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THE FINCH GROUP

RESPONSE TO RFQ

DEVELOPMENT OF

542 TCHOUPITOULAS

&

545 SOUTH PETERS STREETS

ORIGINAL

Table of Contents

Introduction

A. Proposed Development Plan

1. Development Narrative

2. Development Timetable

3. Proposed Transaction Structure

B. Qualifications and Performance History

1. Development Team Contact Person(s)

2. Development Team Organizational Information

3. Development Team Performance History

4. Development Team Prior Experience with Governmental Entities

C. Financial Capacity

1. Developer Financial Information

2. Projected Construction Costs

3. Performance Bond

4. Developer Litigation Details

5. Market Analysis

D. DBE/Local Hire

1. DBE Methodology

2. Orleans Parish/Local Business Participation Plan

3. Local Hire Policies and Procedures

E. Economic Terms

F. Other Requirements

1. Completed Forms

2. Key Lease Terms

3. Modifications to Proposal

Intro July 30, 2015

Introduction

The Finch Group (“TFG”) is pleased to respond to the Request for Qualifications and

Information for the Development of 542 Tchoupitoulas and 545 South Peters Streets, New

Orleans (the “Piazza d’Italia” site). In the ten years since Katrina, but especially in the past five

years, New Orleans has demonstrated its resilience and now that resilience is paying dividends

New Orleans has1:

� Converted its public school administration that now shows enhanced performance.

� Students have raised the performance level from a score of 56.9 to 93.7.

� Graduation rate (on time) has increased from 52% in 2005 to 75% in 2012.

� The State created Louisiana’s Comprehensive Master Plan for a Sustainable Coast.

� The current City’s administration has focused on innovation and economic growth

generating a “Brain Gain,” creating a ripple effect and an agglomeration of energetic

entrepreneurial people attracted to the City.

� Business start-ups in 2011 was 56% higher than the national average and a 129%

increase compared to pre-Katrina levels.

� Under the guidance of Mayor Landrieu, formed Prosperity NOLA with initiatives to

drive economic growth through 2018. The plan focuses on strengthening existing

industries, while ensuring opportunities for growth in three important fields: bio-

innovation and health services, creative digital media, and sustainable industries.

� The expansion of the Port for both commercial and cruise ships (generating increased

demand for the hospitality industry).

� The new BioDistrict and its estimated 2000+ jobs entrenching the institutional medical

services--- projected to be the largest growth sector over the next decade--- field in New

Orleans.

� From the Brookings report: “Greater New Orleans has become more ‘resilient,’ with

increased civic capacity and new systemic reforms, better positioning the metro area to

adapt and transform its future.

As mentioned above, for these, among other reasons The Finch Group is pleased to respond

to this Request for Qualifications for the Piazza d’ Italia site and looks forward to the

opportunity to develop with and within the City of New Orleans.

1 Information provided throughout this response has been partially derived from The Resilience Dividend: Being

Strong in a World Where Things Go Wrong by Judith Rodin (2014) and concepts have been taken from

Enterprising Elite: The Boston Associates and the World They Made by Robert Dalzell (1987), Reengineering the

Corporation by Michael Hammer and James Champy (1993) and Triumph of the City by Edward Glaeser (2011).

A.1 July 30, 2015

Development Narrative

TFG’s vision for the Piazza d’Italia site is probably not that much different than other

proposers. The Piazza d’Italia site calls out for a mix of a moderate priced specialty hotel and

residential units situated to open up to the south and the multimodal pedestrian corridor and

accentuate and enhance the Piazza plus a cluster of condominiums on the smaller site, the corner

of South Peters and LaFayette Streets. Working with our proposed general contractor,

Woodward Design + Build, we have prepared a preliminary design for the building. We plan on

building in a full service restaurant that will open onto the esplanade (we will request permission

to set up tables on the esplanade) that connects Poydras St. to the Piazza, a second smaller

restaurant serving the direct needs of the hotel and ancillary public amenities. The building’s

entrance will front on Tchoupitoulas St. with an approximate 200 space parking garage on the

eastern section of the site and complimentary “transparent” retail space fronting on both Poydras

and Tchoupitoulas Streets. As a picture is worth the proverbial 1,000 words we have included

in the response some preliminary site plans.

The Finch Group's Preliminary Program

Please understand at this time these figures are from the proverbial "30,000 feet"

Retail/restaurant space 32,000 sqft

Parking - 200 spaces

Residential rental 152 units

Hotel - 156 rooms

We believe the proposed development meets the new zoning requirements. However, we will

require a variance for curb cuts and a loading dock on Tchoupitoulas Street.

As stated above we assume all of the proposals will be somewhat similar, making the ability to

deliver of utmost importance. It is here where TFG excels.

SITE PLAN

A.1 July 30, 2015

A.2 July 30, 2015

Development Timetable

Once, and if, selected to work with the City of New Orleans we will diligently pursue an

architectural program that will, in turn, drive the timetable. Most other work from geotechnical

studies, title work (including and obtaining title insurance), surveys, appraisals (for financing),

environmental analysis, infrastructure, conceptual marketing plans, obtaining financing will fit

into the time frame dedicated by the design and “drawings.”

The first step is selecting a “program,” meaning defining the components of a financially

successful development design which compliments and enhances the Piazza d’Italia.

We would work with the Piazza d'Italia Development Corporation to help with the design, but

with the undercurrent that the design must also be financially responsible.

The timing of this work, normally a few months, would obviously be driven by this creative

“partnership” which we anticipate would continue throughout the entire development process

Following an agreed upon program the next three steps:

1. Schematics

2. Design development drawings

3. Working (or construction) drawings to a level of

detail that allows a building permit to be issued

should take no more than nine months. As we anticipate that Woodward Design+Build will be

the General Contractor we would expect subcontractor pricing would be finalized either

simultaneously with or shortly after completion of the working drawings. Likewise for financing.

Put another way, we would realistically estimate a development period of 9-12 months from the

time all lease, and any other, agreements are executed.

This critical path schedule is consistent with other developments that The Finch Group has

undertaken.

(1) Located in the University Circle area of Cleveland, Ohio

A.3 July 30, 2015

Proposed Transaction Structure

While it is not realistic, at this stage, to forecast a financing structure; Because of the vitality of the area and the growth of New Orleans The Finch Group is forecasting per square foot rents and/or sales prices and the RevPar from the hospitality portion of the development will finance the construction and other development costs with a relatively classic mix of first mortgage financing and equity participation. This form of financing structure is consistent with three other TFG developments:

1. Park Lane Villa, Cleveland, OH(1)

The total project budget and funding sources were as follows:

PNC Bank 1st Mortgage $11,000,000

Cleveland Development Advisors 2nd Mortgage $1,500,000

Village Capital Corporation 3rd Mortgage $750,000

City of Cleveland Soft Loan $1,600,000

Total Debt $14,850,000

PNC Bank Historic Tax Credit Equity $4,560,000 *

The Finch Family Equity $5,092,000

Total Equity $9,652,000

Total Debt & Equity $24,502,000

* The Finch Family purchased PNC's equity investment after the 5 year Historic Tax Credit holding period expired.

(1) Located in the University Circle area of Cleveland, Ohio

A.3 July 30, 2015

2. The Resort and Conference Center at Hyannis, Hyannis, MA

The total project budget and funding sources were as follows:

Raymond James Bank 1st Mortgage $15,300,000 Raymond James Bank 2nd Mortgage $7,000,000




The project, including an 18 hole executive golf course, spa and fitness center, partners are Wesley E. Finch and The Tudor Trust, one of The Finch Family trusts.

