HomeMy WebLinkAboutAGMT - Orange County Housing Finance Trust (JPA) (City of Seal Beach Becoming a Member of the OC Housing Finance Trust)Purpose
The current wave of homelessness is a pressing
problem sparing few communities across the
United States. Since the issue came to the
forefront in the early 1980s, estimates of the
number of homeless have waxed and waned,
but the crisis of American citizens experiencing
homelessness continues to persist. Orange
County and its 34 municipalities have not
been spared this crisis. According to the 2015
Orange County Point in Time Count report,
nearly 4,500 people experienced homelessness
(2,200 of whom were unsheltered) on any
given night, and 15,291 people were expected
to be homeless over the course of the year.
This equates to one in 200 Orange County
residents experiencing at least one night of
homelessness during 2015. In addition to the
devastating and traumatizing physical and
psychological costs of homelessness to those
individuals and families who experience it,
homelessness imposes considerable economic
costs on the communities in which it exists.
There have been a number of cost studies
across other major localities in the U.S., and in
California in particular, but no such cost study
has been completed for Orange County.
The purpose of this project has been to
conduct a countywide cost study, with two
primary objectives:
• First, to estimate the economic expenditures
on homelessness that have accrued to the
county, its 34 municipalities, and its non-
governmental service agencies, including
hospitals and non -profits providing services
to this population;
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• Second, to assess the extent to which the
costs of serving the homeless vary across the
spectrum of those living on the streets and
in shelters versus those living in alternative
forms of housing.
The Study
This is a collaborative study among Orange
County United Way, Jamboree, and the
University of California, Irvine, with the support
of the Association of California Cities — Orange
County (ACC -OC), 2-1-1 Orange County (211 OC),
and the Hospital Association of Southern
California. In addition, an Advisory Committee
representing a cross section of Orange
County experts and practitioners from various
institutions and organizations served to guide
our design and process. The study -was also
conducted to leverage the work of the United
Way's FACE 2024 strategic plan, the county's
10 Year Plan to End Homelessness, and the
county's new Office of Care Coordination.
The study is based on data collected from
five main sources: the County of Orange,
the municipalities within the county, Orange
County hospitals (via the Hospital Association
of Southern California and Cal Optima),
a sample of non-governmental agencies
addressing homelessness and individuals
experiencing homelessness themselves. The
data was gathered through questionnaires
sent to municipalities, hospitals and service
agencies as well as structured, in-person
survey interviews conducted with a sample
of 252 homeless individuals throughout the
county. Given the breadth and volume of data
assembled, this is clearly one of the most
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comprehensive studies of the public costs of
homelessness in the United States.
Key Findings
Demographic and Biographic Characteristics
of the Homeless Population
Results from our sample of homeless
individuals indicate that Orange County's
homeless population is defined largely by the
following characteristics:
They are mainly long-term OC residents, with
68% of the 252 homeless surveyed having
lived in the county for 10 years or longer
• They are predominately US -born
individuals (90%)
• A significant share are middle-aged (52% are
age 50 or older), non -Hispanic White (47%),
male (57%) and live alone (67%)
Key Finding: The vast majority of Orange County's
homeless, whethermale orfemale, are U.S.
citizens and long-term Orange County residents
of over 10 years, rather than individuals who have
recently chosen to come to Orange County.
The major factors precipitating homelessness in
our sample (in order of frequency of mention) are:
• Securing or retaining jobs with sustainable
wages (40%)
• Finding or retaining affordable housing,
including evictions and foreclosures (36%)
• Family issues, which include domestic violence,
family dysfunction, relationship dissolution and
death of a family member (28%)
• Alcohol and/or drugs (22%)
• Mental health (17%)
• Physical health (13%)
• Release from jail/prison (7%)
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Key Finding: Homelessness is caused primarily
by lack of sufficient income or job loss combined
with high costs of housing in Orange County.
Other factors, like family dysfunction, health, and
substance abuse, increase one's vulnerability to
homelessness in such a context.
This observation is further substantiated by
the following finding: The median monthly
income of the homeless in our sample, from
all possible sources, is $860. Income varies
greatly by housing status, ranging from a
median of $500 for those living on the street
to a median of $1,958 for homeless individuals
and families placed into a rapid re -housing
program (who are often supporting dependent
children). Nonetheless, across all housing
categories, these income levels put housing
rental out of reach given the average cost of
rent for a single bedroom apartment in OC of
$1,700 to $1,800+ in 2015.
The Cost of Homelessness
We estimate that approximately $299 million
was spent to address homelessness in Orange
County by governmental and non-governmental
entities in a 12 -month period encompassing
2014/2015.
• Municipalities account for the largest share
of this total (—$120 million), followed by
• Hospitals (—$77 million),
• The County (—$62 million)
• Non-governmental housing agencies (—$35
million)
• Other non-governmental agencies servicing the
homeless (—$5 million with incomplete data).
Key Finding: Orange County's city governments
and public services bear the brunt of the costs
associated with homelessness in Orange County.
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Across the major service clusters (health care,
housing, and criminal justice), we estimate that
approximately $121 million was spent providing
health care to the homeless in a 12 -month
period encompassing 2014/2015. Counties,
municipalities and non-governmental agencies
spent approximately $106 million on all types
of housing for the homeless, and an estimated
$23 million was spent on criminal justice
contacts (police/jail/prison).
Key Finding. Costs are highest in Orange County's
health care service cluster, which is consistent
with other cost studies across the country.
Based on our interviews, we estimate that the
average annual cost per person for all services
is approximately $45,000. Heavy service
consumers, particularly of health and medical
services, drive the average cost up greatly,
so much so, that if the most costly 10% are
dropped from the analysis, the mean annual
cost per person drops to approximately $10,000.
Key Finding: The costs of homelessness are driven
upwards by the heaviest service users among
those who are chronically street homeless.'
Costs by Housing Categories (Street and
Emergency Sheltered Homeless versus those
housed in Bridge, Rapid Re -Housing,
or Permanent Supportive Housing—PSH)
• Our interviews with those experiencing
homelessness indicate that use of social and
health services and criminal justice contacts
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are lower among those who are housed
compared to those living on the streets. Those
in permanent supportive housing reported
78% fewer ambulance transports in the last
month, and 100% fewer arrests, compared to
those who are chronically homeless living on
the street or in emergency shelters.
• As a result of decreases in service utilization
and criminal justice contacts, the estimated
average annual cost of services is 40% lower
for the chronically homeless in permanent
supportive housing ($51,587) in comparison
to the chronically homeless living on the
streets and in emergency shelters ($85,631),
even taking into consideration the program
costs of permanent supportive housing.
Similarly, the average annual cost for those
housed in rapid re -housing ($9,175) and
bridge housing ($22,686) is 75% and 38%
lower, respectively, than the annual cost for
the non -chronically homeless on the street
and in emergency shelters ($36,419) net of
the program costs of housing.
• When looking at health service utilization
alone, the estimated average annual cost
among those homeless who are housed
($26,158) is half the annual cost incurred by
those on the street or in emergency shelters
($51,855), with the disparity even greater
between those in permanent supportive
housing ($43,184) and the chronically street
homeless ($98,199).
Key Finding: Whatever the service or housing
category, the costs of homelessness declines
when the homeless are housed. This holds for both
the non -chronically and the chronically homeless.
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Cost Savings of Housing Chronically
Street Homeless in Permanent Supportive
Housing (PSH)
The estimated average annual cost of services
per capita for permanent supportive housing
clients is 50% lower than for the chronically
street homeless ($51,587 versus $100,759).
Taking into consideration the average cost
of services per capita, we estimate a cost
savings of approximately $42 million per year
if all Orange County chronically homeless were
placed into permanent supportive housing.
The potential cost savings of housing the
homeless are even more significant for the
chronically street homeless who are the
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heaviest service users, and in particular for
those in the upper decile of costs. We find
that 10% of the chronically street homeless
incur annual costs higher than $439,787 per
person, whereas the most costly 10% of those
in permanent supportive housing incur annual
costs in excess of only $55,332.
Key Finding: The cost savings data on housing
the homeless in general, and particularly the
chronically street homeless, show a consistent
and compelling pattern. costs are markedly lower
among the homeless who are housed, and this is
especially true for the chronically homeless.
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O R A N G E C O U N T Y
C-1-oCCommunity Resources
Our Community. Our Commitment.
Orange County, California
June 12, 2018
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Contents
ExecutiveSummary .........................................................................................................................1
Regional Efforts in Orange County.................................................................................................. 2
AffordableHousing Overview......................................................................................................... 2
Homelessness in Orange County.......................................................................................... 5
SupportiveHousing.............................................................................................................. 5
Needs, Gaps and Special Populations.................................................................................. 6
ChronicallyHomeless Need.................................................................................................. 6
Veterans............................................................................................................................... 7
Supportive Housing Unit Projections................................................................................... 7
Affordable/Supportive Housing Resources..................................................................................10
CapitalFunding Sources..................................................................................................... 10
Operating Funding Sources: ............................................................................................... 14
Services Funding Sources and Partnerships.......................................................................16
Potential Future Funding Sources......................................................................................18
FinancialModeling........................................................................................................................ 21
Financial Model — Capital Resources............................................................................................ 22
Mitigating the Financing Gap............................................................................................. 24
Financing Modeling — Operating/Rental Subsidies............................................................ 25
Total Gap: Capital and Renta [/Operating Funding............................................................. 26
Opportunities................................................................................................................................ 27
Challenges..................................................................................................................................... 27
Recommendations& Next Steps.................................................................................................. 28
Appendices
Definitions
References
Executive Summary
Homelessness is currently one of the most urgent issues facing Orange County. With a Point in
Time (PIT) count total of 4,792 individuals experiencing homelessness across the County on a
single night in January 2017, it is clear that the impacts of homelessness are profoundly felt in
the region. This Housing Funding Strategy (HF Strategy) summarizes the need for supportive
housing (including the broad 2,700 supportive housing unit goal established by homeless
planning groups in Orange County), the need for affordable housing options for people
experiencing homelessness (estimated at an additional 2,700 units or subsidies)' the costs of
creating, operating and providing services in supportive housing, as well as a range of
opportunities, challenges and strategies to maximize the creation of supportive housing in
Orange County. The HF Strategy outlines:
• Regional Efforts in Orange County
• Affordable Housing Overview
• Needs Gaps and Special Populations
• Affordable/Supportive Housing Resources
• Financial Modeling
• Opportunities
• Challenges
• Recommendations & Next Steps
The HF Strategy summarizes the resources currently available, as well as those that are
anticipated, with recommendations for Orange County to maximize competitiveness in
successfully funding projects. The urgent crisis of homelessness requires swift action to create
pathways out of homelessness for the most vulnerable in our community and this HF Strategy
outlines key next steps to maximize housing options for those who need it most.
1 The estimate of an additional need for 2,700 additional affordable housing options is based on the 2017 Point in
Time count numbers and the 2017 Annual Homeless Assessment Report (AHAR)
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Regional Efforts in Orange County
The Orange County Board of Supervisors has dedicated significant effort to effectively
addressing homelessness in the county. These efforts have been across the region. Through
direction from the Board, Orange County Community Resources (OCCR) provides funding,
resources and loans for the development of supportive housing throughout the county. OCCR
also oversees the Housing Choice Vouchers throughout the 31 cities and the unincorporated
areas. Three other cities in the region have their own Housing Authorities and administer their
own Housing Choice Voucher resources: Anaheim, Santa Ana, and Garden Grove. Other County
agencies also provide housing resources to address homelessness, such as the Health Care
Agency through Mental Health Services Act (MHSA) Housing fund's, Whole Person Care, and the
Social Service Agency through Housing Support Services Funds, Bringing Families Home and
Housing and Disability Advocacy Programs.
Affordable Housing Overview
What is Affordable Housing?
Affordable Housing refers to rental or owner -occupied housing that costs no more than 30
percent of a household's monthly income.
Who needs Affordable Housing?
Households are considered "cost -burdened" when their housing costs more than 30% of their
income. Cost -burdened households may not be able to afford other necessities such as food,
clothing, transportation and medical care (United States Department of Housing and Urban
Development, n.d.). Affordable Housing could benefit these households.
In communities throughout the United States, a family with one full-time worker earning
minimum wage cannot afford the local fair -market rent for a two-bedroom apartment.
Additionally, there are about 12 Million households in the US that pay more than 50% of their
annual incomes for housing. Notably, the typical renter in Orange County pays the nation's
largest portion of their household income to the landlord.
What is Area Median Income (AMI) or Median Family Income (MFI)?
Area Median Income (AMI) or Median Family Income (MFI) generally refers to the median
family income of a geographic area estimated by the United States Department of Housing and
Urban Development (HUD) for the HUD Housing Choice Voucher (HCV) Program in
communities across the country. To calculate HCV Income Limits, HUD first creates MFI
estimates. Five-year survey data was used in the 2017 MFI estimates. The survey data is then
adjusted by HUD to account for anticipated income growth using the Consumer Price Index
(CPI) inflation forecast published by the US Congressional Budget Office. Very Low -Income
Limits are calculated using HUD's determination of MFI. Then, the Very Low -Income Limit
category is used to calculate income limits for the other income categories that are described
in detail below (Seeger, 2017).
