Beverly Hills City Council
July 21, 2026

STAFF REPORT
Meeting Date: July 21, 2026
To: Honorable Mayor & City Council
From: Logan Phillippo, Real Property Development Manager Chloe Chen, Principal Planner
Mandy Jiang, Senior Management Analyst
Subject: Potential Establishment of a Westside Cities Affordable Housing Trust Attachments: 1. Draft Joint Powers Authority (“JPA”) Agreement

2. Proposed Trust Fiscal Year 26-27 Budget

3. Proposed Trust Strategic Plan

INTRODUCTION
The Westside Cities Council of Governments (“WSCCOG” or the “COG”) has been studying the feasibility of establishing a new regional housing entity comprised of member cities Beverly Hills, Culver City, Santa Monica, and West Hollywood that would be known as the Westside Cities Affordable Housing Trust (“WSCAHT” or the “Trust”).

Key Information
• The Trust would operate independently from WSCCOG and would be governed by a separate Board of Directors. If the four Westside cities join, there would be seven Directors: four would be an elected official appointed by each of the four cities (each an “Elected Official Director”) and three would be housing and homeless policy experts appointed by a majority vote of the Elected Official Directors (each an “Expert Director”).
• The primary source of the Trust’s revenue would be funds from the 2024 voterapproved Los Angeles County Measure A, which allows up to 5% of funds to be allocated to administrative costs and would fund the Trust’s operating expenses.

The Trust could require member cities to pay fees for certain administrative costs for the Trust. The proposed Fiscal Year 26-27 Trust budget shows estimated operating expenses would be paid entirely from 5% of Measure A funds allowed for administrative expenses and does not include a fee from the member cities. • Subject to direction from the Trust Board, if established, it is anticipated the Trust would distribute Measure A funds to potential projects in each of the four cities through competitive processes issuing loans.

Meeting Date: July 21, 2026

• Membership in the Trust would not obligate the City to approve any housing development, contribute funding to any housing project, waive local land use authority, or assume liability for the Trust's obligations.

Staff seeks City Council direction on whether to enter into a Joint Powers Authority (“JPA”) agreement, as shown in Attachment 1. If directed to proceed, Staff would bring the final JPA forward for City Council approval at an August or September Formal Session on the Consent Agenda. Staff, WSCCOG staff, and the WSCCOG’s consultant assisting with establishment of the Trust, Harris & Associates, will be available to answer questions.

DISCUSSION
Westside Cities Council of Governments (“WSCCOG” or the “COG”) Background WSCCOG is a multi-jurisdictional governing body that is comprised of the four Westside cities (Beverly Hills, Culver City, Santa Monica, and West Hollywood) along with the City of Los Angeles and County of Los Angeles representing their respective Westside areas.

The COG has worked toward establishing a regional housing trust since 2022 utilizing funds from the Southern California Association of Governments (“SCAG”) Regional Early Action Planning (“REAP”) 1.0 program to evaluate whether to form the Trust. The recommendation resulting from that study, which was completed in 2023, was to form a trust to serve as a regional, Westside-cities-focused tool that can effectively pool resources across its member cities and facilitate housing production. Utilizing SCAG REAP 2.0 funding, the COG is currently working to form the Trust and has engaged consultant Harris & Associates to assist in these efforts.

On June 11, 2026, the COG Board voted to endorse the formation of the Trust and directed that the draft JPA agreement be presented to each Westside city for consideration.

Rationale to Form the Trust
Formation of the Trust would create a tool for the Westside cities to maximize their collective impact in producing new affordable units while maintaining compliance with LACAHSA’s requirements and timelines associated with Measure A funds. While WSCCOG already coordinates regional housing initiatives and funding programs, it does not function as a comprehensive housing financing entity.

For example, the COG cannot directly issue loans to affordable housing developments, instead relying on grants such as the $877,798 awarded to developer WHCHC’s Robertson Sunflower development in Beverly Hills through the 2025 WSCCOG Call for Developments. Issuing future housing development awards as loans, rather than grants, would reduce administrative burden on affordable housing developers while also over the long-term eventually replenishing the Trust’s funds. The Trust would have authority to originate, fund, administer, and hold loans, lines of credit, or other financing instruments for the planning, development, preservation, or rehabilitation of affordable housing.

The Trust would provide a dedicated regional mechanism to accelerate affordable housing production and preservation by deploying funding strategically, consistently, and at a scale that individual jurisdictions may be unable to achieve on their own. The Trust would also create shared technical capacity and expertise to support member cities as affordable housing projects become increasingly complex and competitive for funding.

Meeting Date: July 21, 2026

The Trust would not replace individual city-level housing programs or individual city discretion over land use. Rather, the Trust would strengthen and complement existing local programs by providing additional funding resources, technical expertise, and regional coordination.

Measure A Funds and Allocation
In 2024, Los Angeles County voters approved the Affordable Housing, Homelessness Solutions, and Prevention Now Transactions and Use Tax Ordinance, commonly referred to as Measure A. This authorized a ½ cent countywide sales tax dedicated to addressing homelessness through affordable housing, prevention efforts, and renter support.

Measure A allocates 35.75% of the tax to the Los Angeles County Affordable Housing Solutions Agency (“LACAHSA”), and LACAHSA allocates 70% of its funds to “eligible jurisdictions” as defined in the County’s Measure A Ordinance. Measure A funds do not flow directly to Beverly Hills but instead to WSCCOG, which is one of the eligible jurisdictions. LACAHSA’s program guidelines require that funds are allocated across four separate categories as shown in Table 1.

Table 1: Fiscal Year 26-27 LACHASA Funding Allocated to WSCCOG PPO1 RPHP2 TA3 Total
$4,573,751 $2,117,286 $352,881 $7,043,918
65% 30% 5% 100%
On June 11, 2026, the WSCCOG Board voted to transfer $8,446,686 to the Trust, if it is formed by October 2026, from Measure A Fiscal Years 25-26 and 26-27 funds as shown in Table 2 below. Attachment 2 details the Fiscal Year 26-27 proposed Trust budget. The Trust would primarily utilize LACAHSA’s Production, Preservation and Ownership (“PPO”) funds in its initial years and could seek additional funding through opportunities from various state or regional sources as they become available.

Table 2: Initial WSCCOG Measure A Funds Transferred to WSCAHT Amount Description
$ 3,667,435 A portion of Fiscal Year 25-26 LACHASA PPO funds4 $ 4,573,751 All Fiscal Year 26-27 LACAHSA PPO funds shown in the table above
$ 205,500 A portion of Fiscal Year 26-27 LACHASA TA funds shown in the table above
$ 8,446,686 Total
1 Production Preservation and Ownership. This consists of two categories. The PPO New Construction category consists of constructing new permanent residential units, the substantial rehabilitation of residential or non-residential structures into affordable housing, or other subsidies that support new construction. The PPO Flexible category can be spent on new construction or other approved uses. 2 Renter Protection and Homelessness Prevention
3 Technical Assistance
4 Total FY 25-26 PPO funds were $4,545,233. $877,798 has been allocated to the 327-335 South Robertson Beverly Hills Robertson Sunflower project after completion of a competitive process. $3,667,435 remains available.

Meeting Date: July 21, 2026

Trust Evaluation and Formation Process
Through SCAG-funded REAP 1.0 and 2.0 efforts, WSCCOG completed a feasibility assessment, received a recommendation to pursue formation of a regional housing trust, and proceeded with implementation planning. WSCCOG engaged consultant Harris & Associates in February 2025 and has worked with COG member cities to evaluate governance structures, funding opportunities, operational models, housing needs, stakeholder priorities, and implementation strategies associated with the Trust formation.

Over the past year, WSCCOG has completed technical analysis and stakeholder engagement to evaluate the feasibility and structure of the potential Trust, including:
• A governance and best practices assessment reviewing successful housing trust models throughout California;
• A funding opportunities analysis examining local, regional, state, federal, and philanthropic funding sources;
• An outreach and engagement plan, including a public community forum held on May 14, 2026, to gather public input regarding housing needs and potential Trust priorities;
• Interviews with COG member cities’ staff, elected officials, affordable housing developers, housing finance professionals, philanthropic organizations, and other regional partners;
• A regional housing needs assessment evaluating housing conditions and affordable housing needs across Beverly Hills, Culver City, Santa Monica, and West Hollywood;
• Establishment and organization of a Steering Committee to serve as an advisory policy body to guide and evaluate the potential formation of the Trust; • An implementation framework for the ongoing development of draft trust formation documents, including a JPA Agreement and By-Laws, which have been reviewed by staff and legal counsel from each respective city; and • Development of a proposed Fiscal Year 26-27 operating budget and management structure.

On June 11, 2026, the WSCCOG Board voted to endorse the formation of the Trust and directed that the draft JPA agreement be presented to each Westside city.

Trust Draft Strategic Plan
The Trust’s draft Strategic Plan establishes a three-year roadmap for the Trust's initial operations and is organized around four strategic priorities:

1. Technical Assistance and Pipeline Development
Support member cities in identifying, evaluating, and advancing housing opportunities while building a pipeline of viable housing projects.

2. Capital Funding, Deployment and Growth
Deploy available funding resources effectively, support housing production and preservation, and pursue additional funding opportunities.

Meeting Date: July 21, 2026

3. Systems, Data and Communications
Strengthen organizational transparency, performance measurement, reporting, and public communication regarding Trust activities and outcomes.

4. Regional Partnerships and Member Engagement
Strengthen collaboration among member cities, developers, lenders, nonprofit organizations, funding partners, and other housing stakeholders.

Together, these priorities are intended to support housing production, preservation, and financing throughout the Westside. The draft Strategic Plan is included as Attachment 3.

Proposed Joint Powers Authority (“JPA”) Agreement
Key details of the JPA include the following:
• Only City of Los Angeles, County of Los Angeles, and cities within the jurisdiction of WSCCOG may be party to the JPA and a member of WSCAHT. It is not anticipated that City of Los Angeles or County of Los Angeles will adopt the JPA. • The JPA would become effective upon approval by the governing bodies of at least three eligible member cities and could be terminated by agreement of a majority vote of the member cities. The JPA includes a process for eligible agencies that join more than one year after the JPA’s effective date. It also includes provisions for withdrawal.
• WSCAHT would be established as a separate public entity pursuant to California Government Code §§ 6500 et seq. and 6539.1.
• The purpose of the Trust would be to receive, manage, and deploy public and private funding to finance the development and preservation of affordable housing for extremely low-, very low-, and low-income households. • The Trust would maintain all the powers common to the cities that are party to the JPA which are necessary, convenient, specified, or implied, to accomplish the purpose of the Trust, including but not limited to:
o Receiving and administering public and private funding sources; o Providing grants and loans for affordable housing activities; o Supporting acquisition, predevelopment, construction, preservation, and homeownership programs;
o Providing technical assistance and project readiness support; and o Pursuing additional housing funding opportunities on behalf of member jurisdictions.
• The JPA does not authorize the trust to do any of the following:
o Regulate land use within the jurisdiction of any of the JPA parties; o Levy, or advocate or incentivize the levying of, an exaction, including an impact fee, charge, dedication, reservation, or tax assessment, as a condition of approving the funding for or approval of a development project; o Require or incentivize inclusionary zoning requirements; o Require the member cities to dedicate or assign funding for any WSCAHT obligations or programs;
Meeting Date: July 21, 2026

o Fund a housing project or program that is not supported by the city or jurisdiction where the project will be sited. Prior to Trust funding consideration, the applicable city or jurisdiction shall have provided preliminary written support from the City Manager, Community Development Director, or equivalent authorized official acknowledging that the applicant may pursue Trust funding for the proposed project; o Require the member cities to accept or provide any number of housing units as a prerequisite to joining or remaining a member of WSCAHT; or o Affect the individual power of each city separately to implement affordable housing projects and programs generated within its jurisdictional boundaries.