3. Innova Phase One, Cleveland, OH(1)

The total project budget and sources were as follows:

Huntington Bank 1st Mortgage $33,000,000 Cleveland Development Advisors 2nd Mortgage $3,000,000


Partner's Equity $6,000,000

Total Debt &

Equity $42,000,000

Wesley E. Finch and one of the Finch Family trusts own 44% of the equity on the property

References listed on following page

A.3 July 30, 2015

REFERENCES

B.1 July 30, 2015

Development Team Contact Person(s)

Owner:

The Finch Group 6111 Broken Sound Pkwy, NW

Suite 150

Boca Raton, FL 33487

Gabriel S. Grossman – Executive VP (561)998-0700 Ext. 123

[email protected]

Wesley E. Finch – Chairman (561)998-0700 Ext. 113

[email protected]

General Contractor:

Woodward Design+Build 1000 South Jefferson Davis Parkway

New Orleans, Louisiana 70125

Paul Flower, P.E - President/CEO

(504)822-6443

[email protected]

Donald Fant, AIA, LEED AP BD+C - Director of Design (504) 822-6443

[email protected]

Architect: To be selected

Engineer: To be selected

Attorney: To be selected

B.2 July 30, 2015

Development Team – Organizational Information

Developer Owner: The Finch Corp. (dba The Finch Group) (S Corporation)

6111 Broken Sound Pkwy, NW | Suite 150 | Boca Raton, FL 33487

Wesley E. Finch The Tudor Trust

3625 Carlton Place


6111 Broken Sound Pkwy, NW – Suite 150


(561)988-8338 (561)998-0700

1% Ownership (100% voting control) 99% Ownership

General Contractor: Woodward Design+Build (Louisiana LLC)

1000 South Jefferson Davis Parkway | New Orleans, Louisiana 70125

Manager: The Finch Corp.

Architect: To be determined

Attorney: To be determined

Lender: To be determined

Investors (if any) To be determined

B.2 July 30, 2015

Statement of Availability and Commitment

The development team will be available for any and all aspects of the project and will fully

commit above and beyond what is needed.

From its inception in 1981, The Finch Group has established an impressive track record by

applying its extensive experience in evaluating, developing, rehabilitating, marketing, and

managing everything from affordable multi-family residential to mixed-use properties with an

entrepreneurial attitude to implement well thought out business plans, on a property specific

basis, that realistically reflect the strengths and weaknesses of each individual situation. For 35

years we have employed the above noted experiences in delivering an impeccable track record of

successes. To verify this claim please feel free to contact:

Contact Name Title Entity Phone Number Email

Edward W. Rybka Chief of

Regional

Development

City of

Cleveland

(216) 664-3664 [email protected]

Mayor Michelle

Markiewicz

Qualkinbush

Mayor Calumet City

Illinois


Derwick L. Paige Deputy City

Manager

City of

Winston-Salem


Richmond McCurnin Retired

(President)

New York State

HCR

(551)232-6928 [email protected]

Dr. Gregory Robeson

Smith

Vice President

Board of

Directors

Prince Hall (914) 584-6323 [email protected]

Mel Lowell Chief Operating

Officer

Jewish

Federation of

S. Palm Beach

County


Rep. Marty Sweeney State

Representative

State of Ohio (216) 664-2903 [email protected]

Christopher

Ronayne

President University

Circle

Incorporated


B.3 July 30, 2015

Development Team Performance History The Finch Group

As stated in section A.1 – Development Narrative, we assume all of the proposals will be somewhat similar, making the ability to deliver of utmost importance. It is here where The Finch Group (“TFG”) excels. TFG was founded in Boston, Massachusetts in 1981 before relocating to Boca Raton, Florida in 1997. Over the past almost 35 years it has a track record of successes and deliverables. TFG controls a group of associated single-purpose entities, each of which handles an aspect of the development, ownership and/or management of: (1) government assisted, affordable and/or market rate residential properties; (2) hospitality properties; or (3) commercial properties. The experience and expertise gained from a combination of the development and marketing skills associated with the higher-end residential rental and ownership product, and 40+ years of its principals developing and operating subsidized housing, gives TFG the broad knowledge base that is required in understanding the development challenges in today’s mixed-use communities. From 1981 through 1996, when TFG was located in Boston, it was involved with over 10,000 condominium units ranging from affordable ($40,000) to luxury ($3,000,000, using 1996 valuation). In 1996, when TFG’s condominium division was sold, TFG was the largest operator of condominiums in New England. Today, the cumulative valuation of the properties in which The Finch Group was involved exceeds $2 billion. (Please see listing B.3 – Attachment 1 which

also contains some representative pictures)

TFG has also been involved in the development and operation of over 60 affordable, subsidized properties, containing (i) over 10,000+ units, (ii) $500M+ in debt and (iii) $200M+ in equity. Those developments have involved the use of many governmental programs designed to assist in the development and operation of affordable housing, including: the U.S. Department of Housing & Urban Development (“HUD”) BMIR, 221(d)(3), 221(d)(4), 223(f), 236, 241, HOME, Rent Supplement, Rental Assistance Payments, Section 8 (in all its permutations), and Upfront Grant programs; the low-income housing tax credit authorized by Section 42 of the Internal Revenue Code (“IRC”); IRC Section 103 tax exempt private activity bonds; and the IRC historic tax credit; and various state programs, including the structuring and closing of the first New York State Project Retention Loan in June, 2005. Since 2007, TFG and/or its principals have developed over $300M of higher end residential product for its own account or in Mr. Finch’s capacity as a President of a not-for-profit.

B.3 July 30, 2015

A significant part of TFG's success can be traced to its principals who have an in depth knowledge of financing and development structuring, and who have worked together, and relied upon each other, for years.

Title Joined

Wesley E. Finch Chairman / Founder 1981

Robert A. James, Jr., Esq. Of Counsel 1981

Dennis H. Blackinton CPA, Treasurer 1985

Rosanna P. Tartaro Chief Operating Officer 1994

Liza A. Bendett Director of Marketing 2003

Gabriel S. Grossman Executive Vice President 2005

Douglas A. Zimmer Vice President Operations 2007

Mark A. Dodds Principal Architect 2010

Blake A. Bendett Executive Vice President 2013 The particular strength we have as a group is based on our different but very complementary

experiences and talent.

From its inception in 1981, The Finch Group has established an impressive track record by applying its extensive experience in evaluating, developing, rehabilitating, marketing, and managing everything from affordable multi-family residential to mixed-use properties with an entrepreneurial attitude to implement well thought out business plans, on a property specific basis, that realistically reflect the strengths and weaknesses of each individual situation. As of July, 2015 TFG owns and/or operates for its own account and with equity partners:

� 2,453 multifamily units costing approximately $285M

� 280,000 square feet of office buildings located in Boston, Massachusetts with a current

market value of about $140M.

� 332 hotel rooms with an appraised value of $30M.

Probably the best recent example of TFG’s capacity is its history of development in and its relationship with the City of Cleveland, Ohio.

Continued on following page

B.3 July 30, 2015

The Finch Group – Cleveland, OH Properties

Occupancy statistics as of June 30, 2015

* In Development

“Arbor Park”

The Finch Group entered the Cleveland scene in 1999 when it assumed the ownership and management of Longwood Apartments, the predecessor apartment complex to Arbor Park. Longwood was then a severely distressed 820-unit Section 8 residential property. In January 1999, Longwood was in “chaos”:

• Fiscally – According to its audited financials, the property had lost $3,636,292 in the two prior years.

• Physically – There existed an estimated 4,800 outstanding health and safety code violations. Criminal and civil complaints against the property owner and general partner were outstanding.

• Socially – Even if substantial funds were spent to correct the code violations, Longwood's overall site layout, building design, building systems, unit size and unit mix made it obsolete.

