Rancho Cordova City Council
October 17, 2022

ITEM 17.1. ATTACHMENT 2 Ordinance No. XX-2022 Page 3 of 7 representatives shall serve at the pleasure of the members who appoint them, and such appointments may be revoked by the filing of written notice of revocation with the Clerk of the Board of Directors signed by the member and reciting revocation of the appointment of a designated representative. In the event of removal from the Board of Directors of a member who serves at the pleasure of a Governing Body, such removal shall automatically effect removal of any personal representative which that member has appointed. f. For purposes of this section, a city’s population shall be as estimated by the California Department of Finance as of January 1 of each year for the preceding year.

Modifications to Board membership based on population changes shall be made on July 1, or as soon thereafter is feasible, following the January 1 estimates provided by the Department of Finance.

Title 5, Chapter 5.50, Section 5.50.112 “Agreement of Formation” is amended to read as follows:

The Sacramento Metropolitan Cable Television Commission was previously created by the County and Cities. Enactment of this chapter and amendments thereto constitutes approval by the Governing Bodies of the County and Cities of the terms of the amended and restated agreement of formation.

Amended and Restated Agreement of Formation
Sacramento Metropolitan
Cable Television Commission
THIS AMENDED AND RESTATED AGREEMENT is made and entered into pursuant to the provisions of Section 6500 et seq. of the Government Code of the State of California by and between the County of Sacramento, herein referred to as “County”; and the City of Sacramento and cities of Citrus Heights, Elk Grove, Folsom, Galt, and Rancho Cordova, herein referred to as “Cities”; who do hereby mutually agree as follows:

1.Establishment. There is hereby created an organization known and denominated as the Sacramento Metropolitan Cable Television Commission, which shall be a public entity, separate and apart from the County and Cities. The Sacramento Metropolitan Cable Television Commission (hereinafter referred to as “Commission”) shall be governed by the terms of this Agreement, the terms of an ordinance enacted by each agency which enters into this Agreement which is entitled “Cable Television Ordinance”, and is hereinafter referred to as the “Ordinance”, and by such rules as are duly passed and adopted by the Board of Directors of the Commission.

2.Board of Directors. The Commission shall be governed by and the powers of the Commission vested in a Board of Directors. The number of members of the Board of Directors, composition thereof, and tenure of Directors shall be prescribed by Sub-Chapter 2 of the Ordinance.

ITEM 17.1. ATTACHMENT 2 Ordinance No. XX-2022 Page 4 of 7 a.Meetings of the Board of Directors and/or such advisory or other committees as the Board may appoint, shall be government by the provisions of the Ralph M. Brown Act (Government Code Section 54950 et seq.). The Board of Directors shall establish a time and place for its regular meetings, which shall be held not less frequently than once per year. b.A majority of the members of the Board of Directors shall constitute a quorum for the purpose of transacting business.
c.No action taken by the Board of Directors shall be effective except by duly adopted motion receiving the votes of a majority of the Directors of the Board. d.The Board of Directors shall annually elect its Chairperson and Vice- Chairperson.
e.The Clerk of the Board of Supervisors of the County or other person retained by the Board shall serve as Clerk to the Board of Directors, shall be responsible for recordation of the official actions by the Board, and shall be the official custodian of all records of the Board of Directors.

The County may determine reasonable charges to be made against the Commission for the services of the Clerk and the Commission shall pay such charges.

3. Powers. The Board of Directors of the Commission shall be vested with the following powers:
a.To employ or retain in the name of the Commission an Executive Director and such other personnel as the Board of Directors deems appropriate. The Executive Director shall be appointed by and serve at the pleasure of the Board of Directors; b.To make and enter into contracts in the name of the Commission as authorized by or in order to carry out the objects or purposes of this Agreement or the Ordinance, including, but not limited to, contracts with the County providing for provision by County personnel of services for the Commission and reimbursement of the County by the Commission of the costs thereof;
c.To acquire in the name of the Commission, take title to, hold and dispose of real and personal property;
d.To incur in the name of the Commission debts, liabilities and obligations, which shall not constitute debts, obligations or liabilities of any of the member agencies; e.To accept in the name of the Commission grants, gifts and donations in the public interest to carry out the purposes and functions of the Commission; f.To establish and provide for the payment of reasonable compensation to its members or their personal representatives for performance of the duties of office; and g.To exercise such other powers as are expressly conferred by the provisions of this Agreement or the Ordinance.

The Board of Directors shall also be authorized to sue in the name of the Commission. The Commission shall be subject to suit in its name.

4. Limitations. Pursuant to the provisions of Government Code section 6509, “the powers of the Commission are subject to the restrictions upon the manner of exercising such powers of one of the designated member agencies.” For such purposes, the City of Sacramento is hereby designated.

ITEM 17.1. ATTACHMENT 2 Ordinance No. XX-2022 Page 5 of 7

5.Budget. Prior to July 1st of each fiscal year, the Board of Directors shall adopt a preliminary budget. Prior to September 1st of each fiscal year, said Board shall adopt a final budget.

6.Payments. Not later than the first day of August of each year during the term of this Agreement, the Commission shall distribute to the County and Cities who are members of the Commission the difference between: (i) the revenue required to finance the costs of operations incurred in accordance with the Commission’s Budget (including a reserve for contingencies) for the fiscal year ending on the prior June 30; and (ii) the revenues from franchise fees actually received by the Commission for the same fiscal year. Revenues from sources other than franchise fees shall be utilized and distributed as required by the source of the funds.

The franchise fees shall be paid to the County and Cities who are members of the Commission in the same proportion as the ratios which the population of the unincorporated area of the County and incorporated area of the Cities bear to the total population of Sacramento County, excluding the City of Isleton, as disclosed by the most recent Federal Decennial Census and as updated by the California Department of Finance January 1st of each calendar year.

7.Treasurer. The Treasurer of the County shall be the depository of funds of the Commission, and said Treasurer shall be the ex officio Treasurer of the Commission.

The Treasurer shall receive and have custody of and disburse Commission funds on the warrant of the Auditor and shall make disbursements authorized by this Agreement. The Treasurer shall invest Commission funds in accordance with the general law. All interest collected on Commission funds shall be accounted for and posted to the account of said funds.

The County may determine reasonable charges to be made against the Commission for the Services of the Treasurer, and the Commission shall pay such charges.

8.Auditing. The Auditor of the County shall be the ex officio Auditor of the Commission, and shall draw warrants against the funds of the Commission when the demands are approved by the Executive Director or his designee. At the close of each fiscal year, as provided in Government Code section 6505, the Directors may contract with a public accountant or certified public accountant to make an audit of the accounts and report of the Commission.

The Auditor shall establish and maintain such funds and accounts as are deemed necessary to account for and report on receipts and disbursements. The Commission shall keep such additional records and accounts which are deemed necessary to account for and report on sources of funds, expenditures, grants and programs as may be required by good accounting practices. The books and records of the Commission shall be open to inspection at all reasonable times by representatives of the member agencies.

The County may determine reasonable charges to be made against the Commission for the services of the Auditor, and the Commission shall pay such charges.

9.Term. Except as hereinafter provided, this Agreement shall terminate and the Commission shall be deemed dissolved upon a two-thirds vote of the member

ITEM 17.1. ATTACHMENT 2 Ordinance No. XX-2022 Page 6 of 7
agencies. Notwithstanding the foregoing, a member agency may withdraw from the Commission with at least one year’s prior written notice. Upon withdrawal, the member agency shall be liable for its proportional share of Commission liabilities, including any retirement benefits obligations, in the same proportion as distributions to member agencies have most recently been made pursuant to the provisions of Paragraph 6, above. Such member agency shall not receive or have any right to any share of Commission assets.

10.Disposition of Assets. Upon dissolution of the Commission, its remaining assets, after satisfying all liabilities, including any retirement benefits obligations, shall be distributed to member agencies in the same proportion as distributions to member agencies have most recently been made pursuant to the provisions of Paragraph 6, above unless the member agencies agree to a different distribution. Any real property owned by the Commission shall, in advance of dissolution, be conveyed by the Board of Directors to member agencies as tenants in common with proportional interests equal to the proportion of distributions most recently made pursuant to the provisions of said Paragraph 6 unless the member agencies agree to a different distribution.

11.Debts. Except to the extent provided by law, the debts, liabilities and obligations of the Commission shall not constitute any debts, liabilities or obligations either jointly or severally of the County or any city.

Amendment. This Agreement may be amended by written contract approved by and executed in behalf of the Governing Bodies of each member agency. No Franchisee or other person or entity shall be deemed to either expressly or impliedly be a party to this Agreement, a third party beneficiary thereof, or to have any interest which precludes amendment of the terms of this Agreement in any manner in which the Governing Bodies of the member agencies, in their discretion, may mutually agree.

Section 3. Effective Date
Within fifteen (15) days after adoption, a Summary of this Ordinance shall be published once in the Grapevine Independent, or the Sacramento Bee, a newspaper of general circulation printed and published in Sacramento County and circulated in the City of Rancho Cordova, in accordance with Government Code Section 36933. This Ordinance shall take effect and be enforced thirty (30) days after its adoption.

PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the ____ day of ______________, 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________
Donald Terry, Mayor
ATTEST:

ITEM 17.1. ATTACHMENT 2 Ordinance No. XX-2022 Page 7 of 7
Stacy Leitner, CMC
City Clerk

MEMORANDUM
City Council Staff Report - Page 1 of 1

ITEM 19.1.

DATE: October 17, 2022

TO: Honorable Mayor and Council Members

FROM: Kim Juran, Administrative Services Director

SUBJECT: SMART CITY RANCHO CORDOVA PRESENTATION

RECOMMENDATION

Receive presentation from Madaffer Enterprises on the development of a Smart City roadmap for Rancho Cordova.

RESULT OF RECOMMENDED ACTION

To provide direction on Smart City initiatives that should be incorporated into the roadmap.

BACKGROUND

The City has engaged the firm of Madaffer Enterprises to develop a Smart Cities strategic roadmap for the City of Rancho Cordova. Madaffer Enterprises has worked with a number of cities throughout California to develop Smart City Strategic Plans and Roadmaps and conducted a work session with the City Council in April 2019.

The purpose of this presentation is to inform the City Council of what defines a Smart City and hear input from the council on ideas that they would like to see incorporated into this roadmap.

FISCAL IMPACT AND FUNDING SOURCE

No fiscal impact. This presentation is for informational purposes only and to provide an opportunity for council discussion and direction.

ATTACHMENT(S)

1. Smart City - Council Presentation

Building a
Smart City Strategic Roadmap
for the City of Rancho Cordova
October 17, 2022
ITEM 19.1.

ATTACHMENT 1

Madaffer Enterprises Team
ITEM 19.1.

ATTACHMENT 1

ITEM 19.1.

ATTACHMENT 1

Defining a “smart and connected” city
• “An innovative city that uses information and
c
ommunication technologies (ICTs) and other
means to improve quality of life, efficiency of
urban operation and services, and
competitiveness, while ensuring that it meets
the needs of present and future generations
with respect to economic, social and
environmental aspects.”
— International T elecommunications Union
ITEM 19.1.

ATTACHMENT 1

Defining a “smart and connected” city
• “A smart ci ty uses information and communication technology to enhance livability, workability and sustainability.”
— Smart Cities Council
• “For the City of Chula Vista, being a smart city means using technology and advanced
data analytics tools to grow the economy, engage the community, improve government efficiency, and enhance quality of life.”
—City of Chula Vista Smart City Strategic Action Plan
• “A smart city optimizes systems by using technology and data to improve service del
ivery and customer satisfaction while creating new opportunities for engagement and problem-solving for better shared outcomes.”
— City of West Hollywood Smart City Strategic Plan
ITEM 19.1.

ATTACHMENT 1

Defining a “smart and connected” city
• “A smart ci ty uses information and communication technology to enhance livability, workability and sustainability.”
— Smart Cities Council
• “For the City of Chula Vista, being a smart city means using technology and advanced
data analytics tools to grow the economy, engage the community, improve government efficiency, and enhance quality of life.”
—City of Chula Vista Smart City Strategic Action Plan
• “A smart city optimizes systems by using t echnology and data to improve service delivery and customer satisfaction while creating new opportunities for engagement and problem-solving for better shared outcomes.”
— City of West Hollywood Smart City Strategic Plan
ITEM 19.1.

ATTACHMENT 1

Defining a “smart and connected” city
• “A smart ci ty uses information and communication technology to enhance livability, workability and sustainability.”
— Smart Cities Council
• “For the City of Chula Vista, being a smart city means using technology and advanced
data analytics tools to grow the economy, engage the community, improve government efficiency, and enhance quality of life.”
—City of Chula Vista Smart City Strategic Action Plan
• “A smart city optimizes systems by using t echnology and data to improve service delivery and customer satisfaction while creating new opportunities for engagement and problem-solving for better shared outcomes.”
— City of West Hollywood Smart City Strategic Plan
ITEM 19.1.

ATTACHMENT 1

The outcome in which all citizens and communities have the information technology capacity needed for full participation in our society, democracy and economy, necessary for digital access to essential services, civic and cultural participation, lifelong learning, employment, entrepreneurship, and economic mobility
Digital Equity
The difference between those who have access to the Internet and connected technologies and those who don’t
Digital Divide
The activities necessary to ensure that all citizens and communities, including the most disadvantaged, have access to and use of Information and Communication Technologies
Digital Inclusion
The interaction between individuals, community organizations and government to create opportunities for active communication and participation in community initiatives.

Citizen Engagement
Digital _________
Source: moHuman
ITEM 19.1.

ATTACHMENT 1

The outcome in which all citizens and
communities have the information technology
capacity needed for full participation in our
society, democracy and economy, necessary
for digital access to essential services, civic
and cultural participation, lifelong learning,
employment, entrepreneurship, and economic
mobility
Digital Equity
Source: moHuman
ITEM 19.1.

ATTACHMENT 1

The difference between those who have
access to the Internet and
connected technologies and those who don’t
Digital Divide
Source: moHuman
ITEM 19.1.

ATTACHMENT 1

The activities necessary to ensure that all
citizens and communities,
including the most disadvantaged, have
access to and use of Information and
Communication Technologies
Digital Inclusion
Source: moHuman
ITEM 19.1.

ATTACHMENT 1

The interaction between individuals,
community organizations and government to
create opportunities for active communication
and participation in community initiatives.

Citizen Engagement
Source: moHuman
ITEM 19.1.

ATTACHMENT 1

The strategic roadmap model
Cities
• Chula Vista, CA
• Carlsbad, CA
• West Hollywood, CA
• Pismo Beach, CA
• Austin, TX
• Pittsburgh, PA
• Orlando, FL
• Saratoga Springs, NY
• Montréal, Québec
“If you don’t know where you’re going, you’ll never get there.”

1. What outcomes do we want to achieve?

2. What do we need to put in place to achieve it?
• Physical infrastructure, governing policies, staffing, o
utreach and engagement

3. How do we prioritize in a constrained
e
nvironment?

4. Who is responsible for what activities along the
w
ay?

5. How do we measure progress?
ITEM 19.1.

ATTACHMENT 1

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ATTACHMENT 1

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ATTACHMENT 1

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ATTACHMENT 1

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ATTACHMENT 1

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ATTACHMENT 1

Items to address in strategic roadmap
• Community Engagement
• Cost, budget and funding
• Partnership opportunities
• Other public agencies
• Private enterprise
• Nonprofit organizations
• Metrics for success
• Outcome targets
• Performance indicators
• Policy Framework
• Data Governance
• Privacy Oversight
• Information Security
• Risk identification / mitigation
• Data strategies
ITEM 19.1.

ATTACHMENT 1

Key documents
• General Plan
• SiFi N etworks Contract
• Climate Action Plan
• “Smart Region Sacramento” Intelligent Transportation Systems Master Plan • Mobility Master Plan
ITEM 19.1.

ATTACHMENT 1

Project Timeline
ITEM 19.1.

ATTACHMENT 1

What’s Important to Rancho Cordova?
• How do we define “smart city” (or “future-re ady city”)? • What are the biggest problems we’re working to solve? • What are the challenges we face to achieving those goals? • What are the strategies we value most highly?
• What is the community saying?
ITEM 19.1.

ATTACHMENT 1

MEMORANDUM
City Council Staff Report - Page 1 of 3

ITEM 19.2.

DATE: October 17, 2022

TO: Honorable Mayor and Council Members

FROM: Stefan Heisler, Housing Manager

SUBJECT: VETERANS AFFORDABLE HOUSING DEVELOPMENT PROJECT

SELECTION AT THE FORMER MATHER AIR FORCE BASE

RECOMMENDATION

Adopt the resolution.

RESULT OF RECOMMENDED ACTION

Adoption of the Resolution would formally select Mercy Housing California and Veterans Housing Development Corporation (aka Nation’s Finest) as developer partners, and their submitted concept for new veterans affordable housing developments at the former Mather Air Force Base. Staff will begin working exclusively with this developer team to, in coordination with Sacramento County, further refine the project concepts, prepare the project(s) for state funding applications, and develop the project(s).

BACKGROUND

Discussion with the City Council regarding the City’s next veterans affordable housing project at the former Mather Air Force Base began in April 2021 following a Notice of Funding Availability for affordable housing development projects. On February 22, 2022, the City Council appointed staff to begin real property negotiations with Sacramento County to acquire sites near the completed Mather Veterans Village. In anticipation of a future veterans housing project, the City Council committed $2,000,000 of American Rescue Plan Act (ARPA) funding on June 20, 2022. The real property negotiations are nearing completion and in fall 2022, Sacramento County agreed to commit $3,000,000 towards a city-sponsored veterans homeless development project near the Mather Veterans Village as a match to the city’s committed funding. Staff issued a Request for Proposals (RFP) from July 22 – September 10, 2022, and received three proposals.

All of the proposals received are from competent and qualified developers of affordable housing. Proposals received have been evaluated by staff according to the following criteria.

 Project design and community benefit, with mixed-use developments and placemaking design elements weighted higher
 Project feasibility, likelihood of completion within 24 months

City Council Staff Report - Page 2 of 3

 Development and management capacity
 Preliminary design sketches, site and unit layout
 City subsidy target of $40,000 per unit

Based on the evaluation criteria, staff recommends selection of the proposal by Mercy Housing California (MHC) and Veterans Housing Development Corporation (VHDC, aka Nation’s Finest). The MHC and VHDC proposal has a strong likelihood of being feasible within a reasonable timeframe, features the lowest cost per unit of the three proposals and the second highest number of proposed housing units. The MHC and VHDC team has excellent development and management experience for affordable veterans housing projects, including within the City of Rancho Cordova. Their proposal also introduces a new townhome housing product type not found in the neighborhood and would support additional segments of the veteran’s population including both families and seniors. Lastly their proposal also includes a mix of uses and placemaking opportunities with the commercial use located on the corner of Bleckely St and Schirra Ave.

A brief summary of the proposals received is below in alphabetical order by developer. The full proposals are included as attachments to this agenda item.

Developer: Mercy Housing California & Veterans Housing Development Corporation (Nation’s Finest)
Project Description: 2-3 bedroom rental townhomes for veteran families with mix of permanent supportive housing units, 1-2 bedroom rental apartments for senior veteran households, community rooms, outdoor spaces and commercial space for a possible café Number of Units: 120 units – 60 townhomes for family households, 60 apartments for senior households

Developer: Visionary Home Builders
Project Description: Veteran family rental apartments of 1, 2, and 3-bedrooms, community room and commercial space for an enrichment center, outdoor spaces, memorial tree, flagpole and memorial wall
Number of Units: 110 apartment units

Developer: Volunteers of America
Project Description: Veterans transitional housing, 1 bedroom permanent supportive housing for homeless veterans, veteran family rental apartments of 1, 2, and 3-bedrooms, commercial kitchen, community room and outdoor spaces.

Number of Units: 80 units of transitional housing, 44 units of permanent supportive housing, 74 affordable rental apartment units

NEXT STEPS

Staff will continue to work with the selected developer team and Sacramento County to prepare the site(s) for development, finalize the development program(s), and make formal funding commitments needed to apply for Federal and State funding. These local and County funding commitments will be separate Council action items anticipated in 2023. Following this, staff and the developer team will apply for State housing funding programs not earlier than mid-2023 and more likely in 2024. Once State funding is secured, staff and the developer team will prepare and return to the City Council for action on design review and Development Agreements (or related documents) to move the projects into construction. The soonest anticipated date for

City Council Staff Report - Page 3 of 3

construction to begin on any selected project is calendar year 2024, however this is contingent on securing Federal and/or State funding.

