading of a container, dump truck, or trailer has been completed, the

material will be transported to the off-site disposal facility. All transport

of materials will be performed by licensed haulers in accordance with

appropriate local, state, and federal regulations. Loaded vehicles

leaving the site will be appropriately lined, securely covered, mani-

fested, and placarded in accordance with appropriate federal, state,

local, and NYSDOT requirements (or other applicable transportation

requirements).

Soils that are contaminated but non-hazardous and are being re-

moved from the site are considered by the Division of Solid & Hazard-

ous Materials (DSHM) in NYSDEC to be Construction and Demolition

(C/D) materials with contamination not typical of virgin soils. These soils

may be sent to a permitted Part 360 landfill. They may be sent to a per-

mitted C/D processing facility without permit modifications only upon

prior notification of NYSDEC Region 2 DSHM. This material is prohibited

from being sent or redirected to a Part 360-16 Registration Facility.

186

DOCUMENTATION SAMPLING PLANDocumentation soil samples be collected and analyzed to document soil/fill remaining in place

at the site. Documentation sampling will be completed in accordance with NYSDEC DER-10.

Samples will be collected from the remedial excavation at a frequency of one bottom sample

per 900 square feet. With the exception of the hotspot remediation areas, sidewall samples

will not be collected as excavation support structures and adjoining building foundations will

be a barrier to collection of samples. For hotspot areas, sidewall samples will be collected at a

minimum frequency of one sample per 30 linear feet of sidewall. If encountered, a minimum of

five additional soil samples will be collected for UST removal areas, including four sidewall sam-

ples and one bottom sample. Should additional confirmation sampling be deemed necessary

(e.g., additional tank closure, unknown environmental condition through visual evidence of a

remaining source, over-excavation of failed confirmation samples), confirmation sampling will

occur in accordance with NYSDEC DER-10 and Soil Cleanup Guidance CP-51.

FLUIDS MANAGEMENTAll liquids to be removed from the site, including dewatering fluids, will be handled, transported

and disposed in accordance with applicable local, state, and federal regulations. Liquids dis-

charged into the New York City sewer system will be addressed through approval by NYCDEP.

Dewatered fluids will not be recharged back to the land surface or subsurface of the site. De-

watering fluids will be managed off-site. Discharge of water generated during remedial con-

struction to surface waters (i.e. a local pond, stream or river) is prohibited without a SPDES permit.

BACKFILL FROM OFF-SITE SOURCESAll materials proposed for import onto the site will be reviewed by Langan. Material from in-

dustrial sites, spill sites, other environmental remediation sites or other potentially contaminated

sites will not be imported to the site.

All imported soils will meet NYSDEC approved backfill or cover soil quality objectives for this site.

Soils that meet ‘exempt’ fill requirements under 6 NYCRR Part 360, but do not meet backfill or

cover soil objectives for this site, will not be imported onto the site without prior approval by

NYSDEC. Solid waste will not be imported onto the site. Trucks entering the site with imported

soils will have tight fitting covers.

DUST, ODOR AND VAPOR CONTROLRemediation and construction activities will be monitored for dust and odors. Continuous

monitoring on the perimeter of the work zones for odor, VOCs, and dust will be required for

all ground intrusive activities such as soil excavation and handling activities. The work zone is

defined as the general area in which machinery is operating in support of remediation activ-

ities. Stationary air-monitoring stations will be set up at site perimeters (one upwind and one

downwind) during intrusive site work for continuous monitoring. Each station will include a PID

and a DustTrak aerosol monitor or equivalent. A portable PID will be used to monitor the work

zone and for periodic monitoring for VOCs during activities such as soil sampling. Action levels

for the protection of the community and visitors will be set forth in a Community Air Monitoring

Plan (CAMP) that is included in the HASP. Action levels for site worker respiratory use will be set

forth in a HASP.

Preventative measures for dust generation may include wetting site fill and soil, construction of

an engineered construction entrance with gravel pad, a truck wash area, covering soils with

tarps, and limiting vehicle speeds to five miles per hour.

Work practices to minimize odors and vapors include limiting the time that the excavations

remain open, minimizing stockpiling of contaminated-source soil, and minimizing the handling

of contaminated material. Offending odor and organic vapor controls may include the appli-

cation of foam suppressants or tarps over the odor or VOC source areas. Foam suppressants

may include biodegradable foams applied over the source material for short-term control of

the odor and VOCs.

If odors develop and cannot be otherwise controlled, additional means to eliminate odor nui-

sances will include: (i) direct load-out of soils to trucks for off-site disposal; (ii) use of chemical

odorants in spray or misting systems; and, (iii) use of staff to monitor odors in surrounding neigh-

borhoods.

Where odor nuisances have developed during remedial work and cannot be corrected, or

where the release of nuisance odors cannot otherwise be avoided due to on-site conditions or

close proximity to sensitive receptors, odor control will be achieved by sheltering excavation

and handling areas under tented containment structures equipped with appropriate air vent-

ing/filtering systems.

187

CONTINGENCY PLANSContingency plans will be developed to effectively deal with unexpected discoveries of additional contam-

inated media or USTs on site.

DISCOVERY OF ADDITIONAL TARGETED CONTAMINATED SOILDuring remedial and construction activities, the soil will be continuously monitored using a PID and visual and

olfactory field screening techniques to identify additional soil that may not be suitable for the current disposal

facility. Soil so identified will be confirmed by collecting and analyzing a soil sample in accordance with dis-

posal facility requirements. If the current facility is not permitted to receive the suspect materials, the material

will be excavated to the extent practicable and disposed off-site at a permitted facility able to receive the

material based on the characterization data.

DISCOVERY OF USTSAs a contingency, if USTs are encountered during remedial activities, they will be decommissioned in ac-

cordance with 6NYCRR Part 612.2 and 613.9, and DER-10 section 5.5. Once the tank and its contents are

removed, post-excavation soil samples will be collected as per the NYSDEC Department of Environmental

Remediation (DER) DER-10 requirements. If encountered, petroleum-contaminated soils will be removed. UST

closure documentation, such as contractor affidavits, bills of lading for sludge disposal, and tank disposal re-

ceipts, will be provided in a separate report. If the combined storage capacity of the all USTs exceeds 1,100

gallons, the USTs will be registered and closed with the NYSDEC Petroleum Bulk Storage Section.

