Santa Monica City Council
December 17, 2024

Euclid, Fourteenth & Sixteenth Streets
Affordable Housing Development
Request for Proposals
City of Santa Monica
September 2023
kdA
Chapter 1
Cover Letter

1.1 Cover Letter 7
Chapter 2
Development Team

2.1 Our Team 11

2.2 About HCHC 12

2.3 HCHC Development Experience 13

2.4 The People Concern 18

2.5 kevin daly Architects 20

2.6 Morley Builders 22
Chapter 3
Development Concept

3.1 Project Objectives 25

3.2 Vision & Concept 26

3.3 Services Concept 30

3.4 Conceptual Design 34

3.5 Transportation & Parking 60

3.6 Urban Context & Entitlements 65

3.6 Sustainability 68

3.7 Schedule 70
Table of Contents
Chapter 4
Community Involvement Plan

4.1 Identifying Stakeholders 75

4.2 Outreach Strategy 76

4.3 References 78
Chapter 5
Financing Strategy

5.1 Funding Sources Statement 81

5.2 Cost Control Strategies 89

5.3 Annotated Pro Forma 90
Chapter 6
Financial Capacity & Experience

6.1 Financial Capacity 103

6.2 HCHC Portfolio 118

6.3 kdA Portfolio 124

6.4 Morley Builders Portfolio 132
Appendix A
Lead Developer Information: Articles of
Incorporation, Certificate of Good Standing,
Bylaws, Statement of Information, & TaxExempt Status
Appendix B
HCHC Org Chart
Appendix C
HCHC Key Personnel & Resumes
Appendix D
kdA Key Personnel & Org Chart
Appendix E
Morley Personnel
Appendix F
The People Concern Personnel
& Org Chart
Appendix G
HCHC Financial Capacity, 2020 - 2022
Appendix H
Supportive Services Plan, Letter of
Commitment, Supportive Services Budget,
& DHS Funding Commitment
Appendix I
Supportive Services Evidence of
Success
Appendix J
Development Pro Forma
Appendix K
HCHC Portfolio of Developments
Appendix L
HCHC Portfolio of Service Partnerships
and Financing
Appendix M
HCHC Portfolio of All Project
Financing Sources Including 4% & 9%
Developments
Appendix N
HCHC Portfolio of Federal Subsidies
Appendix O
Portfolio of HCHC Loans
Appendix P
Architectural Plans
Appendices
kdA
Hollywood Community Housing Corporation
7 September 15, 2023
Ms. Ayala Scott
Senior Development Analyst
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Re: City of Santa Monica RFP for properties located at 1217 Euclid Street, 1211 – 1217 Fourteenth Street and 1146 Sixteenth Street Dear Ms. Scott:

It is with great pleasure that we submit our proposal for the creation of 130 units of affordable and permanent supportive housing (PSH) on three city-owned parking lots. The “we” includes professionals from four organizations who have decades of experience and authentic connections to Santa Monica. Hollywood Community Housing Corporation (HCHC), as the nonprofit developer and owner, will be responsible for the development and long-term operation of these sites and is the lead contact for this proposal. Our partners include Kevin Daly Architects (kdA), Morley Builders (Morley), and The People Concern (TPC).

Ultimately, every development team member views this as a long-term partnership with the City of Santa Monica. Every team member is committed to the creation of beautifully designed and thoughtfully managed affordable housing. This team is aligned with the City’s progressive values and long-term commitment to addressing the housing needs of all people.

I personally developed a deep appreciation for Santa Monica when I had the opportunity to serve as the Executive Director of Community Corporation of Santa Monica (CCSM) from 2011 to 2016. While at CCSM, we partnered with kdA, who designed one of my favorite buildings, Broadway Affordable Housing, whose image is included in the RFP. Soon after moving to HCHC, I partnered again with kdA on another award-winning building called Gramercy Place Apartments.

Similar to this proposal, Gramercy Place Apartments is on City-owned land and was awarded through an RFP process. HCHC entered into a ground lease with the City of Los Angeles and now the site is home to a 64-unit building that serves low-income households and people experiencing homelessness.

During my tenure with CCSM, we hired Morley Builders to construct several affordable housing developments including 430 Pico, 2802 Pico and High Place East and West. For this proposal, Morley provided construction estimating services, and will be invited to be considered as the ultimate general contractor once the project is out to bid. Based upon prior experience, we know that Morley will be an excellent partner to build high quality buildings, comply with City of Santa Monica requirements, and proactively address the concerns of neighbors who are impacted during the construction phase.

As proposed, TPC will provide intensive case management services (ICMS) for people experiencing homelessness. I got to know John Maceri, the CEO of TPC, when he was the Executive Director of Ocean Park Community Center (OPCC).

For this proposal, he put us in touch with TPC’s Chief Program Officer (and Santa Monica resident), Julie DeRose, who joined HCHC and kdA in meetings 5020 Santa Monica Blvd.

Los Angeles, CA 90029
Phone: 323.469.0710
Fax: 323.468.1800
hollywoodhousing.org
Board of Directors
Fr. Michael D. Gutierrez
President
Nisha N. Vyas
Vice President
Rayne Laborde Ruiz
Secretary
Rocky Collis
Treasurer
Elena Frias
Lynn Hansen
Cynthia Phung
Executive Director
Sarah Letts
Chapter 1 | Cover Letter
Chapter 1
Cover Letter
Hollywood Community Housing Corporation 9
Chapter 1 | Cover Letter
so we could think through details to ensure the design will support the provision of services to residents. In summary, if the City of Santa Monica chooses our proposal, they can rest assured they have selected a team of committed professionals who work very well together.

This proposal reflects our collective best thinking and deep understanding of both affordable housing and Santa Monica. We propose to develop 130 units of affordable housing that will count towards your Regional Housing Needs Assessment. We propose to include 40 units of permanent supportive housing (PSH) on the Euclid site because homes end homelessness – and 40 people experiencing homelessness in Santa Monica will have an opportunity to end their cycle of homelessness and access the services they may need.

This proposal also asks for the opportunity to work with the City to evaluate options for public parking. HCHC has experience in this realm through a City of Los Angeles owned site bounded by Venice Blvd to the north and south, Pacific Avenue to the west and Dell Avenue to the east (the “Venice Dell Community” or “VDC”). The proposed VDC project must replace 196 public parking spaces currently operated by the City’s Department of Transportation. Based upon this current experience, HCHC anticipates an iterative process with the City of Santa Monica to determine how many public parking spaces should be created and how to pay for it. Fortunately, Morley has been engaged to provide construction estimating services for VDC so they have current information for pricing for public parking facilities.

On behalf of kdA, Morley and TPC, we want to express our collective respect for the City of Santa Monica. You have a legacy of inclusiveness and innovation and we share those same values. We are grateful to be considered for this opportunity, and we hope the quality of our proposal reflects our commitment to do our best work and to be long term stakeholders in the Santa Monica community.

We invite you to reach out to our lead contact person for the proposal if you have any questions related to the information we have provided. The lead contact person for this proposal is:

Victoria Senna
Director of Housing Development
Hollywood Community Housing Corporation
5020 Santa Monica Boulevard
Los Angeles, CA
Phone: (323) 454-6211/[email protected]
Thank you so much for your consideration.

Sincerely,
Sarah Letts, Executive Director
Hollywood Community Housing Corporation
5020 Santa Monica Blvd., Los Angeles, CA 90029
Phone: 323-454-6210 / Email: [email protected] Chapter 2
Development Team
Hollywood Community Housing Corporation 11

2.1 Our Team
Chapter 2 | Development Team
10 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Morley Builders
Pre-Construction & Cost Estimating
Morley Builders brings a deep portfolio of over 150 multifamily projects, 30 of which provide affordable housing solutions to our community. With expertise in living communities and vast experience building in the local area, Morley is well-equipped to produce a state-of-the-art complex, in a timely and cost-effective manner. For over 75 years, Morley has made Santa Monica home and delivered nearly 50 projects of various types within the City.

The People Concern
Services Provider
One of Los Angeles County’s largest social services agencies, The People Concern was formed in 2016 in a merger of two trusted social service organizations based in Los Angeles County, Ocean Park Community Center and Lamp Community. Informed by more than 58 years of work in the community, TPC is a leading provider of evidence-based solutions to the multi-faceted challenges inherent in homelessness and domestic violence.

Kevin Daly Architects
Architect
kevin daly Architects, a leading architectural firm and design studio based in Los Angeles and New York City, is recognized for an extensive portfolio of housing and public buildings that advance award-winning contemporary design in everyday life. Across myriad residential projects, including multiple in Santa Monica, kdA has demonstrated a commitment to affordable, safe, healthy, and sustainable housing for all.

Hollywood Community Housing
Developer
Hollywood Community Housing Corporation (HCHC), the Proposer, is a 501(c)(3) non-profit corporation with over 30 years of experience developing and operating 100% affordable housing within Los Angeles County. HCHC is particularly proud of its experience in the city of Santa Monica, having recently completed Step Up on Colorado, also known as the Kaufmann Apartments.

Hollywood Community Housing Corporation 13

2.2 About Hollywood Community Housing
Lead Developer Information
Hollywood Community Housing Corporation
(HCHC), the Proposer, is a 501(c)(3) non-profit
public benefit corporation with over 30 years
of experience developing and operating 100%
affordable housing within Los Angeles County.

Established in 1989, HCHC began rehabilitating
and maintaining affordable housing in Hollywood
and adjacent neighborhoods, and quickly
gained expertise in developing service-enriched
housing, particularly housing for persons living
with HIV/AIDS. Since then, HCHC has expanded
its geographic boundaries and development
expertise to build a range of housing types
serving diverse communities throughout Los
Angeles County, including in Santa Monica.

Since its founding, HCHC has developed over
30 buildings across LA County with three
more under construction and several more in
pre-development.

HCHC is led by Executive Director Sarah Letts
with the mission to provide high-quality affordable
housing and resident services that transforms
lives and equitably revitalizes communities.

Our office is located at 5020 Santa Monica
Blvd, Los Angeles, 90029 in East Hollywood
and accommodates our housing development,
asset management, property management,
resident services, accounting, administration, and
fundraising teams. We are submitting this proposal
as the sole Proposer and Developer. HCHC does
not have affiliations with a parent corporation, but
the organization does have over 30 properties in
operation, most of which HCHC owns through
limited partnerships. If selected, HCHC will form
a limited partnership as the ultimate holder of the
leasehold interest in the proposed project with
HCHC serving as the managing general partner.

HCHC’s Articles of Incorporation and other
relevant organizational documents are included
as as Appendix A to this submittal.

HCHC Development Experience
HCHC solely develops and operates 100%
affordable housing for those earning at or
below 80% of area median income (AMI) in Los
Angeles County. The organization and its staff are
particularly adept at financing affordable housing
with public and private financing.

In the last five years alone, HCHC has funded eight
projects in LA County using 4% and 9% tax credits
from CTCAC and tax-exempt bonds from CDLAC.

These projects incorporated funding from both
local and state programs including:
• City of Los Angeles Housing Department
• Los Angeles County Development Authority
• Section 8 and VASH vouchers
• Federal Home Loan Bank’s Affordable
Housing Program
• Affordable Housing and Sustainable
Communities program (also being proposed
for this project)
• Multifamily Housing Program
• Veterans Housing and Homelessness
Prevention program
• California Housing Accelerator Program
• Housing for a Healthy California (National
Housing Trust Fund)
• Infill Infrastructure Grant Program
HCHC has also recently partnered with the City
of Los Angeles on two ground lease projects,
Gramercy Place Apartments and Venice Dell
Community. Gramercy Place Apartments was
also designed by kevin daly Architects (kdA). The
project proposed in this RFP has been tailored
to maximize competitiveness for state resources
that align with this RFP’s goals and priority
populations.

HCHC is particularly proud of its experience in
the city of Santa Monica and the development
of Step Up on Colorado, also known as the
Kaufmann Apartments. Located at 520 Colorado
Avenue in Santa Monica, Step Up on Colorado
provides 34 studio units on a 6,500 SF parcel
which is similar in size to the 1146 Sixteenth
Street parcel. The building was completed in
2015 and serves chronically homeless individuals.

Project pre-development efforts included
extensive community outreach and service plan
design to ensure residents feel at home in their
community and have access to a robust array
of intensive case management services. The
building includes ground-level gated parking and
achieved LEED Platinum certification. Since the
building was placed in service, we are proud of
the positive impact it has had on the surrounding
neighborhood and strong relationships we’ve
maintained with nearby businesses. HCHC’s other
west Los Angeles development includes Gateway
Apartments, completed in 2016 in nearby Marina
Del Rey. Gateway Apartments provides 21 onebedroom units for formerly homeless individuals

2.3 HCHC Development Experience
12 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 2 | Development Team Chapter 2 | Development Team Development Experience
Left Current HCHC Staff
Right Playground at Florence Mills Apartments
Chapter 2 | Development Team Chapter 2 | Development Team 14 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 15 Accessibility
HCHC strives to meet or exceed all design and
access requirements of the Americans with
Disabilities Act (ADA). On all of its projects HCHC
engages a certified access specialist (CASp) early
in the design phase. The CASp reviews drawings
during the design phase and conducts inspections
throughout construction. Buildings are designed
with accessibility in mind to ensure that tenants
with diverse accessibility needs can enjoy a
greater degree of independence. Additionally,
HCHC prioritizes partnering with experienced
architectural firms, including kdA, who specialize
in thoughtful affordable housing design to ensure
compliance with all design and accessibility
requirements from the project’s jurisdiction and
funding sources. Recently, HCHC and kdA teamed
up on the new construction project Gramercy
Place Apartments, a senior development with a
ground lease with the city of LA. Through close
coordination of kdA, the project’s CASp consultant,
and HCHC, the project successfully satisfied the
city’s rigorous accessibility review process for
senior developments.

Project Design
Encouraging thoughtful architectural design is
critical to developing safe and healthy buildings
in which residents can thrive. HCHC’s buildings
strive to maximize cross ventilation by employing
central courtyards and single-loaded corridors,
so the residents feel fresh air flow through their
units and minimize reliance on air conditioning. To
minimize sun and heat exposure for south facing
units, several of our buildings employ decorative
yet functional metal shade screens which lowers
internal unit temperatures. Our design teams also
assess existing architectural archetypes, color
and material schemes, and building heights within
the neighborhood to gain context for our projects
before proposing façade materials. HCHC’s goal
is to develop new buildings that complement
existing neighbors while paying homage to a
community’s history. Lastly, it is through landscape
design that HCHC ensures every building adds to
the beauty of its neighborhood while maintaining
an environmentally-conscious presence. HCHC’s
properties provide sustainable yet lush designs
through on-site inclusion of shade trees, fruit trees,
drought-tolerant decorative plantings, central
courtyards, community gardens, and attractive
outdoor spaces.

Table 2.3: HCHC Developments Completed 2018
Name Location Year
Completed
Target
Population
Number of Total
Units
AMI
Range
Average
Affordability
Palo Verde
Apartments
El Monte 2018 Homeless
Veterans,
General
Affordable
49 (25 reserved for
homeless veterans)
30% - 50% 39.4%
Paul Williams
Apartments
City of Los
Angeles
2019 Family 41 30% - 50% 45.5%
Coronel
Apartments
City of Los
Angeles
2019 Family 54 30% - 60% 41.5%
Stanford
Apartments
Compton 2020 Homeless,
General
Affordable
85 (53 reserved for
formerly homeless
households)
30% - 60% 36.3%
Florence Mills
Apartments
City of Los
Angeles
2021 Homeless
Veterans,
General
Affordable
74 (19 reserved for
homeless veterans)
30% - 60% 36.7%
Gramercy
Place
Apartments
City of Los
Angeles
2021 Senior,
Homeless
64 (31 for formerly
homeless seniors)
30% - 50% 35.5%
Palm Vista
Apartments
City of Los
Angeles
2023 General
Affordable,
Homeless
91 (44 homeless units, 28
of which are for those
with mental illness)
30% - 50% 37.5%
and was developed in partnership with Venice
Community Housing Corporation. The project
achieved LEED Platinum certification.

In addition to HCHC, the development team also
includes kevin daly Architects (kdA) as the Project
Architect, Morley Builders of Santa Monica as
the Predevelopment General Contractor, and
The People Concern of Los Angeles as the lead
Service Provider for intensive case management
services (ICMS) for the permanent supportive
housing (PSH) units. Contact information for
each Development Team member is provided
in Table 2.2. Resumes and Org Charts for each
Development Team are provided in Appendices.

As a mission-driven developer, 100% affordable
housing projects and several communityserving commercial spaces solely comprise HCHC’s portfolio. The organization provides
1,153 affordable units to low-income families,
seniors, people with disabilities, and households
experiencing homelessness. Additionally, HCHC’s
three projects under construction and others
in pre-development will soon add nearly 500
additional units to our total unit count and provide
housing for large families, low income households,
homeless individuals, and low-income artists.

HCHC’s proposal for the three Santa Monica
sites, described in more detail in the following
sections, includes 130 units of 100% affordable
housing of which 40 units will be permanent
supportive housing (PSH) for people experiencing
homelessness. The remainder of units will
be reserved for low-income individuals and
large families. HCHC’s portfolio illustrates the
organization’s commitment to providing housing
at or below 80% area median income (AMI) and
developing housing that meets the needs of a
diverse range of Angelenos. In the last five years,
HCHC has completed seven 100% affordable
rental buildings totaling 458 units rented to
homeless veterans, large families, low-income
seniors, individuals experiencing homelessness,
seniors experiencing homelessness, and lowincome individuals listed in Table 2.1.

Gramercy Place Apartments is a 64-unit building
serving senior and formerly homeless people
located in West Adams, holding a ground-lease
with the Los Angeles Housing Department (LAHD).

Table 2.1 HCHC Developments Completed Since 2018
Above Gramercy Place Apartments, completed in collaboration with kevin daly Architects 16 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 2 | Development Team Chapter 2 | Development Team Hollywood Community Housing Corporation 17
Community
HCHC’s development success is attributable to
the many community-based partnerships forged
over the years and the ability to incorporate
community aspirations into its projects. For more
than 30 years, HCHC has conducted community
engagement in the neighborhoods surrounding
its proposed affordable housing developments.

Carefully tailored community outreach strategies
have been refined to address complicated
project needs and reach diverse stakeholders
with sometimes disparate opinions and
objectives. This experience has enabled HCHC
to build support and goodwill among decision
makers and constituents and create sustained
partnerships with local agencies, neighborhood
councils and community groups. Because HCHC
is an accountable, accessible, responsive, and
responsible owner and operator of affordable
housing, a relationship of trust is established.

Table X: Development Team Contact Information
Name Title Organization Address Telephone Email Address Sarah
Letts
Executive
Director Hollywood
Community
Housing Corp.
5020 Santa Monica
Blvd, LA, CA 90029
(323) 454-
6210 [email protected]
Victoria
Senna
Director of
Housing
Development
(323) 454-
6207 [email protected]
Kevin Daly Principal Kevin Daly
Architects
3617 W Exposition
Blvd, LA, CA 90016
(310) 656-
3180 [email protected]
Ryan
Conroy Architect (310) 656-3180 [email protected] Jan Karl Vice President Morley Builders
3330 Ocean Park
Blvd, Santa Monica,
CA 90405
(310) 566-
9201 [email protected]
Julie
DeRose
Chief Program
Officer
The People
Concern
2116 Arlington Ave,
Suite 100, Los
Angeles, CA 90018
(310) 264-
6646 [email protected]
Victoria Senna
Director of Housing Development
Victoria Senna joined HCHC in 2017 and has close
to 20 years experience developing affordable
housing. She oversees all stages of affordable
housing development for the organization
including acquisition, entitlements, financing,
and construction. Victoria previously served as
Senior Project Manager at Gulf Coast Housing
Partnership (GCHP) in New Orleans where
she completed commercial and residential
transactions financed by multifamily housing
bonds, LIHTC, historic tax credits, HOME, CDBG
and conventional financing. Prior to her time at
GCHP, Victoria was a Project Manager for HCHC
from 2006 to 2010. Victoria’s detailed knowledge
of project financing opportunities and regulations
are integral to the success of this unique threesite proposal.