Today Arbor Park is an award winning (Congressional Black Caucus, HUD Best Practices Award, City of Cleveland Development Recognition) 629 unit low-income tax credit quality housing resource

Property Units Units Occupied % Occupied

Arbor Park Village Phase One 282 273 97%

Arbor Park Village Phase Two 206 202 98%

Arbor Park Village Phase Three 141 138 98%

Circle East Townhomes 20 19 95%

Livingston Park Apartments 195 189 97%

Parkside Dwellings 28 27 96%

Park Lane Villa 96 91 95%

Rockport Apartments 144 138 96%

Innova Phase I 177 In rent up

Hough Heritage* 60

Innova Phase II* 145

1494

B.3 July 30, 2015

� Working with the Cleveland Foundation committed up to $100,000 per year for three school years (commencing with September, 2012) to the Stepstone Academy, a unique Charter School in the central Ward.

� Additionally, TFG is providing funding for a summer camp program for Arbor Park kids attending Stepstone and for after school tutoring during the school year.

� In coordination with Case Western Reserve University’s School of Medicine Weatherhead Institute for Family Medicine and Community Health and the CARE Alliance, TFG has funded $150,000 over three years to create a Medical and Educational Clinic for the residents of Arbor Park that will provide free services.

“Park Lane”

Following Arbor Park, TFG was responsible for turning around Park Lane Villa in Cleveland’s University Circle. Originally built in 1922, Park Lane Villa was once Cleveland’s prestigious luxury hotel. It was built during a time when Standard Oil was based in Cleveland and the Rockefeller money created a park system in University Circle. Park Lane Villa went from being the preeminent hotel to a boarding house in the 50’s to a HUD financed, 184-unit, Section 8, low-income housing project. For years it stood as a symbol of the neighborhood’s decline. In 2003, HUD determined that Park Lane was not habitable, closed the building and relocated the occupants. The City bought the property for $10 and issued an RFP for its redevelopment. The proposals they received were primarily plans for new low-income housing. TFG had another idea in mind. Our proposal was to turn Park Lane Villa into a very substantial high-end rental housing property, taking advantage of what we saw as pent up demand for high quality rental housing. The City, agreeing with TFG’s vision, awarded us the RFP. While many thought we were “crazy”, our due diligence vision proved correct. Today, Park Lane is credited with being the catalyst for the residential revitalization of the Greater University Circle. In 2015 The Finch Group was presented with the Circle Visionary Award.

“Livingston”

Following Park Lane, in 2009 the City Administration asked TFG to look into revitalizing a failed Low-Income Housing Tax Credit development, Livingston Park. TFG put together a mix of funding that generated $12,000,000 for a complete renovation and rejuvenation of the property. On August 24, 2011, the 195 unit mixed income Livingston Park, located at the border of Shaker Heights, received its final construction completion certificate, less than 14 months after construction commenced.

B.3 July 30, 2015

At final completion, Livingston Park was 77% physically occupied and 81% rented. The $5,900,000 non-recourse, first mortgage, the only “must pay” debt on the property is fixed at 3.07%, plus 0.45% for MIP, fully amortizing over 40 years through June 1, 2054. The remaining $3,830,000 of soft debt is a result of structuring “Neighborhood Stabilization Program 1” (“NSP-1”) Grant funds (part of the Federal Government’s “Stimulus” package) into a non-recourse “cash flow” debt.

“CircleEast”

Following TFG’s success at using NSP funds at Livingston Park, Cuyahoga County approached TFG in the summer of 2011. The County had received an allocation of $40M of NSP 2 funds with a proviso that $20M must be spent by February 11, 2012. Our “charge” was to develop a property and implement construction so that the County could fund $3M by February 11, 2012. Commencing in June, 2011, TFG, working with University Circle, Inc., acquired land in East Cleveland (at its border with the City of Cleveland), designed, obtained approval, commenced construction and hit the County’s target of expenditures. The result, a gated 20 unit townhouse community that was completed July 2, 2012. CircleEast Townhomes units, each contain 1,300 square feet, each with two bedrooms, two and one-half bathrooms on two levels above a private two car garage. The property rented up in 45 days and has remained at virtual 100% occupancy since its completion. PNC Bank provided a $1,000,000 first mortgage with the remaining Total Development Costs funded by a County NSP-2 grant in the amount of $3,050,000.

“Rockport”

While TFG was completing Livingston Park and just prior to commencing CircleEast Townhomes, it was approached by a bank that was in the foreclosure process on a 144 unit property, Hawk’s Landing, located on Puritas Ave. at W. 146th St. Hawk’s Landing was seriously distressed with over half of its units not habitable. However, the neighborhood was solid and stable. Hawk’s Landing was the only blight. TFG, working with the City Administration, obtained a $3.6M allocation of NSP-3 funds, a $5,490,000 HUD 221(d)(4) insured mortgage and $600,000 of City funding and completely rehabilitated the property. In spring 2011, very few thought the dilapidated eyesore could turn into the West Side’s preeminent quality rental property. TFG, which specializes in the revitalization of distressed real estate acquired title to Hawks and completed a total rejuvenation into Rockport Apartments.

B.3 July 30, 2015

At the Ribbon Cutting, City Council President Sweeney stated, “This is a breath of fresh air and a successful endeavor for our ward and its residents. The Finch Group has done a spectacular job in creating a high-quality residential community at affordable rents.” Today, in place of Hawks Landing stands a 100% new and improved Rockport Apartments.

“Innova”

Based upon TFG’s prior history in Cleveland, in 2006 the local City Councilwoman asked TFG to consider developing a Masterplan for the rejuvenation of the Upper Chester section of the Historic Hough neighborhood, the epicenter of the 1966 race riots. Stymied for a few years by the worldwide financial collapse, today Upper Chester is home to Innova, a 177-unit $42,000,000 market rate multifamily housing property. A second phase is slated for a construction start in late 2015/2016. Also, TFG along with its CHDO partner, received an

allocation of LIHTC for a 2016 start of a 60 unit affordable property. Innova will be transformational to this section of Cleveland by anchoring a 24 hour community by connecting Cleveland Clinic’s Main Campus to Cleveland’s Cultural Institutions; the new VA Hospital, the second largest VA Hospital in the United States; Case Western Reserve University; University Hospital and the vibrancy of the new Uptown area. It is also at the terminus of Opportunity Corridor, which, in July 2013, received a $324M commitment from Governor Kasich. Opportunity Corridor will link I 490 to Chester Ave. at E 105th Street which is just a few hundred yards east of the site of Innova. Governor Kasich, in making the announcement said that Opportunity Corridor will assist University Circle which is already one of the region’s largest job centers.

B.3 July 30, 2015

A January, 2010 article in the Economist Magazine which, in part, stated (paraphrased): University Circle is home to Cleveland’s most cherished cultural and public-service gems, institutions built with the wealth of Ohio’s long-gone industrial era of steel and manufacturing. The Cleveland Clinic, Case Western Reserve University, University Hospital (and the new VA Hospital) are powerhouses of economic activity, spending a combined $3B on goods and services annually. Encircling this oasis the surrounding neighborhood (the Hough neighborhood) languishes with urban decay, drugs, crime and intractable unemployment. As the Economist pointed out, the Upper Chester neighborhood of Hough, before TFG’s developments, was a concentration of poverty. Shopping, even for basic needs, and services is virtually non-existent. TFG’s development has brought life to the neighborhood, retail services and approximately 140 FTE jobs. All without any public sector funds in the project. The Finch Group’s recent experience with development projects of a similar size and scope to the Piazza d’ Italia has been significant. We have provided three examples of our development experience as described below:

A. Park Lane Villa, Cleveland, OH

Park Lane is a 96-unit luxury apartment building that is historically significant. The project was renovated with the completion of an historic rehabilitation, approved by The National Park Service in 2007. The project partners were The Finch Group and PNC Bank. The total project budget and funding sources were as follows:

PNC Bank 1st Mortgage $11,000,000

Cleveland Development Advisors 2nd Mortgage $1,500,000

Village Capital Corporation 3rd Mortgage $750,000

City of Cleveland Soft Loan $1,600,000


PNC Bank Historic Tax Credit Equity $4,560,000 *


Total Equity $9,652,000


* The Finch Family purchased PNC's equity investment after the 5 year Historic Tax Credit holding period expired.