REMEDIATION SYSTEMS SUPPORTLangan will provide for the design, implement, maintain, and monitor remediation systems in accordance

with the RAWP and SMP. Such systems may include AS/SVE systems, SSD/SMD systems, active and passive

extraction systems, in-situ bio-remediation/augmentation and oxidation, and in-situ stabilization systems. Our

scope would include periodic groundwater monitoring events, inspection of engineering controls, and imple-

mentation of corrective measures as warranted. Our design will integrate remediation into the development

goals for the site.

HEALTH AND SAFETY PLANLangan will prepare a HASP for all site work. The HASP will apply to all remedial and construction-related work

until the contaminated material has been removed, and the site has been remediated. The HASP provides

a mechanism for establishing on-site safe working conditions, safety organization, procedures, and personal

protective equipment requirements. The HASP will meet the requirements of 29 CFR 1910 and 29 CFR 1926

(which includes 29 CFR 1910.120 and 29 CFR 1926.65). The HASP will include, but is not limited to, the following

components listed below:

• Organization and Identification of key personnel;

• Training requirements;

• Medical surveillance requirements;

• List of site hazards;

• Excavation safety;

• Work zone descriptions;

• Personal safety equipment and protective clothing requirements;

• Decontamination requirements;

• Standard operating procedures;

• Contingency Plan;

• Community Air Monitoring Plan; and

• Material Safety Data Sheets

REPORTINGUpon completion of the intrusive or remediation work, a closure report will be prepared. The report will de-

scribe activities, results of waste characterization, installation of institutional or engineering control (if any), air

monitoring activities and contingency measures implemented or deviations from the previously approved

work plans, if applicable. The report will provide figures showing final excavation extents and waste character-

ization sample locations. Appendices will be provided that include laboratory analytical results, soil disposal

logs and manifests, as-built drawings, disposal facility documentation, air monitoring data, and clean fill doc-

umentation. Langan will provide a draft report for your review six weeks after completion of earthwork. Note

that the finalization of the report is contingent on receipt of all required documentation from the contractor

(e.g., countersigned soil disposal manifests and vapor barrier inspection certification). All reports and draw-

ings will be provided in hard copies and electronic format, as requested.

188

Corporate Summary Integrated Solutions. Measurable Value. Langan provides an integrated mix of engineering and environmental consulting services in support of land development projects, corporate real estate portfolios, and the oil and gas industry. Our clients include developers, property owners, public agencies, corporations, institutions, and energy companies around the world. Founded in 1970, Langan employs over 1,000 professionals in its Parsippany, NJ headquarters and among regional offices in:

• New York City, NY • White Plains, NY • New Haven, CT • Trenton, NJ • Philadelphia, PA • Bethlehem, PA • Doylestown, PA • Pittsburgh, PA • Bridgeport, WV • Arlington, VA

• San Francisco, CA • Oakland, CA • Sacramento, CA • San Jose, CA • Irvine, CA • Cleveland, OH • Phoenix, AZ • Houston, TX • Miami, FL • Fort Lauderdale, FL

Langan International, the firm’s wholly owned subsidiary headquartered in New York City, provides all firm services for projects in the Middle East, Eastern Europe, Latin America, and the Caribbean. Langan International regional locations are in:

• Abu Dhabi • Istanbul • Athens • Doha • Dubai

• London • Panama

Langan’s broad range of services includes the following: • Geotechnical Engineering • Foundation Design • Site/Civil Engineering • Environmental Engineering • Earthquake/Seismic • Surveying • 3D Laser Scanning • Building Information

Modeling (BIM) • Natural Resources

Assessments & Permitting • Landscape Architecture +

Planning

• Transportation/Traffic Engineering

• GIS/Data Management Services

• Asbestos, LBP, Indoor Air Quality/Mold Consulting

• EHS Management and Compliance

• Waterfront Design • Flood Protection • Demolition Engineering

SUSTAINABLE DESIGN:

As the recognized industry leader,

Langan’s team of over 125 LEED

Accredited Professionals provides

sustainable solutions for every aspect

of your project.

QUALIFICATIONS AND SAMPLE PROJECTS LANGAN

189

NEW YORK STATE BROWNFIELD CLEANUP PROGRAM BRONX TERMINAL MARKET

SERVICES: NYS Brownfield Cleanup Program

- BCP Application Support - NYSDEC Document Approvals - Remedial Investigation Work

Plan - Remedial Investigation - Remedial Action Work Plan - Remedial Oversight - Final Engineering Report

Phase I/II Environmental Assessments

Vapor Mitigation System Design Sub-Slab Depressurization System

Inspection Fast-Track Project Management Geotechnical Engineering Site/Civil Engineering LOCATION: Bronx, New York CLIENT: The Related Companies OWNER: New York City Economic Development Corporation

Langan provided environmental, geotechnical and site/civil engineering design and construction oversight services for the rehabilitation and development of this 18-acre parcel of land adjacent to Yankee Stadium. This challenging project involved the conversion of a site with over 100 years of industrial and commercial use into 913,000 SF of multi-use space including new retail, restaurant, and neighborhood services, structured parking for 2,600 vehicles, and future expansion to include a 250 room hotel. Langan’s initial due diligence included a comprehensive Phase I Environmental Site Assessment for a 30-acre parcel (inclusive of the 18-acre current development) in support of the Environmental Impact Statement and an evaluation of the cost and feasibility of remediating contaminated soil, groundwater and soil vapor. Based on the documented and suspected site contamination, Langan collaborated with the developer’s attorneys to successfully petition the State for acceptance of the project into the New York State Brownfield Cleanup Program (BCP). Under the BCP, Langan implemented a comprehensive soil, groundwater, and soil vapor investigation to delineate site contaminant issues, and prepared a Remedial Investigation Report to present the findings. Langan developed Investigation and Remedial Action Work Plans and Citizen Participation Plans, and provided engineering design for UST removals, contaminated soil removal, and sub-slab depressurization systems to the satisfaction of NYSDOH and NYSDEC. Langan assisted the owner/developer in negotiating numerous public review processes and meetings, including public notifications and meetings coordinated by the Bronx Overall Economic Development Corporation (BOEDC). NYSDEC issued a Certificate of Completion for the project in May 2009, and Langan continued to conduct groundwater monitoring throughout 2009.