The Trust would operate independently from WSCCOG, maintain separate financial records, comply with the Brown Act, conduct annual independent audits, and provide annual public reporting.

Trust Board of Directors and Governance Structure
California Government Code § 6539.1 requires that a regional housing trust be governed by a board of directors consisting of a minimum of five directors, that at least three board members shall be elected members from a local agency that is a party to the JPA, and that at least two additional board members shall be experts in homeless or housing policy that are not elected officials of a local agency. The proposed JPA is structured to comply with these and all other legal requirements.

The proposed JPA would be governed by a Board of Directors consisting of one elected official appointed by each member city (each an “Elected Official Director”). The Elected Official Directors would appoint, by majority vote, additional Directors that are housing and homeless policy experts (each an “Expert Director”). All Directors would have one vote on matters before the Board.

At all times, the Board would consist of not fewer than three Elected Official Directors and a number of Expert Directors that is one less than the number of Elected Official Directors.

If all four cities join the Trust, there would be a total of seven Directors: four Elected Officials and three Experts.

Status of Trust Formation
WSCCOG has attempted to gain consensus on establishing the Trust to the greatest extent possible. In order to enter into the JPA, all parties must adopt the same JPA document.

On June 11, 2026, the WSCCOG Board voted to endorse the formation of the Trust and directed that the draft JPA agreement be presented to each COG city. Culver City, Santa Monica, and West Hollywood are each targeting review and discussion with their respective City Councils for late July through mid-August.

The June 11, 2026, WSCCOG Board recommendation also assumed all four proposed member cities would join the Trust, and, if formed, WSCCOG would subsequently transfer the identified Measure A LACAHSA PPO funds to the Trust to support its housing financing and program activities. If one or more cities ultimately choose not to participate in the Trust, or if a Trust is not formed, WSCCOG would need to reevaluate the recommended Meeting Date: July 21, 2026

funding strategy and determine how best to allocate available PPO resources consistent within LACAHSA requirements and WSCCOG Board direction.

FISCAL IMPACT
There is no direct fiscal impact to entering into the proposed JPA at this time.

The purpose of the JPA is to establish a mechanism by which Measure A funds may be deployed across the Westside. Measure A funds do not directly flow to Beverly Hills or other WSCCOG member cities, but instead to WSCCOG. It is anticipated that affordable housing developers would apply to various financing opportunities announced by the Trust. Should projects in the Beverly Hills jurisdiction be awarded funds, the City could indirectly benefit. For example, funds awarded by the Trust might reduce any potential gap funding the City might have otherwise contributed.

The primary source of the Trust’s revenue would be funds from the 2024 voter-approved Los Angeles County Measure A, which allows up to 5% of funds to be allocated to administrative expenses and would fund the Trust’s The operating expenses The Trust could require member cities to pay fees for certain administrative costs for the Trust.

The proposed Fiscal Year 26-27 Trust budget, shows estimated operating expenses would be paid entirely from 5% of Measure A funds allowed for administrative expenses and does not contemplate a fee from the member cities.

RECOMMENDATION
Staff seeks City Council direction on whether to enter into the proposed JPA agreement, as shown in Attachment 1.

Given that WSCCOG has recommended the proposed JPA structure after thorough review and analysis and that the potential Trust would offer a mechanism by which Westside cities can pool and direct Measure A funds to projects that are proposed in each jurisdiction, Staff recommends City Council adopt the JPA.

If one or more cities ultimately choose not to participate in the Trust, or if a Trust is not formed, WSCCOG would need to reevaluate the recommended funding strategy and determine how best to allocate available PPO resources consistent within LACAHSA requirements and WSCCOG Board direction. Culver City, Santa Monica, and West Hollywood are each targeting review, discussion, and possible adoption with their respective City Councils for late July through mid-August If directed to proceed, Staff would bring the final JPA forward for City Council approval at an upcoming August or September Formal Session on the Consent Agenda along with an update of the other three cities’ adoption status.

Staff, WSCCOG staff, and WSCCOG’s consultant assisting with establishment of the Trust, Harris & Associates, will be available to answer questions.

Ryan Gohlich,
City Manager
Approved By
Attachment 1
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JOINT EXERCISE OF POWERS AGREEMENT
of the

WESTSIDE CITIES AFFORDABLE HOUSING TRUST
THIS JOINT EXERCISE OF POWERS AGREEMENT (“Agreement”) is made this ___ day of __________, 2026 (“Effective Date”), by and between the public agencies listed in Exhibit A, attached hereto and incorporated herein by reference (each a “Party” and collectively the “Parties”).

RECITALS
A. The Parties are authorized to and have a strong interest in promoting the health, safety, and welfare of the residents within their geographic boundaries.

B. The Parties acknowledge that the State of California has declared the existence of an affordable housing crisis in communities and regions across the state due to the high cost of housing.

C. The Parties find it in their mutual interest to increase the availability of affordable housing, workforce housing, and supportive housing and to prevent and reduce homelessness in a coordinated manner on a regional level.

D. An adequate supply of housing throughout the Westside subregion of Los Angeles County will provide social and economic benefits to residents and taxpayers of the Parties.

E. California Government Code section 6500 et seq. (the “Joint Exercise of Powers Act”) permits two or more public agencies to create joint powers authorities to exercise powers common to the contracting parties.

F. In 2023, the Legislature amended the Joint Exercise of Powers Act by adding Government Code section 6539.1, which expressly authorizes the creation of regional housing trusts.

G. The Parties desire to create the Westside Cities Affordable Housing Trust (“WSCAHT”) as a regional housing trust pursuant to Government Code section 6539.1 for the purpose of receiving, managing, and deploying funds for the development, preservation, and financing of affordable housing.

H. WSCAHT shall perform governmental functions exclusively for public purposes and shall operate as a public entity separate and apart from the Parties.

I. The Parties intend that WSCAHT shall constitute a governmental entity and an instrumentality of its member public agencies, performing essential governmental functions on behalf of such agencies, and that all funds, assets, and activities of WSCAHT shall be used exclusively for public purposes in furtherance of affordable housing.

NOW, THEREFORE, in consideration of the mutual promises and agreements contained herein, the Parties agree as follows:
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Section 1. Creation and Purpose.
(a) Creation of WSCAHT. Pursuant to the Joint Exercise of Powers Act, including Government Code sections 6500 et seq. and 6539.1, the Parties hereby create a public entity known as the Westside Cities Affordable Housing Trust (“WSCAHT” or “Trust”).

WSCAHT shall be a public entity that is separate and apart from the Parties of this Agreement and is responsible for the administration of this agreement. (b) Purpose. The purpose of WSCAHT is to receive, manage, and deploy public and private funding to finance the development and preservation of affordable housing for persons and families of extremely low-, very low-, and low-income, as defined in Section 50093 of the California Health and Safety Code.

The Trust may support, finance, or facilitate housing, including but not limited to:
• Permanent supportive housing
• Affordable rental housing
• Affordable ownership housing
• Workforce housing
• Homeless housing solutions
The Trust may accomplish these purposes by engaging in activities including, but not limited to, the following (with further detail provided under Section 3(b)):
• making loans
• providing grants
• issuing bonds or other debt instruments
• entering into public-private partnerships
• preserving existing affordability restrictions.

WSCAHT is intended to operate as a governmental instrumentality of its member agencies, exercising essential governmental functions on their behalf. All activities, funds, and operations of WSCAHT shall be carried out exclusively for public purposes, and no activities shall be conducted for the benefit of any private individual or entity except as incidental to the accomplishment of such public purposes.

Section 2. Term and Termination
(a) Term. This Agreement shall become effective upon approval by the governing bodies of at least three eligible Parties.

The Agreement shall remain in full force until terminated as provided herein. 3 | P a g e
(b) Termination. This Agreement may be terminated by agreement of a majority vote of the Parties. Upon termination of this Agreement, WSCAHT shall be dissolved and, after payment of or provision for payment of all liabilities of WSCAHT, the assets of WSCAHT shall be distributed to the Parties in proportion to the contributions of each Party to WSCAHT and the amounts paid by each Party in connection with WSCAHT’s activities.

Section 3. Powers and Duties of WSCAHT.
(a) General Powers. WSCAHT shall have all the powers common to the Parties to this Agreement which are necessary, convenient, specified, or implied, to accomplish the purpose of WSCAHT as set forth in Section 1 hereof, subject to the restrictions set forth in Section 3, subdivision (c) hereof. Said powers shall be exercised in the manner provided in the Joint Exercise of Powers Act, including without limitation as set forth in Government Code section 6539.1, and, except as expressly set forth herein, shall be subject only to such restrictions upon the manner of exercising such powers as are imposed upon the City of ____________, a ___________ city, in the exercise of similar powers.
(b) Specific Powers. Without limiting the generality of the powers conferred in subdivision (a) of this Section 3, WSCAHT is hereby authorized, in its own name, to do all of the acts necessary or convenient to the accomplishment of the 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 hire employees or contract for staff assistance, including but not limited to contracting with other public agencies;

3. to sue and be sued in its own name;

4. to apply for, accept, and receive grants, loans, and other aids from any agency of the United States of America, the State of California, Los Angeles County, a Party to this Agreement, or any other agency providing funding related to the purposes of this Agreement;

5. to originate, fund, administer, and hold loans, lines of credit, or other financing instruments for the planning, development, preservation, or rehabilitation of affordable housing, including loans that may be secured or unsecured, and including loans secured by deeds of trust, affordability covenants, ground leases, or other security interests in real or personal property.

6. to invest any money in the treasury pursuant to Section 6505.5 of the Joint Exercise of Powers Act that is not required for the immediate necessities of WSCAHT, as WSCAHT determines is advisable, in the same manner and upon the same conditions as local agencies, pursuant to Section 53601 of the California Government Code; 4 | P a g e

7. to apply for letters of credit or other forms of financial guarantees in order to enter into agreements in connection therewith;

8. to incur and discharge debts, liabilities, and obligations, subject to the limitations set forth in this Agreement and to the extent permitted by law;

9. to assume ownership of and assume enforcement obligations and authority for affordability covenants governing a property from another entity in order to preserve the units as affordable;

10. to engage the services of private consultants to render professional and technical assistance and advice in carrying out the purposes of this Agreement;

11. to employ and compensate legal counsel determined appropriate by WSCAHT in carrying out the purposes of this Agreement;

12. to contract for engineering, construction, architectural, accounting, environmental, land use, or other services determined necessary or convenient by WSCAHT in connection with the accomplishment of the purposes of this Agreement;

13. 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 WSCAHT determines are necessary or convenient in connection with the accomplishment of the purposes of this Agreement;

14. for the purposes of renting space for WSCAHT 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 WSCAHT determines are necessary or convenient in connection with the accomplishment of the purposes of this Agreement;

15. to solicit, accept, receive, administer, and expend donations, charitable contributions, gifts, endowments, or other voluntary financial support from public or private sources, including, without limitation, foundations, nonprofit organizations, corporations, and individuals, provided that all such funds are used exclusively for public purposes consistent with the mission of WSCAHT.