FISCAL IMPACT AND FUNDING SOURCE

$2,000,000 of City ARPA funding is currently committed to this project. This funding is anticipated to leverage $3,000,000 of County ARPA funding, more than $46,000,000 of State funding, and nearly $8,000,000 in private loan funding. As grant applications are submitted to State programs in 2023 and 2024, additional city subsidy may be required to maximize competitiveness. Any additional needs will be further determined at that time based on grant program requirements and fluctuations in development costs.

ATTACHMENT(S)

1. Resolution

2. Presentation

3. MHC and VHDC Rancho Cordova RFP

4. VHB Rancho Cordova RFP

5. VOA-NCNN-Rancho Cordova RFP

ITEM 19.2. ATTACHMENT 1 Resolution No. XX-2022 Page 1 of 2

CITY OF RANCHO CORDOVA

RESOLUTION NO. XX-2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA,

STATE OF CALIFORNIA, SELECTING THE PROPOSAL FROM MERCY HOUSING

CALIFORNIA AND VETERANS HOUSING DEVELOPMENT CORPORATION FOR

VETERANS AFFORDABLE HOUSING AT THE FORMER MATHER AIR FORCE BASE

WHEREAS, the City of Rancho Cordova (“City”) issued a Request for Proposals (“RFP”) for veterans affordable housing projects at the former Mather Air Force Base on July 22, 2022; and

WHEREAS, the City received three proposals to this RFP; and

WHEREAS, the City desires to select the development proposal of Mercy Housing California and Veterans Housing Development Corporation; and

WHEREAS, the City is concurrently negotiating the acquisition of Sacramento County owned real estate where the veterans affordable housing project will likely be located and the formal acquisition of County property will be completed through a future City Council action; and

WHEREAS, the selected proposal will be further refined by the developer team, City staff and Sacramento County to fit the ultimately agreed upon conditions for City acquisition of County property; and

WHEREAS, the eventual development project will return to the City Council for formal commitment of funds prior to the making application for state and other funding programs.

NOW, THEREFORE, BE IT HEREBY RESOLVED THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA selects Mercy Housing California and Veterans Housing Development Corporation as the developer partner and the proposal submitted by this team, and authorizes the City Manager, or his or her designee(s), to work with the selected developer team and Sacramento County to finalize the development program and return to the City Council at a future date for formal funding commitment.

PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 17th day of October 2022 by following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ITEM 19.2. ATTACHMENT 1 Resolution No. XX-2022 Page 2 of 2 ATTEST:

Donald Terry, Mayor

Stacy Leitner, CMC
City Clerk

1 CityOfRanchoCordova.org
Veterans Affordable Housing
Development Project Selection
October 17, 2022
ITEM 19.2.

ATTACHMENT 2

2 Agenda for this Item
Goals for Tonight

1. Staff will present
• The background context for this discussion
• T
he 3 proposals received
• The staff recommendation
• Next steps following this discussion

2. R
eceive Council direction on project selection
• A
dopt the resolution, or
• Provide additional dir ection
ITEM 19.2.

ATTACHMENT 2

3 Background and Context
April 27, 2021 Affordable Housing NOFA
• Council expressed interest in future veterans housing at the former Mather Air Force Base Feb
ruary 22, 2022 Council appointment of Real Property Negotiators • Council directed staff to begin negotiations for Count y-owned property at Mather June 20, 2022 ARPA funding commitment
• Council set-as ide $2,000,000 ARPA funds for a future veterans housing project July 22, 2022 Request for Proposals issued
• 3 proposals received:
• Mercy Housing Ca lifornia and Veterans Housing Development Corporation (Nation’s Finest) • Visionary Home Builders
• Volunteers of Ameri ca
October 17, 2022 - Goals for Tonight
• Receive staff presentation on 3 proposals
• M
ake Council selection of a project and developer team
ITEM 19.2.

ATTACHMENT 2

4 3 Proposals Received
Developer: Mercy Housing California & Veterans Housing Development Corporation (Nation’s Finest)
• Project Description: 2-3 bedr
oom rental townhomes for veteran families with mix of permanent supportive housing units, 1-2 bedroom rental apartments for senior veteran households, community rooms, outdoor spaces and commercial space for a possible café • Number of Units: 120 units – 60 tow nhomes for family households, 60 apartments for senior households Developer: Visionary Home Builders
• Project Description: Veteran family rental apartments of 1, 2, and 3-bedrooms, community room and com
mercial space for an enrichment center, outdoor spaces, memorial tree, flagpole and memorial wall • Number of Units: 110 apartment units
Dev
eloper: Volunteers of America
• Project Description: Veterans transitional housing, 1-bedroom permanent supportive housing for homel
ess veterans, veteran family rental apartments of 1, 2, and 3-bedrooms, commercial kitchen, community room and outdoor spaces.
• Number of Units: 80 units of transitional housing, 44 units of permanent supportive housing, 74 aff
ordable rental apartment units
ITEM 19.2.

ATTACHMENT 2

5 Staff Evaluation
Staff used the following criteria to evaluate the proposals:
• Project desi gn and community benefit, with mixed-use developments and placemaking design elements weighted higher
• Project feasibility, l ikelihood of completion within 24 months • Development and managem ent capacity
• Preliminary desi gn sketches, site and unit layout
• City subsidy target of $40 ,000 per unit
All of the proposals received are of high quality from competent, capable developers, and ranked competitively.

ITEM 19.2.

ATTACHMENT 2

6 Staff Recommendation
Staff recommends: Selection of the proposal from Mercy Housing California (MHC) and Veterans Housing Development Corporation (VHDC, aka Nation’s Finest) Evaluation
• High level of project feasibility, lowest development cost per unit • 2nd highest number of proposed housing units
• Excellent devel opment and management experience for veterans housing projects • Mix of housing product types (townhome, apartment)
• M
ix of targeted veterans popul ations (veteran families, seniors) • Mix of placemaking opportunities and commercial use
ITEM 19.2.

ATTACHMENT 2

7 Anticipated Next Steps
Next steps for any selected proposal include:
• Complete site acquisition with Sacramento County
• Finalize project scope and se cure County matching funding commitment • Prepare the project site for development
• Submit funding applications to state and other programs • Complete project entitlements and development agreement documents • Begin construction, anticipated earliest date in 2024, more likely 2025 ITEM 19.2.

ATTACHMENT 2

8 Council Discussion and Direction
Are there any additional questions for staff or the applicants? Staff is seeking Council direction on:

1. Project selection

2. A
dditional dir ection to staff
ITEM 19.2.

ATTACHMENT 2

September 9, 2022
RFP for Veterans Housing
City of Rancho Cordova

ITEM 19.2.

ATTACHMENT 3

ITEM 19.2.

ATTACHMENT 3

Table of Contents
Sect
ion 3: Qualifications and Experience
Section 4: Project Description
Section 5: Project Expected Timeline
Section 6: Environmental and Entitlements
Section 7: Sources and Uses of Funds
Section 8: Conflict of Interest Statement
Section 9: Exceptions
Section 10: Supportive Information
Site Plans
Pro Forma
ITEM 19.2.

ATTACHMENT 3

Section 3: Qualifications and Experience
Mercy Housing California, as the lead developer, along with our partner Veterans Housing Development Corporation are excited to continue our partnership serving veterans at Mather Field. Our team has decades of experience in affordable housing development and service provisions for veterans and are an established partner with the City of Rancho Cordova. Our specific experience is detailed below.

Mercy Housing California
Mercy Housing California (“MHC”) was incorporated in 1988 as the California affiliate of Mercy Housing, Inc. (“MHI”), a national nonprofit housing development, management, and resident services organization headquartered in Denver, Colorado. Regional offices are located in California, Georgia, Illinois and Washington. The Mission of Mercy Housing, Inc. and all its subsidiaries, including Mercy Housing California, is to create stable, vibrant and healthy communities by developing, financing and operating affordable, program-enriched housing for families, seniors and people with special needs who lack the economic resources to access quality, safe housing opportunities. MHI is recognized as a national leader in maintaining and increasing the country’s affordable housing stock. MHI builds and acquires affordable housing through four Regional Development Corporations, which have developed more than 23,000 units of affordable housing, and MHI currently serves more than 50,000 people on any given day. This work spans across 26 states and through the efforts of seven strategic healthcare partners, the Mercy Loan Fund and MHI’s consulting division, Mercy Housing, Inc. has established an exceptionally deep national presence. MHI is listed as number four on the Affordable Housing Finance Magazine’s 2017 list of top affordable housing owners in the country.

Founded over 20 years ago, MHC is the largest of the four Regional Development Corporations. MHC has grown substantially, both through its own affordable housing development, and through mergers with other nonprofit housing groups seeking affiliation with the Mercy Housing system. In 2000, Mercy Housing California and RCHC merged and have maintained a Sacramento area office ever since. RCHC was founded in Woodland in 1967 to provide homeownership opportunities for low income rural communities throughout the Sacramento Valley. The RCHC Board of Directors remains an active part of Mercy Housing’s Sacramento area activities, providing leadership and guidance on portfolio stewardship, community needs, and development priorities.

Housing Development Experience
Mercy Housing California’s long history of successfully developing and managing affordable housing and providing on-site resident services, coupled with our experience in community engagement during the predevelopment and design process, makes MHC uniquely qualified to complete a high-quality, sustainably managed housing development in partnership with the Housing Authority.

MHC is one of the largest affordable housing developers in the State of California in terms of staff, capacity, annual budget, and units constructed. MHC is also a leader in an integrated, mission-based approach that couple the delivery of customized resident and community service enrichments with quality development, management, and maintenance to create healthy communities. MHC has successfully completed development of over 11,000 affordable rental units. MHC’s developments can generally be categorized as serving Family, Senior, and/or Special Needs residents, the latter often meaning formerly homeless and/or disabled individuals or families, and often includes veterans. In ITEM 19.2.

ATTACHMENT 3

addition to a vast array of completed developments, Mercy Housing California has over 5,000 units in the development pipeline from feasibility through construction.

MHC is one of the most accomplished veterans housing
developers in the State. Across the state of California, MHC has completed six veteran developments, totaling over 300 units with an additional community, Norwalk Veteran Family Housing, expected to break ground this year. Many of our veterans properties serve formerly homeless veterans with support services offered through a combination of on-site staff and Department of Veterans Affairs (VA) case management. Our Baldwin Rose Apartments in El Monte serves homeless veterans and families with a veteran head of household, offering a culturally competent and thriving community. Norwalk Family Veteran Housing is similar to Baldwin Rose Apartments, with a set-aside for homeless veterans and a preference for veteran families for the remainder of the units. In partnership with VHDC, MHC has completed 100 units of supportive housing for veterans in phases 1 and 3 of the Mather Veterans Village. These 100 homes, combined with 48 units of transitional housing by VHDC, create a high impact healing community on the former Mather Air Force Base. And in Colma, south of San Francisco, MHC developed 65 units of supportive housing for formerly homeless veterans.

In each veterans housing setting, we partner with a skilled service provide capable of linking our residents with life changing programs. We have worked with some of the State’s most successful providers, including New Directions for Veterans, Brilliant Corners, and Nation’s Finest.

Veterans Housing Development Corporation and Nation’s Finest Nation’s Finest has been a community-based non-profit service agency headquartered in Santa Rosa, CA for nearly 50 years. Originally founded by Vietnam veterans helping one another recover from the wounds of war. Nation’s Finest has grown to a multi-state entity annually serving over 15,000 veterans each year in California, Arizona and Nevada.

Nation’s Finest thirteen service centers and eight residential facilities are CARF accredited ensuring the highest quality of care and services to our clients. Nation’s Finest is one of the leading providers in the western United States of the Veterans Administrations (VA) Supportive Services to Veterans and Families (SSVF) grant. SSVF is a rapid rehousing and homeless prevention social services program.

Nation’s Finest housing facilities include permanent supportive housing, transitional housing and behavioral health treatment facilities. Nation’s Finest has held VA grant Per Diem contacts for over twenty years and managed innumerable other federal, state and local social service and employment programs.

Veterans Housing Development Corporation (VHDC) is a recognized leader in addressing the obstacles that too many military veterans face when trying to secure affordable housing. Our proven solutions ITEM 19.2.

ATTACHMENT 3

include homelessness prevention and rapid re-housing, transitional housing for homeless veterans, and permanent supportive housing, all of which include onsite services and support that help our veterans achieve residential stability and confidently re-integrate with their surrounding communities.

In addition to acquiring and restoring existing properties, VHDC and our partners also develop brand new, state-of-the-art apartment complexes specifically for veterans. VHDC is able to employ a variety of solutions for overcoming the obstacles many veterans face on a daily basis.

VHDC is a non-profit 509(a) 1 affordable housing developer and a controlled corporation of Nation’s Finest. Established in 2014, VHDC’s mission is to build affordable housing for homeless and at-risk veterans and their families in the communities served by Nation’s Finest. Expanding on Nation’s Finest prior housing development activities. VHDC was a principal architect of Proposition 41, the Veterans Housing and Homelessness Prevention Bond Act which provided $600 Million in bond funding for affordable veterans housing. VHDC has, to date, applied for eight VHHP projects and been awarded seven.

Veterans Housing Development Corporation and Mercy Housing worked together on the Mather Veterans Village, the third phase of which was recently completed. Nation’s Finest has provided key support and operates resident services at the site. This partnership has provided the experience in development, management, and services that best serves veterans and their families. Our team will continue this partnership at Mather Veterans Village Phase 4.

Organization Information
Mercy Housing California Veterans Housing Development Corporation Incorporation Date and Place 1988, California 2007, California Affiliated Organizations Mercy Housing, Inc. Nation’s Finest IRS Tax Status 501(c)(3) 501(c)(3)
Annual Budget $153,379,388 $618,244
Major Sources of Funding Developer Fee, Grants,
Philanthropy, Programs
Developer Fee, Donations, Grants
Staffing and Resumes
MHC has development offices in San Francisco, Sacramento, and Los Angeles. Between MHC’s three offices, Mercy Housing has developments in 36 counties ranging from San Diego to Shasta.

The following is a breakdown of the staff solely devoted to development:
1 Vice President of Real Estate
13 Housing Developers (project managers)
12 Project Assistants
4 Regional Directors of Development
4 Associate Directors of Development
1 Vice President of Real Estate Development
1 Vice President of Community Planning
1 Commercial Developer (commercial development expertise on mixed-use projects) ITEM 19.2.

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MHC devotes significant time from senior management to troubleshoot and provide support to Housing Developers. Both the Director of Development and the Vice President of Real Estate work closely with Housing Developers during all stages of development. Stephan Daues, Project Consultant for the Sacramento region and former Regional Director of Development will act as lead for this project.

Mer
cy Housing Bios
Stephan Daues, Lead Project Consultant to Mercy Housing (formerly Regional Director of Development), has lead MHC’s project management efforts in the Sacramento region for all multifamily activities and single-family land entitlement and development. Starting with Mercy Housing/RCHC in 1998, Stephan has 24 years of experience in affordable housing development doing direct project management for affordable family, seniors, and special needs developments, as well as subdivision development.

Stephan has extensive experience in all aspects of affordable housing development including successfully working with a wide array of financing mechanisms, such as 9% and 4% Low Income Housing Tax Credits; State and County HOME; the State of California MHP, VHHP, and IIG programs; the HUD 202/811 program; McKinney Programs including Shelter + Care and SHP; other forms of federal financing that come through Cities and Counties including CDBG and HOPWA; and local forms of financing such as tax increment financing, housing trust funds and in lieu fees.

Jeff Riley, Project Manager, has over 18 years of experience in affordable housing development. Jeff started with Mercy Housing/RCHC in 1999 as a project manager, and has direct project management experience on a wide range of affordable housing developments. Recently, Jeff has completed Phase I of Mather Veterans Village and is working to complete Phase III. He is also the project manager on the North Auburn project in the Placer County Government Center.

Ed Holder, Vice President of Real Estate, brings significant development, finance, and community planning experience to the MHC team. Based in Los Angeles, Ed oversees all of Mercy Housing California’s real estate development activities statewide, which includes a development pipeline of over 3,000 units and a team of over 25 development staff. Ed serves on the Board of Directors of the Southern California Association of Nonprofit Housing and has served as chair of Finance and Membership Committees. Prior to joining MHC in 2007, Ed worked as a Director and Vice President of Development for The Olson Company, one of California’s premier developers of infill ownership housing.

Working closely with city partners, Ed oversaw the development of workforce housing communities throughout Southern California. Ed received his BA in Economics from Occidental College and in 2002 received an MBA from Stanford.

Amy Bayley, Vice President of Community Planning, has been leading MHC’s unique Community Planning division since 1995. From the inception of a development, Amy works with the Housing Developer to determine a community planning process for that specific community. Amy has led or participated in all recent community outreach efforts. Amy Bayley is a Sister of Mercy of Burlingame and a past principal of Mercy High School in Burlingame. Amy is based out of MHC’s San Francisco office.

Alvin Tuvilla, Regional Director of Resident Services, has been with Mercy Housing since 1998 when he started as a Resident Services Coordinator. He moved up to Resident Services Manager, Director of Family Services, and finally to his current position where he oversees services for all properties ITEM 19.2.

ATTACHMENT 3

statewide, including services provided by 3rd parties. Alvin plays a key role in consulting with MHC senior management and real estate development staff during project development to ensure that effective and creative programs and services are integrated into the project design and budgets.

Doug Shoemaker, President, is responsible for leading MHC’s operations in California including the oversight of affordable housing development, fundraising and resident services. He brings more than 15 years of experience in affordable housing and community development to MHC. Prior to joining Mercy Housing in 2011, Doug served as the Director of the San Francisco Mayor’s Office of Housing and Deputy Director of the Non-Profit Housing Association of Northern California, a 500-member affordable housing trade association.

Nation’s Finest and Veterans Housing Development Corporation Staff and Advisors
Brad Long, Executive Director - Brad Long previously oversaw the Eureka, Chico and Redding operations of Veterans Resource Centers of America. Prior to Nation’s Finest, he was the Admissions Director at Skyway House Rehab Center in Chico. Brad has a B.S. in Organizational Leadership from Azusa Pacific University and an M.A. in Theology from Claremont, and he served in the U.S. Navy from 1985 to 1989 as a Radioman Petty Officer Second Class.]
Chris A Johnson, President/CEO - For the last 30-plus years, prior to joining Nation’s Finest, Chris served in leadership positions for a variety of other non-profits including Evergreen Treatment Services, Mending Kids, the National Kidney Foundation and was promoted to a variety of local, regional, and national positions during his 12 plus years with the American Red Cross. Chris’s career has afforded him a diverse variety of opportunities with three key skill strengths in common: communications, resource development and team building. He has been blessed to have had the fortune to actively participate in humanitarian and community support initiatives at the same time. He has served on no less than 20 different boards of directors and has been an active volunteer since the age of fifteen.

Torri Cardilino, Project Manager and Services Coordinator- Torri has close to twenty years of experience
in low-income housing programs and project development with Shasta County Housing Authority. She has been a critical team member on 5 major low-income projects and involved in close to 100 owner occupied rehabs. Her responsibilities will include coordinating service plans, heading up all administrative functions, review and finalizing all pertinent documents for funding, coordination with state city and federal agencies on all aspects of regulations and code.

Kent Trimble, Project Management Advisor - Kent Trimble founded The Trimble Company in 1997 to develop urban, mixed-use infill projects. Kent graduated from Virginia Tech in 1986 with a B.S. in Civil Engineering, at which time he was commissioned in the United States Marine Corps. After serving as a Marine Corps officer, Kent practiced as a consulting civil engineer. He is a Registered Civil Engineer in the State of California.

Mogavero Architects
For more than 20 years, Mogavero Architects (“MA”) has designed buildings, planned sites and created master plans with the goal of building livable communities that inspire sustainability and create places with meaning. MA’s award winning architecture, planning and urban design services have been provided ITEM 19.2.