VIA VERDE – THE GREEN WAY

SERVICES:

Site/Civil Engineering Geotechnical Document Review

LOCATION:

Bronx, New York

CLIENTS:

John Rose Companies The Phipps Houses Group

ARCHITECTS:

Grimshaw Architects Dattner Architects

STRATEGIC PARTNERS:

Robert Silman Associates Lee Weintraub Landscape Architecture

AWARDS:

2014 ACEC NY, Diamond Award (Building/Technology Systems) 2012 ULI Jack Kemp Workforce Housing Model of Excellence

Located in the once impoverished South Bronx, this 300,000 SF building houses 222 low- to mid-income apartment units, 11,000 SF of commercial/community space and a 34,000 SF green roof. The site has a 20-story tower that abuts a series of step-down terraces that lead to a six-story building with a roof garden. Additional features include evergreen trees, a small apple orchard, individual plots for growing vegetables, a fitness center and community rooms.

Langan provided site/civil engineering services including site design, permitting and design for the fill-in of an abandoned rail tunnel just south of the East 156th Street. We coordinated our design with the project’s architectural team, gave bid support, and maintained/developed construction documents for phasing. Langan also provided construction administration oversight and maintenance/protection of traffic.

Langan geotechnical engineers reviewed existing data from the New York City Department of Transportation related to the adjacent rail tunnel. We developed an integrated civil and geotechnical engineering effort to ensure that there were no impacts to existing roadways, utility infrastructure, and adjacent structures.

QUALIFICATIONS AND SAMPLE PROJECTSLANGAN

190

GREENPOINT LANDING

SERVICES:

Environmental Engineering Site/Civil Engineering Geotechnical Engineering Surveying

LOCATION:

Brooklyn, New York

CLIENT:

Greenpoint Landing Developers, LLC

ARCHITECT:

Handel Architects LLP

Located on the East River shoreline, this project is comprised of approximately 20 upland acres on eight full city blocks adjoining both the Newtown Barge and Box Street parks. The large-scale development includes construction of 10 residential towers above low-rise residential podiums, new street infrastructure, a shore public walkway, and a pier. The development will include both market rate and affordable/lowincome housing. Phasing of the site will occur over approximately the next 10 years.

Langan has been involved with this project since the earliest stages of diligence. As a result, we enter this venture with a comprehensive understanding of conditions on the site and in the surrounding areas.

Our environmental engineers will implement a site-wide investigation and remedial program to satisfy the E-Designation requirements of the New York City Office of Environmental Remediation. We are performing geotechnical investigations and providing designs for the new residential towers and infrastructure improvements.

Langan is also providing comprehensive site/civil engineering design services addressing the waterfront esplanade, site development and new roadway and utility infrastructure (both private and public roadways). This aspect of the engineering design is critical as unbuilt portions of the public street grid and the private parcels will both need new roads and infrastructure to connect to the public esplanade. We are also working with the design team to raise grade levels to bring the site above the anticipated FEMA flood elevation update and to provide further resiliency against storm flood events and future sea level rise.

Langan’s surveyors have completed subdivision plans for the full 20 acres, and additional ALTA surveys provided a critical component in the financing of the first development site. Langan also provided written descriptions of the entire property outbounds, and all existing and proposed lots within the development project.

1133 MANHATTAN AVENUE

SERVICES:

Geotechnical Engineering

LOCATION:

Brooklyn, New York

CLIENTS:

New York City Housing Development Corporation New York City Department of Housing Preservation & Development Goldman Sachs

ARCHITECT:

Perkins Eastman

STRATEGIC PARTNERS:

Vorea Holdings, LLC DeSimone Consulting Engineers

Located in the Greenpoint section of Brooklyn, this mixed-use project is approximately 60,000 SF. The structure will combine two new seven-story structures, a single story podium level and below-grade parking. Residential housing spaces will include 210 affordable, moderate-income and market rate apartments. Retail, offices, and recreation spaces will be included on the ground floor. A New York City Transit (NYCT) subway tunnel (G-line) extends below the sidewalk under Manhattan Avenue. The project is seeking a LEED Silver designation.

Proposed construction includes the complete demolition of an existing warehouse and partial demolition of a second building. A closure wall will be constructed along the partially demolished building, creating a 10,000 SF structure on the west side of the site.

Langan’s geotechnical engineers performed a study to evaluate subsurface conditions and to develop recommendations for foundation design and excavation support. Project foundations include 150 ton H-piles driven to top of rock and drilled caissons socked into rock.

Langan interacted with NYCT to obtain foundation design approvals.

QUALIFICATIONS AND SAMPLE PROJECTSLANGAN

6. Zoning Calculation

193

87-10 SPECIAL USE REGULATIONS

• Use Regulations: We are in compliance.

87-12 LOCATION OF COMMERCIAL SPACE

• Location of commercial space is in compli-ance.

87-13 STREETSCAPE REGULATIONS

• (a) Ground floor use: In compliance.

• (b) Transparency: In compliance

87-14 LOCATION OF UNDERGROUND USES

• N/A

87-20 SPECIAL FLOOR AREA REGULATIONS

• Inclusionary housing: In compliance.

87- 21 SPECIAL RESIDENTIAL FLOOR AREA REGULATIONS

• Overwritten by REFI. N/A

87- 22 SPECIAL RETAIL FLOOR AREA REQUIREMENT

• Provided residential area exceeds uses listed under 87-22 (a)(1). Complies.

87- 24 LOCATION OF BUILDING ENTRANCE

• N/A

87- 32 STREET WALL LOCATION AND BUILDING BASE

• (a) Street wall location: In compliance.

Due to DOT easement requirement along Major Deegan overpass, street wall are set at the easement line and no portion of building facing shore public walkway exceeds 300’.

• (b) Minimum and Maximum base height: Variation Required.

Setback is not provided due to DOT ease-ment requirement, firetruck access around buildings and site dimensional constraints. No Variation would be required if Major Deegan Expressway to be considered as street.

• (c) Transition Height: Variation Required.

Due to site dimensional constraints, ease-ments and firetruck access road requirements and in order facilitate presence and required height for community facility and the muse-um while addressing noise, light and air issues along Major Deegan / Exterior street, residen-tial portion of the building exceeds the 115’ transition height to clear the level of Major Deegan Overpass on Phases I and II. This consequently moves the bulk of the building to exceed transition height which can be justified by better special quality for all com-ponents of the development. No Variation would be required if Major Deegan Express-way to be considered as street.

