City Council/Public Financing Authority
June 7, 2022

Jamboree | Location Date 2021
1 April 21, 2022
Charles G. Kovac, Housing Manager
Community Development Department
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
[email protected]
RE: Huntington Beach Healing Center RFQ Response
Dear Mr. Kovac:

Jamboree Housing Corporation, Mercy House, and Be Well Orange County (Development Team) are excited about the opportunity to collaborate with the City of Huntington Beach to create the Healing Center.

The proposed Healing Center will be a joint endeavor led by Jamboree. Jamboree’s experience as one of California’s leading developers of housing and community-serving facilities and a respected supportive service provider is the essential qualification for this effort. Jamboree is fortunate to be joined in partnership in this RFQ response by highly accomplished and respected Orange County-based Mercy House, a homeless shelter, housing and comprehensive supportive services provider and Be Well, a groundbreaking behavioral health treatment and services organization.

Together, these three leadership nonprofit organizations collectively represent decades of innovation, skill, and commitment in serving homeless and low-income residents of Orange County with the shelter, support, and the resources they need.

Our goal is to end homelessness one person at a time by offering a continuum of housing and health services to meet individuals where they are. Jamboree is rethinking the entry and exit lanes of housing instability and creating inroads that remove the barriers of siloed and compartmentalized housing market sub-sectors – all while driving forward a full spectrum of housing for strong, healthy communities.

This Development Team is equipped with the richest cross-section of experience to serve as the City’s partner in housing and healthcare. Collectively, that unmatched expertise and genuine partnership will truly change people’s lives and break the cycle of homelessness.

We look forward to a collaborative process with the City, County, other agencies, and stakeholders throughout the community to work through all viable options for this site.

Sincerely,
George Searcy
Chief Impact Officer
[email protected]
949-214-2307
Jamboree | Huntington Beach Healing Center April 2022 Tel 949.263.8676
Fax 949.263.0647
jamboreehousing.com
Offices: Irvine | Sacramento | San Diego
Jamboree Housing Corporation
17701 Cowan Avenue, Suite 200
Irvine, CA 92614

2 April 2022 Jamboree | Huntington Beach Healing Center Organizational Structure 3
Firm’s Expertise 4
Partner MOUs 7
Respondent Team Collaborations 9
Relevant Experience 13
Financing Structure 17
Project References 18
Financial Capacity 19
Past and Current Litigation Disclosure 26

2. Developer
Qualifications &
Experience
Caption
3 April 2022 Jamboree | Huntington Beach Healing Center

2. Developer Qualifications &
Experience
The proposed Healing Center will be a joint development led by Jamboree, with Mercy House and Be Well as
supporting partners. Jamboree’s experience as one
of California’s leading developers of housing and
community-serving facilities and a respected supportive service provider is an essential qualification for this effort. Jamboree is joined in a partnership in this RFQ response by highly accomplished and respected Orange
County-based Mercy House, a homeless shelter, housing
and comprehensive supportive services provider and Be
Well, a groundbreaking behavioral health treatment and
services organization. Together, these three leadership non-profit organizations collectively represent
decades of expertise, skill, and commitment in serving
homeless and low-income residents of Orange County
with the shelter, support, and the resources they need.

Within this partnership Jamboree will be responsible for leading the design, development, financing, construction and operations planning for the entire development.

All development activities will be led by Jamboree with A. Organizational Structure
all partners and subcontractor responsibilities defined by partnership and contracting agreements set in place
prior to commencement of the development agreement
between the City of Huntington Beach and Jamboree.

Be Well and Mercy House as partners in this project will contribute their planning input regarding architectural and operations matters during the planning and
development phase to Jamboree.

In consultation with the City of Huntington Beach, the
development plans and financing strategies will be the
sole responsibility of Jamboree to manage and execute.

The current plan identifies a Navigation Center and a
Behavioral Health Center which are currently proposed
to be operated by Mercy House and Be Well respectively.

The City of Huntington Beach and Jamboree will execute
a development agreement to identify contractual
obligations of these two parties and define the
contribution of other partners as the City may desire to engage in planning these functions within the campus
site.

4 April 2022 Jamboree | Huntington Beach Healing Center B. Firm’s Expertise

ABOUT JAMBOREE
Founded in 1990, Irvine, CA-headquartered Jamboree is
an award-winning, non-profit development company
that develops, acquires, renovates, and operates housing for a wide variety of vulnerable populations. Jamboree
also provides a wide range of supportive services for
working families, children, seniors, and people with
special needs.

Jamboree’s strength extends from its highly skilled and competent staff team to its financial depth and capacity.

This financial facility is reflected in the $1.1 billion in affordable housing projects under development and a
portfolio value of roughly $3.2 billion.

This portfolio of apartment homes houses more than
10,000 California residents and represents more than
100 California cities and communities. Jamboree also is a highly skilled financing expert in the utilization of a wide range of innovative tools to deliver our developments.

These tools includes complex financial structures that
are often required to bring affordable housing projects to fruition. Our municipal partners depend on our skills to deliver long-term solutions to address the housing crisis with skilled and innovative approaches.

COMMUNITY IMPACT
As a Community Housing Development Organization
(CHDO) in the City of Huntington Beach, at the State and County level, as well as in various California cities for over 25 years, Jamboree’s mission is to deliver quality affordable housing and services that transform lives and strengthen communities. To fulfill its mission and to maintain a
continuum of quality housing and services that are the
foundation of its reputation and livelihood, Jamboree fully embraces the principle that the development of premier
affordable housing is only the first phase of what will be a long-term partnership and operational commitment with
stakeholders and the communities in which the company
develops. Jamboree still maintains relationships that date back to its founding in 1990.

Jamboree’s Community Impact Group is committed to
enhancing the high quality of its housing, with responsive social services and programming that benefits people’s

5 April 2022 Jamboree | Huntington Beach Healing Center lives as well as the environment, the economy, and
local neighborhoods and communities. To this end,
the company’s primary outreach priority continues
to be the advancement of its relationships with local
governments/stakeholders and associated agencies and
entities. It is because of this outreach coupled with a commitment to the community that Jamboree is invited
back time and again to develop in cities and counties
where it has existing affordable properties, thereby
underscoring the value of these sustained relationships and the quality of Jamboree’s work. Further evidence
of Jamboree’s strength is the fact that it has been
successfully developing and operating affordable
housing properties in many different communities and
diverse market/economic environments.

LICENSED GENERAL CONTRACTOR
Jamboree has an internal licensed general contractor
operated by Jamboree staff known as QDC. QDC
serves as a technical consultant, design expert,
and construction manager for Jamboree’s housing
projects. This internal team brings specific design and construction expertise and value engineering to bear
throughout the entire development process; it enhances
the quality and cost efficiency and savings in all aspects of new construction at Jamboree communities, as well as the rehabilitation of existing properties.

SUPPORTIVE SERVICES
Jamboree integrates robust on-site social and supportive services into all our communities, as housing alone
does not ensure effective outcomes for all residents.

Our breadth of services across our portfolio include
afterschool programs, counseling and mental health
services, health clinics, Head Start preschool, life skills training, and healthy eating workshops, among many
others. Jamboree supervises the management of all
permanent supportive housing units it operates in
Orange County and the State of California. Property
management is executed through professional contracts
with management companies experienced with housing
persons who have experienced homelessness.

Jamboree is committed to addressing issues related
to homelessness and is a respected leader in the
development of permanent supportive housing.

Jamboree is and has been for many years an active
participant in the Orange County Continuum of Care and
the Commission to End Homelessness. Jamboree has
worked with several prominent non-profit organizations
including Mercy House to develop a Collaborative
implementing a scattered site model using the
Coordinated Entry System, (CES), to house the County’s
most vulnerable homeless individuals. This model was
the first large scale implementation of Coordinated Entry in Orange County. Jamboree continues to support CES
implementation in its new supportive housing being
developed in the County.

MEASURABLE IMPACT
Across industries, Corporate Social Responsibility (CSR) is becoming more of a norm and expectation (Heyward,
2020)1 and generally involves focusing on community
impact and service. Jamboree’s continued emphasis on
providing and documenting the impact of its robust
resident services has solidified the company’s role and reputation as a CSR leader in the housing development
industry. Grounded in the Social Determinants of
Health (SDOH)2 framework, Jamboree offers equity-
driven services related to improving resident access to economic stability, mental and physical health services, education, and social engagement. In fact, the company
has a dedicated Community Impact Department
whose mission is to “invest in services proven to have a quantifiable positive impact on persons who lack access” .

Such services are provided and measured across the
entire portfolio including family, senior, and permanent and supportive housing properties.

Jamboree’s organization-wide, systematic approach to
designing and conducting research has yielded a diverse data set of outcome measures for all types of residents.

More specifically, data is collected on how residents
living in Jamboree housing are faring economically,
socially, educationally, psychologically, and physically.

Findings from the various research reports can be
found online and provide compelling evidence of how
Jamboree is changing lives and communities.

A 2020 report indicated that 63% of residents reported
that they would not otherwise have access to services
(e.g., mental health, education) if not provided by
Jamboree and 88% of respondents said that it is crucial to their families to continue having access to the services provided by Jamboree.

Key findings from a 2021 study of family properties
revealed that 63% of residents reported being able
to maintain a steady job since moving into Jamboree
housing, 51% of parents reported that their children
have performed better in school since living in Jamboree housing, 79% reported feeling physically safer in their current home than in their previous living situation,
43% reported having disposable income (63% of these
6 April 2022 Jamboree | Huntington Beach Healing Center respondents indicated feeling less stressed as a result and 77% reported being able to buy more, higher
quality food for their family), and 65% reported reducing their consumption of public resources (e.g., CalFresh,
Unemployment, Free and Reduced Lunches, Emergency
Room).

Data collected at senior and permanent supportive
housing (PSH) properties also indicates that residents are positively impacted by services and amenities provided.

In fact, across senior properties, 90% of residents
reported maintaining good emotional health and
positive social relationships, 88% reported rarely feeling lonely, and 72% said that the educational programs
provided helped them to improve their physical health.

Highlights from a 2020 report on PSH properties
revealed that on average 200 hours of case management
were provided every month at every site (11 sites
ranging in size from 20-137 units), 90% of residents
maintained housing, 92% reported receiving necessary
medical care, 88% reported receiving necessary mental
health services, and 83% indicated that site staff helped them to obtain information so that they could take
charge of managing their illness. Taken together, these data on all Jamboree residents clearly communicate the
positive impact that living in Jamboree housing has on
residents. Jamboree’s data-driven service delivery model continues to evolve as does the company’s investment
in research and evaluation as a means of achieving its
mission to change lives and communities for the better.

Jamboree’s outcome measures for their PSH properties
are grounded in the Dimensions of Quality Supportive
Housing, created by the Corporation for Supportive
Housing (CSH), and in Orange County Adult Full Service
Partnership requirements. As such, assessment efforts
have traditionally focused on maintaining housing,
reducing the usage of public resources, developing
important life skills, stabilizing income, improving
mental and physical health, and creating strong social
and community connections. This data is collected
routinely and clearly demonstrates the quantifiable
positive impact that living in Jamboree’s PSH properties has on residents.

Community room at Park Landing in Buena Park, CA
Tot lot and open active space at West Gateway Place in Yolo County, CA Central courtyard at Granite Court in Irvine, CA

7 April 2022 Jamboree | Huntington Beach Healing Center

PARTNER MEMORANDUM OF UNDERSTANDING

8 April 2022 Jamboree | Huntington Beach Healing Center

PARTNER MEMORANDUM OF UNDERSTANDING

9 April 2022 Jamboree | Huntington Beach Healing Center

PARTNER MEMORANDUM OF UNDERSTANDING

April 2022 Jamboree | Huntington Beach Healing Center 10 PARTNER MEMORANDUM OF UNDERSTANDING

April 2022 Jamboree | Huntington Beach Healing Center 11 PARTNER MEMORANDUM OF UNDERSTANDING

12 April 2022 Jamboree | Huntington Beach Healing Center

PROJECTS WHERE MEMBERS OF THE RESPONDENT

TEAM WORKED TOGETHER
Jamboree and Mercy House have worked together
since 2015, when the two organizations secured a $2.5
million grant from the Department of Housing and
Urban Development (HUD) as part of the Orange County
Permanent Supportive Housing Collaborative. The grant
funded rental subsidies, intensive case management,
and other important housing stabilization services.

An initial goal of housing 100 of the most vulnerable
homeless people in the County was accomplished
between August 1st of 2015 and March 31st of 2016.

Jamboree and Be Well have partnered together to
develop a Housing Navigation and Placement program
that serves as a functional Housing Discharge Plan. This service works for those patients of the Be Well Orange
clinical treatment and services facility as well as clients of the Mobile Crisis Response Team throughout Orange
County. The components of the discharge plan and
housing navigation will include the following elements:
• Client/Patient Assessment
• Document Assistance
• Beneficiary Enrollment
• Housing Plan
• Housing Navigation and Case Management Services
Jamboree is responsible to manage and operate an
ongoing Housing Discharge Plan that is designed upon
the pilot program identified in this document utilizing funding sourced from State of California Department of
Health Care Services CalAIM program.

Architectural Design Collaborative (ADC) and
Jamboree have worked on the following communities
together:

NEW CONSTRUCTION
• Heroes Landing, Santa Ana
• Finamore Place, Anaheim
• Huntington Beach Seniors, Huntington Beach
• Sierra Fountains, Fontana
• West Mission, Pomona
• Rancho Las Bolsas, Temecula
• Clark Commons, Buena Park

RENOVATION PROJECTS
• Hillview Court, Milpitas
• North Harbor, Santa Ana
• Airport Inn, Buena Park
• Several others in the construction drawing phase
Tot lot at Bonterra in Brea, CA
Highgrove Blossom affordable community in Highgrove, CA Clark Commons in Buena Park located next to a pocket park

April 2022 Jamboree | Huntington Beach Healing Center 13 C. Relevant Experience

INTERIM HOUSING EXPERIENCE
We look forward to bringing our Homekey (1.0
& 2.0) experience and sharing the challenges of
permanent housing, as well as sharing our 30+ years
of redevelopment and development experience. This
includes the planning, entitlement, and funding of
properties as permanent support housing.

