Request for Qualifications (RFQ) DHC Development Partnership for selected DHC properties

Client: Detroit Housing Commission (DHC)

Project: DHC Development Partnership

RFQ No: 2026-100-002

Request for Qualifications (RFQ) DHC Development Partnership for selected DHC properties

Project: DHC Development Partnership

RFQ No: 2026-100-002

DHC Contact: Tyler Hardy – Sr. Director, Development

Issue date: Thursday, May 21, 2026

Virtual Pre-Bid Meeting: Wednesday, June 17, 2026, 1:00-3:00 pm EST

Deadline for Questions: Wednesday, June 24, 2026, 5:00 pm EST

Submission Deadline: Friday, July 17, 2026, 1:00 pm EST

PLEASE NOTE:

To ensure that all interested respondents receive all documentation, including riders and addendums, relevant to this RFQ, the respondents must obtain a copy of the qualification documents directly from MITN/BidNet Direct. (MITN is the Michigan Inter-Governmental Trade Network, a purchasing group on BidNet Direct, a platform for government units to publish bids and award contracts.) DHC will not be responsible for any erroneous or incomplete documentation received from a third party. DHC reserves the right to reject submissions based upon incomplete or erroneous bid/qualification documents.

Table of Contents

PART I. RFQ REQUIREMENTS

EXECUTIVE SUMMARY

RAD PROGRAM OVERVIEW

DHC’S TARGET PROPERTIES PORTFOLIO

RFQ QUESTIONS AND RESPONSES

PRE-BID CONFERENCES

PART II EVALUATION

PART III. PROPERTY MANAGEMENT, ASSET MANAGEMENT, & OPERATIONS

PART IV. AWARD

PART V. DISPUTES

PART VI. ATTACHMENTS

PART I. RFQ REQUIREMENTS

Executive Summary

Request DHC is issuing this RFQ to identify qualified affordable housing development partners and construction companies that will directly support DHC’s plans to expand its experience and capacity as a developer and general contractor. This capacity building/mentoring is expected to be an integral component in one or more joint venture partnerships to preserve and reposition DHC’s portfolio of federally subsidized units through rehabilitation and/or demolition and new construction.

Overview DHC’s organizational plan is to grow. We are committed to becoming a vertically integrated, mission-driven multifamily housing owner, developer, and general contractor in the City of Detroit over the next 5-10 years.

DHC currently participates as a developer in joint venture partnerships. DHC affiliates do not typically serve as the controlling member in these partnerships. DHC has a force account department that is staffed by personnel with substantial construction experience. The department has primary responsibility for repairs and make-ready of vacant units. It is DHC’s objective to evolve from its current state to an outcome in which DHC has established developer and contractor affiliates that can undertake development initiatives in their respective areas. As part of this objective, DHC does not intend to sell or transfer majority control of these affiliates to any third party.

DHC has identified a portfolio of “Target Properties” in this RFQ. We expect that the redevelopment of these properties will serve as a vehicle for a partnership with one or more developers who will assist DHC to reach its desired outcome.

DHC anticipates that other sites may become available for development through working with the City of Detroit or other partners. Additional sites may be added to the portfolio of properties developed pursuant to this RFQ. Respondents should feel free to identify additional sites, whether DHC-owned or not, to include as targets for redevelopment.

DHC anticipates that redevelopment of the portfolio will occur in multiple phases. This will allow developer partners to propose a structure that outlines DHC’s developer affiliate participation and/or DHC’s contractor affiliate taking on increased responsibility over time. Please include a step-by-step proposal outlining DHC’s increased participation as part of your response to this RFQ.

In performing these projects, DHC has these overlapping objectives for its pipeline of public housing portfolio development:

• DHC expects to retain ownership or control of projects, which may be in the form of a ground lease, majority interest in a managing member/general partner, or other forms that provide control rights to DHC.

• DHC intends to gain significant experience as a developer by developing multiple phases of the redevelopment contemplated in the RFQ.

• DHC intends to gain significant experience as a general contractor through its work managing the rehab of multiple phases of the development.

DHC will prioritize capacity-building for its developer affiliate. Respondents for this RFQ must be developers and may solely propose capacity building for DHC’s developer affiliate. However, proposals that address both developer and contractor bootstrapping assistance to DHC would be viewed favorably.

DHC encourages responses from developers with contractor affiliates. A developer who desires to respond but does not have a general contractor affiliate may consider partnering with a contractor for a joint proposal.