WSCAHT may accept restricted or project-specific donations, provided that:
(a) such restrictions are consistent with WSCAHT’s public purposes; (b) WSCAHT retains full and independent discretion over the ultimate use and allocation of such funds;
(c) no donation shall be accepted that would result in impermissible private benefit or private control over WSCAHT’s decisions; and
(d) all funding decisions shall remain subject to approval by the Board of Directors in accordance with applicable law, including the Ralph M. Brown Act. 5 | P a g e

16. to acquire, hold, or dispose of property, contributions and donations of property, funds, services, and other forms of assistance from persons, firms, corporations, and government entities;

17. to partner with Parties on funding solicitations and other opportunities for the purposes set forth in this Agreement, including but not limited to jointly exercising powers with a Party pursuant to the Joint Exercise of Powers Act;

18. to authorize and issue bonds, certificates of participation, or any other debt instrument repayable from funds and financing received and pledged by the WSCAHT.

19. to propose amendments to this Agreement;

20. to the extent not herein specifically provided for, to exercise any and all other powers as may be provided for WSCAHT in the Joint Exercise of Powers Act or any other applicable law; and

21. to carry out and enforce all the provisions of this Agreement. (c) Limitation on Powers. This Agreement does not authorize WSCAHT to do any of the following:

1. Regulate land use within the jurisdiction of any of the Parties;

2. Levy, or advocate or incentivize the levying of, an exaction, including an impact fee, charge, dedication, reservation, or tax assessment, as a condition of approving the funding for or approval of a development project;

3. Require or incentivize inclusionary zoning requirements;

4. Require the Parties to dedicate or assign funding for any WSCAHT obligations or programs;

5. Fund a housing project or program that is not supported by the city or jurisdiction where the project will be sited. Prior to Trust funding consideration, the applicable city or jurisdiction shall have provided preliminary written support from the City Manager, Community Development Director, or equivalent authorized official acknowledging that the applicant may pursue Trust funding for the proposed project.

Such acknowledgment shall not constitute any land use, entitlement, environmental, or other project approval or any pre-commitment from that city or jurisdiction to approve or fund the project. ;

6. Require the Parties to accept or provide any number of housing units as a prerequisite to joining or remaining a member of WSCAHT; and

7. Affect the individual power of each Party separately to implement affordable housing projects and programs generated within its jurisdictional boundaries.

Section 4. Members
The members of WSCAHT shall be the Parties to this Agreement, and such other public agencies as may join WSCAHT after execution of this Agreement. New members may join on the terms 6 | P a g e
and conditions set forth in Section 10 hereof. Only the City of Los Angeles, County of Los Angeles, and cities within the jurisdiction of the Westside Cities Council of Governments may be a party to this Agreement and a member of WSCAHT.

Section 5. Board of Directors
(a) Selection of Directors. WSCAHT shall be governed by a Board of Directors selected as follows:
a. The WSCAHT shall be governed by a Board of Directors constituted in accordance with applicable provisions of California law governing regional housing trusts, including Government Code 6539.1.
b. The Board of Directors shall consist of not fewer than five (5) members. The governance and control of WSCAHT shall at all times be vested in public officials or individuals appointed by public agencies in accordance with this Agreement, and no private entity shall have the authority to direct or control the actions or decisions of WSCAHT.
c. The Board of Directors shall consist of one (1) elected official appointed by each Member Agency that is a party to this Agreement. The Board shall at all times consist of not fewer than three (3) directors that are elected officials appointed by the Member Agencies, consistent with the minimum number of Member Agencies required for this Agreement to become effective pursuant to Section 2(a). The governance and control of WSCAHT shall at all times be vested in public officials or individuals appointed by public agencies in accordance with this Agreement, and no private entity shall have the authority to direct or control the actions or decisions of WSCAHT. Each Member Agency shall also appoint one of its elected officials as an Alternate Director, who may serve in the absence of the Party’s appointed Director.
d. All directors appointed directly by a Member Agency pursuant to subsection (c) shall be elected officials of a local agency that is a party to this Agreement. Each Member Agency shall determine its own method of appointment, replacement, and removal of its director.
e. In addition to the directors appointed pursuant to subsection (c), the Board shall include individuals with expertise in homeless or housing policy who are not elected officials of a local agency. The number of these appointed expert directors shall be one (1) less than the total number of elected official directors serving on the Board, but in no event fewer than two (2). These expert directors shall be appointed by a majority vote of the elected official directors serving on the Board. f. Any additional directors shall meet the eligibility requirements described above, provided that a majority of the Board of Directors shall remain elected officials from the member agencies.
g. Each Director shall have one (1) vote on matters before the Board. h. All Directors must represent a city or county that is a party to the Joint Powers Agreement, unless serving as a housing or homelessness policy expert appointed pursuant to this section.
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(b) Board Powers. Subject to the limitations of this Agreement and the laws of the State of California, the powers of WSCAHT shall be vested in and exercised by, and its property and its affairs administered by, the Board of Directors. (c) Advisory Bodies. The Board of Directors may appoint advisory bodies that may include such persons as are designated by the Board of Directors. The Board of Directors shall adopt bylaws that govern the appointment of advisory bodies, should it determine in its discretion to appoint such advisory bodies.
(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 Director; provided such expenses have been approved by the Board of Directors before they are incurred, and incurred in accordance with any WSCAHT policies or procedures governing the same.
(e) Term. The Parties shall appoint the Directors for the WSCAHT Board of Directors no later than the Effective Date, or at such other time as the Board may determine. Any appointment made prior to the Effective Date shall become effective upon the Effective Date of this Agreement. Each Director shall serve at the pleasure of the appointing Party and may be removed or replaced at any time by that Party. Directors who are elected officials may not continue serving as Directors after ceasing to hold the elected office that qualified them for appointment.

In the event of a vacancy on the Board of Directors, the Party holding the appointment for that Director seat shall select a replacement Director within sixty (60) days of the vacancy. The Board of Directors shall thereafter ratify the appointment of the replacement Director, who shall serve the remainder of the applicable term, if any, unless otherwise determined by the appointing Party.

Each Party shall determine its own procedures for appointment, reappointment, replacement, and removal of its Director consistent with Government Code Section 6539.1 and this Agreement.
(f) 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, Government Code sections 54950 et seq.

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, unless otherwise 8 | P a g e
determined by the Board. 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. Notice of special meetings shall be provided to all Parties.

4. Quorum. A majority 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. Unless otherwise provided in this Agreement or required by applicable law, actions and decisions of the Board of Directors may be taken by a majority of the quorum present at any meeting.

5. Minutes. The Board of Directors shall cause minutes of all regular, adjourned regular, and special meetings to be kept and presented to the Board for approval at a subsequent meeting.

6. Officers. The Board of Directors shall elect a Chairperson and a Vice Chairperson from among its Directors at the first meeting held in each calendar 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 Directors’ 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 are necessary or convenient.

Section 6. Staff and Treasurer
(a) Staff

1. WSCAHT may contract with a Party or the WSCCOG for staff services pursuant to Section 6(d), hire its own employees, or retain independent contractors, agents, or volunteers as the Board of Directors may deem necessary to carry out any of WSCAHT’s powers, upon such terms and conditions as the Board may require, including without limitation the retaining of professional and technical assistance, provided that adequate funds are available in WSCAHT’s budget and are appropriated by WSCAHT therefor.

2. None of the officers, agents, or staff, if any, directly contracted by WSCAHT 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 6505.6, the Board of Directors shall appoint either one person to serve in both capacities, or separate persons, to serve as Treasurer and Auditor/Controller of WSCAHT. Such appointee 9 | P a g e
or appointees may be officers or employees of WSCAHT, officers or employees of a Party, or certified public accountants, as authorized by the Government Code.

This provision is intended to be consistent with and implement the requirements of Government Code Sections 6505, 6505.1, 6505.5, and 6505.6, including any subsequent amendments thereto. The Treasurer and Auditor/Controller shall perform the duties required by applicable law, including maintaining strict accountability over WSCAHT funds and reporting all receipts and disbursements.

The Treasurer and Auditor/Controller shall file any bond required by the Board of Directors in the amount established by the Board. Any premiums attributable to such bond shall constitute an expense of WSCAHT.
(c) Attorney. The Board of Directors shall have the power to appoint one or more legal advisors to WSCAHT who shall perform such duties as may be prescribed by the Board. (d) Administrative Services and Reimbursement of Costs.

1. The Board of Directors may contract with a Party to provide necessary administrative services to WSCAHT, including the services described in Section 6(a), (b) and (c). The amount charged by the Party to provide such services to WSCAHT shall be fixed by agreement between the Board of Directors and the governing body of the Party providing such services. In the absence of an agreement on costs, the Party providing services to WSCAHT under this Section 6 may charge WSCAHT the amounts necessary to recover all direct and indirect costs of such services.

2. If WSCAHT contracts with a Party to provide WSCAHT 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 WSCAHT or any other Party. This Section 6(d)(2) shall not preclude a Party providing administrative services to WSCAHT pursuant to a contract with WSCAHT from accounting for such salary and benefit costs when negotiating the rates that the Party will charge WSCAHT for providing such services.

Section 7. Financial Provisions
(a) Fiscal Year. The Fiscal Year of WSCAHT 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 succeeding year except that the initial Fiscal Year of WSCAHT shall commence on the Effective Date 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 the total membership of the Board of Directors. Notwithstanding the foregoing, and in order to align with the fiscal year schedule described in 7(a), the initial budget period may cover less than a full fiscal year or may be combined with the 10 | P a g e
subsequent fiscal year, at the discretion of the Board. The budget shall distinguish between administrative costs (i.e., the cost of operating WSCAHT) and Program costs (i.e., the financing of the programs funded or sponsored by WSCAHT). 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 the total membership of the Board.

2. Expenditures for the Approved Budget. The payment of all WSCAHT obligations is limited to the amount of appropriations allowed in WSCAHT’s approved budget, except as it may be revised with the approval of a majority of the total membership of the Board of Directors.
(c) Contributions by the Parties.

1. Administrative Cost Contributions. In consideration of the mutual promises contained herein, the Parties agree to make annual contributions (each a “Fee” and collectively, the “Fees”) toward the budgeted administrative costs of WSCAHT as set forth in a duly adopted resolution of the Board of Directors.

Initial Funding Period. Notwithstanding the foregoing, for the first twelve (12) months following the formation of WSCAHT, all administrative costs shall be funded entirely from Measure A funds, to the extent such funds are available and eligible for such use, as determined by the Board of Directors.