Sarah Letts
Executive Director
Sarah Letts is the agency’s chief executive,
responsible for the planning, acquisition and
development of new affordable housing and
mixed-use developments for low-income and
special needs households. Sarah leads the
operation and management of HCHC’s portfolio of
properties and oversees social service programs
for HCHC residents. Sarah joined HCHC as
Executive Director in 2016 and brings over 25 years
of affordable housing experience to the role. Prior
to HCHC, she held the role of Executive Director
of Community Corporation of Santa Monica for
five years; her experience developing housing
and realizing multiple community priorities in
Santa Monica is invaluable to this proposal.

Sarah’s career experience also includes serving
11 years at Fannie Mae where she focused on
debt financing for affordable rental housing and
projects financed with low-income housing tax
credits. She was responsible for investing over $2
billion in 300+ properties financed with LIHTCs.

Malen Rodriguez
Director of Asset Management
Malen Rodriguez joined HCHC in 2005 and
is responsible for monitoring the lease-up
process of new buildings, evaluating portfolio
performance, identifying portfolio needs, and
maintaining a schedule of capital needs, ensuring
all properties meet or exceed the development pro
forma expectations and comply with all regulatory
agencies and funders. Before joining HCHC as
an Asset Manager, Malen worked for 12 years in
the affordable housing industry as a Resident
Service Coordinator, Property Manager, Property
Management Supervisor, and Compliance
Specialist. Her breadth and depth of experience
operating and managing properties serving a
variety of tenant populations including high-acuity
residents is critical to the success of this partPSH, part-general affordable 130 unit proposed development.

Table 2.2 Development Team Contact Information
Development Experience
Above Left Coronel Apartments
Left HCHC Book Drive Event
Opposite HCHC Executive Director Sarah Letts
(323) 454-
6211
The People Concern was created by the recent
merger of Ocean Park Community Center
(OPCC), the largest human services provider
on the Westside of Los Angeles County, and
Lamp Community, a Skid Row-based agency
providing similar services to the same population
of homeless individuals. The agencies were
founded in 1963 and 1985, respectively. The two
agencies began discussing a merger in late
2014, after the boards of each realized that a
combined agency could more effectively serve
those in need. As of March 2019, the merger and
name change are legally complete. The vision
of The People Concern (TPC) is that the most
vulnerable among us rebuild their lives – housed,
healthy and safe – through a highly effective
model of comprehensive, integrated care. TPC
is a 501(c)(3) non-profit corporation led by Chief
Executive Officer John Maceri. The Supportive
Services team includes Chief Program Officer for
Permanent Supportive Housing Services Julie
DeRose, LMFT and Melissa Volbrecht, LCSW,
Deputy Chief Program Officer for Project-Based
Housing. TPC’s organization chart and resumes
for all key personnel are provided in Appendix F.

TPC provides eight core services: interim and
permanent housing, mental health care, medical
care, substance abuse services, domestic
violence services, income/benefits assistance,
wellness/life skills programs, and outreach and
engagement. All services are highly integrated
with one another and are available to clients on the
street, at the agency’s multiple sites, and in clients’ permanent housing units. The agency serves the
most vulnerable, highest acuity individuals: those
living with co-occurring mental illness, chronic
health conditions, and/or substance addiction. The
agency has been selected to operate numerous
pilot programs in these areas of service. Appendix
H provides details for several of our pilot programs
and intervention services which are critical to the
housing stability of Los Angeles’ most vulnerable
residents.

Since 1993, TPC successfully provided services to
PSH residents including an 81-unit development
owned and operated by the agency and many
project-based and scattered-site programs. The
agency currently has 12 programs which have
been in operation for more than three years.

TPC currently manages over 1,000 projectbased vouchers and other housing subsidies in contracts with City of Santa Monica Housing
Authority, HACLA, and HACoLA. and through
contracts with the Department of Health Services.

In addition, TPC has an excellent track record of
using Continuum of Care funds to move highly
vulnerable, chronically homeless individuals into
permanent housing. The agency has maintained
a longstanding permanent housing retention rate
of over 92% and has been involved in multiple
partnerships with Los Angeles County housing
developers, supporting over 1,750 individuals in
permanent housing.

Aside from permanent housing, the agency
operates ten interim housing facilities with over
650 beds and two domestic violence shelters.

These facilities are located in City of Los Angeles,
City of Santa Monica, Skid Row, Compton and
the City of Lancaster. Each facility has space for
on-site supportive services. Two of these facilities
are recuperative care facilities which offer medical
supervision for individuals discharged from
hospital emergency departments.

Outside of ICMS services, TPC works to improve
tenant access to linkages across Los Angeles
including legal services, employment, and voter
rights information. In 2021, TPC specifically
partnered with the League of Women Voters of
Santa Monica to make voting and community
participation more accessible for all Santa Monica
residents regardless of housing status.

Two-thirds of TPC’s homeless clients suffer from
a significant or disabling physical health problem
including diabetes, cancer, heart conditions, liver
disease and COPD. Over 60% of the agency’s
homeless clients are managing a substance
addiction. The agency uses a harm reduction
skills-based model of intervention for clients with
substance abuse problems.

Integrated services are targeted to those who
are the most vulnerable, chronically homeless
individuals. Most clients are “trimorbid” meaning
they are experiencing co-occurring mental
illness, physical health problems/disabilities and
substance addiction. Data from the SPA 5 CES
pilots show TPC has the highest proportion of
clients with a high acuity score (“3” or “4”) on the
VI - SPDAT, which is used to assess vulnerability of
all homeless clients.

The agency has an annual budget of over
$90,000,000 and has worked to address
sustainability for its services by ensuring that its
range of funding sources is highly diversified.

TPC receives federal, state, county and city
funding; government grants comprise more than
half of the agency’s revenue. In addition, the
agency’s approach to the issue of homelessness
is an integrated and interdisciplinary one. The
agency seeks and receives housing, mental
health, medical, substance abuse and domestic
violence funding. The agency also has a large
private fundraising effort, which includes grants
from private foundations and private companies,
major gifts and special events revenue. TPC’s
Department of Mental Health MediCal certification
has provided the agency with increased capacity to
bill for services in a manner that increases revenue
allowing for better-sustained programming. The
MediCal certification has increased the mental
health services capacity of the agency. Through
contracts with the LA County Department of
Health Services which provide ongoing housing
subsidies, TPC is able to provide mental health
care, case management and housing services
for clients who are highly vulnerable, homeless,
and frequent utilizers of the LA County healthcare
system. This includes a wellness beds program,
which the County recently highlighted for the
high cost avoidance it provides by preventing
Emergency Department overuse. The specific
services budget for this proposal are discussed in
more detail under project vision.

TPC believes no one should have to live on the
street or in a violent household. Our staff, volunteers and those we serve work together to address
the effects of homelessness, poverty, mental
and physical illness, abuse and addiction. Our
programs empower the most vulnerable among
us to improve their quality of life – housed, healthy
and safe -- and become active participants in the
community. We also work to educate the broader
community and improve public policy. For over 58
years, the agency has grown and adapted to the
changing needs of the homeless population in
Los Angeles. As the region continues to face these
challenges, TPC will continue to work to provide
lasting change for our most vulnerable neighbors.

Chapter 2 | Development Team Chapter 2 | Development Team 18 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 19 John Maceri
Chief Executive Officer
John has been with the organization for 21 years, serving as Executive Director of OPCC and Chief Executive Officer of The People Concern following the merger. Under his leadership, the agency has grown to have an annual operating budget of $67 million, employs a staff of over 600, has an active volunteer corps of 700 and serves over 12,000 individuals and families a year.

The People Concern
Above TPC Outreach Team

2.4 The People Concern
kdA was founded in 1990 as an architectural
practice with a focus on craft, construction
systems, and material research. The firm’s work
highlights the inter-relationship of research and
fabrication, material, form, and high-performance
sustainability. These values are reflected in the
studio’s open environment, anchored by extensive
model making and fabrication facilities. This
structure allows the firm to interweave model
making and prototype design into all scales into
the creative process of building design and forms
the basis of our communication with our clients
and collaborators.

The firm’s award-winning portfolio includes
environmentally and socially responsive
educational, residential, and institutional projects
ranging in scale from campus master planning to
single room artist workspaces. Notable projects
include Houston Endowment Headquarters; four
projects that comprise the Camino Nuevo Charter
Academy, widely credited as a defining project for
public education in Los Angeles; Gramercy Place
Apartments and Broadway Affordable Housing
in Santa Monica that have received international
recognition as models of contemporary housing;
and new buildings for UCLA’s School of Music
and Athletics programs that establish new
benchmarks in campus resources.
kdA has experience working with various
demographics that require housing and supportive
housing, including undergraduate students,
young people transitioning from foster care,
workforce housing, formerly unhoused seniors,
and artists in need of affordable living and studio
space. These projects have their own unique
challenges in funding, regulatory oversight, and
community engagement, yet kdA has been able
to successfully execute these projects on tight
budgets with an open mind to stakeholder input,
creative solutions for regulatory compliance, and
innovative use of conventional building materials.

Above Broadway Affordable Housing, Santa Monica
Below Gramercy Place Apartments, with HCHC
Chapter 2 | Development Team Chapter 2 | Development Team 20 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Ryan Conroy
Architect
Ryan Conroy brings a deep knowledge of contemporary
architectural design and research experience to his work at kdA.

He has directed the design efforts of award-winning projects such as the Houston Endowment Headquarters and is currently completing a mixed-use project in the Ocean Park neighborhood of Santa Monica. Ryan will coordinate the internal architectural design team, as well as presentations for community workshops and entitlements approvals.

Julian Funk
Associate
Julian Funk has guided the design and technical development of several projects at kdA with an exceptional ability to translate architectural concepts into construction documents. He has coordinated the documentation of the Artspace SOMO Lofts (artist housing in Bentonville, AR) and a graduate student housing project for the University of California Berkeley. Julian will coordinate all subconsultants within the architectural and engineering project team, ensuring thorough and accurate documentation of the project.

Gretchen Stoecker
Director
Gretchen brings a refined sensibility and technical expertise to the wide range of buildings and systems that make up the kdA portfolio.

Her recent work includes the Houston Endowment Headquarters, Artspace SOMO lofts, and cultural and athletic facilities for the UCLA campus. As Director and Project Manager, Gretchen will work closely with HCHC to coordinate the architectural and technical design of the project and secure City of Santa Monica Planning and Building & Safety approvals.

Kevin Daly
Principal
Kevin Daly believes in architecture that is performative on every level: environmentally, structurally, economically, and aesthetically. kdA’s projects have been published nationally and have received numerous awards for design excellence; the firm received the inaugural AIA Los Angeles Firm of the Year Award. Kevin is a longtime resident of Santa Monica and has served on the Architectural Review Board. As Principal, Kevin will set the architectural design direction of the project. He will attend community workshops and give presentations as required for entitlements approvals.

Hollywood Community Housing Corporation 21

2.5 kevin daly Architects
About Morley Builders
Since 1947, Morley Builders has provided quality,
innovative construction services to the Southern
California region. Morley Builders contracts its
services through two-wholly owned subsidiaries,
Morley Construction Company and Benchmark
Contractors, Inc.

Morley Builders is nationally ranked among
Engineering News Record’s Top 400 Contractors
and one of the largest Southern Californiabased general contractors, specializing in the construction of major civic structures; educational
and research facilities; commercial, retail, and
medical buildings; parking structures; and
multifamily residential complexes. Our multifamily
experience includes mixed-use, student,
affordable family, and assisted living complexes.

Morley Builders provides extensive general
contracting services including preconstruction,
design-build, seismic strengthening, preservation,
modernization, and LEED® rated/sustainable
services. Morley Construction Company has the
ability to perform all structural concrete work while
Benchmark Contractors has the ability to contract
with open-shop contractors, which can provide
significant cost savings on certain projects.

Two recent projects in Santa Monica are the
Arroyo and High Place West, in collaboration
with Community Corporation of Santa Monica.

Benchmark provided general contracting
services for The Arroyo. These two, five-story Type
III structures provide 64 affordable housing units
that vary between one-, two-, and three-bedroom
configurations. Amenities include two community
rooms, laundry facilities, and a basketball court.

Two levels of subterranean parking provide 63
spaces to its residents and visitors.

High Place West apartments was the first of
two phases for CCSM. High Place West is a
Type I 47-unit affordable housing complex with
a playground, community center, and laundry
facilities on the premises. Benchmark provided
general contracting services and self-performed
structural concrete installation for both phases
of construction. Installation of sustainable design
elements included a solar photovoltaic system, a
solar hot water system, LED lighting, and drought
resistant landscaping.

Brittany Dziubek
Senior Project Manager
As Senior Project Manager, Brittany is responsible for day-to-day oversight on projects. She is particularly skilled in procurement and managing multi-faceted finish trades. She enjoys being onsite, working closely with many people to build meaningful projects - and relationships - that will last. With her collaborative nature, strong work ethic, and clear and honest communication, Brittany brings added-value to any project team.

Carlos Orozco
Project Executive
As Project Executive, Carlos oversees a full range of construction services. Joining the Benchmark team as an intern in 1995, he now manages some of the company’s largest and most
complex projects. He is dedicated to quality preconstruction services and following through with a hands-on, team-oriented approach during construction. He manages the development and maintenance of project schedules in order to meet project goals on time and within budget.

Chapter 2 | Development Team Chapter 2 | Development Team 22 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 23 Above 2802 Pico in Santa Monica
Right The Arroyo, featuring 64 affordable units

2.6 Morley Builders
Hollywood Community Housing Corporation 25

3.1 Project Objectives
Chapter 3 | Development Concept
Density
Complement the Community By Fitting In
A central challenge of the project is to provide both continuity and change. We want to maintain the scale of the neighborhood while alleviating our regional housing shortage. This development needs to be hidden in plain sight: anticipating the future of Santa Monica while maintaining a connection to the low-rise residential fabric of the existing city.

Inclusivity
Housing for All Santa Monicans
This housing will support Santa Monicans – those who already reside and/ or work in the City. Providing residences for families, working individuals, and those who are transitioning from an unhoused status contributes to Santa Monica’s values of an inclusive, equitable and sustainable place to live and work. When residents have constancy in their housing, they can participate in the long-term stability and economic health of the neighborhood.

Certainty
Experience Assures Better Outcomes
The development team will leverage their deep experience in the affordable housing sector and Santa Monica construction to provide assurance to the City in delivering a quality project that meets budgets, timelines, and jurisdictional approvals. A timely and economical project will require robust neighborhood consensus, a creative developer, agile designers, and an experienced construction team.

Sustainability
Place-Based & Low-Impact
A true commitment to an environmentally responsive building goes beyond LEED checklists and local Green Building
Requirements. These buildings need to be sustainable in every sense: durable, efficient, healthful, and adaptable – housing that will last. These sites are an opportunity to further invest in the city’s multi-modal transit capabilities and rethink our automobile-dependent environment by providing housing local to where the residents work.

Gramercy Place Apartments
Chapter 3
Development Concept
24 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Florence Mills Apartments

3.2 Vision & Concept
26 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Development Vision
Hollywood Community Housing Corporation
(HCHC), its design partner Kevin Daly Architects
(kdA), its pre-construction partner Morley
Builders (Morley), and its services partner The
People Concern (TPC), are happy to present our
development proposal for 1217 Euclid Street,
1211 – 1217 Fourteenth Street, and 1146 Sixteenth
Street in Santa Monica. The development concept
includes 130 units of affordable and permanent
supportive housing across the three sites with
office space for services, ample community and
open space, and resident parking. Concepts for
replacement parking are also contemplated in the
proposal and discussed in more detail to follow.

Our team’s proposal aims to meet the goals of
the RFP from the City of Santa Monica (“the City”),
while balancing site and funding constraints.

Unit Mix
HCHC is proposing 130 units of affordable housing
for the following City priority populations: Santa
Monicans experiencing homelessness, large
families, and small families (including individuals).

Table 3.1 shows the unit mix on each of the
three sites and Table 3.2 shows the proposed
target Area Median Income (AMI) levels and
target populations. The unit mix and population
breakdown across the three sites was developed
after close analysis of the goals of the RFP, the
City’s housing needs, assessment of available
financing from local and state agencies, and in
consultation with the project’s supportive service
provider TPC. All units will serve one of the priority
populations identified in the RFP. Please see
Table 3.3 for an overview of the different priority
populations to be served.

Chapter 3 | Development Concept Chapter 3 | Development Concept Table XX: Unit Mix
Site
Unit Types Total Units Euclid 14th Street 16th Street
Studios 13 0 4 9
One Bedrooms 48 48* 0 0
Two Bedroom 34 16 12 6
Three Bedroom 32 0 28 4
Two Bedroom (Manager) 3 1 1 1
Total Units 130 65 45 20
* 40 of the 48 one-bedroom units on the Euclid Street site will be set aside as permanent supportive housing (PSH) for people experiencing homelessness.

Table XX: AMI Levels and Target Population
Target Population
AMI Levels Total Units PSH General Affordable
30% AMI (Extremely Low Income) 40 40 0
50% AMI (Very Low Income) 26 0 26
60% AMI (Low Income) 48 0 48
70% AMI (Low Income) 13 0 13
Two Bedroom (Manager) 3 0 0
Total Units 130 40 87
Table 3.1 Unit Mix
Table XX: Unit Mix
Site
Unit Types Total Units Euclid 14th Street 16th Street
Studios 13 0 4 9
One Bedrooms 48 48* 0 0
Two Bedroom 34 16 12 6
Three Bedroom 32 0 28 4
Two Bedroom (Manager) 3 1 1 1
Total Units 130 65 45 20
* 40 of the 48 one-bedroom units on the Euclid Street site will be set aside as permanent supportive housing (PSH) for people experiencing homelessness.

Table XX: AMI Levels and Target Population
Target Population
AMI Levels Total Units PSH General Affordable
30% AMI (Extremely Low Income) 40 40 0
50% AMI (Very Low Income) 26 0 26
60% AMI (Low Income) 48 0 48
70% AMI (Low Income) 13 0 13
Two Bedroom (Manager) 3 0 0
Total Units 130 40 87
Table XX: Santa Monica Priority Populations
Priority Population Total Units
Santa Monicans experiencing
40 Table 3.2 AMI Levels and Target Population
Hollywood Community Housing Corporation 27
Affordability Targets
The Southern California Association of
Governments (SCAG) allocated 8,895 new housing
units for Santa Monica under the 6th cycle of the
Regional Housing Needs Allocation (RHNA). Of
those 8,895 units, 31% (2,794 units) are set aside
for Very Low-Income households, 19% (1,672 units)
are set aside for Low Income households, 19%
(1,702 units) are set aside for Moderate Income
households, and the remaining 31% (2,727) are set
aside for Above Moderate-Income households.

According to the California Department of Housing
and Community Development’s (HCD) RHNA
tracker, Santa Monica has made considerable
progress in permitting units for Above ModerateIncome households, achieving 13% of the required units for the 6th cycle. Permitting for the Very Lowand Low-Income units has not occurred at the same rate, with only 3.5% and .1% of required units
in each category permitted respectively. HCHC is
excited to propose buildings where all units will
help the City achieve its RHNA targets in the most
critical categories.

Permanent Supportive Housing Units
Beyond the City’s RHNA requirements, the City and
region are facing an acute homelessness crisis.