Jamboree also has extensive experience developing
and operating interim housing facilities and programs
over the past 5 years. Most recently Jamboree, in
a partnership with the City of Sacramento and the
Sacramento Housing and Redevelopment Agency,
agreed to redevelop a motel using the State Homekey
program. The new development is renamed Vista
Nueva and will include 117 units; 106 of the units will be permanent supportive housing units and 10 will serve as interim shelter units. The 106 supportive housing units will house persons experiencing homelessness or at risk of homelessness.

Commencing in November of 2020 Jamboree acquired
130 motel units in the City of Stanton which was
operated as interim housing, (clients living at the site do have individual units but do not have leases or qualify as tenants or permanent residents). These units will be transitioned to permanent supportive housing units
beginning late in 2022 through early 2023. In addition, through a long-term contract with Providence Health
Jamboree has operated a small interim shelter program
for persons existing the emergency departments at St.

Joseph Hospital, Orange since 2017.

OVERVIEW OF RECENT AND RELEVANT PROJECTS
Jamboree, Mercy House, and Be Well have over 65 years
of collective experience in the operation, development, and redevelopment of affordable housing including,
permanent supportive housing (PSH) properties,
homeless shelters with comprehensive supportive
services, and groundbreaking behavioral health
treatment and services.

Jamboree is an award-winning, broad-based nonprofit
community development company with properties
throughout California. Jamboree develops, acquires
and renovates permanently affordable rental housing
for working families, seniors, veterans and people with special needs. Jamboree currently has $1.3 billion in
affordable housing projects in its development pipeline and a $3.2 billion asset portfolio that includes the
development of and/or ownership interest in more
than 10,000 apartment homes in over 96 California
communities.

The Development Team is pleased to provide overviews
of recent completed and relevant projects. Jamboree
integrates robust on-site facilities design, thoughtful, relevant programs and resources, collaborative
partnerships and a range of expert social and supportive services into our developments with the intent of having a positive impact on the lives of not only our residents, but also of the surrounding community. In each of these properties, Jamboree conducted a Community Needs
Assessment to understand both the presenting issues
facing the community and engaged with high-capacity
partners to leverage services offered at the property.

Each of these properties listed here have Jamboree staff onsite to self-deliver programming such as after school programming, and/or health, wellness and educational
workshops. Additionally, the staff provides oversight for partners who either come onsite or have offices within
our community space.

These projects are:
• Heroes Landing in Santa Ana
• Finamore Place in Anaheim
• Clark Commons in Buena Park
Tahiti Motel, motel conversion to permanent supportive housing 14 April 2022 Jamboree | Huntington Beach Healing Center Project Profiles
Heroes Landing is a new construction permanent
supportive housing community for homeless veterans
and their families. As Jamboree’s first dedicated property for veterans, it is Orange County’s largest housing
development exclusively for veterans. The community is part of the City of Santa Ana’s Harbor Mixed Use Transit Corridor Plan which calls for retail stores, restaurants, office buildings and more housing options in a more
walkable, safe and attractive environment. The 1.54-
acre vacant, blighted site (a previous parking lot) was repurposed into a veterans community that integrates
into a thriving neighborhood that includes a Buddhist
temple, an apartment community, and a gated single-
family development. In collaboration with the City of
Santa Ana, the Veterans Administration (VA) and other
leading veterans service organizations, Jamboree’s
design concept for this innovative development is
“to be a sanctuary of stability and a hub of hope” for
some of Orange County’s most vulnerable veterans.

This concept is brought to life with a U-shaped, three- story, elevatored residential building of 75 one- and
two-bedroom apartments that opens onto a spacious
courtyard. The nearly 10,000 square feet of active open space includes a community garden and reflection walk
and a 4,500-square-foot community center that is home
to a Veterans Services Collaborative.

With the creation of the Heroes Landing Collaborative,
Jamboree’s innovative approach to community impact
brings together – in one place – some of Orange
County’s leading veterans service agencies to support
residents as well as veterans throughout the community:

VA Long Beach Healthcare System provides both mental
health counseling and wellness services. Goodwill of
Orange County’s Tierney Center for Veterans Services
operates employment services on site. Veterans Legal
Institute provides pro bono legal assistance to homeless and low-income current and former service members.

Strength in Support provides supportive services
to military personnel, veterans, and their families,
including individual and family therapy, mentorship,
and workshops at the site. Step Up, an experienced
supportive service provider for veterans, is the
contracted service provider.
3312 West 1st Street
Santa Ana, CA 92703
Heroes Landing
New Construction
Formerly Homeless Veterans
Five Service Providers Onsite

DEVELOPMENT HIGHLIGHTS
Orange County’s largest housing development
exclusively for veterans
Home to Heroes Landing Community Collaborative
for OC veterans (5 service providers on site)
10 local, regional, national awards
DATE OF AWARD OF CONTRACT 2017
CONSTRUCTION START 2018
CONSTRUCTION END 2020
GROSS SQUARE FOOTAGE 67,866 SF
UNITS 75
AFFORDABILITY 30%

UNIT MIX AND SQUARE FOOTAGE
71 One-bedroom 496 sf
4 Two-bedroom 709 sf
LOT SIZE 1.54 ac
DENSITY 49.4 du/ac

FUNDING SOURCES
Union Bank Tax Credit Equity $12,900,425 Union Bank Permanent Loan $10,300,000 Orange County Housing & Community Services /
California Housing Finance Agency $2,912,000 Orange County Community Foundation $1,500,000 Federal Home Loan Bank of San Francisco,
AHP loan $750,000
Jamboree Deferred Developer Fee $614,641 The Home Depot Foundation $ 500,000
City of Santa Ana, HOME funds through U.S. Department
of Housing and Urban Development (HUD) $477,346 Total Development Costs $29,954,412

15 April 2022 Jamboree | Huntington Beach Healing Center Finamore Place is an affordable new construction
housing development for both large families and
formerly homeless families. It is a four-story residential building that will provide affordable workforce
housing opportunities for Anaheim families. Of the
102 units, 101 units will be restricted and 20 units will be dedicated to housing homeless individuals and
families. The development will provide indoor and
outdoor community space – including a community
garden and a community center that will be home to
Orange County Head Start, Child Guidance Center, and
St. Jude Neighborhood Health Center. Services from
onsite partners will be available to the local community.

The site includes a spacious courtyard with nearly
15,000-square-feet of active open space. A two-story,
15,000-square-foot community center – the largest
of any Jamboree property to date – will be home to a
collaboration of resident and community services for
the entire neighborhood, including an onsite satellite
family mental health services clinic and a separate
3,800-square-foot onsite early education center.

Ample parking in a centralized three-story parking
structure will provide direct access to apartments for the residents, with dedicated parking spaces and charging
stations for residents with electric vehicles. Additionally, the development will reclaim a previously unused strip
of adjacent land, transforming it into a neighborhood
park with landscaped walkways and a water-wise
community garden for fresh herbs, vegetables, and
flowers.
915 E. Orangewood Avenue
Anaheim, CA 92802
Finamore Place
Intergenerational, Mixed Use, Permanent Supportive Housing Three Service Providers Onsite

DEVELOPMENT HIGHLIGHTS
Eighth Jamboree development with City of Anaheim
since 2008 (totaling 638 units)
Features a new, onsite Head Start Orange County
educational center
$1.5 million in last-mile funding from Disneyland
Resort via OC Housing Trust and OCBC
DATE OF AWARD OF CONTRACT 2019
CONSTRUCTION START 2020
CONSTRUCTION END 2022
GROSS SQUARE FOOTAGE 125,850 sf
UNITS 102
48 One-bedroom 721 sf
27 Two-bedroom 848 sf
27 Three-bedroom 968 sf
AFFORDABILITY 30% - 60%
LOT SIZE 2.86 ac
DENSITY 35.7 du/ac

FUNDING SOURCES
Union Bank Tax Credit Equity $25,314,975
Union Bank Perm Loan $14,340,824
Anaheim Housing Authority (AHA) HOME $522,940
AHA Land Note $10,200,000
AHA Other Funds Loan $3,201,388
AHA Transportation Fee Waiver $132,294
Orange County Housing Trust $1,500,000
Anaheim Public Utilities Rebate $150,000
Total Development Costs $55,362,421

16 April 2022 Jamboree | Huntington Beach Healing Center View from Orangethorpe in Buena Park, CA
Clark Commons is an affordable housing apartment
community that’s part of a 12-acre development created
with City Ventures and the City of Buena Park. The
mixed use development came about due to strong
relationships with key community stakeholders and
now provides much needed community room space
and restaurant dining options not only for our residents but also for the surrounding neighborhood. Through
physical design that came about by a collaborative
input process from City staff and Council members and
intentional programming, this development has become
a shining example of how a housing development can
become a valuable community resource. Jamboree
was able to leverage tax credit financing to build out
approximately 3,000 square feet of Community Space
and restaurant space for a local small business that had never owned a brick and mortar restaurant but had
operated out of the Buena Park Farmers Market.

This development has several amenities and community
serving spaces that can be utilized by the community,
including Clubhouse, After School Activity Room,
Physical Fitness Center, and Clark Commons Community
Center – with teaching kitchen, multi-purpose room and
cubicles for case management and benefit enrollment.

Jamboree uses the Clark Commons Community Center
space in in a broad partnership framework to create
a collaborative model of services to improve health
outcomes for residents of Buena Park. The following
partners participate in this collaborative and run
programs out of our center:
• City of Buena Park
• OC Health Care Agency
• St. Jude Medical Center
• Buena Park School District
• Mabel Pendleton Elementary School (Buena Park
School District)
• North County ROP
• Child Guidance Center
• Community Action Partnership of OC (CAPOC)
8002-8004 Orangethorpe Avenue
Buena Park, CA 90621
Clark Commons
Family
Eight Service Providers Onsite

DEVELOPMENT HIGHLIGHTS
LEED for Homes Gold Certified
Award-winning development
Transit-oriented development
Mixed use development
DATE OF AWARD OF CONTRACT 2015
CONSTRUCTION START 2015
CONSTRUCTION END 2016
GROSS SQUARE FOOTAGE 146,543 SF
UNITS 70
11 One-bedroom 687 sf
37 Two-bedroom 801 sf
22 Three-bedroom 1,102 sf
YEAR COMPLETED 2016
UNITS 70
AFFORDABILITY 30% - 60%

UNIT MIX AND SQUARE FOOTAGE
11 One-bedroom 687 sf
37 Two-bedroom 801 sf
22 Three-bedroom 1,102 sf

FUNDING SOURCES
Bank of America Tax Credit Equity $18,410,728 Bank of America Permanent Loan $2,971,035
City of Buena Park $7,700,000 Accrued Interest $226,077
Total Development Costs $29,307,840 A Resident Leadership Academy has been established at
this property lead by CAPOC. This group is developing
leadership skills, providing feedback on programs,
planning and implementing health fairs, and bringing
awareness to the community about the walkability of the neighborhood.

17 April 2022 Jamboree | Huntington Beach Healing Center D. Financing Structure

LEVERAGING STATE AND FEDERAL DOLLARS FOR

LOCAL COMMUNITIES
Jamboree is one of the leading affordable housing
developers in the state that has utilized creative
financing solutions for the development of housing
units and at-large community serving facilities. In the last 18 months, Jamboree was awarded $26.8 million of
local funding and leveraged the funds to $383 million
(a multiple of 14.3) to finance 15 developments totaling over 1,100 units.

Our approach in determining the proposed financing
structure for the Healing Center considers the project’s location, unique programming, multiple uses, site
conditions and other factors.

With the extent of our current activity, Jamboree has
current and up-to-date experience working with the
following financial partners and others for tax credit
equity and debt based our active pipeline of projects., This real time knowledge will be critical in today’s
fluctuating economic conditions.
• US Bank, N.A.
• Union Bank MUFG
• Banner Bank
• Century Housing
• Wells Fargo
• Red Stone Equity Partners
• Boston Financial
• JP Morgan Chase
Jamboree’s successful track record with applications for tax credits and state funding sources allows us to identify the best combination of sources for projects. For the
Healing Center, we would take advantage of the project’s proximity to transit and amenities to apply for State
HCD sources, such as Affordable Housing Sustainable
Communities (AHSC), Multifamily Housing Program
(MHP), Infill Infrastructure Grant (IIG), and Veterans
Housing and Homelessness Prevention Program (VHHP).

Jamboree looks forward to working with the City
and County to leverage local funding to create the
capital structure to bring the project to fruition. This may include pursuing project-based vouchers from
the Orange County Housing Authority and applying
for other sources, such as Mental Health Services Act
(MHSA), American Rescue Plan Act (ARPA) funds, Housing
Finance Trust Fund and Housing Trust.

We will work closely with Mercy House and Be Well OC
to assist them secure capital and operational funding for the purposes of the emergency shelter, interim housing, and behavioral health treatment center. In addition,
Jamboree’s oversight of operations and contractual
experience with CalAIM will ensure that high-quality
services are appropriately funded. The financing
institutions, including lenders and equity provider, and borrowing entities will be determined and provided as
the financing plan is finalized.

Lastly, Jamboree’s history of successfully bringing
projects across the finish line will be reflected with full compliance with the California Tax Credit Allocation
Committee (CTCAC) regulations with performance and
completion guarantees.

PROJECT BUDGET VS. FINAL COST
A critical component of Jamboree’s development
reputation is the company’s in-house Development
Group, an experienced team of professionals with
exceptional multidisciplinary knowledge and talents.

This group has consistently delivered on the promise
of quality affordable housing, producing multifamily
properties that are completed on time and on budget.

Jamboree underwrites every project conservatively,
both from a cost standpoint and from a contingency
standpoint. Like every developer, the team has
experienced challenges around supply chain and spikes
in costs. Jamboree has been able to absorb those in
almost all cases due to this conservative, holistic, and forward-planning approach to underwriting. With 10
projects currently under construction, we are very
aware of what the sensitive cost centers are around
construction. This real-time market knowledge provides
us with useful data to plan ahead and forecast realistic budget numbers for all costs.