Ongoing Cost Allocation. Thereafter, to the extent the Board of Directors determines that additional funding is necessary to support the administrative operation of the WSCAHT, the Parties shall share the administrative costs of WSCAHT remaining after accounting for all eligible administrative revenue, including but not limited to grants and other external funding sources available to WSCAHT. Such remaining costs shall be allocated among the Parties pursuant to a formula approved by the Board of Directors.

Annual Assessment. Fees and assessments, if any, shall be determined and assessed on an annual basis. The Board of Directors shall establish the amount and allocation of such Fees each fiscal year as it deems financially prudent and consistent with the adopted budget. WSCAHT shall provide member agencies with reasonable advance notice of any proposed Fees or assessments in order to allow sufficient time for consideration and incorporation into each member agency’s budget process. The Board of Directors may establish additional policies and procedures regarding the timing, calculation, adoption, and payment of Fees and assessments.

Payment Terms. Payment of the Fees shall be due within thirty (30) days of receipt of an invoice from WSCAHT. Each invoice shall indicate the basis upon which the Fees were calculated.
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2. Form of Contribution. A Party’s contribution shall be in the form of money unless the Board of Directors approves another form of contribution, including services, personal property, use of real or personal property, or other in-kind contributions. The acceptance and valuation of any non-monetary contribution, and the extent to which it offsets a Party’s Fee obligation, shall be determined in the sole and absolute discretion of the Board of Directors.

3. Program Cost Contribution. The particular programs and program budget, funded, sponsored, or operated by WSCAHT, as well as the level of and mechanisms for the involvement of WSCAHT and each Party, in such programs and program budget, shall be determined and approved by the Board of Directors.
(d) Accounts and Reports.

1. Books and Records. There shall be strict accountability of all WSCAHT funds and accounts, and a report of all WSCAHT receipts and disbursements. Without limiting the generality of the foregoing, WSCAHT shall establish and maintain such funds and accounts as may be required by good government accounting practice. The books and records of WSCAHT 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 WSCAHT shall cause an annual independent audit of the accounts and records of WSCAHT 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. Any material audit findings or significant accounting deficiencies identified through the annual audit shall be presented to the Board of Directors and addressed in accordance with applicable law and generally accepted public agency financial and auditing practices.

3. Annual Financial Report. Pursuant to section 6539.9(d) of the Government Code, WSCAHT shall publish an Annual Financial Report that shall describe the funds received by WSCAHT and the use of such funds by WSCAHT. The Annual Financial Report shall describe how the funds received by WSCAHT have furthered the purposes of WSCAHT.
(e) Funds. Subject to the applicable provisions of any instrument or agreement which WSCAHT may enter into, which may provide for a trustee or other fiscal agent to receive, have custody of and disburse WSCAHT funds, the person appointed by the Board of Directors to perform the Treasurer function for WSCAHT shall receive, have the custody of and disburse WSCAHT funds in accordance with generally accepted accounting principles, shall make the disbursements required by this Agreement in order to carry out any of the provisions or purposes of this Agreement.

Section 8. Amendments.
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(a) This Agreement may be amended or modified with the approval of a majority of all 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 as provided in subparagraph (a) of this Section.

Section 9. Non-Liability for Obligations of WSCAHT.
(a) The debts, liabilities, and obligations of WSCAHT shall not be considered the debts, liabilities, and obligations of any of the Parties or their respective officers, employees, agents, or volunteers, or the personal debts, liabilities, and obligations or the Directors, officers or employees of WSCAHT.

1. Indemnification. The WSCAHT shall defend, indemnify and hold harmless each Party, and its respective officers, elected officials, agents, employees, representatives and volunteers (the “Indemnitees”) from and against any loss, injury, claim, lawsuit, liability, expense, or damages of any kind or nature (collectively, “Claims”) brought by a third party which arises out of or in connection with WSCAHT’s administration of or performance under this Agreement, including such third party claims arising out of or in connection with any Indemnitees acting within their authorized capacity as an officer, elected official, agent, employee, representative or volunteer of WSCAHT. The WSCAHT’s duty to defend and indemnify under this Section shall not extend to Claims otherwise arising out of the Indemnitees’ own gross negligence, or willful misconduct, whether in whole or in part. The WSCAHT shall maintain adequate liability protection, as determined by the Board of Directors through one or more of the following: (i) a liability reserve fund, (ii) purchasing commercial insurance, or (iii) by joining a joint powers insurance authority (JPIA). In the event the WSCAHT’s financial obligations to indemnify, defend and hold harmless, pursuant to this Subsection, exceed the liability reserve fund and/or the proceeds from any applicable insurance and/or JPIA coverage maintained by the WSCAHT (hereinafter “Unfunded Liability”), a Party or Parties may meet and confer with WSCAHT in good faith to negotiate alternative means or mechanisms by which WSCAHT may fund such Unfunded Liability; however, in no event shall the event of an Unfunded Liability relieve, limit or waive WSCAHT’s obligations of indemnity or defense to each Party as first set forth above in this Section.

Nothing herein shall obligate any Party to indemnify or hold harmless WSCAHT for any Unfunded Liability.

2. Assignment. Each Party shall assign to the WSCAHT its rights, title, and interest to recover damages from any third party for Claims arising out of this Agreement, to the extent that the WSCAHT has met its obligations to defend and indemnify such Party pursuant to this Section.

3. Survival. WSCAHT’s duty to defend, indemnify, and hold harmless shall survive and continue in full force and effect after withdrawal of any Party from this Agreement, 13 | P a g e
including as to the withdrawing Party, or termination of this Agreement for any reason with respect to any Claims that occurred before the date of such withdrawal or termination.

Section 10. Admission and Withdrawal of Parties.
(a) Admission of New Parties. An eligible public agency may become a Party to the Trust upon approval by its governing body and adoption of the JPA.

If an eligible public agency joins more than one (1) year after the Effective Date, it shall be required to pay a late joining fee. The late joining fee shall be equal to the total amount of annual administrative contributions the entity would have paid had it been a Party since the Effective Date, in alignment with Section 7(c); provided, however, that such fee shall not exceed four (4) years' worth of cumulative administrative cost contributions.

For a period of twelve (12) months following admission of a late joining public agency, the Board of Directors may prioritize projects, programs, or funding allocations located within or benefiting existing Parties over projects, programs, or funding allocations located within or benefiting the late joining public agency. After such twelve (12) month period, the late joining public agency shall be eligible for participation in WSCAHT programs and funding opportunities on the same basis as all other Parties.

Payment shall be due within 30 days of receipt of an invoice from WSCAHT. (b) Withdrawal from WSCAHT. A Party may withdraw from WSCAHT at any time upon its governing body’s adoption of a resolution stating the Party’s intent to withdraw from WSCAHT and written notice of withdrawal accompanied by an executed copy of the resolution of intent to the WSCAHT. The withdrawal of any Party, unless otherwise provided by the Board of Directors, shall be subject to the following prerequisites and conditions:

1. The withdrawal shall be effective immediately upon receipt by the WSCAHT of the written notice of withdrawal, subject to subsection (2) below.

2. If the withdrawal notice is received by the WSCAHT less than ninety (90) days before the start of a fiscal year or after the commencement of a fiscal year but before payment of that year’s Section 7(c) Fee, the withdrawal shall not be effective unless and until the withdrawing Party has fully paid that fiscal year’s contribution; otherwise, the notice of withdrawal shall be null and void.

3. 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 WSCAHT as set forth in Section 2 above.

Withdrawn members shall not be entitled to any reimbursement of Fees.

4. Withdrawal of a Party will not relieve that Party of prior financial obligations of liabilities unless otherwise approved by the Board.
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Section 11. Notices.
(a) 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 at the addresses set forth in Exhibit A, or to such other address as may be designated in writing to WSCAHT for formal notice.

Section 12. Miscellaneous.
(a) Section Headings. 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) Laws 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 reminder 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. 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 follows:
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(NAME OF CITY)
______________________________
BY: (NAME/TITLE OF CITY OFFICER)
Dated: ___________________________
ATTEST:
___________________________________________
(NAME) City Clerk Date
APPROVED AS TO FORM:

By: __________________________________________
(NAME) City Attorney Date
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EXHIBIT A
Parties to this Agreement and their Addresses for notice pursuant to Section 11 are as follows:

Attachment 2
FY 2025-26
Actual
FY 2026-27
Proposed
Amount
Change
%
Change
BEGINNING NET ASSETS AS OF JULY 1 - 3,667,435

REVENUES
Operating Revenues
LACAHSA PPO New Construction - Program Administration - 264,992 2 LACAHSA PPO Flexible - Program Administration - -
LACAHSA Technical Assistance - 205,500 3
Subtotal Operating Revenues - 470,492
Capital Revenues
LACAHSA PPO New Construction 3,511,192 3,268,231 (242,961) -7% LACAHSA PPO Flexible 1,034,041 1,040,528 6,487 1%
Subtotal Capital Revenues 4,545,233 4,308,759
TOTAL REVENUES 4,545,233 4,779,251
TOTAL ASSETS AS OF JULY 1 4,545,233 8,446,686

EXPENDITURES
Operating Expenses
Contract Services
Contract for Trust Manager Services - 168,000 4
Legal Counsel - 50,000 5
Accounting/Auditor-Controller/Treasurer - 50,000
Financial Consultant - 65,000
Administrative
Travel, Conferences, and Trainings - 5,000 6
Printing and Postage - 720 7
Website and Virtual Meeting Services - 1,500 7
Audit Services - 20,000 6
Bank Fees - 1,000 6
Fidelity Bond for Treasurer and Trust Manager - 10,000 6 SDRMA General Liability, Auto, Public Official E&O - 4,000 6 CA Special District Assoc (required by SDRMA) - 2,000 6 Subtotal Operating Expenses - 377,220
Capital Expenses
LACAHSA PPO New Construction 877,798 1 5,901,625 8
LACAHSA PPO Flexible - 2,074,569 8
Subtotal Capital Expenses 877,798 7,976,194
TOTAL EXPENDITURES 877,798 8,353,414
Net Operating Revenue 93,272
CHANGE TO FUND BALANCE 3,667,435 (3,574,163)
ENDING ASSETS AS OF JUNE 30 3,667,435 93,272
Required 15% Contingency Reserve of Operating Revenues - 70,574 Net Assets in Excess of Reserve Requirement 3,667,435 22,698 1 2
3 4 Trust Manager is Cecilia V. Estolano (Estolano Advisors). 5 6
7 WESTSIDE CITIES AFFORDABLE HOUSING TRUST - PROPOSED ANNUAL BUDGET FISCAL YEAR 2026-2027
Based on WSCCOG FY 2025-26 budget
Assumes expenditure of all remaining FY 2025-26 and FY 2026-27 capital revenues .

Grant committed to Robertson Sunflower development in Beverly Hills via 2025 WSCCOG Call for Developments and LACAHSA NOFA #1.

Legal Counsel is Lauren Langer (Best Best & Krieger).
58% of FY 2026-27 LACAHSA TA allocation, with remaining 42% allocated to WSCCOG.

Harris and Associates recommendation.
5% of FY 2026-27 LACAHSA PPO allocation, with remaining 95% allocated to capital revenues.