ATTACHMENT 3

to clients throughout California in small towns as well as in intensely urban settings. MA offers clients multi-disciplinary capabilities with an extensive background in architecture, planning, landscape architecture, urban design and development services. MA has designed dozens of intentionally catalytic rental housing communities throughout California. This work has consistently demonstrated sensitivity to providing challenged households with safe and joyful places to build their future and the subtle physical place design elements that help to nurture mutually supportive communities.

MA has a longstanding working relationship with Mercy Housing, having designed 10 MHC developments either completed or in development. Of note, in partnership with Mercy Housing, MA designed the award winning 7th/H and Mather Veterans Village Phases 1, 2 and 3, as well as Colonia San Martin, 60 units of affordable housing in two story walk-up buildings in Sacramento. Colonia San Martin won the Home Excellence Award from NALHFA and Outstanding Sustainable Stormwater Project from CASCA. MA and MHC recently finished construction on West Beamer, 80 units of family affordable housing in Woodland, as well as the Mather Veterans Village, Phase 3. MA consistently proves itself to be one of the most dependable design firms in MHC’s portfolio, providing attractive, functional, and appropriate designs, on time and on budget.

Project Experience
Mercy Housing California Experience
Mercy North Auburn at Rock Creek
2960 1st Street
North Auburn, CA
Developer Role Managing General Partner
Current Project Status Complete
Type of Project Family Housing
Total Number of Residential Units and Mix 79 units; 21 1 BR| 33 2 BR | 25 3 BR Total Residential Square Footage 30,770 sf
Population(s) Served Families, 25-60 % AMI
Construction Start and Completion August 2020-February 2022 Total Development Cost $36,000,194
Public Financing Sources Placer County, Ground Lease, Fee Waivers, PBV HCD No
Place Like Home, Permanent Residual Receipts Loan
Reference Paul Breckenridge, Capital Improvements Manager Placer County (530)889-6892 [email protected]
ITEM 19.2.

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West Beamer Place
10 North Cottonwood
Woodland, CA 95695
Developer Role Managing General Partner
Current Project Status Complete
Type of Project Family, Special Needs
Total Number of Residential Units and Mix 80 units; 26 1BR | 30 2BR | 24 3BR Total Residential Square Footage 83,039 SF
Population(s) Served Families, up to 50% of AMI
Construction Start and Completion March 2017-May 2018
Total Development Cost $30.49 million
Public Financing Sources CalHFA Mental Health Services Act, Permanent Loan HCD M
HP, Permanent Residual Receipts Loan
Yolo
County, Land Donation and PBV
Reference Mindi Nunes, Executive Director of Yolo County Housing Phone: 530-662-5428
[email protected]
Baldwin Rose Apartments
El Mo
nte, CA
Developer Role Sponsor/General Partner
Current Project Status Complete
Type of Project Family Housing, set-aside for homeless veterans Total Number of Residential Units and Mix 55 units; 16 1BR | 21 2 BR| 18 3BR Total Residential Square Footage 84,820 sf
Population(s) Served Families, Veterans, 30-60% AMI
Construction Start and Completion Date December 2017-December 2019 Total Development Cost $32,704,572
ITEM 19.2.

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Public Financing Sources LA County Community Development Authority, Construction/Permanent Residual Receipts Loan
City of El Monte, Const./Permanent Residual Receipts Loan HCD VHHP, Permanent Residual Receipts Loan
Reference Betty Donavanik, Director of Community & Economic Development, City of El Monte
(626) 580-2056
[email protected]
Colma Veterans Village
1692 Mission Road
Colma, CA
Developer Role Sponsor/Managing General Partner
Current Project Status Complete
Type of Project Permanent Supportive Housing/Veterans
Total Number of Residential Units and Mix 66 units; 65 1 BR | 1 2 BR Manager’s Unit Total Residential Square Footage 60,154 sf
Population(s) Served Veterans, 30% -50% AMI
Construction Start and Completion Date January 2018-July 2019 Total Development Cost $39,460,817
Public Financing Sources County of San Mateo, Construction/Permanent Residual Receipts Loan
HCD VHHP, Permanent Residual Receipts Loan
Reference Raymond Hodges, Director of the Department of Housing, San Mateo County
[email protected]
ITEM 19.2.

ATTACHMENT 3

Mercy Housing California and Veterans Housing Development Corporation Joint Experience Mather Veterans Village Phase 3
3615 Bleckely Street
Rancho Cordova, CA 95655
Developer Role Sponsor/Managing General Partner
Current Project Status Complete
Type of Project Permanent Supportive Housing/Veterans
Total Number of Residential Units and Mix 50 units; 44 1 BR | 6 2 BR Total Residential Square Footage 38,430 sf
Population(s) Served Veterans, 30% -50% AMI
Construction Start and Completion Date March 2018-July 2019 Total Development Cost $19.4 million
Public Financing Sources Sacramento Housing and Redevelopment Agency-VASH Vouchers and Project Based Vouchers
HCD VHHP, Permanent Residual Receipts Loan
Reference Christine Weichert, Director, Housing Finance Sacramento Housing and Redevelopment Agency
(916)440-1353
cw
[email protected]
Veterans Housing Development Corporation Experience
Mather Veterans Village, Phase 2
3615 Bleckely Street
Rancho Cordova, CA 95655
Developer Role Developer/Sponsor/Managing General Partner Current Project Status Complete
Type of Project Transitional Housing/Veterans
Total Number of Residential Units and Mix 46 beds
Total Residential Square Footage 16,500
Population(s) Served Veterans, 30% -50% AMI
Construction Start and Completion Date January 2019 – August 2020 Total Development Cost $13 Million
Public Financing Sources County of Sacramento, City of Rancho Cordova, Construction/Permanent Residual Receipts Loan
ITEM 19.2.

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HCD VHHP, Permanent Residual Receipts Loan
Reference Lisa Bates, CEO
Sacramento Steps Forward
2150 River Plaza Drive, Suite 385
Sacramento, CA 95833
Mobile: (916) 200-6553 [email protected]
Eureka Veterans Village
108 4th Street
Eureka, CA
Developer Role Sponsor/Managing General Partner
Current Project Status Complete
Type of Project Permanent Supportive Housing/Veterans
Total Number of Residential Units and Mix 50 (25 general population, 25 veteran) Total Residential Square Footage 37,000
Population(s) Served Veterans, 30% -50% AMI
Construction Start and Completion Date January 2018 – June 2020 Total Development Cost $22 Million
Public Financing Sources County of Humboldt, Construction/Permanent Residual Receipts Loan
HCD VHHP, NPLH, Permanent Residual Receipts Loan
Reference Connie Beck, Director, Department of Health & Human Services, Humboldt County
[email protected]
Windsor Veterans Village
71 Oak Park Street
Windsor, CA
Developer Role Sponsor/Managing General Partner
ITEM 19.2.

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Current Project Status Complete
Type of Project Permanent Supportive Housing/Veterans
Total Number of Residential Units and Mix 60
Total Residential Square Footage 45,825
Population(s) Served Veterans, 30% -50% AMI
Construction Start and Completion Date January 2018 – June 2021 Total Development Cost $29 Million
Public Financing Sources County of Sonoma, Construction/Permanent Residual Receipts Loan
HCD VHHP, FHLB, Permanent Residual Receipts Loan
Reference Sheryl Bratton, County Administrator, Sonoma County [email protected]
Fina
ncing Experience and Capacity
As one of the largest nonprofit developers of affordable housing in California, with an exceptionally strong national organizational and financial standing, MHC is consistently successful in competition for sources of affordable housing financing, including over 125 LIHTC awards, and also because of its record and relationships is able to leverage the most advantageous terms from lenders and investors. As the 4% tax credits have become competitive, MHC has been at the forefront of adapting to changes and maintaining competitiveness of our projects. Mercy is involved in policy and regulation changes, through membership in the CDLAC policy working group, which is working with the State Treasurer’s office to revise the 4% tax credit/bond regulations. MHC uses conventional debt for most of its developments and has strong relationships in the lending community. Construction and permanent lenders on MHC developments have included: Bank of America; JPMorgan Chase, Enterprise, Wells Fargo; Union Bank; US Bank; Citibank, Silicon Valley Bank; California Bank and Trust, and Bank of the West.

MHC is consistently successful in leveraging other funding sources, through state and local funding programs. MHC has received over 50 awards from state programs such as: No Place Like Home, Multifamily Housing Program, Infill Incentive Grants, Transit Oriented Development Program, and Affordable Housing and Sustainable Communities. Several of our projects have been awarded Veterans Housing and Homelessness Prevention funds including Colma Veterans Village and Norwalk Veterans Family Housing, which will begin construction this year. MHC’s projects usually include funding from a local government partner such as CDBG funds or local Section 8 or VASH vouchers. Many of our projects that serve Veterans receive VASH funds, including Mather Veterans Village Phases 1 and 2.

In terms of financial strength, MHC has a strong financial position and is backed by the full strength and credit of MHI, which was recognized by Affordable Housing Finance Magazine in 2019 as the 4th largest affordable housing owner in the country and the largest nonprofit owner. As of December 31, 2019, MHI had, on a consolidated basis, total assets in excess of $3.5 billion, cash and cash equivalents of $101 million, and unrestricted net assets-controlling of $386 million.

ITEM 19.2.

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Veterans Housing Development Corporation has secured Veterans Homeless and Housing Program (VHHP) funds for Mather Phases 1, 2, 3 and Eureka Veterans Village. We also have secured VHHP for two other projects Windsor Veterans Village now under construction and Shasta Lake Veterans Village that is about to start construction. We have also secured Home Depot grants for all projects but the Park Marina project. We have also secured Federal Home Loan Bank loans for multiple projects. Other funding sources we have secured for projects now in development are USDA funding, Dignity Health Loans and Homeless and Housing Assistance Program grants. Conventional construction loans for all of our projects but for Park Marina have been handled by Exchange Bank of Santa Rosa.

Section 4: Project Description
The 2 sites, portions of APNs 067-1040-006 (southern 3.1 acres) and 067-0010-093 (northerly 1.85 acres) are proposed to be Mather Veterans Village Phase 4, as the natural extension of our successful phases 1, 2, and 3. As the developers and operators of phases 1, 2, and 3 and organizations deeply committed to addressing the region’s housing crisis, we are acutely aware of the unmet housing, social services and health needs of the veteran population in the region. Our proposal is for both available sites as an expansion of the village taking advantage of the strength of our partnership, the strong staffing and culture that has come to define the success of the village. Mercy Housing and Nation’s Finest are longstanding partners with the City of Rancho Cordova and the VA Medical Center. Most significantly, our combined dedication to serving residents at Mather as earned our team the respect and partnership with the local veteran community and the many groups and donors seeking to support our most vulnerable and unhoused veterans. We look forward for the opportunity to widen the impact of our work here and to contribute to the vibrant community.

The proposed sites offer access to many important nearby amenities. Most importantly are the existing MVV services at the phases 1, 2, and 3 shared community center. Also within waling distance is the VA Medical Center with comprehensive medical and behavioral and other social services. The medical Center also hosts the weekly farmers market. The Mather Sports Center and SETA child care center are also within walking distance. Beyond the immediately walkable amenities, Regional Transit offers bus service to nearby shopping, schools, and other medical services.

ITEM 19.2.

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While the previous MVV phases we developed serve exclusively previously homeless veterans, we envision a mixed income and intergenerational community at this site. Site A with the larger unit size and adjacent to the existing child care center is ideal to serve families with larger unit size and amenities for children. Site B is ideal to replicate the form of MVV but serving seniors aged 55 and older, with smaller unit sizes and services to support aging in place. The senior building will have at least 50% of its units set-aside for formerly homeless senior veterans, supported by VASH vouchers. The family site A portion will have at least 25% of its units set-aside for veterans families exiting homelessness. Whether or not ultimately restricted by funding requirements, we expect that 100% of the units on this site will be occupied by veterans and their families. This will be achieved through regulatory restrictions from VASH and state sources, as well as local restrictions or preferences and will all be strongly reinforced by programs aimed at the unique needs of veterans and their families.

At S
ite A, our team proposes 60 two- and three-bedroom family units in a mix of two-story townhomes and three-story walk-up buildings, the Family Residences. As this is the larger site, it offers the opportunity to provide many services for our residents as well as activate Schirra Avenue and Bleckely Street. The units are spread across many smaller buildings to match the existing development in the area and provide the experience of a smaller garden community. The design of the site provides for private interior open space for the residents, while activating the streetscape with pedestrian-scale design, porches, and the commercial and community space at the corner. Sixty-five parking spaces are provided, which allows for a 1:1 parking ratio for the units with additional spaces for staff. We also propose new inset street parking along Bleckely.

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The units at the family site will be set-aside for a wide range of incomes, from 30% of AMI to 70% of AMI, as detailed in the table below. The units at 30% of AMI will be set-aside for formerly homeless veterans and their families and supported by VASH vouchers. This range allows us to serve families that receive a range of benefits. In our experience serving veterans and their families, we have found that veterans often have benefits based on their service that can disqualify them from being eligible for the units set-aside to serve them.
% AMI
30% 50% 60% 70%
Avg.

AMI
2-bedrooms 7 7 7 9 54%
3-bedrooms 7 7 6 9
Total 14 14 13 18 59
1 two-bedroom unit would be a staff unit.

The Sit
e B for senior veterans will be 48 1-bedroom units and 12 2-bedroom units, for senior veterans 55 and older. This building will be designed with the needs of this population in mind. All units will be elevator-accessed, and accessibility needs will be considered throughout the building. Two-bedroom units are included in the building as seniors may need in-home caretakers or have family members as part of their household We know that seniors often need units that can fit wheelchairs or other mobility devices as well as space for working with in-home healthcare. These units will be designed to the needs, ITEM 19.2.

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with the additional community room and services space to provide culturally competent services for our senior veterans.

This site will serve a greater percentage of formerly homeless veterans, with 50% of the units set-aside for VASH voucher households. The range for the senior units is included below, with no 70% AMI units, which is due to the more limited income for seniors.
% AMI
30% 40% 50% 60%
Avg.

AMI
1-bedrooms 26 8 6 37%
2-bedrooms 5 4 2 47%
Total 59
1 two-bedroom unit would be a staff unit.

The design for the seniors is intended to blend with the existing buildings at MVV, with a three-story building wrapping around an interior courtyard. The parking is located in the rear of the building, ensuring that Schirra Avenue and Bleckely Street are more activated with the residential building. There is a 3,000 sf community building on Site B which will primarily serve the seniors but can be used for intergenerational programming. This site is has 50 parking spaces, which is consistent with the parking demand that we would expect at a senior building.

In pursuit of design and cost efficiencies, MHC has become in recent years the state’s most experienced affordable modular developer, with 561 units either in construction or completed across California. The building at the senior residences could be developed with modular construction allowing for a reduced construction time and costs. Our team would evaluate that possibility with the City as a way to reduce the dependence on the state funding that has become increasingly unpredictable. Modular offsite construction can be particularly beneficial where both state and federal prevailing wages are required for only on-site construction work. We would also have the advantage of access to nearby staging areas for the modular units.

Continuing our successful partnership at the other Mather Veterans Village phases, Nation’s Finest will provide services here with support and knowledge sharing from Mercy Housing California. Nation’s Finest is among the most experienced providers of services and case management to veterans, especially in navigating the unique systems of veteran benefits. Nation’s Finest provides services that match the specific needs of our veterans residents and will continue to do so at Phase 4. MHC will offer support in guiding services specific to youth and families as well as inform the specific services to allow senior residents to age in place.

Nations Finest as the service provider has fifty years’ experience in administering a wide range of programs. These programs include Grant Per Diem transitional Housing, Health Care for Homeless Veterans and Permanent Supportive Housing Services. Nations Finest is also the largest provider of Supportive Services to Veterans Families in Northern California. They have thirteen service sites in three states, California, Arizona, and Nevada. Nations Finest provides for case management, behavioral health, employment services.

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Nations Finest establishes wrap around services with on-site resident staff working closely with the Veterans Administration, HUD VASH and other community service providers. We work to identify the specific needs of our veterans and provide the proper level of assistance that will ensure the ongoing success of the client. Cultural competency training is required of all staff with specific training on veterans issues. Also, Nations Finest employs many former service members on staff that help to provide the one-on-one connection to our veteran clients.

Youth programming typically includes tutoring, summer programs, educational system advocacy, and parent support. We have been integrating youth programming into our housing communities for decades. Whether providing the services directly, or partnering with local organizations, the goal is to implement enrichment and Social Emotional Learning (SEL) programs. Existing program offerings include leadership and community service activities, creative arts, physical activities, themed projects, and discussions on topics such as: self-awareness, growth mindset, and personal responsibility. These activities and supports are aimed at promoting well-being, academic success, and sense of community.

Senior services programs balances enhanced service coordination with that of community engagement and social isolation prevention. For properties that do not provide adequate service support, residents report higher levels of negative health outcomes such as high blood pressure, cardiovascular diseases, cognitive decline and depression. On site staff are trained to not only design and implement dynamic social activities, but to foster community. Social isolation prevention programming includes the following activities: Recreational and Social Events, Community Safety Initiatives, Leadership Trainings, Technology Training, and Civic Engagement.

Together, the sites are designed to both meet the needs of the residents as well as to activate the Mather community and Schirra Avenue and Bleckely Street. The northwest corner of Schirra Avenue and Bleckely Street will be anchored by a 4,000 sf workforce training center, café, and community space. The workforce training center will serve all residents of MVV as well as bring other local residents into this community. With the existing residents and employees in the area, and the addition of the new residents and users of the workforce center, there will be a need for dining options here. The activation of the corners will be supported by the design, which reduces parking facing the street and focuses on pedestrian-scale, urban typology. As the architect on the previous phases at Mather Field, Mogavero Architects will provide continuity in design and approach to this new development.

This community will ultimately be a dynamic intergenerational community. The services and management will be shared across the sites, with the workforce center and retail connecting both the new sites and the existing Mather Veterans Village.

Section 5: Project Expected Timeline
Milestone Date Key Prerequisite
Milestone/Contingency
Developer Selection October 2022 N/A
Negotiation of terms and
execution of agreement
between Developer and City
November 2022
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Schematic engineering and
architectural design,
environmental due diligence
November 2022-December
2022
Execution of ENA (or other
agreement format)
Design Development and cost
estimating
January 2023-February 2023
Initiate Entitlements, CEQA and
NEPA studies
January 2023
Complete Entitlements, CEQA
and NEPA
March 2023
Apply for HCD funding sources
March 2023 Entitlement Approval and local
financing commitment
HCD Awards September-December 2023
4%/Bond Application Submittal February 2024
4% TCAC/CDLAC awards June 2024
Construction documents and
cost estimating
June -October 2024
Closing and construction start November 2024
Construction Completion May 2026
100% Occupancy
60 days post occupancy
approval
Section 6: Environmental and Entitlements
Our team worked closely with the City of Rancho Cordova for entitlement approval for the earlier phases of Mather Veterans Village. Through the Mather Veterans Village Phase I process, we were able to pursue a Conditional Use Permit and a Categorical Exemption to CEQA in the same zone that Site A is currently in, as well as a determination that Permanent Supportive Housing is a use that is consistent with the zoning standards. Because these two parcels have different zonings, we could approach the entitlements separately or together; this would depend on the fastest option as well as which would best support the financing of this project. Since nearby sites, including our other sites in Mather Field, have received categorical exemptions from CEQA because of infill, we would pursue this while working with the City to identify if a zoning code amendment is required or if there is a pathway on Site A that can be achieved with a CUP (to match the pathway of Site B).

Section 7: Sources and Uses of Funds
As discussed previously, MHC and VHDC are experienced financing partners and this project is structured to best serve our residents but also to be successful in the increasingly competitive financing environment. This project is intended to be financed as one project, allowing for efficiencies in financing, but can be separated and financed separately. This flexibility allows our team to more easily react to changes in regulations for state financing sources and tax credits.

A pro forma is included in the supportive information section, including estimated total development costs and construction costs. The construction costs used in the pro forma reflect costs that our teams are currently seeing in the Sacramento region for conventional site-built wood frame at state and ITEM 19.2.

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federal prevailing wages. The development costs include a 10% hard cost contingency. These costs could expect to remain stable or be reduced with the possibility of offsite modular construction for the Senior Site B portion of the project.