The City saw a 15% increase in homelessness
this past year. The 2023 homeless count found
that 926 people are experiencing homelessness
in Santa Monica. This proposal includes a set
aside of 40 PSH units for people experiencing
homelessness and HCHC has partnered with TPC
to provide intensive case management services
for the 40 PSH households. The TPC staffs its case
managers at a ratio of one manager to 20 PSH
households. TPC advised that the project include
40 PSH units to maximize their staffing efficiency
with two case managers. This will enable TPC to
best serve the residents and ensure their success
as they become housed. All 40 PSH units will be
located on the Euclid Street site. The building
will include ample space for case management
offices and meeting rooms, as well as space for
ancillary service providers such as mental health
counseling.
6 Stories
6 Stories
5 Stories
1 Level of
Underground
Parking
Second Level of
Parking with City
Contribution
Site
Unit Types Total Units Euclid 14th Street 16th Street
Studios 13 0 4 9
One Bedrooms 48 48* 0 0
Two Bedroom 34 16 12 6
Three Bedroom 32 0 28 4
Two Bedroom (Manager) 3 1 1 1
Total Units 130 65 45 20
* 40 of the 48 one-bedroom units on the Euclid Street site will be set aside as permanent supportive housing (PSH) for people experiencing homelessness.

Table XX: AMI Levels and Target Population
Target Population
AMI Levels Total Units PSH General Affordable
30% AMI (Extremely Low Income) 40 40 0
50% AMI (Very Low Income) 26 0 26
60% AMI (Low Income) 48 0 48
70% AMI (Low Income) 13 0 13
Two Bedroom (Manager) 3 0 0
Total Units 130 40 87
Table XX: Santa Monica Priority Populations
Priority Population Total Units
Santa Monicans experiencing
homelessness
40 Large Families 66
Small Families (including
individuals)
21 Manager units 3
Total Units 130
Table 3.3 Santa Monica Priority Populations
4 Stories
1 Level of Parking
Euclid & Fourteenth Streets Sixteenth Street
Development Vision
HCHC is proposing 130 units of affordable housing
across the three sites. The Euclid Site offers 40
PSH units, Fourteenth Street is tailored to Family
Units, and Sixteenth Street is limited to four stories.

Chapter 3 | Development Concept Chapter 3 | Development Concept 28 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 29

3.3 Services Concept
30 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept On site services will be made available to all
income-restricted units at all three sites of the
proposed development. A range of services will
be offered to accommodate the varying needs of
the residents. While the menu of services will be
available to all tenants free of charge, the staffing
levels for the special needs tenant population are
based on higher staffing ratios in recognition of
the fact that the special needs tenants will require
extra support.

A full services budget, including staffing and
funding sources is included in Appendix H. The
supportive services for the PSH households will
be funded through the Los Angeles Department
of Health Services (DHS). A DHS funding
commitment letter is included in Appendix H.

Services for the general affordable households
will be funded through project cashflow.

The People’s Concern (TPC) will serve as Lead
Service Provider and will offer intensive case
management services (ICMS) for the households
living in the 40 PSH units. The 40 PSH units will be
staffed at a ratio of one case manager to 20 units.

The two dedicated TPC case managers on site will
provide wrap around services for their clients with
the support of a program manager and director.

A TPC letter of commitment to the proposed
development is included in Appendix H.

All 40 PSH units will be located in the building
proposed for the Euclid Street site. The ground
floor of this site has been designed to provide
ample office and meeting space for the services
staff. Included in Appendix H of this proposal is a
full PSH supportive services plan created by TPC,
which follows harm reduction and trauma informed
care (TIC) strategies. Detailed information about
TPC’s success and the outcomes of its clients is
included in Appendix I.

In addition to the ICMS provided by TPC, a full
time HCHC Resident Services Coordinator (RSC)
will offer service coordination and linkages to
the building’s 87 general affordable units as they
work to gain financial stability and secure access
to services that improve health and wellbeing,
economic outcomes and valuable life skills.

Hollywood Community Housing Corporation 31
The RSC will ensure that the 87 low-income
households are receiving adequate linkages to
community-based services, which will range from
educational opportunities and vocational training
to parent education and childcare, to supplement
intensive onsite case management.

HCHC’s Resident Services team has been
providing supportive services to a number of
HCHC developments since the 1990s. Services
provided to tenants will be tailored to the individual
needs, culture and preferred language of each
tenant. Linkages to services can include, but are
not limited to:
• Primary physical and mental healthcare that
meet tenants’ needs such as primary healthcare,
dental and vision care, as well as therapy, crisis
intervention and support groups.
• Adult day care in community-based facilities
that provide daytime care and a host of activities,
including recreational activities and health and
wellness programming to older adults and adults
with disabilities.
• Legal assistance provided by attorneys to assist
tenants with legal matters in areas including family
law, government benefits and employment.

The RSC will also:
• Evaluate and assess participants’/ tenants’ needs
for supportive services, including financial, mental
health, medical, and substance abuse treatment
service needs;
• Coordinate referrals and linkages to onsite social
service programming and/or to external service
providers to meet participants’/ tenants’ assessed
needs;
• Develop effective, trusting relationships with
participants/tenants with a focus on facilitating
housing placement and stability, independence
and improved physical and mental health;
• Maintain a current, thorough knowledge of
community resources and utilize these to provide
comprehensive services to tenants;
• Assist in the screening, assessment, and
application of tenants including orientation to
housing policies, resources, and goals;
• Work with each tenant to develop an individual
service plan, to be reviewed and updated annually;
• Learn and utilize the project’s database software;
maintain up to date, accurate, and complete data
and progress notes as required by the project and
its funding sources;
Above The People Concern Leadership Celebrating Newly Expanded Resources Below Rick, a client of TPC
• Assist housing management staff to fairly and
effectively enforce tenant policies and house
rules;
• Assist in involving tenants in daily activities and
scheduled appointments; and
• Work cooperatively and cohesively with other
members of the multidisciplinary team, including
participation in weekly staff meetings.

HCHC and TPC staff receive regular training
on cultural issues, including practice on the
dynamics resulting from cultural differences, and
the ways in which services can be adapted to
meet cultural needs. HCHC Services staff are also
fluent in English and Spanish, and work to identify
translation services as needed.

On-site services and referrals will be available
through the RSC Monday through Friday from
8am to 4:30pm. At entry, the RSC will establish
contact with all 87-tenant head of households
within 90 days of move-in to complete an intake
that includes an individualized service plan that
will be updated annually. The RSC will engage with
tenants at their own pace in a variety of activities
and supportive services, including through formal
and informal interactions such as scheduled
meetings, open office hours, and on-site events.

All residents of the project’s 130 units will have
access to reasonable accommodation requests.

Refer to the Supportive Services Plan for
accommodation assistance for residents of the 40
PSH units. The RSC will also assist applicants and
general affordable residents in making reasonable
accommodation requests and submitting them to
the property manager, or to outside entities such
as Department of Health Services, as necessary.

The RSC will work to identify and anticipate
when applicants might require a reasonable
accommodation request so as to proactively
engage the tenant and property manager to find
a solution. Tenants shall be provided as much
support as reasonable or feasible in order to
assist them in maintaining housing stability. The
RSC and property management team will work
to minimize evictions by clearly communicating
lease responsibility. The TPC Supportive Services
Plan discusses eviction processes in more detail.

HCHC will also serve as the property manager
at all three sites. While property management
is not directly related to resident services, it is
critical that property management and resident
services teams coordinate closely to ensure
effective management of the buildings, maximize
the buildings’ value as community assets, and
help tenants stabilize and succeed. HCHC serves
as the property manager at 18 of its properties,
managing buildings serving formerly homeless
residents, low-income families and individuals.

Each of the three buildings in this RFP will have
a dedicated on-site property manager that will
live in a unit in the building. The on-site property
manager will work closely with the resident
services teams to support the buildings’ tenants.
32 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept Hollywood Community Housing Corporation 33
Services Concept
Opposite, Top Carlos, a TPC Client
Opposite, Bottom Duane, a TPC Client
Top TPC Outreach
Above, Right A Client’s new home
Left TPC’s K9 Connection Program

3.4 Conceptual Design
34 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept Site-Specific Sustainability
The project aims to incorporate itself within the
city’s existing fabric through deliberate choices
in massing and material selections, while
embodying Santa Monica’s values with a series
of climate-specific and low-impact sustainability
strategies. In its best iteration, each new building
can be said to be “hidden in plain sight”: perfectly
attuned to the neighborhood context while
quietly anticipating Santa Monica’s future. It
does this by employing a series of strategies
that we know work well in Santa Monica: shaded
communal outdoor space, self-shading porches
and habitable sun screens, and natural daylight
and ample ventilation throughout.

Each Site Plan uses Santa Monica’s rotated
Street Grid to optimize its own orientation and
minimize Solar Heat Gain. On the larger sites, at
Euclid and Fourteenth, three shallow bars can
shade one another from damaging Southwest
sun, and a West-facing shade system can smartly
eliminate any residual afternoon heat gain while
simultaneously animating the streetscape with
public-facing balconies. At Sixteenth Street,
the units take advantage of their Northwest
orientation to maximize glazing, while projecting
walkways shade Southern sun and mitigate heat
gain to the South.

These strategies not only reduce the carbon
footprint of the project, but they animate life for
residents as well. Each site is designed to support
public life outdoors, a value held sacred in Santa
Monica. In borrowing outdoor space for reading
nooks, homework spaces, playgrounds or picnic
areas, the project is reclaiming usable space in
the most economical and least energy-intensive
way possible. The heart of each development
is the Landscaped Podium: an inevitable Fire
Separation element above the garage turned
into a lush, flexible, and generous outdoor space
which gives residents a private amenity space
separate from the street.

Hollywood Community Housing Corporation 35
Efficiency & Identity
Across the three sites, our projects look to
standardized systems, replicable solutions, and
products with high degrees of certainty, only
deviating to accommodate site-specific identity
and maximize energy savings. To control both hard
and soft costs, we have designed large portions of
each building to mirror their counterparts on other
sites. This strategy not only allows for greater
efficiency in construction and a more economical
use of resources, but also streamlines the
design team’s workflow and coordination efforts.

Building blocks like Unit Plans, Circulation areas
and Stairs, Exterior Shade Systems, Window
Systems, and Building Envelopes are coordinated
to allow for maximum efficiency in both design
and construction.

However, we also acknowledge the value in
creating an independent identity for each new
project, and have varied the color selections and
landscape planting palette between each building
to reflect an attuned, site-specific approach.

For example, given the high percentage of Family
Units on the Fourteenth Street site, we are allowing
for play equipment on the shared podium, while
taking extra care to accommodate the privacy
needs of Supportive Housing Programs on the
Euclid Site.
12’-0” 10’-0” 10’-0” 10’-0”
55’-6”
10’-0”
Below Our Fourteenth Street Proposal Features a Southwest-Facing Sun Screen Above Elevation: Community Space and Roof Decks Enliven the Pedestrian Scale of the Neighborhood Below Exterior Balconies Encourage Outdoor Living
36 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Shared Community Spaces
Our proposal provides generous community
spaces tailored to each site: a robust supportive
Housing program at Euclid Street, family-focused
support at Fourteenth Street, and neighborhoodscale space at Sixteenth Street.

At each site, street-facing communal spaces
allow for joint-use programming: Community
Spaces can be closed off for events exclusive to
residents, or opened to the public for community
celebrations without compromising the residents’
privacy and security on upper floors. This strategy
also allows for landscaped areas to accommodate
overflow, as each Community Room features an
adjacent shaded garden space.

On Euclid Street, the ground-floor common areas
offer a full suite of Supportive Housing services,
incorporating trauma-informed design strategies
for Case Manager Offices and Conference Rooms.

At the podium level, a Reading Room can offer
web access and intimate group meeting space.

At Fourteenth Street, the amenities are familyfocused: a flexible Community Room opens to the street for birthdays and informal gatherings,
while a small Reading Room on the Podium offers
space for homework.

The intimate scale of the Sixteenth Street site
offers a chance for a public-facing Community
Room that engages the existing neighborhood
landscape, with views to gardens on three sides.

The project also offers a reading room for student
support or intimate meeting space.

Open Space & Landscape
Each site looks to embrace Santa Monica’s mild
climate to incorporate landscape into shared
urban environments, creating ‘found’ communal
spaces. In place of a double-loaded corridor,
the circulation becomes an outdoor amenity, a
series of intimate outdoor rooms enclosed by a
dynamic screening system. Within this structure,
the living space of residential units extends to the
exterior, giving each resident a ‘front porch’ that
encourages interactions between neighbors.

Chapter 3 | Development Concept Chapter 3 | Development Concept Hollywood Community Housing Corporation 37
The landscaped podium offers both expansive
open areas for play or recreation, as well as
intimate seating spaces for reading or a coffee,
and can be adapted to resident needs at each
site. This communal outdoor space will feature
drought-tolerant landscaping, shade trees,
durable and child-friendly finishes, and organic
seating spaces.

In addition, each site features a communal
roof deck. At Euclid and Fourteenth Street,
6th-floor Roof Decks are public-facing, which
serve to animate streetscape while minimizing
the perimeter building height. The Roof Deck
features both open, paved areas and intimate
seating opportunities, with opportunities for
both shade and sun surrounded by a climatespecific planting palette. Taken together, the building’s sustainability and circulation strategies
reduce the development’s carbon footprint while
simultaneously expanding the resident’s social
opportunities.

Above The narrow footprint of buildings on the Euclid site allow for passive ventilation and a porous urban landscape 38 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1217 Euclid Street
At 1217 Euclid Street, our priority is to deliver 40
Permanent Supportive Housing units, plus an
additional 25 affordable units. The units will share
a 2nd-Story landscaped courtyard space, above
Common Space at Street Level. Our Base Case
includes 9 public parking stalls along Euclid, and
43 Resident Parking Spaces at-grade and in one
level of subterranean parking. In an Alternative
scenario, a public parking facility at-grade provides
26 Public stalls. (See Section 3.5 for more). Almost
all units feature windows on multiple sides, with
views to an internal courtyard adjacent to the
Wilshire Theater’s Fly Tower, enshrining a listed
Landmark. Residents will also share a landscaped
roof deck.

Hollywood Community Housing Corporation 39
UNIT MIX % COUNT AREA
AREA
TOTAL
STUDIO 0 0 380 SF -
1 BED 74% 48 475 SF 22800 SF
2 BED 26% 17 750 SF 12750 SF
3 BED 0% 0 900 SF -
1500 SF
828 SF

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 23146 SF

SUPPORT SPACE

COMMON SPACE
6,088
PODIUM 3,953
ROOF DECK 2,000
66,081
6 (5 OVER 1)

GROSS AREA (SF)
TYPE I - SUBGRADE 11,250
TYPE I - GRADE 4,036
TYPE III - CONDITIONED 38,754

EXTERIOR CIRCULATION

BUILDING FORM
HEIGHT
FAR

GSF (ENTITLEMENT)

GSF (CONSTRUCTION)

STORIES (ABOVE GRADE)
62'-0"

2.53 37,878
T AREA
AREA
TOTAL
380 SF -
475 SF 22800 SF
750 SF 12750 SF
900 SF -
1500 SF
828 SF

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 23146 SF
6,088
PODIUM 3,953
ROOF DECK 2,000
66,081
6 (5 OVER 1)

GROSS AREA (SF)
TYPE I - SUBGRADE 11,250
TYPE I - GRADE 4,036
TYPE III - CONDITIONED 38,754

EXTERIOR CIRCULATION

BUILDING FORM
HEIGHT
FAR

GSF (ENTITLEMENT)

GSF (CONSTRUCTION)

STORIES (ABOVE GRADE)
62'-0"

2.53 37,878

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 23146 SF
6,088
PODIUM 3,953
ROOF DECK 2,000
66,081
6 (5 OVER 1)

GROSS AREA (SF)
TYPE I - SUBGRADE 11,250
TYPE I - GRADE 4,036
TYPE III - CONDITIONED 38,754

EXTERIOR CIRCULATION
FORM
62'-0"

2.53 37,878

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 23146 SF
6,088
PODIUM 3,953
ROOF DECK 2,000
66,081
6 (5 OVER 1)

GROSS AREA (SF)
TYPE I - SUBGRADE 11,250
TYPE I - GRADE 4,036
TYPE III - CONDITIONED 38,754

EXTERIOR CIRCULATION
FORM
62'-0"

2.53 37,878
Above The Euclid Site offers nose-in public parking and shared landscape space at grade. 40 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1217 Euclid Street
Ground Floor Plan
Hollywood Community Housing Corporation 41

ELEV ELEV
UP

TRANSFORMER

COMPACTCOMPACT

COMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACT

STANDARD
ADAADA

STANDARDSTANDARDSTANDARD
DN

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

SERVICE PROVIDER

COMMUNITY
ROOM

BIKE ROOM

CONFERENCE
CASE
MNGR.

OFFICE
CASE MNGR. OFFICE MANAGEMENT

MECHANICAL
ROOM

LOBBY TRASH
ROOM
UP
DN

MECHANICAL
DN
Euclid Street
Alley
Community Room with
Public Street Access
Service Provider Oces
Bike Storage and
E-Bike Library
Public Nose-In Parking
Along Euclid Street
Two-Way Alley
Vehicle Access
Two-Way Ramp to
Subgrade Parking
Above
Public parking stalls line Euclid street, with an option to explore adding an additional level of garage
parking for a more extensive public parking facility.
42 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1217 Euclid Street
Level 2 Plan
Hollywood Community Housing Corporation 43

ELEV ELEV

LAUNDRY CONFERENCE
UP DN
DN
UP
Euclid Street
Alley
Landscaped Common
Space at Podium Level
Additional Community
Amenities at Podium Level
Wilshire Theatre Fly Tower
Exterior Circulation
Above
Above
The heavily landscaped site and dynamic shading system
add to the neighborhood’s walkable, porous, and lush
environment.
44 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1217 Euclid Street
Level 6 Plan
Hollywood Community Housing Corporation 45
DN
DN

ELEV ELEV
UP
Euclid Street
Alley
Community Roof Deck Wilshire Theatre Fly Tower
Above
A Southwest-facing shade system helps mitigate damaging late-afternoon sun, while the buildings’ narrow footprints offers passive ventilation for natural cooling.
46 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1211-1217 Fourteenth Street
Hollywood Community Housing Corporation 47
At 1211-1217 Fourteenth Street, our priority is to
provide affordable 2- and 3-Bedroom Family Units
for our Large Family project. This site is organized
almost identically to the Euclid Street site, with
a shared 2nd-story landscaped podium above
Community Space at Street Level. Here again, our
Base Case option provides 43 resident parking
stalls with one level below grade, with an option to
extend the excavation for a public parking facility
capable of accommodating 17 public stalls. (See
Section 3.5 for more). This site is designed to
maximize surface area, allowing for larger units to
enjoy ample daylight and cross-ventilation from
at least two sides. Residents here will also have
access to a landscaped roof deck.