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What are the MFI/AMI Income Limit Categories?
The income limits for Orange County are defined in the table below, which are defined as
follows:
• Extremely Low -Income: Extremely Low -Income limits are calculated as 60 percent of
the very low-income limits and compared to the most recent update to the federal
Poverty Guidelines. If the poverty guidelines are higher, those values are chosen. The
value is capped at the Very Low -Income level (Seeger, 2017).
• Very Low -Income: The maximum Very Low -Income limit typically reflects 50 percent of
median family income (MFI). HUD's MFI figure generally equals two times HUD's 4 -
person very low-income limit, except when HUD applies adjustments (Seeger, 2017).
• Low -Income: In general, maximum income for low-income households reflects 80
percent of the MFI level. Most low-income limits represent the higher level of: (1) 80
percent of MFI or, (2) 80 percent of State non -metropolitan median family income
(Seeger, 2017).
• Moderate -Income Levels: The State Housing and Community Development (HCD)
Department is responsible for establishing California's moderate -income limit levels.
After calculating the 4 -person area median income (AMI) level as previously described,
HCD sets the maximum moderate -income limit to equal 120 percent of the county's
AMI (Seeger, 2017).
What are the MFI/AMI Income Limits for Orange County?
The. 2017 Area Median Income (AMI) for Orange County is $88,000. The subsequent income
categories and household sizes are in Table A below. It is important to note that a typical
supportive housing tenant is an adult receiving a monthly Social Security Income payment of
$910.72/month (or $10,928/year). This income is approximately 18% of Area Median Income
for Orange County. In addition, many supportive housing tenants may have zero income, or
close to zero income and supportive housing projects need to have plans in place to house
people with such limited financial resources, including rent payment expectations as well as
"move -in" resources.
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Table A: Income Limits for Orange County
(United States Department of Housing and Urban Development, 2017) (Seeger, 2017)
FY 2017
Income Limit Category
Extremely Low Income
Very Low Income
Low Income
Median Income
Moderate Income
Persons in Family
1 2 3 4 5 6 7 8
21,950 25,050 28,200 31,300 33,850 36,350 38,850 41,350
36,550 41,750 46,950 52,150 56,350 60,500 64,700 68,850
58,450 66,800 75,150 83,450 90,150 96,850 103,500 110,200
61,600 70,400 79,200 88,000 95,050 102,100 109,100 116,150
73,900 84,500 95,050 105,600 114,050 122,500 130,950 139,400
Affordable Housing Strategic Plan and Accomplishments to Date
In 2015, Orange County launched its Affordable Housing Strategic Plan along with an Affordable
Housing Implementation Plan. The purpose of the Affordable Housing Strategic Plan was to
outline key priorities and strategies that would maximize and prioritize affordable and
supportive housing production. Recommendations from this strategic plan included:
1. Aligning available housing resources within a single NOFA/RFP;
2. Leveraging housing resources over several funding cycles in order to maximize project
competitiveness when seeking sources of funding;
3. Prioritizing rental subsidy commitments for projects receiving capital investments;
4. Prioritizing investment of County resources within the County jurisdiction and regional initiatives;
5. Targeting resources to create housing opportunities that have the greatest impact on specific
priority populations
The Plan specified that the recommendations listed above were designed for the next five years
in order to create the most housing opportunities. These strategies have opened doors and
enabled people experiencing homelessness to leave the streets behind by providing critical
supports to important and innovative projects across the County. In addition, the Board of
Supervisors has committed $25 Million in Mental Health Services Act (MHSA) Housing funds
towards these efforts. Commitments from Orange County (OCCR and the Health Care Agency)
have included a range of capital, operating, and services funding commitments to numerous
supportive and affordable housing projects, including 688 affordable and supportive housing
units that are leased up or in various stages of development throughout the region. Within this
total of 574 units, 341 are supportive housing units (which includes 131 MHSA supportive
housing units). In addition, there are 1,600 to 1,800 potential units that developers have
indicated could be developed given adequate resources, but not yet entitled.
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Housing Needs and Goals
Homelessness in Orange County
According to the 2017 Point in Time (PIT) Count, there are 4,792 people experiencing
homelessness in Orange County. The unsheltered homeless population (2,584) accounts for
54% of the total homeless persons, whereas the remaining 46% (2,208) were sheltered in
Emergency Shelter and Transitional Housing programs. This high number of unsheltered
households consists mostly of individuals (households without children), which account for 99%
of the unsheltered population (2017 PIT).
Supportive Housing
Supportive housing is more than just affordable housing. Many homeless households have
higher needs than other cost -burdened households that need affordable housing. People who
need services in order to remain stably housed need supportive housing because it includes
tenancy support services and is designed to be affordable for individuals who receive Social
Security Income or who may have no income.
Supportive housing combines affordable housing with services that help people who face the
most complex challenges to live with stability, autonomy and dignity. Supportive housing is
affordable housing where supportive services providers actively engage tenants in flexible,
voluntary and comprehensive services and work with property and housing management to
support tenant stability and ensure that the housing remains a positive community asset for
the long-term. Supportive housing is an innovative and proven solution to some of
communities'toughest problems. Supportive housing is the scaffolding forthe delivery of more
effective and responsive public services.
Supportive housing is for people who are highly vulnerable, like those experiencing chronic
homelessness. Someone experiencing chronic homelessness has lived on the streets, in his or
her car, in a shelter or somewhere not meant to be lived in for an extended period of time and
has a disability. Supportive housing is also an effective intervention for those who cycle through
institutions, such as emergency rooms, psychiatric facilities, jails, and hospitals, for example.
Supportive housing is for people who without housing, are not able to secure the treatment
and supportive services available to them. Because supportive housing provides the stability
that we hope everyone can have, somewhere where they can call home, it allows people to
start to access non -emergency services like primary health care, mental health care, public
benefits and others.
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There are an estimated 2,700 supportive housing units currently available in Orange County
according to the 2017 Housing Inventory Chart. These units are predominantly scattered site
supportive housing using rent subsidies such as Housing and Urban Development -Veterans
Affairs Support Housing (HUD-VASH) vouchers and HUD SHP rental subsidies in the private
market, along with some newly constructed or rehabilitated supportive housing units.
Needs, Gaps and Special Populations
The County has identified the need for approximately 2,700 new supportive housing units
based on information from the 2017 Point in Time Count and the Annual Homeless Assessment
Report (AHAR). Using this previously identified unit goal as a guide, and analyzing the
demographics of the 2017 Point in Time Count and the AHAR data, CSH estimates a need for
500 family supportive housing units and 2,200 supportive housing units for individuals.
Chronically Homeless Need:
CSH estimates that 1,000 of the 2,700 supportive housing units will be needed for individuals
and families experiencing chronic homelessness,z and 1,700 will be needed for other
households experiencing homelessness who also have significant service needs (2017 PIT, 2017
AHAR). Within the 1,700 non -chronically homeless supportive housing units, 1,200 units are
projected for individuals and 500 are projected for families.
The following chart breaks down the estimated unit needs by population type:
Chart A Supportive Housing Unit Goal:
2,700 Supportive Housing Unit Goal
Estimated Need by Population
1,200
rnn
1,000
■ Chronically homeless ■ Homeless (individual) ■ Homeless (family)
z There is an estimated need for 10 supportive housing units for chronically homeless families.
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Veterans
For the past eight years, the homeless veteran population has decreased dramatically from
1,282 in 2009, to 856 in 2011, to about 450 in 2013 and 2015, and to 405 in 2017 (Orange
County PIT). Eighty eight percent of veterans experiencing homelessness were unsheltered in
2017. This is a significant regional success that can be attributed to effective strategies that
have been implemented over the last decade, primarily providing access to both affordable and
supportive housing.
Chart B Veteran Homelessness in Orange County — Point in Time Count Numbers:
Veteran Homelessness -Orange County (PIT)
14nn -- 1282 _ l
1200 -- -- - —
1000
800 - ----
600 - - -- --
447 405
400
200_—
i
0 -
2009 2011 2013 2015 2017
It is important to note that veterans are approximately 4% of the overall population in Orange
County, yet veterans make up 10% of the homeless population locally. More detailed
information from the 2017 AHAR shows that about 29% of adults in supportive housing
identified as being veterans. According to the 2017 Point in Time (PIT) count, about 2% of those
in shelter and transitional housing were veterans, and about 14% of unsheltered people were
veterans.
Supportive Housing Unit Projections
There is an estimated need to create 2,700 supportive housing units to provide housing and
services for people experiencing homelessness in Orange County who have disabling health
conditions and support services needs. In addition, local data (2017 PIT; 2017 AHAR) showed
a need for access to affordable housing for an additional 2,700 people experiencing
homelessness in the region.
This report focuses on estimated unit goals and recommends that local planning take into
account the need to create 2,700 supportive housing units. It is important to note that there
is also a need for access to affordable housing options, such as developed affordable housing,
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Section 8 housing vouchers, and rapid rehousing resources for the additional 2,700 people
experiencing homelessness who are in need of access to affordable housing. It is
recommended that careful planning continues throughout the region to also meet those
additional housing needs.
The table below projects the unit breakdown to create 2,700 units of supportive housing over
the next seven years to meet the housing needs of people with disabling health conditions who
are experiencing homelessness in Orange County.
Table B: Supportive Housing Unit Goal (by Population and Unit Type):
Supportive Housing Goal by Population
Studio/1
Bedroom
2 or 3
Bedroom
Total
Homeless Individual
1200
1,200
Chronically Homeless Individual (+ 10 family units)
990
10
1,000
Homeless Family
500
500
Total
2,190
510
2,700
Housing Models and Development Approaches
Supportive housing can be created using a variety of models and approaches. This HF
Strategy anticipates that the supportive housing developed across Orange County will include
the following models and approaches:
Single Site Supportive Housing
This is generally a multi -family supportive housing development that exclusively
provides housing along with support services to formerly homeless families or
individuals.
Integrated Housing
This model generally refers to multi -family housing developments that have a
dedicated percentage of subsidized units that provide housing to formerly homeless
families or individuals along with support services. The other units in the
development are affordable housing for low-income individuals and families.
Development Approaches:
Hotel/Motel Conversion, Acquisition/Rehabilitation and New Construction
A variety of approaches to development are required in order to achieve the
ambitious unit goal of creating 2,700 units of supportive housing. These development
approaches include Hotel/Motel Conversion, Acquisition/Rehabilitation, as well as
New Construction.
Village Model
An innovative approach to providing housing for people experiencing homelessness is
to create a "village" of homes, offering housing and a community of support for
people leaving the streets behind.
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The table below outlines the number of units that could be produced through a development
approach, followed by an estimate of the total development costs to create the 2,700 units of
developed supportive housing.
Table C: Supportive Housing Unit Goal (by Year Placed in Service)
Total Supportive Housing Units - Projected Need across Orange County Region
2019
2020
2021
2022
2023
2024
2025
TOTAL
Supportive Housing - Single
Adults: Acquisition/Rehabilitation
190
200
200
200
200
200
200
1,390
Supportive Housing - Single
Adults: New Construction
150
150
100
100
100
100
100
800
Supportive Housing - Families:
Acquisition/Rehabilitation
50
50
45
35
35
35
250
Supportive Housing - Families:
New Construction
60
50
45
35
35
35
260
Total
450
450
390
370
370
370
300
2,700
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Affordable/Supportive Housing Resources
It is important to understand the full range of potential resources that could be accessed in
achieving Orange County's supportive housing unit goals. Supportive housing development
requires three types of resources for successful projects:
• Capital Funding—to build the housing development.
• Operating Funding — to ensure the housing development can operate; pays the difference
between what a supportive housing tenant can pay and what it costs to actually operate the
unit.
• Services Funding—to provide support services to tenants to ensure their stability in housing.
Capital Funding Sources
The following sources are critical resources to the development of affordable and supportive
housing:
• 4% and 9% Low Income Housing Tax Credits (LIHTC)
• Conventional Financing/ Loans
• Federal Home Loan Bank Affordable Housing Program (AHP)
• HOME Investment Partnerships Program (HOME)
• Community Development Block Grant (CDBG)
• Local Continuum of Care Supportive Housing Program (SHP) resources (Homeless Emergency
Assistance and Rapid Transition to Housing - HEARTH)
• Locally controlled Housing Funds:
o Housing Successor Agency (Redevelopment)
o Housing Authorities
o Mental Health Services Act Housing Program/Special Needs Housing Program
(CaIHFA) — includes capital and operating funds
• State Funds:
o Veteran's Housing and Homeless Prevention Program (VHHP)
o Multifamily Housing Program (MHP)
o Affordable Housing and Sustainable Communities Program (AHSC)
Veterans Housing and Homeless Prevention (VHHP) Program (Proposition 41)
Passed by the voters in June 2014, the VHHP program allows the state to sell $600 Million in
bonds to fund housing for low-income and homeless veterans. Three NOFAs have been issued
under the VHHP Program and the fourth NOFA was released in May 2018.