Through this RFQ process, DHC hopes to establish a qualified pool of developers, including developers with contractor affiliates. With a qualified pool of potential partners, DHC anticipates reviewing proposed structures that could accomplish DHC’s objectives and redevelop the target portfolio of properties. DHC may then select one or more developer partner teams, negotiate business terms, and enter into development agreements.

RAD Program Overview

DHC’s portfolio of conventional public housing needs substantial capital investments to update systems, address deferred maintenance, update unit interiors, improve curb appeal, and reposition these developments as vibrant communities that foster the well-being of their residents.

HUD’s Rental Assistance Demonstration (RAD) program allows housing authorities to transition properties from conventional public housing units (“Section 9” of the United States Housing Act of 1937) to project-based vouchers (Section 8 rental assistance).

DHC anticipates using HUD’s RAD program to convert its portfolio from public housing to project-based Section 8 vouchers and leverage financing resources for capital improvements of its portfolio. Financing options for conversion are anticipated to include tax-exempt bonds with as-of-right 4% LIHTC credits, 9% LIHTC credits, and conventional debt.

DHC is providing the 2025 Physical Needs Assessments (PNAs) of the properties for which DHC is seeking proposals. The attachment section also features “White Papers” policy reports provided by DHC consultant, Durvernay + Brooks. These papers are intended to provide background that gives Respondents points of departure for their own ideas for responding to the RFQ. There is no requirement to use the methods outlined in these briefs. These papers are intended to describe potential scenarios and share ideas and approaches for the redevelopment of DHC’s portfolio.

Please see Section V for the complete list of Attachments.

o Durvernay + Brooks “White Paper” Policy Brief on Portfolio 4% redevelopment projects.

o Durvernay + Brooks “White Paper” Policy Brief on Porting Rental Assistance o PNAs for Developments in this RFQ.

DHC’s Target Properties Portfolio

Name & Address Units Proposed Redevelopment

20-Year Physical Needs

Assessment Per Unit

Algonquin 4701 Trumbull Street, Detroit, 48201 12 Rehab $1,392,800 $116,067

Greenbrooke 19805 Greenfield Road, 48235 32 Rehab

$3,607,200 $112,725

Harriet Tubman 2450 West Grand Boulevard, 48208 200 Rehab $14,625,500 $73,128

Riverbend 4836 Conner Street, 48215 95 Rehab $9,354,800 $98,472

Schaefer 20501 Schaefer Hwy, 48235

Rehab Not available Not available

Smith Homes 14313 Crescent Drive, 48223 156 New

Construction $9,673,900 $62,012

Sojourner Truth 4801 East Nevada Street, 48234 186 New

Construction $23,477,700 $126,224

State Fair 1231 West State Fair Avenue, 48203 200 Rehab $16,201,000 $81,005

Warren West 4100 West Warren Avenue, 48201 143 Rehab $13,580,800 $94,971

Woodridge Sr. Villages 3521 John C. Lodge Freeway, 48201 296 Rehab $26,075,300 $88,092

RFQ Questions and Responses

Written questions regarding any element of this RFQ must be submitted to DHC no later than 5:00 pm on Wednesday, June 24, 2026.

Please submit all written questions via MITN BidNet:

https://www.bidnetdirect.com/mitn/detroithousingcommission

Any questions/addenda will be answered and posted on MITN. DHC will not email or notify individual respondents directly, and it is each respondent’s responsibility to independently check MITN for updated information relevant to this RFQ. (MITN is the Michigan Inter-Governmental Trade Network, a purchasing group on BidNet Direct, a platform for government units to publish bids and award contracts)

Pre-Bid Conferences

Interested parties should attend the scheduled pre-bid conferences.

A Virtual Pre-bid Conference will be held on June 17, 2026. The meeting information is below.

Time: June 17, 2026, 01:00 PM Eastern https://dhcmi-org.zoom.us/j/82323557795?pwd=Hi39uHbqE5gMNShdV50lTCkHQw4g7V.1 Meeting ID: 823 2355 7795 Passcode: 798696

Submission Requirements

The submission requirements aim to provide DHC with sufficient information to make an informed decision about the respondents’ experience, capacity, and ability to facilitate the goals of DHC as enumerated in this solicitation. We request that submissions be limited to (20) single-sided pages, before any attachments.