Quality Development and Construction, Jamboree’s
in-house construction team, works closely with vendors
and consultants to ensure consistent building standards adopted by Jamboree are being utilized for all aspects
of the company’s affordable housing developments. As
the dedicated licensed general contractor for Jamboree
projects, Quality Development and Construction
provides all labor and material necessary to build the
project, engages subcontractors, coordinates schedules
and budgets, and ensures compliance with standards
and regulations. By providing in-house services, our
team addresses all aspects of design and construction
– from strategic master planning to post-construction
warranty service – to ensure cost savings and the highest industry standards and benchmarks in all specifications unique to Jamboree affordable housing properties.
18 Highgrove Blossom affordable community in Highgrove, CA Motel Conversion, Buena Esperanza in Anaheim, CA
Street view of Rockwood Apartments in Anaheim, CA
City of Anaheim
Grace Ruiz- Stepter
Director
Housing and Community Development Department
E: [email protected]
P: 714.765.4315
OC Community Resources
Julia Bidwell
Director, Housing & Community Development
1501 E. St. Andrew Pl, 1st Floor
Santa Ana, CA 92705
E: [email protected]
P: 714.480.2991
City of Stanton
Soo Elisabeth Kang, M.A.

Assistant to the City Manager
7800 Katella Avenue
Stanton, CA 90680
E: [email protected]
P: 714.890.4274
E. Project References
April 2022 Jamboree | Huntington Beach Healing Center 19 April 2022 Jamboree | Huntington Beach Healing Center F. Financial Capacity Statement
JAMBOREE’S FINANCIAL CAPACITY
With a property portfolio in excess of $3 billion, net
assets in excess of $605 million and nearly $24 million in cash, Jamboree has the balance sheet to ensure we
complete any development we commit to.

We routinely obtain pricing and terms that are indicative of our financial stability. Portfolio stability combined with low overhead and low corporate debt help
mitigate business risk amid challenges in the industry
and economy. U.S. Bank has extended an EQ2 line to
Jamboree, reinforcing the fact that our capital partners believe in our financial strength.

Jamboree has been a leader in developing innovative
financing strategies to ensure our developments are fully funded. Accordingly, Jamboree has never failed to win
a tax credit allocation for an eligible project awarded via RFP . Our success in winning competitive allocations of scarce low- income tax credits through the California Tax Credit Allocation Committee (TCAC), coupled with
attracting top tax credit investors is significant. Jamboree qualifies for the maximum allowable experience points
when competing for tax credits from TCAC.

We enjoy strong capital relationships with many
commercial lenders such Bank of America, Union Bank,
US Bank, and Century Housing. Our in-depth expertise
brings together a nexus of funding sources allocated
from the California Debt Limit Allocation Committee
(CDLAC), Federal Home Loan Bank (FHLB), U.S.

Department of Housing and Urban Development (HUD),
U.S. Department of Agriculture (USDA) and California
Department of Housing and Community Development
(HCD). These public agencies partner with conventional
construction and permanent loans, and other local, state, and federal grants and financing.

Jamboree has expertly navigated the current climate
of scarce resources to obtain funds from the Home
Investment Partnership Program, Neighborhood
Stabilization Program, Community Development Block
Grant, Continuum of Care, MHSA and Homekey. Our
development team continues to access new funding
programs such as No Place Like Home and Veterans
Housing and Homelessness Prevention Program. We
credit this success to our strong partnerships that
ultimately create superior developments that attract
necessary funding.

Over the years, Jamboree has received $420 million
of tax credit equity through the 4%, 9% and state tax
credit programs, $220 million of bond financing, and $25 million of HOME funds. With the loss of RDA funding,
Jamboree was able to secure alternate financing through a myriad of resources. Jamboree’s financial acumen
has meant many “firsts” including: building the first
development in the state using MHSA funds, Diamond;
developing two communities, Hotel Berry and Birch
Apartments in Brea with ARRA funds; and building the
first development in the state, West Gateway Place in
West Sacramento, using AHSC funds received from the
first Cap and Trade auction. Recently Jamboree was
awarded over $67 million to convert 343 motel rooms
into permanent supportive housing for the homeless.

April 2022 Jamboree | Huntington Beach Healing Center

20 April 2022 Jamboree | Huntington Beach Healing Center INFORMATION ABOUT RECENT CLOSINGS (LAST 12

MONTHS)
Project Name City Type Units
Huntington Beach Senior Huntington Beach New Construction, PSH 33 Park Avenue Chico New Construction, PSH 59
Rancho Las Bolsas Temecula New Construction, Large
Family 55
Sunrise Pointe Sacramento New Construction, Large
Family 47
Saybrook Sacramento Acquisition/Rehab, Large
Family 88
Tahiti Motel Stanton Acquisition/Rehab, PSH 60
Stanton Inn & Suites Stanton Acquisition/Rehab, PSH 72
Vista Nueva Sacramento Acquisition/Rehab, PSH 117
April 2022 Jamboree | Huntington Beach Healing Center 21 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center

LIQUID CAPITAL OR LETTER OF CREDIT
Jamboree Housing Corp
Liquid Assets
As of March 31, 2022

JHC - Checking x3314 1,279,428$
JHC - Money Market - Non Analyzed 31,055
JHC - Money Market x0164 125,050
Petty Cash 412
JHC - Payden Rygel 5,321,526
JHC - Payden Rygel - Pledged Asset 713,319
JHC - Vanguard Intermediate 818,270
JHC - Vanguard Long Term 13,422,883
Cash in Subsidiaries 2,304,473
Total Liquid Assets 24,016,416$

22 April 2022 Jamboree | Huntington Beach Healing Center

LETTERS OF SUPPORT FROM DEBT AND/OR EQUITY
PROVIDERS, ETC.

April 14, 2022

Charles G. Kovac, Housing Manager
Community Development Department
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
[email protected]

RE: Letter of Support for Jamboree Housing Corporation

Mr. Kovac,

I am pleased to provide this letter of support which details the long-standing relationship we've shared with Jamboree Housing Corporation. Union Bank has financed over a dozen Jamboree apartment projects via construction loans and permanent loans, and we have partnered as tax credit equity investor with Jamboree on nine of these projects. We hope to finance many more of their projects in the future, including the Huntington Beach Healing Center.

Jamboree is a long-time partner and well-respected client of Union Bank. Jamboree became a Union Bank client in 2006 and has maintained several accounts and a lending relationship during this time. All accounts and loans have been maintained as agreed and the relationship has always been in good standing with the Bank. They pride themselves on their connection and relationships with lenders and investors, on both the debt and equity side.

Jamboree is rethinking the entry and exit lanes of housing instability and creating inroads that remove the barriers of siloed and compartmentalized housing market sub-sectors – all while driving forward a full spectrum of housing for strong, healthy communities. They are leading the way with experience, innovation, and heart to create a measurable impact for some of our most vulnerable populations.

Financial strength, success, and forthrightness as a capital partner and borrower are the hallmarks of Jamboree. Their expertise in navigating development of complex projects, including transitional housing, permanent supportive housing, and affordable housing with health and support services, is remarkable.

As a financial partner, I would highly recommend Jamboree to work closely with the City of Huntington Beach to approach housing and health with an unmatched expertise that will truly change people’s lives and break the cycle of homelessness. Jamboree’s commitment to its residents and mission have always been evident, as is their sophistication in dealing with partners, lenders and cities, making them a great choice for the development and management of any permanent supportive housing, transitional or interim housing, and affordable housing with wrap-around services to ensure every resident thrives.

Sincerely,

Brian Roberts
Managing Director and
Southern California Market Manager,
Union Bank Community Development Finance

23 April 2022 Jamboree | Huntington Beach Healing Center

LETTERS OF SUPPORT FROM DEBT AND/OR EQUITY
PROVIDERS, ETC.

Community Development Corporation
1307 Washington Ave.

Suite 300
St. Louis, MO 63103
314.662.7533

usbank.com/cdc

April 14, 2022

Charles G. Kovac, Housing Manager
Community Development Department
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
[email protected]

RE: Letter of Support for Jamboree Housing Corporation

Mr. Kovac,

I am pleased to provide this letter of support which details the long-standing relationship we've shared with Jamboree Housing Corporation. U.S. Bank has worked with Jamboree for over 20 years and have an extensive relationship with Jamboree, including 4 construction loan and direct equity transactions, 16 perm loans (14 non-recourse and 2 recourse), 2 construction only loans (recourse), a Line of Credit, ACH exposure, EQ2 loan and a purchase card.

Jamboree is a long-time partner and well-respected client of US Bank. Jamboree became a US Bank client in 2001 and has maintained several accounts and a lending relationship during this time. All accounts and loans have been maintained as agreed and the relationship has always been in good standing with the Bank. They pride themselves on their connection and relationships with lenders and investors, on both the debt and equity side.

Financial strength, success, and forthrightness as a capital partner and borrower are the hallmarks of Jamboree. Their expertise in navigating development of complex projects, including transitional housing, permanent supportive housing, and affordable housing with health and support services, is remarkable.

They are leading the way with experience, innovation, and heart to create a measurable impact for some of our most vulnerable populations.

As a financial partner, I would highly recommend Jamboree to work closely with the City of Huntington Beach to approach housing and health with an unmatched expertise that will truly change people’s lives and break the cycle of homelessness. Jamboree’s commitment to its residents and mission have always been evident, as is their sophistication in dealing with partners, lenders and cities, making them a great

24 April 2022 Jamboree | Huntington Beach Healing Center

LETTERS OF SUPPORT FROM DEBT AND/OR EQUITY
PROVIDERS, ETC.

choice for the development and management of any permanent supportive housing, transitional or interim housing, and affordable housing with wrap-around services to ensure every resident thrives.

Sincerely,

Jennifer Craig
Vice President, Relationship Manager
Business Development, Debt Originations
U.S. Bank

25 April 2022 Jamboree | Huntington Beach Healing Center

AUDITED FINANCIALS
Financial Statements are secure PDF documents and
cannot be combined with other PDF documents. These
documents will be submitted individually as separate
PDF files.

April 2022 Jamboree | Huntington Beach Healing Center G. Past and Current Litigation Disclosure
Status Title Property Date Case # Court Plaintiff Defendant Description Closed Corporate 7/19/2017 30-2017-00929266-SC-
SC-NJC
Superior
Court-CA-Co
of OC
Veronica
Sandoval Unit
#224 Bonterra
Jamboree Housing
Corporaton Small Claims
Closed Corporate 12/4/2017 37-2017-00043779-C-

U-MC-CTL
Superior
Court-CA-Co
of SD
Edwin Anthony
Cambell
Jamboree, Woodglen,
CSE Security, John
Salmon, Larry Walker
Personal Injury
Closed Corporate 4/27/2018 Claim closed by Philly as
of 1/30/2019 N/A Cynthia Wood Monument Arms Liability
Closed Corporate 1/18/2019 30-2019
Superior
Court-CA-Co
of OC
Christopher C.

Rix
Jamboree Housing
Corporation,
Wakeham Grant &
The John Stewart
Company
Liability
Closed Corporate 5/8/2019 37-2019-00023660-SC-
SC-CTL
Superior
Court-CA-Co
of SD
Rita Elkin
Woodglen Vista
Apartment, JHC-
Woodglen, LLC
Liability
Open Property La Puente Park 5/9/2019 18STCV09385
Superior
Court-CA Co
of LA
Maria Trinidad
La Puente Park
Apartments,
Commercial Coating
Company, Inc
Liability
Open Property West Gateway 6/18/2019 19-0002-PWH
Department
of Industrial
Relations -
Legal Unit
Division of
Labor Standards
Enforcement
"Dynamic Home
Performance, Inc. dba
Dynamic Mechanical
(Advent Companies
and Delta Lane
Housing Partners, LP)
Liability
Closed Corporate 9/17/2019 CIVDS1927562
Superior
Court-CA-Co
of SD
Express
Contractors
WNC & Associates,
Inc. Arbor Terrace
Community Partners,
L.P . WNC-Arbor
Terrace Partners G/P ,
LLC
Liability
Open Corporate Jackson Aisle 11/21/2019 30-2019-01113268 Superior
Court-CA Co
of Orange
- Central
Justice
Center
El Veasta
Lampley
A Community of
Friends, Jamboree
Housing Corporation
& HOMES, Inc.

Liability
April 2022 Jamboree | Huntington Beach Healing Center Status Title Property Date Case # Court Plaintiff Defendant Description Closed Corporate 7/7/2020 09-20-1302-8 N/A HUD, Salvana Kareem
Woodglen Vista
Housing Partners, LP Discrimination
Closed Corporate 11/3/2020 34-2020-80003522-

CU-WM-GDS UNK
Capitol Station
District, a
California non-
profit mutual
benefit
"State of California
Business,
Consumer Services
and Housing Agency"
Writ of Mandate
Open Corporate Mendocino I 11/17/2020 09-21-3207-8 ? Roxana Schroeder
The John Stewart
Company and
Jamboree-Tal
Housing, LP
dba Mendocino
Apartment Homes
Liability
Open Corporate 3/2/2021 30-2021-01186526-SC-
SC-CJC
Orange
County
Justice
Center
Dana Giaccheti
Dzenkauskaite
Yolanda Ortiz
(Jamboree) Personal Injury
Open Property 6/4/2021 FCS056505
Superior
Court of CA -
Solano
Denise
Velasquez,
Gabriella
Velasquez,
Angelina
Velasquez &
Minors
Monument Arms
Communities Partners
LP , The John Stewart
Company
Unsafe Living
Conditions
Open Property 6/23/2021 34-2021-00302892
Superior
Court of
California,
Sacramento
Michelle
Jackson
JHC - Shenandoah,
LLC dba The
Shenandoah, LP dba
The Shenandoah
Apartment Homes
Personal Injury
G. Past and Current Litigation Disclosure
April 2022 Jamboree | Huntington Beach Healing Center Status Title Property Date Case # Court Plaintiff Defendant Description Open Property 8/5/2021 09-21-6379-8 / 09-21-
6379-4 N/A Silvia Figueroa
"Preservation Partners
Management Group,
Inc. c/o William E.