B.3 July 30, 2015

B. The Resort and Conference Center at Hyannis, Hyannis, MA

TFG Hyannis Hospitality, LLC an affiliate of The Finch Family purchased and renovated a 232 full service resort hotel and conference center in Hyannis, MA in 2008. The project including an 18 hole executive golf course, spa and fitness center partners are Wesley E. Finch and The Tudor Trust, one of The Finch Family trusts. The total project budget and funding sources were as follows: Raymond James Bank 1st Mortgage $15,300,000 Raymond James Bank 2nd Mortgage $7,000,000




C. Innova Phase One, Cleveland, OH

Innova is a 177-unit luxury apartment building, opened in June, 2015, includes commercial space on the first floor with a fitness center on the 2nd floor, rooftop deck and resident ”Rec” facility on the top floor. The building provides full concierge service to its residents. The project partners are Huntington Bank, Cleveland Development Advisors and individual Investor Limited Partners. The total project budget and sources were as follows: Huntington Bank 1st Mortgage $33,000,000 Cleveland Development Advisors 2nd Mortgage $3,000,000


Partner's Equity $6,000,000

Total Debt &

Equity $42,000,000

Wesley E. Finch and one of the Finch Family trusts own 44% of the equity on the property

Nature of Number Other TotalYear Property Location Affiliation Of Units Financing Equity Financing Funding

1972 One Water Street Haverhill, MA (1) 164 236 361,000 3,780,000 4,141,000

1974 Merrimac Plaza Lowell, MA (1) 449 236 1,000,000 10,800,000 11,800,000

1977 Chestnut Park Springfield, MA (1) 489 236 2,000,000 20,832,000 22,832,000

1978 Highland House Randolph, MA (2)(3) 172 223(f) 740,000 2,650,000 3,390,000

Exeter Towers Boston, MA (2)(3) 96 221(d)(4) 860,000 4,862,800 5,722,800

Squire Village Westfield, MA (2)(3) 181 223(f) 375,000 2,082,000 2,457,000

1979 Cocheco Park Dover, NH (2)(3) 102 221(d)4 930,000 4,168,000 5,098,000

Foreside Housing Falmouth, ME (2)(3) 170 221(d)4 1,150,000 7,032,000 8,182,000

Hilltop Gardens Leominster, MA (2)(3) 120 223(f) 360,000 1,620,000 1,980,000

Olde English Village II Lowell, MA (2)(3) 50 223(f) 316,300 600,000 916,300

1980 Buffalo Shoreline Buffalo, NY (2)(3) 142 236 619,000 4,391,000 5,010,000

Buffalo Waterfront Buffalo, NY (2)(3) 472 236 1,007,000 14,751,000 15,758,000

Eastgate Springfield, MA (2)(3) 148 MHFA 1,270,000 5,142,000 6,412,000

East Hill Syracuse, NY (2)(3) 176 221(d)4/11(b) 1,165,000 6,035,000 7,200,000

Polish National Home Chicopee, MA (2)(3) 50 221(d)4 785,000 1,963,000 2,748,000

Hilltop East/West Syracuse, NY (2)(3) 394 221(d)4/11(b) 2,675,000 15,660,000 18,335,000

Sugar River Mills Claremont, NH (2)(3) 162 221(d)4 1,800,000 8,213,000 10,013,000

1981 Steinhorst Apartments Utica, NY (2)(3) 100 221(d)4 1,062,000 3,914,000 4,976,000

1982 Charlotte Lake River Rochester, NY (4) 553 236 1,050,000 13,704,000 14,754,000

Wright Park Rome, NY (3)(4) 200 236 613,000 4,010,000 4,623,000

Wright Park Phase II Rome, NY (3)(4) 99 236 710,000 2,499,000 3,209,000

1983 Centerville Court N. Syracuse, NY (3)(4) 154 236 1,150,000 2,955,000 4,105,000

Olde English Village Gardner, MA (3)(4) 200 236 1,439,000 4,156,000 5,595,000

Van Rensselaer Village Watervliet, NY (5) 100 236 251,000 2,525,000 2,776,000

1984 Dudley Park Albany, NY (3)(4) 236 221(d)(3) 1,000 5,424,000 5,425,000

Lansingburgh Troy, NY (5) 95 221(d)(3) 240,000 2,101,000 2,341,000

Princeton Village Lowell, MA (3)(4) 151 221(d)(3) - 0 - 2,720,000 2,720,000

St. Christopher Apartments Hartford, CT (3)(4) 100 221(d)(3) 1,000 2,376,000 2,377,000

1987 Broadway East Townhouses Kingston, NY (3)(4) 122 236 & Tax Credit 952,000 5,288,000 6,240,000

Kennedy Square/Syracuse Hill Syracuse, NY (3)(4) 409 236 & Tax Credit 3,235,000 11,953,000 15,188,000

1988 Cherry Hill Syracuse, NY (3)(4) 164 236 & Tax Credit 1,525,000 4,832,000 6,357,000

Genesee River Park Rochester, NY (3)(4) 402 236 & Tax Credit 2,315,000 10,153,000 12,468,000

1989 Niagara Park/Unity Park II Niagara Falls, NY (3)(4) 204 236 & Tax Credit 2,070,000 8,490,000 10,560,000

1991 Help/Genesis Homes Brooklyn, NY (6) 150 Tax Credit 18,800,000 25,994,000 44,794,000

1992 The Bridge Building Manhattan, NY (6) 15 Tax Credit 1,037,000 1,754,000 2,791,000

122nd Street Apartments Manhattan, NY (6) 113 Tax Credit 2,050,000 6,447,000 8,497,000

Cooke Mill Patterson, NJ (7) 34 Tax Credit 3,200,000 5,800,000 9,000,000

1993 Rocky Point Apartments Washingtonville, NY (5)(6) 44 Tax Credit 2,000,000 2,448,000 4,448,000

Sister Cecilia Schneider Manhattan, NY (6) 35 Tax Credit 1,800,000 2,900,000 4,700,000

Help - Bronx Bronx, NY (6) 308 Tax Credit 6,400,000 30,715,000 37,115,000

Unity Park I Niagara Park, NY (3)(4) 198 236 & Tax Credit 3,840,000 14,300,000 18,140,000

1994 Canaan House Manhattan, NY (6) 146 236 & Tax Credit 2,000,000 9,500,000 11,500,000

Creston Avenue Bronx, NY (6) 40 Tax Credit 1,600,000 2,900,000 4,500,000

HELP/13th Street Manhattan, NY (6) 94 Tax Credit 12,750,000 18,000,000 30,750,000

Marchwood Lynchburg, VA (3)(4) 152 Tax Credit 669,500 2,600,000 3,269,500

1995 Shakespeare Avenue Bronx, NY (6) 28 Home & Tax Credit 1,630,000 2,600,000 4,230,000

104th Street/Quatro Lex Manhattan, NY (6) 21 Tax Credit 1,285,000 1,450,000 2,735,000

1996 Fitzpatrick Homes Bronx, NY (6) 18 Tax Credit 1,700,000 2,100,000 3,800,000

Thorpe Family II Bronx, NY (6) 20 Tax Credit 1,800,000 2,100,000 3,900,000

1997 Smyrna Schoolhouse Smyrna, NY (6) 11 Tax Credit 667,000 719,000 1,386,000

Ginger Ridge Calumet City, IL (4)(8)(9) 469 FNMA & Tax Credit 4,950,000 27,789,000 32,739,000