Item 3D – Attachment A
WSCCOG June 2026 Agenda - Page 33 of 127
8 Attachment 3
Task 7.1 – Strategic Plan
Affordable Housing Trust Fund and Housing
Element Technical Assistance
Draft Version:

June 16, 2026
This Project is funded and managed by the Southern California Association of Governments (SCAG) with Regional Early Action Program 2021 grant funding from the State of California Department of Housing and Community Development.

The SCAG-funded consultant team, led by Harris & Associates, developed this document and incorporated feedback from Westside Cities COG staff. The recommendations included in this document are for informational purposes only and do not constitute official Westside Cities COG staff recommendations.

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Table of Contents
Executive Summary..................................................................................................................... 3 Chapter 1: Regional Housing Context ...................................................................................... 5 Chapter 2: Trust Formation & Organizational Evolution ........................................................ 8 Chapter 3: Governance & Organizational Structure............................................................. 10 Chapter 4: Stakeholder Engagement & Public Outreach .................................................... 13 Chapter 5: Mission, Vision & Strategic Direction .................................................................. 17 Chapter 6: Strategic Priorities & Goals................................................................................... 20 Chapter 7: Financial Strategy & Funding Framework .......................................................... 25 Task 7.1 – Strategic Plan
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Executive Summary
The Westside region of Los Angeles County faces some of the most significant housing affordability challenges in California. Beverly Hills, Culver City, Santa Monica, and West Hollywood are home to approximately 200,000 residents and more than 115,000 households, yet rising housing costs, limited land availability, increasing development expenses, and growing affordability gaps have made it increasingly difficult for many residents and workers to secure housing within their communities. Collectively, the region contains approximately 39,000 lowerincome households and faces substantial affordable housing production, preservation, and homelessness challenges. The four cities are also responsible for planning for 19,273 new housing units during the 6th Cycle Regional Housing Needs Assessment (RHNA) cycle, including 9,621 units affordable to lower-income households.

Recognizing these shared challenges, the Westside Cities Council of Governments (WSCCOG), with support from the Southern California Association of Governments (SCAG), initiated a regional planning effort to evaluate the feasibility of establishing the Westside Cities Affordable Housing Trust (Trust) as part of the SCAG-funded project, Affordable Housing Trust Fund and Housing Element Technical Assistance (Project). The proposed Trust would serve as a collaborative regional entity to help participating cities, helping them deploy housing resources, provide technical assistance, support project readiness, leverage external funding opportunities, and advance affordable housing production and preservation throughout the region.

The proposed Trust is designed to complement, rather than replace, local housing efforts. Land use authority, housing policy decisions, and development approvals will remain under the control of each participating city. By working collaboratively across jurisdictions, the Trust can help cities address challenges that are often difficult to solve independently and create opportunities to pursue regional housing objectives more efficiently and effectively.

If approved by participating cities, the Trust will be established through a Joint Powers Authority (JPA) and governed by a Board of Directors consisting of representatives from participating cities and housing subject matter experts. The Trust is designed to operate as a lean and efficient organization that leverages specialized professional services and housing expertise while maximizing resources available for housing programs. During its initial implementation period, the Trust is expected to receive interim administrative support through WSCCOG while establishing its governance structure, policies, and programs.

The Strategic Plan establishes a three-year roadmap for the Trust's initial operations and is organized around four Strategic Priorities:

1. Technical Assistance & Pipeline Development (Create Deals) Support participating cities in identifying opportunities, advancing project readiness, and building a pipeline of viable affordable housing projects capable of competing for funding and moving toward construction.

Task 7.1 – Strategic Plan
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2. Capital Funding, Deployment & Growth (Finance Deals) Deploy available funding resources strategically, expand financing opportunities, leverage additional investment, and support affordable housing production and preservation activities throughout the region.

3. Systems, Data & Communications (Track & Communicate Deals) Develop the systems, reporting tools, performance measures, and communication strategies necessary to support transparency, accountability, and informed decision-making.

4. Regional Partnerships & Member Engagement (Build Relationships to Enable Deals) Strengthen collaboration among cities, developers, lenders, public agencies, nonprofit organizations, and other stakeholders to support housing implementation and long-term organizational success.

Together, these priorities are intended to address the key themes identified through stakeholder engagement, including the need for gap funding, acquisition and predevelopment financing, technical assistance, project readiness support, regional coordination, and stronger housing implementation capacity.

The Trust's proposed mission is to expand affordable housing opportunities through financing, technical assistance, and regional collaboration that support participating cities and housing partners in creating, preserving, and improving housing opportunities throughout the Westside region. Its vision is a region where affordable housing opportunities allow residents and workers to thrive in strong, vibrant communities.

A significant advantage of the proposed Trust is the availability of recurring funding resources that can support housing activities shortly after formation. Based on FY 2026-27 current estimates, the Trust is anticipated to have access to nearly $5.0 million annually through Measure A Production, Preservation, and Ownership (PPO) funding and Technical Assistance (TA) funding.

These resources are expected to support acquisition financing, predevelopment loans, affordable housing gap financing, preservation activities, homeownership opportunities, and other housing initiatives identified by participating cities and approved by the Trust Board.

Subject to approval by participating cities, the Trust is anticipated to begin operations by Q3 or Q4 of 2026 and conduct initial Board meetings before year-end. Early priorities are expected to include adoption of foundational policies, approval of administrative and funding agreements, establishment of financing programs, and making Measure A funds available through the Trust.

Through these actions, the Trust seeks to establish a long-term framework for regional collaboration that expands affordable housing opportunities, leverages public investment, and helps participating cities address housing challenges more effectively together than they can independently.

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Chapter 1: Regional Housing Context
The Westside region of Los Angeles County faces some of the most significant housing affordability challenges in California. While the communities of Beverly Hills, Culver City, Santa Monica, and West Hollywood offer strong employment centers, high-quality public services, transit access, educational opportunities, and desirable neighborhoods, the cost of housing has increased dramatically over the past decade, placing substantial pressure on households across a wide range of income levels.

While the four member cities each possess distinct demographic, economic, and housing market characteristics, they share many of the same underlying housing challenges. The scale and nature of these challenges vary by jurisdiction, with some cities experiencing greater homelessness pressures, and others facing higher concentrations of renter households. Despite these differences, all member cities face increasing difficulty providing housing opportunities affordable to lower-income households and workers, preserving existing affordability, and meeting state housing requirements. The Trust is intended to complement local efforts by addressing these shared regional challenges while remaining responsive to the unique housing priorities of each member city.

Collectively, the four member cities contain approximately 200,000 residents and more than 115,000 households. The region is characterized by a predominantly renter-occupied housing market, with approximately two-thirds of all households occupying rental housing. At the same time, household incomes vary significantly across the region, creating a growing affordability gap between housing costs and the incomes of many residents who live and work within these communities.

The Westside Cities contain approximately 39,000 lower-income households earning less than 80% of Area Median Income (AMI). Housing affordability challenges are particularly strong among renters, with a substantial share of lower-income households experiencing housing cost burdens that exceed 30% of household income. More than half of lower-income households experience severe housing cost burdens, meaning they spend more than 50% of their income on housing expenses. These conditions limit economic mobility, increase housing instability, and contribute to displacement pressures throughout the region.

The region also faces ongoing homelessness challenges. Approximately 869 individuals are experiencing homelessness within the four member cities, with the majority unsheltered. While homelessness affects all four member cities, the number of unsheltered individuals highlights the continued need for homeless prevention and housing stabilization efforts, alongside investments in permanent supportive housing, affordable housing production, and coordinated regional housing interventions throughout the region.

Although the Westside Cities have historically supported the development and preservation of affordable housing, housing production has not kept pace with regional demand. The existing housing stock is largely built out and mature, with limited opportunities for large-scale development. New housing production in the region often occurs through infill redevelopment, adaptive reuse, mixed-use development, and strategic redevelopment of underutilized properties.

These development conditions, combined with high land values, construction costs, labor expenses, financing costs, and regulatory requirements, create significant barriers to affordable housing development.

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Housing market conditions further illustrate the scale of the affordability challenge. Median home sale prices throughout the region substantially exceed levels affordable to most households, while rental costs remain among the highest in Los Angeles County. As a result, public subsidy, gap financing, and layered funding strategies are often necessary to make affordable housing developments financially feasible.

The region's affordable housing needs are reflected in the current RHNA cycle. For the 2021– 2029 planning period, the four member cities were assigned responsibility for planning and accommodating 19,273 housing units, including 9,621 units designated for lower-income households. Meeting these housing obligations will require continued investment, regional collaboration, and access to flexible financing tools capable of supporting affordable housing production and preservation.

Despite these challenges, the Westside region possesses several strategic advantages that create opportunities for successful affordable housing investment. The region benefits from strong market demand, extensive transit infrastructure, access to employment centers, high-resource neighborhoods, and locations that are often competitive for state and federal affordable housing funding programs. Many areas within the region align with California's housing equity and Affirmatively Furthering Fair Housing objectives, making them attractive locations for affordable housing investment.

The Westside Cities also possess a strong foundation of existing affordable housing projects, experienced local housing programs, and long-standing commitments to addressing housing affordability. By coordinating resources and pursuing regional solutions, member cities can increase their collective capacity to attract external funding, support project readiness, leverage financing opportunities, and accelerate affordable housing production.

Regional Housing Profile
Although the member cities share many common housing challenges, each community contributes unique characteristics and priorities that help shape the region's overall housing landscape:

Beverly Hills
• Highest home values and household incomes in the region. • Older population demographics than the other member cities. • Significant affordability barriers for lower-income workers employed within the city. • Limited opportunities for affordable housing development due to land constraints and housing costs.

Culver City
• Strong employment base and continued economic growth. • Higher rate of homeownership compared to other member cities. • Significant RHNA housing production obligations.
• Growing demand for workforce and affordable housing opportunities.

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Santa Monica
• Largest population and housing inventory among the member cities. • Largest concentration of affordable housing units within the region. • Significant homelessness challenges and supportive housing needs. • Ongoing efforts focused on housing preservation, affordability, and production.

West Hollywood
• Highest concentration of renter households in the region. • Large share of lower-income renter households experiencing housing cost burdens. • Limited land availability for new housing development. • Continued demand for affordable rental housing and housing preservation strategies.

As housing affordability challenges continue to affect residents throughout the region, there remains a critical need for regional coordination, strategic investment, technical assistance, and innovative financing programs that can expand housing opportunities, preserve existing affordability, address homelessness, and support member cities in achieving their long-term housing goals. The Trust is intended to serve as a key regional tool to help advance these objectives and strengthen affordable housing outcomes throughout the Westside region.

This Strategic Plan provides a high-level summary of regional housing conditions to establish the context for the Trust. A more comprehensive evaluation of demographic trends, housing market conditions, affordability challenges, homelessness data, RHNA obligations, housing opportunity areas, and projected housing needs is contained in the Westside Cities Housing Needs Assessment (May 2026) completed as part of Task 4 of the Project. The Housing Needs Assessment serves as a companion document to this Strategic Plan and provides the detailed data and analysis that informed the development of the Trust's strategic priorities, funding strategies, and program recommendations.