Source of Funding: Initially Proposition 12 in 2008, the Veteran's Bond Act of 2008, authorizing
$900 Million in general obligation bonds, intended to help veterans purchase single family
homes, farms, and mobile homes through the California Department of Veterans Affairs
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(Calvet) Home Loan Program. In 2013, AB 639 (Chapter 727, Statutes of 2013, Perez)
restructured the Veteran's Bond Act of 2008 authorizing $600 Million in existing bond authority
to fund multifamily housing for veterans. With the approval of Proposition 41 by California
voters on June 3, 2014, the Department of Housing and Community Development (HCD), in
collaboration with the California Housing Finance Agency (CaIHFA) and CalVet, is administering
the veteran multifamily housing program pursuant to AB 639 (Chapter 727, Statutes of 2013,
Perez).
Housing Successor Agency Funds
Redevelopment Successor Agencies across Orange County are seeking to maximize the number
of new affordable housing units that can be produced with the Successor Housing Entity's
remaining housing assets by leveraging their funds with other funding sources.
Source of Funding: The 2011 Budget Act dissolved California Redevelopment Agencies, which
were funded through property tax revenues. The Housing Successor Agencies administer the
funds that remain after the dissolution of redevelopment to meet required payments on
existing bonds and other obligations.
Cap and Trade - Affordable Housing and Sustainable Communities Program
Beginning in Fiscal Year 2014-15, California has implemented a state-wide Cap and Trade
program that sets aside a long-term revenue stream for affordable housing, focusing on the
reduction of greenhouse gases in the state, including transit -oriented development. Twenty
percent of Cap and Trade revenues are dedicated to the Affordable Housing and Sustainable
Communities Program, including planning, active transportation, transit and other supportive
infrastructure, estimated at $200-$300 Million/year in statewide funding.
Source of Funding: the Affordable Housing and Sustainable Communities Program is funded by
the California Climate Investments Program (CCIP, formerly the Greenhouse Gas Reduction
Fund or GGRF), an account established to receive Cap -and -Trade auction proceeds. The
program was initial authorized by Assembly Bill 32 (Nunez), the Global Warming Solutions Act
of 2006. The Cap -and -Trade program sets a cap or limit on total GHG emissions that declines
over time. Large emitters of greenhouse gases can buy, sell, and trade carbon allowances
during quarterly auctions. A variety of legislation governs the implementation of this program.
National Housing Trust Fund (NHTF)
Since its creation in 2008 under the Housing and Economic Recovery Act, the NHTF funds the
building, preservation, and rehabilitation of rental homes that are affordable for extremely and
very low income households. The NHTF is a permanent program with a dedicated source of
funding that is not be subject to the annual appropriations process. It prioritizes rental housing,
with a minimum of 80% of the funds being used for the production, preservation, rehabilitation,
or operation of rental housing and up to 10% for home ownership activities. Finally, 75% of the
funds for rental housing must benefit extremely low income households (and all funds must
benefit very low income households). The NHTF program is administered by State HCD and
Page 11
priority is be given to special needs populations. NHTF can be paired with Community
Development Block Grant (CDBG) and HOME funds as set forth in the State HCD Annual and
Consolidated Plans.
Source of Funding: The National Housing Trust Fund was established under Title I of the
Housing and Economic Recovery Act of 2008, Section 1131 and the federal department of
Housing and Urban Development (HUD) allocates funds annually to states.
HOME Investment Partnerships Program (HOME)
Orange County and surrounding cities receive varying amounts of federal HOME Investment
Partnerships Program (HOME) funds, which are restricted for use within their jurisdictions. In
most cities, these funds have not been targeted toward special needs or supportive housing in
particular. However, they must be allocated to affordable housing development at the low to
moderate income levels.
Source of Funding: HOME funds are based on a federal formula grant to states and localities
from the federal Housing and Urban Development (HUD) department and the use of the funds
is governed through the HOME program regulations as well as locally developed Consolidated
Plans and Annual Action Plan Projects. The HOME program was authorized under the 1990
Cranston -Gonzalez National Affordable Housing Act.
Community Development Block Grant Program (CDBG)
The Community Development Block Grant (CDBG) program enables local governments to
undertake a wide range of activities intended to create suitable living environments, provide
decent affordable housing and create economic opportunities, primarily for persons of low and
moderate income. Orange County receives CDBG funds, along with a variety of other
jurisdictions, including:
• Anaheim
• Buena Park
• Costa Mesa
• Fountain Valley
• Fullerton
• Garden Grove
• Huntington Beach
• Irvine
• La Habra
• Laguna Niguel
• Lake Forest
• Mission Viejo
• Newport Beach
• Orange
• Rancho Santa
Margarita
• San Clemente
• Santa Ana
• Tustin
• Westminster
Metro Cities receiving
CDBG funds:
• Aliso Viejo
• Placentia
• Yorba Linda
Collaborative and coordinated planning with these jurisdictions is critical as the region plans to
use Year 2 SB2 funding, which will be received by the CDBG entities (discussed in further detail
below).
Source of Funding: The CDBG Entitlement Program provides annual grants on a formula basis
to entitled cities and counties. The program is authorized under Title 1 of the Housing and
Community Development Act of 1974, Public Law 93-383, as amended; 42 U.S.C.-5301 et seq.
I Page 12
Special Needs Housing Program
The MHSA Housing Program concluded in May 2016. At the request of a number of counties,
the California Housing Finance Agency (CaIHFA) created the "Local Government Special Needs
Housing Program" (SNHP) which builds upon the successes of the MHSA Housing Program for
the development of new MHSA housing. Orange County has allocated a total of $25 Million in
funds to the SNHP for additional permanent supportive housing units. These funds are
available to supportive housing developers in Orange County and there is a high degree of
interest from the development community.
Source of Funding: the Special Needs Housing Program (SNHP) is funded with Mental Health
Services Act (MHSA) funding that local counties receive. Counties can choose to assign their
MHSA funds to the SNHP administered by the California Housing Finance Agency (CaIHFA). The
Mental Health Services Act was created through Proposition 63 in 2004 and is funded through a
1% income tax on personal income in excess of $1 Million.
State Housing and Community Development Multi -Family Housing Program
There are some monies left in this state program and a NOFA is anticipated to be released in
2018 to fully commit these bond funds.
Summary of Funding Sources and Commitments to Orange County:
The table below outlines various funding sources that are administered by the State of
California and the amount that is available/dedicated to affordable/supportive housing:
Table D: Summary of Funds Available and Committed in Orange County:
Page 13
Affordable Housing &
Most recent $255 Million NOFA
Approx. $420 Million awarded to 53 projects
Sustainable
closed January 2018 with awards
across the state in two NOFA rounds
Communities
expected in June 2018.
(Cap and Trade)
Orange County projects awarded funding:
• $3.9 Million for Depot at Santiago by
C&C Development in Santa Ana
• $12 Million for Santa Ana Arts Collective
by Meta Housing in Santa Ana
National Housing
$10 Million statewide
NOFA expected in 2018.
Trust Fund
Veterans Housing and
—$325 Million currently available
One Orange County project funded: $1.79
Homeless Prevention
statewide. Most current NOFA
Million for Potter's Lane (15 units)
(VHHP) Program
released May, 2018.
To date, 3 NOFAs issued with $238
Million awarded statewide, creating
1970 units.
Page 13
Operating Funding Sources
Affordable housing capital funding sources create projects that are affordable to people
earning 30 to 60% of Area Median Income (AMI). As discussed above, individuals experiencing
homelessness often have an income that is 18% AMI or less. To cover the difference between
what a tenant can pay and the cost of operating the unit, an operating subsidy or rental subsidy
is needed to ensure that the project is affordable and financially feasible over the long term.
Housing Choice Vouchers
The federal Housing Choice Voucher Program provides rental subsidies that are administered
by four local housing authorities:
• Orange County Housing Authority
• Santa Ana Housing Authority
• Anaheim Housing Authority
• Garden Grove Housing Authority
Tenant based housing assistance is provided to participants who find their own housing
through a local landlord. The tenant pays the landlord 30% of their income toward rent and
utilities directly to the landlord. The housing authority pays the remaining cost up to what is
determined to be a "reasonable rent" for the market. Housing authorities have the discretion
to "project -base" a portion of their housing choice vouchers by committing them to a specific
housing project through a competitive allocation. When capital funders know a project will
receive a rental subsidy, this can be used as a powerful development finance tool in the creation
of new supportive housing in Orange County, as seen in MHSA Housing developments
throughout the region.
Housing and Urban Development - Veterans Affairs Supportive Housing (HUD-
VASH)
The federal Housing and Urban Development (HUD) and Veterans Affairs (VA) have
collaborated to provide the HUD-VASH Supportive Housing Program which provides permanent
housing subsidies and case management services to homeless veterans with disabling health
conditions. The VA Medical Center in Long Beach California screens and selects veterans for
participation in HUD-VASH in Orange County and the rental subsidies are administered by the
Orange County Housing Authority. The VA and the Housing Authorities who receive HUD-VASH
vouchers have the option to Project Base HUD-VASH, providing predictable operating revenue
for housing developers, and the federal government is encouraging communities that receive
HUD-VASH to focus resources on ending veterans and chronic homelessness.
I Page 14
HUD 811 Project Rental Assistance
The HUD Section 811 Project Rental Assistance Demonstration Program provides rental
assistance to affordable housing developments serving persons with disabilities. The program
serves non -elderly individuals with disabilities who have resided in a long-term health care
facility for at least 90 days and desire to return to community living, or are at risk of
institutionalization because of loss of housing. The Project Rental Assistance funding is
managed by CalHFA in partnership with other state agencies. Two notices of funding available
(NOFA) rounds have been complete (one state-wide and one specific to Los Angeles). Limited
funds are still available under the statewide NOFA for PRA on an "over the counter" basis.
SNHP Capitalized Operating Subsidy Reserves
The Special Needs Housing Program also provides the possibility of funding a Capitalized
Operating Subsidy Reserve (COSR) for projects that demonstrate that they cannot secure an
operating subsidy from another source.
Page 15
Services Funding Sources and Partnerships
As described above, supportive housing requires capital financing to develop a supportive
housing project and operating subsidies to ensure the housing is affordable to people with
extremely low or no income. In addition, the supportive services provided in supportive
housing are what distinguish supportive housing from other types of affordable housing. The
support services should be designed to help ensure tenant stability in housing and maximize
the ability to live independently.
This Strategy does not outline the financial costs of services in the 2,700 units of supportive
housing and it is incredibly challenging to identify and secure funding for the range of services
needed to meet resident needs. In some cases, agencies that have existing revenue streams
are able to partner with supportive housing owners to provide services directly to tenants. In
these instances both partners must pay careful attention to the agreements and relationships
to ensure ongoing commitments to the tenants. The following programs can provide service
partnerships in supportive housing with careful attention to the agreements and relationships
that enable services for supportive housing tenants:
Mental Health Services Act (MHSA) Services
MHSA services provided in supportive housing are designed for low-income adults, or older
adults with serious mental illness, and children with severe emotional disorders and their
families who, at the time of assessment for housing services, meet the criteria for MHSA
services in their county of residence and are homeless or at risk for homelessness. The Orange
County Community Supports and Services (CSS) plan is publicly posted and provides details on
MHSA funded services across the county.
Federally Qualified Health Centers (FQHCs)
FQHCs are Medicaid -funded, neighborhood -based health service providers that serve
underserved persons in their targeted geographic areas and must provide more than primary
health care services, including behavioral health, nutritional counseling and some case
management. The mission and service approach of FQHCs are similar to those of supportive
housing providers. FQHCs in Orange County provide many of the additional services that high -
need populations require, and there are many examples of successfully pairing FQHC resources
with housing to promote tenant wellness and stability, and to create pathways out of
homelessness.
Whole Person Care (WPC)
The County of Orange was approved through the State of California's Department of Health
Care Services (DHCS) on October 24, 2016 for a five-year project to implement the Whole
Person Care (WPC) pilot program. WPC is the coordination of physical, behavioral health, and
social services in a patient -centered approach with the goals of improved health and well-
being through more efficient and effective use of resources for Medi -Cal beneficiaries
struggling with homelessness. WPC promotes increased communication between hospital
Page 16
emergency rooms, CalOptima, community clinics, OC Health Care Agency (HCA) Behavioral
Health Services and Public Health Services as well as recuperative care providers to improve
access and navigation of services for the homeless population. WPC will provide important
health and behavioral health supports to individuals and families in supportive housing.
Program of All-inclusive Care for the Elderly (PACE)
Programs of All-inclusive Care for the Elderly (PACE) provides a comprehensive set of social and
medical services to seniors that allows them to continue living in their own homes for as long as
possible. PACE serves individuals who are age 55 or older, certified by their state to need
nursing home care, able to live safely in the community at the time of enrollment and live in a
PACE service area. PACE in Orange County is provided by CalOptima and offers an
interdisciplinary team to deliver in-home care, therapies, rehab, social services, transportation,
adult day care, meals, respite care and medical care. Seniors may visit a PACE Center a few
times a week or the PACE team may bring services to the senior's home. PACE providers also
contract with mental health specialists to deliver behavioral health Treatment. There are
promising models of pairing PACE supports with affordable/supportive housing developments
to create a robust wrap around service model for seniors exiting. homelessness.