Twin Oaks Apartments Pasadena, TX (2) 248 HUD & HOME N/A 2,330,000 2,330,000

Woodbridge at Farmingdale Farmingdale, NY (6) 28 Tax Credit 1,370,000 1,350,000 2,720,000

1998 Accabonac East Hampton, NY (6) 50 Section 8 & Tax Credit 3,115,900 2,420,000 5,535,900

Fairfax Hall Waynesboro, VA (6) 54 Historic and Tax Credit 4,510,000 1,800,000 6,310,000

Woodbridge at Hampton Bays South Hampton, NY (6) 29 Tax Credit 1,467,000 1,570,000 3,037,000

OEV Gardner Gardner, MA (3)(4) 200 236 & Tax Credit 4,480,000 11,355,000 15,835,000

1999 Independence Hall Houston, TX (2) 292 HUD & HOME N/A 4,400,000 4,400,000

Woodbridge at Farmingdale II Farmingdale, NY (6) 62 Tax Credit 3,125,000 3,932,000 7,057,000

2001 Arbor Park - 3 phases thru 2005 Cleveland, OH (4)(9) 629 221(d)(4) & Tax Credit 37,600,000 78,090,000 115,690,000

2002 Millenium Hills Huntington, NY (1)(8) 84 HUD & LI Partnership 6,380,000 8,585,000 14,965,000

2005 Charlotte Harbortown Homes Rochester, NY (4) 553 Tax Credit 5,923,000 19,035,000 24,958,000

2006 Park Lane Villas Cleveland, OH (4) 96 Historic Credit 4,176,000 24,835,500 29,011,500

2007 Kensington Village Winston-Salem, NC (4)(8)(9) 142 Affordable 1,600,000 9,056,000 10,656,000

2009 Livingston Park Apartments Cleveland, OH (4) 195 221(d)(4) & Tax Credit 2,011,000 9,730,000 11,741,000

2010 Parkside Dwellings Cleveland, OH (2)(4) 28 Conventional 516,000 1,300,000 1,816,000

2011 Circle East Cleveland, OH (7) 20 Affordable 720,000 1,000,000 1,720,000

2012 Rockport Apartments Cleveland, OH (4) 144 221(d)(4) & Tax Credit 2,305,000 10,203,000 12,508,000

2014 Innova Phase I Cleveland, OH (4) 177 Conventional 6,000,000 36,000,000 42,000,000

(1) Structured the equity placement as contracted professionals, and subsequently supervised the property operations

of the firm which sponsored these developments.

(2) General partner during the development of these projects, including the raising of equity.

(3) The property has been sold.

(4) Owner, property manager and raised the equity.

(5) Property Manager.

(6) TFG Equities, Inc. structured the tax credit transaction and placed the investor equity.

(7) Co-developer

(8) Represent the local municipality.

(9) Upfront Grant.

B.3

THE FINCH GROUP - RELATED ENTITIES - RESIDENTIAL PROPERTIES

July 30, 2015

TFG CONDOMINIUM COMMUNITIES(Developed and/or Managed)

Condominium Location # of Units

31-33 Commonwealth Avenue Boston, MA 6

41 Park Street Brookline, MA 42

109-111 Commonwealth Avenue Boston, MA 5

The Atrium Brookline, MA 40

Baker Square Dorchester, MA 98

Baxter Place (*} Portland, ME 100

Brighton Place Brighton, MA 353

Brook House Brookline, MA 763

Brookside Arlington, MA 118

Burrough’s Wharf Boston, MA 69

Cambridgeport Commons Cambridge, MA 100

Country Village Estates Taunton, MA 111

Englewood Heights Brookline, MA 86

Exeter Falls Estates Exeter, NH 58

Exeter Towers Boston, MA 96

Flagship Wharf Charlestown, MA 201

Georgetown Longmeadow, MA 289

Hampton Place Chestnut Hill, MA 99

The Lakes/The Fairways Lincoln, NH 80

Louisburg Square South North Quincy, MA 173

Marina Point North Quincy, MA 240

The Marlborough Boston, MA 71

The Montvale Stoneham, MA 118

Ocean Gate Tower Revere, MA 111

Parkside Boston, MA 92

Pilgrim Trails Marshfield, MA 48

Point Gloria Fall River, MA 128

Prince School(A) Boston, MA 36

Queechee Lakes r ) Queechee, VT 100

Ridgefield Clinton, MA 360

Rowes Wharf Boston, MA 98

Sagamore Place North Quincy, MA 225

Seal Harbor Winthrop, MA 117

Somerset House Boston, MA 102

St. George Revere, MA 240

Thayer Pond Oxford, MA 226

Towers of Chestnut Hill Chestnut Hill, MA 423

B.3 Attachment 1 July 30, 2015

TFG CONDOMINIUM COMMUNITIES(Developed and/or Managed)

Tremont on the Common Boston, MA 374

Weymouthport Condo Weymouth, MA 276

Whitman Pond Village Weymouth, MA 77

Whittemore Mills Quincy, MA 100

Willow Brook Wayland, MA 44

Woodland Estates Johnston, RI 112

Village at Loon Mountain Lincoln, NH 200

Village at Ormsby Hill Dorset, VT 42

Vinnin Square Salem, MA 350

(#) Historical Rehabilitation

J Large resort community, managed 100 units

B.3 Attachment 1 July 30, 2015

TFG - Condominiums

B.3 July 30, 2015

B.4 July 30, 2015

Prior Experience with Governmental Entities Wesley E. Finch, Founder and Chairman, and The Finch Group (together “TFG”), which was originally organized in Boston, Massachusetts in 1981 and subsequently relocated to Boca Raton, Florida in 1997, has been involved in working with governmental entities for over 35 years. By way of example, highlights of Mr. Finch’s previous public experience include: � Federal Appointed by President Clinton to the Transition Team, Department of

Housing and Urban Development Cluster (1992-93), Andrew Cuomo, Chairman. Appointed by Secretary Pierce to serve as Chairman of the Special HUD Study Group on Government Subsidized Housing – Distressed Property Workouts in 1981.

� Senate Selected by Senators Mitchell and Danforth to an 11 member Bi-Partisan

Low Income Housing Tax Credit Task Force (1987).

Worked with the Senate Banking Committee on the creation of the Housing Preservation Act of 1987 which was enacted by the Congress and signed by President Reagan.

� House Served as a technical advisor to Barney Frank (D-Massachusetts) of the

Manpower and Housing Subcommittee of the Committee on Government Operations (1983).

� State Appointed by Governor's Dukakis and Weld as a Member of

Massachusetts Housing Finance Agency Advisory Committee (1983 – 1996).

� Local Served on his hometown’s Affordable Housing Production Task Force

(1976 - 1979).

Direct TFG experiences include:

� the third and seventh transaction ever developed by the MHFA in 1971,

B.4 July 30, 2015

� the first acquisition and conversion of a HUD insured loan to luxury condominiums (Towers of Chestnut Hill, Newton, Massachusetts – 1983),

� structuring the first resident ownership model for the resident acquisition (September,

1997) of a HUD owned property using the initial “Up-Front” grant program combined with tax exempt bonds, Home Funds, private sector equity and Federal Home Loan Bank Funds,

� receiving HUD's Best Practices Award in 1999 for the financial structuring that

leveraged an Up-Front Grant to a successful revitalization of a previously HUD owned property, Ginger Ridge Apartments, 934 units, Calumet City, IL,

� receiving a second HUD’s Best Practices Award (Regional) in 2000 for representing

a Resident Group in its acquisition and rehabilitation of a 248 unit previously HUD owned property in Pasadena, Texas,

� receiving special recognition from the Congressional Black Caucus in 2003 for TFG

being the catalyst in changing Cleveland, Ohio's Central Neighborhood with the construction of Arbor Park Village including an array of educational and social services,

� assisting in the structuring of Empire State Development Corporation’s new Project

Retention Loan Program and, as new owner, closed on the State’s initial loan in June, 2005. The loan supported a complete rehabilitation and financial restructuring of the 553 unit, $25,000,000 Charlotte Harbortown Homes property, Rochester, New York.