87- 33 TOWERS

• (a) Maximum tower height: In compliance.

Please note that no tower is proposed adja-cent to Mill Pond Park providing more south-ern light exposure at the park.

• (c) Maximum tower size: In compliance.

• (d) Tower Top Articulation: In compliance.

No towers are proposed to exceed 260’ above base plane.

87- 41 FIRE APPARATUS ACCESS ROADS

• (a) 34’ wide Fire Apparatus Access Road is provided. In Compliance

• (b) Design intent is to provide an integrated public landscaped plaza with the park that might need different approach with regards to road design. Variation could be required.

• (c) Minimum of 13’ foot paved sidewalk is provided. In Compliance.

• (d) & (e) Street trees and adequate lighting will be provided as part of park landscape development.

87- 42 SIDEWALKS

• Sidewalk are provided. In compliance.

ZONING NARRATIVE BASED ON ART VIII, CHAPTER 7: SPECIAL HARLEM RIVER WATERFRONT DISTRICT

Bronx Point was designed to comply with the proposed rezoning of the site to an R7 district with a C2-4 overlay, with the intention of extending

Special Harlem River Waterfront District to include the site north of 145th street bridge; with exceptions of exceeding Maximum Base Height,

Maximum Transition Height. This is proposed to avoid having apartments below the elevated Major Deegan while maintaining an affordable load

bearing construction system above the base. Additional deviation is street wall location which is a response to mandatory easement along Major

Deegan Express way.

ZONING-1 PROPOSED

ZONING 1 AS OF RIGHT

194

ZONING-2 AS OF RECORD

ZONING-2 PROPOSED

87- 50 SPECIAL PARKING REGULATIONS

• N/A. No parking facility is proposed as part of this REFI.

87- 51 CURB CUT RESTRICTIONS

• N/A.

87- 60 HARLEM RIVER WATERFRONT ACCESS PLAN

• N/A.

87- 61 SPECIAL PUBLIC ACCESS PROVISION

• N/A.

87- 62 CERTIFICATION TO WAIVE SUPPLEMENTAL PUBLIC ACCESS AREA REQUIREMENT

• N/A

87- 62 CERTIFICATION TO WAIVE SUPPLEMENTAL PUBLIC ACCESS AREA REQUIREMENT

• N/A

7. Schedule

197

This schedule assumes a 1-year period between the two phases.

RFP Parcel A Parcel B• RFP Submission October 11, 2016• RFP Award Spring 2017

Community Outreach• Initial Community Meeting Summer 2017• Ongoing Community Meetings Quarterly• Community Job Fair Winter 2019 Winter 2020

Design• Schematic Plans Completed Summer 2017 Summer 2018• Submit HPD BLDS Set Summer 2017 Summer 2018• HPD BLDS Approval Fall 2017 Fall 2018• DD Plans Completed Winter 2017 Winter 2018• DOB Filing Winter 2017 Winter 2018• CDs Completed Spring 2018 Spring 2019• DOB issuance of NB Permit Spring 2018 Spring 2019

Approvals• Start CEQR Review Summer 2017• Complete CEQR Fall 2017• ULURP Certification Fall 2017• ULURP Approval Spring 2018

Financing• Construction Closing Spring 2018 Spring 2019• Conversion Spring 2021 Spring 2022

Construction• Construction Start Spring 2018 Spring 2019• Community Construction Updates

until Completion Monthly Monthly

• Construction Completion Summer 2020 Summer 2021Lease-up

• Marketing Start Winter 2019 Winter 2020• Community & CB4 Presentations

regarding Marketing Winter 2019 - Spring 2020 Winter 2020 - Spring 2021

• Affordable Housing Lottery Spring 2020 Spring 2021• Lease-Up Completion Winter 2020 Winter 2021

8. Hiring & Workforce Programs

201

I. M/WBE PARTICIPATION IN DESIGN AND CONSTRUCTION

Over the years, L+M has strived to be a leader in the housing industry by providing quality housing, strong community presence and a commitment to providing employment and contracting opportunities to the local community and Minority- and Woman-owned Business Enterprises.

Corporate Efforts: Recognizing the disparity in contracting opportunities for M/WBE firms, L+M has worked diligently to ensure that these firms have been afforded work on their many projects. To further strengthen that commitment, L+M employs an in-house M/WBE Program Director who focuses on initiatives to expand M/WBE contracting opportuni-ties on each and every one of our jobs. Our company-wide “Best Efforts” plan includes our own internal contracting goals, ensuring participation by M/WBE firms in all stages of development and construction even when there are no external agency requirements. By emphasizing internal goals, M/WBE contracting is engrained into the culture of how we build at L+M.

Our M/WBE plan entails a number of strategies, including:

• Training L+M project teams to identify opportunities for M/WBE firms on their projects

• Encouraging subcontractors to extend second tier contracts and/or supplies and equipment purchasing agreements to M/WBEs

• Increasing outreach efforts for new and ongoing relationships with the M/WBE contracting community

• Assisting M/WBE firms with the bidding process through pre-bid meetings to clarify scope, bidding specifica-tions and insurance requirements

• Providing constructive feedback to M/WBE firms whose bids were not accepted

Each L+M project team develops MWBE Utilization plans specific to their project, forecasting contracting opportuni-ties which are reviewed and updated monthly to ensure the project is on track to meeting participation goals. M/WBE outreach events are held regularly to inform the contracting community of upcoming opportunities. In addition to hosting such events, the L+M team regularly participates in outreach events held by government agencies and M/WBE organizations.

Additional Efforts on Bronx Point: For the development of Bronx Point in the South Bronx, the team will seek significant M/WBE participation through the strategies outlined above in addition to the following:

• Manageable Contract Sizes: The variety of spaces comprising the program of Bronx Point is conducive to breaking up contracts to award opportunities to smaller firms with nascent capacity for large jobs. Individ-ual awards for the build-out of each of the community facility spaces can allow many small M/WBE firms to participate in the project, whereas the large size of the overall building may otherwise preclude their involve-ment.

• Bronx Outreach: In addition to conducting outreach to the overall M/WBE contracting community, specific efforts will be made to ensure that M/WBE firms in the Bronx are aware of the development of Bronx Point and its associated bidding opportunities. Efforts will be made to publicize the project and its opportunities through the networks of Community Board 4 and local organizations.