Szymczak, Agent for
Service of Process
Leslie Brambila, Property
Manager
JHC - Royals II, LLC c/o
Jamboree Housing
Corporation, Registered
Agent
Royals 4 Preservation
Partners, LP c/o William
Szymczak, Registered
Agent
Royals 4 Preservation
Partners, LLC ( owner's
general partner) c/o
William E Szymczak,
Registered Agent"
Discrimination
Closed Corporate 8/9/2021 21-31861 (DRJ)
United States
Bankruptcy
Court
Southern
District of
Texas Houston
Division
Katerra Inc. Jamboree Housing
Corporation Bankruptcy
Open Property 8/18/2021 30-2021-01177906-CL- WE-
CJC
Superior Court
of California,
County of
Orange
Michael Diehl
"American Family
Housing, Inc. A
Domestic Non-Profit;
Global Student Housing,
LLC, A California Limited
Liability Company;
JHC-Katella, LLC, A
California Limited
Liability Company"
Wrongful Eviction
Open Property 9/10/2021 N/A N/A Norman and
Barbara Whitford
FPI Property
Management, Emerald
Cove Apartments
Liability
G. Past and Current Litigation Disclosure
April 2022 Jamboree | Huntington Beach Healing Center G. Past and Current Litigation Disclosure
Status Title Property Date Case # Court Plaintiff Defendant Description Open Hillview
Court 9/27/2021 40-73547-766 N/A
State of CA
Department
of Industrial
Relations -
Division of
Labor Standards
Enforcement
"MFIB CA LLC

DBA MFRG-ICON
Construction
Allied Pros Construction,
Inc. "
Compliance
Closed Property 10/19/2021 / N/A Barbara Moore Jackson Aisle Misconduct Open Stanton Inn 10/25/2021 40-73721-757 N/A
State of CA
Department
of Industrial
Relations -
Division of
Labor Standards
Enforcement
"MFRG-ICON
Construction
Wall to Wall Builders Inc. "
Compliance
Closed Property 10/26/2021 202012-12109717 N/A Amy Ragabo "Anaheim Housing
Authority c/o Monarch
Pointe
Connie Contoran"
Discrimination
Open Property 11/15/2021 SC2021-160
Superior Court
of California,
County of Yolo
Tatyana
Bessonova John Stewart Company Small Claims
Open Hillview
Court II 11/23/2021 40-73937-332; 50-74///-
332 N/A
State of CA
Department
of Industrial
Relations -
Division of
Labor Standards
Enforcement
"MFRG-ICON
Construction
MFIB CA LLC "
Compliance
Closed Corporate 11/30/2021 30-2021-01190947-SC- SC-
CJC
Superior
Court-CA Co
Orange
Dana Giaccmetti Pedro and Yolanda Ortiz,
Jamboree Liability
Open Corporate 12/7/2021 3-20390 N/A
Securities and
Exchange
Commission
Kestra Advisory Services
LLC
Beach of Contract
/ Mechanic Lien
April 2022 Jamboree | Huntington Beach Healing Center G. Past and Current Litigation Disclosure
Status Title Property Date Case # Court Plaintiff Defendant Description Open
Santa Ana
Veterans
Village
(Hero's
Landing)
1/4/2022 40-71040-120 N/A
State of CA
Department
of Industrial
Relations -
Division of
Labor Standards
Enforcement
"Quality Development &
Construction, Inc.

Hondo Framing, Inc.

"
Compliance
Open
Santa Ana
Veterans
Village
(Hero's
Landing)
1/4/2022 40-71437-120 N/A
State of CA
Department
of Industrial
Relations -
Division of
Labor Standards
Enforcement
"Quality Development
and Construction, Inc.

TY Underground, Inc. "
Compliance
Open The John
Stewart Co.

Greenleaf,
Diamond 1/10/2022 A-22-846474-C
8th Judicial
District Clark
County, NV
Shawna
McCallister The John Stewart Co. Small Claims
Open Corporate 2/7/2022 Claim N/A
D.T.S. Enterprises
dba D.T.S.

Concrete
Quality Development
and Construction, Inc.

Beach of Contract
/ Mechanic Lien
31 April 2022 Jamboree | Huntington Beach Healing Center Organization Chart 32
Key Development Staff 33
Partner Qualifications - Mercy House 40
Partner Qualifications - Be Well 49

3. Respondent
Information
April 2022 Jamboree | Huntington Beach Healing Center Patti Long
Chief Operations Officer
Allison Davenport
Chief Strategy & Compliance Officer
Timothy Huynh
Chief Program Officer
James Brooks
Emergency Services Director

3. Respondent Information
Organization Chart
Michael Massie
Chief Development Officer
George Searcy
Chief Impact Officer
Roger Kinoshita
Vice President, Acquisitions
Danielle Latteri
Senior Director
Supportive Services
Chris Weimholt
Principal Architect
Consultants
Patel Burica & Associates
Structural Engineer
Fashandi & Associates
Mechanical & Plumbing Engineer
Candela
Electrical Engineer
LGC Geotechnical, Inc
Geotechnical Engineer
United Civil, Inc.

Civil Engineer
Lifescapes International
Landscape Architect
Larry Haynes
Chief Executive Officer
MIG
ADA Consultant
Jeremy Elkins
Chief Operating Officer
Karen Linkins, PhD
Sr. Consultant, Strategy & Performance
Rosie Zoll
Director, Facilities & Development
Nicole Ramirez, MBA MA
Director, Quality Improvement
Nichole Nguyen
Director, Communications
Marshall Moncrief, MFT MBA
Chief Executive Officer
33 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
The following Jamboree staff, all of whom have extensive experience in the affordable housing sector, will be fully engaged in the permitting, entitlement, development,
construction, leasing, management and provision of
services for the Healing Center. Jamboree’s team is
committed to working collaboratively with the City
Huntington Beach staff, officials, and stakeholders;
the team is available to meet with government and
community leaders at every juncture of the operation
and development process.

This team brings the collective expertise that includes:
• Affordable Housing Development
• Permanent Supportive Housing Development
• Supportive Resident Services
• Community Outreach
• Community Impact
• Planning
• Permitting and Entitlement
• Strategic Partnerships
• Real Estate Finance
• Homekey Funding
• Housing First Best Practices
• Building Health Communities
• Operation of Navigation Centers
• Operation of Behavioral Health Centers
Michael Massie

CHIEF DEVELOPMENT OFFICER
Michael Massie’s years
of broad experience in
all facets of residential
development, affordable
housing, and real estate
finance have been
developed across a
changing real estate
landscape. As the Chief
Development Officer, he
oversees construction,
business development, and housing development.

To diversify his experience and knowledge, Michael
pursued executive opportunities with Related California and The Picerne Group from 2014 to 2017. Michael
returned to Jamboree in 2017 after having previously
served as Senior Project Manager and Director of
Housing Development. He managed all aspects of
Jamboree’s affordable housing development program,
including public and private finance, design, entitlement, and construction of more than 2,800 multifamily units
throughout California.

Michael graduated from the University of Pennsylvania’s Wharton School with a bachelor’s degree in Economics
and concentrations in Real Estate and Finance.

George Searcy

CHIEF IMPACT OFFICER
George oversees the Community Impact team at
Jamboree; he designs,
directs and develops
Jamboree’s programming
and services for over 10,000
housing units statewide.

With affordable housing as
the platform for community
change, George has long
been an advocate for
new, innovative services
and overall community
development that result
in added impact in the neighborhoods we serve.

George participates in the planning, development,
implementation, and evaluation of key business and
performance objectives, and their application in
associated programs and policies. In this role, he also manages strategic relationships with city staff, elected officials, and other public entities, and provides strategic direction to the board and staff on state policy and
government relations.

Key Development Staff

34 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
Roger Kinoshita

VICE PRESIDENT, ACQUISITIONS
As Vice President,
Acquisitions, Roger
Kinoshita identifies
acquisition opportunities
for Jamboree’s project
pipeline and prepares
feasibility analysis of new
development projects
including identifying
funding options, examining
risks and estimating
partners’ needs and goals.

Roger manages strategic partner relationships and
screens potential business deals.

Roger brings expertise in business development,
underwriting, acquisitions, sales, public and private
financing for affordable housing, permanent supportive
housing, and multifamily properties throughout
California. He has extensive experience accessing tax-
exempt and non-exempt bonds, federal tax equity
instruments, and local municipal financing. He earned
a bachelor’s degree in business administration from the University of Southern California in 1988 and is a licensed real estate agent.

Danielle Latteri

SENIOR DIRECTOR, SUPPORTIVE SERVICES
Danielle Latteri is a
Licensed Marriage and
Family Therapist in the
State of California and is
a graduate of Pepperdine
University where she
received a Bachelor of
Arts in Psychology and
minored in Social Work and
Non-profit Management.

She received her Masters
of Science in Counseling
at Southern Methodist University. Danielle is trained in working with addictions working at a methadone clinic,
then a teen rehab program in her post graduate training.

She has worked for several years for Step Up on Second’s Full Service Partnership team as a clinician treating
homeless individuals experiencing severe and persistent mental illness. She provided intensive mental health
services including assessment, individual, family and
group therapy, substance abuse treatment, medication
support, crisis intervention, intensive case management, advocacy, and housing assistance.

Danielle has extensive experience working with persons
struggling with diagnoses such as schizophrenia, severe mood disorders, anxiety, post-traumatic stress disorder, and personality disorders. In addition she has previously worked in Los Angeles in a street outreach role serving chronically homeless persons as well as working with
formerly homeless persons in housing. Danielle is
committed, personally and professionally to support
others as they embark on their transformative journey of recovery which is made possible by providing safe stable

35 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
Larry Haynes

CHIEF EXECUTIVE OFFICER
Larry Haynes joined Mercy
House in May of 1990
as its original employee
and continues to serve
as the organization’s
Chief Executive Officer. In
addition to developing all
of Mercy House’s programs,
shelters, and housing
projects, Larry has also
founded several other
programs including the
Interfaith Shelter Network and Homeless Provider Forum
and has served as a consultant to a variety of cities and non-profit corporations.

Larry was one of the co-authors of Orange County’s 10
Year Plan to End Homelessness and currently serves on
the Orange County Commission to End Homelessness
Board of Directors, chairing its Prevention and Outreach committees. He is the Chairman of the local Emergency
Food and Shelter Program and is a member of Cal State
Fullerton’s Community Advisory Board on Homeless
Issues. Larry has previously served on many other boards and public task forces, and has with Mercy House,
received dozens of recognition awards. He has also
been a speaker at numerous local, state, and national
workshops and conferences focusing on homeless,
housing and leadership issues.

Larry was also a long-tenured lay preacher at Trinity
Episcopal Church, and an adjunct professor of Sociology at Vanguard University.

Patti Long

CHIEF OPERATIONS OFFICER
Patti Long joined Mercy
House in 2001. She has
worked in the arena of
homeless services for over
30 years, including time
as a program director of
the OC Homeless Task
Force, the Chair of the OC
Shelter Provider Forum,
and Chair of the Pomona
Continuum of Care
Collaborative. She currently serves as a Board Member
of the Orange County Continuum of Care and is Chair of
the Coordinated Entry System Subcommittee. She has
served Mercy House for over 19 years and has often led
the charge in adopting new programs and services and
adapting our services to better meet the needs of the
homeless. Patti oversees the day-to-day operations of
Mercy House and directs program, administrative, and
developmental operations as they serve clients, build
relationships with vendors, and engage with our large
and dedicated donor and volunteer base.

Allison Davenport

CHIEF STRATEGY AND COMPLIANCE OFFICER
Graduating from Cal
State Fullerton with a
bachelor’s in Anthropology,
Allison has been with
Mercy House for over 14
years contributing to the
agency’s growth as well
as its fundraising and
development efforts. In
her time with the agency
she has helped the agency
grow from a Allison
is instrumental in the agency’s program evaluation,
strategic growth, collaborative partnerships, stewardship and compliance.

36 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
Timothy Huynh

CHIEF PROGRAM OFFICER
Timothy graduated with a
master’s of science degree
in Mathematics from
University of California-
Irvine, which makes him
well-versed in analytics
and systems-level thinking.

Prior to his current role with
Mercy House which began
in January 2020, Timothy
was a former employee
with Mercy House’s
Development Team for four years rising to the ranks of
Director of Grant Compliance and Data and overseeing
the agency’s public grants and compliance program. As
Chief Program Officer, Timothy oversees a significant
portfolio of program and development activities and
well as serve as a critical member of the executive
management team. He directly supervises six directors
working to build their skills and confidence so that they can mentor, encourage, and motivate other staff. The
portfolio includes: 1) Strategic Leadership and Special Initiatives; 2) Program Oversight including Emergency
Shelter and Services, Housing Strategies for Families,
Permanent Supportive and Rapid Rehousing Programs;
and 3) Development Activities.

James Brooks

EMERGENCY SERVICES DIRECTOR
James has been with
Mercy House for over 14
years contributing to the
agency’s strategic growth
in the areas of emergency
services and shelters. James
has worked with diverse
populations in both direct
service and management
positions. As Regional
Director of Emergency
Services, James manages
a group of program managers and ensures that our
emergency shelters and street outreach programs in
Orange County met Mercy House’s high-performance
standards.

Park Landing in Buena Park, CA

37 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
Marshall Moncrief, MFT, MBA

CHIEF EXECUTIVE OFFICER
Marshall Moncrief is the
Chief Executive Officer of
Mind OC, a not-for-profit
organization created to
advance the community-
wide mental health
collaborative known as
Be Well Orange County.

Marshall also serves as
a commissioner for the
Orange County Commission
to End Homelessness. He is
a licensed psychotherapist and holds an Executive MBA
in healthcare management.

Prior to his current role with Mind OC, Marshall served as the executive clinical and administrative leader of mental health and addiction services for the Hoag Health and
Providence-St Joseph Health Systems, most recently
overseeing hospital and primary care services across LA, Orange County and the High Desert.

A life-long resident of Orange County, Marshall and his family live in Huntington Beach.

Jeremy Elkins

CHIEF OPERATING OFFICER
Jeremy graduated from
Point Loma Nazarene
University in 2002 with
a degree in Exercise
Science and from Western
University of Health
Sciences with MS in
Physician Assistant Studies
in 2005. He worked as a
primary care Physician
Assistant at Share Our
Selves, a Federally Qualified
Health Center for several years before he began to
pursue leadership opportunities, ultimately becoming
the organization’s first Chief Operating Officer. He
graduated with his MBA from UCI in 2015. During his
tenure at SOS, the organization grew from one location
to six and the FTE count and organizational budget
quadrupled. In 2016 Jeremy became the Executive
Director, Government Programs with St. Joseph Health
(which eventually merged to become Providence Health)
and worked for six years to identify gaps in the service delivery model and subsequently develop strategy
and implement programs for Medicaid and Medicare
populations. In addition, he was invited to serve as
the co-lead for Providence’s Health Equity initiatives in Southern California, working to identify the top health disparities across Southern California and implement
programs to close the gap on those inequities.