� working with the City of Winston-Salem, North Carolina, helped structure the

“negotiated sale” of Forest Ridge Apartments, a HUD owned, boarded-up 150-unit property. The City of Winston-Salem acquired the property on August 30, 2005 for ten dollars ($10.00) and received a $3,306,417 HUD Upfront Grant to assist with a $10,000,000+ total renovation of Forest Ridge into a quality mixed-income housing resource. TFG owns and operates the property pursuant to a certain agreements with HUD and the City.

� in 2005, acquired the dilapidated but historically significant Park Lane Villa in the

University Circle area of Cleveland, Ohio. Because of significant structural concerns, the property, which contained 184 Section 8 units, was closed down by HUD in 2003. HUD deeded the property to the City of Cleveland in 2004 and the City, pursuant to proposals for the adaptive reuse of Park Lane (and citing the success the City had with The Finch Group in the rehabilitation of Arbor Park) deeded it to TFG in 2005. Construction commenced in June, 2006. By June, 2008 the completed Park Lane (on time and on budget) was 80% leased. Today Park Lane is credited for the transformation of University Circle into a high-end 24 hour community, and TFG was awarded the Circle Visionary Award in 2015.

B.4 July 30, 2015

� From late 2011 through today, worked with the City of Cleveland, Ohio in recapturing the Upper Chester section of the historic Hough Neighborhood, the epicenter of the 1966 Race Riots, and completed Innova, a 177 unit market rate multifamily property on time and on budget and being awarded Low Income Housing Tax Credits for a second phase, a 60 unit Affordable Elderly product. Three future phases will round out this $175M development, which is located directly across the street from the entrance of the Cleveland Clinic Main Campus.

B.4 July 30, 2015

C.1 July 30, 2015

Developer Financial Information

Developer financial information will be provided if The Finch Group is invited to participate in

the RFP process. In the interim, I draw your attention to B.3, which outlines the equity

participation in three recent transactions.

C.2 July 30, 2015

Development Construction Costs

At this stage of the development process, without a “program” in place or conversations with the Piazza d

’Italia Development Corporation, it is not productive to delve into detailed construction costs. But, with

that stated, on a macro basis the forecasted gross revenue should produce enough “underwritten” cash

flow to support approximately $70,000,000 of debt and equity. After soft costs that should allow a

construction budget of about $170 per square foot. After discussions with Woodward Design + Build we

believe that should produce a quality building that enhances the Piazza.

C.3 July 30, 2015

Performance Bond

Please find on the following page a performance bond letter from Travelers Casualty and Surety,

dated July 24th, 2015.

C.3 July 30, 2015

C.4 July 30, 2015

Developer Litigation Details

July 30, 2015

Canal Street Development Corporation (“CSDC”)

Attn: Bureau of Purchasing

Chief Procurement Officer

1300 Perdido, Suite 4W07

New Orleans, LA 70112

Re: DEVELOPMENT OF 542 TCHOUPITOULAS & 545 SOUTH PETERS STREETS

The Finch Corporation as part of its business is from time to time a party to lawsuits filed against

it or its affiliates. These suits are generally covered by insurance. At this time The Finch

Corporation is not a party to any lawsuit outside the ordinary course of business.

Otherwise, there are no outstanding suits.

Sincerely,

jxáÄxç X Y|Çv{jxáÄxç X Y|Çv{jxáÄxç X Y|Çv{jxáÄxç X Y|Çv{ Wesley E. Finch, President

The Finch Corporation

C.5 July 30, 2015

Market Analysis for Proposed Development Plan The New Orleans Real Estate Market has seen significant demand generators over the past several years from increases in employment, to a rise in tourism and an overall sense of opportunity. The city has spent nearly ten years reinvesting in itself and, as it prepares for even more growth, specifically the new BioDistrict, the supply and demand dynamics for high-quality housing in select locations is not in equilibrium. This is supported by building permits, which have been flat or slightly down from previous years, while the City’s young educated population has continued to grow. The immediate surrounding area of Piazza d’Italia has seen a successful neighborhood revitalization, including a complete renovation to the Piazza itself. Therefore, TFG believes the highest and best use of this prime location would to be a mixture of retail space, residential units and a smaller specialty hotel. Our preliminary due diligence and market research of the Piazza d’Italia development supports pricing we believe to be currently competitive with, upon established steady state basis, more room to grow, providing a fair market rate of return. The building permit issuance is marginally down from last year, but according to the New Orleans Business Alliance, there are currently 1,752 residential units under construction. This possible uptick is offset as the residential market should see more demand velocity as a variety of city-wide projects come to fruition, such as the creation of the BioDistrict, the construction of a new airport, expanding the convention center, increased port activity and further development along the river walk, to name a few. The hotel market also continues to show strength: New Orleans welcomed over 9½ million visitors in 2014, bringing in a record-breaking $6.81 billion in spending, the highest in the city’s history. This represents an overall 5.3% increase from the prior year with lodging spending up 5.9%. RevPar figures from the latest STR report all indicate strong and profitable room rates. Just this past week Smith Travel Research reported:

June ’15 June ‘14

Occupancy 74% 62%

Rate $136 $125

RevPar increase of 20%

We believe a properly “flagged” boutique hotel over ground floor retail space, including an Italian café to complement the Piazza, will serve the needs of the city’s residents and tourists. While there is minimal residential housing neighboring the Piazza, the Warehouse district and other parts of the CBD are continuing to build quality units for rent and for sale. While some new developments have been able to attain over $800sqft., a more conservative financial model

C.5 July 30, 2015

uses $500/sqft. However, we believe the demographic for this site will find rentals more attractive. The potential competition is getting anywhere in the range of $2.00 - $3.40/sqft. Parking is valued at $160 - $200 a space per month.

TFG’s research confirms that New Orleans is succeeding as a city reinvigorated, reenergized and stimulating to many. From the young professional to the retired, it attracts people of all backgrounds. This progress and the prospect of an even brighter future has brought the population from the post Katrina low of 230,172 in July, 2006 to an estimated 384,320 in 2014. The city, known for its rich cultural points of interest, has a growing film industry (3rd largest filming location in the country), gaming and tech firms that have piqued the interest of talented individuals and organizations. We believe New Orleans will continue to benefit from the success of the entrepreneurial community and foster startup companies in diverse sectors such as education, bioscience, technology, and other innovative sectors. It therefore comes as no surprise that Forbes magazine has ranked Greater New Orleans #1 on the list of “America’s Biggest Brain Magnets” for attracting people under 25 with a college degree.

Retail/restaurant space 32,000 sqft $25 psf $800,000

Parking - 200 spaces / 160 spaces occupied 160 spaces $160 per month $307,200

Residential rental 152 units averaging 821 sqft at $2.30psf 152 units $1,888 per month $3,444,000

Hotel - 156 rooms

All hotels covered by STR ---Based upon rate + 10% and 2014 occupancy

All other ancillary income 0

$11,517,000

The Finch Group's Projected Gross Income

Please understand at this time these figures are from the proverbial "30,000 feet"

156 rooms $6,966,000

Rental Comps

C.5 July 30, 2015

1) 545 South Peters – Piazza d’Italia 2) 700 South Peters - $3.60 sqft. 3) 700 Commerce Street - $3.25 sqft. 4) 330 Julia Street - $2.97 sqft. 5) 514 Natchez Street - $2.04 sqft.