Submission will only be accepted online via BidNet at:

Submissions must include the following sections:

1. Cover Letter Provide a cover letter affirming the respondent team’s understanding of the RFQ and willingness to partner with DHC as it builds capacity as a developer and as a general contractor. Provide a brief description of the firm, its history, structure, and experience. Please identify a primary point of contact.

2. Qualifications of the Respondent

Summarize your team’s experience with executing HUD repositioning programs, including RAD, Section 18, and RAD/Section 18/ Blends.

Respondents should seek to demonstrate how their team is positioned to successfully support DHC in the execution of any or all project phases and the objectives outlined in this solicitation.

The respondents should include a discussion covering the following items.

https://dhcmi-org.zoom.us/j/82323557795?pwd=Hi39uHbqE5gMNShdV50lTCkHQw4g7V.1

Development Size. Expertise in affordable housing rehabilitation of 500-800+ units, especially in Michigan or elsewhere in the Midwest/Great Lakes region

Financing. Experience with HUD Funding and other sources such as CDBG, CDBG-DR, HOME, CPG, Project-based Vouchers, RAD, LIHTC, and other affordable financing programs. Focus should be on projects that are completed and received 8609s (if applicable).

Guarantees. Ability to make financial guarantees required for the scale of rehab (800 units)

Construction. Construction expertise with projects of this scale (if responding with a GC).

The construction team’s experience in successfully estimating, bidding, and completing on-time and on-budget new housing construction

Detroit. Experience permitting, and funding projects in Detroit or a comparable city.

Financial Sustainability/Good Standing. Demonstrate financial sustainability and be in good standing with the City of Detroit, the Michigan State Housing Development Authority, and other financial institutions. Demonstrate that the developer sponsor and its applicable, affiliated LLCs have no current financial defaults, no pending judgments, and no material defaults under its financial covenants with investors or lenders.

3. Highlighted Experience

Provide a description of at least three (3) completed projects that demonstrate the respondents’ experience and capacity to execute projects of comparable scope to the Target Properties.

Suitable precedent projects should demonstrate a similar type, scale, and complexity. Include:

A synopsis of the project (include location, number of units).

Income and affordability restrictions.

Type of project (e.g., new construction, rehab, tenant-in-place).

Partnership structure. Note if the project was a joint venture, identify the partner(s) and describe the relationships.

Development Team, noting role of contractor affiliate (if any).

Financing structure, including sources and uses. Note which, if any, are LIHTC projects for which the team (or developer entity) has received 8609s in MI or other states, and indicate the LIHTC investor and lender.

If the project involved assisting in the capacity building of a partner or third-party, describe this effort.

Community outreach/participation efforts.

Section 3 and M/WBE participation.

4. References Please provide contact information for a minimum of three (3) references that have worked with the Respondent. At least two (2) references must have participated in one or more of highlighted, completed projects described in the previous section. At least one reference should be a joint venture partner or a public housing agency. Please specify the relationship between the Respondent and the references.

5. Key Personnel Identify the key personnel at the firm, their roles and responsibilities and expected involvement in the JV with DHC and provide their resumes.

6. Joint Venture/ Capacity-Building Proposal DHC seeks to identify a path with developer partners that:

a. Allow DHC to broadly realize the redevelopment of its properties while maintaining its ownership position and public mission.

b. Enable DHC to gain increasing experience and capacity as developer of multiple phases of the redevelopment of these properties (ex. starting with rehabilitation of smaller phases and rising to new construction of larger phases).

c. Empower DHC to gain ascending construction experience through the redevelopment of a portion of these public housing assets.

Please consider addressing these questions in this section:

a. What role can your firm play in the redevelopment of the Target Properties?

b. How can your firm support DHC’s plans to grow its capacity?

c. How would your firm propose to sequence redevelopment of the targeted public housing properties to facilitate DHC’s developer affiliate capacity building/mentoring/training objectives?

d. How would you sequence and structure projects, using the Target Properties, to facilitate DHC’s contractor affiliate capacity building/mentoring/training objectives?

Respondents are welcome to recommend alternate development concepts and strategies for DHC consideration.

7. Relocation Summarize the development team’s experience with community engagement and resident relocation while performing a redevelopment or rehabilitation project.

8. Section 3 and DBE/MBE/WBE Participation Describe the Respondent’s prior experience providing employment and contracting opportunities with DBE/MBE/WBE firms. Provide the Respondent’s plan for achieving or exceeding DHC’s goals for utilization of Section 3 residents and businesses (attached to this RFQ on MITN/BidNet Direct).