Task 7.1 – Strategic Plan
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Chapter 2: Trust Formation & Organizational Evolution
In response to growing housing affordability challenges throughout the Westside region, WSCCOG, with support from SCAG, initiated an effort in late 2025 to evaluate the feasibility of establishing a regional affordable housing trust. The effort was intended to determine whether a collaborative regional entity could help member cities address housing needs more effectively through shared resources, financing programs, technical expertise, and coordinated implementation strategies.

Through funding provided by SCAG's Regional Early Action Planning (REAP 2.0) Program, WSCCOG staff and its consultant team undertook a comprehensive evaluation of the opportunities, challenges, and organizational considerations associated with creating the Westside Cities Affordable Housing Trust.

Working closely with WSCCOG staff, member cities, affordable housing developers, and financing entities, the consultant team evaluated the region's housing needs, affordable housing funding landscape, governance options, and organizational models. The process included stakeholder interviews, review of housing trust best practices from throughout California, preparation of a regional Housing Needs Assessment, evaluation of affordable housing development opportunities, and development of governance, operational, financial, and strategic planning recommendations.

A Steering Committee consisting of representatives from each of the four member cities, along with representatives from the development community, was established to help guide the planning effort and provide input regarding governance structure, operational priorities, funding approaches, and organizational design. Through this collaborative process, WSCCOG and the Steering Committee evaluated how a regional affordable housing trust could complement local housing efforts while providing access to specialized expertise, financing tools, and regional funding opportunities.

As part of the planning effort, WSCCOG and its consultants prepared a series of foundational documents and recommendations for the proposed Trust, including a Joint Exercise of Powers Agreement (JPA), Bylaws, governance framework, administrative structure, operational recommendations, funding strategies, Housing Needs Assessment, stakeholder engagement findings, and this Strategic Plan.

Based on the findings and recommendations developed through this planning process, the proposed JPA establishing the Westside Cities Affordable Housing Trust is anticipated to be considered by the City Councils of Beverly Hills, Culver City, Santa Monica, and West Hollywood by August 2026. While both Los Angeles County and the City of Los Angeles are members of the Westside Council of Governments, each has indicated that it does not anticipate joining the Trust within the foreseeable future. Accordingly, the proposed Trust is being structured around the participation of the four member cities. Participation in the Trust will be voluntary, with the organization becoming operational upon approval by a minimum of three cities required under the JPA.

If approved, the Trust is expected to begin operations shortly thereafter with the appointment of its initial Board of Directors and the convening of its first Board meetings. Subject to city participation and execution of the JPA, the Trust is anticipated to conduct its initial Board meeting before the end of 2026. The first few meetings of the Board are expected to focus on Task 7.1 – Strategic Plan
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organizational formation, adoption of governance and financial policies, approval of an initial operating budget, authorization of administrative and funding agreements, consideration of program guidelines, establishment of funding priorities, and other actions necessary to transition the Trust from formation to active operations.

One of the most significant outcomes of this initial implementation period is anticipated to be the release of Measure A funding by the Trust through a Notice of Funding Availability (NOFA), or other similar funding mechanism. Utilizing Measure A funding, the Trust is expected to deploy funding in support of affordable housing projects within member cities and begin advancing the Trust's mission shortly after formation.

The anticipated formation of the Trust represents the culmination of a comprehensive regional planning effort and provides participating cities with a framework for future collaboration, funding deployment, and implementation of affordable housing initiatives throughout the Westside region.

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Chapter 3: Governance & Organizational Structure
The Trust is envisioned as a collaborative regional entity designed to support the production, preservation, and financing of affordable housing throughout the Westside region. The Trust is intended to provide a dedicated platform for deploying housing resources, leveraging external funding opportunities, providing technical assistance, and supporting affordable housing project implementation while preserving local control over land use and housing policy decisions.

The Trust is proposed to be established through a JPA among participating member cities. The JPA structure creates a separate public entity governed by its member agencies and provides the legal authority, accountability framework, and operational flexibility necessary to administer housing programs and funding resources at a regional scale.

Board of Directors
The Trust is governed by a Board of Directors that combines local government representation with housing and homelessness subject matter expertise. This governance structure is intended to balance local accountability, regional collaboration, and informed decision-making.

The proposed Board structure consists of:
• One elected official appointed by each participating member city. • Housing and homelessness policy experts appointed by the Board.

Consistent with California Government Code Section 6539.1, the number of housing and homelessness policy experts shall be one less than the number of city representatives, but in no event fewer than two.

Each member city may appoint an Alternate Director who may serve in the absence of the primary Director. Housing and homelessness experts are selected based upon their professional experience and expertise and are appointed by the Board. All Directors are voting members of the Trust Board.

This governance model is intended to ensure that local priorities remain central to Trust decisionmaking while benefiting from specialized expertise that can help guide funding, policy, and programmatic decisions.

The Trust Board is responsible for establishing policy direction, approving budgets, authorizing funding commitments, adopting programs and policies, overseeing Trust operations, and providing overall strategic leadership for the organization.

Organizational Structure
The Trust is designed to operate as a lean and efficient organization that maximizes resources available for affordable housing programs while maintaining the administrative capacity necessary to responsibly manage public funds and housing investments.

Rather than immediately establishing a large staffing structure, the Trust is expected to initially operate through a combination of WSCCOG and consultant support. This approach allows the Trust to begin operations quickly, access experienced housing professionals, and scale administrative capacity over time as programs and funding resources expand. During the initial implementation period, the WSCCOG is anticipated to provide interim administrative and operational support to facilitate the formation and launch of the Trust. These services may include Task 7.1 – Strategic Plan
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organizational administration, coordination of Board meetings, support for funding agreements, program implementation activities, and other startup functions necessary to establish the organization.

Administrative and Professional Services
The Trust's operational model is intended to emphasize flexibility and access to specialized expertise. The Trust will retain professional services in areas including:
• Trust administration and management
• Affordable housing finance and underwriting
• Legal Counsel
• Accounting and financial management
• Program administration and compliance
• Strategic communications and outreach
• Financial analysis and project evaluation
• Auditing and risk management
This approach allows the Trust to access highly specialized expertise while maintaining administrative efficiency and minimizing fixed overhead costs during its initial years of operation.

Administrative Funding Structure
The Trust is expected to begin operations with administrative support funded through eligible housing funding sources. Initial projections indicate that administrative costs may be supported through administrative allocations associated with Measure A Production, Preservation, and Ownership (PPO) funding, Measure A Technical Assistance funding, and other eligible housing resources.

This structure is intended to minimize barriers to participation by member cities and allow the Trust to demonstrate value before consideration of any future member contribution structure.

Should additional operational resources become necessary in future years, the Trust Board may evaluate supplemental funding approaches. Any future cost-sharing structure would be determined by the Trust Board and would consider factors such as the number of participating cities, available administrative funding resources, and operational costs not otherwise covered by eligible funding sources.

Organizational Evolution
The Trust is expected to evolve as funding resources, programs, and project activity expand.

During the initial implementation phase, the organization is anticipated to operate through a streamlined administrative model supported by WSCCOG and specialized consultants.

Within approximately six months of formation, the Trust Board is expected to evaluate long-term administrative options, including continued use of WSCCOG administrative support or procurement of independent management and administration services through a competitive process.

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As the Trust matures, the Board may evaluate additional staffing, administrative resources, and organizational enhancements necessary to support expanded program activity, increased funding deployment, and long-term organizational sustainability.

This phased organizational approach is intended to provide the flexibility necessary to begin operations efficiently while allowing the Trust to adapt and grow in response to evolving regional housing needs and funding opportunities.

The following organizational chart illustrates the proposed governance and administrative structure of the Trust during its initial implementation phase. The chart reflects the relationship between the Trust Board of Directors, interim administrative support, and the professional service providers anticipated to support Trust operations and program delivery.

Over time, as the Trust expands its programs, funding resources, and organizational capacity, the Board may evaluate modifications to this structure to meet future operational needs.

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Chapter 4: Stakeholder Engagement & Public Outreach
The development of the Trust Strategic Plan was informed by an extensive stakeholder engagement process conducted during the Trust outreach effort. A total of thirteen stakeholder interviews were completed with elected officials, city staff, and affordable housing developers, representing a broad cross-section of perspectives from throughout the Westside region.

Participants included representatives from Beverly Hills, Culver City, Santa Monica, and West Hollywood, affordable housing developers active throughout Los Angeles County, and State Assemblymember Rick Chavez Zbur. These discussions explored regional housing needs, barriers to affordable housing production, funding gaps, opportunities for regional collaboration, and the potential role of an Affordable Housing Trust. The findings helped shape the strategic priorities, organizational structure, funding programs, and implementation strategies reflected throughout this Strategic Plan.

Although participants represented different jurisdictions and stakeholder groups, several consistent themes emerged throughout the engagement process.

Funding Remains the Primary Constraint
Stakeholders overwhelmingly identified the lack of flexible and reliable affordable housing funding as the most significant barrier to housing production. Participants emphasized that affordable housing developments increasingly require multiple funding sources and larger local subsidy commitments to remain financially feasible.

Developers, city staff, and elected officials all identified a need for additional resources that can help bridge financing gaps, leverage state and federal funding, and improve project competitiveness.

Early-Stage Capital Has the Greatest Impact
Across nearly every stakeholder group, acquisition funding, predevelopment financing, and earlystage subsidy1 commitments were identified as the most significant unmet needs within the affordable housing development process.

Stakeholders consistently noted that projects often struggle to secure the local funding commitments necessary to compete successfully for larger state and federal funding programs.

Early investment was viewed as one of the areas where an Affordable Housing Trust could provide the greatest value.

Regional Coordination Can Strengthen Local Outcomes
Stakeholders generally supported a regional approach that allows cities to pool resources, leverage expertise, coordinate housing strategies, and pursue funding opportunities that may be difficult to secure independently.
1 Early-stage subsidy typically consists of construction and/or permanent long-term government “soft financing” committed early enough in the development process to help projects compete for and secure larger funding sources such as Low-Income Housing Tax Credits. These loans often remain in the project as residual receipts financing and serve as critical local matching funds needed to advance affordable housing developments.

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Participants emphasized that a regional trust should complement local housing efforts rather than replace them, while helping cities address common challenges and advance projects more efficiently.

Public Outreach Findings
The May 14, 2026, public outreach event at the Culver City Senior Center reinforced many of the themes identified through stakeholder interviews while also highlighting several additional considerations related to housing implementation, resident needs, and access to housing resources. Key themes included:
• Community Amenities & Open Space – Participants emphasized the importance of pairing housing production with community-serving benefits, including community space, greenery, parks and open space, accessible gathering areas, rooftops, services, and amenities. • Housing & Service Coordination – Attendees noted the importance of connecting housing with safety net services and broader service networks, emphasizing housing-first approaches, healthy communities, outcomes-focused policy, incentives, and funding opportunities. • Financing & Implementation Barriers – Participants discussed missing financing pathways, competing restrictions associated with funding programs, competition for limited resources, and a backlog of approved or entitled projects awaiting implementation. • Diverse Housing Needs & Housing Types – Discussions highlighted a range of housing approaches, including interim housing, Project Homekey, permanent supportive housing, preservation and production strategies, low-income housing, senior housing, mixed-income communities, and housing for aging households, families, individuals with disabilities, and people with mental health needs.
• Housing Access & Navigation Challenges – Participants identified barriers related to Section 8 waitlists, limited affordable housing availability, fragmented information resources, digital divide issues, and the need for improved assistance navigating housing programs and available resources.
• Additional Implementation Considerations – Attendees discussed affordability covenants, access to land, shared housing resources, public ownership of affordable housing, community outreach strategies, communication of housing data, and property management needs such as maintenance and repair support.