Rental Comps

545 S Peters St

New Orleans, LA

Development Comps

Rental Comps

Address/Unit Rent ($) Size (sf) Rent/SF

330 Julia St, #209 $1,400 472 $2.97

700 Commerce St $1,700 523 $3.25

700 Commerce St $2,500 778 $3.21

700 Commerce St $2,500 807 $3.10

700 S Peters St, #207 $2,700 850 $3.18

301 Magazine St $1,925 945 $2.04

700 Commerce St $3,000 950 $3.16

301 Magazine St $2,595 1,166 $2.23

514 Nanchez St, #B $2,450 1,200 $2.04

700 S Peters St, #614 $4,500 1,250 $3.60

516 Nanchez St, #300 $3,450 1,330 $2.59

407 Poydras, #3 $1,900 1,400 $1.36

Average: $2,552 973 $2.73

C.5 July 30, 2015

MLS Listed Comps

Active Listings: Click here

Sold Listings - Closed within last 180 days Sold Listings: Click here

Units Sold Under $350 per sq ft

Change Type MLS # Address Current Price Sq Ft Total Sold/Sq Ft Beds Total FB HB Condition Yr Blt

Sold 1012839 1061 CAMP Street Unit#C $268,000 1,199 $224 2 1 0 Very Good 2009

Sold 1011072 900 S PETERS Street Unit#C-2 $450,000 1,896 $237 1 0 1 Excellent 2000

Sold 995038 1061 CAMP Street Unit#D $183,000 749 $244 2 1 0 Very Good

Sold 1003507 1111 S PETERS Street Unit#409 $285,000 975 $292 2 1 0 Excellent 1914

Sold 1014396 1111 S PETERS Street Unit#215 $549,000 1,765 $311 3 2 0 Excellent 2005

Sold 1014134 1107 S PETERS Unit#215 $409,500 1,293 $317 2 2 0 Excellent 1984

Sold 2007997 610 JOHN CHURCHILL CHASE Street Unit#12 $615,000 1,940 $317 2 2 0 Very Good 2006

Sold 1015878 610 JOHN CHURCHILL CHASE Street Unit#L17 $670,000 2,050 $327 2 2 0 Excellent 2013

Sold 1012804 842 CAMP Street Unit#5 $285,000 836 $341 1 1 1 Very Good

Sold 1020267 404 NOTRE DAME Avenue Unit#16 $550,000 1,576 $349 2 2 0 Excellent 2014

10 Avg: $426,450 1,428 $296

Units Sold Between $350 and $500 per sq ft


Sold 2006448 333 JULIA Street Unit#324 $335,000 956 $350 2 2 0 Excellent

Sold 1020712 1107 SOUTH PETER Street Unit#308 $350,000 984 $356 1 1 0 Excellent 2015

Sold 2010756 610 JOHN CHURHILL CHASE Street Unit#L14 $735,500 2,043 $360 2 2 0 Excellent 2004

Sold 1012223 920 POEYFARRE Street Unit#421 $365,000 1,001 $365 2 2 0 Excellent 2006

Sold 1020628 330 JULIA Circle Unit#207 $265,000 725 $366 1 1 0 Excellent 1906

Sold 1020138 450 JOHN CHURCHILL CHASE Street Unit#203 $397,000 1,068 $372 2 2 0 Excellent 2007


Sold 2011661 601 BARONNE Street Unit#3A $700,000 1,845 $379 2 2 1 Excellent 2013

Sold 1016360 760 MAGAZINE Street Unit#214 $370,000 963 $384 1 1 1 Very Good 2002

Sold 1019296 404 NOTRE DAME Street Unit#8 $649,000 1,675 $387 2 2 0 Excellent 2005


Sold 2000333 402 JULIA Street Unit#308 $304,500 779 $391 2 2 0 Excellent 0



Sold 1021410 448 JULIA Street Unit#407 $370,000 934 $396 2 2 0 Very Good

Sold 2004699 909 LAFAYETTE Street Unit#7 $568,740 1,418 $401 2 2 0 Excellent 2008

Sold 1018242 920 POEYFARRE Street Unit#223 $255,000 631 $404 1 1 0 Excellent 100






Sold 2003653 760 MAGAZINE Street Unit#308 $245,000 579 $423 1 1 0 Excellent 2003

Sold 1014351 835 JULIA Street Unit#P3 $730,000 1,709 $427 2 2 0 Excellent 2011






Sold 2006454 700 S PETERS Street Unit#217 $558,900 1,242 $450 2 2 0 Very Good 1984

Sold 2001075 700 S PETERS Street Unit#507 $380,000 833 $456 1 1 0 Very Good


Sold 2001155 840 TCHOUPITOULAS Street Unit#101 $1,125,000 2,350 $479 3 2 1 Excellent 2010

Sold 2005222 714 GIROD Street Unit#PH 2 $1,195,000 2,457 $486 2 2 1 Excellent 2013

34 Avg: $445,855 1,084 $409

Units Sold Over $500 per sq ft



Sold 2006642 600 PORT OF NEW ORLEANS Place Unit#8E $1,499,000 1,918 $782 2 2 0 Excellent 2007

Sold 2008889 600 PORT OF NEW ORLEANS Place Unit#12A $2,500,000 2,839 $881 2 2 1 Excellent 2007

3 Avg: $1,649,667 2,190 $729

Total Under $350 per sq ft:

Total $350 to $500 per sq ft:

Total Over $500 per sq ft:

10

34

3

0

5

10

15

20

25

30

35

40

Recently Sold Comps

Under $350psf Between $350 and $500psf Over $500psf

C.5 July 30, 2015

MLS Listed Comps

Sold Listings - Closed within last 180 days





















Average: $338,634 863 $390





























C.5 July 30, 2015

Rental Comps

545 S Peters St

New Orleans, LA

Development Comps

Rental Comps

Address/Unit Rent ($) Size (sf) Rent/SF

330 Julia St, #209 $1,400 472 $2.97

700 Commerce St $1,700 523 $3.25

700 Commerce St $2,500 778 $3.21

700 Commerce St $2,500 807 $3.10

700 S Peters St, #207 $2,700 850 $3.18

301 Magazine St $1,925 945 $2.04

700 Commerce St $3,000 950 $3.16

301 Magazine St $2,595 1,166 $2.23

514 Nanchez St, #B $2,450 1,200 $2.04

700 S Peters St, #614 $4,500 1,250 $3.60

516 Nanchez St, #300 $3,450 1,330 $2.59

407 Poydras, #3 $1,900 1,400 $1.36

Average: $2,552 973 $2.73

C.5 July 30, 2015

MLS Listed Comps

Active Listings: Click here

Sold Listings - Closed within last 180 days Sold Listings: Click here

Units Sold Under $350 per sq ft












10 Avg: $426,450 1,428 $296

Units Sold Between $350 and $500 per sq ft




































34 Avg: $445,855 1,084 $409

Units Sold Over $500 per sq ft





3 Avg: $1,649,667 2,190 $729

Total Under $350 per sq ft:

Total $350 to $500 per sq ft:

Total Over $500 per sq ft:

10

34

3

0

5

10

15

20

25

30

35

40

Recently Sold Comps

Under $350psf Between $350 and $500psf Over $500psf

C.5 July 30, 2015

MLS Listed Comps

Sold Listings - Closed within last 180 days





















Average: $338,634 863 $390





























C.5 July 30, 2015

D.1 July 30, 2015

DBE Methodology

Woodward Design+Build (Woodward) has worked extensively on publicly funded projects and fully

understand the DBE and local participation requirements involved.

Woodward is committed to developing a diverse and robust construction community in our region

through ongoing work with DBE firms. We have worked with DBE firms in the past, and we continue to

team up for ongoing work for the present and future. Woodward has a 10+ year track record of working

with DBEs and meeting DBE targets, setting up a foundation for successful DBE involvement on the 542

Tchoupitoulas and 545 S. Peters Streets Development.