We anticipate financing this project through a 4% tax credit and tax-exempt bond financing structure.

The majority of the soft financing would come from California Department of Housing and Community Finance sources. In 2022, HCD moved the majority of its financing sources into one, Super Notice of Funding Availability. This has streamlined application requirements and timelines for many of its programs. The Veterans Housing and Homelessness Prevention Program is one of those sources and would be the ideal source for this project. VHHP has limited funds left, however this project would also compete well for the Multifamily Housing Program. The funding amounts for these programs are now the same, so the impact on the project would be minor should we target VHHP or MHP. The assumptions for the HCD source, whether MHP or VHHP, is not maximizing the available loan limits nor does this pro forma maximize the state credit request. This provides cushion for cost increases and changes in the project.

ITEM 19.2.

ATTACHMENT 3

Section 8: Conflict of Interest Statement
Mercy Housing California and Veterans Housing Development Corporation, its Board of Directors and officers, to the best of their knowledge, are not involved in any activities or relationships that might create a conflict of interest for the proposer or the City.

Section 9: Exceptions
There are no exceptions to this Request for Qualifications in their entirety.

Section 10: Larger Scaled version of Site Plans
ITEM 19.2.

ATTACHMENT 3

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COMMUNITY &

TRAINING BUILDING
FEC
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Site Plan - Scale 1" = 50'
0 20' 50' 100'
/Volumes/COMMON/PROPOSALS/222035P Mather RFP 2022 -Mercy/PLN/222035P Mather RFP Site Plan.pln- Printed: Thursday, August 25, 2022; 5:05 PM 1Mather Field RFP Site A August 23, 2022

ITEM 19.2.

ATTACHMENT 3

COMMUNITY
SPACE
(E) TREES
EVA

VISITOR
Site Plan - Scale 1" = 50'
0 20' 50' 100'
/Volumes/COMMON/PROPOSALS/222035P Mather RFP 2022 -Mercy/PLN/222035P Mather RFP Site Plan.pln- Printed: Thursday, August 25, 2022; 5:07 PM 1Mather Field RFP Site B August 23, 2022
PagePaPage 24 22
ITEM 19.2.

ATTACHMENT 3

Re
quest for Proposals for
Development, Construction, and Operation
Of Veterans Affordable Housing
On the Former Mather Air Force Base
Sept 10, 2022
Pr
epared by:

VISIONARY HOME BUILDERS OF CALIFORNIA, INC.

ITEM 19.2.

ATTACHMENT 4

DocuSign Envelope ID: 650AE230-2468-4 A43-921C-CE237F040286 Building Homes, Strengthening Communi ties
tel 209.4 66.6 811 × 315 N. San Joa quin St. × Stockton, CA 95202 × ww w.VisionaryHomeBuilders.org

Se
ptember 09, 2022

Stefan Heisler, Housing Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670

RE: Affordable Housing Project Development Proposal

Dear Mr. Heisler,

Visionary Home Builders of California, Inc. (VHB) is pleased to submit a proposal in response to the City of Rancho Cordova request for proposals for an Affordable Housing Project Development issued July 22, 2022.

We are excited to present our concept for a multi-family apartment community, 32 Mather Commons. The community will be a mixture of veterans and families coming together in a community atmosphere that will bring housing, supportive services and a sustainable community located on the former Mather Air Force base.

The project will consist of 110 energy efficient units with LEED Certification. 32 Mather Commons community will consist of 5 buildings 3 stories high. The family buildings will be designed to provide 90 apartment units of 2 and 3 bedrooms and 20 apartment units of 1 bedrooms. A mixture of units on the ground floor will be ADA complaint to accommodate Veterans and their families with accessible units.

VHB has a history of collaborating with Social Services in the area to provide resident services connecting housing and transportation/health/education, based on the need of the community. If VHB is awarded this RFP, we will provide office space for community services providers to allow for easy access for our residents.

VHB has been an affordable housing developer in the Central Valley since 1983 and has built and rehabilitated more than 1,400 units of rental housing and 900 residential homes. Our most recent project, Liberty Square, which also targets the veteran population, is providing affordable housing to a growing community. A few blocks away, being constructed is our Grand View Village development that will bring 74 family units to the downtown area to include a Head Start Program, social services and 10,000 square foot grocery store. VHB’s mission is to create and advocate for healthy, vibrant, and safe communities through the development of affordable housing.

We would like to request to be considered for the development, construction, and operation of the Veterans Affordable Housing on the former Mather Air Force Base in Rancho Cordova. We have demonstrated the eligible experience criteria and have compiled information reflecting our organization’s experience, capacity, services, and general conceptual plan for the future rental project.

ITEM 19.2.

ATTACHMENT 4

DocuSign Envelope ID: 650AE230-2468-4 A43-921C-CE237F040286 Building Homes, Strengthening Communi ties
tel 209.4 66.6 811 × 315 N. San Joa quin St. × Stockton, CA 95202 × ww w.VisionaryHomeBuilders.org

As
the Chief Real-Estate Development Officer for VHB, I will be the designated authority to act as the primary contact for VHB. I fully accept all the requirements and conditions found within this Request for Proposals, and possess full authority to execute and/or bind all contractual agreements.

Justin Llata, CRED & Executive Vice President
Visionary Home Builders of California, Inc.
315 N. San Joaquin Street
Stockton, CA 95202
209.466.6811
[email protected]

We are acutely aware of the severe lack of affordable housing across California and the importance to expand housing opportunities. We are proud to be a strong advocate for healthy, vibrant and safe communities through the development of affordable housing and educational opportunities for families, veterans and individuals of low and moderate-income. It is our passion.

Thank you for the opportunity to present our proposal.

Sincerely,

Jus
tin Llata, Chief Real-Estate Development Officer
ITEM 19.2.

ATTACHMENT 4

Table of Contents

3. Qualifications and Experiences 5
D
eveloper – VHB
Operation – VHB
Architect – BSB Designs
Environmental – BaseCamp Environmental
Construction - TBD

4. Project Description 7

5. Project Expected Timeline 9

6. Environment and Entitlements 10

7. Sources and Uses of Funds 11

8. Conflict of Interest Statement 13

9. Exceptions 13

10. Supportive Information 13
Exhibit A. VHB Resume
Exhibit B. VPMG & VHB Developments
Exhibit C. BSB Design
Exhibit D. BaseCamp Environmental Resume
Exhibit E. VHB Draft Annual Budget/ VHB Major Sources of Funding Exhibit F. VHB References
Exhibit G. Preliminary Design Sketches, Site and Unit Layout and Landscape Plan

ITEM 19.2.

ATTACHMENT 4

5 3. Qualifications and Experiences
Visionary Home Builders (VHB) has a long-lasting relationship with BSB Designs, BaseCamp Environmental and numerous general contractors. VHB will be the developer and manager of operations after construction. VHB has almost 40 years developing projects in the Central Valley and has been managing its properties for the last 7 years. BSB Design will be the architect for this project. BSB design has produced ground-breaking architecture, planning and design for over 50 years. VHB has worked with BSB Design on multiple projects within the last 5 years.

Recently, entitlements were received in Merced, CA for a farmworkers housing consisting of 105 units at the beginning of this year. VHB has also been working with BaseCamp Environmental for over a decade. BaseCamp specializes in the preparation of environmental impact assessment documents satisfying California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA) requirements. VHB has numerous contractors we have used throughout our 40 years of developing. VHB has built great relationships with contractors throughout Northern and Central California.

Visionary Home Builders key staff are Carol Ornales, Justin Llata and Marisela Fuller. Exhibit A and B.

BSB Designs key staff are Burke Baire, Mal Montoya and Paul Patirupananda. Exhibit C BaseCamp Environmental key staff is Charlie Simpson. Exhibit D.

Developer/General Partner – Visionary Home Builders
Since 1983, Visionary Home Builders of California, Inc (VHB) is one of the Central Valley’s leading non-profit affordable housing developers. VHB is headquartered in Stockton, CA and has served several communities ranging from Sacramento to Fresno. In 1983, VHB was created when a group of farmworkers came together to improve living conditions for themselves and other low-income families. Since its founding, VHB’s mission has been to create and advocate for healthy, vibrant, safe communities through the development of affordable housing and educational opportunities to families, seniors, and individuals of low and moderate income.

VHB most recently completed construction on a 74-unit, multi-family community, Liberty Square which is in the heart of downtown Stockton. It completed construction in December of 2021 and was fully leased within a month. The multi-family project targets our veteran population in a prime location with resources within walking distance. The site provides childcare for children aged two through kindergarten age for its tenants and the surrounding community. Liberty Square also leases out office space to Catholic Charities, who provide social services and case management to the veterans and tenants of the project. VHB quickly formed partnerships that enabled tenants to access VASH vouchers ensuring access to housing for the most vulnerable veteran populations.

For the proposed project, VHB will be responsible for the development, construction, ownership, management, and operation of the project, including but not limited to obtaining planning, ITEM 19.2.

ATTACHMENT 4

6 designing, and entitlement permits. VHB will adhere to the developer’s role in the RFP and will a
ccept responsibility for all aspects of the project, if selected. VHB will be committed to working in tandem with local organizations, the localities, and the general community to ensure the project developed is what the community is seeking.

Property Management Company – Visionary Home Builders
In 2015, VHB created VPMG to carry out its goal of maintaining the integrity of structure, compliance, and to continue strengthening the community. Visionary Property Management Group (VPMG) will manage the RFP project following completion of construction. VPMG is the division of Visionary Home Builders of California, Inc., which currently oversees a portfolio of over twenty-seven properties. Nineteen of those properties are tax credit communities. A total of five sites are HUD affiliated developments, while three other locations are participating in USDA Rural Development Programs. The remaining sites are layered with HOME, Local City and County programs, various HCD sources, Bonds, MHP and NSP funds, among others illustrating expert-level experience with projects structured as the proposed project, 32 Mather Common. (Exhibit A)
Architect – BSB Designs
BS Design has produced ground-breaking architecture, planning and design sign 1966.

Following the tradition of our founder, Jack Bloodgood, a pioneer in modern residential architecture and planning, we have helped recreate housing industry standards by focusing on individual market needs, strengths, and opportunities. BSB design has offices in nine states, including California. (Exhibit B)
Environmental – BaseCamp Environmental, Inc.

BaseCamp Environmental specialized in the preparation of environmental impact assessment documents under the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA) and the often-intensive environmental planning and problem- solving needed to successfully complete the environmental review process. BaseCamp draws from an extensive experience throughout various communities and a wide range of environmental settings within Central and Northern California. Having handled numerous complex and controversial projects, BaseCamp is comfortable navigating new and dynamic project circumstances.

General Contractor – TBD
Visionary Home Builders (VHB) has worked with numerous general contractors who we feel can complete a project within a timely manner and with quality workmanship. VHB’s goal is to provide employment to contractors who provide the area with an economic boost with employment and business from the construction workers. VHB has been contracting with General Contractors for almost 40 years and has developed and maintained relationships to ensure our projects are exceptional.

ITEM 19.2.

ATTACHMENT 4

7 4. Project Description – 32 Mather Commons
Visionary Home Builders of California is excited to present to you 32 Mather Commons. This proposed project will be located at the former Mather Air Force Base in Rancho Cordova. The 120-unit project will target our veteran population and their families by providing multi-family housing as well as access to resources that will provide veterans, their spouses, and children the ability to be self-sufficient in a community designed for them. 32 Mathers Commons will join two parcels into a single community. The site will begin at Parcel A (APN 067-1040-006) and continue to Parcel B (APN 067-0010-093). This site will be designed to encompass placemaking elements by targeting inclusiveness and promoting healthy community engagement.

The many nearby amenities allow 32
Mather Commons residents to
conveniently walk to resources and
entertainment. The community is
adjacent to a Heastart, close toseveral
bus stops, parks, grocery store (Sprouts
2025) and health care facilities.

Residents will be walking distance to
the Mather Sports Center, Mather VA
Hospital, and Mather Famers Market
which is open every Wednesday and
Friday.

The veteran population targeted will be
veterans and their families. According
to a Scholarly Journal published in
2005 by Fisher, et.al, Veteran family
support and involvement was desired by both the veteran and families when receiving mental health services. Having a family setting where veterans and their families can thrive is crucial to our community, we are creating at 32 Mather Commons.
32 Mather Commons will have placemaking features throughout its site plan to create an energizing and . The two sites will join with a vertical crosswalk to encourage interaction and community engagement. The open space and energetic environment will encourage families to interact and socialize. Residents will develop a connection to their community and each other.

Site A will consist of the Enrichment Center, which will provide office space for social service providers. The social services provided would be determined based on the needs of the community. With a Headstart adjacent to the project, 32 Mather Commons will seek to develop partnerships with organizations like the Boys & Girls Club in hopes of giving an older age group opportunities to access healthy activities and educational experiences. This age group is often forgotten but with local support, it is our hope we can help our young residents in a happy and productive environment. 32 Mather Commons will also partner with the VA to access additional resources, services, and case management to ensure our residents thrive in this vibrant community.

ITEM 19.2.

ATTACHMENT 4

8 32 Mather Commons Site A will incorporate designs honoring the history of the community.

Elements such as a flag, murals and artwork will be included in honor of our veterans living in the community. Visionary would also like to acknowledge the City of Rancho Cordova for the donated land enabling the development of housing to meet the needs of veterans and their families in s celebratory dedication ceremony following the opening of 32 Mather Commons.

Throughout both sites, there will be plenty of trees to tie in both sites, but in the middle of Site A, there will be a tree to also embrace the third consecutive year, the City of Rancho Cordova has earned the Tree City USA designation from the Arbor Day Foundation for growing its urban tree canopy, as well as the Tree City USA Growth Award for the increased level of tree care and community engagement.

The new construction project will bring forth new affordable housing to the area by utilizing two vacant parcels. There will be a total of 5 buildings, three stories high. The leasing office and community center will be in a single-story building at the center of the lively and attractive environment designed with the intention to create a charming and welcoming space for fun and where neighbors can connect with each other. The site will include a basketball court, two playgrounds, plenty of open space, and outdoor bike parking. It is quite common for veterans to have dog companions and 32 Mather Commons will have a dog run to encourage veterans to socialize with their support pets. There will be a teen center, community space and two playgrounds for residential use. The community will offer social services programs, a computer lab, and open community space to be used for tenant meetings, workshops and educational classes provided by Visionary Home Builders Property Management team.

The site layout will have 20 one-bedroom units, 60 two-bedrooms units and 30 three-bedrooms units totaling 110 dwelling units of which one two-bedroom and one three-bedroom unit will be reserved for onsite management. The residential unit amenities will include energy star rated refrigerators, stoves/ovens, washer, and dryers, and energy-efficient mini-split air conditioning systems. The Project will serve low-income families with the main design goal to create an overall sense of community. The Project will comprise of 66 assisted units to be occupied by low income (30%-60% AMI) resulting in monthly net rent between $495-$1456. The other 42 units will be 70%-80% AMI with a monthly net rent of $1,255-$1,982.

The proposed rents for this project are listed below:

AMI Levels 1-bedroom 2-bedroom 3-bedroom
30% $495 $584 $665
50% $875 $1040 $1192
60% $1065 $1268 $1456
70% $1255 $1496 $1719
80% $1445 $1724 $1982

32 Mather Commons will promote an intergenerational community and serve residents who meet the AMI’s for Sacramento County income levels for 30%, 50%, 60%, 70% and 80%. All units will be rent restricted except for the manager’s units. Section 8 vouchers will be accepted, which may allow for the attainment of lower AMIs.

ITEM 19.2.

ATTACHMENT 4

9 The total cost to build 32 Mather Commons with its 120 units and community/resource center will be $62,704,162 ($522,535 per unit).

5. Project Expected Timeline
Through political and public demand, Visionary Home Builders (VHB) believes that this project can start construction in a span of two years. If selected, VHB and partners will achieve all milestones to meet his goal. This includes the local entitlement process, submittal of CTCAC 4% and AHP applications, awards announcements, and post logistics such as submittal performance deposits, completing plans, and construction bidding.

Milestones Dates Key Prerequisite
Mileston/Contingency
Attain RFP reward Jan 2023 Secure Site Control
Environmental Review Mar
Zoning Change Permit Apr
Land Use Apr
City and County ARPA funds May
Site Plan and Design Review June
Cal HFA (MIP) Feb 2024 Need Site Control and Entitlements to apply
4% CTCAC/CDLAC bond Mar
Building Permits June
Construction Loan Closing June Need Building Permits to Close Construction Begins Sept Must be in construction 180 days after award of 4% CTCAC/CDLAC
bond
Construction Completed Sept 2026
Placed in Service Sept
Occupancy Dec

*These estimated dates are based on Visionary Home Builders of California, Inc.’s experience in development and familiarity with a new construction process. VHB also has experience in applying for funds and working with tight deadlines like those in the TCAC application. VHB understands the process of construction and getting plans approved by the City and County.

AMI Levels Number of Units
30% 11
50% 22
60% 33
70% 33
80% 9
ITEM 19.2.

ATTACHMENT 4

10 6. Environmental and Entitlements
Visionary Home Builders will rely on BaseCamp Environmental, Inc. to determine the level of environmental review anticipated for this project. BaseCamp Environmental specializes in the preparation of environmental impact assessment documents under the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). The land will be screened for biological and cultural resources, to determine if environmental mitigation measures were taken at the time of decimation of the air force base. Potential contamination of hazardous material will be screened to ensure the site follows State and Federal requirements to maintain a safe environment during construction and its future residents.

Upon approval to move forward after the Environmental review has been completed, VHB will submit to the City of Rancho Cordova a zone change for Parcel A to multi-family residential.

Once this has been completed, VHB will secure ARPA funds from the County and City allotted through this RFP. Lastly, VHB will submit for site plan and design review with the City planning committee.

ITEM 19.2.

ATTACHMENT 4

11 7. Sources and Uses
a. Funding sources and proposed amounts

b. No funding commitments at this time.

ITEM 19.2.

ATTACHMENT 4

12 c. Table of Sources and Uses

ITEM 19.2.

ATTACHMENT 4

13 8. Conflict of Interest Statement

Visionary Home Builders of California, Inc. (VHB) submission to the response of the Development, Construction, and Operation of Veterans Affordable Housing on the Former Mather Air Force Base Response For Proposals does not pose a conflict of interest with our organization’s current activities or relationships to the proposer of the RFP or to the City. No such activities or relationships exist that pose legal implications for either party.

9. Exceptions
Visionary Home Builders is not requesting any exceptions from requirements from this RFP other than the limit of pages

10. Supportive Information Exhibits

Exhibit A. VHB Resume
Exhibit B. VPMG & VHB Developments
Exhibit C. BSB Design
Exhibit D. BaseCamp Environmental Resume
Exhibit E. VHB Draft Annual Budget/ VHB Major Sources of Funding Exhibit F. VHB References
Exhibit G. Preliminary Design Sketches, Site and Unit Layout and Landscape Plan

ITEM 19.2.

ATTACHMENT 4

CAROL J. ORNELAS, CEO
Carol J
. Ornelas is a visionary and advocate for providing quality “affordable housing” for families within the Central Valley – Fresno, San Joaquin, Sacramento, and Stanislaus. For the past 30 years, she has been the Chief Executive Officer for Visionary Home Builders of California, Inc. (VHB), a non-profit residential development company headquartered in Stockton, California. Carol Ornelas serves with distinction as the first female developer in the Central Valley and is highly recognized as a national leader in the non-profit housing development community. Her strength is in building and creating partnerships within the communities she serves and collaborating with City, State, and National officials to provide quality “affordable housing.” Under Carol’s direct leadership, VHB has built and rehabilitated more than 1,400 units of rental housing and more than 900 residential homes for first time homebuyers in the Central Valley of California. She has been able to bring over $700 million dollars in grants and private dollars to develop affordable housing in the San Joaquin Valley.

Justin Llata has more than fifteen years in real estate development and ten years in executive management and leadership at VHB. He is committed to community development and has been an advocate for positive affordable housing policy and policy changes throughout his career.

With involvement in all aspects of the business and operations at VHB, his responsibilities include development, construction, finance, property management, and asset management.