Unique Community Perspectives
While strong consensus existed regarding many regional housing challenges, stakeholders also highlighted housing priorities and implementation strategies that reflect the unique characteristics, housing conditions, and policy objectives of each member city.

Beverly Hills
Stakeholders emphasized the importance of senior housing, preservation of existing affordability, strategic use of city-owned land, adaptive reuse opportunities, and community education regarding affordable housing. There was also significant interest in addressing housing needs for workforce households and younger families who contribute to the local economy but face affordability challenges.

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Culver City
Stakeholders highlighted the need for additional affordable and workforce housing, homelessness solutions, and strategies that support families, educators, and essential workers. Participants also emphasized the importance of reducing the time required for projects to move from concept to construction and improving project feasibility through additional subsidy funding.

Santa Monica
Stakeholders emphasized housing production across multiple income levels, including supportive housing, workforce housing, and affordable housing preservation. Participants also highlighted the importance of regional accountability, ensuring all communities contribute to housing production goals, and expanding housing opportunities that allow residents and workers to remain in the region.

West Hollywood
Stakeholders expressed strong interest in innovative housing tools, including revolving loan programs, accelerated deployment of subsidy funding, entitlement streamlining, and exploration of community land trust models. Participants also emphasized the importance of preserving affordability within a predominantly renter-occupied community.

Developer Perspectives
While all developers identified high land costs, limited site availability, and insufficient subsidy funding as the primary barriers to affordable housing production, some differences emerged based on organizational size and development capacity.

Larger regional developers generally emphasized the importance of early-stage subsidy commitments, local gap financing, entitlement certainty, and streamlined approval processes to improve competitiveness for state and federal funding.

Medium-sized developers shared many of these priorities but also highlighted the need for acquisition and predevelopment funding to advance projects through the early stages of development.

Smaller developers placed greater emphasis on access to flexible acquisition and predevelopment capital, noting that limited internal resources can make it difficult to carry projects through site control, due diligence, and project planning.

Despite these differences, developers consistently expressed support for a Trust that provides targeted financial assistance, improves project readiness, and helps leverage larger external funding sources.

Strategic Plan Implications
The stakeholder engagement process confirmed that while housing needs and priorities vary among member cities, the region faces many common challenges that are best addressed through regional collaboration.

The findings consistently pointed toward the need for targeted financial tools, flexible capital, technical assistance, project readiness support, and coordinated regional investment strategies.

These themes directly informed the Trust's Strategic Priorities and provide the foundation for the programs, partnerships, and organizational structure outlined in this Strategic Plan.

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The Westside Cities Affordable Housing Trust is intended to build upon these shared priorities while remaining responsive to the unique housing objectives of each member city.

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Chapter 5: Mission, Vision & Strategic Direction
The proposed Trust is intended to provide a collaborative regional approach to addressing affordable housing challenges within the Westside Cities subregion. If formed, the Trust will serve as a regional housing finance and implementation entity focused on supporting participating cities, affordable housing developers, and other housing partners in expanding affordable housing opportunities throughout the region.

While mission and vision statements are often associated with private organizations, they are equally important for public entities. Clearly defined mission and vision statements help establish organizational priorities, guide long-term decision-making, align regional partnerships, and communicate the Trust's purpose and direction to participating cities, funding partners, developers, stakeholders, and the public.

The stakeholder engagement process, Housing Needs Assessment, and Trust formation effort identified a common need for increased housing investment, expanded financing tools, technical expertise, and regional collaboration. The mission, vision, and strategic direction presented in this chapter are intended to guide the Trust's activities during its initial years of operation and establish a foundation for future growth and program development.

Mission Statement
A mission statement defines an organization's core purpose by identifying:

1. What the organization does,

2. Whom it serves, and

3. How it delivers value.

Proposed Mission Statement
The mission of the Westside Cities Affordable Housing Trust is to expand affordable housing opportunities through financing, technical assistance, and regional collaboration that support participating cities and housing partners in creating, preserving, and improving housing opportunities throughout the Westside region.

The proposed mission reflects the understanding that addressing housing affordability challenges requires more than funding alone. Expanding housing opportunities throughout the region also depends upon effective partnerships, technical expertise, coordinated implementation strategies, and access to financing tools that help move housing projects from concept to construction.

The mission also reflects the diverse housing priorities identified during the stakeholder engagement process, including affordable rental housing, workforce and missing-middle housing, housing preservation, supportive housing, senior housing, and opportunities that allow residents and workers to remain within the communities they serve.

Vision Statement
A vision statement articulates an organization's long-term aspirations by identifying:

1. What future the organization is working to achieve,

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3. What long-term impact it seeks to inspire.

Proposed Vision Statement
The vision of the Westside Cities Affordable Housing Trust is a region where access to affordable housing enables residents and workers to thrive in strong, vibrant communities.

The proposed vision reflects the understanding that housing affordability is closely connected to broader community outcomes, including economic opportunity, workforce stability, educational attainment, public health, and long-term community vitality.

The vision also reflects the aspiration that individuals and families who contribute to the region, including teachers, healthcare workers, public employees, service workers, seniors, and young families, have access to housing opportunities that allow them to live and remain within the communities they help sustain.

While the Trust alone cannot solve the region's housing challenges, it can serve as an important regional partner in helping cities, developers, lenders, public agencies, and community organizations work toward shared housing goals.

Strategic Direction
The Trust's strategic direction is centered on addressing the financing, capacity, and implementation challenges identified through the Trust formation process. Stakeholders consistently emphasized the need for flexible capital, technical expertise, regional coordination, and tools that help housing projects advance more efficiently from concept to construction.

Accordingly, the Trust's initial focus is expected to emphasize:
• Early-stage capital and affordable housing financing. • Acquisition and predevelopment funding.
• Technical assistance and project readiness support.
• Housing production and preservation.
• Regional collaboration and resource leveraging.
• Organizational sustainability and long-term capacity building.

Collectively, these areas are intended to position the Trust as an implementation-focused organization capable of helping participating cities advance housing priorities while maximizing the impact of available resources.

Strategic Framework
The Strategic Framework establishes the primary functions through which the Trust intends to advance its mission and strategic direction. While the mission and vision describe the Trust's purpose and long-term aspirations, the Strategic Framework identifies how the organization intends to translate those aspirations into action.

The Strategic Framework is designed to guide implementation during the Trust's initial three years while maintaining flexibility to adapt to changing housing needs, market conditions, funding opportunities, and organizational priorities.

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To help advance affordable housing opportunities throughout the Westside region, the Strategic Framework is organized around four core functions:

1. Creating Deals: Identify opportunities, support project readiness, and help move projects toward implementation.

2. Financing Deals: Provide funding tools and leverage external resources to improve project feasibility.

3. Tracking and Communicating Deals: Measure outcomes, share information, and demonstrate progress.

4. Building Relationships to Enable Deals: Strengthen partnerships among cities, developers, funding agencies, community organizations, and other stakeholders.

These four functions recognize that successful housing production and preservation require more than financing alone. Housing projects depend upon site opportunities, project readiness, technical expertise, funding alignment, public-sector coordination, and strong partnerships.

Together, they provide the foundation for the Strategic Priorities and implementation actions presented in the chapters that follow.

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Chapter 6: Strategic Priorities & Goals
The Trust's Strategic Priorities establish the primary areas of focus that will guide organizational activities during the first three years of operation. These priorities align with the Trust's Mission, Vision, and Strategic Framework and are intended to support affordable housing production, strengthen regional partnerships, improve organizational capacity, and expand housing opportunities throughout the member cities.

While specific programs, funding opportunities, and implementation activities may evolve over time, these priorities provide a consistent framework for decision-making, funding allocation, and performance evaluation. Together, they represent the core strategic focus areas intended to guide the Trust's efforts during its initial years of operation.

1. Technical Assistance & Pipeline Development (Create Deals) Objective
Build and maintain a strong pipeline of viable, fundable housing projects across member cities.

Why This Matters
Affordable housing projects often face barriers related to limited local staffing capacity, site readiness challenges, early-stage financing gaps, and project complexity. Supporting project readiness and pipeline development helps increase the region's ability to compete for outside funding and accelerate affordable housing production.

Key Strategies
• Establish and maintain a Technical Assistance Program that supports member cities throughout the housing development process.
• Assist with site identification, feasibility analysis, and early project due diligence. • Support member cities in their developer solicitations and evaluation of housing development opportunities.
• Expand access to acquisition, predevelopment, and project financing resources through Trust programs, partnerships with CDFIs, and other funding sources that support project readiness. • Prioritize assistance for member cities with limited staffing capacity or stalled development opportunities.
• Develop standardized tools, templates, and resources that help advance projects more efficiently.
• Maintain a regional pipeline tracking process to identify, monitor, and advance housing opportunities throughout the region.

Measures of Success
• Number of projects receiving technical assistance.
• Number of projects included in the regional housing pipeline. • Number of member cities receiving assistance.

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• Number of projects advancing to funding applications, entitlements, or construction. • Amount of outside funding pursued by assisted projects.

2. Capital Funding, Deployment & Growth - (Finance Deals) Objective
Maximize the impact of available funding by growing funding sources, deploying capital, and supporting affordable housing production and preservation activities throughout the region.

Why This Matters
Affordable housing developments typically require multiple layers of financing and substantial public subsidy to achieve long-term affordability. Strategic deployment of Trust resources can help leverage additional outside funding and improve project competitiveness for state, federal, county, and private financing programs.

Key Strategies
• Deploy available funding resources in a timely and effective manner consistent with program requirements and Board priorities.
• Maintain and expand core financing programs that address identified housing funding gaps. • Work collaboratively with member jurisdictions and development partners to cultivate affordable housing opportunities throughout the region and increase the number of projects ready to utilize Trust financing.
• Prioritize projects that demonstrate readiness, leveraging potential, and alignment with Trust objectives.
• Pursue additional capital funding opportunities that strengthen the Trust's long-term capacity and impact.
• Evaluate opportunities for future program expansion as funding resources and organizational capacity evolve.
• Support financing strategies that preserve affordability, maximize leverage, and increase housing production.

Measures of Success
• Total funding deployed.
• Number of projects that have commenced construction.
• Number of affordable housing units under construction. • Amount of outside funding leveraged.
• Number and value of new funding sources secured.

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3. Systems, Data & Communications - (Track & Communicate Deals) Objective
Strengthen the Trust’s operational infrastructure, transparency, and ability to track performance and communicate impact.

Why This Matters
Effective systems, data management, and communication tools support informed decisionmaking, improve transparency, demonstrate organizational impact, and strengthen awareness of the Trust's activities and programs.