In 2022 he is stepping in to the Chief Operations Officer at BeWell OC to assist in streamlining and scaling
operations as the company continues to grow and
expand.

Karen Linkins, PhD
SR. CONSULTANT, STRATEGY & PERFORMANCE
Karen Linkins is the Chief
Strategist for Mind OC/Be
Well and is responsible for
strategy formulation and
management, including
overseeing and leading
strategic initiatives. She
specializes in systems
transformation across
health, behavioral health,
and human services by
combining advocacy,
implementation science, and program evaluation to
improve population health and advance health equity
using frameworks like collective impact and distributed leadership.

A recognized leader in integrated behavioral health
nationally, Dr. Linkins has led more than 100 research, evaluation, technical assistance, and strategic planning projects for Federal agencies, states, counties,
foundations, community-based organizations, and
clinics. Some of her prior projects include: designing
and evaluating Sacramento’s MediCal Whole Person
Care pilot that targeted individuals experiencing
homelessness with complex health and behavioral
health needs, evaluating the CA Accountable
Communities for Health Initiative, and designing a

38 April 2022 Jamboree | Huntington Beach Healing Center Jamboree | Huntington Beach Healing Center
public-private continuum of behavioral health care in
Orange County. Dr. Linkins works to develop strong
strategic partnerships across safety net organizations
and communities to confront and address the underlying
inequities and disparities that impact population health.

She earned her PhD in Medical Sociology from the
University of California, San Francisco and her AB from Smith College.

Rosie Zoll

DIRECTOR, FACILITIES & DEVELOPMENT
Rosie Zoll currently works as Be Well OC’s Director of
Planning. Ms. Zoll is an
experienced professional
in the healthcare planning
& design industry, with
demonstrated success
through the entire project
lifecycle, from strategic
space planning, design
development, operational
workflows, training,
building activation, and
stabilization. She has over a decade of experience
working in healthcare planning & development, most
recently working as the Director of Transition Strategy for the new $2Billion Stanford Hospital. Prior to that project, she led all aspects of Facility Planning for the Hoag
Health System in both Newport Beach and Irvine, CA.

Ms. Zoll is passionate about creating environments
that truly support, nurture and inspire the people
who inhabit them. Ms. Zoll holds a Masters of Science
in Human-Environment Relations with a Minor in
Healthcare Administration, from Cornell University.

Nicole Ramirez, MBA MA

DIRECTOR, QUALITY IMPROVEMENT
Nicole Ramirez serves as
the Director of Quality
Improvement and Network
Development for Mind
OC with over 20 years of
successful experience in
program planning and
implementation. She
specializes in standing
up new programs in the
Behavioral Healthcare
sector and has a wealth
of program management experience on the public
and managed care side, most recently serving in
the non-profit capacity. Nicole’s professional career
includes clinical experience in primary healthcare,
mental healthcare and counseling, and administrative
management and planning experience in public, private
and non-profit, healthcare systems. Nicole played an
integral role in the MHSA planning and implementation
for the County of Orange and after completing her
Master’s in Clinical Psychology in 2011, provided clinical intern services in the Children’s, TAY, and Crisis fields.

Shortly after her clinical experience, Nicole moved into managed care where she held a successful Behavioral
Health Management position for OC’s COHS plan.

Nicole completed her Master’s in Healthcare
Management in 2016 while leading the implementation
and oversight of the behavioral health portion of Orange County’s Medi-Cal services under the Affordable Care Act (ACA) and Medi-Medi services under Cal Medi-Connect
(CMC) program. During her career in Managed Care,
she provided program management and oversight of
the CMC plan, provided onboarding training to new
hires, responded to policy changes from DHCS and CMS,
assisted with County Board of Supervisors requests,
held a lead role in the planning, implementation and
transition from a delegated to in-house behavioral
health model, lead Behavioral Health NCQA response
and Audits, maintaining 4 stars for Behavioral Health at the COHS plan and lead quality improvement groups.

Nicole holds a Master of Business Administration in
Healthcare Management from Western Governor’s
University and a Master of Arts in Counseling Psychology from National University.

39 April 2022 Jamboree | Huntington Beach Healing Center Nichole Nguyen

DIRECTOR, COMMUNICATIONS
Nichole Nguyen is a results-driven brand,
communications and marketing leader with nearly 20
years of experience providing executive strategy, counsel and solutions to complex business situations. As a highly skilled communicator, collaborator, team builder, and
analytic thinker with a proven history of successful
service line launches and growth, Nichole most recently served as Director of Institute Marketing at Hoag Hospital where she created, led and launched identity and omni-
channel marketing and communication strategies for
several key business entities within Hoag’s growing
network.

Now as an independent consultant, Nichole provides
clients across a variety of industries, including not-for- profit, healthcare, legal and wellness services, with brand, marketing and communications strategic planning
and support. Understanding and addressing client
needs from brand and campaign planning, messaging
development, creative review, video and photo shoot
production, to omni-channel content development,
Nichole enjoys working alongside clients and extended
partners to deliver valuable contributions toward
identified business objectives.

Chris Weimholt, AIA

PRINCIPAL ARCHITECT
Chris joined Architectural
Design Collaborative in
June 2014 as Principal
responsible for Multi-Family
Design, overseeing the
design and planning of all of
our residential and mixed-
use projects. Chris has over
20 years of experience
specializing in High Density
residential design. As a
designer and architect,
he has played key roles in numerous projects from
conceptual design and site planning through
construction documents and administration.

Chris’ true value to clients is his broad experience which has given him the technical knowledge required to
design complex building types while avoiding cost
incurring pitfalls. He has an innate ability to creatively work with clients while possessing a thorough
understanding of potential constraints. As a result,
he consistently is able to maximize density while
maintaining a high degree of design integrity and
livability to help produce award winning and financially successful projects.

Jamboree | Huntington Beach Healing Center April 20, 2022

April 2022 Jamboree | Huntington Beach Healing Center 40 MERCY HOUSE
Mercy House has operated successful homeless service
programs for over 31 years and in that time has served
more than 110,000 individuals. Over the years they
have created a system of care based on a blend of both
continuum of care and housing first models of ending
homelessness. This includes operating a variety of
programs ranging from homeless prevention, street
outreach, emergency services and shelters, transitional housing, rapid rehousing programs, permanent
supportive housing, low-income affordable housing and
residential services. The intention of these programs is to address homelessness at every level. The diversity of these programs has afforded them the experience of
working with a wide variety of homeless subpopulations
including, but not limited to; families, adult men and
women, mothers and their children, veterans, chronically homeless individuals, persons living with HIV/AIDS,
individuals overcoming substance addictions, and those
who are both physically and/or mentally disabled.

Last year alone they ended or
prevented the homelessness of
2,090 individuals , an increase of
24% from the previous year.

They provide homeless services across the Counties of
Orange, San Bernardino, Riverside, Ventura, Kern and Los Angeles and in Maricopa County, Arizona with 500+
employees.

With over 31 years of experience in providing services
to the homeless, including the chronically homeless,
their staff have extensive knowledge of the needs and
barriers faced by the homeless as well as a variety of
resources and best practices which prove helpful to
their success. Their executive staff has more than 100
years of combined experience in providing services to
homeless and at-risk populations and serve in a number
of leadership roles throughout Southern California. Over the past 10 years, they have shifted the focus of their agency and have made programmatic adjustments to
ensure that they were sufficiently contributing to a vision of ending homelessness by serving the most vulnerable
in their communities, including the chronically homeless.

Their expansion of services, programs and housing
developments over the years has afforded them many
opportunities to work with a variety of stakeholders in the community. Their strength has been to come into
a community, run programs well, provide beautiful,
dignified shelter and housing, build relationships, and listen to concerns; thus actively dissolving the “Not in My Backyard” stigma that often exists for those who serve
disadvantaged populations.

Much of their expansion over the past few years has
been through direct invitation by local governments,

April 2022 Jamboree | Huntington Beach Healing Center 41 working either as consultants or to implement new
programs in their cities. The greatest strength they
bring to these relationships is in leveraging their
leadership to mobilize community support for the
projects, supporting any and all public relations efforts and working cooperatively with city councils and other
government agencies to help get the projects off the
ground. They provide presentations on their behalf
to address concerns that community members might
have of the new programs or ideas. They have become
a well-respected agency in the business community for
their management and leadership. They show respect
to the concerns and needs of businesses and include
them in regular Good Neighbor outreach efforts.

Businesses know they can turn to them if a problem
arises. Additionally, they have a long history of working well in the neighborhoods in which they operate their
programs. The agency becomes a positive partner by
interacting with neighbors through neighborhood
association meetings and volunteering with local
activities.

Over the past 10 years, they have shifted the focus
of their agency to ensure that they were sufficiently
contributing to ending homelessness by serving the
most vulnerable. To this extent, they lowered barriers
in their shelters, implemented and adopted Housing
First principles in all programs, created hundreds of
Permanent Supportive Housing units by organizing and
leading collaborations as well as increased their street outreach efforts. During FY2020-2021 more than 1,500
chronically homeless individuals and 2,000 disabled
individuals served by their agency.

Their primary focus as an agency is providing emergency shelter and services, housing placement and housing
stabilization services to homeless and chronically
homeless individuals and families. They currently provide more than 1,063 beds of emergency shelter in navigation centers up and down California.

Emergency Shelters and
Navigation Center Portfolio

JOSEPH HOUSE
Service Years: 1990-2019
Project Location: Santa Ana
Number of beds: 21
Program Distinctions: Transitional Shelter for homeless single men; converted to permanent
housing in 2017

REGINA HOUSE
Service Years: 1994-2019
Project Location: Santa Ana, CA
Number of beds: 21
Program Distinctions: Interim housing for homeless
single mothers and their children; converted to
permanent housing in July 2019

BETHANY HOUSE
Service Years: 2014-2019
Project Location: Anaheim, CA
Number of beds: 10
Program Distinctions: Interim housing for homeless
single women; converted to permanent housing in July
2019

ASSISI HOUSE
Service Years: 2005-Present
Project Location: Ontario, CA
Number of beds: 26
Program Distinctions: Interim housing for homeless
single women and men, single mothers and their
children

ARMORY EMERGENCY SHELTER
Service Years: 2008-2020
Project Location: Santa Ana and Fullerton, CA
Number of beds: 400
Program Distinctions: Seasonal program; as operator we
streamlined processes to reduce operational costs, built resource base and community wide support, served
on average 1,800 unduplicated annually including
chronically homeless adults

FAMILY REDIRECTION PROGRAM
Service Years: 2008-2017
Project Location: Church partner sites throughout
Orange County
Number of beds: Varies by location
Program Distinctions: Distinction of being first of its kind in Orange County, served on average 500 unduplicated
42 April 2022 Jamboree | Huntington Beach Healing Center individuals in families annually. Seasonal shelter that was later replaced by HomeAid Family CareCenter to provide
year-round shelter

BRIDGES AT KRAEMER PLACE
Service Years: 2017-Present
Project Location: Anaheim, CA
Number of beds: 200
Program Distinctions: First program of its kind in
Orange County. Mercy House selected operator through
competitive process. Serves up to 200 men and women
and includes a multiservice center, on-site health clinic, kitchen, and more. Housing Navigation support is
provided to all guests with the intention to connect to CES system and housing opportunities

HOMEAID ORANGE COUNTY FAMILY CARECENTER
Service Years: 2017-Present
Project Location: Orange, CA
Number of beds: 56
Program Distinctions: Mercy House selected operator
through competitive process. Offers shelter and intensive supportive services to up to 15 families at a time and is equipped with a learning lab, kitchen, and play area for children. Housing Navigation support is provided to all guests with the intention to connect to CES system and
housing opportunities

THE LINK
Service Years: November 2018-October 2020
Project Location: Santa Ana, CA
Number of beds: 200
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention to connect to CES system and housing opportunities

COSTA MESA BRIDGE SHELTER
Service Years: April 2019-Present
Project Location: Costa Mesa, CA
Number of beds: 72
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention to connect to CES system and housing opportunities

OXNARD TEMPORARY EMERGENCY SHELTER
Service Years: June 2019-Present
Project Location: Oxnard, CA
Number of beds: 110
Program Distinctions: Mercy House turned seasonal
warming shelter into a year-round emergency
shelter and navigation center

VENTURA ARCH - EMERGENCY SHELTER AND

NAVIGATION CENTER
Service Years: February 2020-Present
Project Location: Ventura, CA
Number of beds: 55
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention to connect to CES system and housing opportunities
NEW HOPE – BELLFLOWER EMERGENCY SHELTER
Service Years: May 2020-Present
Project Location: Bellflower, CA
Number of beds: 50
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention to connect to CES system and housing opportunities

BUENA PARK NAVIGATION CENTER
Service Years: July 2020-Present
Project Location: Buena Park, CA
Number of beds: 150
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention
to connect to CES system and housing opportunities.

Included Medical provider partner.

BRUNDAGE LANE NAVIGATION CENTER
Service Years: October 2020-Present
Project Location: Bakersfield, CA
Number of beds: 150
Program Distinctions: Mercy House selected operator
through competitive process. Housing Navigation
support is provided to all guests with the intention to connect to CES system and housing opportunities

HUNTINGTON BEACH EMERGENCY SHELTER
Service Years: December 2020-Present
Project Location: Huntington Beach, CA
Number of beds: 174
Program Distinctions: Mercy House selected operator
through competitive process. First Sprung tent shelter in Orange County. Housing Navigation support is provided
to all guests with the intention to connect to CES system and housing opportunities
April 2022 Jamboree | Huntington Beach Healing Center 43 Keys to Organizational Success
• Build and leverage strong, active board of directors. • Only engage in projects and services that support
identified primary strategic programs.
• Continue to design and implement strict financial
controls and accountability.
• Align programs and services to national best practices to ensure effective service delivery, better housing
outcomes and increased cost effectiveness.
• Focused on Housing Placements as primary goal
• Ability to work collaboratively with a variety of
stakeholders
• Embraces System-Level Thinking and Solutions
Experience Operating Emergency
Shelters and Navigation Centers
Mercy House has operated shelter programs and
emergency service programs since 1990. They have
operated year-round shelters and Navigation Centers
since 2017. The dashboard below provides a snapshot of their shelter bed portfolio as well as the collective impact of their housing navigation and emergency shelters from July 1, 2017 through June 30, 2021:

April 2022 Jamboree | Huntington Beach Healing Center 44 Service in Huntington Beach
Since 2016, Mercy House has partnered with the City
of Huntington Beach to operate a HOME Tenant-Based
Rental Assistance (TBRA) Program providing housing
navigation and sustainability services to homeless
and at-risk Huntington Beach residents. Through this
program, they have successfully placed 67 households
including 164 homeless or at-risk Huntington Beach
residents into housing. 92% of those served have
maintained or exited to permanent housing as a result of the program.