Additional Service Partners:
Health Partners: It is important to identify local health partners (such as hospitals, crisis
centers, substance use disorder treatment services, and other health resources in Orange
County) who provide responsive services that can assist in maintaining residential stability in
housing.
Local Philanthropy: In addition, Local Philanthropy will be a critical partner in all of these
efforts, providing crucial supports to address funding gaps and spurring innovative approaches
to ending homelessness in Orange County.
I Page 17
Potential Future Funding Sources
No Place Like Home
On July 1, 2016, Governor Brown signed landmark legislation enacting the No Place Like Home
program to dedicate $2 billion in bond proceeds to invest in permanent supportive housing for
persons who are in need of mental health services and are experiencing homelessness, chronic
homelessness, or who are at risk of chronic homelessness. The bonds will be repaid by funding
from the Mental Health Services Act (MHSA). The program is currently awaiting a court ruling
regarding the validity of the program, anticipated later on in 2018. Also, a measure may be
placed on the November 2018 statewide ballot to explicitly authorize the use of Mental Health
Services Act revenues to repay $2 billion in bond proceeds that will be used to fund a
competitive county grant program to create permanent supportive housing units for people
with severe mental illness via the No Place Like Home (NPLH) program. In current planning
estimates, Orange County is included in the Large County category and local projects will
compete against an estimated 9 other Large Counties for a pool of $386 Million in funding over
a four year period. An additional $7 Million in NPLH funding will be available on an over the
counter/non-competitive process for Orange County developments. Local sources for
affordable and supportive housing financing will be critical for Orange County projects to be
competitive in the NOFA rounds for NPLH funding.
The No Place Like Home program requires a County Plan that meets State HCD's requirements.
In working to achieve that goal, OCCR has formed a No Place Like Home Advisory Committee.
Several of the key elements of the NPLH Plan requirements are aligned with this HF Strategy.
The required NPLH Plan elements are:
• Affordable Housing in Orange County
• Needs and Barriers to Affordable Housing
• Evidence Based Practices
• Permanent Supportive Housing In Orange County
• Plans, Goals, Strategies, and Activities to Reduce Homelessness in Orange County.
Source of Funding: Mental Health Services Act (described above)
SB2 - Building Homes and Jobs Act
This program is funded through a $75 document recording fee and provides a dedicated source
of funding for housing related activities, as described below. The program is expected to
receive up to $250 Million/year on an ongoing basis and is designed in two phases: Year 1 and
Year 2 and beyond.
In the first year:
• 50% of the funds will made available to local governments to update planning documents
and zoning ordinances in order to streamline housing production, including, but not limited
to, general plans, community plans, specific plans, sustainable communities' strategies, and
local coastal programs.
Page 18
• 50% made available to the Department of Housing and Community Development to assist
persons experiencing or at risk of homelessness, including, but not limited to, providing
rapid rehousing, rental assistance, navigation centers, and the new construction,
rehabilitation, and preservation of permanent and transitional rental housing. The
department shall ensure geographic equity in the distribution and expenditure of funds
allocated.
In the second year funds will flow to CDBG jurisdictions throughout the state and it is critical
that Orange County work with the local CDBG jurisdictions to align priorities related to housing
and homelessness. In year two and beyond, the following requirements will be in place:
• 20% of all moneys in the fund be expended for affordable owner -occupied workforce
housing. This will be calculated across all of the programs below:
o 70% of the moneys deposited in the fund be provided to local governments in
accordance with a specified formula for the purposes listed below
■ 90% of these monies will follow the entitlement formula specified in
Section 5306 of Title 42 of the United States Code for federal FY 2017
■ 10% of funds would be competitive for non -entitlement areas
0 5% for state incentive programs
0 10% housing for agricultural workers
0 15% for Cal HFA financing for multi -family housing
For the 70% of funds available (note that 20% of overall Year 2 funding will be for owner -
occupied workforce housing), funds can be used for:
(i) The predevelopment, development, acquisition, rehabilitation, and preservation of
multifamily, residential live -work, rental housing that is affordable to extremely low, very
low, low-, and moderate -income households, including necessary operating subsidies.
(ii) Affordable rental and ownership housing that meets the needs of a growing workforce
earning up to 120 percent of area median income, or 150 percent of area median income
in high-cost areas.
(iii) Matching portions of funds placed into local or regional housing trust funds.
(iv) Matching portions of funds available through the Low and Moderate Income Housing
Asset Fund pursuant to subdivision (d) of Section 34176 of the Health and Safety Code.
(v) Capitalized reserves for services connected to the creation of new permanent supportive
housing, including, but not limited to, developments funded through the Veterans Housing
and Homelessness Prevention Bond Act of 2014.
(vi) Assisting persons who are experiencing or at risk of homelessness, including providing
rapid rehousing, rental assistance, navigation centers, emergency shelters, and the new
construction, rehabilitation, and preservation of permanent and transitional housing.
(vii) Accessibility modifications.
(viii) Efforts to acquire and rehabilitate foreclosed or vacant homes.
(ix) Homeownership opportunities, including, but not limited to, down payment assistance.
I Page 19
(x) Fiscal incentives or matching funds to local agencies that approve new housing for
extremely low, very low, low-, and moderate -income households.
Source of Funding: Document Recording Fee.
SB3 - Veterans and Affordable Housing Bond Act of 2018
S133 authorized the legislature to place this Act on the ballot in November 2018 and would
provide $4 billion in bond financing for various existing housing programs as well as infill
infrastructure financing and affordable housing matching grant programs, to be administered
by State Housing and Community Development and California Housing Finance Agency. If
successfully passed, up to $300 Million of S133 funds would be available statewide for local
jurisdictions to apply to fund local Housing Trust Funds. This Act would bring significant new
resources to the State of California for the creation of affordable and supportive housing.
Source of Funding: General obligation bond.
SB912 Housing: homelessness programs and affordable housing
SB912 would require $2 billion in funding be allocated from the General Fund to the
Department of Housing and Community Development to assist in the new construction,
rehabilitation, and preservation of permanent and transitional rental housing and address
homelessness, particularly homelessness among members of vulnerable populations.
Source of Funding: State General fund.
I Page 20
Financial Modeling
A financial model was developed based on the estimated need of 2,700 units of supportive
housing that would be financed over six years (and produced over a seven year period),
maximizing the range of capital and operating resources outlined above. This financial model is
a projection of how these developments may be financed over time and is based on current
estimates and assumptions. A financial model is useful in describing the general assumptions
about what it will take in terms of both time and resources to develop the number and types of
units projected, however, it is certain that the results will vary greatly depending on resource
availability. The model should be re-evaluated, updated and revised on a regular basis as
projects are funded and new funding resources become available.
Modeling Considerations
The table below outlines the Development Costs for the 2,700 supportive housing unit goal.
The capital funding commitments are assumed over a six year timeframe as the funding must
be committed to projects at least one year prior to the project opening in order to take into
account time to develop the project.
Table E: Supportive Housing Unit Goal - Development Costs per Unit:
Housing Development Costs Per Unit 2.5% annual escalator
2019
2020
2021
2022
2023
2024
Supportive Housing
Single Adults-
$ 300,000
$ 307,500
$315,188
$ 323,067
$ 331,144
$ 339,422
Acquisition/Rehabilitation
Single Adults - New
$ 375,000
$ 384,375
$ 393,984
$ 403,834
$ 413,930
$ 424,278
Construction
Supportive Housing - Families:
$ 350,000
$ 358,750
$ 367,719
$ 376,912
$ 386,335
$ 395,993
Acquisition/Rehabilitation
Supportive Housing - Families:
$ 425,000
$ 435,625
$ 446,516
$ 457,679
$ 469,120
$ 480,848
New Construction
Total Supportive Housing Development Costs (2,700 units) _ $ 930,000,000
Page 21
Financial Model — Capital Resources
The following tables outline a very high level financial model which identifies potential sources
of capital resources required to generate 2,700 units of supportive housing, with funding
commitments made over the next six years (and units produced over seven years), along with
the funding gap to achieve that goal.
It is important to note as outlined above, that Orange County will need to identify a significant
source of rental/operating subsidies as well as innovative strategies to provide effective
services in supportive housing, discussed below.
Table F: Capital Financing By Year:
Capital FinancingBy Year Dedicated to Supportive Housing Developments
Financin Commitments b Year
2019
2020
2021
2022
2023
2024
Local Financing —
$34,200,000
$5,700,000
$5,700,000
$5,700,000
$5,700,000
$5,700,000
$5,700,000
HOME'
Local Financing (all
jurisdictions) — Year
$39,600,000
$6,600,000
$6,600,000
$6,600,000
$6,600,000
$6,600,000
$6,600,000
2 of SB2 funding
Local City/County
$12,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
Pro erties2
Housing Successor
Funds (all
$45,000,000
$7,500,000
$7,500,000
$7,500,000
$7,500,000
$7,500,000
$7,500,000
jurisdictions
9% Low Income
Housing Tax
$48,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
Credits3
4% Low Income
Housing Tax
$120,000,000
$20,000,000
$20,000,000
$20,000,000
$20,000,000
$20,000,000
$20,000,000
Credits4
Local MHSA
Housing/Special
$70,000,000
$11,666,667
$11,666,667
$11,666,667
$11,666,667
$11,666,667
$11,666,667
Needs Housing
Program'
No Place Like
$48,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
Home MHSA 6
VHHP (Prop 41)7
$11,250,000
$2,250,000
$2,250,000
$2,250,000
$2,250,000
$2,250,000
AHSC'
$4,500,000
$1,500,000
$1,500,000
$1,500,000
Mortgage/Bonds9
$132,000,000
$22,000,000
$22,000,000
$22,000,000
$22,000,000
$22,000,000
$22,000,000
Other Sources (e.g.
Deferred Developer
$12,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
Fee; AHP; etc.
Total (all sources)
$576,550,000
$97,216,66T
$95,716,667
$97,216,667
$95,716,66T
$97,216,66T
; $93466,667
Total Needed to
$930,000,000
$135,625,000
$139,015,625
$122,791,797
$125,861,592
$129,008,132
$277,053,586
reach unit oafs:
Capital Gap:
$(353,450,000)
$(38,408,333)
$(43,298,958)
$(25,575,130)
$(30,144,925)
$(31,791,465)
$(183,586,919)
Page 22
Assumptions
1 Based on HOME allocation estimate for all jurisdictions
2 Based on 8 sites identified for supportive housing
3 Based on maximum estimated annual dollars available for Supportive Housing in Orange County
4 Based on 30% of per unit cost and estimated production capacity
5 Based upon projections of local MHSA Housing/Special Needs Housing Program funds
8 Based upon an estimated up to $65M in NPLH for Orange County projects. This assumes 213 of NPLH funds are
invested as capital for the development of units and 113 of the funds will be committed as Capitalized Operating Subsidy
Reserve.
7 Based upon 3% of five additional rounds of $75M per year
8 Based upon maximum projected available funding for SH projects (e.g. one project every other year)
9 Based on 30% of total unit cost for 4% units and 15% for 9%
The following table highlights the source of funds listed above, the potential amount of funds
that are available, and level of government that manages and administers those funds.
Table G: Funding Source and Administering Level of Government — 2019 to 2024
Source
City
County
State
Private
Investment
$30 Million
$4.2 Million
Local Financing: HOME
Up to $30 Million
(all county HOME
available based on
funding will be
FFY17 HOME
dedicated)
allocation
Local Financing: SB2 — Year 2
(Anticipating approx $13 Million/year to
✓
✓
Orange County region for shelter &
$36 Million
$3.6 Million
housing, including navigation centers.
Estimates % of funds dedicated to SH)
(Up to $45 Million
`/
Housing Successor Funds
available based on
(County has $1 Million
current estimates of
in available funds)
available funds
Local City/County Properties
✓
✓
9% Low Income Housing Tax Credits
✓
4% Low Income Housing Tax Credits
✓
Local MHSA Housing/Special Needs
✓
Housing Program
$7 Million
✓
No Place Like Home (MHSA)
NPLH non-competitive
Up to $65 Million
estimated allocation
(competitive)
VHHP (Prop 41)
AHSC
Mortgage/Bonds
J Page 23
Mitigating the Financing Gap
A number of sources of capital funding may become available in 2018 as the legislature
contemplates a variety of funding sources to address homelessness and the electorate will
consider several key propositions in the fall. These include significant potential funding sources
such as:
• SB3: the Veterans and Affordable Housing Bond Act of 2018 (described above). SB3 could
potentially bring $300 Million in capital funding to supportive and affordable housing
developments in Orange County.
• State Budget request: local, county and state legislators have all identified the critical need to
address the crisis of homelessness in California. A range of significant budget requests are
under consideration in May 2018 that would dedicate a portion of the $9 billion state budget
surplus towards addressing homelessness. A budget request is expected to be finalized by June
30, 2018 and it is anticipated that a portion of these funds could be committed to supportive
and affordable housing in Orange County.