UNIT MIX % COUNT AREA
AREA
TOTAL
STUDIO 9 4 380 SF 1520 SF
1 BED 0% 0 475 SF -
2 BED 29% 13 750 SF 9750 SF
3 BED 62% 28 900 SF 25200 SF
1500 SF
828 SF
COMMON SPACE ROOF DECK 2,600

SUPPORT SPACE

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 21910 SF
GSF (CONSTRUCTION) 65,087 EXTERIOR CIRCULATION 4,794
STORIES (ABOVE GRADE) 6 (5 OVER 1) PODIUM 3,678
FAR 2,59 TYPE I - GRADE 3,195
GSF (ENTITLEMENT) 38,798 TYPE III - CONDITIONED 40,145

BUILDING FORM GROSS AREA (SF)
HEIGHT 62'-0" TYPE I - SUBGRADE 10,675
T AREA
AREA
TOTAL
380 SF 1520 SF
475 SF -
750 SF 9750 SF
900 SF 25200 SF
1500 SF
828 SF
ROOF DECK 2,600

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 21910 SF
GSF (CONSTRUCTION) 65,087 EXTERIOR CIRCULATION 4,794
STORIES (ABOVE GRADE) 6 (5 OVER 1) PODIUM 3,678
FAR 2,59 TYPE I - GRADE 3,195
GSF (ENTITLEMENT) 38,798 TYPE III - CONDITIONED 40,145

BUILDING FORM GROSS AREA (SF)
HEIGHT 62'-0" TYPE I - SUBGRADE 10,675
ROOF DECK 2,600

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 21910 SF
65,087 EXTERIOR CIRCULATION 4,794
6 (5 OVER 1) PODIUM 3,678
2,59 TYPE I - GRADE 3,195
38,798 TYPE III - CONDITIONED 40,145

FORM GROSS AREA (SF)
62'-0" TYPE I - SUBGRADE 10,675
ROOF DECK 2,600

OPTIONAL EXTRA PARKING LEVEL
TYPE I - SUBGRADE 21910 SF
65,087 EXTERIOR CIRCULATION 4,794
6 (5 OVER 1) PODIUM 3,678
2,59 TYPE I - GRADE 3,195
38,798 TYPE III - CONDITIONED 40,145

FORM GROSS AREA (SF)
62'-0" TYPE I - SUBGRADE 10,675
Above The Fourteenth Street site offers nose-in public parking and shared landscape space at grade. 48 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1211-1217 Fourteenth Street
Ground Floor Plan
Hollywood Community Housing Corporation 49

RESIDENT SERVICES

COORDINATOR

COMMUNITY ROOM

BIKE ROOM UP
DN
UP

TRANSFORMER

COMPACT

ELEV ELEV

COMPACT
DN

MANAGEMENT
LOBBY

MECHANICAL
ROOM
TRASH
ROOM

STANDARD
ADAADA

STANDARDSTANDARDSTANDARDCOMPACTCOMPACT

COMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACT
DN
14th Street
Alley
Bike Storage and
E-Bike Library
Community Room and
Public Street Access
Two-Way Alley
Vehicle Access
Two-Way Ramp to
Subgrade Parking
Above
A ground-floor common area allows for community spaces
to periodically open to the public, with adjacent gardens for overflow space.
1211-1217 Fourteenth Street
Level 2 Plan
DN

ELEV ELEV UP

LAUNDRY
UP
DN

READING
ROOM
Landscaped Common
Space at Podium Level
Additional Community
Amenities at Podium Level
14th Street
Alley
Exterior Circulation Above
Above
A shared, landscaped podium at the second level offers
residents a lush, economical, and net-zero energy amenity.

Chapter 3 | Development Concept Chapter 3 | Development Concept 50 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 51 1211-1217 Fourteenth Street
Level 6 Plan
UP
DN

ELEV ELEV
DN
14th Street
Alley
Community Roof Deck
Above
A shared roof deck offers extra green space to residents while mitigating the Urban Heat Island effect district-wide.

Chapter 3 | Development Concept Chapter 3 | Development Concept 52 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 53 54 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1146 Sixteenth Street
Hollywood Community Housing Corporation 55
Finally, at 1146 Sixteenth Street, our priority is to
preserve the site’s neighborhood character while
delivering the remainder of the needed 130 units.

This results in a low-profile, 4-story building over
semi-subterranean parking with generous sideyard landscaping and a communal roof deck. By bringing all circulation to the southern exterior,
the project is able to provide abundant indirect
daylight to each unit, while reducing solar heat
gain. At grade, residents will share 631 SF of
communal space, while the garage provides 10
spaces accessible via the adjacent alley. This site
is unable to accommodate public parking, given
its modest real estate. In total, this site provides 9
Studio units, 7 2-Bedroom units, and 4 3-Bedroom
units.

UNIT MIX % COUNT AREA
AREA
TOTAL
STUDIO 45% 9 380 SF 3420 SF
1 BED 0% 0 475 SF -
2 BED 35% 7 750 SF 5250 SF
3 BED 20% 4 900 SF 3600 SF
631 SF
850 SF
COMMON SPACE ROOF DECK 1,675

SUPPORT SPACE
GSF (CONSTRUCTION) 24,333 EXTERIOR CIRCULATION 1,626
STORIES (ABOVE GRADE) 4 PODIUM 1,048
FAR 1.83 TYPE I - GRADE -
GSF (ENTITLEMENT) 13,751 TYPE V - CONDITIONED 16,551

BUILDING FORM GROSS AREA (SF)
HEIGHT 44'-0" TYPE I - SUBGRADE 5,108
T AREA
AREA
TOTAL
380 SF 3420 SF
475 SF -
750 SF 5250 SF
900 SF 3600 SF
631 SF
850 SF
ROOF DECK 1,675
GSF (CONSTRUCTION) 24,333 EXTERIOR CIRCULATION 1,626
STORIES (ABOVE GRADE) 4 PODIUM 1,048
FAR 1.83 TYPE I - GRADE -
GSF (ENTITLEMENT) 13,751 TYPE V - CONDITIONED 16,551

BUILDING FORM GROSS AREA (SF)
HEIGHT 44'-0" TYPE I - SUBGRADE 5,108
ROOF DECK 1,675
24,333 EXTERIOR CIRCULATION 1,626
4 PODIUM 1,048

1.83 TYPE I - GRADE -
13,751 TYPE V - CONDITIONED 16,551

FORM GROSS AREA (SF)
44'-0" TYPE I - SUBGRADE 5,108
Above The Sixteenth Street proposal offers private outdoor space at its North facade while anticipating a denser Wilshire corridor to the South 56 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1146 Sixteenth Street
Ground Floor Plan
Hollywood Community Housing Corporation 57
TRASH
ROOM

READING
ROOM
UP UP

MANAGEMENT

COMMUNITY
ROOM
DN

LAUNDRY
DN

TRANSFORMER
ELEV
UP
UP
STRG
16th Street
Alley
Community Room with
Public Street Access
Raised Podium
Level Above Parking
Two-Way Ramp to
Semi-Subterranean Parking
Long-Term Bike Storage in
Garage
Above
Street-facing common areas enliven the pedestrian scale of the neighborhood.
58 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept 1146 Sixteenth Street
Levels 2-4 Plan
Hollywood Community Housing Corporation 59
STRG
UP
DN
ELEV
DN
UP
16th Street
Alley
Exterior Circulation
Manager’s Unit
Above
A communal Roof Deck offers additional landscape area and views of the Santa Monica mountains.

3.5 Transportation & Parking
60 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Current & Future Parking Needs
Our development team recognizes that conflicting
current and future demands for land use makes the
replacement of three city-owned surface parking
lots both an intricate challenge and a monumental
opportunity. Our team is committed to supporting
the needs of existing Mid-City businesses and
current residents while facilitating Santa Monica’s
transition to a denser urban environment and a
more multi-modal and low-impact transportation
network.

We have studied the existing transit patterns and
demands of the neighborhood, and acknowledge
the unique characteristics of the district: the
Santa Monica UCLA Medical Center and Wilshire
Boulevard businesses together act as a regional
job center, putting upward pressure on parking
demand. Accordingly, the district’s on-street
permit parking is heavily restrictive to prioritize
resident needs.

Our response anticipates a near-future context,
wherein local businesses are supported not solely
by automobile trips, but by an influx of residents
on a denser, more walkable Wilshire Boulevard.

Through a combination of tactics- right-sizing
public parking to current demand, loosening
Permit Parking restrictions to accommodate
short-term commercial visits, joint investment in
Electric Vehicle charging stations to incentivize
new visitors, and continued investment in lowimpact pedestrian and bicycle infrastructure- the City of Santa Monica might use this opportunity to
better support its existing constituents and move
closer to its ambitious climate goals.

Base Case: On-Street Public Parking &
Resident Garage
Our Base Scheme provides nine nose-in street
parking spaces on Euclid Street and residentexclusive parking in all garages, with no financial contribution needed from the City. This would
accommodate 43 resident parking spaces at
Euclid, 43 resident stalls at Fourteenth Street, and
10 resident stalls at Sixteenth Street for a total of
96 private spaces for 130 residential units across
all sites. The larger sites would include one floor
of subterranean parking, in addition to parking
at-grade, while the Sixteenth Street site would
include a naturally-ventilated, semi-subterranean
garage.

Site Resident Parking Spaces Public Parking Spaces Total Parking Provided Cost to City Euclid Street 43 9* 52 $0
14th Street 43 0 43 $0
16th Street 10 0 10 $0
Total 96 9 105 $0
*9 nose in public street parking spaces
Site Resident Parking Spaces Public Parking Spaces Total Parking Provided Cost to City Euclid Street 52 26* 78 $2,800,000
14th Street 52 17 69 $2,700,000
16th Street 10 0 10 $0
Total 114 43 157 $5,500,000
*Includes 9 nose in street parking spaces
Base Scheme
Alternate Scheme
Chapter 3 | Development Concept Chapter 3 | Development Concept Hollywood Community Housing Corporation 61
This design allows for resident parking to be
accessed via public alleys, which enables a
generous, unexcavated and heavily planted front
setback area at the public sidewalk on Euclid and
Fourteenth streets.

Alternate Scheme: Expanded Public Parking
In the Alternate Scheme, underground parking
garages are extended an additional level to
accommodate public parking at the Euclid and
Fourteenth Street sites. For operational reasons,
the residents would continue to park underground,
with public parking welcome at-grade. This would
allow for 78 total spaces at Euclid, and total 69
spaces at Fourteenth Street, which would bring
the total number to 157 spaces, including Sixteenth
Street. The Public Parking facility would comprise
43 of those spaces.

To address the added costs of additional
excavation and construction, the proposed
project would require a $2.8M contribution from
the city for Euclid Street and a $2.7M contribution
from the city for 14th Street, amounting to a $5.5M
contribution overall.

Parking Development Experience
Our development team has extensive experience
in developing shared public-private parking
facilities. At Gramercy Place Apartments, a
shared basement parking facility supports both
public commercial space and residential units.

Additionally, the Venice Dell, a partnership with
Venice Community Housing, includes both
resident parking and 246 public parking spaces to
provide equitable beach access.

Housing at Upper Levels
Nose-In Public
Street Parking
Subgrade
Resident Parking Additional Level
of Subgrade
Residential Parking
On-Grade
Public Parking
Site Resident Parking Spaces Public Parking Spaces Total Parking Provided Cost to City Euclid Street 43 9* 52 $0
14th Street 43 0 43 $0
16th Street 10 0 10 $0
Total 96 9 105 $0
*9 nose in public street parking spaces
Site Resident Parking Spaces Public Parking Spaces Total Parking Provided Cost to City Euclid Street 52 26* 78 $2,800,000
14th Street 52 17 69 $2,700,000
16th Street 10 0 10 $0
Total 114 43 157 $5,500,000
*Includes 9 nose in street parking spaces
Base Scheme
Alternate Scheme
Base Case Alternate Scheme
Below Nose-In Public Parking on Euclid Street
District-Wide Transit & Land Use Strategy
The development team recognizes that parking
is often a source of concern in public discourse
surrounding new projects. Our practice is to try
turn concern into consensus. We will consider
and evaluate additional options to provide district
parking and EV charging, like acquiring parcels
adjacent to the development sites to be developed
as freestanding, independently financed parking
solutions.

Chapter 3 | Development Concept Chapter 3 | Development Concept 62 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 63 Public Parking along
Euclid Street
City-Wide
Bike Lane
High-Frequency Bus
Routes on Wilshire
Possible District
Garage on Larger Site
Resident Garage with
Public Parking Option
UCLA Santa Monica
Medical Center:

Increases Parking
Demand
Expansive Surface Lot
Behind Grocery
Low-Rise Residential
Context
Restrictive Street Parking
Throughout Neighborhood
Challenges in Providing Public Parking On-Site
From our own development experience, shared
parking facilities pose a number of operational and
financial challenges to residential development.

Primarily, accommodating on-site public parking
would require an investment from the City of Santa
Monica that might otherwise support further
affordable housing development. Providing public
parking on-site would require an additional level
of excavation and construction, inflating both the
construction schedule and project cost.

Second, ensuring Resident safety and privacy
while opening the development to the public
would require a careful orchestration of circulation
routes, likely driving construction cost by adding
additional stairs, elevators, and lobbies for the
public and residents. On Euclid Street specifically,
we are cognizant of the privacy requirements of
Supportive Housing programs that would be in
close proximity to the visiting public.

In weighing these factors, we have developed both
Base Case and Alternative schemes for Euclid
and Fourteenth Street, so that the City might
have a better understanding of the financial and
operational implications of pursuing simultaneous
Residential and Public Parking development.

Parking Alternatives
Whether or not this project pursues on-site public
parking, each development has been designed to
encourage a range of sustainable transit options.

Heavily landscaped front setbacks and publicfacing balconies further enliven an already walkable and pedestrian-friendly neighborhood,
encouraging local and car-free trips to neighboring
cafes, groceries, and businesses.

Each site also accommodates a generous Bike
Room, with capacity beyond Santa Monica’s
code minimum, to encourage car-free local and
regional transit and add additional cyclists to the
successful Fourteenth Street bicycle corridor.

Through future partnerships, the project also
plans to pursue an E-Bike library for residents, and
EV charging at the public-facing stalls on Euclid
Street. In summary, this project aims to balance
the city’s current transit needs while ushering in a
more low-impact and climate-friendly future.
64 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 3 | Development Concept Chapter 3 | Development Concept

3.6 Urban Context & Entitlement Process
Our team understands that this project requires
City Council approval, as an Affordable project on
City-Owned land, and we have tailored the design
to facilitate collaborative engagement with the
neighborhood and an expedient approval.

The Mid-Wilshire Neighborhood of Santa Monica
will be significantly impacted by a development
of this scale, regardless of the obvious demand
for housing across the region. Our team looks to
maintain the fabric of the current neighborhood
by minimizing building height, maintaining
an engaging pedestrian scale and an active
streetscape, and allowing for the city’s tree canopy
and landscape to permeate the site.

Minimizing Building Height
Our first strategy for complimenting neighborhood
context is to reduce the overall building height.

California’s Density Bonus laws allow for a
height increase that would allow for a 7-story
development on the R-3 zoned sites at Euclid
Street and Fourteenth Street. However, to
minimize project cost and better integrate with the
neighborhood fabric, our project constitutes 5-
and 6-story buildings at these sites. This strategy
allows for a massing consistent with the multifamily buildings in the immediate vicinity, and lets the project bypass CBC Section 403 Tall Building
requirements, which would add to the project
schedule, complicate exiting requirements, and
add costly materials.

Activating the Pedestrian Scale
The second strategy for embracing our urban
context is to activate the pedestrian scale of the
project. Each site features a largely unexcavated
front setback, allowing for mature planting and
landscape at the street edge. Site Plans have
also been designed to include multiple points
of entry, with a safe and welcoming access for
pedestrians and cyclists alike. Exterior sun shades
animate Southwest-facing façades, while planted
Roof Decks enliven the street-adjacent buildings,
contributing to a walkable and lively urban
environment.

Hollywood Community Housing Corporation 65

STANDARD

STANDARD
DN
DN
DN

STANDARD

STANDARD
UP
UP

STORAGE
UP

COMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACTCOMPACT ADAADA

STANDARDSTANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

STANDARD

ELEV ELEV

MECHANICAL
ROOM
LOBBY
Transportation & Parking
Above Garage Plan for Optional Additional Garage
Level on Fourteenth Street
Above The Sixteenth Street proposal is limited to Four Stories above semi-subterranean parking.

Chapter 3 | Development Concept Chapter 3 | Development Concept 66 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 67 Porous Urban Landscapes
Lastly, the project has been left intentionally
porous- allowing for the neighborhood’s landscape
to permeate the entire block and continue
onto our projects’ planted podium levels. We
appreciate the interstitial landscapes throughout
this neighborhood- gardens between homes
and carriage houses, or internal courtyards from
postwar multifamily buildings. The landscapes
directly adjacent to both the Fourteenth Street
and Sixteenth Street projects are particularly
remarkable. By orienting our developments as a
series of narrow bars perpendicular to the street,
we are embracing and supporting the continued
care for these interstitial landscapes.

Our design also embraces the existing resources
on the site. For example, the Euclid Street
development proposes zero setback against
the Wilshire Theatre, a local landmark listed
by the Santa Monica Conservancy. This allows
the Fly Tower of the theater to create an interior
courtyard for a Permanent Supportive Housing
development, and thereby protects the historic
building and ensures its future use.

All told, our proposal is intentionally low-impact,
designed to be “hidden in plain sight,” enlivening
the best parts of the existing urban fabric while
bringing needed density to Santa Monica and
overdue support to its target populations.

3.7 Sustainability
Our team understands the pressing imperative
to design for our unprecedented climate reality.

Our Sustainability Strategy aims to embrace
passive techniques wherever possible, while
acknowledging that mechanical assistance is
increasingly necessary in an age of prevalent
wildfires and dangerous heat advisories,
especially for already-vulnerable populations.

Reducing Operational Carbon
Given the limited opportunities for energy
production on-site, our team’s primary energy
reduction strategy is to reduce operational carbon
through passive strategies like site orientation
and natural ventilation. Each site utilizes Santa
Monica’s rotated street grid to its advantage. At
Euclid and Fourteenth Streets the units have been
organized into a series of narrow, self-shading
bars, running from Northwest to Southeast. The
narrow footprint allows for passive ventilation,
while the orientation allows for the vast majority of
apertures to be passively shaded by neighboring
buildings, with only a handful of openings at
the short end of each bar, to the Southeast. At
Southwest faces, an exterior sun shading system
mitigates afternoon heat gain, while enlivening
the street-facing façade. At the smaller site
on Sixteenth Street, exterior circulation faces
southeast, thereby shading each unit and allowing
living spaces to enjoy ample natural daylight from
the north, with uninhibited views of the Santa
Monica Mountains.

Unit plans on all sites are designed to promote
natural ventilation, with operable windows at
multiple sides of every unit, allowing units to remain
unconditioned for much of the year. In tandem
with each building’s unconditioned circulation
spaces, this ensures each development operates
with minimal energy throughout the year.

Our projects also look to mitigate the Urban Heat
Island effect by providing planted roof areas,
heavily landscaped podiums above each garage,
and minimizing parking footprint to support native
and mature planting at-grade.

Another passive energy strategy is to augment
exterior circulation systems into habitable exterior
rooms. Our proposal embraces Santa Monica’s
mild climate, aiming to extend the Shoulder
Season in which residents can comfortably use
exterior space by providing shaded, comfortable,
and program-specific areas that would otherwise
be enclosed and conditioned.

Chapter 3 | Development Concept Chapter 3 | Development Concept 68 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 69 Reducing Embodied Carbon
Our team recognizes that a pathway to a lowimpact development begins before the design phase, with a commitment to reducing embodied
carbon wherever possible. With a limited budget
in a high-pressure market, the realities of Cost
Certainty have precluded an array of low-carbon
materials, such as Cross-Laminated Timber.

As such, our primary strategies for reducing
embodied carbon are to minimize the extent of
Type I construction and right-size unit plans to
lessen the material intensity of overall construction.

By minimizing the garage’s footprint- excavating
only a half-level on Sixteenth Street and
maintaining an unexcavated area on the larger
sites- our development minimizes Type I
construction, the most carbon-intensive part of
the proposed development.