In operating the TBRA program, they have had an
opportunity to work directly with City staff as well as the City’s designated Homeless Outreach Team including
its Homeless Liaison Officers, Homeless Outreach
Coordinator, and Homeless Outreach Case Managers.

Together they have created a streamlined referral
processes and case conferencing that has directly
impacted the success of the TBRA program.

In 2020, Mercy House was named the vanguard operator
of the Huntington Beach Navigation Center through
a competitive local process due to their success,
professionalism and innovation as a homeless service
provider in the Orange County community. Their agency
was instrumental in helping the City launch the program.

They supported the City in dispelling concerns of citizens through participation in community forums. They rallied support from members of the business and faith-based
community, volunteer and advocacy groups, housing
and service providers as well as city governments and
police. They helped co-author the County of Orange’s
Year-Round Emergency Shelter Management Operations
and Public Safety Plan. The policies and procedures of
the no walk-up, transportation-based, reservation only
emergency shelter that was created by Mercy House
has since become the standard for all new emergency
shelters in Orange County. They helped to provide
architectural and design support to the development of
the shelter ensuring a trauma informed, guest-centered
approach. We successfully managed shelter residents
through the various phases of construction and secured
in-kind donations of furniture, fixtures and equipment to off-set City expenses.

Since opening in December 2020, they have worked to
build relationships with a breadth of community service providers to provide on-site supportive services at the shelter providing valuable in-kind services to shelter
guests---ranging from housing support, financial, legal, animal care, employment, credit counseling, life skills, sobriety, physical and mental health and others. These
partnerships will continue to build in the years to come.

In their operations and management of the shelter,
they believe that they have fulfilled every requirement of their contract and are in good standing with the
City’s management team. Any concerns that have been
made have been met with seriousness, professionalism
and addressed immediately. They do not have any
outstanding performance concerns. One significant
achievement of theirs has been to combat the concerns
of local businesses that surround the facility; many of which were the strongest opponents to the shelter
during the conception and public input phases.

Since the first cases of COVID-19 were announced in
February 2020, Mercy House has worked to ensure
that they were establishing adaptive strategies to
prevent and address the threat of the virus. Nearly
every aspect of their operations of Huntington
Beach Navigation Center was adapted to respond to
COVID-19 within a matter of a few months in line with
County recommendations. They made changes to bed
occupancy levels, bed configurations, social distancing of common areas, food preparation and distribution
practices, cleaning schedules, entry and readmittance
policies, and adopted rigorous health screenings/cough
logs/fever logs/symptom checks. Due to the level and
breadth of their experience with the pandemic, across 10 mass shelters providing more than 1,000 beds of shelter in 5 different counties, they believe they would be well- prepared to handle future pandemics. In their history
of operating mass emergency shelters they have had to
respond to a number of emergency situations impacting
the sheltered homeless population. Their goal is always to create a trauma-informed response that emphasizes
safety, unity, and support of immediate needs for both
shelter residents and staff before, during and following an emergency event.

As operator of the Huntington Beach Navigation, they
have always placed the shelter in high regard as a
mechanism for moving the Orange County Continuum
of Care to greater system performance. As a result of
this, they have ensured that the shelter operates as a
“Housing Focused” shelter and as an access point to the Coordinated Entry System. Since inception they have
April 2022 Jamboree | Huntington Beach Healing Center 45 helped 29 shelter guests exit to permanent housing
and another 15 to temporary housing. Based on the
percentage of known destinations at exit from the
shelter, this represents a 22% success rate for permanent housing and an additional 12% success rate for
temporary housing. The average length of stay for those exiting from the program has been 75 days, 50% less
than the national average of 151 days.

Outside of their direct services, Huntington Beach is
home to a number of their Board Members and long-
term Mercy House supporters. Their founder and current
Chairman of our Board of Directors, Father Jerome
Karcher, has been the pastor at St. Vincent de Paul
Church in Huntington Beach between July 1, 1995 to
2021.

Lastly, over the years they have worked in collaborations with a number of nonprofit organizations serving the
Huntington Beach area including, but not limited to: Bell Well Orange County, Colette’s Children’s Home, Build
Futures, American Family Housing, Project Hope Alliance, Share Our Selves, Serving People in Need, the Raise
Foundation, Second Chance Orange County, Stand Up
for Kids, and Chrysalis.

April 2022 Jamboree | Huntington Beach Healing Center 46 Evidence Based and Best Practices
at the Navigation Center
Housing First
Mercy House believes to end homelessness, we must
support evidence-based models of care. This is a moral
and economic imperative. This has led our agency to
move away from traditional shelter models of “Treatment First” to a “Housing First” model of care. The “Housing First” mode differs by design from traditional models
that require consumers to achieve “housing readiness”
by meeting program or treatment prerequisites
in shelter or transitional housing settings prior to
permanent housing placement. Instead, Housing First
is a homeless assistance approach that prioritizes
providing permanent housing to people experiencing
homelessness, thus ending their homelessness and
serving as a platform from which they can pursue
personal goals and improve their quality of life. This
approach is guided by the belief that people need basic necessities like food and a place to live before attending to anything less critical, such as getting a job, budgeting properly, or attending to substance use issues.

It also reduces the need for costly long-term social
services that may or may not be necessary. The vast
majority of homeless individuals and families fall into homelessness after a housing or personal crisis. For these households, the Housing First approach provides them
with short-term assistance to find permanent housing
quickly and without conditions. In turn, such households often require only brief, if any, support or assistance to achieve housing stability and individual well-being.

Bridge Housing
The shelter will employ the evidence-model of Housing
First by 1) reducing barriers to entry to ensure that the most vulnerable individuals have access; 2) acting not
simply as an emergency shelter but as Bridge Housing –
an evidence based model of care.

Bridge Housing supports Housing First by providing safe, short term temporary shelter/housing while awaiting
permanent housing placement with the goal to end
someone’s homelessness within 90-180 days.

Diversion
Diversion is a strategy that prevents homelessness
for people seeking shelter by helping them identify
immediate alternate housing arrangements and,
if necessary, connecting them with services and
financial assistance to help them return to permanent
housing. Diversion programs can reduce the number
of individuals and families becoming homeless, the
demand for shelter beds, and the size of program
wait lists. Prior to entering the shelter each client will complete a Diversion Questionnaire, completed by the
outreach partners and/or Call Center Specialist, that aims to identify and help reconnect a client to any housing
options that they may able to access rather than utilizing a shelter bed that may be better suited for a homeless
person who lacks additional safety-net resources.

Case Management Best Practices
Given the desire to end each shelter participant’s
homelessness as quickly as possible, there is an
expectation that goals in each person’s Individual
Housing Plan should be very short-term with the focus
on the move to permanent housing, rather than the
completion of larger treatment goals.

In order to quickly gain rapport with shelter clients and focus their actions on what is most important, exiting
the shelter and securing permanent housing, we use the
following case management best practices:

Strengths Based Approach
Instead of asking “How can I fix this person?” we
approach participants’ “strengths” and base the housing process and road to long-term housing stability
around them. These strengths often include resiliency,
determination, resolve and desire to provide a safe
environment for their children. Our Housing Navigations conduct a strengths assessment with each client at entry as part of their Individual Housing Plan.

Motivational Interviewing
Motivational interviewing is a collaborative, person-
centered approach to elicit and strengthen motivation
to change. It offers our staff a useful framework for being with and interacting with people who are experiencing
homelessness or struggling with substance use,
April 2022 Jamboree | Huntington Beach Healing Center 47 mental illness, and traumatic experiences. Motivational Interviewing is rooted in an understanding of how hard
it is to change learned behaviors, many of which have
been essential to survival on the streets.

Trauma Informed Care
Trauma Informed Care is an evidence-based practice that focusses on the triggers and vulnerabilities of trauma
survivors. For all of our clients, homelessness is traumatic involving the loss of home, community, stability, safety, and social networks. Trauma Informed Care enables us to provide care to trauma survivors more effectively, while avoiding re-traumatization.

Harm Reduction
It is anticipated that a number of shelter clients will suffer from substance abuse or engage in other
negative behaviors. Intoxication at the point of entry
will not be grounds for dismissal or denial of shelter
services. However, staff will have the right to refuse
entrance to any program participant who is under the
influence and exhibiting behaviors that are extremely
disruptive or present a concern for safety or otherwise cannot follow the rules and expected behaviors of
a program participant while participating in shelter
activities. Mercy House staff are trained to use a non- judgmental approach to “motivational interviewing, ”
and “harm reduction” helping program participants
to envision positive life changes, e.g., safe housing,
sound relationships and good health, and to see how
substance abuse is a barrier to these changes. Once
a need for substance abuse services is identified the
Housing Navigator will attempt to connect the client
to Substance Abuse Treatment providers, as clients are
willing to engage. Staff will also be trained to administer Naloxone (Narcan) and an inventory of the medication
will be kept on-site.

Collaboration with Community
Resources
Whenever possible we seek to reduce duplication of
services to further maximize resources for essential
services and facility operations. We employ a multi-
faceted approach to achieving this goal. The first
strategy is employing a progressive engagement
model. We try not to provide services that we believe
could be outsourced more effectively to other
agencies that specialize in those services. We also aim to avoid providing “one size fits all services” that may be unnecessary for everyone we serve. Our goal and
allocation of resources is tied to the quick resolve
of the immediate crisis of homelessness. In our
emergency shelters/navigation centers this means
our services are focused on the means necessary to
provide safe, dignified shelter and housing navigation
necessary to produce positive housing outcomes at
exit. Once successfully housed, we rely on the support
of community-wide housing providers providing the
housing or subsidy to further the housing stabilization of the program participant. The second strategy is ensuring that our Housing Navigators and other staff members
are trained and well versed in community resources
so that they may offer connections to other services.

The third strategy is collaborating and organizing local service providers and county agencies to provide on-
site services at the program. Lastly, we mobilize the
generosity of donors and volunteers in the community
who can provide in-kind donations of time and goods to
support the facility and program participants served.

Integration with Coordinated
Entry System
One of the key values and vision for our Navigation
Centers is to serve as an access point for the local
Coordinated Entry System (CES), whereby each and every
program participant has increased opportunities to
housing and housing support programs. As such, clients
who have not previously been enrolled in CES will work
with their assigned Housing Navigators to complete
an assessment to gain entry and access to housing
opportunities. Housing Navigators will also help clients secure housing eligibility documentation and assist in
navigating and scheduling housing appointments.

A significant challenge for outreach workers and
housing providers alike is the ability to find and locate unsheltered and transient individuals as they move
through the Coordinated Entry process. Our Navigation
Centers offer a substantial solution to this problem
whereby assessment staff members and housing
providers alike will have reliable, consistent and safer conditions in which to engage clients through the
housing connection process.

April 2022 Jamboree | Huntington Beach Healing Center 48 Mercy House actively participates in the Coordinated Entry System in all Continuum of Cares in which we
operate our programs, seeing it as a vital resource for communities and homeless individuals alike. Based on
our experience, we understands all levels of the system –from outreach to assessment, to housing matches,
preparing a program participant for housing placement,
housing search and placement to moving a vulnerable
homeless in housing and keeping them stably housed.

Mercy House has housed more than 3,000 program
participants through various CES systems.

Integration with HMIS
We have been using various HMIS programs in a variety
of communities for over 20 years. All of our federally funded programs are included in the system. Our
administrative and data specialist team are trained on
running reports out of the system and perform data
quality checks on a monthly basis. As the operator of
more than 1,000 beds of emergency shelter, we are
uniquely qualified to handle a large volume of data that is required to meet the demands of a large mass shelter program.

In operating our Homeless Navigation Centers we
will enter data on all persons served and all activities assisted into the OC Continuum of Care HMIS and
will comply with HUD’s standards on participation,
data collection and reporting. Upon program entry a
program participant with complete a standard HMIS
intake form as well as sign an HMIS Consent form that
is kept in the program participant case file. An HMIS
privacy notice is posted at areas of program participant intake and program participant s as well as information on Program Participant’s Right and Explanation of Data
Uses. HMIS access is limited to authorized staff. All staff who utilize the HMIS system are trained by an assigned
HMIS lead staff person within the agency and the local
HMIS provider agency performs an agency audit. All
computers with access to HMIS are password protected
and all HMIS users require a password.