Another approach could be to identify a source of local funding for supportive and affordable
housing that would serve as a critical resource in meeting the need to create 2,700 units of
supportive housing dedicated to people experiencing homelessness with disabling health
conditions. A local funding source could be in the form of a local housing trust fund and a
dedicated local revenue source. The availability of local financing for supportive and affordable
housing will have a significant impact on the potential feasibility of projects throughout the
Orange County region.
I Page 24
Financing Modeling — Operating/Rental Subsidies
Supportive housing tenants have extremely low incomes and often receive Social Security
Income as their only source of income. This means that tenants do not have sufficient income
to afford the rent of a "typical' affordable housing development. Supportive housing projects
must receive operating income that covers the costs of operating supportive housing. In order
to meet this need, projects pursue commitments of Project Based Section 8 vouchers that
enable the supportive housing tenant to pay 30% of their income towards the rent payment.
The table below outlines the projected availability of Project Based Section 8 subsidies that
could be committed to supportive housing projects, representing 2,700 supportive housing
units.
Tahlp {-I- Rpntal Suhsidv Summary and Gan:
Rental Subsidy Summary
2019
2020
2021
2022
2023
2024
2025
Total
Rental Subsidy Need
450
450
390
370
370
370
300
2,700
Project -Based Section 8 (needed for
SH units)
200
200
150
150
150
150
150
1,150
Capitalized Operating Subsidy
Reserve COSR - MHSA Project
25
25
25
25
25
25
25
175
Total (Gap)
-225
-225
-215
-195
-195
-195
-125
-1,375
Assumptions: PBS8 estimated at 150/year across all Housing Authorities in Orange County, plus 50 HUDNASH Vouchers/year in
2019 and 2020, and 1/3 of No Place Like Home funds will be committed as COSR.
Operating/Rental Subsidy Gap:
There is a clear need for additional operating/rental subsidies to successfully develop 2,700
units of supportive housing in Orange County. Outlined above, there is a current estimated gap
of 1,375 rental/operating subsidies for supportive housing units. Based on the estimated
operating subsidy commitments required for these projects to be financially feasible, the
projected operating/rental subsidy gap is estimated at approximately $350 Million over the
minimum 15 year timeframe required for operating commitments. It will be important to plan
for the exhaustion of any locally funded operating/rental subsidy at year 15, such as committing
Project Based Section 8 vouchers to projects over that 15 year period in order to ensure the
ongoing financial feasibility of the projects.
Page 25
Total Gap: Capital and Rental/Operating Funding
In planning to create 2,700 units of supportive housing over seven years, there is a funding
"gap" estimated at $703 Million (representing $353 Million in funding needed for capital
expenses to develop the properties and $350 Million in rental/operating subsidies to ensure
the supportive housing units are affordable to people with histories of homelessness), along
with an additional gap in resources to provide services in supportive housing. There is a
potential significant future funding (e.g. SB3 and California budget surplus request) that could
become available to finance supportive and affordable housing in Orange County.
These are the critical resources required to generate a pipeline of supportive housing in Orange
County that meets the level of need across the region. There will need to be significant planning
regarding the services required to meet the health and behavioral health needs of supportive
housing tenants while also supporting their residential stability and ensuring they do not return
to homelessness.
Page 26
Opportunities
This HF Strategy identifies a significant goal of producing 2,700 units of supportive housing (plus
the need for an additional 2,700 affordable housing options for people experiencing
homelessness). In working to achieve those goals, it is important to take advantage of the
following opportunities:
• Enable a broad approach to development strategies, including hotel/motel conversions that
may be able to generate units in a shorter timeframe.
• Identify properties that are appropriate for acquisition/rehabilitation across the region.
• Explore creative approaches to expanding housing options, such as exploring zoning and
planning alternatives that could be implemented to expand housing options for people
experiencing homelessness.
• Maximize partnerships with the private sector interested in addressing homelessness.
• Identify opportunities to address housing needs regionally, aligning resources with and among
cities.
• Maximize funding and policy opportunities presented through the recently passed Housing
Package at the state level.
• Establish new services and housing partnerships designed to support people with histories of
homelessness in housing.
• Implement a strategic approach to prioritize housing resources for those experiencing
homelessness in Orange County by ensuring direct access through the Continuum of Care
regional Coordinated Entry System. The Coordinated Entry System is now integrated within the
Homeless Management Information System software, to ensure effective response
coordination of regional efforts.
Challenges
There are significant challenges that must be addressed in order to meet the unit goals for the
region. Creative solutions are needed to address the following challenges which pose barriers
to creating supportive and affordable housing in Orange County.
• Significant funding gaps in capital, operating and services resources.
• Specific concerns regarding the status of federal funding for Section 8 vouchers as well as
funding for services though mainstream programs.
• Impact of recent tax reform on the value of investing tax credits in affordable and supportive
housing, creating an additional funding gap.
• Neighborhood opposition ("Not In My Backyard") to affordable and supportive housing
projects.
Page 27
Recommendations & Next Steps
A variety of strategies and approaches can be implemented in Orange County to work towards
the goals outlined in this plan. The following recommendations are specific steps that can be
taken that will enable progress towards the HF Strategy's goals.
• Work with 34 cities to align regional policies to prioritize supportive housing for local and
regional resources, including existing funding sources as well as new funding opportunities.
• Explore the possibility of creating regional housing funds that can be invested in supportive and
affordable housing projects collaboratively.
• Collaborate across all four housing authorities in the region to increase the availability of Project
Based Section 8, a critical resource in supportive housing development.
• Identify land that can be used for development across the region (in partnership with cities).
• Proactively plan with 22 CDBG partners in the region who will be receiving 5132 funding as the
impact of the funds will be maximized if the local CDBG jurisdictions align their priorities for
investing this significant new source in solutions to homelessness, and dedicate at least 50% of
the funding to supportive and affordable housing.
• Address the gap in funding needed by exploring a local source of supportive/affordable housing
funding.
• Given the County investments in the creation of housing for homeless populations in this
initiative, housing referral preference will be given to the Orange County Continuum of Care
Coordinated Entry System, for homeless persons who meet project specific eligibility criteria
and are prioritized within the Service Planning Area of the projects location.
I Page 28
Appendices
Definitions
References
Definitions
Chronically Homeless Family
A chronically homeless family is defined as a household with at least one adult and one child
under the age of 18, or a minor Head of Household under the age of 18 and minimum of one
child. The Head of Household must meet the definition of a chronically homeless person (see
below).
Chronically Homeless Individual
An unaccompanied individual who:
(i) is homeless and lives or resides in a place not meant for human habitation, a safe haven, or
in an emergency shelter;
(ii) has been homeless and living or residing in a place not meant for human habitation, a safe
haven, or in an emergency shelter continuously for at least 1 year or on at least 4 separate
occasions in the last 3 years where total time homeless sums to at least 1 year; and
(iii) has an adult head of household (or a minor head of household if no adult is present in the
household) with a diagnosable substance use disorder, serious mental illness, developmental
disability (as defined in section 102 of the Developmental Disabilities Assistance and Bill of
Rights Act of 2000 (42 U.S.C. 15002)), post-traumatic stress disorder, cognitive impairments
resulting from a brain injury, or chronic physical illness or disability, including the co -occurrence
of 2 or more of those conditions, which prevent them from holding a job or living in stable
housing.
A person who currently lives or resides in an institutional care facility, including a jail, substance
abuse or mental health treatment facility, hospital or other similar facility, and has resided
there for fewer than 90 days shall be considered chronically homeless if such person met all of
the requirements described above prior to entering that facility.
Coordinated Entry System
Coordinated Entry System is designed to coordinate program participants' intake assessments
based on a system -wide acuity prioritization that targets resources to match client needs. In
Orange County, the Coordinated Entry System consists of regional resource HUBS within three
Service Planning Areas: North, Central and South County regions. It is easily accessed by
individuals and families seeking services and housing, and includes coordinated among service
providers utilizing a standardized approach to targeting resources to meet needs of those
experiencing homelessness in the jurisdiction.
Literally Homeless (Category 1 HUD definition):
(1) Individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
(i) Has a primary nighttime residence that is a public or private place not meant for human
habitation;
(ii) Is living in a publicly or privately operated shelter designated to provide temporary living
arrangements (including congregate shelters, transitional housing, and hotels and motels paid
for by charitable organizations or by federal, state and local government programs); or
(iii) Is exiting an institution where (s)he has resided for 90 days or less and who resided in an
emergency shelter or place not meant for human habitation immediately before entering that
institution
References
Orange County Affordable Housing Strategic Plan 2015.
Seeger, J. (2017, June 9). State Income Limits for 2017. Retrieved from Department of Housing and
Community Development: http://www.hcd.ca.gov/grants-funding/income-limits/state-and-federal-
income-limits/docs/inc2k17.pdf
United States Department of Housing and Urban Development. (2017). FY2017Income Limits
Summary. Retrieved from FY 2017 Income Limits Documentation System:
https://www. h uduser.gov/portal/datasets/il/i l2017/2017su m ma ry.odn?states=6.0&data=2017&input
name=M ETRO31080M M5945 *0605999999 % 2BOrange+County&stname=Ca i iforn is&statefp=06&yea r
=2017&selection_type=county
United States Department of Housing and Urban Development. (n.d.). Affordable Housing. Retrieved
from HUD.GOV: https://www.hud.gov/program_offices/comm_planning/affordablehousing/
ORANGE COUNTY BOARD OF SUPERVISORS
MINUTE ORDER
March 12, 2019
SubmittingAgeencv/Department.• OC COMMUNITY RESOURCES
Approve Orange County Housing Finance Trust Joint Powers Authority Agreement; and receive and file draft bylaws to
facilitate the establishment of the Orange County Housing Finance Trust to provide and receive funds for housing the
homeless population and persons and families of low income under certain conditions- All Districts
Thefollowing is action taken by the Board of Supervisors:
APPROVED AS RECOMMENDED ® OTHER ❑
Unanimous ® (1) DO: Y (2) STEEL: Y (3) VACANT: (4) CHAFFEE: Y (5) BARTLETT: Y
Vote Key: Y=Yes; N=No; A Abstain; X=Excused; B. O. =Board Order
Documents accompanying this matter:
❑ Resolution(s)
O Ordinances(s)
❑ Contract(s)
Item No. S22C
Special Notes:
Copies sent to:
I certify that the foregoing is a true and correct copy of the Minute Order adopted
by the Board of Supervisors, Orange County, State of California.
Robin Stieler, Clerk of the Board
By:
Deputy
March 7, 2019
To:
From:
Subject:
County Executive Office
Memorandum
Clerk of the Board of Supervisors
' 1
Frank Kim, County Executive Officer
Exception. to Rule 21
The County Executive Office is requesting a Supplemental Agenda Staff Report for the
March 12, 2019, Board Hearing.
Agency: OC Community Resources
Subject: Orange County Housing Finance Trust joint Powers Authority Agreement
Districts: All Districts
Reason for supplemental: This item needs to go to the Board as a supplemental item to
advance the progress made from the collaborative efforts of Orange County cities and the
County of Orange towards the financing and continued development of supportive and
affordable housing. This Agenda Staff Report and attachments were finalized after the filing
deadline to the Clerk of the Board.
Concur:
Chairwoman Lisa A. Bartlett, Supervisor, Fifth District
cc: Board of Supervisors
County Executive Office
County Counsel
Agenda Item p�
Clerk's Use Only
U.
MEETING DATE:
SUPPLEMENTAL AGENDA ITEM
AGENDA STAFF REPORT
3/12/19
LEGAL ENTITY TAKING ACTION: Board of Supervisors
BOARD OF SUPERVISORS DISTRICT(S): All Districts
SUBMITTING AGENCY/DEPARTMENT: OC mm i Resources
DEPARTMENT HEAD REVIEW:
bepAaoentfread Sign ature
DEPARTMENT CONTACT PERSON(S): Dylan Wright (714) 480-2788
Julia Bidwell (714) 480-2991
SUBJECT: Orange County Housing Finance Trust Joint Powers Authority Agreement
CEO CONCUR COUNTY COUNSEL REVIEW CLERK OF THE BOARD
A Discussion
-� Action
3 Votes Board Majority
C Signature County Counsel Signature
Budgeted: N/A Current Year Cost: N/A Annual Cost: N/A
Staffing Impact: N/A # of Positions: N/A Sole Source: N/A
Current Fiscal Year Revenue: N/A
Funding Source: N/A County Audit in last 3 years: No
Prior Board Action: 6/12/2418 #S2A, 6/12/2018 #1
RECOMMENDED ACTION(S)
1. Approve the Orange County Housing Finance Trust Joint Powers Authority Agreement and delegate
authority to the Chairwoman or her designee to sign and execute the Agreement upon the approval
and signature of three cities within the Orange County within 12 months of this Agreement's
approval by the Board of Supervisors.
2. Receive and file the draft bylaws, which are subject to formal adoption by the Orange County
Housing Finance Trust's Board of Directors following its creation through the execution of the
Orange County Housing Finance Trust Joint Powers Agreement by the County and three cities.