The developer is also expected to ensure Section 3 hires are in place for any or all awarded phases of the development partnership projects, including services, relocation, management, and maintenance of the property.

9. Property Management, Asset Management, and Operations

The existing property management structure will remain in place upon the selection of a development partner and throughout construction. DHC will continue to oversee the current property management team to ensure day-to-day operations throughout predevelopment and construction. The respondent will be required to coordinate with DHC and the existing management team, as needed, to complete on-site predevelopment scopes of work.

The existing management team will remain responsible for all portions of the site that have not been formally turned over to the development team for redevelopment. If applicable, formal turnover to the project team shall be documented by the existing property management team, DHC, and the development partner.

DHC actively utilizes 3 property management models across its portfolio and will only consider proposals that choose one of the following management models:

1. DHC Managed – Utilizing current DHC staff and systems (Highly Preferred).

2. “Hybrid” Managed – Utilizing a combination of current DHC Staff and Private

Contactor Staff and systems in a negotiated Joint-Venture agreement (Highly Preferred).

3. 3rd Party Managed – Utilizing a 3rd party private contractor ONLY.

DHC expects each respondent to provide a narrative describing how property management will be provided once the redevelopment of the site has been completed and demonstrate alignment to one of the 3 existing DHC property management models. The narrative must demonstrate the capacity to deliver professional, compliant, and resident-focused management services. Responsibilities will extend across all operational areas, including leasing, compliance, maintenance, resident services, and financial reporting, as further detailed below. The selected Developer should be able to provide services, including but not limited to:

• The private development and management entity will provide all required loan/equity guarantees.

• Develop marketing and leasing plans; manage waitlists; govern move-in procedures and operations.

• Oversee management functions as required through lease-up and conversion to permanent financing.

• Maintain all MISHDA and HUD annual compliance certifications for the duration of the JV partnership.

• Comply with any prevailing wage and Davis-Bacon regulations.

• Adherence to HUD and DHC regulations, enforcement of lease terms, documentation, and execution of eviction proceedings, with regular monthly updates provided to DHC.

• Timely work order processing, unit turnovers, establishing and maintaining preventative maintenance programs, housekeeping inspections, and routine inspections in accordance with Uniform Physical Condition Standards (UPCS).

• Facilitate resident support services and coordinate with service providers as appropriate to maintain positive resident outcomes and community stability.

• Implement strategies under the direction of the DHC Oversight Team to promote resident safety and reduce criminal activity on-site.

• Maintain accurate inventory of property assets, plan and implement capital improvements, and manage physical assets to ensure long-term property.

10. Cost/Fees

Responses must include a fee schedule for the work/services to be rendered. The fee schedule should indicate the cost of work/services and specify that all costs will be firm and fixed by the vendor for a period of at least one hundred twenty (120) days following submission of the response.

Respondents must clearly and unambiguously specify the cost of the services in their bids.

Any reimbursable fees should be identified separately.

Respondents must clearly and unambiguously identify all related party firms and services that may be involved in any potential partnership with the DHC, including: 1) construction services, management services, financing arms, consulting services, etc. Related party transactions also include any and all compensated referral relationships, silent or limited partnerships, or any other economic identity of interest.

Any other taxes, fees, or commissions applicable to the proposed contract are the responsibility and liability of the respondent, who must include these cost items in the price of the goods and services.

Respondents are responsible for all costs associated with preparing bids, the demonstration and interview process, and contract negotiation. All costs incurred, directly or indirectly, related to the preparation of bids shall be the sole responsibility of and shall be borne by the Respondents.

The successful Vendor shall obtain all required permits and licenses to perform its work.

The Vendor shall pay all applicable fees and costs associated with required permits and licenses. Proof of ownership shall be made on all software used in the execution of the contract.

11. Confidential Materials

Any material submitted by the vendor that is to be considered confidential must be clearly marked as such.

12. Freedom of Information Act Requests

DHC is subject to the Michigan Freedom of Information Act, 1976 PA 442, as amended (“FOIA”). If a FOIA request is made seeking documents or information submitted by a Vendor in response to this Solicitation or during the course of any resulting contract, the DHC will provide notice to the Vendor prior to disclosure to the extent permitted by law.