Shelter data will be entered by a Data Specialist into
the HMIS system on a daily basis. Standard and ad hoc
reporting capabilities from the system will enable the
ability to report program performance toward the
stated outcomes and objectives. Our Chief Strategy and
Compliance Officer, working with our Data Manager
and Data Specialists oversees data quality. On a monthly basis, our Program Evaluation Team, consisting of our
Chief Executive Officer, Chief Operations Officer, Chief Program Officer, Chief Strategy and Compliance Officer
and Data Manager meet to review and evaluate each
one of our programs towards their intend goals. On a
quarterly basis, program directors and managers join
the Program Evaluation Team to discuss progress and
strategies for course-correction, as needed.
49 April 2022 Jamboree | Huntington Beach Healing Center Chief Executive Officer
Marshall Moncrief,

MFT MBA
Sr. Executive Assistant
Amber Bergkamp
Chief Operating Officer
Jeremy Elkins
Strategy &
Performance
Karen Linkins, PhD
Mobile Response CommunicationsCampuses Philanthropy Finance & HR Strategic Dev’t & Implementation
Dir. of Mobile
Response
Anthony Delgado
Dir. of Comms
Nichole Nguyen
Idea Hall
Director of Facilities &
Development
Rosie Zoll
BW Orange Project
Mgr
Christina Kim
CalComm
EVP, Fund
Development
Stacy Skwarlo
Development
Consultant, BW Irvine
Phyllis Schneider
Dir. of Finance
Valerie Fryer, MBA
Bookkeeping
Cristin Allison &
OneOC
HR & Recruiting
Rossana Healy
Finance & HR
Coordinator
Tyler Chung
Facilities Accounting
Brent Gardener
CalComm
Consultant, Insurance
Billing
Andrea Mander
Medical Director
Dr. Robert McCarron
Dir. Of Equity &
Inclusion
Josie Batres
Sr. Consultant, Systems
Change & Evaluation
Jennifer Brya, MPP MA
Sr. Consultant,
Operations
John Freeman
Ops Manager, BW
Orange Campus
Anita Lewicke
Community
Partnership Specialist
Illiana Soto-Welty
Director of Operations,
BW Orange Campus
Lauren Brand, PsyD
Dir., QI & Network
Nicole Ramirez, MBA
MA
Asst. Project Mgr
Brandan Soltes
Guest Services
Supervisor, BW Orange
Marsha Staring
Operations Assistant
Christina Weissmann
Supervisor HB
Lance Lindgren
Supervisor GG
Tam Nguyen
Supervisor Anaheim
Memory Nunez
Supervisor Irvine
Kevin Valencia
Supervisor NB
Alyssa Guerrero
Orange Irvine
Care Navigator Supervisor
Care Navigator
Care Navigator
Medical Director
Dr. Robert McCarron
Supports Be Well Orange Campus
36 FTEs Crisis
Counselors

BE WELL ORANGE COUNTY
Be Well is a coalition of hundreds of organizations
across Orange County, representing multiple sectors of
the community, including County and private health
systems, law enforcement, fire and emergency services,
schools and major universities, private business, and the faith community. Through the collective power of this
collaboration, Be Well has developed many innovative
services and systems. Be Well has also adopted successful models of care from around the country, particularly in the area of mobile crisis response.

The Problem – No one sector alone can solve the
pervasive problem of ental illness, substance use
disorders, and related challenges of suicide and
homelessness. Disconnected services and funding
sources create silos.

Absent a public-private, whole-system solution, the
community will continue to suffer from less-than-
adequate care in a painfully fragmented environment.

The Solution – Be Well brings together a county-wide,
cross-sector, force of Orange County leaders: public and private health systems, law enforcement and emergency
services, academia, faith community, business
community, and others. Emboldened by a shared vision
to create a world-class system of mental healthcare for all Orange County residents, Be Well unifies the
fragmented silos into one, public-private ecosystem of
services and support.

The Be Well Blueprint was created to build the
transformational system. A top priority identified in the Blueprint is the development of a best-in-class crisis
response system of care within the larger ecosystem. This includes three comprehensive care campuses and mobile
response teams to meet needs in the community.

To coordinate efforts, align resources, and to advance the Blueprint requires a responsive and accountable
leadership organization with special capability and
responsibility. In 2017, through a partnership of Orange County hospitals, the County Health Care Agency, and
the community, Mind OC was created as a 501(c)3 non-
profit organization to build the Be Well OC system of care on behalf of the public and private partners, and for the whole community. In short, Be Well is the community-
facing brand of the world-class system; Mind OC is the
legal entity that can braid public and private funds, enter service contracts, and build the infrastructure to actualize the Be Well OC System of Care.

Mind OC has been entrusted as fiscal agent for over $50 million dollars in public and private funding to support Be Well OC mental health system transformation projects across Orange County.
50 April 2022 Jamboree | Huntington Beach Healing Center Be Well is leading several aligned efforts to advance
behavioral health system transformation in Orange
County, and to improve the crisis response system:

Development of Three Be Well Campuses:

Building the beacons to illuminate a hopeful
path forward for Orange County. Three regional,
comprehensive care campuses – North, Central & South
County – will anchor the system, increasing access and greatly improving the quality and outcomes of mental
health and addiction treatment for this community.

The campuses include a variety of mental health and
substance use assessment, crisis stabilization, and
recovery services, co-located, coordinated and uniquely available to all Orange County residents regardless
of payer. The first Be Well Campus in Orange opened
for care in January of 2021. It is a 60,000-square-foot treatment facility, designed to meet the needs of law
enforcement, mobile crisis teams, and hospitals serving those in mental health crises. The campus has 93 beds
and the capacity to treat about 100 people each day.

Specific services within the state-of-the-art facility
include triage, psychiatric intake and referral, SUD intake and referral, withdrawal management, crisis residential, residential mental health and SUD treatment, and
an integrated education and support center. This first
campus was a co-investment partnership between the
County of Orange, Cal Optima, and five of the county’s
leading non-profit hospitals. Campus operations are
continuously informed by a law enforcement steering
committee, hospital steering committee, and a
committee of family members with lived experience in
today’s current fragmented system.

Be Well OC Mobile Response Teams
The Be Well OC Mobile Response Team model is
designed to support residents, first responders,
healthcare workers, social service professionals and
the entire community with a clinically-effective and
cost-effective response to mental illness, substance use and homelessness. Each Team is composed of two crisis
counselors who provide in-community assessment and
stabilization of individuals experiencing mental health or substance use challenges. The team also provides
information and referrals, transportation to services, and additional follow-up support and case management.

The program will improve outcomes for those in need,
support law enforcement and EMS so they can focus
on calls where they are needed most urgently, and
lower overall costs for the community. In cities with
active programs, calls are received through the
appropriate non-emergency line or 911. Dispatchers
triage the situation and, when appropriate, deploy the
Be Well OC Mobile Response Team to assist. Initial
pilot cities include Huntington Beach, Garden Grove,
Anaheim, Newport Beach, and Irvine.

Advancing the Be Well Blueprint and Six Result Areas
Underpinning all Be Well activities is a Blueprint,
developed in collaboration with diverse stakeholders.

The Blueprint established a shared community focus on
six specific results areas: 1) Reduce Stigma; 2) Improve Access and Close Treatment Gaps; 3) Prevent and Act Early; 4) Strengthen Crisis Response; 5) Establish Community
Wellness Hubs; and 6) Align Partners, Policies, and
Programs. Mind OC serves as the overall backbone
organization for the Be Well movement framing,
facilitating, and supporting the work of the Coalition
Partners implementing the work in each of the result
areas.

Implementing a Trauma Informed Network of Care
In partnership with more than 20 health systems, county and community-based organizations, Mind OC, has been
awarded $3 million over the next 17 months from the
ACEs Aware grant program, developed by the California
Department of Health Care Services in partnership with
the Office of the California Surgeon General. The project aims to implement a broad and inclusive Trauma-Informed Network of Care for Orange County, which will ultimately work to prevent adverse childhood experiences (ACEs),
promote ACE screening in children and adults, improve
treatment of ACE-Associated Health Conditions, and
prevent intergenerational toxic stress transmission.

Additionally, to address a key gap in this continuum and strengthen community linkages, we have launched the

51 April 2022 Jamboree | Huntington Beach Healing Center Focusing On Children Under Stress (FOCUS) program,
in collaboration between local police departments
and the Orange County Department of Education.

FOCUS establishes a notification system to decrease the negative impacts on children exposed to violence and
trauma by improving communication and collaboration
between first responders, schools, and community
resources, helping reduce impacts on the crisis response system.

Substance Use Disorder Prevention and Treatment
In the summer of 2019, a Be Well OC Substance Use
Disorder (SUD) initiative was created to develop a
countywide comprehensive SUD system of care. The
initiative received funding from the CA Department
of Health Care Services to begin with the creation of
a network of Medication Assisted Treatment (MAT) for
Youth. Be Well has continued to expand the SUD system,
now partnering with a network of medical clinics to
make MAT available for the most vulnerable adults in the community. Reduction in opioid use and overdose eases
the burden on law enforcement, other first responders
and hospitals, and keeps our parks and streets safe from drug-related activity.

Community Suicide Prevention
In March 2019, the Orange County Board of Supervisors
directed funding to the initiative to develop a
comprehensive community suicide prevention plan
which Mind OC continues to support. The initiative
includes law enforcement training on mental health and
community education by law enforcement around gun
safety.

Supporting the County’s MHSA-Funded Innovation
Project for Behavioral Health System Transformation
Orange County has contracted with Mind OC to lead
planning for the alignment of legal, fiscal, and regulatory requirements to improve quality of and access to
services. The goal of this effort is to plan for, develop and test the feasibility of a new public and private payment model that will create a quality-driven, culturally
responsive and inclusive behavioral health system. A
key piece of this work is establishing proof of concept for measurement, data sharing, and exploring value-based
payment options to improve and support quality in crisis and other services at the Be Well Orange Campus.

Develop a Single Point of Access Navigation System
and Crisis Response Network
Orange County, like most any other jurisdictions in
the country, offers a complicated and confusing crisis
response system which often includes multiple numbers
for people in mental health and SUD crisis to call and
navigate. In Orange County, there are currently more
than 18 crisis access points, often leading to confusion and delay in timely and appropriate care. People in
crisis default to calling 911 for mental health and SUD crises which lead to inappropriate ER boarding or
incarceration. In collaboration with the Orange County
Health Care Agency and other partners, Be Well is
supporting the effort to develop the plan to unify these access points and simplify services navigation and crisis response across the county.

52 April 2022 Jamboree | Huntington Beach Healing Center

PARTNERSHIP COLLABORATION

Jamboree
Jamboree has deep experience developing trusted
partnerships across Orange County and California with
local and regional agencies. In partnership with public and private agencies we achieve development goals
important to our partner agencies to provide affordable housing and other facilities to improve, serve and
revitalize neighborhoods.

Jamboree and Mercy House
For over 30 years, Mercy House has delivered emergency
services, housing and a wide range of supportive
services to at-risk and homeless individuals and families.

From outreach, shelter, and a wide range of supportive
services, Mercy House works across six California
counties and in Maricopa County Arizona to serve the
most vulnerable members of these communities. Mercy
House has been a leader in the regions where they work, designing and implementing solutions to the homeless
crisis in innovative and effective ways.

Jamboree and Mercy House have worked together
since 2015, when the two organizations secured a $2.5
million grant from the Department of Housing and
Urban Development (HUD) as part of the Orange County
Permanent Supportive Housing Collaborative. The grant
funded rental subsidies, intensive case management,
and other important housing stabilization services.

An initial goal of housing 100 of the most vulnerable
homeless people in the County was accomplished
between August 1st of 2015 and March 31st of 2016.

In 2019, Jamboree again partnered with Mercy House
and 2 other non-profits to form the Housing For Health
OC Collaborative (HHOC). HHOC offers a combination of
housing and case management services for individuals
experiencing homelessness. Through this partnership,
Jamboree and Mercy House received a Whole Person
Care Pilot contract, which transitioned into a CalAIM
contract. Jamboree and Mercy House have a history of
collaborating to build capacity and find opportunities for inventive, new programs.

Jamboree and Be Well
Be Well has innovated a new approach to a County-
wide behavioral health strategy using a comprehensive
and integrative model that serves as a cornerstone for
building a world-class system of mental health care.

Using a “no wrong door” model of service delivery they
offer highly effective recovery options for a wide range of behavioral health disorders for all regardless of income or insurance. Their expertise in designing residential
treatment and an integrated support center is reshaping the model of care in Orange County serving as a model
for other regions in the State.

Be Well currently partners with Jamboree to operate
a housing navigation and interim housing program in
Orange and in their mobile crisis teams. This program
addresses the needs of clients who require housing
navigation, placement and sustainment services to
address Be Well’s homeless patient challenges to
reenter community life. Jamboree has several years of
experience with this model having operated several
interim housing and navigation programs in Orange
County and other locations across the State.

Jamboree and Mercy House have worked together
since 2015, when the two organizations won a $2.5
million grant from the Department of Housing and
Urban Development (HUD) as part of the Orange County
Permanent Supportive Housing Collaborative. The grant
funded rental subsidies, intensive case management,
and other important housing stabilization services.

An initial goal of housing 100 of the most vulnerable
homeless people in the County was accomplished
between August 1st of 2015 and March 31st of 2016.

Jamboree partnered with Be Well Orange, in 2021, to
design and implement a pilot program intended to
create an effective Housing Discharge Plan for those
patients of the Be Well Orange clinical treatment and
services facility. The creation of the discharge plan will include the following elements:
• Client Assessment
• Document Assistance
• Beneficiary Enrollment
• Housing Plan
• Initialization of Housing Navigation and Case
Management Services
The program provides coordinated assessment, housing
navigation, and case management service by through
housing navigation services. Jamboree’s responsibility includes operating, maintaining, staffing, and
coordinating the resources of the program.
53 April 2022 Jamboree | Huntington Beach Healing Center M/WBE Inclusion
Goal
54 M/WBE Inclusion Goal
April 20, 2022 Jamboree | Huntington Beach Healing Center Jamboree is committed to meeting the City’s inclusion
goals and will make every effort to solicit MBE and WBE participation. Jamboree is a 501(c)(3) nonprofit with a Board of Directors that is comprised of 50% women. Our
Diversity, Equity, and Inclusion Iniatives are also applied to hiring. Currently, 62% of staff are women, 65% of staff are of minority backgrounds, and 63% of the Executive Leadership team are women.
55 April 2022 Jamboree | Huntington Beach Healing Center

5. Development
Approach
Preferred Develoment Strategy 56
Programmatic Approach 56
CalAIM Integration 57
Service Partners Approach 58
Feedback, Opportunities, & Challenges 59
Public Outreach & Community Engagement 61
Developing on Contaminated Sites 61
56 April 2022 Jamboree | Huntington Beach Healing Center Preferred Development Strategy
for the Site
Jamboree’s successful history in development has been
possible because of our commitment to three principles:

1. A high level of design focused on livability of our
residents and integration with the larger community

2. Innovative approach to capital structure by
integrating a wide variety of funding programs

3. True partnerships with cities, stakeholders, providers, and community members
Developing a project with the potential complexity of the Huntington Beach Healing Center will require all three
of those principles. Working from the well-developed
plans presented in the RFQ, Jamboree can bring our own
perspective as the design continues to be refined. We
approach these processes from our successful history in creating developments that are a part of the community
where they’re built, while identifying opportunities
to create efficiencies, effectiveness, and sustainability.