In right-sizing plans, and offering outdoor
amenities, we have lessened the overall
construction volume by trading larger units for
additional communal, exterior space with a lower
carbon footprint.

Shade Screen
Reduces Heat Gain
Rooftop PV Array
Generates Energy
Through-Ventilation
Passively Cools Units
Open-Air
Common Areas
Landscaped Roof
Mitigates Urban
Heat Island
Above Passive sustainability strategies utilize Santa Monica’s mild climate to minimize energy consumption.

3.8 Schedule
Chapter 3 | Development Concept Chapter 3 | Development Concept Preliminary Schedule of Performance
HCHC anticipates a predevelopment period of
27 months starting from the date of RFP award
through construction loan closing and the
issuance of building permits. The construction
period for the three buildings will range from 17 to
20 months followed by a seven month lease-up
period starting with the opening of the first building
on 16th Street. HCHC proposes developing the
sites in one phase. This will mean all three sites will be entitled, permitted, financed, and constructed
simultaneously. A single phased large family
scattered site development like the one proposed
in this submittal is highly competitive under
CTCAC/CDLAC scoring and HCD’s Affordable
Housing and Sustainable Communities program
(AHSC).

Timeline Assumptions
The timeline assumes the City of Santa Monica
awards the RFP for the three sites in February
2024 and that execution of the Disposition and
Development Agreement (DDA) occurs in August
2024. The proposed key source of gap financing
for the project is HCD’s AHSC program. We are
anticipating an application deadline for the AHSC
program in February 2025 based on current
and past funding rounds. The AHSC program
requires that the project have rental subsidies,
land use entitlements and CEQA approvals in
place prior to the application deadline. As a
result, this schedule of performance reflects the
City of Santa Monica awarding Section 8 Project
Based Vouchers to the project in December 2024,
and entitlements approval in January 2025. The
project will also apply to HCD’s Infill Infrastructure
Grant (IIG) program during the summer of 2025.

A 4% tax credit and tax-exempt bond application
to CDLAC/CTCAC is anticipated for September
2025 after AHSC funds are awarded. If tax credits
are awarded, which we anticipate in December
2025, then CDLAC/CTCAC will require the project
start construction within 180 days of the award.

Concurrent Design & Outreach
While securing construction and permanent
financing sources, the project team will
simultaneously be conducting community
outreach, pursuing entitlements and progressing
the project design. This schedule of performance
estimates approximately 11 months to receive
entitlements approval while concurrently
conducting extensive community outreach.

Pursuit of entitlements and DDA negotiations
will also occur concurrently. Once entitlements
are received, the team anticipates a 13-month
period for plan check review and resubmissions
to secure all building, grading, and other
70 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 71 construction-related permits. Schematic design
will commence in February 2024 assuming the
project is awarded and DDA negotiations are
initiated. Schematic design will build upon the
conceptual design submitted with this proposal.

During schematic design, the project team will
engage in robust outreach to gather community
feedback on building design and site planning.

Construction Schedule
Construction documents are anticipated to be
completed in June 2025. The project will close
on its construction financing and commence
construction in May 2026. Construction will occur
concurrently across all three sites to streamline
material acquisition and specialty trade work and
to minimize disturbance to adjacent neighbors.

Due to the relatively small size of each site and
proximity to one another, the total construction
period is projected to last 20 months and certificate
of occupancy for the final building (Euclid Street)
is expected in December 2027. HCHC’s Asset
Management team will begin marketing and preleasing operations in June 2027, three months prior to construction completion of the first
building (16th Street). The three sites are projected
to achieve full occupancy in April 2028.

Preliminary Schedule of Performance
Sep‐23Oct‐23
Nov‐23Dec‐23Jan‐24Feb‐24Mar‐24Apr‐24May‐24Jun‐24Jul‐24Aug‐24Sep‐24Oct‐24Nov‐24Dec‐24Jan‐25Feb‐25Mar‐25Apr‐25May‐25Jun‐25Jul‐25Aug‐25Sep‐25Oct‐25 Nov‐25Dec‐25Jan‐26Feb‐26Mar‐26Apr‐26May‐26Jun‐26
Jul‐26Aug‐26Sep‐26Oct‐26
Nov‐26Dec‐26Jan‐27Feb‐27Mar‐27Apr‐27May‐27Jun‐27
Jul‐27Aug‐27Sep‐27Oct‐27Nov‐27Dec‐27
Jan‐28
Feb‐28Mar‐28Apr‐28May‐28

PROJECT AWARD
RFP Due Date
Project Awarded
Negotiate DDA with City of Santa Monica
Enter into DDA

FINANCING
Apply for City of Santa Monica PBV Commitment
Secure PBV Commitment
Apply to HCD-AHSC
Apply to HCD-IIG
HCD-AHSC Awards Announced
HCD-IIG Awards Announced
Apply for 4% Tax Credits
4% Tax Credit Award
Close Construction Financing

COMMUNITY OUTREACH
Listening Campaign/ Neighborhd Assn Outreach
Community Design Workshops
Focus Groups

ENTITLEMENTS, DESIGN AND PERMITTING
Land Use Approvals
Design
Concept Design
Schematic Design
Design Development
Construction Drawings
Issued for Bid
Plan Check and Permitting
Commence Building Plan Check Review
Building Plan Check Review
Issuance of Building and Grading Permits

CONSTRUCTION
Euclid Street Site
14th Street Site
16th Street Site

LEASE UP AND STABILIZATION
Begin Marketing & Pre-Leasing
Leasing and Tenant Move-In
Final Occupancy
Preliminary Schedule of Performance
Sep‐23Oct‐23
Nov‐23Dec‐23Jan‐24Feb‐24Mar‐24Apr‐24May‐24Jun‐24Jul‐24Aug‐24Sep‐24Oct‐24Nov‐24Dec‐24Jan‐25Feb‐25Mar‐25Apr‐25May‐25Jun‐25Jul‐25Aug‐25Sep‐25Oct‐25 Nov‐25Dec‐25Jan‐26Feb‐26Mar‐26Apr‐26May‐26Jun‐26
Jul‐26Aug‐26Sep‐26Oct‐26
Nov‐26Dec‐26Jan‐27Feb‐27Mar‐27Apr‐27May‐27Jun‐27
Jul‐27Aug‐27Sep‐27Oct‐27Nov‐27Dec‐27
Jan‐28
Feb‐28Mar‐28Apr‐28May‐28

PROJECT AWARD
RFP Due Date
Project Awarded
Negotiate DDA with City of Santa Monica
Enter into DDA

FINANCING
Apply for City of Santa Monica PBV Commitment
Secure PBV Commitment
Apply to HCD-AHSC
Apply to HCD-IIG
HCD-AHSC Awards Announced
HCD-IIG Awards Announced
Apply for 4% Tax Credits
4% Tax Credit Award
Close Construction Financing

COMMUNITY OUTREACH
Listening Campaign/ Neighborhd Assn Outreach
Community Design Workshops
Focus Groups

ENTITLEMENTS, DESIGN AND PERMITTING
Land Use Approvals
Design
Concept Design
Schematic Design
Design Development
Construction Drawings
Issued for Bid
Plan Check and Permitting
Commence Building Plan Check Review
Building Plan Check Review
Issuance of Building and Grading Permits

CONSTRUCTION
Euclid Street Site
14th Street Site
16th Street Site

LEASE UP AND STABILIZATION
Begin Marketing & Pre-Leasing
Leasing and Tenant Move-In
Final Occupancy
Chapter 3 | Development Concept Chapter 3 | Development Concept 72 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 73 ID Task Name Duration Start Finish
0 SANTA MONICA AFFORDABLE HOUSING 1185 days Fri 9/15/23 Fri 4/14/28 1 PROJECT AWARD 226 days Fri 9/15/23 Mon 8/12/24
2 PROPOSAL DUE DATE 0 days Fri 9/15/23 Fri 9/15/23
3 PROJECT AWARDED 0 days Thu 2/1/24 Thu 2/1/24
4 NEGOTIATE DDA WITH CITY OF SANTA MONICA 128 days Mon 1/29/24 Mon 7/29/24 5 ENTER INTO DDA 0 days Mon 8/12/24 Mon 8/12/24
6 FINANCING 411 days Mon 10/7/24 Mon 5/4/26
7 APPLY FOR CITY OF SANTA MONICA PBV COMMITMENT 0 days Mon 10/7/24 Mon 10/7/24 8 SECURE PBV COMMITMENT 0 days Mon 12/9/24 Mon 12/9/24
9 APPLY TO HCD-AHSC 0 days Fri 2/28/25 Fri 2/28/25
10 HCD-AHSC AWARDS ANNOUNCED 0 days Mon 8/4/25 Mon 8/4/25 11 APPLY TO HCD-IIG 0 days Mon 7/7/25 Mon 7/7/25
12 HCD-IIG AWARDS ANNOUNCED 0 days Mon 12/8/25 Mon 12/8/25 13 APPLY FOR 4% TAX CREDITS 0 days Mon 9/8/25 Mon 9/8/25 14 4% TAX CREDIT AWARD 0 days Mon 12/8/25 Mon 12/8/25
15 CLOSE CONSTRUCTION FINANCING 0 days Mon 5/4/26 Mon 5/4/26 16 COMMUNITY OUTREACH 312 days Mon 2/12/24 Fri 4/25/25
17 LISTENING CAMPAIGN/ NEIGHBORHD ASSN OUTREACH 312 days Mon 2/12/24 Fri 4/25/25 18 COMMUNITY DESIGN WORKSHOP 0 days Wed 4/17/24 Wed 4/17/24 19 FOCUS GROUP 0 days Wed 5/15/24 Wed 5/15/24
20 COMMUNITY DESIGN WORKSHOP 0 days Wed 6/26/24 Wed 6/26/24 21 FOCUS GROUP 0 days Wed 7/24/24 Wed 7/24/24
22 ENTITLEMENTS, DESIGN AND PERMITTING 524 days Mon 3/4/24 Mon 3/9/26 23 LAND USE APPROVALS 238 days Mon 3/4/24 Fri 1/31/25
24 PRE-APP MTG WITH SM PLANNING 0 days Mon 6/10/24 Mon 6/10/24 25 CALENDAR ARB REVIEW 0 days Mon 9/30/24 Mon 9/30/24
26 SANTA MONICA CITY COUNCIL REVIEW 71 days Mon 9/30/24 Mon 1/6/25 27 COMPLETE ENTITLEMENT APPROVALS 0 days Fri 1/31/25 Fri 1/31/25 28 DESIGN 414 days Mon 3/4/24 Mon 10/6/25
29 CONCEPT DESIGN 55 days Mon 3/4/24 Fri 5/17/24
30 PRE-APPLICATION SET 0 days Mon 6/10/24 Mon 6/10/24
31 SCHEMATIC DESIGN 60 days Mon 5/20/24 Tue 8/13/24
32 DESIGN DEVELOPMENT 100 days Wed 8/14/24 Tue 12/31/24 33 PLAN CHECK SET 0 days Mon 2/17/25 Mon 2/17/25
34 CONSTRUCTION DOCUMENTS 126 days Mon 1/6/25 Mon 6/30/25 35 ISSUED FOR BID 0 days Mon 10/6/25 Mon 10/6/25
36 PLAN CHECK AND BUILDING PERMIT 276 days Mon 2/17/25 Mon 3/9/26 37 SUBMIT DRAWING SET TO BUILDING & SAFETY 0 days Mon 2/17/25 Mon 2/17/25 38 PLAN CHECK REVIEW 80 days Mon 3/10/25 Fri 6/27/25
39 DRAWING CORRECTIONS 45 days Mon 6/30/25 Fri 8/29/25
40 SUBMIT CORRECTIONS 0 days Fri 8/29/25 Fri 8/29/25
41 PLAN CHECK REVIEW 71 days Mon 9/8/25 Mon 12/15/25
42 DRAWING CORRECTIONS 40 days Mon 12/22/25 Fri 2/13/26 43 SUBMIT FINAL CORRECTIONS 0 days Mon 2/16/26 Mon 2/16/26 44 BUILDING & GRADING PERMITS 0 days Mon 3/9/26 Mon 3/9/26 45 CONSTRUCTION 570 days Mon 10/6/25 Fri 12/10/27
46 BIDDING AND AWARD 46 days Mon 10/6/25 Mon 12/8/25
47 COMMENCE CONSTRUCTION 0 days Mon 5/11/26 Mon 5/11/26 48 EUCLID SITE COMPLETION - 20 MONTHS 415 days Mon 5/11/26 Fri 12/10/27 49 14TH SITE COMPLETION - 19 MONTHS 395 days Mon 5/11/26 Fri 11/12/27 50 16TH SITE COMPLETION - 17 MONTHS 364 days Mon 5/11/26 Thu 9/30/27 51 LEASE UP AND STABILIZATION 223 days Wed 6/9/27 Fri 4/14/28 52 BEGIN MARKETING AND PRE-LEASING 0 days Wed 6/9/27 Wed 6/9/27 53 LEASING AND TENANT MOVE-IN 131 days Fri 10/1/27 Fri 3/31/28 54 FINAL OCCUPANCY 0 days Mon 4/3/28 Mon 4/3/28

PROPOSAL DUE DATE

PROJECT AWARDED

ENTER INTO DDA

APPLY FOR CITY OF SANTA MONICA PBV COMMITMENT

SECURE PBV COMMITMENT

APPLY TO HCD-AHSC

HCD-AHSC AWARDS ANNOUNCED

APPLY TO HCD-IIG

HCD-IIG AWARDS ANNOUNCED
APPLY FOR 4% TAX CREDITS
4% TAX CREDIT AWARD

CLOSE CONSTRUCTION FINANCING

LISTENING CAMPAIGN/ NEIGHBORHD ASSN OUTREACH

COMMUNITY DESIGN WORKSHOP

FOCUS GROUP

COMMUNITY DESIGN WORKSHOP

FOCUS GROUP

PRE-APP MTG WITH SM PLANNING

CALENDAR ARB REVIEW

COMPLETE ENTITLEMENT APPROVALS

PRE-APPLICATION SET

PLAN CHECK SET

ISSUED FOR BID

SUBMIT DRAWING SET TO BUILDING & SAFETY

SUBMIT CORRECTIONS

SUBMIT FINAL CORRECTIONS

BUILDING & GRADING PERMITS

BIDDING AND AWARD

COMMENCE CONSTRUCTION
EUCLID SITE COMPLETION - 20 MONTHS
14TH SITE COMPLETION - 19 MONTHS
16TH SITE COMPLETION - 17 MONTHS

BEGIN MARKETING AND PRE-LEASING

LEASING AND TENANT MOVE-IN

FINAL OCCUPANCY
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Qtr 3, 2023 Qtr 4, 2023 Qtr 1, 2024 Qtr 2, 2024 Qtr 3, 2024 Qtr 4, 2024 Qtr 1, 2025 Qtr 2, 2025 Qtr 3, 2025 Qtr 4, 2025 Qtr 1, 2026 Qtr 2, 2026 Qtr 3, 2026 Qtr 4, 2026 Qtr 1, 2027 Qtr 2, 2027 Qtr 3, 2027 Qtr 4, 2027 Qtr 1, 2028 Qtr 2, 2028 Task
Split
Milestone
Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress

Project: SANTA MONICA AFFOR
Date: Thu 9/14/23
74 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 4
Community Involvement Plan
Hollywood Community Housing Corporation 75

4.1 Identifying Stakeholders
Chapter 4 | Community Involvement Plan
HCHC recognizes that affordable and permanent
supportive housing requires community outreach
strategies that are robust, meaningful, and result
in a development with broad support and buy-in.

A successful community outreach process
can build a strong foundation for support for
future projects and help establish HCHC as a
committed and good neighbor in the community.

As evidence of this, the Santa Monica community
need look no further than 520 Colorado Avenue
where HCHC has built and operated Step up on
Colorado, a beautifully designed, well-maintained
and well-managed permanent supportive
housing development since 2015. HCHC retains
ownership of all its developments for a minimum
of 55 years and becomes a long-term stakeholder
in the communities where it builds. Therefore,
all its developments are viewed as partnerships
with the surrounding community with the goal
of building homes for which both the building’s
residents and community can be proud.

HCHC has significant experience in conducting
stakeholder engagement for properties that serve
the same target populations, have a comparable
scale, and in a similar political landscape as the
proposed development. HCHC tailors its outreach
strategies to the specific culture, needs, and
priorities of the communities it serves.

The community outreach plan for the proposed
development will consist of several strategies to
gain comprehensive community input from the
area’s diverse stakeholders including Mid-City
and Wilshire/Montana residents, businesses,
community groups, and elected officials.

In the early stages of predevelopment, HCHC
will conduct a “listening campaign” wherein it
reaches out to local community organizations and
elected officials to gauge overall impressions of
the proposed development and the perception
of affordable/permanent supportive housing in
the community. These campaigns will also help
HCHC to connect with community members
as well as expand our outreach to other
organizations and stakeholders who will have
valuable input regarding the community’s needs
and preferences. Feedback from these meetings
will help drive the proposed program and project
design and determine the audience for broader
engagement efforts.

Above HCHC Executive Director uses a model to discuss Gramercy Place Apartments 74 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal

4.2 Outreach Strategy
Among the stakeholders HCHC will seek to
engage are the local neighborhood associations
such as the Wilshire/Montana Neighborhood
Coalition and Santa Monica Mid-City Neighbors,
as well as citywide organizations such as Santa
Monicans for Renters Rights’ and Santa Monica
Forward. HCHC will also prioritize early meetings
with nearby key community institutions, which
will include UCLA Santa Monica Health Center,
McKinley Elementary School, Lincoln Middle
School, and Santa Monica High School. Since fifty
percent of the proposed building’s units will be set
aside to serve families, input from local schools
will be of particular interest to the development
team.

HCHC will also prioritize direct engagement with
and feedback from neighborhood residents and
businesses by hosting two types of community
engagement meetings, which are Community
Design Workshops and Focus Groups. The
Community Design Workshops will be a
collaborative design process with the community,
HCHC and the architect. The workshops will
introduce the project and evolve its design based
on the ideas and needs of the neighborhood
participants. As HCHC receives feedback from
stakeholders it will work closely with its design
team to incorporate that input into the building
design. If a stakeholder’s concern cannot be
directly addressed, HCHC will work to find
alternative solutions to allay those concerns. In
instances where requests cannot be met because
they compromise project feasibility, HCHC will
provide clear explanations as to why. HCHC
will share in public forums, including in-person
meetings and online, a list of feedback it received
from stakeholders and how the feedback has
been addressed or how it compromised project
feasibility.

It’s important to note that HCHC will likely seek
project funding from the state’s AHSC program
which provides funding for housing development
as well as funding for improvements to the City’s
bicycle, pedestrian, and transit networks. The
community outreach process will incorporate
the City and neighborhood’s experience with the
area’s bicycle, pedestrian, and transit systems so
the City and HCHC can propose AHSC-funded
improvements that will further enhance the built
environment.

The Focus Groups will be small engagement
groups intended to address concerns about
specific aspects of the project and various
methods of resolving them. A few examples would
be, a Focus Group intended to seek input from
businesses along Wilshire Boulevard near the site
with concerns about parking, or a Focus Group
to educate those unfamiliar with permanent
supportive housing and its benefits to the entire
community.

HCHC will host no fewer than two in-person
community engagement meetings open to the
public at an accessible location near the project.

In addition, HCHC will host at least two community
engagement meetings via an online platform that
is accessible. The meetings will be held in the
evenings or on weekends to align with possible
Chapter 4 | Community Involvement Plan Chapter 4 | Community Involvement Plan 76 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 77 attendee schedules. In our experience providing
both in-person and online community meetings
is key to reaching a range of constituents with
different schedules and levels of accessibility.