Most recently, he was highly involved in building out the agency’s pipeline of major development projects, which includes the oversight of $350 million in past projects utilizing private and public funding to include tax credits, HUD, USDA, State and local sources. Over the course of his tenure with the organization, his leadership of acquisitions, rehabilitations, as well as the new construction of multi-family housing, has played a pivotal role in the growth and success of VHB, guiding it into a premier, nonprofit housing developer.

MARISELA FULLER, Real Estate Development Manager
Marisela Fuller joined Visionary Home Builders in 2019. After a successful year managing Visionary’s portfolio as an Asset Manager, she was promoted to Development Manager.

Marisela has over 10 years of experience in multi-family affordable, market rate and public housing sectors. She was the first in her role with Housing Authority of Sacramento, (SHRA) to be assigned a portfolio of over 450 units, managing the joint agency’s public housing stock while facilitating federal, state and local requirements following an awarded 330 million dollar, Choice Neighborhood Planning and Implementation Grant. She has managed sites throughout the Bay Area and Northern California for ConAm Management and USA Properties Fund. Marisela is a Certified Asset Management Specialist and has held her real estate license with CalBRE since 2013. She brings comprehensively knowledge of affordable housing programs and regulations.

JUSTIN LLATA, Chief Real Estate Development Offi ficer
ITEM 19.2.

ATTACHMENT 4

11. Emerald Pointe Townhomes I
Duplex 2, 3, Bed | Triplex 2, 3, Bed
9537 Kelley Dr.

Stockton, CA 95209
(209) 952-3182 - (Multi Family Housing)

12. Emerald Pointe Townhomes II
2, 3, Bedrooms
9537 Kelley Dr.

Stockton, CA 95209
(209) 952-3182 - (Multi Family Housing)

13. Grant Village Townhomes
2, 3, 4, Bedrooms
2040 Sikh T
emple Street
Stockton, CA 95206
(209) 462-5583 - (Multi Family Housing)

14. Liberty Square
Studio, 1, 2, 3 Bedrooms
804 N. Hunter
Street
Stockton, CA 95202
(209) 645-3973 - (Multi Family Housing)

15. Marquis Place
2, 3, Bedrooms
5315 Carrington Cir.

Stockton, CA 95210
(209) 475-9007 - (Multi Family Housing)

16. Mountain View Townhomes
2, 3, 4, Bedrooms
377 W. Mt. Diablo Ave.

Tracy, CA 95376
(209) 832-2749 - (Multi Family Housing)

17. Oak Leaf Meadows
2, 3, Bedrooms
1135 E. J Street

Oakdale, CA 95361
(209) 461-2123 - (Multi Family Housing)

18. Santa Fe Townhomes
2, 3, 4, Bedrooms
639 W. W
orth St.

Stockton, CA 95206
(209) 463-1355 -
(Multi Family Housing)

19. Valle Del Sol
2, 3, 4, Bedrooms
4701 Farmington Rd.

Stockton, CA 95215
(209) 944-5699 - (Farm Worker Housing)

20. Villa de San Joaquin
2, 3, 4, Bedrooms
324 E. Jackson St.

Stockton, CA 95206
(209) 941-9349 - (Farm Worker Housing)

1. Almond Terrace Apartments
2, 3, 4, Bedrooms
2004 Evans Rd.

Ceres, CA 95307
(209) 537-5959 - (Multi Family Housing)

2. Casa De Esperanza
Studio, 2, 3, 4, Bedrooms
2260 S. Netherton Ave.

Stockton, CA 95205
(209) 469-2333 - (Farm Worker Housing)

3. Cedar Gardens
1, 2, 3, Bedrooms
4327 N. Cedar Ave.

Fresno, CA 93726
(559) 229-7004 - (Multi Family Housing)

4. Chateau de Lyon
1, 2, 3, Bedrooms
1020 Rosemarie Lane

Stockton, CA 95207
(209) 888-4382 - (Multi Family Housing)

5. Church Street Triplex
2 Bedrooms
422 E. Church St.

Stockton, CA 95203
(209) 463-7900 - (Multi Family Housing)

6. Community of All Nations
1, 2, 3, Bedrooms
2172 Dockery Court

Stockton, CA 95206
(209) 466-0304 - (Multi Family Housing)

7. Delta Plaza Apartments
Studio, 1 Bedrooms
702 N. San Joaquin S
t.

Stockton, CA 95202
(209) 464-9212 - (Senior Housing)

8. Dewey Apartments
1, 2, Bedrooms
507 N. Pilgrim

Stockton, CA 95205
(209) 464-9212 - (Multi Family Housing)

9. Diamond Cove Townhomes I
2, 4, Bedrooms
5343 & 5358 C
arrington Cir.

Stockton, CA 95210
(209) 474-9150 - (Multi Family Housing)

10. Diamond Cove Townhomes II
2, 3, 4, Bedrooms
5506 Tam O'Shanter Dr

Stockton, CA 95210
(209) 475-9007 - (Multi Family Housing)
Visionary Home Builders | Property Map
4 20
19 17
27 25
22 21
18 14
23 13
11 8
5 14 7
6 12
10 26
1 3
16 Sacramento
Stockton
CeresFresnoTracy
2 9

BUILDING HOMES

STRENGTHENING COMMUNITIES

21. Villa Isabella
1 Bedrooms
1120 N. Sut
ter Street
Stockton, CA 95202
(209) 466-6811 - (Multi Family Housing)

22. Villa Montecito
2, 3, 4, Bedrooms
1339 Kingsley Ave.

Stockton, CA 95203
(209) 547-9088 - (Multi Family Housing)

23. Villa Monterey
1, 2, Bedrooms
4707 Kentfield Rd.

Stockton, CA 95207

(209) 888-5365 - (Multi Family Housing)

24. Vintage Plaza
3 Bedrooms
352 Malbec Ct.

Stockton, CA 95203
(209) 463-7900 - (Multi Family Housing)

25. Westgate Townhomes
2, 3, 4, Bedrooms
6119 Danny Dr.

Stockton, CA 95210
(209) 474-7471 - (Multi Family Housing)

26. Whispering Pines Apartments
1, 2, 3, Bedrooms
7610 Amherst St.

Sacramento, CA 95832
(916) 391-7439 - (Multi Family Housing)

27. Wysteria Townhomes
2, 3, 4, Bedrooms
1921 Pock Ln.

Stockton, CA 95205

(209) 451-3257 - (Multi Family Housing)
24 ITEM 19.2.

ATTACHMENT 4

ITEM 19.2.

ATTACHMENT 4

ITEM 19.2.

ATTACHMENT 4

ITEM 19.2.

ATTACHMENT 4

In Pre-Development
Client Name Jurisdiction County/City Agency
Contact Name
County/ City
Agency Contact
Phone
Type 4% / 9% MHP Vouchers Sources of Financing # of Units Status Year Funded Year Completed Total Project Cost Unsatisfactory Performance
La Passeggiata Stockton Julisa Villalobos 209-937-5451 New Construction 4% Yes N 94 Pre-Development 2021 N/A $42,463,340 N Casa De Mariposa Stockton Julisa Villalobos 209-937-5451 New Construction /
Farmworkers 9% N N 72 Pre-Development N/A N
Silver Peaks Bishop Meaghan McCamman760-937-1253 New Construction / Family 4% Y N 72 Pre-Development N/A N Hidden Meadow Terrace Sonora Quincy Yaley 209-533-5633 New Construction / Family 4% N N 72 Pre-Development N/A N Windstone Stockton Julisa Villalobos 209-937-5451 Single Family Sub TBD City of Stockton - HELP Pre-Development N/A $5,000,000 N Bella Vista Merced Scott McBride 209-385-6818 Rehab/Family TBD 108 Pre-Development N/A N Tierrasanta Villas Livingston Miguel Galvez 209-394-8041 New Construction / Family 9% N N 80 Pre-Development N/A N Total 498
Under Construction
Project Location Type 4% / 9% MHP Vouchers # of Units Status Year Completed Total Project Cost Grand View Stockton Julisa Villalobos 209-937-5451 New Construction / Family 4% N N 75 Under Construction
2021 N/A $35,651,403 N
Villa d'Flore Stockton Julisa Villalobos 209-937-5451 Rehab/ Homeless n/a N TBD City of Stockton/ Homekey 11 Under Construction
2022 N/A $6,500,000 N
Total 75
Completed Projects
Project Location Type 4% / 9% MHP Vouchers # of Units Status Year Completed Total Project Cost Unsatisfactory Performance
Liberty Square 4% wing Stockton Julisa Villalobos 209-937-5451 Rehab / Veterans 4% N N 58 Under Construction 2020 2022 $18,027,691 N Liberty Square 9% wing Stockton Julisa Villalobos 209-937-5451 Rehab / Veterans 9% N N 42 Under Construction 2020 2022 $13,863,651 N Oak Leaf Meadows Oakdale Brian Odom 209-845-3644 New Construction/ Family 9% N Y 9% CTCAC, Section 8, AHP, NSP 56 Completed 2018 2020 $27,787,589 N Mountain View Townhomes Tracy William Dean 209-831-6400 Rehab 9% 9% CTCAC, USDA, and HOME 37 Completed 2015 2016 $7,375,254 N Diamond Cove I Stockton Julisa Villalobos 209-937-5451 Rehab 9% 9% CTCAC and HOME 60 Completed 2015 2016 $7,485,574 N Santa Fe Townhomes Stockton Julisa Villalobos 209-937-5452 Rehab 9% 9%CTCAC and HOME 31 Completed 2015 2016 $6,006,784 N Westgate Townhomes Stockton Julisa Villalobos 209-937-5453 Rehab 9% LIHTC 40 Completed 2014 2015 $7,517,485 N Casa de Esperanza Stockton Julisa Villalobos 209-937-5454 New Construction/ Family CTCAC, USDA & HOME 70 Completed 2013 2014 $22,720,017 N Villa Isabella Stockton Julisa Villalobos 209-937-5455 Rehab HUD, LIHTC 20 Completed 2014 2014 $2,317,601 N Vintage Plaza Stockton Julisa Villalobos 209-937-5456 Rehab LIHTC 18 Completed 2010 2011 $6,442,713 N Villa Monterey Stockton Julisa Villalobos 209-937-5457 Rehab LIHTC 45 Completed 2008 2009 $10,920,607 N Wysteria Stockton Julisa Villalobos 209-937-5458 New Construction/ Family LIHTC 64 Completed 2008 2009 $20,269,137 N Chateau de Lyon Stockton Julisa Villalobos 209-937-5459 Rehab LIHTC 30 Completed 2007 2008 $7,923,612 N Marquis Place Stockton Julisa Villalobos 209-937-5460 Rehab LIHTC 20 Completed 2007 2008 $6,220,581 N Community of All Nations Stockton Julisa Villalobos 209-937-5461 New Construction/ Family HUD LIHTC 75 Completed 2007 2008 $14,830,788 N Villa Montecito Stockton Julisa Villalobos 209-937-5462 New Construction/ Family LIHTC 69 Completed 2006 2007 $19,414,791 N Diamond Cove II Stockton Julisa Villalobos 209-937-5463 Rehab LIHTC 40 Completed 2004 2005 $8,916,930 N Villa Del Sol Stockton Julisa Villalobos 209-937-5464 New Construction/ Family LIHTC 76 Completed 2004 2005 $15,598,499 N Church Street Triplex Stockton Julisa Villalobos 209-937-5465 Rehab City -HOME, County - HOME 3 Completed 2002 2003 $685,000 N Almond Terrace Ceres Comunity Dev Dept 209-538-5700 Rehab HUD, LIHTC 46 Completed 2000 2001 $6,886,909 N Whispering Pines Sacramento Michelle Odonnell 916-440-1362 Rehab LIHTC, HUD 96 Completed 1999 2000 $9,421,118 N Emerald Pointe Stockton Julisa Villalobos 209-937-5465 Rehab LIHTC 19 Completed 1998 1999 $1,880,312 N Grant Village Townhomes Stockton Julisa Villalobos 209-937-5465 Rehab LIHTC 40 Completed 1998 1999 $5,028,663 N Cedar Gardens Fresno Comunity Dev Dept 559-600-4292 Rehab 146 Completed 1996 1997 $6,607,278 N Dewey Apartments Stocckton Julisa Villalobos 209-937-5467 Rehab HUD 10 Completed 1995 1996 $486,334 N Villa De San Joaquin Stockton Julisa Villalobos 209-937-5465 Rehab 521, and Section 521 rental 30 Completed 1993 1994 $2,637,842 N Delta Plaza Apartments Stockton Julisa Villalobos 209-937-5465 Rehab LIHTC 30 Completed 1992 1993 $3,045,340 N Examples of Recent Relevant Projects (5+)
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•~ volunteers of America­

NORTHERN CALIFORNIA & NORTHERN NEVADA
Stefan Heisler, Housing Manager
City of Rancho Cordova
2729 Prospect Park Drive
Rancho Cordova, CA 95670
August 31, 2022
RE: Rancho Cordova RFP - Introductory Letter
Dear Mr. Heisler,
This letter is to confirm that Volunteers of America Northern California and Northern Nevada (VOA-NCNN) will be the prime developer for this project. VOA-NCNN is located at 3434 Marconi Ave in Sacramento, CA 95821.

The project will be developed in partnership with Volunteers of America National Services (VOANS). VOA­ NCNN will be the lead developer on Parcel A, and VOANS will be the development consultant. VOANS will be the lead developer on Parcel B, and VOA-NCNN will be the property manager and lead services provider.

Our project proposal consists of the development of both Parcels A and B as detailed below. Please reference the attached RFP documents in Section 4. "Project Description" for detailed programming information and architectural schematics. We anticipate the first phase of construction to begin by December 2023.

Parcel A
• Transitional Housing - There will be a total of 80 motel style studio units that will serve as Transitional Housing. The services provided will include comprehensive and holistic case management, assistance with accessing veterans and state benefits, employment services (training, job search, linkage), permanent housing search assistance, support identifying and addressing housing barriers, credit repair and financial literacy, community resources, referrals and linkages as needed, and volunteer opportunities . Residents of the Transitional Housing will have access to service offices, computer lab, and a community kitchen that will serve only these 80 units. These units will be financed with a $2.7m grant, and the remainder through fundraiser financing and AHP funds. Co-located at Parcel A, will be the VOA Supportive Services for Veteran Families (SSVF) and Homeless Veterans Reintegration Program (HVRP) offices (a combined total of $3.5 million in funding), a veteran service center and computer lab. VOA has been providing a variety of veteran services on the Mather for the last ten years. Now all of these comprehensive services will be located within a single building.
• Permanent Supportive Housing (PSH) - There will be a total of 44 one-bedroom units that will serve as PSH Units. The services provided will include comprehensive and holistic case 1 ITEM 19.2.

ATTACHMENT 5

I
• - Volunteers of America
0 T R
management, assistance with accessing veterans and state benefits, employment services - if appropriate (training, job search, employment readiness), community resources, referrals and linkages to other services as needed, and volunteer opportunities. The PSH units finance will include a mix of LIHTC, HOME, AHP, and HCD Gap funding. • Community Commercial Kitchen-There will be a 6,600 sq. ft. community commercial kitchen that will bring much need food programs to this area through a VOA cater ing business that will serve other shelter and transitional housing programs in the Sacramento area. The kitchen will serve not only as a dining hall for the Transitional Housing clients, but it will also provide on-the job training/employment skills and certification for food service and culinary arts for any veteran clients or clients residing in other Mather programs. The construction of the commercial kitchen will be financed through philanthropic fundraising.

Parcel B
The project proposed on Parcel B will consist of a LIHTC family project composed of a total of 74 units.

The unit mix will consist of 31 one bedrooms, 22 two-bedrooms, and 21 three-bedrooms units. One of the two-bedroom units will be set aside for an on-site manager's unit. This project will be funded with a mix of LIHTC, AHP, HOME, and HCD Gap funding.

VOA-NCNN acknowledges the conditions stated in the RFP. We have followed all guidelines and have not made any exceptions to the RFP requirements.

If there are any questions, please contact me at 916-213-6360 or via email at amani@vo a-ncnn.org Sincerely,
a1{fL I U,~ lj (~ J,J
V-0lunteers of America Northern California & Northern Nevada Amani Sawires
Executive Vice President/Chief Operating Officer
Volunteer of America Nat nal Services
Douglas Snyder
Vice President, Regional Real Estate Development
2 ITEM 19.2.

ATTACHMENT 5

2. Rancho Cordova RFP ‐ Table of Contents

1. Introductory Letter – Pages 1 ‐2

2. Table of Contents – Page 3

3. Qualifications and Experience – Pages 4‐ 11
3a) Firm Description
i. Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) – Primary Developer of Parcel A
ii. Volunteers of America National Services (VOANS) – Primary Developer of Parcel B 3b) Key Staff
3c) Non‐Profit Documents
3d) Firm Experience
3e) Developer Ability to Secure Financing

4. Project Description (For both Parcel A & Parcel B) – Pages 12 ‐ 20 4a) Name of Project
4b) Property Location and Amenities
4c) Description of the veteran’s population served
4d) Number of proposed units, and affordability levels by unit 4e) Total project costs, and cost per unit
4f) Applicable  project amenities, services, community benefits 4g) Architectural Documents

5. Project Expected Timeline – Pages 21 ‐ 22
5a) Parcel A
i. Transitional Housing Units
ii. Permanent Supportive Housing Units
iii. Community Commercial Kitchen
5b) Parcel B
i. LIHTC Family Housing

6. Environmental and Entitlements – Page ‐ 23

7. Sources and Uses of Funds – Pages 24‐26

8. Conflict of Interest Statement – included in Page 23 ‐ section 6 “Environmental & Entitlements”

9. Exceptions – included in Page 23 ‐ section 6 “Environmental & Entitlements”

10. Supportive Information – N/A
3 ITEM 19.2.

ATTACHMENT 5

Rancho Cordova RFP

3. Qualifications and Experience

A. Description of each firm

Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) – Lead Developer on Parcel A with VOANS being the developer consultant
VOA‐NCNN  has  over  100  years  of  experience  providing  services  to  homeless  people  struggling  with  multiple barriers to housing. Our programs are in every part of the homeless Continuum of Care, from emergency shelter to transitional housing to permanent supportive and non‐supported housing and affordable housing properties.

The  agency  currently  operates  over  40  homeless/housing  programs  design ed  to  reduce  the  impact  of homelessness  on  the  individual,  and  the  community  and  increase  the  individual’s  likelihood  of  gaining  and maintaining stable housing.  VOA has offered rehousing services for over 30 years through a variety of funding partners. VOA’s Rehousing efforts include PSH, Housing Choice Vouchers (and other subsidized housing), Rapi d Rehousing, Flexible Supportive Rehousing, as well as Supportive Services for Veterans Families housing programs.

Residents  served  through  these  programs  include:  homeless  veterans  and  families,  homeless  individuals, homeless families, chronically homeless and/or permanently disabled individuals, and individuals with substance use disorders. All VOA rehousing programs taken together house approximate ly 800 households per night. The average funding for rehousing per year is approximately $7,000,000. Once stably housed, over 80% of guests who receive assistance from VOA remain in housing.  The VOA staff have the ability, long‐term experience, and proven track record to assist those with multiple barriers to housing, chronically homeless, the first time homeless, and those precari
ously housed.

VOA‐NCNN  manages  nine  affordable‐housing  complexes  for  VOANS  and  owns  and  manages  an  additional  six properties, totaling 950 apartment units, for low income seniors and individuals, disabled individuals, homeless individuals and families in Sacramento, Auburn, Roseville, Rocklin, Santa Cruz and Reno.

Volunteers  of America Nat
ional Services (VOANS)  – Lead  developer on Parcel  B, and VOA‐NCNN  will  be the property manager and lead service provider for this project.

VOANS serves as the initiator of new programs and facilities for Volunteers of America (VOA) and its local affiliates and provides day‐to‐day oversight and operation for the housing and residential care facilities. It also provides asset management for the VOANS‐owned housing and health facility portfolio.  Currently, VOANS and the VOA family of affiliates own and operate over 500 affordable housing properties consisting of over 20,600 units.

In 2020, VOA, in conjunction with VOANS, provided over 3,700 beds to house Veterans experiencing homelessness across more than 25 states. VOA was also responsible for 1 out of 11 Transitional Housing beds for Veterans across the country, and 1 out of 9 of the Rapid Rehousing beds for Veterans across the country.