• Professional Services Contracts: While it is common to emphasize M/WBE contracting in the construction trades, the team will go beyond the status quo to promote M/WBE contracting opportunities for professional services and consulting contracts. Preliminary ideas include M/WBE contracting for expediting services, por-tions of landscape design, and legal services for tenant lease negotiations.

• Local Banks: Efforts will be made to work with local banks, such as Carver Federal Savings Bank and Banco Popular, to both identify M/WBE account holders and explore opportunities to connect M/WBE firms with banking services that may improve their ability to participate on the job. Preliminary ideas include connect-ing M/WBE firms with a revolving line of credit at local banks to smooth out the cash flow cycle between construction requisitions.

M/WBE Contracting Goals: L+M and Type A have set a target participation goal for Bronx Point of 20-35%. We are committed to working further with the agencies on the implementation of a larger percentage participation that reflects the need for greater opportunities for these firms.

M/WBE Participation in Management and Operations: Once construction is complete, the team will also seek to promote M/WBE participation in the management and operations of Bronx Point. Both our management company and our commercial and community facility tenants will be provided with a database of vendors for ongoing M/WBE participation at Bronx Point. Commercial and Community facility tenants will be given referrals of M/WBE firms whose line of business may be relevant to certain ongoing activities at the Universal Hip Hop Museum, Regal Cinema, and Commissary Kitchen. These include M/WBE sign and banner companies, printing companies, photography studios, computer services firms, graphic design and marketing firms, cleaning and more.

Start(Month-Year)

End (Month-Year) MBE WBE MBE WBE MBE WBE MBE WBE

260 153rd Street Nov-14 Apr-16 16% 6% 20% 6% 20% 6% 4% 0% 100%

Essex Crossing Site 6 Nov-15 Feb-18 20% 15% 17% 8% 27% 14% 7% -1% 78%

Greenpoint G2 Aug-14 Jun-16 15% 5% 8% 10% 8% 10% -7% 5% 100%

Greenpoint E3 Mar-15 Oct-16 15% 5% 17% 4% 18% 4% 3% -1% 100%

Navy Green R2 Mar-14 Jun-16 15% 5% 15% 5% 15% 5% 0% 0% 17%

Hahnes L+M Aug-13 Sep-16 41% 23% 41% 23% 11% -7% 100%

IMPACCT Jul-15 Dec-16 15% 5% 34% 6% 34% 6% 19% 1% 99%

Marcus Garvey Sep-14 Dec-15 22% 10% 56% 15% 56% 15% 34% 5% 100%

30%

Goals Contracted to DateConstruction Projected (Contracted + Remaining Projection)

Variance (Projected to Goals)

Projects % of Trades Purchased

We will remain committed to using M/WBE vendors and suppliers for building operations.

Proven Commitment: Whether the goals are internal or external, L+M strives to advance opportunities for M/WBE firms

202

and tracks each project’s progress toward subcontracting goals. Below is a sample of current and recent projects where L+M has demonstrated effective M/WBE contracting.

Our team is committed to diverse subcontractor participation, and our ongoing and new initiatives to reach more M/WBE firms will help make Bronx Point an unmatched opportunity to build the capacity of M/WBE firms in the Bronx and across New York.

II. HIRENYC PROGRAMS

HIRENYC DEVELOPMENT PLAN

Development projects such as Bronx Point are an important component of overall economic development for New York City. As such, L+M is prepared to work with the HireNYC Program to reach local individuals that face barriers to employment, connecting them with the construction job opportunities created in conjunction with our project. To comply with the new HireNYC Development requirements for Bronx Point, L+M will enlist the assistance of a workforce development partner.

Six months prior to the start of construction, the development team will contact HireNYC program staff to develop a marketing and recruitment strategy that advances the HireNYC program goals and meets our project’s workforce needs, which includes the following:

1. enrollment in HireNYC portal with regular updates on all new and replacement entry to mid-level job op-portunities arising from construction activities, including specific job requirements, number of positions to be filled, and anticipated hiring schedule and process for these positions, and submit annual updates through the portal in the event there are no openings covered by the program;

2. during the fifteen (15) day recruitment period for any entry or mid-level position, consider only applicants referred by Department of Small Business Services (“DSBS”) provided that, after the tenth business day of that recruitment period, DSBS will not send any additional candidates for the applicable position for exclusive consideration.

3. provide to DSBS with periodic updates upon request of construction schedule for Project milestones, dead-lines or delivery dates and expected new hiring required, which information may be used by DSBS to create a tailored recruitment plan, for which the developer will interview qualified referred applicants for available positions;

4. provide feedback through the HireNYC portal within 20 business days on the status of all referred applicants including determination of applicant qualifications, start date of new hires, and additional information rea-sonably requested by DSBS about such hires;

5. Compliance with all other HireNYC Development program requirements as applicable.

For construction contracts above $500,000 for Bronx Point, the selected workforce intermediary will serve as the project coordinator for L+M and its subcontractors. It will manage the administrative enrollment requirements of the subcontractors and facilitate communication between L+M, its subcontractors and the Department of Small Business Services. With the assistance of the intermediary, our team will utilize HireNYC’s process to interview candidates who have been screened and referred. By providing notice of job opportunities to HireNYC and reporting on hiring data,

we are eager to help advance workforce development services in New York City.

Our team is comprised of integrated development and construction professionals from L+M Development Partners and its affiliated L+M Builders Group. Because of the close integration between L+M’s development and construction functions, we can proactively forecast and market the project and its associated job opportunities to reach HireNYCs target population in addition to local residents of CB4. Through this integrated effort, informed by both the general contractor and subcontractors, Bronx Point will maximize its impact on economic opportunity and workforce devel-opment for New Yorkers.

Proven Track Record of Success: L+M’s construction team, which will serve as general contractor on Bronx Point, has a demonstrated record of success in meeting local hiring goals. Even on projects with no externally dictated goal, L+M commits to local hiring through internal goals that demonstrate a true commitment to community investment. Below is a list demonstrating the local employment we have achieved on selected projects.