At a minimum, meetings will be held in English
(71% of residents) with a Spanish translator (11%
speak Spanish), and if other accommodations
are requested, such as an Asian language (8.6%
of residents) or American Sign Language, they will
be met.

Noticing for the Community Design Workshops
will be sent to all residents and businesses within
500 feet of the three sites and will be written in both English and Spanish. These notices will be sent
out at least three weeks prior to the meeting date.

HCHC will also notify different community groups
and elected officials as well as advertise meetings
in the Santa Monica Daily Press or similar local
newspapers to reach a wider audience throughout
the City.

An ADA compliant project website will be
established for easy access to current information
about the development. The website will include
project information, key dates and milestones,
and information about past and future community
meetings. The website will also have a link to
provide feedback about the project and will
include a frequently-asked question and answer
page. On the website stakeholders can subscribe
to receive notifications related to the development
that will include updates about construction,
lease-up, and opportunities to provide community
input. The website will be in English and in
Spanish. Additionally, the website will provide
information to all interested parties about the
construction schedule, construction hours, and
lease-up information. By way of both the website
and in-person engagements, there will be regular
opportunities for ongoing feedback and problem
solving.

As is typical of all affordable housing development
projects, community engagement is expected to
continue from the early stages of predevelopment
through completion, lease-up and ongoing
operations. The above outlined community and
stakeholder outreach plan will be evaluated on an
ongoing basis, and supplemented and enhanced,
as needed.

Outreach Strategy
Above An Interactive, Multilingual Project Website
Opposite HCHC hosts CicLAvia at the Florence Mills
Apartments

4.3 References
Daniel Rodriguez
Bank of America
Email Address [email protected]
Contact Person
Reference Organization
213 621 7514
Los Angeles, CA
Contact Phone Number
Location
Title Vice President, Community Development Banking
Relationship Low-Income Housing Investor & Lender
Debbie Burkart
National Equity Fund, Inc.

Email Address [email protected]
Contact Person
Reference Organization
213 240 3133
Los Angeles, CA
Contact Phone Number
Location
Title Managing Director, Supportive Housing
Relationship Low-Income Housing Investor
Anne Nicholls
Department of Housing & Community Development
Email Address [email protected]
Contact Person
Reference Organization
916 776 7473
Sacramento, CA
Contact Phone Number
Location
Title National Housing Trust Fund Section Chief
Relationship Public Lender
The strength of HCHC’s relationships with lenders, service providers, and development partners is a key factor in its history of development success. Our experience over the last five years with several public and private financing partners is described below and includes contact information to affirm HCHC’s positive relationships.

Most recently, Bank of America provided the construction loan and was the tax credit equity investor for Palm Vista Apartments located in Winnetka, City of Los Angeles. Palm Vista Apartments provides 91 units of PSH and general affordable housing and received its certificate of occupancy just two weeks ago in September 2023. Bank of America also provided the construction and permanent loans for both Paul Williams Apartments, located in South Los Angeles, and Coronel Apartments, located in Hollywood.

Both buildings were completed in 2019 and provide affordable family housing. Paul Williams Apartments provides 41 units and Coronel Apartments provides 54 units.

National Equity Fund (NEF) is a non-profit lender, investor, and syndicator of low-income housing tax credits. NEF is the tax credit equity investor for HCHC’s Luna Vista Apartments, currently under construction, which will provide 73 units of PSH and family housing in North Hills, City of Los Angeles.

NEF was the tax credit equity investor for Florence Mills Apartments which provides 74 units for homeless veterans and low-income families in South Los Angeles. Palo Verde Apartments, completed in 2018 in El Monte, received both a grant and tax credit equity investment from NEF. Palo Verde Apartments serves 49 homeless veterans and low-income families.

In June 2022, the California Department of Housing & Community Development (HCD) Housing for a Healthy California (HHC) program awarded construction and permanent loan funds to HCHC’s Walnut Park Apartments, currently under construction in unincorporated Los Angeles County. In the past 5 years HCHC has extensive experience working with HCD to implement awarded funds from HCD including Infill Infrastructure Grant (Walnut Park Apartments, Luna Vista Apartments, Palm Vista Apartments, and Coronel Apartments); Affordable Housing and Sustainable Communities (Peak Plaza Apartments, anticipated to commence construction in Fall 2024); California Housing Accelerator (Walnut Park Apartments); Multifamily Housing Program (Luna Vista Apartments); and Veterans Housing and Homelessness Prevention (Palo Verde Apartments).

Chapter 4 | Community Involvement Plan Chapter 4 | Community Involvement Plan 78 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 79 Below Community Gardens at Gramercy Place Apartments
80 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 5
Financing Strategy
Hollywood Community Housing Corporation 81
Chapter 5 | Financing Strategy

5.1 Funding Sources Statement
Introduction
HCHC is proposing to finance all 130 units across
the three sites in a single phase. The financing
will involve a combination of public and private
financing including 4% Low Income Housing
Tax Credits (LIHTC). Financing the project in one
phase will maximize the sites’ competitiveness
for scarce public resources while building the
housing as quickly as possible. The primary
sources of competitive public financing that will
drive the project’s timeline include:

1. The California Department of Housing and
Community Development’s (HCD) Affordable
Housing and Sustainable Communities
(AHSC) program. AHSC is implemented
by HCD and administered by the California
Strategic Growth Council. It provides loans
to projects that achieve greenhouse gas
emission reductions and low-income
households through increasing accessibility
to affordable housing, employment centers
and low-carbon footprint transportation
options. The AHSC program prioritizes high
density projects with over 100 units including
many three-bedroom apartments as well as
projects close to high quality transit. These
sites meet those criteria.

2. HCD’s Infill Infrastructure Grant (IIG) program.

IIG prioritizes urban infill projects that have a
high level of readiness. This means the project
will need to secure most of its other funding
and receive its entitlements in order to be
competitive.

3. 4% LIHTC with tax exempt bonds and state
tax credits. These sources of funding prioritize
large family projects in high resource areas.

The proposed project has been structured to
maximize its competitiveness for this funding.

The project’s total development cost is currently
estimated at $97,341,041 or $748,777 per unit.

The construction budget hard costs are based
on estimates provided by Morley Builders, an
established general contractor headquartered
in Santa Monica. The budget’s soft costs are
primarily based on similar HCHC projects in
Los Angeles County and other projects in Santa
Monica. Construction period financing will mostly
rely on LIHTC equity from the syndication of 4%
and state tax credits, IIG financing, tax-exempt
and taxable construction loans. The project
anticipates applying to the California Tax Credit
Allocation Committee (CTCAC) in September
2025. Permanent financing will primarily consist of
4% LIHTC and state tax credit equity, a tax-exempt
permanent loan, and the state’s AHSC and IIG
financing. Sources and uses are described in
more detail below and pertain to the residential
development.
80 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Above Garden space at the Coronel apartments
Permanent Financing
Affordable Housing and Sustainable
Communities (AHSC)
$25,000,000
The project will apply for AHSC financing in
February 2025 and anticipates receiving an award
in the amount shown above with a 3% simple
interest rate. The loan will be repaid through
residual receipts and the funds require an annual
payment in the amount of 0.42% of project cash
flow before hard debt service. The financing has
a 55-year term.

Tax-Exempt Bank Permanent Loan
$9,794,409
The project will secure a tax-exempt permanent
loan in the amount shown above. The term is
assumed to be 15 years with a 30-year amortization
and an interest rate of 6.50%.

HCD-IIG
$6,000,000
HCHC will apply for an Infill Infrastructure Grant
(IIG) from HCD in the amount shown above. The
funds will be provided as a grant to HCHC who will
loan them to the project.

Federal and State Low Income Housing Tax
Credit Equity
$45,373,546 (Federal LIHTC Equity) and
$10,872,986 (State LIHTC Equity)
The project anticipates applying for federal
and state tax credits in September 2025. Once
awarded those tax credits will be sold to an
investor who will contribute equity that will fund
the project. The project is expected to receive
total net equity pay-ins from the investor limited
partner for the tax credits amounts shown above.

Deferred Developer Fee and General Partner
Equity
$300,100
HCHC anticipates deferring $300,000 in
developer fee and contributing $100 in equity.

Total Permanent Financing
$97,341,041
Construction Financing
Tax-Exempt & Taxable Private Construction Loans
$49,197,995 (Tax Exempt)
$24,984,179 (Taxable)
The project will apply for tax exempt bonds in
September 2025 and anticipates receiving a taxexempt construction loan in the amount shown above. The term on both loans is assumed to be
26 months with an interest rate of 7.00% on the
tax exempt loan and 7.5% on the taxable loan.

The loans will be repaid from LIHTC syndication
proceeds, AHSC financing, and permanent loan
debt.

Infill Infrastructure Grant
$6,000,000
HCHC will apply for an Infill Infrastructure Grant
(IIG) from HCD in the amount shown above. The
funds will be provided as a grant to HCHC who will
loan them to the project.

Tax-Credit Equity
$14,061,633
The project is anticipated to receive net equity
pay-ins from the investor limited partner during
construction in the amount shown above.

Costs Deferred Until Conversion
$2,797,134
A number of costs will be deferred until after
construction is complete and at time of loan
closing for the permanent debt. Deferred costs
include reserves, TCAC monitoring fees, a portion
of the developer fee, and permanent loan closing
expenses. The total estimate of costs deferred is
shown above.

Deferred Developer Fee & General Partner Equity
$300,100
HCHC anticipates deferring $300,000 in
developer fee and contributing $100 in equity.

Total Construction Period Financing
$97,341,041
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 82 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 83 Construction Sources Amount Permanent Sources Amount
Tax-Exempt Private
Construciton Loan 49,197,995 AHSC 25,000,000
Taxable Private Construction
Loan 24,984,179 Tax-Exempt Bank Permanent Loan 9,794,409 Infill Infrastructure Grant 6,000,000 Infill Infrastructure Grant 6,000,000 Tax-Credit Equity 14,061,633 Federal LIHTC Equity 45,373,546 Costs Deferred Until
Conversion 2,797,134 State LIHTC Equity 10,872,986
Deferred Developer Fee &
General Partner Equity 300,100 Deferred Developer Fee & General Partner Equity 300,100 Total $97.3M Total $97.3M
Rental Subsidies
City of Santa Monica Project-Based Section 8
Vouchers
$586,080
The project will request 40 project-based Section
8 vouchers (PBV) from the City of Santa Monica
for use on 40 units reserved for PSH residents.

This operating subsidy is necessary to ensure
the project can serve people transitioning from
homelessness into PSH and that the project
can implement local preferences for lease-up of
these units. The contract is anticipated to have a
20-year term.

Total PBV overhang for term of contract
(20 years)
$11,721,600 Above Outdoor space at the Coronel apartments Summary of Notes for Financial Analysis
A detailed proforma with sources and uses,
development budget, rental income, and projected
cash flow for 55 years is provided in Section 5.3.

Assumptions of the proforma financial analysis:

Sources
• The proforma assumes tax credit pricing of
$.94 per federal tax credit and $.88 per state
tax credit.
• Construction and permanent loan terms are
included in the following section.

Development Budget
• Hard costs in the budget are based on a
construction cost estimate from Morley
Builders for the three sites.
• A 10% hard cost contingency is included in
addition to Morley’s cost estimate to account
for price escalation between RFP submittal
and construction start.
• Soft costs are based on the costs of
comparable HCHC projects in Los Angeles
County that are currently in predevelopment,
under construction, or recently completed.
• Land costs are currently assumed to be $0.

HCHC is requesting that the City donate the
value of the land through the ground lease.

This is critical to project feasibility. If awarded
the site, HCHC will conduct an appraisal to
determine the value of the land which will be
used to demonstrate the City’s land donation
as a funding commitment to CTCAC and HCD.
• The highest of federal, state or local prevailing
wage will apply for all construction-related
labor.
• Capitalized operating reserve is based on
three months of project operating expenses,
reserves, and debt service.
• Transition reserve is based on one month of
cashflow after debt service less total rental
subsidies in Year 20.
• Development impact fees are reflective of
recently completed projects.
• The developer fee of $2,500,000 complies
with TCAC/CDLAC and HCD regulations.

Rental Income
• The proforma assumes the City will provide
40 PBVs for the project’s 40 PSH units. PBV
subsidy rents are based on the Santa Monica
Housing Authority’s Current Exception
Payment Standard by Bedroom Size.
• Rents are determined by TCAC’s 2023
published rent limits for Los Angeles County.
• Utility allowances are determined by the
Santa Monica Housing Authority’s 2023 Utility
Allowance.
• Three two-bedroom units are reserved for
property managers.
• Total rental income includes income from
on-site laundry facilities.

Operating Budget
• Expenses are reflective of several comparable
HCHC property budgets in Los Angeles
County.
• Three on-site managers will support the
properties.
• Expenses include funding for one resident
services coordinator.
• Per City of Santa Monica’s Zero Emission
Building Code, the project will be all electric
and does not include any expenses for a gas
utility.
• The project is pursuing AHSC funds and HCD
requires a replacement reserve of $500 per
unit.
• A vacancy rate of 5% is assumed for all rental
income and a vacancy rate of 10% is assumed
for all subsidy income to account for the
industry trend of higher vacancies among
PSH units.

Cash Flow
• Initial debt service coverage ratio of 1.15
• Income escalator is 2.5% and expense
escalator is 3.5%
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 84 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 85 Construction Loan & Permanent Loan
Underwriting Terms
As outlined in the Sources and Uses section of the
proforma and in Table 5.1, underwriting parameters
have been assumed for the project’s loan terms,
rates, and repayment schedules. Interest rates
are based on current market conditions with
some additional cushion. Please note rates can
increase or decrease significantly over the course
of several years, and the rates at construction loan
close may differ from current assumptions.

City’s Obligations and Responsibilities
HCHC is requesting that the City donate value
of the land to the proposed project and a
commitment of 40 project based vouchers for
the building’s 40 PSH units. These requests are
discussed in more detail below.

HCHC also asks the City to work together to
determine how to mitigate the impact of three
public parking lots being converted into affordable
housing. There will be short term effects (while
the properties are under construction) and longterm effects (if fewer parking spaces are available to the public after construction is complete).

Based upon HCHC’s experience with a public
parking lot owned by the City of Los Angeles in the
Venice community, there are many factors to be
considered such as: 1) how much public parking
will be replaced; 2) will it be a conventional parking
structure or will it take advantage of new parking
technology to increase the number of parking
spaces; and 3) what source of capital will be used
to pay for the public parking.

Anticipated Rental Subsidies
HCHC plans to submit a formal request for forty
(40) Section 8 Project Based Vouchers from the
Santa Monica Housing Authority, with a 20-year
contract term. The vouchers are necessary to
support the residents of the PSH units and to
ensure the City’s list can be used to fill vacant
units. After the 20-year contract term, HCHC
would request renewal of the contract to continue
to serve people experiencing homelessness.

If the City is unable to provide Project Based
Vouchers, the development will be modified to
100% affordable with no permanent supportive
housing units. Without the PBVs, the buildings
will not be able to cover operating expenses at
the lower rent levels required to house people
experiencing homelessness.

Table XX: Construction and Permanent Loan Underwriting Terms Underwriting Assumptions Interest
Rate
Term
(Mos)
Repayment Structure
Construction
Financing
Construction Loan – Tax
Exempt

7.0% 26 At permanent loan closing with
interest
Construction Loan – Taxable 7.5% 26 At permanent loan closing with interest

HCD - IIG
N/A
Federal & State Tax Credit
Equity
Costs Deferred until
Permanent Conversion
Deferred Developer Fee
General Partner Equity
Permanent
Financing
Permanent Loan – Tax
Exempt

6.50% 15 Annual monthly payments with a
30-year amortization period.

HCD – AHSC 3.00% 55 0.42% of loan amount paid
through cash flow, also repaid
through pro rata share of
residual receipts.

HCD - IIG
N/A
Federal Tax Credit Equity
State Tax Credit Equity
Deferred Developer Fee
General Partner Equity
Table 5.1
Construction and
Permanent Loan
Underwriting Terms
Table XX: Proposed Ground Lease Terms
Ground Lease Terms Proposed Structure
Term
The ground lease will be executed at the close of construction financing and extend a minimum of 65 years from when the project is placed in service.

Repayment
The base payment will be $1 per annum. The City will be also be paid annual ground lease payments from its pro rata share of residual receipts. If awarded the RFP, HCHC and the City will commission an appraisal to determine the value of the land. The “value” of land will be donated by the City to the project. The project’s Residual Receipts will be split on a pro rata basis between the City and other public funders based on the value of the financing (not including PBVs) that each public entity contributed. The other public funder that is anticipated to provide significant financing is HCD.

Payment Schedule
Annual Residual Receipts payments will be made each year for the term of the ground lease. A projected 65-year payment schedule is included with the cash flow proforma.

Table 5.2
Proposed Ground
Lease Terms
Table XX: Financing Timeline
Term (Mos) Repayment Structure
RFP Due Date Sep-23
Proposal Awarded Feb-24
Enter into DDA Aug-24
Secure City of Santa Monica PBV Commitment Dec-24
Secure land use entitlements Jan-25
Apply to HCD-AHSC Feb-25
Apply to HCD-IIG July-25
HCD-AHSC Awards Announced Aug-25
Apply for 4% Tax Credits Sep-25
HCD-IIG Awards Announced Dec-25
4% Tax Credit Award Dec-25
Issuance of Building and Grading Permits March-26
Close Construction Financing and Enter into Ground Lease May-26 Commence Construction May-26
Construction Completion Dec-27
Table 5.3
Financing Timeline
Table XX: Services Staffing and Budget
Staff Position Title Target
Population Agency Location (A) FTE
(B)
Annual
Salary +
Benefits
(A) x (B)
= Total
Cost
Funding
Source
Clinical Case
Manager PSH
The People
Concern On-Site 1 $76,200 $76,200 DHS
Case Manager (BA) PSH
The People
Concern On-Site 1 $63,500 $63,500 DHS
Program Manager PSH
The People
Concern On-Site 0.2 $88,900 $17,780 DHS
Director PSH
The People
Concern On-Site 0.1 $115,570 $11,557 DHS
Resident Services
Coordinator
General
Affordable HCHC On-Site 1 $63,500 $63,500 Cashflow
Total Staffing Costs: $232,537
Table 5.4
Services Staffing & Budget
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 86 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 87 Financial Contingencies
For the project to be feasible as well as competitive
in funding rounds, the development will need to
leverage the value of the land as a donation.

Proposed Repayment Structure
Annual residual receipts payments can be made
to the City each year for the term of the ground
lease.

Proposed Ground Lease Term, Structure, and
Payment Schedule
In order to build the proposed project, HCHC is
requesting that the City donate the full value of
the land for the development of the affordable
housing. The donation of the land is critical to the
project’s feasibility. Exact ground lease terms are
proposed in Table 5.2.

Financing Timeline
As described in the preliminary schedule of
performance, the financing timeline includes
securing City of Santa Monica PBVs and applying
to AHSC, IIG and CTCAC/CDLAC. If the proposal
is awarded in February 2024, the project team
hopes to secure PBVs by December 2024. The
team will apply for AHSC funding in February
2025. In order to apply for AHSC funding the
project will need to be fully entitled and have a PBV
commitment from the City. The project will apply
for IIG funds in July 2025 and CTCAC/CDLAC for
4% tax credits, state tax credits, and tax-exempt
bonds in September 2025. AHSC awards will likely
be announced August 2025 while CTCAC/CDLAC
and IIG awards will be announced in Dec 2025.

The project anticipates closing on construction
financing and commencing construction in May
2026. These dates are outlined in Table 5.3.