Key Strategies
• Implement and maintain database systems that support project tracking, funding status, compliance monitoring, and organizational decision-making • Utilize project mapping, performance dashboards, and summary project data to provide public-facing information regarding Trust funding, project activity, and outcomes • Create a clear communication strategy that increases awareness of Trust programs, funding opportunities, and accomplishments
• Provide regular reporting that supports transparency, accountability, and informed decisionmaking • Strengthen organizational data collection and performance measurement capabilities, including the development of dashboards and performance metrics that track progress toward Strategic Plan objectives
Measures of Success
• Implementation and utilization of project tracking systems. • Availability and updating of public-facing information. • Awareness and utilization of Trust programs.
• Development and use of performance metrics.

4. Regional Partnerships & Member Engagement - (Build Relationships to Enable Deals)
Objective
Strengthen relationships and regional coordination efforts that support affordable housing funding, project development, and long-term organizational sustainability.

Why This Matters
Affordable housing production depends upon collaboration among cities, developers, financing entities, public agencies, and community partners. Strong regional partnerships improve coordination, leverage funding opportunities, and support successful project implementation.

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Key Strategies
• Maintain active engagement with member cities regarding funding opportunities, project development activities, Trust programs, and regional housing priorities. • Foster collaboration among cities, affordable housing developers, lenders, nonprofit organizations, funding partners, and other housing stakeholders. • Reinforce the value of regional collaboration through ongoing communication, demonstrated results, and measurable outcomes.
• Coordinate with county, regional, state, and federal agencies regarding housing funding opportunities, policy initiatives, and strategic partnerships. • Participate in industry forums, conferences, and regional discussions to strengthen relationships, expand the Trust's visibility, and identify emerging opportunities.

Measures of Success
• Member city participation and engagement.
• Number and diversity of active regional partnerships. • Coordination and collaboration with public, private, and nonprofit housing partners. • Funding opportunities, initiatives, and resources identified through strategic partnerships. • Participation in regional housing initiatives, forums, and industry activities. • Demonstrated value and regional impact recognized by member cities and partner organizations.

Collectively, these Strategic Priorities establish a framework for guiding the Trust's activities during its first three years of operation. While specific programs and initiatives may evolve over time, these priorities provide a clear roadmap for advancing affordable housing opportunities, strengthening regional partnerships, deploying financial resources effectively, and building a sustainable organization capable of delivering long-term value to member cities and the communities they serve.

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Chapter 7: Financial Strategy & Funding Framework
The ability to deploy flexible and reliable financial resources is central to the success of the Trust.

While the region faces significant housing affordability challenges, it also benefits from access to funding sources that can support affordable housing production, preservation, and related housing initiatives. Unlike many newly formed housing organizations that must first secure operating and program capital, the Trust is anticipated to begin operations with access to identified funding resources that can be strategically deployed to address regional housing priorities.

The Trust's financial strategy is designed to maximize the impact of available funding by targeting critical financing gaps, leveraging larger public funding, and supporting projects that advance affordable housing opportunities within the member cities. Through strategic deployment of capital, the Trust can help increase housing production, preserve existing affordability, and strengthen the region's capacity to respond to evolving housing needs.

Financial Strategy
If formed, the Trust's financial strategy is anticipated to focus on four primary objectives:

1. Secure recurring revenue sources capable of supporting long-term Trust operations and housing programs.

2. Deploy capital through financing programs that address identified funding gaps and support affordable housing production and preservation.

3. Leverage available resources to attract additional public investment and maximize the impact of Trust funding.

4. Maintain sufficient administrative capacity to ensure effective program delivery, compliance, and organizational sustainability.

Collectively, these objectives are intended to position the Trust as a reliable regional housing finance entity capable of supporting affordable housing projects and housing implementation efforts throughout the Westside region.

Primary Funding Sources
The Trust is expected to rely primarily upon recurring public funding sources that can provide both program capital and administrative support. Based upon currently available information, Measure A Production, Preservation, & Ownership (PPO) New Construction & Flex funding and Technical Assistance funding administered through the Los Angeles County Affordable Housing Solutions Agency (LACAHSA) is anticipated to serve as the Trust's primary funding source.

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Estimated Annual Funding Sources
Funding Source Fiscal Year 2026-27 Estimated Annual Funding PPO – New Construction $3,533,223
PPO – Flexible $1,040,528
Technical Assistance $352,881
Total $4,926,632
Actual funding levels may vary over time based upon sales tax revenues and future Board decisions.

Measure A – Production, Preservation & Ownership (PPO)
Measure A provides a dedicated and recurring source of funding for affordable housing activities throughout Los Angeles County. Based upon current allocation estimates, the Trust is anticipated to receive approximately $4.57 million annually in Production, Preservation, and Ownership (PPO) funding through Measure A. This allocation consists of approximately $3.53 million in PPONew Construction funding and approximately $1.04 million in PPO-Flexible funding.

PPO-New Construction funding is intended primarily to support activities that result in the creation of new housing units, including acquisition financing, predevelopment funding, gap financing, construction financing, permanent financing, and affordable homeownership opportunities. PPOFlexible funding may be used for many of the same activities while also supporting a broader range of housing preservation, acquisition, rehabilitation, adaptive reuse, and affordability preservation efforts. Together, these funding sources are anticipated to serve as the primary source of Trust program funding and provide the flexibility necessary to address a variety of housing priorities identified throughout the Trust formation process.

Potential uses of PPO funding may include:
• Acquisition financing
• Predevelopment loans
• Affordable housing gap financing - construction and/or permanent financing • Affordable housing preservation activities
• Affordable homeownership programs
The flexibility and recurring nature of PPO funding make it particularly appropriate to address several of the priority funding needs identified during stakeholder interviews, including acquisition funding, predevelopment financing, early-stage capital, and project gap financing. PPO-Flexible funding may be especially valuable in supporting preservation-oriented strategies and housing opportunities that do not fit traditional new construction funding models.

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guidelines, a portion of PPO funding may be used to support administration, compliance, underwriting, legal services, and other project or program delivery activities necessary to effectively deploy housing resources.

Measure A - Technical Assistance (TA)
TA funding represents a potential resource to support housing planning, project development, and capacity-building activities within the Trust member cities. Eligible uses generally include activities that help advance affordable housing projects from concept to construction, such as site identification, feasibility analysis, project underwriting, environmental and due diligence studies, development of housing strategies and policies, preparation of developer solicitations, consultant services, community engagement, project management, and other technical assistance activities that improve project readiness and implementation capacity. Technical Assistance funding may also be used to support local jurisdictions with specialized expertise, housing program development, and regional coordination efforts that facilitate affordable housing production and preservation.

Based on current estimates, approximately $352,881 in Measure A Technical Assistance funding may be available to the Trust during Fiscal Year 2026-27, providing an opportunity to support member cities and project partners through targeted technical assistance initiatives aligned with the Trust's Strategic Priorities.

Funding Deployment Priorities
Stakeholder interviews consistently identified acquisition financing, predevelopment funding, and early-stage capital as some of the most significant unmet funding needs within the region. These activities are often critical to helping projects compete for larger state and federal funding programs and can have a significant impact on project feasibility.

Accordingly, the Trust's initial funding priorities are anticipated to focus on:
• Acquisition and predevelopment financing.
• Affordable housing gap financing.
• Affordable housing preservation programs.
• Affordable homeownership opportunities.
• Housing implementation and technical assistance programs.

The Trust is expected to periodically evaluate funding priorities and program performance to ensure that available resources remain aligned with regional housing needs, market conditions, and funding opportunities.

Leveraging Limited Resources
The Trust is not intended to serve as the sole funding source for affordable housing projects.

Rather, one of its primary objectives is to strategically deploy funding in ways that attract and leverage additional investment from local, county, state, federal, and other financing sources.

Affordable housing developments often require multiple funding sources to achieve financial feasibility. By providing acquisition financing, predevelopment funding, or early-stage capital, the Trust may help projects secure larger funding commitments from programs such as Low-Income Task 7.1 – Strategic Plan
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Housing Tax Credits, tax-exempt bond financing, state housing programs, and other competitive funding sources.

This leveraging approach allows a relatively modest Trust investment to support significantly larger housing developments and expand the overall impact of available resources. Over time, the Trust will also benefit from recycled financing paid back to the Trust and redeployed into future projects, further increasing the long-term impact of Trust investments.

Administrative Sustainability
Maintaining adequate administrative capacity is essential to the successful deployment of housing resources. The Trust is expected to utilize eligible administrative funding associated with Measure A and other funding sources whenever possible to support program administration, compliance, financial management, legal services, and organizational operations.

This approach is intended to maximize the amount of funding available for housing activities while ensuring that the Trust possesses the administrative infrastructure necessary to responsibly manage public resources and housing investments.

As the organization matures, the Trust Board may periodically evaluate administrative funding needs and consider additional strategies to ensure long-term organizational sustainability.

Future Funding Opportunities
In addition to recurring funding sources, the Trust may pursue supplemental funding opportunities that become available through State, regional, county, and federal housing initiatives. These opportunities may include competitive grant programs, housing trust capitalization programs, legislative appropriations, budget earmarks, regional housing implementation programs, the State’s Permanent Local Housing Allocation (PLHA) Program administered through the County of Los Angeles, and other housing-related funding sources.

Los Angeles County is currently preparing its next five-year PLHA investment plan, which must be reviewed and approved by the California Department of Housing and Community Development (HCD). As part of that process, the County is evaluating how future PLHA resources may be allocated among eligible jurisdictions and regional housing trusts throughout Los Angeles County.

Because the County's PLHA investment plan has not yet been finalized or approved by HCD, and future allocations to regional housing trusts have not been determined, no PLHA funding has been assumed in the Trust's Fiscal Year 2026-27 budget or funding projections.

While these opportunities are often competitive subject to future appropriations, or may not be available on a recurring basis, they can provide significant resources to expand Trust programs, capitalize new financing initiatives, support technical assistance activities, and increase the overall impact of Trust investments. The Trust should remain positioned to pursue these opportunities as they become available and align with the organization's mission and strategic priorities.

Philanthropy
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institutions, and individual donors in supporting affordable housing efforts within the region, while also noting that successful fundraising would require additional organizational development, dedicated fundraising capacity, a clearly articulated case for support, and the establishment of an operational track record. The studies further recognized that many philanthropic organizations prefer to fund entities with demonstrated experience and measurable results. Accordingly, the Trust's initial financial strategy will focus on establishing operations, deploying available public funding resources, and demonstrating successful program implementation. During the first year following formation, the Trust does not anticipate actively pursuing philanthropic funding opportunities while the organization establishes its governance framework, operational capacity, and track record necessary to support future fundraising efforts.

Financial Outlook
Based upon currently identified funding sources, the Trust is anticipated to begin operations with a meaningful foundation of recurring funding. Measure A PPO funding and anticipated Technical Assistance allocations provide the opportunity to establish housing finance programs and administrative funding capable of supporting affordable housing activities shortly after formation.

While future funding levels will vary based on economic conditions, sales tax revenues, State allocations, and future Board decisions, the Trust's long-term success will depend not only on the amount of funding available, but also on its ability to deploy resources strategically, leverage additional investment, and respond to evolving housing priorities throughout the region.

By managing its resources responsibly and deploying funding strategically, the Trust can serve as a long-term regional partner that helps expand affordable housing opportunities while maximizing the impact of public investments.