Form CDFI Form 0003 CDFI Form 0003 Capital Magnet Fund Tables

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Overview

A. Activities
B. Production
C. Key Personnel
D. Loan Portfolio
E. Financial Data

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Sheet 1: A. Activities

Exhibit A: Activities	Projected Financing				Projected Units Produced
	Total $ Amount of Eligible Project Costs supported by CMF Award	Total $ Amount of CMF award to be used for these activities	Total $ amount of CMF award to be committed in 2011	Total $ amount of CMF award to be committed in 2012	Total Number of Units Placed in Service 2011-2015	Total Units Placed in Service in 2011	Total Units Placed in Service in 2012	Total Units Placed in Service in 2013	Total Units Placed in Service in 2014	Total Units Placed in Service in 2015
Homeownership
New Development
Rehabilitation
Homebuyer mortgage finance
Downpayment Assistance
Other (Specify)
Multifamily Rental		$-			$-
New Development
Rehabilitation
Refinancing
Other (Specify)
Other		$-			$-
Community Facilities
Economic Development
Administrative
Total		$-			$-

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Sheet 2: B. Production

Exhibit B: Production1
	Track Record					Capital Magnet Fund Pipeline (Estimated)
Calendar Year	2005-6	2007	2008	2009	Total	2011	2012	2013	2014-2015	Total
Costs ($)2
Total Eligible Housing Costs3	0	0	0	0	0	0	0	0	0	0
0-30% AMI Unit Costs					0					0
31-50% AMI Unit Costs					0					0
51-80% AMI Unit Costs					0					0
81-120% AMI Unit Costs					0					0
Community Service Facility Costs					0					0
Economic Development Activities Expenditures					0					0
Total Eligible Activity Costs	0	0	0	0	0	0	0	0	0	0
Above 120% of AMI Unit Costs					0	N/A	N/A	N/A	N/A	N/A
Total Financing by Awardee					0					0
Total CMF Award Expenditures and Reinvestments	N/A	N/A	N/A	N/A	N/A					0
Production (#)
Total Housing Developments/Projects (# of projects)					0					0
0-30% AMI Units (# of units)					0					0
31-50% AMI Units (# of units)					0					0
51-80% AMI Units (# of units)					0					0
81-120% AMI Units (# of units)					0					0
Community Servcie Facilities (# of facilities financed)					0					0
Economic Development Activities (# of projects financed)					0					0
Total Eligible Activity Production	0	0	0	0		0	0	0	0
Above 120% of AMI Units (# of units)						N/A	N/A	N/A	N/A	N/A
Total Transactions
1 - All data reported should be based on the placed in service date
2 - Costs should be the total development costs inclusive of financing provided by others
3 - Row 6 should be the sum total of rows 7-11

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Sheet 3: C. Key Personnel

Exhibit C: Key Personnel
Name	Firm	Title at Firm	Duties to be Provided for Applicant (check all that apply)	# of years working for (or on behalf of) the Applicant	Position with Applicant (Check all that apply)	Description of Individuals Qualifications
			__ Capital-raising		__ GB member on loan/investment committee
			__ Sourcing or loan underwriting		__ Other GB member
			__ Asset management		__ Advisory board member
			__ Loan servicing		__ ED or equivalent
			__ Program Compliance		__ CFO or equivalent
			__ Community Outreach		__ Other key management
			__ Development Services
			__ Legal services		__ Loan/investment officer or equivalent
			__ Other (specify):___________		__ Compliance officer
					__ Other finance staff
					__ Contracted consultant
					__ Other (specify):______________

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Sheet 4: D. Loan Portfolio

D. Loan Portfolio Quality Chart
Instructions: Provide data for the overall total loan portfolio in the first table. Delinquency is defined as 90+ days past due. The other two tables are optional and allow the Applicant to provide portfolio data for up to two products within the portfolio. Applicants may choose to use these tables to demonstrate how a particular product's delinquency figures impact the overall portfolio. For example in one table the Applicant could summarize the business portfolio and in the 2nd the microenterprise portfolio. Enter information in the yellow shaded cells only.
Aggregate Portfolio	2007		2008		2009		Weighted Average PAR:
	#	$	#	$	#	$
Portfolio Outstanding
Delinquent Portfolio
Total Portfolio-at-Risk (b / a)	0.0%	0.0%	0.0%	0.0%	0.0%	0.0%	#DIV/0!
Optional Product:	2007		2008		2009		Weighted Average PAR:
(Specify here)	#	$	#	$	#	$
Portfolio Outstanding
Delinquent Portfolio
Total Portfolio-at-Risk (b / a)	0.0%	0.0%	0.0%	0.0%	0.0%	0.0%	#DIV/0!
Optional Product:	2007		2008		2009		Weighted Average PAR:
(Specify here)	#	$	#	$	#	$
Portfolio Outstanding
Delinquent Portfolio
Total Portfolio-at-Risk (b / a)	0.0%	0.0%	0.0%	0.0%	0.0%	0.0%	#DIV/0!
Loan Loss and Loan Reserve History for Aggregate Portfolio	2007		2008		2009		Average
Total Outstanding Loan Portfolio
Net Write-Offs or Net Charge-Offs
Annual Net Loan Loss Ratio (B/A)	0.0%		0.0%		0.0%		0.0%
Loan Loss Reserve (cash)
Loan Loss Reserve (accrual)
Loan Loss Reserve Ratio ((D + E) / A))	0.0%		0.0%		0.0%		0.0%