B. Key
Staff

Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) Amani Sawires (primary liaison for this project)– Amani has been with VOA‐NCNN for over 29 years. She is located at our Administrative  Office in Sacramento. Amani has served as the Executive Vice President/Chief Operating Officer for over 24 years. She has provided leadership and operational expertise in developing countless projects, including shelt
ers, transitional housing, supportive housing, affordable housing projects. Amani will be responsible for leading the development team and oversee the general coordination/operational components of the project.

Amani holds a Master’s Degree in Public Policy. 916‐213‐6360/amani@voa‐ncnn.org

Russ Miller – Russ has been with VOA‐NCNN for over 27 years. As Director of Facilities and Maintenance, Russ oversees the facilities and landscape te
ams employed by VOA‐NCNN. He coordinates all facility inspections, and "~ volunteers of America•

NORTHERN CALIFORNIA & NORTHERN NEVADA
4 ITEM 19.2.

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works with local, state and federal partners as it relates to facility management. Additionally, Russ manages the renovation of the various VOA projects, facilitates and supervises development of new construction and works with general contractor and architect teams throughout the projects. Russ will be responsible for working with the  construction  team,  assisting  with  securing  permits  and  serving  as  the  liaison  between  VOA  an d  the construction team as it relates to the completion of the buildings. 916‐870‐4552/rmiller@voa‐ncnn.org

Melissa Liou – Melissa has been with VOA‐NCNN since 2006. She is the Housing Director of the Affordable/Senior Housing program. Melissa oversees all of the affordable housing units throughout our affiliate. She works with the on‐
site Community Administrators as well as Russ Miller and his crew to ensure that all housing programs are in compliance with all required components based on the funding. She also serves as a liaison to the VOA‐NS team to troubleshoot any issues or concerns.

She has served as chairperson for the national housing affiliate committee and received a leadership award for her work with the national affiliate. Melissa holds a Master’s Degree in Non‐ Profit Management. 916‐265‐3970/mliou@voa‐ncnn.org

Volunteers of America National Services (VOANS)

Douglas Snyder – Vice President of Regional Housing Development, joined Volunteers of America in 2012. He is responsible  for  development  and  preservation  of  affordable  housing  in  Colorado  and  Alaska.  In  Colorado,  the Volunteers of America portfolio consists of over 1,400 units across 15 properties from the Front Range to the western slope. Doug has over 20+ years of successful underwriting, financing, and developin g commercial/multi‐ family real estate on behalf of a variety of ownership groups. His affordable housing experience includes work with Low Income Housing Tax Credits, Tax Exempt Bonds, HUD programs, grants, and other funding sources across senior,  family,  and  homeless  projects.  Doug  serves  on  the  Housin g  Colorado  Board  and  the  CHFA  Tax  Credit Advisory Group.

Sheila  Scheitrum  –  Development  Director,  joined  Volunteers  of  America  National  Services  in  2022.  Working alongside Doug Snyder, she is responsible for development and preservation of affordable housing in the Western Region with a focus on California and Northern Nevada. Prior to joining VOANS, Ms.

Scheitrum, was  a Project
Manager for the Fresno Housing Authority (FHA). Her affordable housing experience includes the development of over 200 affordable housing units using a variety of funding sources including Low‐Income Housing Tax Credits, tax‐exempt bonds, conventional debt, equity, HUD programs, FHLB AHP, HOME, and various other gap financin g sources and grants.

C. Non‐Profit Documentation for VOA‐NCNN (lead developer) is attached at the end of this document. VOANS is also a non‐profit developer, due to file size limitations we did not attach their documents, but will provide if selected.

D. Developer Project Experie
nce

Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) In Northern California and Northern Nevada, VOA has served the community since 1911 as a leading provider of both housing and employment readiness and placement supportive services to homeless individuals and families.

VOA‐NCNN  has  been  a  partner  on  the  Mather  campus  since  1994.  We  have  operated  a  variety  of  programs throughout that time, i
ncluding transitional housing, employment services, veteran services as well as programs addressing substance use issues for families and housing and stability services for former foster youth.

VOA‐NCNN currently operates over 1000 units of affordable housing in our service area. VOA‐NCNN has partnered with Volunteers of America‐National Services (VOANS)
on multiple projects over the past five years and beyond.

We have also operated the Grant and Per Diem (GPD) Project in collaboration with the U.S. Department of Veteran Affairs. VOA‐NCNN has been providing housing in the region for over 30 years. These contracts are held with the Sacramento  Steps  Forward  (SSF)  (VOA  is  a  sub
‐recipient  of  Housing  and  Urban  Development  (HUD)),  the Sacramento Housing and Redevelopment Agency (SHRA), Sacramento County Department of Health and Human Services/Department  of  Human  Assistance,  and  grants  with  the  U.S.  Department  of  Veterans  Affairs  (VA). 5 ITEM 19.2.

ATTACHMENT 5

Volunteers of America is a flagship in serving those who are at risk or are currently homeless. Since its inception operating shelters, launching rapid re‐housing programs, fostering youth and seniors as well as its highly successful SSVF  veteran  program  (since  2011)  VOA‐NCNN  has  gained  a  clear  understanding  of  the  unique  and  complex characteristics of individuals and families who are homeless or who are at i mminent risk for homelessness.

Volunteers of America National Services (VOANS)
VOANS is one of the nation’s largest nonprofit developers of affordable housing for seniors and disabled persons, having developed over 200 facilities under HUD’s Section 202 and 811 programs, as well as assisted living facilities, nursing homes and low‐income family and supportive housing facilities. VOANS develops facilities using a variety of financing methods, including Low
Income Housing  Tax Credits, bond financing, conventional financing, HUD 236, 221(d)(4) and LIHPRHA programs. VOANS’ development department has also been successful in obtaining numerous grants and loans through foundations and the HOME, CDBG and FLHB programs. Currently, VOANS and the VOA family of affiliates own and operate over 500 affordable housing properties consisting of over 20,600 units.

The following is a list of juri
sdictions and projects similar to the proposed program for the City of Rancho Cordova:

Veteran‐Related Services/Housing
Supportive  Services  for  Veterans  and  Families  (SSVF)/Sacramento,  CA  ($2,300,000)  (VOA‐NCNN) ‐ In  2010, Volunteers of America expanded its RRH portfolio by adding the Supportive Services for Veteran Families (SSVF), a VA funded RRH program for 200 homeless Veteran households through which it provides housing location and stabilization  services,  security  deposits,  utility  deposits,  rental  subsidies,  utility  paymen ts,  and  moving  costs totaling over $2,300,000 annually. The program also provides extensive case management services. The allows the VOA staff to assist veterans with a variety of services by developing and Individual Service Plan (ISP) in order to  as  one  of  the  original  SSVF  sites  funded,  Volunteers  of  America  helpe d  to  fully  develop  the  SSVF  model nationally. SSVF offers a milieu of supportive services to 244 Veteran households annually through its SSVF grant.

In 2013, Volunteers of America was awarded two Homeless Veterans Reintegration Program (HVRP) grants. HVRP address the employment needs of the veterans. The successes in this program have led to Volunteers of America being re‐
awarded the two HVRP grants each consecutive year since 2013.  This program pairs perfectly with the SSVF program. One program assists with securing housing while the other program provides serves in securing employment.  This  combined  efforts  leads  to  successful  outcomes  for  self‐sustainability  and  community integration.

Grant and Per Diem (GPD) Grant/Sacramento, CA ($
1,200,000) (VOA‐NCNN) ‐ In 2018, Volunteers of America
was first awarded the GPD Grant from the VA to serve 40 Veterans at a time. This was expanded to 80 Veterans in 2020. Volunteers of America’s Grant and Per Diem (GPD) Program is one of ov er 350 GPD programs throughout the  country.  This  program  receives  $1,200,000  annually.  The  GPD  Program  is  VA’s largest  transitional  housing program for Veterans experiencing homelessness and is permanently authorized under Public Law 109‐461. In the program Veterans receive transitional housing with a robust menu of wraparound supportive  services to assist vulnerable Veterans to move into permanent housing. The average length of stay in GPD is roughly 7 months, the program aims to house Veterans as quickly as clinically indicated with a stay of no more than 24 months total.

Services include temporary transitional housing, balanced, hot, and nutritionally so und meals, comprehensive and holistic case management, assistance with accessing veterans and state benefits, employment services (training, job search, linkage), permanent housing search assistance, support identifying and addressing housing barriers, credit repair and financial literacy, community resourcing and linkage, and volunteer opportunities. While this is not  an  exhaustive  list  it  is  preview  of  the  full‐sc ope  and  rounded  services  a  Veteran  can  expect  to  receive.

Volunteers of America’s GPD offered 3 models of care. This includes “Bridge Housing” which is intended to be used for short‐term stays in transitional housing by Veterans with pre‐identified permanent housing destin ations (e.g.,  HUD‐VASH,  SSVF,  community  options),  “Low  Demand”  which  emphasizes  a  high  engagement  and  harm reduction  model  to  better  accommodate  Veterans  experiencing  chronic  homelessness,  unsuccessful  stays  in traditional treatment settings, and with combined complex mental health and substance use challenges. Services 6 ITEM 19.2.

ATTACHMENT 5

are  made  widely  available  and  are  actively  promoted  by  program  staff  with  the  ultimate  goal  of  establishing permanent  housing  while  providing  for  the  safety  of  staff  and  residents,  and  finally  “Service‐Intensive”  which provides  transitional  housing  and  robust  services  that  facilitate  individual  stabilization,  increased  income,  and movement to permanent housing, and gaining access to medical, med ical, dental, and mental health care.  As of August  2022,  Volunteers  of  America’s  GPD  has  averaged  81%  of  Veterans  served  discharged  into  permanent housing (the VA grant goal is 68%), 79% of Veterans discharged with employment (the VA grant goal is 50%), and a mere 10% of Veterans were negatively discharged due to ru le violations/lack of participation/left facility (the VA goal is to be under 23%). Volunteers of America was awarded a comprehensive and competitive $2,745,000.00 Capital Grant from the VA in 2022 in order to establish long‐term Veteran services through the Grant and Per Diem grant program offered by Volunteers of America with an em phasis on individual rooms and bathrooms in units  to  address  the  community  and  human  service  needs  trend  of  increase  privacy,  safety,  and  mitigation  of health risks through a trauma informed care lens. This was in response to the high caliber services provided by VOA, the positive and exceedingly high outcome measures of Veteran successes, and strong community rapport and collabora
tion by the program.

Innovative Dwellings – Permanent Supportive Housing Solutions for Veterans (VOANS) VOANS was awarded a 3‐year, $3 million grant from the Wells Fargo Foundation in 2020 to create 125 units of permanent supportive
housing for homeless veterans in four VOA markets: Austin, Los Angeles, Minneapolis‐St.

Paul  and  Raleigh‐Durham.  Through  strategic  partnership  with  VOA  affiliates  and  local  Accessory  Dwelling  Unit (ADU) builders, the Innovative Dwellings program has now developed unique small‐scale solutions to affordable housing, demonstrating how panelized and volumetric modular  construction methods can be adopted by other mission‐driven affordable housing providers to create more efficient unit delivery. Innovative Dwellings is now halfway through the 3‐year grant life with Wells Fargo Foundation and has 81 units in planning. VOANS and Wells Fargo Foundation have also received increased attention from housing industry representatives, including articles in
Housing Finance Magazine and NH&RA Tax Credit Advisor Magazine.

Affordable Housing Projects
Greenbriar Apartments/Sacramento, CA (partnership between VOA‐NCNN and VOANS) # of Units:  138 1, 2‐ and 3‐Bedroom Units
Target Population:  Families; Time Frame under Management:   17 Years Subsidy Source for Property:  Low Income Housing Tax Credit, Bond Financing, Project Based Section 8 Supportive Services:  Evaluation of health, psychological and social needs, development of an individually tailored case pla
n for services and periodic reassessment of resident’s situation and needs for a resident when such service is  not  available  through  the  general  community.  Establishes  links  with  agencies  and  service  providers  in  the community;  assembles  a  directory  of  community  services  and  providers  and  makes  it  available  to  residents, families,  and  manageme
nt.  Refers  and  links  the  residents  of  the  project  to  service  providers  in  the  general community,  including,  but  not  limited  to,  case  management,  personal  assistance,  in  home  services,  home delivered  meals,  transportation,  counseling,  visiting  nurse,  preventive  health  screening/wellness,  and  legal advocacy. Homework club and child care coordination.

Manzanita Pl
ace Apartments/Roseville, CA (partnership between VOA‐NCNN and VOANS) # of Units:  62 Studio and 1‐Bedroom Units
Target Population:  Seniors and Physically Disabled Individuals; Time Frame under Management:   17 Years Subsidy Source for Property:  Low Income Housing Tax Credit, Project Based Section 8 Supportive Services: Evaluation of health, psyc hological and social needs, development of an individually tailored case plan for services and periodic reassessment of resident’s situation and needs for a resident when such service is  not  available  through  the  general  community.  Establishes  links  with  agencies  and  service  providers  in  the community;  assembles  a  directory  of  community  serv ices  and  providers  and  makes  it  available  to  residents, families,  and  management.  Refers  and  links  the  residents  of  the  project  to  service  providers  in  the  general community,  including,  but  not  limited  to,  case  management,  personal  assistance,  in  home  services,  home delivered  meals,  transportation,  counseling,  visiting  nurse,  preventive  health  screening/wellness,  and  legal advocacy.
7 ITEM 19.2.

ATTACHMENT 5

Centennial Place Apartments/Sacramento, CA (partnership between VOA‐NCNN and VOANS) # of Units:  15 1‐Bedroom Units Target Population:  HIV/AIDS Individuals, Physically Disabled Individuals, Homeless Individuals; Time Frame under Management:   11 Years Subsidy Source for Property:  Bond Financing, Project Based Section 8 Supportive Services:  Evaluation of health, psychological and social needs, development of an individually tailored case pla
n for services and periodic reassessment of resident’s situation and needs for a resident when such service is  not  available  through  the  general  community.  Establishes  links  with  agencies  and  service  providers  in  the community;  assembles  a  directory  of  community  services  and  providers  and  makes  it  available  to  residents, families,  and  manageme
nt.  Refers  and  links  the  residents  of  the  project  to  service  providers  in  the  general community,  including,  but  not  limited  to,  case  management,  personal  assistance,  in  home  services,  home delivered  meals,  transportation,  counseling,  visiting  nurse,  preventive  health  screening/wellness,  and  legal advocacy.

East Cliff Village Apartments/Santa Cruz, CA (partnership between  VOA‐NCNN and VOANS) # of Units:  76 Studio & 1‐Bedroom Units/ Seniors and Physically Disabled Individuals Target Population:  Seniors and Physically Disabled Individuals; Time Frame under Management:   12 Years Subsidy Source for Property:  Low Income Housing Tax Credit, Project Based Section 8 Supportive Services:  Evaluation of health, psychological and social  needs, development of an individually tailored case plan for services and periodic reassessment of resident’s situation and needs for a resident when such service is  not  available  through  the  general  community.  Establishes  links  with  agencies  and  service  providers  in  the community;  assembles  a  directory  of  community  serv ices  and  providers  and  makes  it  available  to  residents, families,  and  management.  Refers  and  links  the  residents  of  the  project  to  service  providers  in  the  general community,  including,  but  not  limited  to,  case  management,  personal  assistance,  in  home  services,  home delivered  meals,  transportation,  counseling,  visiting  nurse,  preventive  health  screening/wellness,  and  legal advocacy.

The Village on Sage Street/Reno, NV (V
OA‐NCNN) ‐ This workforce housing program is designed for qualified individual who are working in the Reno area. It is a former oil field workforce housing modules that have been transported to Reno. This dormitory setting includes kitchen, laundry facility, and community room. Partnered with  Northern  Nevada  Co
mmunity  Foundation.  The  village  has  225  units  for  individuals.  The  participants  pay $400.00 a month for housing. A person earning $9 an hour is able to afford the $400 monthly rent and achieve savings goals. Any single adult who passes a background check and has an income of approximately $1, 320 to $3,270 per month will meet the income qualifications for residency. While we expect the Village on Sage Street is a bridge housing for most lodgers, there is no time limit on the length of residency.

E. Show that the developer or joint venture formed by the developer has the demonstrated ability to secure conventional and/or subsidized financing as
any such financing may be applicable to the project.

Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) VOA‐NCNN  and  VOANS  have  formed  a  long‐standing  partnership  in  the  provision  of  affordable  housing.  Since 2005, VOANS and VOA‐NCNN have together secured financing to construct, renovate and re‐purpose nine housing developments. We are currently working together on the construction of a 75‐unit affordable apartment complex in Sacramento. Othe r additional funding secured for the VOA Housing projects include Low Income Housing Tax Credit, Project Based Section 8, and bond financing and private loans. VOA‐NCNN has worked with private donors and  foundations  to  supplement  any  funds  needed.  VOANS  has  LIHTC  units  throughout  the  country,  and  has extensive experience in securing affordable housing fi nancing.

8 ITEM 19.2.

ATTACHMENT 5

M'~ JRS D6partment of the Treasury
~iJb.'l// lntornnl Re-venue Service
-----OGDEN UT 84201-0046

VOLUNTEERS OF AMERICA INC

NORTHERN CA AND NORTHERN NV INC
In reply refer to:

Mar. 07, 2013 LTR
94-6001984 000000
0423256148
252C 0
00 00006913
BODC: TE
-~··l'l 1900 POINT WEST WAY STE 270
?A!Z SACRAMENTO CA 95815-4700
)28970
Taxpayer Identification Number: 94-6001984
Dear Taxpayers
Thank you for the inquiry dated Jan. 18, 2013,
We have changed the name on your account as requested. The number shown above is valid for use on all tax documents.

According to our instructions, a subordinate unit of the central (parent) organization is required to have the parent's name on the first name line and the name identifying the subordinate on the second name line.

If you need forms, schedules, or publications, you may get them by visiting the IRS website at www.irs.gov or by calling toll-free at 1-800-TAX-FORM Cl-800-829-3676),
If you have any questions, please call us toll free at 1-877-829-5500, If you prefer, you may write to us at the address shown at the top of the first page of this letter.

Whenever you write, please include this letter and, in the spaces below, give us your telephone number with the hours we can reach you.

Also, you may want to keep a copy of this letter for your records.

Telephone Number C ) _____________ _ Hours ________ _
VOA-NCNN Non-Profit Confirmation
9 ITEM 19.2.

ATTACHMENT 5

Total Organizational Budget FY23
TOTAL
Contributions 2,000,000$
Contract Revenue
Primary Government Funding 32,318,197$
Secondary Government Funding 80,000$
Nongovernmental Funding 604,618$
Other Revenue 296,846$
Program Fees 4,194,728$
Business Income -$
Other Operating Income 1,198,713$
Total Revenue 42,693,102$
Personnel Costs
Salaries 19,419,016$
Benefits, taxes, & W/C 5,546,628$
Staff Training 72,593$
Program Costs 500$
Program Professional Services 518,234$
Program Supplies 476,173$
Client Support 6,935,563$
Food & Beverage Supplies 2,101,172$
Cleaning, Linen and Laundry Supplies 395,667$
Equipment Expense & Furnishings 290,464$
Mileage, Vehicle & Other Travel 186,352$
Miscellaneous / In-Kind Expense 246,352$
Occupancy Costs -$
Rent Expense 267,870$
Utilities 930,079$
Facility (Taxes, Repairs & Maintenance) 752,652$
Other Business Expenses 1,612$
General Office Supplies Expense 219,873$
Telephone & Cell Phones 245,549$
Insurance (Liability & Auto) 306,849$
Equipment Maintenance and Rental 123,943$
Outside Printing 24,459$
Travel (Meetings and Conf.) 71,300$
Depreciation & Amortization 344,752$
Other Professional Services and Fees 395,733$
Marketing and Promotion 98,723$
Interest Expense 70,993$
National Dues 650,000$
Total Direct Expenses 40,693,102$
Total Change in Net Assets -$
VOA-NCNN Annual Budget 2022-23 annual budget
(condensed version)
10 ITEM 19.2.