Above Murals at the Florence Mills Apartments reference local music history Table XX: Full Services Budget
Other Expenses:

Total
Cost
Funding
Source
Training $2,400 DHS
Supplies $14,400 DHS
Mileage/Parking $2,400 DHS
Client
Personal/Medical $8,000 DHS
Administrative
Overhead $21,600 DHS
Life Skills
Classes $10,000 Cashflow
Other Expenses
Total: $58,800
Total Staffing
Costs: $232,537
Total Services
Budget: $291,337
Sources:

DHS $217,837
Cashflow $73,500
Services To Be Offered & Budget
The proposed project includes both general
affordable units and PSH units. The People
Concern (TPC), will be the lead supportive service
provider for the residents living in the project’s 40
PSH units and HCHC will provide services for the
remaining 87 low income, general affordable units.

The services and staffing are detailed in Tables 5.5
to the right. The 40 PSH units will be served by two
full-time case managers, including one clinical
case manager. These staff will also have oversight
from a part-time Program Manager and Director.

All the PSH units will be located on the Euclid Street
site, which will have ample office and meeting
space for staff serving the PSH units. HCHC
will provide a full-time on-site resident services
coordinator to serve the 87 general affordable
units across the three buildings. Additionally, the
budget contains funding for supplies, mileage,
and training for staff, and administration costs.

HCHC will provide life skills classes to the
buildings’ residents which will include GED
preparation, resume workshops, and other topics.

The PSH services will be funded through the Los
Angeles County Department of Health Services
(DHS). Included as Appendix H with this submittal
is a services funding commitment from DHS. The
services for non-PSH households will be funded
through project cashflow.

Table 5.5
Full Services Budget
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 88 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 89

5.2 Cost Control Strategies
Streamlining Hard Costs
We are realistic about the construction cost impact
of projects in a highly regulated and compact city
like Santa Monica; addressing this reality begins
in the design process and continues through
construction. In partnership with Morley Builders,
our pre-construction Cost Estimating partner, we
have developed a series of strategies to arrive at
an economical project design with a high degree
of cost-certainty.

At each phase of the project, we have studied
opportunities to shorten the construction
schedule, lessening both neighborhood impact
and project cost. That strategy begins by rightsizing the project itself: minimizing Unit sizes and shortening the overall height. Units neatly
stack, and Construction types are clearly divided
between Type I for Parking and Common Spaces
and Type III for Residential areas. We have
employed standardized building systems, from
repeated Unit Plan designs to prefabricated wall
sections, to ensure the most efficient approach
possible.

To further minimize time on site, Morley Builders
advises the contractor to apply for Construction
Variances that would allow for leniency with Santa
Monica’s limited hauling and site work hours.

Furthermore, our proposals are a full level shorter
than State Density Bonus law would allow. At
Euclid and Fourteenth Streets, this places the
highest level of occupancy below 53’-0”, allowing
the project to bypass cumbersome and expensive
Tall Building requirements as listed by CBC
Section 403, which would complicate egress, fire
ratings, and mechanical ventilation requirements.

Finally, to avoid inflated Staging costs and
expanded General Conditions, our team aims to
complete construction in one phase.

Streamlining Soft Costs
Despite recent pandemic-related challenges,
HCHC has maintained financial integrity for all of
its projects in predevelopment and construction.

This is primarily due to rigorous review of
predevelopment budgets and soft cost expenses.

Soft cost control strategies for this proposal
will be achieved by implementing a one-phase
development. Cost containment from a one phase
development will be achieved as follows:
• Minimization of construction mobilization and
labor expenses.
• Economies of scale of soft costs that are
relatively fixed regardless of the size of the
project including, title and escrow costs, legal
costs for lenders and HCHC, bond financing
costs, audit costs, market studies, and several
consulting fees.
• Payment of a single developer fee of
$2,500,000.
• Lower fees for inspections by lenders and
investors during construction.
• Streamlined design effort relying on
repeated materials, construction details, and
engineering strategies across all sites.

Right Private outdoor space at Harold Way
Below A rendering of the in-progress Luna Vista apartments PROJECT SUMMARY:

Project Name: Santa Monica RFP

INPUTS AND ASSUMPTIONS INPUT
Tax Credits 4.00%
TCAC Housing Type Large Family
Qualified Census Tract ("QCT") No
Difficult to Develop Area ("DDA") Yes
Resource Area High Resource
City of Los Angeles No
Are UMRs Applicable? Yes
Federal Tax Credit Pricing $0.94
State Tax Credit Pricing $0.88
Construction Term
Months of Construction 20
Months until Conversion after Construction Completion 6 Total Months from startof construction through conversion 26 Permanent Sources Per Unit Interest Rate Amo (in yrs) % Notes Permanent Loan $ 9,794,409 $ 75,342 6.50% 30 10.06% 15 year term HCD - MHP $ - $ - 3.00% 55 0.00%
HCD - AHSC $ 25,000,000 $ 192,308 3.00% 55 25.68%
CalHFA MIP $ - $ - 3.00% 55 0.00%
Santa Monica - Ground Lease $ - $ - 3.00% 55 0.00%
LACDA - AHTF/HOME $ - $ - 3.00% 55 0.00%
City of Santa Monica $ - $ - 4.00% 55 0.00%
HCD - IIG $ 6,000,000 $ 46,154 6.16%
FHLBSF - AHP $ - $ - 0.00%
Deferred Developer Fee $ 300,000 $ 2,308 0.31%
GP Equity $ 100 $ 1 0.00%
GP Contribution (Dev Fee) $ - $ - 0.00%
Federal Tax Credit Equity $ 45,373,546 $ 349,027 46.61% State Tax Credit Equity $ 10,872,986 $ 83,638 11.17%
TOTAL $ 97,341,041 $ 748,777
Surplus/(Gap): $ 0
Construction Sources Per Unit Interest Rate Term (Months) % Notes Construction Loan - Tax Exempt $ 49,197,995 $ 378,446 7.00% 26 50.54% Construction Loan - Taxable $ 24,984,179 $ 192,186 7.50% 26 25.67% HCD - MHP $ - $ - 26 0.00%
HCD - AHSC $ - $ - 26 0.00%
CalHFA MIP $ - $ - 26 0.00%
Santa Monica - Ground Lease $ - $ - 0.00% 26 0.00%
LACDA - AHTF/HOME $ - $ - 3.00% 26 0.00%
City of Santa Monica $ - $ - 4.00% 26 0.00%
HCD - IIG $ 6,000,000 $ 46,154 26 6.16%
FHLBSF - AHP $ - $ - 26 0.00%
Costs Deferred Until Conversion $ 2,797,134 $ 21,516 2.87% Deferred Developer Fee $ 300,000 $ 2,308
GP Equity $ 100 $ 1 0.00%
GP Contribution (Dev Fee) $ - $ -
State + Federal Tax Credit Equity $ 14,061,633 $ 108,166 14.45% TOTAL $ 97,341,041 $ 748,777
Surplus/(Gap) $ -

LIHTC EQUITY PAY-IN SCHEDULE DEVELOPER FEE PAY-IN SCHEDULE DATE Closing 10.0% $ 5,624,653 30.0% $ 660,000
25% Construction Completion 0.0% $ - 0.0% $ -
50% Construction Completion 15.0% $ 8,436,980 5.0% $ 110,000 75% Construction Completion 0.0% $ - 0.0% $ -
100% Consturction Completion 0.0% $ - 0.0% $ -
Conversion 74.8% $ 42,084,899 60.5% $ 1,330,000
8609 0.2% $ 100,000 4.5% $ 100,000
TOTAL 100.0% $ 56,246,532 100.0% $ 2,200,000
Deferred Fee $ 300,000
TOTAL $ 2,500,000
8609
TOTAL
Closing
25% Construction Completion
50% Construction Completion
75% Construction Completion
100% Consturction Completion
Conversion
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 90 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 91

5.3 Annotated Pro Forma PROJECT SUMMARY:

Project Name: Santa Monica RFP

INPUTS AND ASSUMPTIONS INPUT
Tax Credits 4.00%
TCAC Housing Type Large Family
Qualified Census Tract ("QCT") No
Difficult to Develop Area ("DDA") Yes
Resource Area High Resource
City of Los Angeles No
Are UMRs Applicable? Yes
Federal Tax Credit Pricing $0.94
State Tax Credit Pricing $0.88
Construction Term
Months of Construction 20
Months until Conversion after Construction Completion 6 Total Months from startof construction through conversion 26 Permanent Sources Per Unit Interest Rate Amo (in yrs) % Notes Permanent Loan $ 9,794,409 $ 75,342 6.50% 30 10.06% 15 year term HCD - MHP $ - $ - 3.00% 55 0.00%
HCD - AHSC $ 25,000,000 $ 192,308 3.00% 55 25.68%
CalHFA MIP $ - $ - 3.00% 55 0.00%
Santa Monica - Ground Lease $ - $ - 3.00% 55 0.00%
LACDA - AHTF/HOME $ - $ - 3.00% 55 0.00%
City of Santa Monica $ - $ - 4.00% 55 0.00%
HCD - IIG $ 6,000,000 $ 46,154 6.16%
FHLBSF - AHP $ - $ - 0.00%
Deferred Developer Fee $ 300,000 $ 2,308 0.31%
GP Equity $ 100 $ 1 0.00%
GP Contribution (Dev Fee) $ - $ - 0.00%
Federal Tax Credit Equity $ 45,373,546 $ 349,027 46.61% State Tax Credit Equity $ 10,872,986 $ 83,638 11.17%
TOTAL $ 97,341,041 $ 748,777
Surplus/(Gap): $ 0
Construction Sources Per Unit Interest Rate Term (Months) % Notes Construction Loan - Tax Exempt $ 49,197,995 $ 378,446 7.00% 26 50.54% Construction Loan - Taxable $ 24,984,179 $ 192,186 7.50% 26 25.67% HCD - MHP $ - $ - 26 0.00%
HCD - AHSC $ - $ - 26 0.00%
CalHFA MIP $ - $ - 26 0.00%
Santa Monica - Ground Lease $ - $ - 0.00% 26 0.00%
LACDA - AHTF/HOME $ - $ - 3.00% 26 0.00%
City of Santa Monica $ - $ - 4.00% 26 0.00%
HCD - IIG $ 6,000,000 $ 46,154 26 6.16%
FHLBSF - AHP $ - $ - 26 0.00%
Costs Deferred Until Conversion $ 2,797,134 $ 21,516 2.87% Deferred Developer Fee $ 300,000 $ 2,308
GP Equity $ 100 $ 1 0.00%
GP Contribution (Dev Fee) $ - $ -
State + Federal Tax Credit Equity $ 14,061,633 $ 108,166 14.45% TOTAL $ 97,341,041 $ 748,777
Surplus/(Gap) $ -

LIHTC EQUITY PAY-IN SCHEDULE DEVELOPER FEE PAY-IN SCHEDULE DATE Closing 10.0% $ 5,624,653 30.0% $ 660,000
25% Construction Completion 0.0% $ - 0.0% $ -
50% Construction Completion 15.0% $ 8,436,980 5.0% $ 110,000 75% Construction Completion 0.0% $ - 0.0% $ -
100% Consturction Completion 0.0% $ - 0.0% $ -
Conversion 74.8% $ 42,084,899 60.5% $ 1,330,000
8609 0.2% $ 100,000 4.5% $ 100,000
TOTAL 100.0% $ 56,246,532 100.0% $ 2,200,000
Deferred Fee $ 300,000
TOTAL $ 2,500,000
8609
TOTAL
Closing
25% Construction Completion
50% Construction Completion
75% Construction Completion
100% Consturction Completion
Conversion
Development Budget
Project Name: Santa Monica RFP
Square Footage: 100% 0%
Total Cost Per Unit Residential Commercial Deferred Eligible Basis Acquisition Cost
Land Cost $0 $0 $0 $0
Acquisition Interest Reserve $0 $0 $0 $0
Acquisition Loan Fees $0 $0 $0 $0
Predevelopment Interest Reserve $100,000 $769 $100,000 $0 $100,000 Predevelopment Loan Fees $15,000 $115 $15,000 $0 $15,000 Predev. Insurance $0 $0 $0 $0
Predev. Taxes $0 $0 $0 $0
Other $0 $0 $0 $0
Other $0 $0 $0 $0
Legal - Acquisition/PreDev $0 $0 $0 $0
Title and Recording - Acquisition/Predev $0 $0 $0 $0
Subtotal: $115,000 $885 $115,000 $0 $0 $115,000
Construction Costs Months of Construction 20
Demolition $0 $0 $0
Site Work $ 7,349,254 $56,533 $7,349,254 $0 $7,349,254
Parking $ 10,302,059 $79,247 $10,302,059 $10,302,059
Offsite Work (eligible) $0 $0 $0 $0
Offsite Work (ineligible) $0 $0 $0
Env. Remediation $0 $0 $0
Structures Direct Construction Cost $58,675,814 $ 41,024,500 $315,573 $41,024,500 $0 $41,024,500 Contractor Contingency $0 $0 $0 $0 $0
General Requirements 7.00% $4,107,307 $31,595 $4,107,307 $4,107,307 Contractor Overhead 4.00% $2,347,033 $18,054 $2,347,033 $2,347,033 Contractor Profit 3.00% $1,760,274 $13,541 $1,760,274 $1,760,274 Performance and Payment Bond 1.25% $733,448 $5,642 $733,448 $733,448 General Liability Insurance Construction Contract 1.25% $733,448 $5,642 $733,448 $733,448 $68,357,323 $525,826 $0
Hard Cost Contingency (Owner) 10.00% $6,835,732 $52,583 $6,835,732 $0 $6,835,732 Subtotal: $75,193,055 $578,408 $75,193,055 $0 $0 $75,193,055 Architecture & Engineering
Architectural Design and Supervision % of Hard Cost: 4.50% $3,383,687 $26,028 $3,383,687 $0 $3,383,687 Reimbursables $50,000 $385 $50,000 $0 $50,000
Engineering Per Unit $2,000 $260,000 $2,000 $260,000 $0 $260,000 Subtotal: $3,693,687 $28,413 $3,693,687 $0 $0 $3,693,687 Construction Loan Costs
Construction Loan Interest - TEB $4,477,018 $4,477,000 $34,438 $4,477,000 $0 $2,954,820 Construction Loan Interest - Taxable $2,435,957 $2,436,000 $18,738 $2,436,000 $1,607,760 Lender Origination Fees Fee %: $741,822 $742,000 $5,708 $742,000 $0 $742,000 Lender Expenses 1.000% $50,000 $385 $50,000 $0 $50,000
Title/Recording/Escrow $150,000 $1,154 $150,000 $0 $150,000 Taxes Tax Rate: 1.25% $0 $0 $0 $0 $0
Insurance Per Unit $7,700 $1,001,000 $7,700 $1,001,000 $0 $1,001,000 Other: $0 $0 $0 $0 $0
Other: $0 $0 $0 $0
Subtotal: $8,856,000 $68,123 $8,856,000 $0 $0 $6,505,580 Perm Loan Costs
Loan Fees Fee %: 1.000% $97,944 $753 $97,944 $0 $97,944 Title/Recording/Escrow - Perm $15,000 $115 $15,000 $0 $15,000 Subtotal: $112,944 $869 $112,944 $0 $112,944 $0
Legal
Borrower - Construction $50,000 $385 $50,000 $0 $50,000 Borrower - Partnership Organization $5,000 $38 $5,000 $0 Borrower - Perm Closing $20,000 $154 $20,000 $0 $20,000 Borrower - Syndication $50,000 $385 $50,000 $0
Legal - Construction Lender $70,000 $538 $70,000 $0
Legal - Permanent Lender $20,000 $154 $20,000 $0 $20,000 Other $0 $0 $0 $0
Subtotal: $215,000 $1,654 $215,000 $0 $40,000 $50,000
Reserves $0 $0 $0 $0
Transit Pass Reserve $0 $0 $0 $0 $0
Replacement Reserve $0 $0 $0 $0 $0
Capitalized Operating Reserve $552,447 $4,250 $552,447 $0 $552,447 Transition Reserve $607,173 $4,671 $607,173 $0 $607,173 Subtotal: $1,159,620 $8,920 $1,159,620 $0 $1,159,620 $0 Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 92 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 93 Development Budget
Project Name: Santa Monica RFP
Square Footage: 100% 0%
Total Cost Per Unit Residential Commercial Deferred Eligible Basis TCAC and CDLAC and other Financing Fees
TCAC Application Fee $2,000 $15 $2,000 $0
TCAC Reservation Fee 0.10% $48,270 $371 $48,270 $0
TCAC Monitoring Fee Per Unit $410 $52,070 $401 $52,070 $0 $52,070 CDLAC Application and Filing Fees $17,219 $132 $17,219 $0 CDIAC Fee $5,000 $38 $5,000 $0
Issuer Application Fee $3,000 $23 $3,000 $0
Issuer Fee - Upfront $122,995 $946 $122,995 $0
Issuer Fee - Upfront for Construction $49,198 $378 $49,198 $0 Trustee Fee $6,250 $48 $6,250 $0
Issuer Financial Advisor $60,000 $462 $60,000 $0
Bond Counsel $55,000 $423 $55,000 $0
Trustee Legal Fees $5,000 $38 $5,000 $0
Misc Bond Issuance Costs $10,000 $77 $10,000 $0
Bond Issuance Contingency Costs of Bond Issuance $348,662 $15,000 $115 $15,000 $0 LACDA Fees $0 $0 $0 $0
LAHD Fees $0 $0 $0 $0
Other $0 $0 $0 $0
A Subtotal: $451,002 $3,469 $451,002 $0 $52,070 $0
Other Costs
Development Impact Fees Per Unit $6,000 $780,000 $6,000 $780,000 $0 $780,000 Local Permits and Fees / Utility Fees Rate: 3.00% $2,050,720 $15,775 $2,050,720 $0 $2,050,720 Furnishings $250,000 $1,923 $250,000 $0 $250,000
Accounting - Audit/Cost Cert $30,000 $231 $30,000 $0
Deputy Inspections/Testing $3,000 $390,000 $3,000 $390,000 $0 $390,000 Construction Consultants (Owner's Rep) $6,500 $130,000 $1,000 $130,000 $0 $130,000 LEED/Title 24/CASp Consultants $75,000 $577 $75,000 $0 $75,000 Survey and Soils $50,000 $385 $50,000 $0 $50,000
Entitlements / CEQA Consultants $50,000 $385 $50,000 $0 Appraisal $10,000 $77 $10,000 $0 $10,000
Market Study $15,000 $115 $15,000 $0 $15,000
Environmental Audit (Phase I/II/Toxic Report) $60,000 $462 $60,000 $0 $60,000 Relocation $0 $0 $0 $0 $0
Marketing/Lease-up Expense Cost/door: $700 $88,900 $684 $88,900 $0 Lease Up Fee Cost/door: $250 $31,750 $244 $31,750
Soft Cost Contingency $16,967,251 5.00% $848,363 $6,526 $848,363 $0 $848,363 Utility Connection Fees $110,000 $846 $110,000 $0 $110,000 Other LADWP Fees $0 $0 $0 $0 $0
Other LAHD Wage Monitor $0 $0 $0 $0 $0
Subtotal: $4,969,732 $38,229 $4,969,732 $0 $0 $4,769,082 Developer Fees & Costs
Developer Fee $2,500,000 $19,231 $2,500,000 $0 $2,500,000 Syndication Consultant $75,000 $577 $75,000 $0 $2,500
Admin and Organizational $0 $0 $0 $0
Subtotal: $2,575,000 $19,808 $2,575,000 $0 $2,500 $2,500,000 TOTAL: $97,341,041 $748,777 $97,341,041 $0 $1,367,134 $92,826,405 Rental Income
Project Name: Santa Monica RFP
#REF! #REF!
Avg. Affordability: 49.53%
TCAC 9% Score: 50