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Sheet 5: E. Financial Data

E. Financial Data Input Chart
		2007	2008	2009
	Assets
a	Cash + Cash Equivalents, defined in CIIS, as Highly liquid, very safe investments which can be easily converted into cash, such as Treasury Bills and money market funds. Total cash and cash equivalents
b	Enter Cash + Cash Equivalents available to cover current operating expenses and obligations. This entry is used to calculate the Operating Liquidity Ratio. Unrestricted cash and cash equivalents
c	Enter the current portion (total principal due within 12 months) of the total outstanding loan portfolio at the end of a fiscal year. Current (c) + Noncurrent (f) = Gross Loans Receivable, the aggregate dollar amount of all loans receivable without giving effect to any allowance for the collectability thereof (i.e. before deducting for Loan Loss Reserves). Current: Gross Loans Receivables
d	Cash and other assets which can be converted to cash within the next 12 months. Total Current Assets
e	The noncurrent portion of the total outstanding loan portfolio at the end of a fiscal year. Current (c) + Noncurrent (f) = Gross Loans Receivable, the aggregate dollar amount of all loans receivable without giving effect to any allowance for the collectability thereof (i.e. before deducting for Loan Loss Reserves). Noncurrent: Gross Loans Receivables
f	Funds set aside in the form of cash reserves or through accounting-based accrual reserves that serve as a cushion to protect an organization against future losses. Loan Loss Reserves typically show up as a contra asset on a balance sheet. Loan Loss Reserves are not the expense listed on the income/expense statement. Less: Loan Loss Reserve
g	Enter the book value of any equity investments considered part of the Applicant's CDFI financing portfolio. Total Outstanding Equity Investment Portfolio
h	Enter difference between book value of equity investment portfolio and original investment. Less: Net Unrealized Loss
i	Automatically calculated: Line (c+f+h) - (g+i) Total Net Loans Receivables and/or Equity Investment Portfolio	$-	$-	$-
j	Enter as it appears on the balance sheet. Total Assets
	Liabilities
k	Liabilities that are due to be paid within the next 12 months. Total Current Liabilities
l	Total Notes Payable
m	Notes payable that may be used to support financial products, such as lending or equity investment activities. Adjusted Notes Payable is calculated by deducting from total notes payable, all notes payable that are specifically used for nonfinancing activities. For example, if an organization has an outstanding mortgage on its office building, the outstanding principal should be deducted from total notes payable. Total Adjusted Notes Payable
n	Enter as it appears on the balance sheet. Total Liabilities
	Net Assets (Net Worth)
o	Enter the Applicant's amount of net assets that unrestricted, as applicable. Unrestricted Net Assets
p	For non-depository applicants only. Enter as it appears on the balance sheet. Total Net Assets
q	Net Worth (Credit Union Applicants Only)
r	Tier 1 Capital (Bank Applicants Only)
		$-	$-	$-
	Off-Balance Sheet Activity
s	Loan or other financial resources committed by third party funders to support financing activities (e.g., loan packaging; co-investing), which are under the management or guidance of the Applicant but not recognized as an asset on the Applicant's balance sheet. Report all available assets, regardless of whether deployed or not. Total Net Assets Available for Financing
	Income and Expenses
t	Interest Payments from Financial Products
u	Fee Income from Financial Products, Financial Services, and other activities
v	Total Earned Income
w	Total Grants and Contributions
x	Total Income
y	Total Interest Expenses
z	Total Non-Interest Expenses
	Financial Health and Viability - MPS Ratios	2007	2008	2009	3-Year Historic Ratios
aa	For Credit Unions: this is the Net Worth Ratio. For Banks/Thrifts: this is the Tier 1 Leverage Capital Ratio. Net Asset Ratio	#VALUE!	#DIV/0!	#DIV/0!	#VALUE!
bb	Total Financing Capital	$0	$0	$0	$0
cc	Deployment Ratio	#DIV/0!	#DIV/0!	#DIV/0!	#DIV/0!
dd	Net Income	#VALUE!	$0	$0	#VALUE!
ee	Earnings Ratio	#VALUE!	#DIV/0!	#DIV/0!	#VALUE!
ff	Self-Sufficiency Ratio	#VALUE!	#DIV/0!	#DIV/0!	#VALUE!
gg	Operating Liquidity Ratio	#VALUE!	#DIV/0!	#DIV/0!	#VALUE!
hh	Current Ratio	#DIV/0!	#DIV/0!	#DIV/0!	#DIV/0!