SUMMARY:
Approving the Orange County Housing Finance Trust Joint Powers Authority Agreement and receiving
the draft bylaws will facilitate the establishment of the Orange County Housing Finance Trust to provide
and receive funds for housing for the homeless population and persons and families of extremely low,
very low and low income within the County of Orange. "
Page 1
public and private financing and funds. This Agreement allows OCHFT to consider the issuance of debt
in the future through amendments to the Agreement.
The Agreement also preserves certain powers for the participating parties. The Agreement does not
authorize OCHFT to do any of the following: (1) regulate land use in cities or in the unincorporated area
of the County; (2) serve as an owner or operator of housing units, (3) levy, or advocate or incentivize the
levying of, an exaction, including an impact fee, charge, dedication, reservation or tax assessment, as a
condition for approval of a development project; (4) require or incentivize inclusionary zoning
requirements; (5) require the Parties to this Agreement to dedicate or assign funding far any OCHFT
obligations or programs; (6) approve a housing project or program that is not supported by the governing
body of the jurisdiction (a City or the County) in which the project is proposed to be sited; or (7) require
the Parties to this Agreement to accept or provide any number of housing units as a prerequisite to joining
or remaining a member of the OCHFT.
The Agreement establishes a governing board comprised of two members of the Board of Supervisors,
two county -wide elected officials and five city council members.
FINANCIAL IMPACT:
NIA
STAFFING IMPACT:
NIA
ATTACHMENTS):
Attachment A - Orange County Housing Finance Trust Joint Powers Authority Agreement
Attachment B — Orange County Housing Finance Trust Joint Powers Authority Bylaws
Attachment C — Assembly Bill 448
Attachment D - Section 50093 of the Health and Safety Code
Page 3
i a. vs THIS INSTRUMENT IS A CORRECT COPY OF i'
THE ORIGINAL ON FILE IN THIS OFFICE ig `4
AL
ATTEST (DATE:)
CLEPK OF THE R)ARL)
ROBIN STIELERAivQ�uE Y
CLERK OF THE BOARD
JOINT EXERCI AGREEMENT
THIS JOINT EXERC SE OF POWERS AGREEMENT (the "Agreement") is
made this&"ay of` ilu1 , 2019 (the "Effective Date"), by and between the
following public entities (collectively, the "Parties"): . and
(collectively, the "Cities") and the COUNTY OF ORANGE (the "County").
RECITALS
A. The Parties are responsible for the health and safety of the residents
within their geographic boundaries.
B. Each Party has the individual power to implement affordable housing
projects and programs generated within its jurisdictional boundaries, as well as to
create and issue development agreements for such activities.
C. The parties find it in their mutual economic interest to address work
force housing, affordable housing, and supportive housing issues on a regional level.
D. A countywide adequate supply of housing will provide social and
economic benefits to residents and taxpayers of the parties.
E. The Parties desire to act in the public interest to lessen the burden of
government by reducing the need for each party to act individually, and to provide
charitable support for affordable housing in Orange County.
F. California Government Code section 6500 et seq. ("Joint Exercise of
Powers Act" or "Act") permits two or more public agencies to create joint powers
authorities for the purposes cited herein, and permits the agencies to exercise
jointly any power that the public agencies could exercise separately, and further
grants certain additional powers to such joint powers authorities.
G. California Government Code section 6539.5 authorizes the County of
Orange and any of the cities within the County of Orange to create a joint powers
agency known as the Orange County Housing Finance Trust ('OCHFT'), which may
do any of the following: (1) fund the planning and construction of housing of all
types and tenures for the homeless population and persons and families of
extremely low, very low, and low income, as defined in Section 50093 of the Health
and Safety Code, including, but not limited to, permanent supportive housing; and
(2) receive public and private financing and funds.
H. California Government Code section 6539.5 also authorizes the parties
to a joint powers agreement, which is executed pursuant to its provisions, to grant
OCHFT the power to authorize and issue bonds, certificates of participation, or any
other debt instrument repayable from funds and financing received and pledged by
OCHFT. However, at this point in time, it is the consensus of the Parties to the
Agreement not to grant OCHFT the power to authorize and issue bonds or other
debt instruments. This Agreement may be amended in the future to grant OCHFT
the power to issue bonds or other debt instruments.
J. Local land -use decisions remain solely with each party. Nothing in
this Agreement deprives any party of its sovereign powers with respect to land -use
or transfers such powers to the joint powers authority.
NOW, THEREFORE, in consideration of the mutual promises set forth
below, the parties agree as follows:
Section 1. Creation and Purpose.
(a) Creation of OCHFT. Pursuant to the Joint Exercise of Powers Act,
including Section 6539.5 of the Government Code, there is hereby created a public
entity to be known as, the "Orange County Housing Finance Trust." OCHFT shall
be a public entity separate and apart from the Parties, and shall administer this
Agreement.
(b) Purpose. This Agreement is made pursuant to the Joint Powers Act for
the purpose of creating OCFHT as a public entity separate from the Parties to: (i)
exercise Common Powers with respect to providing funding for the planning and
construction of housing of all types and tenures for the homeless population and
persons and families of extremely low, very low, and low income, as defined in
Section 50093 of the Health and Safety Code, including, but not limited to,
permanent supportive housing; and (ii) receive public andprivate financing and
funds. The purpose of this Agreement shall be accomplished and common powers
exercised in the manner set forth in the Agreement. Nothing contained in this
Agreement shall preclude the Parties from establishing, maintaining or providing
social programs or services to its residents as it deems proper and necessary.
Section 2. Term and Termination.
(a) Term. This Agreement shall become effective, and OCHFT shall come
into existence, on the Effective Date, and this Agreement shall thereafter continue
in full force and effect until terminated pursuant to subdivision (b) of this section.
. (b) Termination. This Agreement may be terminated by agreement of the
Parties. Upon termination of this Agreement, OCHFT shall be dissolved and, after
payment or provision for payment of all liabilities, the assets of OCHFT shall be
distributed to the Parties in proportion to the contributions of each Party to OCHFT
and the amounts paid by each Party in connection with OCHFTs activities.
Section 3. Powers and Duties of OCHFT.
(a) General Powers. OCHFT shall have all the powers common to the
Parties to this Agreement necessary or convenient, specified or implied, to
accomplish the purpose of this Agreement as set forth in Section 1, subject to the
restrictions set forth in Section 3, subdivision (c) below. Said powers shall be
exercised in the manner provided in the Joint Exercise of Powers Act and, except as
expressly set forth herein, subject only to such restrictions upon the manner of
exercising such powers as are unposed upon the Parties in the exercise of similar
powers.
(b) Specific Powers. Without limiting the generality of the powers
conferred in subdivision (a) of this Section 3, OCHFT is hereby authorized, in its
own name, to do all of the acts necessary or convenient to the accomplishment of the
2
purposes of this Agreement and the full exercise of the powers conferred in
subdivision (a) of this Section 3, including but not limited to the following:
(1) to make and enter into contracts;
(2) to contract for staff assistance;
(3) to sue and be sued in its own name;
(4) to apply for, accept, receive and disburse grants, loans and other
aids from any agency of the United States of America or of the State of California;
(5) to invest any money in the treasury pursuant to Section 6505.5
of the Joint Powers Act that is not required for the immediate necessities of
OCHFT, as OCHFT determines is advisable, in the same manner and upon the
same conditions as local agencies, pursuant to Section 53601 of the California
Government Code;
(6) to apply for letters of credit or other forms of financial
guarantees in order to enter into agreements in connection therewith;
(7) to carry out all the provisions of this Agreement;
(8) to purchase obligations of any Party;
(9) to engage the services of private consultants to render
professional and technical assistance and advice in carrying out the purposes of this
Agreement;
(10) to employ and compensate counsel including bond counsel:
financial consultants, and other advisers determined appropriate by OCHFT in the
accomplishment of the purposes of this Agreement;
(11) to contract for engineering, construction, architectural,
accounting, environmental, land use, or other services determined necessary or
convenient by OCHFT in connection with the accomplishment of the purposes of
this Agreement;
(12) for the purposes of enforcing affordable housing covenants or
holding security interests for loans, to take title to, and transfer, sell by installment
sale or otherwise, lands, structures, real or personal property, rights, rights-of-way,
franchises, easements, and other interests in real or personal property which
OCHFT determines are necessary or convenient in connection with the
accomplishment of the purposes of this Agreement;
(13) for the purposes of renting space for OCHFT to operate, to lease
to, and to lease from, a Party or any other person or entity lands, structures, real or
personal property, rights, rights-of-way, franchises, easements, and other interests
in real or personal property which OCHFT determines are necessary or convenient
in connection with the accomplishment of the purposes of this Agreement;
(14) to solicit charitable contributions from private sources;
3
(15) to propose amendments to this Agreement, including
amendments that would allow OCHFT to authorize and issue bonds, certificates of
participation, or any other debt instrument repayable from funds and financing
received and pledged by OCHFT; and
(16) to exercise any and all other powers as may be provided for
OCHFT in the Joint Powers Act or any other applicable law.
(c) Limitation on Powers. Neither this Agreement nor section 6539.5 of
the Government Code authorize OCHFT do any of the following:
(1) regulate land use in Cities or in the unincorporated area of the
County;
(2) serve as an owner or operator of housing units;
(3) levy, or advocate or incentivize the levying of, an exaction,
including an impact fee, charge, dedication, reservation or tax assessment, as a
condition for approval of a development project;
(4) require or incentivize inclusionary zoning requirements;
(5) require the Parties to this Agreement to dedicate or assign
funding for any OCHFT obligations or programs;
(6) approve a housing project or program that is not supported by
the governing body of the jurisdiction (a City or the County) in which the project is
proposed to be sited; or
(7) require the Parties to this Agreement to accept or provide any
number of housing units as a prerequisite to joining or remaining a member of
OCHFT.
Section 4. Members
The members of OCHFT shall be the parties to this Agreement who have not
withdrawn from OCHFT, and such other parties as may join OCHFT after
execution of this Agreement. New members may join on the terms and conditions
set forth in Section 10 hereof. Only the County of Orange and cities within the
County of Orange may be a party to this Agreement and a member of OCHFT.
Section 5. Board of Directors
(a) Selection of Directors. OCHFT shall be governed by a Board of
Directors consisting of nine Directors selected as follows:
(1) Two members of the Board of Supervisors of the County of
Orange selected by the Board of Supervisors.
(2) Two countywide elected officials selected from the following six
Orange County elected officials: Assessor, Auditor -Controller, Clerk -Recorder,
District Attorney -Public Administrator, Sheriff -Coroner, and the Treasurer Tax -
Collector by the Board of Supervisors of the County of Orange.
4
(3) One city council member for the city member with the greatest
population in the North Region Service Planning Area as depicted in Exhibit A.
(4) One city council member for the city member with the greatest
population in the Central Region Service Planning Area as depicted in Exhibit A.
(5) . One city council member for the city member with the greatest
population in the South Region Service Planning Area as depicted in Exhibit A.
(6) Two city council members who are each selected from member
cities, which are not already represented on the Board of Directors. The selection of
these Directors shall be made by a City Selection Committee from votes cast on a
one -city -one -vote basis by representatives of the city members that are not already
represented pursuant to Section 5, subdivisions (a)(3), (g)(4) and (a)(5).
(b) Board Powers. Subject to the limitations of this Agreement and the
laws of the State of California, the powers of OCHFT shall be -vested in and
exercised by and its property controlled and its affairs conducted by the Board of
Directors.
(c) Advisory Board. In accordance with OCHFT's bylaws, the Board of
Directors may convene an ex officio advisory board that may include a public
member, city managers or assistant city managers, the County Executive Officer, a
representative from law enforcement, and a representative from a housing
authority.
(d) Compensation. Members of the Board shall serve without
compensation but shall be entitled to reimbursement for any expenses actually
incurred in connection with serving as a Director. Any obligation to pay expenses
pursuant to this paragraph shall be a charge against any unencumbered funds of
OCHFT available for the purpose.
(e) Meetings of the Board of Directors.
(1) Call. Notice and Conduct of Meetings. All meetings of the Board
of Directors, including without limitation, regular, adjourned regular, special
meetings and adjourned special meetings, shall be called, noticed, held and
conducted in accordance with the provisions of the Ralph M. Brown Act.
(2) Regular Meetings. Regular meetings of the Board of Directors
shall be held at such dates and times as the Board may fix by resolution from time
to time. If any day so fixed for a regular meeting shall fall upon a legal holiday, then
such regular meeting shall be held on the next succeeding business day at the same
hour. No notice of any regular meeting of the Board of Directors need be given to
the individual Directors.
(3) Special Meetings. Special meetings of the Board of Directors
shall be held whenever called by the Chairperson of the Board or by a majority of
the Directors.
(4) Quorum. A majority of the seated members of the Board of
Directors shall constitute a quorum at any meeting of the Board except that less
than a quorum may adjourn a meeting to another time and place. Every act or
decision done or made by a majority of the Directors present at any meeting at
which a quorum is present shall be the act of the Board of Directors.
(5) Minutes. The Board of Directors shall keep minutes of all
regular, adjourned regular, and special meetings, and shall, as soon as possible
after each meeting, cause a copy of the minutes to be forwarded to each Director
and to the Parties.