ATTACHMENT 5

VOA-NCNN Major Sources of Funding
Sacramento Housing and Redevelopment Agency (SHRA) includes Navigation Centers/Shelters and Rapid Rehousing Programs – $8,243,419
This funding is utilized for operating our two navigation centers (100 beds each), our HIV+ confidential shelter (12 bed apartment style shelter). This amount also provides funding for our Rapid Rehousing Program (RRH). The RRH assists homeless individuals/families with housing location, housing assistance and case management services.

Last year this program served 421 individuals/124 households.

Washoe County, (Reno) includes Nevada CARES Campus – $6,500,000 This funding is used to operate the 704 shelter beds at the Nevada CARES Campus located in downtown Reno. The program provides housing assistance, case management, community referrals for services along with the operation of a safe and secure shelter. We also provide van service for clients who need assistance getting to appointments such as DMV, medical, etc.

Sacramento County includes Transitional Housing, Shelters, Substance Use Recovery programs – $5,185,749
This funding includes transitional housing for families, substance use recovery services, a 68 bed family shelter as well as a 12 bed senior safe house. All of these program provide case management, housing location assistance, linkages to employment services and other referrals as needed in order for the individuals/families to move on to self-sufficiency.

U.S. Department of Veteran Affairs (VA) includes SSVF and GPD programs – $3, 518,289.

Grant and Per Diem Program (GPD) - The Grant and Per Diem Program is specific to homeless veterans who are eligible under the VA guidelines. The program offers three models: Service Intensive Transitional Housing (SITH) model, Low Barrier Model and Bridge Model. There 40 units for both men and women – double occupancy, thus a total of 80 clients. Due to COVID, 40 of the clients have been placed in a nearby motel in order to provide single occupancy units. The program offers temporary housing while assisting clients with locating permanent housing, employment and other supportive services that will increase both earned and benefits income and allow them to return back to the community and sustain their independence.

Supportive Services for Veterans and Families (SSVF) - The program is designed to create a countywide housing-based intervention system that is focused on keeping veteran’s families that are at risk of homelessness in housing (prevention); and to move families quickly out of homelessness and shelters (rapid re-housing). The program provides case management and housing location services as well as short-term financial assistance with rent, utilities or deposits. We serve over 200 households annually.

U.S. Department of Housing and Urban Development (HUD) includes Permanent Supportive Housing Program - ReSTART - $3,254,814
This program is operated in Sacramento County. This program locates, manages, subsidizes housing and provides case management to individuals and families who are chronically homeless and have disabling behavioral health and/or physical illness. Last year we served 223 individuals/137 Households (Individuals and Families). All clients are provided with case management, assistance with medical/mental health appointments, community referrals and landlord mediation services, if needed.
11 ITEM 19.2.

ATTACHMENT 5

Rancho Cordova RFP

4. Project Description
Parcel A
Permanent Supportive Housing/Transitional Housing/Community Kitchen

A. At this time, we are referring to the buildings on this parcel as, “Permanent Supportive Housing”, “Transitional Housing, and “Community Kitchen”. – The formal project names will be determined upon RFP award selection.

We will go through a detailed naming process.

B. Parcel A (APN# 067‐1040‐006). NW corner of Schirra Ave and Bleckley St., Mather, CA 95655 Amenities
 Bus Stop –Bleckley St. and Schirra Ave
 Hospital – Mather VA Hospital ‐ 10535 Hospital Way, Mather, CA 95655  Grocery/Farmers' Market ‐ 10535 Hospital Way, Mather, CA 95655  Park ‐ Mather Sports Center ‐ 3755 Schriever Ave, Mather, CA 95655  Pharmacy – Mather VA Hospital ‐ 10535 Hospital Way, Mather, CA 95655  Library – Rancho Cordova Library ‐
9845 Folsom Blvd, Sacramento, CA 95827

C. Veterans Population Served
 Permanent Supportive Housing (PSH) – 44 One‐Bedroom Units of PSH designated for disabled veterans.  Transitional Housing – 88 Studio Motel Style units of transitional housing for qualified homeless veterans funded by the U. S. Department of Veteran Affairs.
 Community Co
mmercial Kitchen‐ food service/dining room for the 88 clients of GPD transitional housing program, food may be purchased by other residents located on the Mather Campus. Along with providing meals to Mather and other VOA programs, the commercial kitchen will also serve as a training facili ty for veteran clients interested in food service/culinary skills training.

D. There are three projects that will be constructed on Parcel A:
 Permanent Supportive Housing (PSH) – There will be a total of 44 one‐bedroom units Permanent Supportive Housing
Unit Type  Unit Count  AMI
One Bedroom  5  30%
One Bedroom  9  40%
One Bedroom  20  50%
One Bedroom  9  60%
One Bedroom (Manager Unit)  1  ‐
Total PSH Units   44

 Transitional Housing – There will be a total of 80 motel style studio units that will serve as Transitional Housing Units. These units are not broken out by AMI, rather eligibility is determined under Veterans Administrations Program Agreement.

 Community Commercial Kitchen‐ There will be a 6,600 sq. ft. community commercial kitch en that will bring much food programs to this area. This building will include a commercial kitchen, a dining room, outdoor covered seating area and restrooms for this facility.

12 ITEM 19.2.

ATTACHMENT 5

E. Total project costs, total units, and cost per unit ‐ Please reference the attachment in “Section 7. Sources and Uses of Funds” for a detailed cost breakout.

The costs listed below for each project are estimated costs. If we are selected to proceed with this project, we will work  with  the  local  municipality  to  contain  cost s  with  value‐engineering  options  and  alternative  construction methods. *Note: Costs noted below include associated surface parking lot. *  Permanent Supportive Housing ‐ The Total Development Cost is $23,700,158.  There is a total of 44 PSH units. The cost per unit is $538,640.
 Transitional Housing ‐ The Total Development Cost is $30,080,000. There is a total  of 80 motel style units. The cost per unit is $376,000.
 Community Commercial Kitchen ‐ The Total Development Cost is $3,156,700.

F. Applicable project amenities, services, community benefits, and/or any other relevant project information.

Permanent Supportive Housing
 Amenities – The amenities offered at this site will include fully furnished permanent housing for qualified veterans, in room kitchen, laundry facilities, resident wi‐fi, community room, community events, such as bingo, yoga, etc.  The proposed buildings are located facing the streets and parking lot which creates a “rim” to provide a central protected ‘green zone’ tha t includes a walking path, community garden, active and social gathering spaces along with a dog park and other related engaging areas.  Services – The services include comprehensive and holistic case management, assistance with accessing veterans  and  state  benefits,  employment  services  –  if  appropriate  (training,  job  search,  employment readiness),  community  resources,  referrals  and  linkages  to  other  services  as  needed,  and  volunte er
opportunities.
 Community Benefits –The community benefits of the PHS program include taking homeless veterans from the street to permanent housing helping to resolve the overall homeless crisis in our community. It also improves health outcom
es for clients thus lowering public costs by reducing the use of publicly‐funded crisis services.
 Energy  Efficiencies ‐   VOA  is  committed  to  creating  sustainable  projects.   As  such,  the  proposed development will adhere to Energy Efficiency Standards, such as the following:

High SEER rated AC Condensers  Energy Efficient Windows  Energy Star Rated A ppliances Water Conserving Fixtures  Energy Efficient Water Heaters  Energy Star Rated Light Fixtures LED Lighting  Universal Accessible Design  Occupancy Sensors, Daylight Sensors, Timers

Note:  In  addition  to  the  above,  VOANS  is  also  interested  in  exploring  additional  opportunities  for  energy  efficiencies through systems such as photo‐voltaic roof panels and other related energy footprint reductions.

Transitional Housing
 Amenities – The amenities offered at this site will include temporary fully furnished transitional housing unit, balanced, hot, and nutritionally sound meals, laundry facilities, community room, community events, such as bingo, yoga, etc.
 Services – The services include comprehensive and holistic case management, assistance with accessing veterans  and  state  benefits,  employment  services  (training,  job  search,   linkage),  permanent  housing search assistance, support identifying and addressing housing barriers, credit repair and financial literacy, community resources, referrals and linkages as needed, and volunteer opportunities.  Community Benefits – The community benefits of the TH program include taking homeless veterans from the  street  to  housing  helping  to  resolve  the  overall  homeless  crisis  in  or  co mmunity.  It  also  provides stability  for  the  individuals  in  order  to  move  on  to  self‐sufficiency/independence,  individuals  become 13 ITEM 19.2.

ATTACHMENT 5

productive members of society. It also improves health outcomes for clients thus lowering public costs by reducing the use of publicly‐funded crisis services.

Community Kitchen
 Amenities – Commercial kitchen that will include all related cooking equipment and facilities needed to service the programs offered.
 Services – The services include dining room and food service for GPD transitional housing clients, food for purchase by other residents, meal prep for other VOA housing/shelter programs.  Community  Benefits  –  The  community  benefits  include  job  skills  trai ning  program  for  food service/culinary arts. Employment clients will be placed in employment within the community.

G. Architectural drawings attached
Rancho Cordova RFP

4. Project Description
Parcel B

H. “Family Housing” – The formal project name will be determined upon RFP award selection. We will go through a detailed naming process.

I. Parcel B (APN# 067‐0010‐093). SE corner of Schirra Ave and Bleckley St., Mather, CA 95655

Amenities
 Bus Stop –Bleckley St. and Schirra Ave
 Hospital – Mather VA Hospital ‐ 10535 Hospital Way, Mather, CA 95655/ Kaiser ‐ 10725 International Dr, Rancho Cordova, CA 95670
 Grocery/Farmers' Market ‐ 10535 Hospital Way, Mather, CA 95655  Park ‐ Mather Sports Center ‐ 3755 Schriever Ave, Mather, CA 95655  Pharmacy – CVS ‐ 3301 Zinfandel Dr, Ran cho Cordova, CA 95670/ Mather VA  School – Navigator Elementary ‐ 10679 Bear Hollow Dr, Rancho Cordova, CA 95670  Library – Rancho Cordova Library ‐ 9845 Folsom Blvd, Sacramento, CA 95827

J. The housing on Parcel B is proposed to be 74 units of LIHTC Family housing. This site will be a family housing site with preference for
veterans, but no restrictions.

K. The project proposed on Parcel B will consist of a LIHTC family project composed of a total of 74 units. The unit mix will consist of 31 one bedrooms, 22 two‐bedrooms, and 21 three‐bedrooms units. One of the two‐ bedroom units will be set aside for an on‐site managers unit.

Unit Type  Unit Count  AMI
One Bedroom  2  30%
Two Bedroom  3  30%
Three Bedroom  3  30%
One Bedroom  15  50%
Two Bedroom  6  50%
Three Bedroom  5  50%
One Bedroom  13  60%
Two Bedroom  12  60%
Three Bedroom  13  60%
One Bedroom   1  Staff Unit
Two Bedroom  1  Manager’s Unit
Total Units  74

14 ITEM 19.2.

ATTACHMENT 5

L. Total project costs, total units, and cost per unit ‐ Please reference the attachment in “Section 7. Sources and Uses of Funds” for a detailed cost breakout.

The costs listed below for each project are estimated costs. If we are selected to proceed with this project, we will work with the local municipality to contain costs with value‐engineering options and alternative construction methods.

The Total Development Co
st is $60,644,209. The cost per unit is $819,516.  This includes structured and surface parking areas.

M. Applicable project amenities, services, community benefits, and/or any other relevant project information.

Amenities – The amenities offered at this site will include laund ry hook‐ups, community room with community kitchen, computer lab/studio and fitness room.  There will also be (2) two internal protected courtyard areas: (1) offers outdoor active gathering zones for children and families, and (2) offers an alternative for an outdoor quiet seated area with community garden.

Services – There will be services offered at this site for all the residents that will align with the LIHTC
requirements. The services may include health and wellness benefits classes, financial education, and a case manager. The programming for the services will be finetuned when it is time to submit the TCAC application.

Community Benefits – This project will bring muc
h needed affordable family housing to Mather/Rancho
Cordova.

Energy Efficiencies ‐ VOA is committed to creating sustainable projects.  As such, the proposed development will adhere to Energy Efficiency Standards, such as the following:

High SEER rated AC Condensers  Energy Efficient Windows  Energy Star Rated Appliances Water Conserving Fixtures  Energy Efficient Water Heaters  Energy Star Rated Light Fixtures LED Lighting  Universal Accessible Design  Occupancy Sensors, Daylight Sensors, Timers Note:  In  addition  to  the  abov
e,  VOANS  is  also  interested  in  exploring  additional  opportunities  for  energy  efficiencies through systems such as photo‐voltaic roof panels and other related energy footprint reductions.

N. Architectural drawings attached.
15 ITEM 19.2.

ATTACHMENT 5

16 ITEM 19.2.

ATTACHMENT 5

17 ITEM 19.2.

ATTACHMENT 5

18 ITEM 19.2.

ATTACHMENT 5

19 ITEM 19.2.

ATTACHMENT 5

20 ITEM 19.2.

ATTACHMENT 5

Rancho Cordova RFP

5. Project Expected Timeline
Parcel A – Permanent Supporti
ve Housing
Milestone  Date  Key Prerequisite
Milestone/Contingency
Rancho Cordova RFP Award   ~Oct./Nov. 2022
Development Agreement
Executed between City of Rancho
Cordova and Developer
~ Nov. 2022 ‐ RFP Award
Submission of gap funding
applications (Homekey/AHP)
February‐December
2023
‐ Executed Development Agreement
‐ Environmental Reports
Submission of LIHTC Application  March 1, 2024 ‐   Executed Development Agreement ‐ Environmental Reports
‐ Entitlements
LIHTC Award  July 2024
Finance Closing/Const. Start   December 2024 ‐   GC Contract Executed ‐ Building Permits
Initiate Marketing/Rent‐Up  March 2026
Construction Completion  June 2026
Full Occupancy  August 2026
Parcel A – Transition
al Housing
Milestone  Date  Key Prerequisite
Milestone/Contingency
Rancho Cordova RFP Award   ~Oct./Nov. 2022
Development Agreement
Executed between City of Rancho
Cordova and Developer
~ Nov. 2022 ‐ RFP Award
Philanthropic Fundraising   Nov. 2022 – Dec.
2023
‐ Executed Development Agreement
Gap funding applications   Nov. 2022 – Dec.
2023
Construction Start   Dec. 2023 ‐   Fundraising of all construction and operating funds
‐Entitlements
Initiate Marketing/Rent‐Up  March 2025
Construction Completion  June 2025
Full Occupancy  August 2025
21 ITEM 19.2.

ATTACHMENT 5

Parcel A – Community Ki
tchen
Milestone  Date  Key Prerequisite
Milestone/Contingency
Rancho Cordova RFP Award   ~Oct./Nov. 2022
Development Agreement
Executed between City of Rancho
Cordova and Developer
~ Nov. 2022 ‐ RFP Award
Philanthropic Fundraising   Nov. 2022 – Dec.
2023
‐ Executed Development Agreement
Construction Start  January 2024 ‐   Fundraising of all construction and operating funds
‐Entitlements
Construction Completion  January 2025
Parcel B – LIHTC Family
Milestone  Date  Key Prerequisite
Milestone/Contingency
Rancho Cordova RFP Award   ~Oct./Nov. 2022
Development Agreement
Executed between City of Rancho
Cordova and Developer
~ Nov. 2022 ‐ RFP Award
Submission of gap funding
applications (HOME/AHP)
~February 2023 ‐   Executed Development Agreement
‐ Environmental Reports
Submission of LIHTC Application  March 1, 2023 ‐   Executed Development Agreement ‐ Environmental Reports
‐ Entitlements
LIHTC Award  July 2023
Finance Closing/Const. Start   December 2023 ‐   GC Contract Executed ‐ Building Permits
Initiate Marketing/Rent‐Up  March 2025
Construction Completion  June 2025
Full Occupancy  August 2025
22 ITEM 19.2.

ATTACHMENT 5

Rancho Cordova RFP – Section 6. ‐ Environmental and Entitlements If Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) is selected by the City of Rancho Cordova to proceed with this project development, they will conduct a full environmental review of both Parcels A and B. This will include all necessary reports needed for a full NEPA.

Regarding the entitlements, VOA‐NCNN and Volunteers of America National Services (VOANS) will work with the local municipality to submit all necessary documentation to get the projects entitled. This will be done  in  different  timelines,  please  refer  to  attachment  “5.  Project  Expected  Timeline”  for  a  detailed breakout of the timelines for finance application submittals and entitlements.

Rancho Cordova RFP – Section 8. ‐ Conflict of Interest Statement There is an identity of interest between Volunteers of America Northern California & Northern Nevada (VOA‐NCNN) and Volunteers of America National Services (VOANS) as they both are affiliated under the Volunteers of America umbrella.

VOA‐NCNN will be the lead developer for the Parcel A project, and VOANS will be the lead developer for the Parcel B project. VOA‐NCNN will be the property manager and lead service provider for the projects on both parcels.

The City does not need to grant any conflict waiver as the relationship between  VOA‐NCNN and VOANS will not create a create a conflict of interest, nor have any legal implications, for the proposer or the City.

Rancho Cordova RFP – Section 9. ‐ Exceptions
N/A
VOA – NCNN has followed all RFP guidelines and is not requesting any exceptions to the requirements. 23 ITEM 19.2.

ATTACHMENT 5

Rancho Cordova RFP

7. Sources and Uses of Funds
The costs listed below are estimated costs. If we are selected to proceed with this project, we will work with the local municipality to contain costs with value‐engineering options and alternative construction methods.

Permanent Supportive Housing – Parcel A – 44 units ‐ At this time, the only assumed committed sources of fundi ng are the ARPA funds, and land donation. The remaining sources will be pursued if we are selected to proceed with this project.

Permanent Supportive Housing
Sources of Funds ‐ Permanent   Cost Per Unit
AHP  $440,000   $      10,000
ARPA ‐ Rancho Cordova  $2,000,000   $      45,455
HOME Loan  $1,000,000   $      22,727
Accrued/Deferred Interest ‐ HOME Loan  $35,173   $       799 HCD Gap Loan  $4,094,978   $      93,068
Donated Land  $1,000,000   $      22,727
Capital Contribution ‐ Limited Partner  $15,130,007   $     343,864 Total Uses of Funds  $23,700,158  $538,640
Uses of Funds
Land Costs/Acquisition   $1,000,000   $      22,727
Off‐site Improvements   $250,000   $      5,682
New Construction Hard Costs  $14,000,011   $     318,182 Soft Costs  $5,576,050   $     126,728
Developer Fee  $2,500,000   $      56,818
Costs of Issuance (Financing Fees)   $374,097   $      8,502 Total Uses of Funds  $23,700,158  $538,640
Community Commercial Kitchen – Parcel A ‐ At this ti
me, VOA‐NCNN is still pursuing the funds to construct the community commercial kitchen.

Community Commercial Kitchen
Sources of Funds ‐ Permanent   Cost Per Unit
Philanthropic Fundraising   $3,156,700   $      3,156,700 Total Uses of Funds  $3,156,700  $3,156,700
Uses of Funds
New Construction Hard Costs  $3,006,700   $      3,006,700 Soft Costs  $150,000   $     150,000
Total Uses of Funds  $3,156,700  $3,156,700
24 ITEM 19.2.

ATTACHMENT 5

Transitional Housing – Parcel A – 80 units
At this time, the only committed sources of funding is the Veterans Grant Program funds. The remaining sources will be pursued if we are selected to proceed with this project. Commitment letter attached.

Transitional Housing
Sources of Funds ‐ Permanent   Cost Per Unit
AHP  $800,000   $     10,000
Veterans Grant Program  $2,745,000   $     34,313
Philanthropic Fundraising   $26,535,000   $    331,688
Total Uses of Funds  $30,080,000  $376,000
Uses of Funds
New Construction Hard Costs  $22,480,000   $    281,000 Soft Costs  $7,600,000   $     95,000
Total Uses of Funds  $30,080,000  $376,000
LIHTC Family Housing – Parcel B – 74
units
At  this  time,  the  only  assumed  committed  sources  of  funding  are  the  ARPA  funds,  and  land  donation.  The  remaining sources will be pursued if we are selected to proceed with this project.