Staffing Practices: The staffing and contracting practices of L+M equip our team to implement effective strategies for hiring local residents. L+M Development’s Director of Community Investment, Raquiba LaBrie, coordinates and tracks L+M’s local hiring efforts. To advance L+M’s local hiring goals, Raquiba works closely with L+M Builders Group and selected workforce development intermediaries, as well as with local Bronx non-profit organizations.

Once an overall local hiring goal is confirmed, L+M Builders Group requires subcontractors to hire a sufficient number of local residents to meet that overall goal. The relevant local workforce development intermediary recruits and screens local residents for available jobs on the construction site, and shares resumes with L+M and its subcontractors.

Through our dedicated personnel and workforce partners, we are confident our team can successfully achieve 10% local workforce on the construction of Bronx Point.

Hiring

203

Goals

• Employ a workforce that is 10% local (residents of the Bronx) through L+M or its subcontractors

• Achieve 30% local residents among the pool of new hires, to the extent residents are available for construc-tion work

• Partner with a workforce development intermediaries and local groups to recruit, screen and place local residents in available construction jobs at the Bronx Point construction site

Outreach: As the project makes progress towards construction, informational materials will be developed and made available through the development team’s websites and social media networks, as well as through Community Board 4, select intermediaries, local media outlets, and local institutions and organizations such as churches, non-profits and libraries. These outreach efforts will help to ensure that employment opportunities are well publicized throughout the community.

Application Process and Support: Applicants for Bronx Point construction jobs will be directed to submit a resume to a selected intermediary. Applicants who need assistance with creating a resume will be referred by the intermediary to local service providers for resume assistance, allowing residents at all levels of job readiness to access opportunities at the site.

After screening for local residency and confirming an applicant’s interest in a construction job, the intermediary will forward resumes to L+M. L+M will refer candidates to subcontractors for consideration as appropriate. For applicants skilled in a trade who are not yet hired for the project, resumes will be held until the appropriate time so that positions can be offered. L+M will track results of each referral, noting when an applicant is offered a position, declined from a position, or held for future consideration.

Training: Recognizing that some local residents may require training for job-readiness on a construction site, the team plans to offer three free OSHA 10-hour certificate classes for up to 50 local residents. The OSHA 10-hour class for con-struction will prepare trainees to recognize, prevent and abate safety hazards on a construction site, allowing them to earn a certificate card that is required for work on a construction site. This is just one way we seek to help individ-uals build credentials for work in the construction industry.

Once local residents find employment on Bronx Point, our team hopes to encourage continued career growth. Par-ticipants with the workforce intermediary who work successfully for an employer for at least six months and receive a positive reference from the employer will be eligible for further training to upgrade their knowledge and skills, offering a strong foundation from which to advance in a skilled trade.

Monitoring: Type A and L+M will maintain close oversight of all local hiring efforts and will diligently track progress towards achievement of the goals. Outreach activities will be logged and shared with EDC and Community Board 4 along with annual reports on hiring and training of local residents. Reporting will include:

• Tracking applicants in all stages of the hiring/training process

• Hiring statistics

• Types of work

• Other items, as needed

Through detailed monitoring and reporting, the team will maintain open and transparent communication with EDC and CB4 while collecting insights that enable improvements to our local hiring initiatives.

For local residents placed on the job through the workforce intermediary, ongoing employment will be monitored to help offset the episodic nature of construction work. All hires will be placed into a jobs database maintained by the intermediary with the goal of aiding in job placement once work at Bronx Point is complete. The workforce inter-mediary will strive to place candidates on another job within 30 days of a project’s completion, reducing the period between construction jobs.

HireNYC Permanent Plan

Type A Real Estate Advisers and L+M Development Partners are committed to expanding employment opportu-nities in the communities in which we work. To this end, the team has crafted a plan that will seek to achieve the hiring and workforce development goals described below:

• Hiring Goal: 50 percent (50%) of all new permanent jobs created in connection with the Project (including jobs created by tenants but excluding jobs relocated from other sites) will be filled by members of the Target Population (defined as person who have an income that is below 200% of the poverty level as determined by the NYC Center for Economic Opportunity) for a period beginning, for each employer, at commencement of business operations and continuing for eight (8) years thereafter.

• Retention Goal: 40 percent (40%) of all employees whose hiring satisfied the Hiring Goal will be retained for at least nine (9) months from the date of hire.

• Advancement Goal: 30 percent (30%) of all employees whose hiring satisfied the Hiring Goal will be promot-ed to a higher paid position within one (1) year.

• Training Goal: All tenants will cooperate with the City’s workforce development agencies to provide skills-train-ing or higher education opportunities to members of the target population.

204

Type A and L+M’s HireNYC Permanent Plan includes the following elements:

1. Designation of a workforce development liaison to interact with NYCEDC and the designated city agency during the course of the program.

2. Commitment by the partnership to do the following (and provide in non-residential tenant leases, that the tenant will do the following):

a. make good faith efforts to achieve the Goals with respect to its operations;

b. notify the designated city agency six (6) weeks prior to new commencing business operations;

c. provide NYCEDC and the designated city agency with the approximate number and type of jobs that will become available, and for each job type, a description of the basic job qualifications, at least three (3) months before commencing hiring;

d. during initial hiring for any new permanent jobs, consider only applicants referred by the designated city agency for the first ten (10) business days, until the Hiring Goal is achieved or until all open positions are filled, whichever occurs first;

e. with respect to ongoing hiring on occasions when hiring five (5) or more permanent jobs, provide NYCEDC and the Designated City Agency with the approximate number and type of jobs that will become available, and for each job type a description of the basic job qualifications, at least one (1) month before commenc-ing hiring or as soon as information is available, but in all cases not later than one (1) week before commenc-ing hiring;

f. during ongoing hiring for any new permanent jobs, when hiring for five (5) or more permanent jobs, consider only applicants referred by the designated city agency for the first five (5) business days, until the Hiring Goal is achieved or until all open positions are filled, whichever occurs first (unless the designated city agency reaches a different agreement with the tenant regarding ongoing hiring practices);

g. notify NYCEDC thirty (30) days prior to execution of any tenant or subtenant lease at the project location;

h. provide NYCEDC with one (1) electronic copy of all tenant and subtenant leases at the project location within fifteen (15) days of execution;

i. submit to NYCEDC and the designated city agency, for eight (8) years following the date of the commence-ment of business operations, an annual employment and benefits survey that will include, but not be limited to: targeted hiring statistics, wages and job retention, training and advancement data;

j. cooperate with annual site visits and satisfaction survey following the date of the commencement of busi-ness operations; and

k. allow information collected by the designated city agency and NYCEDC to be included in public communi-cations, including press releases and other media events.