Five years ago, Woodward recognized the need to expand its reach to include more DBE firms and hired

a Diversity Coordinator to develop and implement the company’s DBE Participation Plan. Through our

experience implementing this comprehensive DBE plan, we have witnessed firsthand the mutual benefits

brought about through DBE involvement as well as the challenges faced by DBE firms. We have worked

to guide and assist DBEs in finding solutions for success and are determined to foster an inclusive

environment that helps undercapitalized DBE firms to succeed and grow.

Our past experience has strengthened our resolve to establish and adhere to policies and procedures that

mitigate and eliminate stumbling blocks for DBEs. Our goal is to ensure the success of each and every

DBE firm we work with while delivering the project on time and in budget.

Woodward believes that inclusive economic development fuels the transformation of communities and

addresses resident- and community-specific challenges that affect the entire city. We believe that the

requisite talent and resources exist in New Orleans to execute an organic DBE strategy that grows New

Orleans DBEs, builds New Orleans DBE capacity, and expands the pool of New Orleans DBEs.

An organic DBE strategy that enlarges the DBE pool is imperative, as this increases the number of DBEs

that can avail themselves of the myriad real estate development and redevelopment opportunities in the

City’s pipeline and future.

At Woodward, we analyze the design and construction needs of our projects to identify ways to eliminate

common DBE hurdles. We will execute a plan, assemble a team, and will execute a development strategy

that allows us to meet or exceed the City of New Orleans’ DBE contracting goals.

A key element of our DBE strategy is working with strong MEP subcontractors that: a) have a

demonstrated historical commitment to thoughtful DBE partnerships and b) have the infrastructure and

financial resources to shepherd the growth of DBEs.

Additionally, where it is economically and logistically feasible, we will use innovative bid packaging to

break down the project requirements into smaller tasks or quantities to maximize opportunities for DBE

firms.

D.1 July 30, 2015

We will also work with local and regional organizations that focus on the development of DBE firms to

facilitate education and capacity building opportunities. With our internal DBE capabilities, execution,

experience, and creativity along with external DBE resources, partners, and platforms we will execute a

comprehensive strategy for the 542 Tchoupitoulas and 545 S. Peters Streets Development DBE targets.

It is our desire to be completely transparent during the 542 Tchoupitoulas and 545 S. Peters Streets

Development project. As such, if required we will work with a well-resourced third party to provide

oversight of our DBE compliance. We are proficient in DBE reporting and will provide the City with all

required reporting.

We are confident that our comprehensive DBE efforts and sustainable DBE platform will facilitate the

allocation of material responsibilities and project work to New Orleans DBEs and local businesses. Our

efforts will help DBEs and local businesses to grow and become properly positioned to secure other large

contracts in the future. We believe that this project can make a broad impact on the DBE community,

positively changing the trajectory of a diverse cross section of city residents, DBEs, and local businesses.

Woodward’s DBE plan and management plans will seamlessly integrate with the economic development,

workforce development and inclusion initiatives and programs conceived and executed by the City and

local nonprofit organizations. We believe our efforts will have a lasting impact on the quality of

opportunities that heretofore may have been beyond the reach of smaller DBEs.

Woodward Design+Build is a New Orleans based company with strong ties to the area since its

establishment in 1923. Over the course of 92 years in business, Woodward has developed a strong

network of relationships with both established and emerging construction companies in the region. These

strong ties to the subcontracting community can be leveraged to reach high levels of Orleans Parish and

local business participation for this project. On past projects, Woodward has successfully engaged local

businesses and conducted extensive outreach to hire local individuals to add increased capacity to our

construction crews.

D.2 July 30, 2015

Orleans Parish/Local Business Participation

Our team recognizes the far-reaching, long-term benefits the project can have for the community, and we

are committed to sourcing, shepherding and integrating significant local participation in the development

of 524 Tchoupitoulas and 545 South Peters Streets. Our team views development of the downtown area

as one of the pathways to prosperity for the local community. We will use the project as an opportunity to

foster material local business participation, at unprecedented levels, by firms representing broad diversity

in ownership, scope, capability, and size. The development Team will not only present innovation in

technical delivery, but a proactive approach to local community and DBE engagement, as well as support

of local workforce initiatives.

In order to extend opportunities to Orleans Parish contractors and local businesses, as well as DBE

contractors as detailed in the DBE Participation Plan, our team will:

• Advertise subcontracting and employment opportunities in local publications including

NOLA.com | The Times Picayune, The Advocate, The Daily Journal, The Louisiana Weekly, and

others

• Send bid solicitations to the over 500 New Orleans-based companies in Woodward

Design+Build’s currently established database.

• Partner with local, anchor institutions (e.g. Good Work Network)

• Ensure that small, local business have access to the requisite credit facilities that would allow

them to seamlessly sell/deliver products and services to the Four Seasons New Orleans

Woodward Design+Build, is a New Orleans based company with strong ties to the area since its

establishment in 1923. Over the course of 92 years in business, Woodward has developed a strong

network of relationships with both established and emerging construction companies in the region. These

strong ties to the subcontracting community can be leveraged to reach high levels of Orleans Parish and

local business participation in the development of the project. On past projects, Woodward has

successfully engaged local businesses and conducted extensive outreach to hire local individuals to add

increased capacity to our construction crews. Through a commitment to local participation, a network of

relationships with local firms, and proactive measure to engage locals, Woodward will play an essential

role in generating high levels of Orleans Parish/Local Business participation on the project.

D.3 July 30, 2015

Local Hire Policies & Procedures

Our team will execute a plan that addresses the unemployment and underemployment of black

men in New Orleans. Our commitment to employment efforts is aligned with the City of New

Orleans’ Network for Economic

We strongly believes that private investments in development projects across the city should

create lasting benefits for New Orleans. A project of this magnitude should be leveraged to

address the economic challenges and obstacles faced by many New Orleanians through the

creation of robust and meaningful employment opportunities. In this endeavor, our team will

work closely with the city’s Workforce Development and Inclusion programs and support a

range of meaningful, sustainable employment opportunities. These opportunities for construction

work will offer employment to a wide cross-section of the city’s population, as well as for

targeted unemployed, underemployed and disadvantaged workers.

We will define construction-related direct on-site and off-site jobs. We will estimate the direct

labor manpower by work items. Woodward Design+Build has the historical data collected over

decades of experience in the New Orleans market. Woodward has conducted this type of

estimating on many jobs over the past 20 years. This method has generally proven an appropriate

tool for projecting the jobs that the project will support during construction.

When awarded the development, our team will work diligently to make jobs highly accessible to

New Orleans residents, including the disadvantaged and at-risk, to yield great benefits for the

City. We will work with the Mayor’s office utilizing First Source as a means for local hiring.

E July 30, 2015

Economic Terms

The economic terms of the non-subordinated ground lease need to be structured after more due

diligences work has been performed. This should take place if we are invited to participate in the

RFP process.

F.1 July 30, 2015

Completed Forms

Please find the required attachments:

1) Attachment “A” City of New Orleans Conflict of Interest Disclosure Affidavit

2) Attachment “B” Statement of Veracity

F.1 Attachment A July 30, 2015

F.1 Attachment B July 30, 2015

F.2 July 30, 2015

Key Lease Terms

The Finch Group agrees to all “Key Lease Terms” required in connection with this project as

described in Section F, part 2 (A-H).

F.3 July 30, 2015

Modifications to Proposal

The Finch Group agrees to the “Modifications to Proposal” terms, which require CSDC’s prior

consent for any changes in the key personnel, development plan, development schedule,

financial plan and other material details of our proposal.

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