LIHTC Family Housing
Sources of Funds ‐ Permanent   Cost Per Unit
Conventional Perm Loan ‐ A Tranche  $3,271,000   $     44,203 AHP  $740,000   $     10,000
ARPA ‐ Rancho Cordova  $2,000,000   $     27,027
HOME Loan  $1,000,000   $     13,514
Accrued/Deferred Interest ‐ HOME Loan  $35,173   $       475 HCD Gap Loan  $7,287,602   $     98,481
Deferred Developer Fee  $4,782,885   $     64,634
Donated Land  $2,000,000   $     27,027
Capital Contribution ‐ Limited Partner  $39,527,548   $    534,156 Total Uses of Funds  $60,644,208  $819,516
Uses of Funds
Land Costs/Acquisition   $2,000,000   $     27,027
Off‐site Improvements   $250,000   $      3,378
New Construction Hard Costs  $39,922,968   $    539,500 Soft Costs  $10,476,554   $    141,575
Developer Fee  $7,282,885   $     98,417
Costs of Issuance (Financing Fees)   $711,801   $      9,619 Total Uses of Funds  $60,644,208  $819,516
25 ITEM 19.2.

ATTACHMENT 5

VA Grant for Transitional Housing Project
26 ITEM 19.2.

ATTACHMENT 5

City Council Staff Report – Page 1 of 2
\

MEMORANDUM
ITEM 19.3.

DATE:October 17, 2022
TO:Honorable Mayor and Council Members
FROM:Kim Juran-Karageorgiou,
Administrative Services Director
SUBJECT: FISCAL YEAR 2021-22 PRELIMINARY YEAR-END FINANCIAL REPORT AND

A RESOLUTION AUTHORIZING BUDGET AMENDMENT
____________________________________________________________________________

RECOMMENDATION
Receive the Fiscal Year 2021-22 Preliminary Year-End Financial Report and Adopt the Proposed Budget Amendment Resolution.

RESULT OF RECOMMENDED ACTION
The Fiscal Year 2021-22 Preliminary Year-End Financial Report provides the City Council with the City's unaudited financial performance for the end of the most recent fiscal year. The proposed budget amendment will adjust the budget to account for revenues and expenditures that were not anticipated when the original budget was adopted.

BACKGROUND
The City Council approved Operating Budget serves as the annual plan and resource allocation that guides and ensures implementation of City Council policies and priorities. The budget implements the vision and direction for the range of services that meet the needs of the community.

The City’s General Fund, which is the main operating fund for the City ended the 2021-22 fiscal year on a positive note with a year-end surplus. Overall, City revenues continued their upward trend with the General Fund once again obtaining an all-time high. General Fund expenditures ended the year right below the adopted budget. The attached Fiscal Year 2021-22 Preliminary Year-End Financial Report (Attachment 1) provides the revenue and expenditure summary for the General Fund, the City’s primary operating fund. It is important to note that these numbers are preliminary and may change as the City completes the Fiscal Year 2021-22 audit process over the next month.

General Fund
Fiscal Year 2021-22 General Fund revenues ended the year at $68.6 million, the highest level that General Fund revenues have reached and a nearly 7% jump over the prior fiscal year. This record revenue level was driven by the continuing high level of new growth in the City over the past fiscal year and a quicker and more robust post pandemic recovery than anticipated. This

City Council Staff Report – Page 2 of 2
resulted in sales tax surpassing the budget by $2.3 Million, property transfer tax coming in $400,000 over budget, and building permit revenues surpassing the budget by $1.5 million. In addition, FEMA reimbursements of COVID-19 expenditures, most notably the Great Plates program, also contributed to these higher than anticipated revenues with $2.3 million one-time reimbursements being received. These higher than anticipated revenues were offset by a significant Fair Market Value (FMV) loss for the City’s investment portfolio of $4.7 million. It is important to note that the FMV adjustment is a Government Accounting Standards Board (GASB) accounting entry at fiscal year end to show the value of the City’s investment portfolio as compared to market conditions and not an actual loss of cash. This is due to the fact that the City holds its investments to maturity and does not sell investments at a loss. However, during times in which interest rates rise rapidly, as they have done in recent months, the value of the City’s investments (held at lower interest rates) is devalued and results in a market value portfolio loss.

The 2021-22 General Fund expenditures ended the year at just under $65 million, which is just below the 2021-22 expenditure budget. Due to the higher than anticipated revenues, the preliminary General Fund budget surplus at fiscal year-end totals $3.6 million. In accordance with the City’s reserve policy, this surplus will be allocated with 50% ($1.8M) going to the Capital Facilities Fund and 50% ($1.8M) going to the Infrastructure Fund. If the proposed budget amendment for the General Fund is adopted (described below), these reserve amounts would decrease by $400,000 respectively.

Community Enhancement & Investment Fund
Community Enhancement & Investment Fund sales tax revenues are generated through Measure H and Measure R, the City’s two ½ cent add-on sales tax measures. Revenues for both Measure H and Measure R totaled $11.8 million for each measure respectively, which is $600,000 above the amended Measure H budget and $1.8 million above the original Measure R budget. There is a proposed budget amendment that would allow for these excess revenues be set aside for anticipated property acquisitions to be made in Fiscal Year 2022-23.

FISCAL IMPACT
The proposed budget amendment for the General Fund would increase revenues by $3.6 million to $68.6 million and increase expenditures by $800K to $65.8 million. The proposed budget amendment for General Fund expenditures would provide additional expenditure authority to cover costs related to the construction of the Rancho Cordova Youth Center. The remaining surplus will be an automatic budget amendment in accordance with the City’s Reserve Policy for transfers out to the Capital Facilities Fund and Infrastrucuture Fund.

The other proposed budget amendments in various special revenue, capital, enterprise, and internal service funds adjust the budget for additional revenues, expenditures, and depreciation costs that were not anticipated in the orginal budget.

ATTACHMENT(S)

1. Fiscal Year 2021-22 General Fund Financial Summary

2. Resolution

3. Exhibit A to the Resolution – Budget Amendments

4. Presentation

Revenues 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget Taxes
Property Taxes 16,010,748 17,153,074 1 8,363,685 1 9,563,172 2 0,693,491 2 1,038,442 2 1,448,962 Sales Tax 15,205,165 16,145,248 1 6,653,873 2 0,163,561 1 8,920,616 2 1,231,120 1 9,412,381 Transient Occupancy Tax 3,984,490 4,315,525 2 ,957,138 2 ,744,479 3 ,600,000 3 ,863,347 4 ,200,000 Utility Users Tax 3,835,713 3,450,030 3 ,361,479 3 ,558,252 3 ,308,333 3 ,522,614 3 ,281,250 Other Taxes 2,368,054 2,534,195 2 ,674,735 2 ,805,911 2 ,786,253 3 ,307,617 2 ,834,492 Taxes Subtotal 41,404,171 43,598,073 4 4,010,910 4 8,835,374 4 9,308,693 5 2,963,141 5 1,177,085 Franchise Fees
Cable Franchise Fee 550,502 489,260 4 93,235 4 58,703 4 75,000 5 70,376 4 65,000 PG&E Franchise Fee 114,822 97,421 1 15,785 - 1 12,500 1 41,999 1 15,000 Other Franchise Fees 223,626 98,306 2 18,403 1 82,147 2 20,000 1 67,035 2 20,000 Solid Waste Franchise Fee 1,227,744 1,373,404 1 ,368,059 1 ,395,547 1 ,448,200 1 ,577,789 1 ,520,900 Franchise Subtotal 2,116,694 2,058,391 2 ,195,482 2 ,036,397 2 ,255,700 2 ,457,198 2 ,320,900 Licenses, Permit, & Fees
Building Permits 2,289,188 2,372,857 3 ,531,785 3 ,901,242 3 ,050,000 4 ,559,696 2 ,950,000 Business License 396,899 432,102 3 93,699 3 78,336 3 92,800 4 03,019 3 92,800 Rental Housing License 172,591 167,499 1 49,218 2 29,466 2 25,000 2 00,196 2 25,000 Animal License 76,856 76,288 7 5,344 6 0,438 7 5,000 5 8,753 7 5,000 Misc. Permits & Fees 242,455 205,252 2 54,624 2 28,759 2 17,809 2 15,150 2 41,809 Licenses, Permit, & Fees Subtotal 3,177,989 3,253,997 4 ,404,670 4 ,798,240 3 ,960,609 5 ,436,814 3 ,884,609 Fines and Forfeitures
Traffic Citations 87,779 54,218 5 2,205 4 9,201 5 2,000 3 5,687 5 2,000 Parking Fines 128,661 111,101 7 5,767 3 6,446 1 25,000 6 1,123 1 25,000 Code Enforcement Fines 188,909 574,109 3 28,211 4 20,968 3 25,000 1 30,990 3 25,000 Other Fines 1,144,603 1,019,892 8 48,773 8 16,512 1 ,060,100 5 78,751 1 ,060,100 Fines and Forfeitures Subtotal 1,549,953 1,759,319 1 ,304,956 1 ,323,127 1 ,562,100 8 06,550 1 ,562,100 Use of Money and Property
Real Property Leases - 495,331 4 36,407 4 48,112 2 49,000 4 93,730 1 21,000 Investment Earnings 501,253 1,320,395 2 ,700,134 ( 1,133,270) 3 28,000 ( 4,724,933) 3 75,000 Use of Money and Property Subtotal 501,253 1,815,726 3 ,136,541 (6 85,158) 5 77,000 (4 ,231,203) 4 96,000 Intergovernmental 483,437 742,246 1 ,092,458 2 ,468,747 8 3,500 2 ,891,354 8 3,500 Charges for Services 3,307,486 4,404,969 5 ,000,760 4 ,916,132 5 ,463,524 6 ,462,799 5 ,514,278 Transfers In 100,000 276,048 2 79,984 2 39,024 1 ,700,000 1 ,700,000 1 ,900,000 Other Revenues 96,355 83,413 9 5,959 2 25,746 9 3,000 1 75,623 9 4,000 Total General Fund Revenues 52,737,338$ 57,992,183$ 61,521,723$ 64,157,628$ 65,004,126$ 68,662,277$ 67,032,472$ Expenditures
Personnel Costs 6,743,728 8,061,213 8 ,635,985 9 ,179,523 1 1,728,976 1 0,990,696 1 2,247,973 Professional & Contract Services 24,816,546 26,251,324 2 7,917,053 2 8,862,813 3 2,438,172 3 1,970,058 3 3,151,109 Debt Service 8,632,032 9,060,042 9 ,321,866 9 ,617,177 9 ,719,844 9 ,719,844 1 0,163,569 Operations 3,796,601 3,243,170 2 ,859,847 6 ,605,085 3 ,612,584 3 ,622,367 3 ,743,911 Transfers Out 5,640,552 10,527,720 8 ,418,400 9 ,198,929 7 ,483,961 7 ,554,498 7 ,483,001 Capital Outlay 2,788,834 178,327 9 94,923 3 13,052 - 1 ,073,579 - Total General Fund Expenditures 52,418,293$ 57,321,797$ 58,148,075$ 63,776,579$ 64,983,537$ 64,931,040$ 66,789,563$ Revenues Over Expenditures 319,045$ 670,386$ 3 ,373,648$ 3 81,049$ 2 0,589$ 3 ,731,237$ 2 42,909$ General Fund Financial Summary
ITEM 19.3.

ATTACHMENT 1

ITEM 19.3. ATTACHMENT 2 Resolution No. XX-2022 Page 1 of 2

CITY OF RANCHO CORDOVA
RESOLUTION NO. XX-2022

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CORDOVA AMENDING THE FISCAL YEAR 2021-22 OPERATING BUDGET

RECITALS
WHEREAS, the City Manager has submitted to the City Council of Rancho Cordova a Fiscal Year 2021-22 Proposed Budget; and
WHEREAS, after examination, deliberation and due consideration, the City Council has approved the same with the passage of Resolution No. 76-2021; and WHEREAS, to keep the budget current it becomes necessary to amend the budget and various schedules on a periodic basis as events necessitate; and WHEREAS, the Fiscal Year 2021-22 will be amended as shown on the attached Exhibit A:

DECISION
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Rancho Cordova as follows:

1. The Fiscal Year 2021-22 Adopted Budget is hereby amended to incorporate the adjustments on the attached Schedule of Proposed Budget Amendments.

2. That the amounts stated in the Schedule of Proposed Budget Amendments shall become and thereafter be appropriated to funds stated therein and said monies are hereby appropriated; and

3. The City Manager is authorized to approve expenditure adjustments within individual funds so long as the total appropriated within each major fund is not exceeded.

PASSED AND ADOPTED by the City Council of the City of Rancho Cordova on the 17 th day of October, 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ITEM 19.3. ATTACHMENT 2 Resolution No. XX-2022 Page 2 of 2
____________________________
Donald Terry, Mayor
ATTEST:

Stacy Leitner, CMC
City Clerk

Fund Fund Name
Adopted
Revenue
Budget
Proposed
Adjustment
Proposed
Final Revenue
Budget Description of Adjustment
1000 General Fund 65,004,125 3,658,152 68,662,277 Increase in sales tax & commercial building permits 1100 Community Enhancement 10,000,000 1,831,783 11,831,783 Increase in sales tax revenue 1200 Measure R 10,000,000 1,804,806 11,804,806 Increase in sales tax revenue 2244 SD Park Impact Fees 6,321,492 1,621,000 7,942,492 Impact fee credits 2245 SD Supp. Offsite Water Impact 113,000 600,000 713,000 Additional development activity & Impact fee credits 2280 Cap Vill Park Dev Fee - 12,000 12,000 Interest Earnings 2295 Tree Program Fund - 47,000 47,000 In lieu fee 2320 State Grants 1,235,400 3,800,000 5,035,400 Zinfandel Complex Phase I funding reclassed from Fed to State grant
2325 ARPA - 2,000,000 2,000,000 The recognition from deferred revenue for the land purchase
3100 Capital Facilities - 48,000 48,000 Interest Earnings 3200 Infrastructure - 19,000 19,000 Interest Earnings 3400 Community Enhancement Capital - 89,000 89,000 Interest Earnings 3500 Measure R Capital Fund - 16,000 16,000 Interest Earnings 5200 Kilgore Cemetery Endow. Care - 1,500 1,500 plot sales 8110 Local Housing Trust Fund 50,000 650,000 700,000 Affordable Housing Fees Fund Fund Name
Adopted
Expenditure
Budget
Proposed
Adjustment
Proposed
Final
Expenditure
Budget Description of Adjustment
1000 General Fund 64,983,537 800,000 65,783,537 Transfer for Rancho Cordova Youth Center construction 1100 Community Enhancement 11,200,000 600,000 11,800,000 Set aside for property acquisition 1200 Measure R 11,950,000 1,800,000 13,750,000 Set aside for property acquisition 2200 Comm. Facilities Impact Fee 415,940 14,000 429,940 Increase in the City's administrative fee 2204 Library Impact Fees 16,015 3,000 19,015 Increase in the City's administrative fee 2244 SD Park Impact Fees 237,056 1,621,000 1,858,056 Impact fee credits 2245 SD Supp. Offsite Water Impact 500,000 140,000 640,000 Impact fee credits 2320 State Grants 1,000,584 3,800,000 4,800,584 Zinfandel Complex Phase I funding reclassed from Fed to State grant
2325 ARPA - 2,240,000 2,240,000 Purchases of PPE, COVID events and land purchase 2560 Rancho Cordova Lighting Dstrct 455,000 5,000 460,000 Increased cost of electricity 2800 CFD 2013-2 Police Services 600,000 5,000 605,000 CFD administrative costs 4000 Debt Service 1,323,895 3,000 1,326,895 Banking Fees 7400 Insurance 516,722 69,000 585,722 increased premiums and claims Exhibit A
City of Rancho Cordova
Proposed Budget Amendments
Fiscal Year 2021-22
ITEM 19.3.

ATTACHMENT 3
Exhibit A to the Resolution

1 FY 2021-22 Preliminary Year-
End Financial Report
October 17, 2022
CityOfRanchoCordova.org
ITEM 19.3.

ATTACHMENT 4

2 Fiscal Year 2021-22 Financial Year in Review
• Robust economy coming out of COVID lockdowns resulted in qu
icker economic recovery than anticipated
• New growth and development in the City continues to lead to all tim
e highs for revenues and expenditures
• City revenues and expenditures continue to be impacted by C
OVID-19 related activities
ITEM 19.3.

ATTACHMENT 4

3 General Fund Revenues - Taxes
Revenues 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Actual 2021- 22 Budget 2021-22 Actual Taxes
Property Taxes 16,010,748 17,153,074 18,363,685 19,563,172 20,693,491 21,038,442 Sales Tax 15,205,165 16,145,248 16,653,873 20,163,561 18,920,616 21,231,120 Transient Occupancy Tax 3,984,490 4,315,525 2,957,138 2,744,479 3,600,000 3,863,347 Utility Users Tax 3,835,713 3,450,030 3,361,479 3,558,252 3,308,333 3,522,614 Other Taxes 2,368,054 2,534,195 2,674,735 2,805,911 2,786,253 3,307,617 Taxes Subtotal 41,404,171 43,598,073 44,010,910 48,835,374 49,308,693 52,963,141 ITEM 19.3.

ATTACHMENT 4

4 General Fund Revenues
Revenues 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020- 21 Actual 2021-22 Budget 2021-22 Actual Taxes 41,404,171 43,598,073 44,010,910 48,835,374 49,308,693 52,963,141 Franchise Fees 2,116,694 2,058,391 2,195,482 2,036,397 2,255,700 2,457,198 Licenses, Permit, & Fees 3,177,989 3,253,997 4,404,670 4,798,240 3,960,609 5,436,814 Fines and Forfeitures 1,549,953 1,759,319 1,304,956 1,323,127 1,562,100 806,550 Use of Money and Property 501,253 1,815,726 3,136,541 (685,158) 577,000 (4,231,203) Intergovernmental 483,437 742,246 1,092,458 2,468,747 83,500 2,891,354 Charges for Services 3,307,486 4,404,969 5,000,760 4,916,132 5,463,524 6,462,799 Transfers In 100,000 276,048 279,984 239,024 1,700,000 1,700,000 Other Revenues 96,355 83,413 95,959 225,746 93,000 175,623 Total General Fund Revenues 52,737,338$ 57,992,183$ 61,521,723$ 64,157,628$ 65,004,126$ 68,662,277$ ITEM 19.3.

ATTACHMENT 4

5 General Fund Expenses
Expenditures 2017-18 Actual 2018-19 Actual 2019- 20 Actual 2020-21 Actual 2021-22 Budget 2021-22 Actual Personnel Costs 6,743,728 8,061,213 8,635,985 9,179,523 11,728,976 10,990,696 Professional & Contract Services 24,816,546 26,251,324 27,917,053 28,862,813 32,438,172 31,970,058 Debt Service 8,632,032 9,060,042 9,321,866 9,617,177 9,719,844 9,719,844 Operations 3,796,601 3,243,170 2,859,847 6,605,085 3,612,584 3,622,367 Transfers Out 5,640,552 10,527,720 8,418,400 9,198,929 7,483,961 7,554,498 Capital Outlay 2,788,834 178,327 994,923 313,052 - 1,073,579 Total 52,418,293$ 57,321,797$ 58,148,075$ 63,776,579$ 64,983,537$ 64,931,040$ ITEM 19.3.

ATTACHMENT 4

6 General Fund Year-End Snapshot
2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Actual 2021-22 Budget 2021-22 Actual Revenues 52,737,338 57,992,183 61,521,723 64,157,628 65,004,126 68,662,277 Expenses 52,418,293 57,321,797 58,148,075 63,776,579 64,983,537 64,931,040 Revenues Over Expenditures 319,045 670,386 3,373,648 381,049 20,589 3,731,236 Proposed General Fund Budget Amendment to transfer $800K of surplus for completion of Rancho Cordova Youth Center
Remaining General Fund Surplus of $2.9 million would be allocated in accordance with Reserve Policy:
• 50% C apital Facilities Fund
• 50% Infrastructure Fund
ITEM 19.3.

ATTACHMENT 4

7 Community Enhancement & Investment Fund
Fiscal Year 2021-22 Overview
• Measure H Budget: $11.2 Million Act ual Revenues: $11.8 Million • Measure R Budget: $10 Million Act ual Revenues: $11.8 Million Staff Recommendation/Proposed Budget Amendment to allocate $2.4 Million in additional revenues as a set aside for anticipated property acquisitions to occur in the current fiscal year ITEM 19.3.

ATTACHMENT 4