3. Commitment by the partnership to facilitate targeted hiring by (a) arranging meetings and other events at which the designated city agency staff can introduce potential or actual tenants to the menu of services available from the designated city agency and (b) assisting with information sharing, providing space for hiring activities and transmitting feedback from tenants regarding results of hiring initiatives. The HireNYC Permanent Program will apply to all successors and assigns, and to all tenants and subtenants during the HireNYC term. Additionally, all HireNYC terms will be included as part of tenant leases.

Type A and L+M will also commit to support connections to education and training. The workforce development liaison will work in partnership with the designated city agency to connect individuals interested and in need of edu-cation and training to training programs and further education, either at the Workforce Career Center, NYC Business Solutions Center, or through relationships with other accredited training providers.

Currently, L+M has an extensive internal program that involves the completion of prequalification forms, ongoing discussions between Construction Project Managers and subs, inclusion of M/WBEs goals in all subcontracts, and monthly compliance reporting and assessment. Type A and L+M anticipate replicating this successful model for the Bronx Point.

III. WAGE REGULATIONS AND REQUIREMENTS

Type A and L+M commit to pay all employees a wage that meets the living wage requirement. Additionally, all wag-es and benefits paid to building service employees at the site will meet the prevailing wage requirements.

9. Additional Forms

207

STATEMENT OF ACKNOWLEDGEMENT

October 11, 2016 New York City Economic Development Corporation 110 William Street, 6th Floor New York, NY 10038 Attn: Maryann Catalano, Senior Vice President Dear Ms. Catalano: This letter hereby certifies that Type A Real Estate Advisers, LLC has read this RFEI and the Appendices fully and agrees to the terms and conditions set forth in this RFEI and Appendices. Sincerely, Ann Shapiro Tirschwell, Member & Manager Type A Real Estate Advisers, LLC





















7/8/2017 Gmail - RE: FOIL on Pier 5, Block 2356 Lot 2 aka Lower Concourse North in BX CB4 (Legal FOIL APR 2017 No. 18)

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&jsver=7BEiIyElYTQ.en.&view=pt&msg=15d1ddb620bf85ba&cat=AA%20FOIL&search=cat&si… 1/3


RE: FOIL on Pier 5, Block 2356 Lot 2 aka Lower ConcourseNorth in BX CB4 (Legal FOIL APR 2017 No. 18)

Alan Deutsch (DCAS) <[email protected]> Fri, Jul 7, 2017 at 12:21 PMTo: "[email protected]" <[email protected]>

Ms. Argen�,

In response to your Freedom of Informa�on Request, I enclose documents concerning the ownership and agencyjurisdic�on of Bronx Block 2356, Lot 2.

Sincerely,

Alan Deutsch

Alan Deutsch | Senior Counsel/Records Access Officer

P: (212) 386-6226 | F: (212) 669-8558 | [email protected]

From: Alan Deutsch (DCAS) Sent: Tuesday, May 02, 2017 2:55 PM To: 'Karen Argen�' <[email protected]> Subject: RE: FOIL on Pier 5, Block 2356 Lot 2 aka Lower Concourse North in BX CB4 (Legal FOIL APR 2017 No. 18)

Ms. Argen�,





I'm wri�ng to acknowledge receipt of your Freedom of Informa�on Request, copied below, for records concerning theownership of Bronx Block 2356, Lot 2, from January 2017 to the present. I note that this property is included withinthe Lower Concourse North Project, CEQR No. 16DME012X.

Your request has been forwarded to program staff to be researched, and I an�cipate responding to you further inabout two weeks.

Sincerely,

Alan Deutsch

Alan Deutsch | Senior Counsel/Records Access Officer

P: (212) 386-6226 | F: (212) 669-8558 | [email protected]

From: Karen Argenti [mailto:[email protected]] Sent: Wednesday, April 26, 2017 9:54 AM To: foilrequest (DCAS) Subject: Fwd: FOIL on Pier 5, Block 2356 Lot 2 aka Lower Concourse North in BX CB4

To whom it may concern:

Please provide any and all papers, reports, transfers, emails, memorandums, or lettersconcerning the ownership of said property from January 2017 to the present.

Kindly respond in a timely manner. I am available to review the documents at youroffices, if it is not available digitally. I understand that I may be charged a reasonable fee.

Thank you





Karen Argenti Sent from my iPad

4 attachments

Letter 6-5-17 Konon to Fong.pdf 175K

Letter 6-19-17 Schwartz to Fong.pdf 151K

Letter 6-28-17 Ringelheim to Silver and Bishop.pdf 26K

Letter 7-28-16 Lead Agency 16DME012X.pdf 178K

https://mail.google.com/mail/u/0/?ui=2&ik=ae7c8096a8&view=att&th=15d1ddb620bf85ba&attid=0.1&disp=attd&safe=1&zw




T H E C I T Y O F N E W Y O R K

O F F I C E O F T H E M A Y O R N E W Y O R K , N Y 1 0 0 0 7

July 28, 2016

Randy Fong

Department of Citywide Administrative Services

Municipal Building, One Center Street

19th Floor

New York, NY 10007

Re: CEQR Lead Agency Designation

CEQR Number: 16DME012X

Lower Concourse North Project

Block 2356, Lot 2; Block 2539, p/o Lot 2;

Block 2539, p/o Lot 3

Borough of the Bronx

- By Electronic Mail Only -

Dear Mr. Fong:

In accordance with Executive Order 91 of 1977, as amended, and the Rules of Procedure for City

Environmental Quality Review found at Title 62, Chapter 5 of the Rules of the City of New York

(“CEQR”), the Office of the Deputy Mayor for Housing and Economic Development proposes to

assume the role of lead agency for the environmental review of the above-referenced project. This

assumption of lead agency status is consistent with the underlying mandate of CEQR that the

appropriate lead agency should be the agency “primarily responsible for carrying out, funding or

approving an action” as well as with the criteria listed in Section 5-03(h) of the Rules of Procedure

for CEQR. Likewise, it is consistent with the criteria established by the SEQRA regulations with

respect to selection of the lead agency for an environmental review, as set forth in 6 NYCRR

§617.6(b). This project is an Type I action (under 6 NYCRR 614.4(b)(5)(iv) and 614.4(b)(10))

subject to environmental review under CEQR.