Then, the Vendor may take any appropriate action, including pursuing legal remedies, to protect its interests.

PART II EVALUATION

2.01 Evaluation Criteria

DHC will evaluate all responsive submissions in accordance with the criteria below:

Category Max Scoring

2.02 Quality and Experience of Development Team 50

2.03 Resident, PHA, & Community Involvement 10

2.04 Development Vision 15

2.05 Business Terms 25

Total 100

2.02 Quality and Experience of Development Team

DHC expects all submissions to demonstrate significant professional quality and attention to detail. Provide a cover letter describing the staffing structure, experience, and capacity of the proposed development team, submitting to work with DHC to redevelop our portfolio. The letter should affirm the respondent team’s willingness and ability to perform all the duties outlined throughout the RFQ. Provide the name and contact information for the respondent team’s main contact person.

2.03 Resident, PHA, & Community Involvement

DHC knows that the success of this work will depend on a successful response to the resident voice and involvement. In some cases, the voice of neighboring (non-DHC) Detroiters will also be important. DHC expects all submissions to anticipate this need by identifying plans to accomplish this input, identification of resources to help, and citation of successes with other projects.

2.04 Development Vision

While recognizing that this solicitation is a Request for Qualifications (RFQ) and not a Request for Proposals (RFP), DHC requests the samples of work to understand how the respondent team would approach the redevelopment partnership of various DHC properties.

2.05 Business Terms

For this section, provide a brief narrative describing key business terms outlined below, and provide a term sheet that would be used as a basis for negotiating a Development Agreement if your team were selected as the Developer. Please provide the anticipated business terms and/or methodologies for determining them, including, but not limited to, the following:

• Ownership structure, including recommended Developer exit point scenarios (ex.

construction substantial completion, Year 15, Year 30)

• Selection of lender(s) and investor

• Purchase option and right of first refusal

• Development fee

• Net Cashflow

• Guarantee fees, where applicable

* Please note DHC will not consider partnerships or structures where DHC does not maintain majority control of its assets.

PART III. Property Management, Asset Management, & Operations

The existing hybrid property management structure will remain in place upon the selection of a development partner and throughout the duration of construction. DHC will continue oversight of the current property management team to ensure day-to-day operations through the duration of predevelopment and construction. The respondent will be required to coordinate with DHC and the existing management team as needed to accomplish predevelopment scopes of work.

If redevelopment occurs in phases across the DHC portfolio, the existing management team will remain responsible for all portions of the site that have not been formally turned over to the development team to perform redevelopment activities. If applicable, formal turnover to the project team shall be documented by DHC and the development partner.

Upon substantial completion of the redevelopment, the selected respondent may assume responsibility for the property management of the newly completed portion(s) of the site, subject to the property management structure agreed in the negotiated JV agreement between both parties.

If the respondent seeks to provide property management services, they must demonstrate the capacity to deliver professional, compliant, and resident-focused management services.

Responsibilities will extend across all operational areas, including leasing, compliance, maintenance, resident services, and financial reporting, as further detailed below. The selected development partner should be able to provide services, including but not limited to:

o The private development and management entity will provide all required loan guarantees.

o Develop marketing and leasing plans; manage waitlists; govern move-in procedures and operations.

o Oversee management functions as required through lease-up and conversion to permanent financing.

o Maintain all MSHDA and HUD annual compliance certifications for the duration of the development agreement.

o Comply with any prevailing wage and Davis-Bacon regulations o Adherence to HUD and DHC regulations, enforcement of lease terms, documentation and execution of eviction proceedings, with regular Monthly updates provided to DHC.

inspections in accordance with Uniform Physical Condition Standards (UPCS).

o Timely work order processing, unit turnovers, establishing and maintaining preventative maintenance programs, housekeeping inspections, and routine inspections in accordance with Uniform Physical Condition Standards (UPCS).

o Facilitate resident support services and coordinate with service providers as appropriate to maintain positive resident outcomes and community stability.

o Implement strategies under the direction of the DHC Oversight Team to promote resident safety and reduce criminal activity on-site.

o Maintain accurate inventory of property assets, plan and implement capital improvements, and manage physical assets to ensure long-term property sustainability.