(6) Officers. The Board of Directors shall elect a chairperson and a
vice chairperson from among its members at the first meeting held in each fiscal
year. In the event that the chairperson or vice chairperson so elected ceases to be a
Director, the resulting vacancy shall be filled at the next regular meeting of the
Board of Directors held after such vacancy occurs or at a special meeting called for
that purpose. In the absence or inability of the chairperson to act, the vice
chairperson shall act as chairperson. The chairperson, or in the chairperson's
absence, the vice chairperson, shall preside at and conduct all Board of Director's
meetings.
(7) Rules and Regulations. The Board of Directors may adopt, from
time to time, by resolution, such rules, regulations and bylaws for the conduct of its
meetings and affairs as the Board determines is necessary or convenient.
Section 6. Additional Officers and Employees
(a) Officers and Contract Staff.
(1) OCHFT may contract with a Party to this Agreement for officers
and staff pursuant to Section 6, subdivision (d), or retain independent contractors,
agents, or volunteers as the Board of Directors may deem necessary to carry out any
of OCHFT's powers, upon such terms and conditions as the Board may require,.
including the retaining of professional and technical assistance, provided that
adequate funds are available in OCHFT's budget and are appropriated by OCHFT
therefore.
(2) None of the officers, agents or staff, if any, directly contracted
by OCHFT shall be deemed, by reason of their roles or duties or contracted status,
to be employed by the Parties.
(b) Treasurer and Auditor/Controller. Pursuant to Government Code
Sections 6505.5 and 6505.8, the Board of Directors shall appoint an officer or
employee of OCHFT, an officer or employee of a public agency that is a Party to this
Agreement or a certified public accountant to hold the offices of treasurer and
auditor for 0 CHFT. Such person or persons shall possess the powers of and shall
perform the treasurer and auditor functions for OCHFT required by Sections 6505,
6505.5 and 6505.6 of the Government Code, including any subsequent amendments
thereto. Pursuant to Government Code Section 6505.1, the auditor and treasurer
shall have charge of certain property of OCHFT. The treasurer and auditor shall
assure that there shall be strict accountability of all funds and reporting of all
receipts and disbursements of OCHFT. The treasurer and auditor of OCHFT shall
be required to file an official bond with the Board of Directors in an amount, which
shall be established by the Board. Should the existing bond or bonds of any such
officer be extended to cover the obligations provided herein, said bond shall be the
G
official bond required herein. The premiums on any such bonds attributable to the
coverage required herein shall be an appropriate expense of OCHFT.
(c) Attorney_ The Board of Directors shall have the power to appoint one
or more legal advisors to OCHFT who shall perform such duties as may be
prescribed by the Board. The County Counsel of the County shall be OCHFT's
counsel unless and until the Board of Directors appoints other counsel to serve such
function.
(d) Administrative Services and Reimbursement of Costs.
(1) The Board of Directors may contract with a Party to this
Agreement to provide necessary administrative services to OCHFT, including the
services described in Section 6, subdivisions (a), (b) and (c). The amount charged by
the Party to provide such services to OCHFT shall be fixed by agreement between
the Board of Directors and the governing board of the Party providing such services.
In the absence of an agreement on costs, the Party providing services to OCHFT
under this Section 6 may charge OCHFT the amounts necessary to recover the
direct and indirect costs of such services.
(2) If OCHFT contracts with a Party to this Agreement to provide
OCHFT with administrative services through persons who are employees and
officers of the Party, then any retirement liabilities associated with that Party's
employees and officers shall not constitute a liability of OCHFT or any other Party
to this Agreement. This Section 6, subdivision (d)(2), shall not preclude a Party
providing administrative services to OCHFT pursuant to a contract with OCHFT
from accounting for such salary and benefit costs when negotiating the rates that
the Party will charge OCHFT for providing such services.
Section 7. Financial Provisions
(a) Fiscal Year. The Fiscal Year of OCHFT shall, unless and until
changed by the Board of Directors, commence on the 1st day of July of each year
and shall end on the 30th day of June of the next succeeding year except that the
initial Fiscal Year of OCHFT shall commence on the effective date of this
Agreement and end on the immediately following 30th day of June.
(b) Budget.
(1) General Budget. Within one hundred and twenty days (120)
after the first meeting of the Board of Directors, a general budget for the first fiscal
year shall be adopted by the vote of a majority of all of the Directors. The budget
shall distinguish between administrative costs (i.e., the cost of operating OCHFT)
and Program costs (i.e., the financing of the programs funded or sponsored by
OCHFT). Thereafter, at or prior to the last meeting of the Board of Directors for
each fiscal year, a general budget shall be adopted for the ensuing fiscal year or
years by a vote of at least a majority of all of the Directors of the Board.
(2) Expenditures for the Approved Budzet_ The payment of all
OCHFT obligations is limited to the amount of appropriations allowed in OCHFT's
approved budget, except as it may be revised with the approval of a majority of all
of the Directors of the Board of Directors.
7
(c) Contributions by the Parties.
(1) Administrative Cost Contributions. The County shall be
responsible for 0CHFT's administrative costs for one year following the creation of
OCHFT. After this initial year, and in consideration of the mutual promises
contained herein, the Parties agree that they shall make annual contributions
towards the budgeted administrative costs of OCHFT in accordance with a cost
allocation formula to be approved by the Board of Directors. By unanimous vote, the
Board of Directors may waive a parties' contribution toward OCHFT's
administrative costs. A Party's contribution to OCHFT's administrative costs shall
be in the form of money, unless the Board approves another form of contribution
such as services, personal property or use of real or personal property, or other in-
kind contributions. The acceptance and valuation of any such non -monetary
contributions shall be as determined by the Board.
(2) Program Cost Contributions_ The particular programs and
program budget, funded, sponsored or operated by OCHFT, as well as the level of,
and mechanisms for, the involvement of OCHFT and each Party, in such programs
and program budget, shall be determined and approved by the Board of Directors.
A Party's individual contribution, involvement and role in any particular program
or the budgeted program costs shall be as may be mutually agreed between the
Party and OCHFT.
(d) Accounts and Reports.
(1) Books and Records. There shall be strict accountability of all
OCHFT funds and accounts and report of all OCHFT receipts and disbursements.
Without limiting the generality of the foregoing, OCHFT shall establish and
maintain such funds and accounts as may be required by good accounting practice.
The books and records of OCHFT shall be open to inspection at all reasonable times
by each Party and its duly authorized representatives.
(2) Annual Audit. The person appointed by the Board of Directors to
perform the auditor function for OCHFT shall cause an annual independent audit of
the accounts and records of OCHFT and records to be made by a certified public
accountant or firm of certified public accountants in accordance with Government
Code section 6505. Such audits shall be delivered to each Party and shall be made
available to the public.
(3) Annual Financial Report. Pursuant to section 6539.5 of the
Government Code, OCHFT shall publish an Annual Financial Report that shall
describe the funds received by OCHFT and the use of such funds by OCHFT. The
Annual Financial Report shall describe how the funds received by OCHFT have
furthered the purpose of OCHFT.
(e) Funds. Subject to the applicable provisions of any instrument or
agreement which OCHFT may enter into, which may provide for a trustee or other
fiscal agent to receive, have custody of and disburse OCHFT funds, the person
appointed by the Board of Directors to perform the treasurer function for OCHFT
shall receive, have the custody of and disburse OCHFT funds as nearly as possible
in accordance with generally accepted accounting practices, shall make the
disbursements required by this Agreement or to carry out any of the provisions or
purposes of this Agreement.
8
Section 8. Amendments and Additional Parties.
(a) This Agreement may not be amended or modified except by a vote of
two-thirds of all of the Parties through formal action approving such an amendment
by the Parties' respective governing bodies.
(b) No addition to, or alteration of, the terms of this Agreement, whether
by written or oral understanding of the parties, their officers, employees or agents,
shall be valid or effective unless made' in the form of a written amendment which is
formally adopted and executed by the Parties in the same manner as this
Agreement.
Section 9. Non -Liability for Obligations of OCHFT.
The debts, liabilities and obligations of OCHFT shall not be the debts,
liabilities and obligations of any of the Parties or personal debts, liabilities and
obligations of the Directors, officers or employees of OCHFT,; provided that a Party
may, by an agreement separate from this Agreement: contract for, or assume
responsibility for, specific debts, liabilities, or obligations of OCHFT.
Section 10. Admission and Withdrawal of Parties
(a) Admission of New Parties. It is recognized that additional parties
other than the original parties, may wish to join OCHFT. The County of Orange and
any Orange County city may become a party to OCHFT upon such terms and
conditions as established by the Board of Directors. An Orange County city shall
become a party to OCHFT by the adoption by the city council of this Agreement and
the execution of a written addendum thereto agreeing to the terms of this
Agreement and agreeing to any additional terms and conditions that may be
established by the Board of Directors.
(b) Withdrawal from OCHFT. Parties may withdraw from OCHFT at any
time upon their governing board's adoption of a resolution that so states the party's
intent to leave OCHFT. The withdrawal of any party, either voluntary or
involuntary, unless otherwise provided by the Board of Directors, shall be
conditioned as follows:
(1) In the case of a voluntary withdrawal, written notice shall be
given to OCHFT six months prior to the effective date of withdrawal; and
(2) Unless otherwise provided by a unanimous vote of the Board of
Directors, withdrawal shall result in the forfeiture of that party's rights and claims
relating to distribution of property and funds upon termination of OCHFT as set
forth in Section 2 above.
Section 11. Notices.
Notices required or permitted hereunder shall be sufficiently given if made in
writing and delivered either personally or by registered or certified mail, postage
prepaid, to the persons and entities listed herein at the following addresses, or to
such other address as may be designated to OCHFT for formal notice:
VE
(a) County of Orange:
Santa Aria, California
(b) City of
Section 12. Miscellaneous.
(a) Section Beadings, The section headings herein are for convenience
only and are not to be construed as modifying or governing or in any manner
affecting the scope, meaning or intent of the provisions or language of this
Agreement.
(b) Counterparts. This Agreement may be executed in any number of
counterparts, each of which shall be deemed to be an original, but all together shall
constitute but one and the same Agreement.
(c) Lays Governing. This Agreement is made in the State of California
under the Constitution and laws of such State and shall be construed and enforced
in accordance with the laws of California.
(d) Severability. Should any part, term, portion or provision of this
Agreement, or the application thereof to any person or circumstance, be held to be
illegal or in conflict with any law of the State of California, or otherwise be rendered
unenforceable or ineffectual, it shall be deemed severable, and the remainder of this
Agreement or the application thereof to other persons or circumstances shall
continue to constitute the agreement the Parties intended to enter into in the first
instance.
(e) Successors. This Agreement shall be binding upon and shall inure to
the benefit of the successors of the respective Parties hereto. - No party may assign
any right or obligation hereunder without the written consent of .a majority of the
other Parties.
IN WITNESS THEREOF, the parties hereto have caused this Agreement to
be executed and attested by their duly authorized officers as of the date first above
written.
Dated:
10
COUNTY OF ORANGE, a political
sub 'visi -of the State of California
Chairwom of the Board o Sup disors
SIGNED AND CERTIFIED THAT A
COPY OF THIS DOCUMENT HAS BEEN
DELIVERED TO THE CHAIRMAN OF
THEBOARD
Clerk of the Board of Supervisors
County of Orange, California
NOTICE TO COUNTY OF ORANGE
TO BE GIVEN TO:
FRANK KIM
COUNTY EXECUTIVE OFFICER
10 Civic Center Plaza
SANTA ANA, CA 92702-4062
APPROVED AS TO FORM:
LEON PAGE
COUNTY COUNSEL
By:
tj Sc -r .ir�� S �r-r w�s� J eY 7
Dated: .[n . c L 0 t 5
11
CITY OF ALISO VIEJO
Dated: -11 n / n
f
By: Ross Chun, Mayor
ATTEST:
City CI rk [.
NOTICE TO CITY TO BE GIVEN TO:
City Manager: David A. Doyle
City of Aliso Viejo
Street Address: 12 Journey, Suite 100
Aliso Viejo, CA 92656
Phone: (949) 425-2510
Fax: (949) 425-3899
APPROVED AS TO FORM:
By: S c�tf-r
City Attorney
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Dated: 10 12-& 12-0) 5
ATTEST:
�7� -
l� n
The s, ity Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Chris Zapata
City of Anaheim
200 S. Anaheim Boulevard, 7th Floor
Anaheim, CA 92805
Phone: (714) 765-5165
Fax: (714) 765-5164
APPROVED AS TO FORM:
By:
Robert Fabela, City Attorney
CITY OF ANAHEIM
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Dated: April 9, 2019
ATTEST:
O&a 11r --j AK.