Project Description

The City of New York, acting through the NYC Economic Development Corporation (EDC), is

proposing a series of land use and other discretionary actions (collectively, the “Proposed Project”) to

facilitate a mixed-used development in the Lower Concourse Neighborhood of the Bronx. The

proposed project site is located in Bronx Community District 4 and is comprised of one lot (Bronx

Block 2356, Lot 2), a portion of two lots (Block 2539, p/o Lot 2 and Block 2539, p/o Lot 3), and the

demapped portion of East 150th Street between Exterior Street and the Harlem River. The site is

bounded by Mill Pond Park to the north, Exterior Street and the elevated Major Deegan Expressway

to the east, East 149th Street to the south, and the Harlem River to the west. The project site is

currently under the jurisdiction of the New York City Department of Parks and Recreation (“DPR”)

Randy Fong Page 2

July 28, 2016

but is not mapped parkland, considered to be parkland, or subject to parkland alienation. The project

site is roughly 205,000 square feet and is currently vacant, although it is used periodically by a circus

under a temporary license from DPR. The project site has historically been used for industrial or

manufacturing uses, beginning in the early 20th century, and former uses on the project site include a

lumber operation, a coal yard, and a freight station. The project site is currently not accessible to the

public. Fences along Exterior Street, East 149th Street, and Mill Pond Park separate the project site

from the adjoining streets and park.

Ahead of the necessary Uniform Land Use Review Procedure (“ULURP”) approvals, the City of

New York has issued a Request for Expressions of Interest (“RFEI”) soliciting proposals to develop

the project site under a series of anticipated land use approvals. The Proposed Project would be

anticipated to result in a mixed-use development, including a mix of permanently affordable and

market-rate residential units, neighborhood retail uses, community facility uses, and publicly

accessible waterfront open space.

While the discretionary approvals that would comprise the Proposed Project have been defined, the

specific development program and site plan under the Proposed Project would be dependent on the

RFEI responses. As such, in order to address the expected range of responses to the RFEI, the

environmental review will analyze a reasonable worst-case development scenario (“RWCDS”) that

conservatively considers each impact category in order to allow for a range of uses on the project

site. Pursuant to CEQR, a generic environmental impact statement (“GEIS”) will be prepared that

will consider the environmental impacts based on the RWCDS.

Under the RWCDS the Proposed Project would provide approximately 1,045 residential dwelling

units, of which approximately two-third of the units would be affordable housing (the percentage

affordable and levels of AMI have yet to be determined), with a gross square footage (gsf) of

835,937; 50,000 gsf of local ground floor retail space; 25,000 gsf of FRESH food store; 25,000 gsf of

medical office space; and 50,000 gsf of office space. In addition, approximately 2.5 acres of open

space, comprising waterfront open space and additional publicly accessible open space adjacent to

Mill Pond Park and along Exterior Street, is proposed as well. The new open space would expand the

existing Mill Pond Park and provide a new shorefront public walkway along the Harlem River that

would be the first section of a future waterfront esplanade along the river, and provide the public

with new visual and physical connections to the waterfront via an extension of the former East 150th

Street. Finally, a new plaza space would be located along Exterior Street that would complement the

ground floor retail uses proposed as part of the project. The Proposed Project is anticipated to be

completed by 2023.

Required Approvals

It is anticipated the following actions would be necessary to facilitate the Proposed Project:

Zoning Map Amendment. A zoning map amendment (Zoning Sectional Map 6a) to rezone

the project site from the existing M2-1 manufacturing district to a R7-2 residential district

with a C2-4 commercial overlay;

Zoning Text Amendments. A series of zoning text amendments to the New York City

Zoning Resolution (ZR) would, respectively:

o Extend the Special Harlem River Waterfront District to include the project site;

o Establish a new subdistrict within the Special District to include the project site;

o Extend the Harlem River Waterfront Access Plan to include the project site;

Randy Fong Page 3

July 28, 2016

o Establish the project site as a Mandatory Inclusionary Housing Area in ZR Appendix

F, pursuant to ZR § 23-154;

Special Permits. A special permit from the Board of Standards and Appeals pursuant to ZR

§ 73-435 to reduce the required number of accessory off-street parking spaces; and

Disposition of Real Property. Disposition by lease of the project site by the City of New

York for future development, in accordance with ULURP under New York City Charter

Section 197(c) and 384(b)(4).

In addition, the Proposed Project would require waterfront permitting approvals from the New York

State Department of Environmental Conservation (“NYSDEC”) and the United States Army Corps

of Engineers (“ACOE”) for removal and replacement of the existing rip rap shoreline and relieving

platform that runs the entire length of the western side of the project site. The City of New York

would construct the required waterfront open space at a future date per a design that would be

completed in coordination with a specific development program for the site.

Please advise us by August 28, 2016 if you have questions or issues concerning the Office of the

Deputy Mayor for Housing and Economic Development assuming lead agency status for this project.

If we do not hear from you by this date, we will assume that you have no objections.

Contact person: Nathan Gray, Vice President

New York City Economic Development Corporation

110 William Street, 3rd Floor

New York, NY 10038

212-312-3718

[email protected]

Sincerely,

Nilda Mesa

Assistant to the Mayor

On behalf of the Office of the Deputy Mayor for Housing and Economic Development

c: Maria Torres-Springer, President, New York City Economic Development Corporation

Rob Holbrook, New York City Economic Development Corporation

Denise Pisani, New York City Mayor’s Office of Sustainability

Carl Weisbrod, New York City Department of City Planning

Robert Dobruskin, New York City Department of City Planning

Olga Abinader, New York City Department of City Planning

Aaron Werner, New York City Department of Housing Preservation and Development

Colleen Alderson, New York City Department of Parks and Recreation

Ryan Singer, New York City Board of Standards and Appeals

Andrew Schwartz, New York City Small Business Services

Stephen Zahn, New York State Department of Environmental Conservation

Jodi M. McDonald, New York District Army Corps of Engineers

CEQR File

ATTACHMENTS - Bronx Council for Environmental Quality

Documents

Transcript of ATTACHMENTS - Bronx Council for Environmental Quality