DHC actively utilizes (3) property management models across its portfolio and will only consider proposals that elect one of the following management models:

1. DHC Managed – Utilizing current DHC staff and systems

2. “Hybrid” Managed – Utilizing a combination of current DHC Staff and Private Contactor Staff and systems in a negotiated Joint-Venture agreement

3. 3rd Party Managed – Utilizing a 3rd party private contractor ONLY

Timely work order processing, unit turnovers, establishing and maintaining preventative maintenance programs, housekeeping inspections, and routine

PART IV. Award

4.01 Process for Award

Without limitation and at its sole option, DHC reserves the right to accept or reject any or all responses, to take exception to any of these specifications, to negotiate with finalists, reissue this RFQ with modifications, or to waive any informality. Respondents may be excluded from further consideration for failure to comply with the specifications of this solicitation fully.

DHC will not award contracts to respondents that are debarred, suspended, or otherwise determined ineligible by HUD or other government agencies, nor to respondents that DHC has chosen to be non-responsible.

DHC reserves the right to make an award based solely on the original proposals received or to negotiate further with respondents. The respondent selected for the award will be chosen on the basis of an assessment of the greatest benefit to DHC, not necessarily based on the lowest price. DHC also reserves the right to negotiate and award any element of this RFQ, make multiple awards, reject any or all proposals, or waive any minor irregularities or technicalities in proposals received as the best interest of DHC may require.

4.02 Contract Award

The Contract for services as requested in this RFQ document may be subject to the approval of DHC’s Board of Commissioners and the Department of Housing and Urban Development.

4.03 Form of Purchase

The acceptance of the proposed Vendor’s offer for the services specified herein will be made by issuance of a duly authorized contract or purchase order prepared by DHC. A sample of the DHC Professional Services contract and the DHC Development contract are attached for reference.

Respondents are cautioned to make no assumptions or accept any representations by any employee, member, officer, or representative of DHC concerning the award until a contract agreement is executed.

PART V. Disputes

5.01 Issues Causing Protest

Any Vendor who disputes the reasonableness, necessity, or competitiveness of the terms and conditions of this Solicitation, or who has been adversely affected by a decision concerning a notice of intended or actual purchase award, may file a written notice of protest with the contact person listed in the solicitation.

5.02 Filing the Protest

The Vendor must first advise the contact person listed in the solicitation in writing within 48 hours after receipt of the bid solicitation or intended or actual notice of award of his intent to file a formal written notice with the contact person listed in the solicitation.

5.03 Content of Formal Written Notice

The formal written notice should be printed, typewritten, or otherwise duplicated in legible form.

The formal written notice of protest should contain the information that follows:

a) The name and address of the Vendor filing the protest and an explanation of how its substantial interests have been affected by the bid solicitation or by DHC’s notice of intended or actual award.

b) A statement of how and when the Vendor filing the protest received notice of the bid solicitation or notice of intended or actual award.

c) A statement of all issues of disputed material fact. If there is none, the protest must so indicate.

d) A concise statement of the ultimate facts alleged, as well as DHC’s policies that entitle the Vendor filing the protest to relief.

e) A demand for relief that the Vendor deems themselves entitled.

f) Any other information which the Vendor contends is material.

5.04 Response to Protest

Upon receipt of a timely filed Notice of Protest and upon meeting the above requirements, the solicitation or award process will be suspended until the protest is resolved. The Executive Director, with the Division Director’s recommendation, if it is deemed necessary, may set forth in writing particular facts and circumstances that require continuance of the solicitation process in an emergency without the above-mentioned delay to avoid immediate or serious danger to health, safety, or welfare. This written determination will specifically detail the facts underlying the Executive Director’s decision and will constitute final agency action.

5.05 Informal Resolution

Upon receipt of formal written notice of protest or with intent to protest, the Review Team must attempt to resolve the protest informally. The Review Team will have seven (7) days after receiving the formal written protest to resolve it through mutual agreement. If the protest is not resolved by mutual agreement within the required time, the formal written protest will be referred to by the Executive Director.

5.06 Resolution

The Executive Director may request any information relevant to the matter that they deem appropriate. Within seven (7) days of the date the formal written protest is referred to them, the Executive Director will notify the Vendor making the protest of their decision.

PART VI. ATTACHMENTS

Durvernay & Brooks “White Paper” Consideration of Large Portfolio Public Housing RAD Conversions.

Durvernay & Brooks “White Paper” Offsite Conversion; “Move to Opportunity”.

PNAs for Developments in this RFQ (Minus Schaefer: not completed in 2025).

Sample of the DHC Professional Services contract and the DHC Development contract.