Adria M. Jimenez, V4C, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Jim Vanderpool
City of Buena Park
Street Address: 6650 Beach Boulevard
Buena Park, CA 90621
Phone: 714-562-3550
Fax: 714-562-3559
APPROVED AS TO FORM:
By:
4Cr�igsto6phe�r G. Cardinale
City Attorney
CITY OF
LN
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Dated: 6 - 2-1 cl
ATTEST:
3t" arfle�
City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager:
City of Q 1(Y� L�SCt�
Street Address: 1 `1 F:tLt Y' Dyiye-
Phone: g -- 5000
Fax:
CITY OF C04a- Me60-
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
CITY OF DANA POINT
Dated:
JOSEPH . MULLER, MAYOR
ATTEST:
THY KINARD,
NOTICE TO BE GIVEN TO:
Mark Denny, City Manager
City of Dana Point
33282 Golden Lantern
Dana Point, CA 92629
APPROVED AS TO FORM:
Dated: A) - %3' ZGZ-(
ATTEST•
Q,4�-
Rick Mi er, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Rob Houston
City of _Fountain valley
Street Address: _10200 Slater Ave
_Fountain Valley_, CA _92708
Phone: _714-593-4445
Fax: 714-593-4494
APPROVED AS TO FORM:
Harper & Burns LLP
0
Colin Burns, City Attorney
CITY OF _Fountain Valley
r
By: _Steve NageL , Mayor_
Orange County Housing Finance Trust - Joint Powers Agreement Signature Page
CITY OF FULLERTON
Dated: ty I
B esus J. Silva. Ma or
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Kenneth A. Domer
City of Fullerton
Street Address: 303 E. Commonwealth Avenue
Fullerton, CA 92832
Phone: 714-738-6310
Fax: 714-738-6758
'AS TO FORM:
-51
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
f
Dated: Z? 1 c
ATTEST:
/f
C/ f
City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Scott Stiles
City of Garden Grove
11222 Acacia Parkway
Garden Grove, CA 92840
Phone: (714) 741-5100
Fax: (714) 741-5044
APPROVED AS TO FORM:
By:,-
ty Attorne ,
CITY OF GRDEN GROVE
9t6�
By: Steve Jones, Mayor
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
CITY OF HUNTINGTON BEACH
REVI WED AND APPROVED:
City Manager
NOTICE TO CITY TO BE GIVEN TO: APPROVED AS TO FORM:
City Manager: Oliver Chi
City of Huntip.,gton Beach
2000 Main Street
Huntington Beach, CA 92648 City Attorney
Phone: 714-536-5202
Fax: 714-536-5233
Orange County Housing Finance Trust - Joint Powers Agreement Signature Page
COUNTERPART
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Oliver Chi
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
Phone: 714-536-5202
Fax: 714-536-5233
CITY OF HUNTINGTON BEACH
REVIEWED AND APPROVED:
City Manager
APPROVED AS TO FORM:
gt/r City Attorne. MVc
COUNTERPART
Orange County Housing Finance Trust - Joint Powers Agreement Signature Page
Dated: Wtqbq(q
ATTEST:
.t
L11clerk
ieSwindell, C
NOTICE TO CITY TO BE GIVEN TO:
JIM SADRO, CITY MANAGER
CITY OF LA HABRA
110 E. LA HABRA BLVD.
LA HABRA, CA 90631
PHONE: (562) 383-4010
FAX: (562) 383-4474
12
Dated: 4 — /3—
ATTEST: 3 —
ATTEST:
CITY OF LAGUNA BEACH
By:
John Pietig, C' nager
0
y:
Ze�tte Chel, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
Assistant City Manager Christa Johnson
City of Laguna Beach
505 Forest Avenue
Laguna Beach, CA 92651
Phone: (949)497-0797
Fax: (949) 497-0771
Phil Kohn, City Attorney
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
CITY OF Laguna Hills
Dated: August 27, 2019 `
jMavorl
Don Sedgwick
ATTEST:
City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Don White
City of Laguna Hills
Street Address: 24035 E1 Thro Road
Laguna Hills , CA 92653
Phone: 949-707-2610
Fax: 949-707-2614
APPROVED AS TO FORM:
By:
City Attorney
Orange County Housing Finance Trust - Joint Powers Agreement Signature Page
Dated: April 16, 2019
ATTEST:
J a I. Laur, Deputy City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Kristine Ridge
City of Laguna Niguel
30111 Crown Valley Parkway
Laguna Niguel, CA 92677
Phone: 949-362-4300
Fax: 949-362-4340
APPROVED AS TO FORM:
Kevin G. Ennis, Esq.,City Attorney
CITY OF LAGUNA NIGUEL
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Dated:
ATTEST:
Maria Hvizar, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Debra D. Rose
City of Lake Forest
Street Address: 100 Civic Center Drive
Lake Forest, CA 92880
Phone: 949-461-3400
Fax: 949-461-3511
APPROVED AS TO FORM:
By:
Matthew Richardson, City Attorney
CITY OF LAS FOREST
A-�7. t_
By: N•Zi Moatazedi, Mayor
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Resolution No. 2020-16
Page 22 of 22
Dated: S 7 5
ATTEST:
Isar n Hammanr ecretary
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Dennis Wilberg
City of Mission Viejo
Street Address: 200 Civic Center
Mission Viejo, CA 92691
Phone: (949) 470-3051
Fax: (949) 859-1386
APPROVED AS TO FORM:
By: -
William P. Curley, City At r ey
CITY OF MISSION VIEJO
F/n'
By: Greg Raths, Mayor
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Dated: _ q - ,n
ATTEST:
NOTICE TO CITY TO BE GIVEN TO:
City Manager: 6-trAr g--
City of mzvv MY--,, .-py�IC-1-,
Street Address: l Ga n yr i c. C�,r,¢cs-
Nfd,vl= r --t I�e��-. , CA 9-2-6(,o
Phone: chi /&zw - 3 0
Fax:
APPROVED AS TO FORM:
By: I 'e,f �--- V 11 .t v l?), S�ii Y7lfff�t
Ity Attorney
CITY OF
1-0
Orange County Housing Finance Trust - Joint Powers Agreement Signature Page
Section 11(b). Notices.
Notices required or permitted hereunder shall be sufficiently given if made in writing and
delivered either personally or by registered or certified mail, postage prepaid, to the
persons and entities listed herein at the following addresses, or to such other address as
may be designated to OCHFT for formal notice:
City of Orange
Attention: City Manager -
300 E. Chapman Avenue
Orange, CA 92866
IN WITNESS of this Agreement, the parties have entered into this Agreement as
of the year and day first above written. •
«ClW,
CITY OF ORANGE, a municipal corporation
By: PL 11 �—/ �
ga-rk A. Murphy,
ATTEST:
Pamela Coleman, City Clerk
APPROVED AS TO FORM:
A
Mary E. )Inning
Senior Assistant City
ATTEST:
W&46�w
Robert M. McKinnell, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
City Administrator: Damien R. Arrula
City: Placentia
Street Address: 401 E. Chapman Ave
Placentia, CA 92870
Phone: (714) 993-8117
Fax: (714) 961-0283
APPROVED AS TO FORM:
By: / ��` a.— -
Ch is Bettenhausen, City Attorney
CITY OF PLACENTIA
By: Rhonda Shader, Mayor
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
CITY OF SAN JUAN CAPISTRANO
Dated: �
- y: Benjamin Si gel, City Manager
ATTEST:
0��
CRY C erk
NOTICE TO CITY TO BE GIVEN TO:
City Manager: Benjamin Siegel
City of San Juan Capistrano
Street Address: 32400 Paseo Adelanto,
San Juan Capistrano, CA 92675
Phone: (949) 493-1172
Fax: (949) 493-1053
APPROVED AS TO FORM:
1 � -
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
ATTEST
DAISY GOMEZ
CLERK OF THE COUNCIL
APPROVED AS TO FORM
Sonia R. Carvalho
City Attorney
RECOMMENDED FOR APPROVAL
/} ;G W%
teven Z M o
Executive Di.� or
Community Development Agency
12
CITY OF SANTA ANA
Kristine Ridge
City Manager
Dated:
NOTICKTO CITY TO BE GIVEN TO:
City Manager:.] T62
City of Sfan Fav►,
Street Address: �7700 9a4e,11A
CA 7
Z FO
Phone: (N) SQD- y-2 R
Fax: 0qj yfp-14ry3
APPROVED AS TO FORM:
CITY OF STANTON
, Im
ligFRI
t l ix,NEr / ' •
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
( "CITY"
DATED: �n� �_ ` CITY OF TUSTIN
/
BY:
APPROVED AS TO FORM
BY 9/71�.. _ l
ATTORNEYDAVID E. KENDIG,
CITY
1
"4,/ ,�t,,
CHARLES E. PUCKETT
MAYOR
ATTEST
BY: L � - a�a,
ERICA N. YAS A,
CITY CLERK
12
CITY OF WESTMINSTER
Dated:
By: Tri Ta, Mayor
ATTEST:
ow�—
Christine. Cordon, City Clerk
NOTICE TO CITY TO BE GIVEN TO:
Eddie Manfro, City Manager
City of Westminster
8200 Westminster Blvd
Westminster, CA 92683
Phone: (714) 548-3172
APPROVED AS TO FORM:
B
City Attorney
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page
Orange
County
Housing
Finance
Tru st
FY 2022-23 Administrative Budget
ADMINISTRATIVE REVENUES
21-22
BUDGET
21-22
BUDGET
21-22 As Of
04/30/22
°
/°
Est 21-22
06130/22
Est 21-22
06130/22
%
GENERAL OPERATING COSTS
22-23
BUDGET
REAP Grant
$
310,000
$
-
0%
$
130,000
42%
$
470,000
County of Orange Administrative Grant
$
200,000
$
200,000
100%
$
200,000
100%
$
200,000
City Memberhip Contribution
$
-
$
-
0%
$
-
0%
$
-
Local Housing Trust Fund Administrative Grant
$
105,384
$
21,457
20%
$
99,264
94%
$
341,367
Interest Earned
$
-
$
43,386
0%
$
52,000
0%
$
52,000
Carryover funds from previous year
$
-
$
207,372
0%
$
207,372
0%
$
188,466
Annual Project Compliance Monitoring Fee
$
-
$
-
0%
$
4,295
0%
$
19,765
TOTAL ADMINISTRATIVE REVENUES
$
615,384
$
472,215
77%
$
692,931
113%
$
1,271,598
ADMINISTRATIVE EXPENSES
21-22
BUDGET
21-22 ASO'
04130/22
%
Est 21-22
06130/22
%
22-23
BUDGET
GENERAL OPERATING COSTS
Memberships/Subscriptions/Dues/Website/Email
$
2,500
$
-
0%
$
307
12%
$
1,000
Office Supplies/Mailing/Equipment/Software/Copying/Misc Fees
$
2,000
$
427
21%
$
427
21%
$
1,500
Conference -Registration Fees/Travel Expenses/Business Meeting
$
4,000
$
-
0%
$
-
0%
$
4,000
Insurance (Affiant) (this budget item approved mid -year)
$
16,000
$
12,581
79%
$
12,581
79%
$
14,500
TOTAL GENERAL OPERATING COSTS
$
24,500
$
13,008
53%
$
13,315
54%
$
21,000
CONSULTANT COSTS
Management and Administration (CivicStone)
$
240,000
$
189,708
79%
$
285,000
119%
$
260,000
County Counsel (County MOU)
$
40,000
$
65,484
164%
$
82,000
205%
$
110,000
County Clerk of the Board (County MOU)
$
6,000
$
1,796
30%
$
2,500
42%
$
6,000
County Sheriff (Board Meeting AudiolVideo) (County MOU)
$
1,803
$
463
26%
$
1,000
55%
$
2,000
County Treasurer (County MOU)
$
-
$
5,142
0%
$
6,250
0%
$
6,000
County Auditor Controller (County MOU)
$
7,500
$
8,957
119%
$
12,000
160%
$
15,000
County Community Resources (County MOU)
$
80,000
$
36,592
46%
$
45,000
56%
$
50,000
Financial Consultant (CSH)
$
35,000
$
-
0%
$
-
0%
$
18,000
Auditing Consultant (Edie Bailly)
$
17,000
$
15,400
91%
$
15,400
91%
$
17,000
Advocacy/Lobbying Services
$
72,000
$
36,000
50%
$
42,000
58%
$
72,000
Marketing & Communication Services
$
20,000
$
-
0%
$
-
0%
$
25,000
Website and GIS Mapping Consultant
$
71,581
$
-
0%
$
-
i 0%
$
65,000
TOTAL CONSULTANT COSTS $
590,884
$
359,542
61%
$
491,150
83%
1 $
646,000
ESTIMATED ANNUAL EXPENSES $
615,384
$
372,550
61%
$
504,465
1 82%
1 $
667,000
REVENUE MINUS EXPENSES 1 $ - 1 $ 99,665 1 1 $ 188,466 1 $ 604,598
Dated: �/ l io�09
CITY OF SEAL BEACH
k ) ffWv1441,J
By Joe Kalmick Mayor
NOTICE TO CITY TO BE GIVEN
City Manager: Jill Ingram
City of Seal Beach
2118th Street
Seal Beach, CA 90740
Phone: 562-431-2527
Fax: 562-493-9857
APPROVED AS TO ORM:
By:
4raigg *Steele., City Attorney
Orange County Housing Finance Trust — Joint Powers Agreement Signature Page