Throughout the process, we engage with the larger
community, in order to communicate our vision and
receive feedback, which can improve the project and the community fit. We find that this approach serves to ease both the entitlement process and the long-term livability of our residents.

By aggregating the various uses proposed for this
development, there will be challenges, but also a real
chance to create sustainable efficient designs to serve various populations. That same dynamic will occur in
devising the capital structure to finance the project.

Jamboree’s well-documented ability to marry and merge
traditional funding sources will be especially vital for the success of this project. There will likely be multiple layers of capital and operating sources. We see the various
populations and uses as an opportunity to leverage new
and leading-edge sources in combination with traditional affordable housing finance vehicles. Integrating the
new and the old has been Jamboree’s primary mode of
financing in recent history.

We have succeeded in that by working in close
cooperation with all of our partners. Jamboree and
the City of Huntington Beach have a long history of
cooperation and this important project will rely on that hard-earned knowledge and trust in order to succeed.

In the same light, we have identified service partners
who will bring their individual expertise to the design, financing, and operations to the entire development
process. Partnerships like this aren’t simply defined
by signing documents, but by creating a collaborative
environment to successfully guide the project to
completion.

PROGRAMMATIC APPROACH
Our goal is to end homelessness one person at a time by offering a continuum of housing and health services to
meet individuals where they are.

Jamboree, Mercy House, and Be Well will start with the
following approach.
• Taking care of Immediate Needs
• Basic Sheltering & Food
• Safety & Dignity
• Relationship Building & Sense of Belonging
• Case Management with Targeted & Integrated Wrap
Around Services
• Sheltering, Transitional Housing, Permanent Housing
• Help Securing Public Benefits/Income
• Legal Assistance
• Family Reunification
• Healing from Trauma
• Mental & Medical Health Services
• Life & Vocational Skills

INTENTIONS
• Programs that are housing and engagement centered
• Integrated Services
• Co-location with County and nonprofit agencies
• Elimination of service gaps and overlap of services

5. Development Approach
57 April 2022 Jamboree | Huntington Beach Healing Center • Sheltering for difficult to house/high vulnerability
populations
• Medical and Behavioral Health on site
• Pet, laundry, storage, clothing

SERVICE APPROACHES
• Service Integration
• “Whole Person Care”/wellness
• Trauma Informed
• Harm Reduction
• Critical time intervention
• Housing First
• Data Integration
LEVERAGING RESOURCES BETWEEN ALL 3

PROGRAMS
• Life Skills—CalAIM provider offering groups to all
onsite residents
• Transportation – CalAIM provider offering
transportation to all onsite residents
• Physical Healthcare – FQHC offer services to all onsite clients
• Mental Healthcare – Be Well and County offering
services to all onsite residents
• Sobriety Support – MAT services for all clients onsite • Benefits – SOAR trained staff for all clients to work with • Health/Wellness – CalAIM provider offering groups
through life skills to all onsite residents, FQHC offering groups to all onsite residents
• Housing Sustainability – CalAIM provider offering
sustainability to PSH and follows Shelter/transitional to offsite housing
• Landlord Engagement – CalAIM Provider offers for
maintaining housing and finding housing (Navigation
team and sustainability team can bill code)

SHEL TER/TRANSITIONAL LEVERAGING
Housing Navigation – CalAIM provider offering navigation to all non-permanent clients
Community Building and recreation

PERMANENT SUPPORTIVE HOUSING SPECIFIC
Community Building and recreational activities for PSH
specific community building

SHEL TER SPECIFIC
• Showers
• Food
Integration of CalAIM into Huntington Beach Campus Programs 58 April 2022 Jamboree | Huntington Beach Healing Center Service Partners Approach
Project Name Service Partners Services Housing Program
Physical Health FQHC (Mercy House
partner)
"Denta
Vision
Medical Clinics"
"PSH
Transitional
Shelter"
Mental Health
"Be Well
HCA
Outreach&Engagement "
"Mobile Crises Vans
MH Assessment"
"PSH
Transitional
Shelter"
Sobriety Support
"Mercy House working on
partnership
Be Well"
"Medication Assisated
Treatment (MAT)
Sobering Center"
"PSH
Transitional
Shelter"
Housing Navigation CalAIM (Mercy+Jamboree)
Assist with obtaining hous-
ing by creating a housing
plan, providing housing-
focused case management
to address barriers such as
income or health needs,
searching for housing to
identify available options,
and working with landlords
to help secure housing.
"Transitional
Shelter"
Housing Deposits CalAIM (Mercy+Jamboree)
One-time financial as-
sistance to secure housing
and establish a basic
household.  Examples of
eligible expenses include
security deposits, basic
furnishings, and moving
costs.  All payments will
be provided directly to a
vendor and never to the
participant.
"PSH
Transitional
Shelter"
Life Skills CalAIM (Mercy+Jamboree)
"PSH
Transitional
Shelter"
Short Term Post Hospitaliation CalAIM (Mercy+Jamboree) "Transitional Shelter"
Transportation CalAIM (Mercy+Jamboree)
"PSH
Transitional
Shelter"
Benefits SOAR trained staff
"PSH
Transitional
Shelter"
Engagement CalAIM (Mercy+Jamboree)
"PSH
Transitional
Shelter"
Housing Sustainability CalAIM (Mercy+Jamboree)
Assist with maintaining
housing by creating a
housing stability plan,
providing housing-focused
case management to
address barriers such as
income or health needs,
increasing independent
living skills, and mediating
relationships with land-
lords.
"PSH
Transitional
Shelter"
Employment/Education Need partners
"PSH
Transitional
Shelter"
59 April 2022 Jamboree | Huntington Beach Healing Center Feedback, Opportunities, and
Challenges
Jamboree’s solution-oriented, no cookie-cutter
approach, assesses the needs of both its partners and
the neighborhood to come up with innovative solutions
– the creative use/reuse of land, design and construction excellence, and focus on community impact. With a focus on community impact, we plan for services at the outset of the design process for each new property. Jamboree
brings in as many services as the physical structure and project financing allow – all based on the needs of our residents and the surrounding community.

Jamboree’s unique strategy to seamlessly integrate
affordable and permanent supporting housing into
communities is largely dependent on a creative
collaboration with design and construction partners.

Prior to construction, each new property represents a
specialized challenge such as geography, building type, or land constraints, which can only be accomplished
through the collective innovation and vision of our
trusted partners.

PROGRAMMATIC FEEDBACK
• Parking, there is 104 stalls shown in the conceptual
plans and there is over 55,212 SF of non-residential
sq. footage assumed, 77 PSH units, and 40 transitional
housing units which seems low for the combined
amount of programming. Is there any parking assumed
for the PSH and transitional housing?
• There are many different uses and different
populations that will be occupying the building, but
they are all sharing the vertical circulation and exiting except for the 1 elevator for residential dedicated use.

How will access be controlled properly between the
different levels and different uses?
• There are two different types of residents proposed
to occupy the building, PSH and transitional, but it
seems nearly all the service space is on the 3rd floor. Is it assumed that this space is to be shared between the
different populations? Typically, the services for these different tenant types are specialized and should be
catered to the different populations.
• The total proposed for community space area seems
undersized and is also non-contiguous making it more
difficult to oversee, manage, and coordinate between
service partners and residents.
• Where are the building management offices proposed?
We will need approx. 1,500 SF for offices and other
required spaces to manage the residential component.

Management needs to be in a location that can easily
monitor the access to the building and the other
shared spaces.
• Where is the open space for the residents? Is it
intended that their open space is located on the
terraces? If so please see concerns dealing with access and exiting from those spaces in the code section of
this overview.
• There does not seem to be any trash chutes for the
residents to utilize. What is the intended plan for trash management?
• The Waste room in the garage is undersized for all the combined uses.
• We typically need a large maintenance room for the
residential portion of the development, but we do not
see one programmed yet.
• A very large laundry facility is shown on the third
floor. Is it intended to be dedicated to both residential tenant types or the whole building in general?
Typically, Laundry for residential building works better if we can have a laundry room per floor. 1 washer and
1 dryer per 10 units is typical for the whole residential component which can be spread out through the
different floors.

CONSTRUCTABILITY FEEDBACK
• The first level is Type-IA (concrete with columns most likely) which allows for open more flexible spaces. The second level does not appear to be assumed as Type-
IA which will make it much more difficult to provide
the flexible large spaces needed for the emergency
shelter. In addition, the residential units above which will be constructed as Type-VA will have shear walls,
and plumbing drops that will need to be supported
further complicating the layout of the second floor. It is highly recommended that the second level be built
like the 1st level in Type-IA construction to avoid these issues. Was this additional cost assumed?
• The PSH units are shown to be located on the 3rd and
4th floors of the building and transitional housing
units on the 5th floor stacking with the units below.

These are different tenant types requiring uniqueness
to the layout of the units. Typically, transitional housing would not be the same unit size as a permanent
housing unit, nor would the unit mix be the same.
• The 2 BR units that are tucked into the inside corners 60 April 2022 Jamboree | Huntington Beach Healing Center of the building wings do not appear to meet the
necessary exposure to the exterior allowing for natural daylight, ventilation, and egress.
• The northern most wing is much narrower than the
other 2 (10’ less wide. It may be difficult to size the units appropriately in this wing since we will need to
cut out 5’ of depth as compared to the other units. (It may be more appropriate if this wing was dedicated
to transitional housing the other two wings were the
PSH).
• The 3 levels of bridging that occurs twice will be
very expensive to build and may require expansion
joints due to their narrowness. (They will also be very disruptive to the open space in the courtyards).
• With all the different uses there will need to be
multiple transformers, and separation in the utilities.

Transformers and utility rooms can take up quite a
bit of space on site. There does not appear to be the
proper utility space in the garage or on the upper
floors currently. Can the transformers go within the 30’ setback along Beach Blvd?

BUILDING CODE FEEDBACK
• The courtyards will need to have at least 2 exits if they are over 750 SF and it does not appear the circulation
or the exiting is currently allowing for it.
• There is no access currently shown for the terraces nor the proper exiting if they are to be utilized.
• There does not appear to be any ADA stalls currently
shown. There may be quite a few of them depending
on how the parking is planned to be dispersed which
will be a loss of quite a few stalls.
• This is a large mixed-use building with many different types of occupancies assumed, has a code analysis
been performed (Mixed-Use - Multi-Story Area
Allowances) and Occupancy Use and Area allowed
based on Construction Type assumed and floor level?
61 April 2022 Jamboree | Huntington Beach Healing Center Public Outreach and Community
Engagement

COMMUNITY OUTREACH
Jamboree’s time-tested community outreach strategy
in the affordable and supportive housing development
process is rooted in education, engagement of diverse
or overlooked populations, and mindful listening of
neighborhood feedback and criticism. Jamboree believes
bringing the community along in the development of
the Healing Center will lead to a more integrated and
well-designed housing community—a community that
not only blends into the surrounding neighborhoods
from an architectural and design perspective, but also
through responsive operations and on-site services that address current resident concerns around public safety
impacts.

COMMUNITY WEBSITE PAGE
Jamboree takes a predominately digital approach to
community outreach, meeting residents online where
they spend a significant amount of time. To aid in digital communication with current city residents, Jamboree
will create a dedicated community outreach website that includes information about the proposed development,
information about upcoming community meetings,
frequently asked questions, summaries of past meetings, and the most recent development timeline information.

This website page will also include a community interest form where city residents can input their contact
information to receive regular updates about the Healing Center, as well as submit any questions, comments, or
concerns about the proposed development.

PUBLIC COMMUNITY OUTREACH MEETINGS
Prior to the project completion, each outreach meeting
will be publicly noticed through multiple channels,
including physical mailing notifications, Jamboree
website notifications, partner website notifications, and email notifications when possible. The Development
Team is proposing at least two community outreach
meetings.

EXPERIENCE DEVELOPING CONTAMINATED

PROPERTIES
Jamboree has direct experience with mitigating
contaminated project sites. These are a few examples
of contamination challenges and how our team
approached each one to mitigate the issues.

Bonterra, Brea
Bonterra is an integral part of Blackstone, a new 800-acre master-planned community in Brea built on a hillside
with nearly 50 active oil wells. Jamboree transformed
a recovered oil field to provide high-quality workforce housing to 94 families who earn between 30% and 60%
of the area median income (AMI).

Park Avenue, Chico
In 2019, Jamboree entered a memorandum of
understanding (th the Jesus Center, an ecumenical,
faith-based nonprofit operating in Chico to develop two housing developments. Park Avenue is the first of the
two sites to be developed in partnership with the Jesus Center. Park Avenue includes fifty-eight (58) affordable units of which twenty-seven (27) units will be restricted to individuals with special needs that are on the current Housing Authority’s waitlist.

The Phase I environmental investigation identified the
potential for Underground Storage Tanks (UST) and
a prior auto repair use on the site which prompted
the need for a Phase II. The Phase II investigation did not discover the presence of UST’s or evidence in the
soil suggesting the presence of UST’s. The Phase II
investigation did discover the presence of contaminates in soil gas at the location of the former auto repair
site. The contaminates were not present in the soil or
ground water. Additional site investigation testing
was performed to identify a source for the soil gas. The additional site investigation did not identify a source of the soil gas but did confirm the presence of elevated soil gas in other locations on the property, including where the new building will be constructed on Park Avenue.

Resolution/Mitigation: Installation of a vapor intrusion mitigation system (VIMS) is included as part of the
development as a precautionary measure to mitigate
any vapor intrusion risk. A Site Management Plan will be in place to address any potential environmental issues
discovered during construction. Staff is working with
a lead environmental oversight agency, Department
of Toxic Substances Control (DTSC) and has secured
DTSC’s approval of mitigation measures outlined in the
Preliminary Endangerment Assessment (PEA). The cost
of mitigation measures is included in the development
budget. Additional soil gas sampling will be conducted
post-closing after demolition of the existing building to determine if a Land Use Covenant is required by DTSC.

Mercy House
P .O. Box 1905
Santa Ana, CA 92702

P: 714.836.7188 | F: 714.836.7901
mercyhouse.net
Be Well
265 S. Anita Drive
Orange, CA 92868

P: 949.749.2500
bewelloc.org
Jamboree Housing Corporation
17701 Cowan Avenue Suite 200
Irvine, CA 92614
Offices: Irvine | Sacramento | San Diego

P: 949.263.8676 | F: 949.263.0647
jamboreehousing.com