UNIT MIX
AMI 0-Bed 1-Bed 2- Bed 3-Bed 4-Bed Total % of Total
20% - - - - - 0%
30% - 40 - - 40 31%
40% - - - - - - 0%
50% - - - 26 - 26 20%
60% 13 8 27 - - 48 38%
70% - - 7 6 13 10%
80% - - - - - - 0%
Manager's Unit(s) - - 3 - - 3
Total: TCAC 13 48 37 32 - 130
% of Total (no mgr) 10.24% 37.8% 26.8% 25.2% 0.00%
Special Needs - - - - - - 0.0%
Gen. Affordable - - - 0.0%
PBV -
PBVASH 0 -

INCOME SCHEDULE
Units
Gross
Monthly
Rent/Unit
Utility
Allowance
Net Monthly
Rent/Unit
Total Montly
Net Income
Total Annual
Net Income
HUDassisted
Unit
Subsidy
Income
Net Monthly
Subsidy
Income
Monthly Subsidy
Income
Annual
Subsidy
Income
Tier 1: 20% AMI Level Santa Monica Santa Monica PBV
0-Bed - $ 441 $ 74 $ 367 $ - $ - - 1512 $ 1,512 - -
1-Bed - $ 473 $ 98 $ 375 $ - $ - - 1930 $ 1,930 - -
2-Bed - $ 567 $ 134 $ 433 $ - $ - - 2640 $ 2,640 - -
3-Bed - $ 655 $ 152 $ 503 $ - $ - - 3366 $ 3,366 - - $ $ $ $ $ - - -
Tier 2: 30% AMI Level Santa Monica PBV
0-Bed - $ 661 $ 74 $ 587 $ - $ - - 1,512 851 - -
1-Bed 40 $ 709 $ 98 $ 611 $ 24,440 $ 293,280 40 1,930 1,221 48,840 586,080 2-Bed - $ 851 $ 134 $ 717 $ - $ - - 2,640 1,789 - -
3-Bed - $ 983 $ 152 $ 831 $ - $ - - 3,366 2,383 - - $ , $ $ , 03 $ $ ( , 0) 40 293,280 586,080
Tier 3: 40% AMI Level
0-Bed - $ 883 $ 74 $ 809 $ - $ -
1-Bed - $ 946 $ 98 $ 848 $ - $ -
2-Bed - $ 1,135 $ 134 $ 1,001 $ - $ -
3-Bed - $ 1,311 $ 152 $ 1,159 $ - $ - $ , $ $ , $ $ 3, 86 ,9 9 - - -
Tier 4: 50% AMI Level
0-Bed - $ 1,103 $ 74 $ 1,029 $ - $ -
1-Bed - $ 1,182 $ 98 $ 1,084 $ - $ -
2-Bed - $ 1,418 $ 134 $ 1,284 $ - $ -
3-Bed 26 $ 1,639 $ 152 $ 1,487 $ 38,662 $ 463,944 $ , $ $ , $ $ 3, 86 ,5 5 26 463,944 -
Tier 5: 60% AMI Level
0-Bed 13 $ 1,324 $ 74 $ 1,250 $ 16,250 $ 195,000
1-Bed 8 $ 1,419 $ 98 $ 1,321 $ 10,568 $ 126,816
2-Bed 27 $ 1,702 $ 134 $ 1,568 $ 42,336 $ 508,032
3-Bed - $ 1,967 $ 152 $ 1,815 $ - $ - ed $ , $ 0 $ ,3 $ $ 3, 86 , 48 829,848 -
Tier 6: 70% AMI Level
0-Bed - $ 1,545 $ 74 $ 1,471 $ - $ -
1-Bed - $ 1,655 $ 98 $ 1,557 $ - $ -
2-Bed 7 $ 1,986 $ 134 $ 1,852 $ 12,964 $ 155,568
3-Bed 6 $ 2,295 $ 152 $ 2,143 $ 12,858 $ 154,296
4-Bed - $ 2,825 $ 107 $ 2,718 $ - $ -
13 309,864 -
Tier 6: 80% AMI Level
0-Bed - $ 1,766 $ 74 $ 1,692 $ - $ -
1-Bed - $ 1,892 $ 98 $ 1,794 $ - $ -
2-Bed - $ 2,270 $ 134 $ 2,136 $ - $ -
3-Bed - $ 2,623 $ 152 $ 2,471 $ - $ -
4-Bed - $ 3,229 $ 107 $ 3,122 $ - $ -
- - -
TOTAL INCOME 1,896,936 586,080

MISCELLANEOUS INCOME PER-UNIT

MONTHLY
TOTAL

MONTHLY
TOTAL
ANNUAL 11,721,600
Laundry/Vending $ 5 $ 650 $ 7,800
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 94 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 95 Operating Budget
Project Name: Santa Monica RFP
INCOME
Scheduled Gross Income $1,896,936
Operating Subsidy Premium $ 586,080
Miscellaneous Income $ 7,800
Vacancy Loss (Rental Income) 5.00% $ (94,847)
Vacancy Loss (Operating Subsidy) 10.00% $ (58,608)
Vacancy Loss (Miscellaneous Income) 5.00% $ (390)
EFFECTIVE GROSS INCOME$2,336,971
EXPENSES - RESIDENTIAL Per Unit
Units 130
Admninstrative
Advertising $ 24 $ 3,141
Legal $ 87 $ 11,331
Accounting/Audit $ 185 $ 24,068
Security $ 142 $ 18,481
Misc. Admin/Telephone $ 238 $ 30,916
Total Administrative $ 87,937
Utilities
Electricity $ 1,000 $ 130,000
Gas $ - $ -
Cable & Internet $ 155 $ 20,150
Sewer $ 360 $ 46,772
Water $ 360 $ 46,772
Total Utilities $ 243,694
Payroll/Payroll Taxes
Maintenance Payroll $ 449 $ 58,400
On-Site Manager $ 1,2693 $ 165,000
Payroll Taxes/Benefits $ 841 $ 109,360
Total Payroll/Payroll Taxes $ 332,760
Insurance $ 1,600 $ 208,000
Real Estate Taxes/Assessments $ 96 $ 12,500
Maintenance
Painting $ 186 $ 24,140
Repairs $ 302 $ 39,238
Trash Removal $ 237 $ 30,757
Exterminating $ 92 $ 12,022
Grounds $ 122 $ 15,896
Elevator $ 130 $ 16,936
Misc. Expenses $ 417 $ 54,156
Total Maintenance $ 193,145
Replacement Reserve $ 500 $ 65,000
Management Fee (6% of Gross Effective Income) $ 1,079 per unit $ 140,218 Other
Services $ 77 $ 10,000
Ground Lease Payment $ 0 $ 1
Other: Resident Service Coordinator $ 385 $ 50,000
Other:

Other: Business Licenses and Fee $ 54 $ 7,046
Other: Monitoring Fees $ 32 $ 4,100
Annual Issuer Fee/Trustee/Admin Fee (issuer s $ 58 $ 7,500 Total Other $ 78,648
TOTAL EXPENSES - RESIDENTIAL PUPY Total
Including Reserves $ 10,476$1,361,901
Without reserves and services $ 9,371$1,218,253
Without taxes, reserves, and services $ 9,275$1,205,753 UMR REQUIRED DEBT SERVICE 0.42% 105,000
NET AVAILABLE INCOME FOR PERMANENT LOAN $ 870,070
Below The Line
Asset Management Fee - LP $ 10,000
Asset Management Fee - GP $ 15,000
LIHTC Calcs
Project Name: Santa Monica RFP YES
#REF! #REF! NO
Threshold Basis Calculation:

Basis Limits Units 9% 4% Threshold Basis
Studio 13 $ 341,094 $ 341,094 $ 4,434,222
1-Bed 48 $ 393,278 $ 393,278 $ 18,877,344
2-Bed 34 $ 474,400 $ 474,400 $ 16,129,600
3-Bed 32 $ 607,232 $ 607,232 $ 19,431,424
4-Bed0 $ 676,494 $ 676,494 $ -
Manager's 3 $ 474,400 $ 474,400 $ 1,423,200
Total: Unadjusted Threshold Basis $ 60,295,790
Threshold Basis Limit Increases
Prevailing Wage 20% Yes $ 12,059,158
Project Labor Agreement 5% No $ -
Parking Beneath Units (no tuck under) 10% No $ -
Day-Care Center 2% No $ -
100% Special needs 2% No $ -
Special Features (up to 10% Choose options below.) 0% $ - Onsite renewable energy of 50% of annual use 5% No
Onsite renewable energy of 75% of annual use 2% No
New construction 45% more efficient than current standards 4% No Rehab projects 80% more energy efficient 4% No
Irrigated only with reclaimed water, grey water, or rainwater 1% No Community Gardens, at least 60 sq. ft. for units 1% No
Environmentally friendly flooring in kitchens, living rooms, and bathrooms(no VOC backing). See application 1% No Environmentally friendly flooring in all common areas. See application 2% No Meet US EPA Indoor Air Plus Program 2% No
Seismic Upgrading (lesser of 15% of unadjusted eligible basis or actual costs)(enter actual costs) 15% $ - Local Development Impact Fees
95% of upper floor units are elevator accessible 10% Yes $ 6,029,579 Type I Construction: 95% of development is Type I construction 15% No $ - Type III Construction: 95% of development is Type III or Type I/Type III Construction 10% Yes $ 6,029,579 9% Threshold Basis Limit for 2-bedroom <= $400K and in High or Highest Resource Opportunity Map Area 10% No $ - + 1% basis for each 1% of units income qualified to 50%-36% AMI 20% Yes $ 12,344,020 + 2% basis for each 1% of units income qualified to 35% AMI and below 63% Yes $ 37,981,600 Total Threshold Basis Limit Increases $ 134,739,726

FEDERAL TAX CREDITS
ACQ. CONST./ REHAB TOTAL
TOTAL ELIGIBLE COSTS $ 92,826,405 $ 92,826,405
Less:

Business Energy Tax Credits (Res. Portion) $ - $ -
Non-Eligible (Federal/Grant Financing) $ - $
-
ELIGIBLE BASIS $ 92,826,405 $ 92,826,405
THRESHOLD BASIS LIMIT $ 134,739,726
REQUESTED ELIGIBLE BASIS $ 92,826,405 $ 92,826,405
Equ LESS: VOLUNTARY REDUCTION $ - $ -
TOTAL REQUESTED UNADJUSTED ELIGIBLE BASIS $ 92,826,405 $ 92,826,405 QCT, DDA or OTHER HIGH COST ADJUSTMENT 130%
ADJUSTED ELIGIBLE BASIS $ 120,674,327 $ 120,674,327
APPLICABLE FRACTION 100%
QUALIFIED CREDIT BASIS $ 120,674,327 $ 120,674,327
CREDIT RATE 4.00%
MAXIMUM ANNUAL CREDIT AMOUNT $ 4,826,973 $ 4,826,973
MAXIMUM TOTAL CREDIT AMOUNT $ 48,269,730 $ 48,269,730
$ 97,341,041
$ 41,094,509
$ 45,373,546
$ 86,468,055
$ 10,872,986
$ 12,355,666
Credit Rate 13% 30%
$ - $ 27,847,922 $ 12,355,666
STATE TAX CREDIT EQUITY $ - $ 10,872,986 $ 10,872,986
State Tax Credits Needed

MAXIMUM TOTAL CREDIT AMOUNT
STATE TAX CREDITS (if applicable)
Total Development Cost
Non-Tax Credit Sources
Federal Tax Credit Equity
Non-State Tax Credit Sources
Remaining Need
Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 96 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 97 Cashflow
Project Name: Santa Monica RFP
Inflation
Rental Income:

Resident Rent 2.50%
Subsidy Rent 2.50%
Laundry Income 2.50%
Gross Income
Vacancy Loss:

Resident Rent 5.00%
Subsidy Rent 10.00%
Laundry Income 5.00%
Total Vacancy Loss
Gross Effective Income
Operating Expenses:

Management Fee 3.50%
Replacement Reserve 0.00%
Real Estate Taxes 2.00%
Issuer Fee 0.00%
Additional Fees 3.50%
LACDA Monitoring Fee 0.00%
Services Fee 2.50%
Other Operating Expenses 3.50%
Total Expenses
Cashflow before Debt Service
Ratio/Rate
HCD Payment 0.42%
Net Income Available for Debt Service
Permanent Loan 1.15
Combined DSCR
Cashflow after debt service
Fees
LP Management Fe 3.50%
GP Management Fee 3.50%
Def. Dev.Fee 300,000
Remaining dev fee
Cashflow for distribution
Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Year 21 Year 22 Year 23 Year 24 Year 25 2,311,232 2,369,013 2,428,238 2,488,944 2,551,168 2,614,947 2,680,321 2,747,329 2,816,012 2,886,412 2,958,573 3,032,537 3,108,351 3,186,059 3,265,711 3,347,354 3,431,037 714,082 731,934 750,232 768,988 788,212 807,918 828,116 848,819 870,039 891,790 914,085 936,937 960,360 984,369 1,008,979 1,034,203 1,060,058 9,504 9,741 9,985 10,234 10,490 10,752 11,021 11,297 11,579 11,869 12,165 12,469 12,781 13,101 13,428 13,764 14,108 3,034,817 3,110,688 3,188,455 3,268,166 3,349,871 3,433,617 3,519,458 3,607,444 3,697,630 3,790,071 3,884,823 3,981,943 4,081,492 4,183,529 4,288,118 4,395,321 4,505,204 (115,562) (118,451) (121,412) (124,447) (127,558) (130,747) (134,016) (137,366) (140,801) (144,321) (147,929) (151,627) (155,418) (159,303) (163,286) (167,368) (171,552) (71,408) (73,193) (75,023) (76,899) (78,821) (80,792) (82,812) (84,882) (87,004) (89,179) (91,408) (93,694) (96,036) (98,437) (100,898) (103,420) (106,006) - - - - - - - - - - - - - - - - -
(475) (487) (499) (512) (525) (538) (551) (565) (579) (593) (608) (623) (639) (655) (671) (688) (705) (187,445) (192,131) (196,934) (201,858) (206,904) (212,077) (217,379) (222,813) (228,383) (234,093) (239,945) (245,944) (252,093) (258,395) (264,855) (271,476) (278,263) 2,847,372 2,918,557 2,991,521 3,066,309 3,142,966 3,221,541 3,302,079 3,384,631 3,469,247 3,555,978 3,644,878 3,735,999 3,829,399 3,925,134 4,023,263 4,123,844 4,226,940 184,641 191,103 197,792 204,714 211,879 219,295 226,971 234,915 243,137 251,646 260,454 269,570 279,005 288,770 298,877 309,338 320,164 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 14,646 14,939 15,237 15,542 15,853 16,170 16,493 16,823 17,160 17,503 17,853 18,210 18,574 18,946 19,325 19,711 20,105 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 80,519 83,337 86,253 89,272 92,397 95,631 98,978 102,442 106,027 109,738 113,579 117,555 121,669 125,927 130,335 134,897 139,618 - - - - - - - - - - - - - - - - -
12,184 12,489 12,801 13,121 13,449 13,785 14,130 14,483 14,845 15,216 15,597 15,987 16,386 16,796 17,216 17,646 18,087 1,403,106 1,452,215 1,503,042 1,555,649 1,610,097 1,666,450 1,724,776 1,785,143 1,847,623 1,912,290 1,979,220 2,048,493 2,120,190 2,194,397 2,271,200 2,350,692 2,432,967 1,767,595 1,826,582 1,887,626 1,950,799 2,016,175 2,083,831 2,153,847 2,226,306 2,301,292 2,378,894 2,459,203 2,542,314 2,628,324 2,717,335 2,809,453 2,904,784 3,003,442 1,079,777 1,091,975 1,103,895 1,115,510 1,126,792 1,137,709 1,148,232 1,158,325 1,167,955 1,177,084 1,185,675 1,193,686 1,201,075 1,207,799 1,213,810 1,219,060 1,223,499 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 974,777 986,975 998,895 1,010,510 1,021,792 1,032,709 1,043,232 1,053,325 1,062,955 1,072,084 1,080,675 1,088,686 1,096,075 1,102,799 1,108,810 1,114,060 1,118,499 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888 742,888

1.27 1.29 1.30 1.32 1.33 1.34 1.35 1.37 1.38 1.39 1.40 1.41 1.42 1.42 1.43 1.44 1.44 231,889 244,087 256,007 267,622 278,904 289,821 300,344 310,437 320,067 329,196 337,787 345,798 353,187 359,911 365,922 371,172 375,611 13,168 13,629 14,106 14,600 15,111 15,640 16,187 16,753 17,340 17,947 18,575 19,225 19,898 20,594 21,315 22,061 22,833 19,752 20,443 21,159 21,900 22,666 23,459 24,280 25,130 26,010 26,920 27,862 28,838 29,847 30,891 31,973 33,092 34,250 - - - - - - - - - - - - - - - - -
198,969 210,014 220,742 231,123 241,127 250,723 259,876 268,554 276,717 284,329 291,349 297,735 333,289 339,317 344,607 349,111 352,778 Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 98 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 99 Cashflow
Project Name: Santa Monica RFP
Inflation
Rental Income:

Resident Rent 2.50%
Subsidy Rent 2.50%
Laundry Income 2.50%
Gross Income
Vacancy Loss:

Resident Rent 5.00%
Subsidy Rent 10.00%
Laundry Income 5.00%
Total Vacancy Loss
Gross Effective Income
Operating Expenses:

Management Fee 3.50%
Replacement Reserve 0.00%
Real Estate Taxes 2.00%
Issuer Fee 0.00%
Additional Fees 3.50%
LACDA Monitoring Fee 0.00%
Services Fee 2.50%
Other Operating Expenses 3.50%
Total Expenses
Cashflow before Debt Service
Ratio/Rate
HCD Payment 0.42%
Net Income Available for Debt Service
Permanent Loan 1.15
Combined DSCR
Cashflow after debt service
Fees
LP Management Fe 3.50%
GP Management Fee 3.50%
Def. Dev.Fee 300,000
Remaining dev fee
Cashflow for distribution
Year 26 Year 27 Year 28 Year 29 Year 30 Year 31 Year 32 Year 33 Year 34 Year 35 Year 36 Year 37 Year 38 Year 39 Year 40 Year 41 Year 42 3,516,813 3,604,734 3,694,852 3,787,223 3,881,904 3,978,951 4,078,425 4,180,386 4,284,896 4,392,018 4,501,818 4,614,364 4,729,723 4,847,966 4,969,165 5,093,394 5,220,729 1,086,560 1,113,724 1,141,567 1,170,106 1,199,358 1,229,342 1,260,076 1,291,578 1,323,867 1,356,964 1,390,888 1,425,660 1,461,302 1,497,834 1,535,280 1,573,662 1,613,004 14,461 14,822 15,193 15,573 15,962 16,361 16,770 17,189 17,619 18,060 18,511 18,974 19,448 19,934 20,433 20,943 21,467 4,617,834 4,733,279 4,851,611 4,972,902 5,097,224 5,224,655 5,355,271 5,489,153 5,626,382 5,767,041 5,911,217 6,058,998 6,210,473 6,365,735 6,524,878 6,688,000 6,855,200 (175,841) (180,237) (184,743) (189,361) (194,095) (198,948) (203,921) (209,019) (214,245) (219,601) (225,091) (230,718) (236,486) (242,398) (248,458) (254,670) (261,036) (108,656) (111,372) (114,157) (117,011) (119,936) (122,934) (126,008) (129,158) (132,387) (135,696) (139,089) (142,566) (146,130) (149,783) (153,528) (157,366) (161,300) - - - - - - - - - - - - - - - - -
(723) (741) (760) (779) (798) (818) (839) (859) (881) (903) (926) (949) (972) (997) (1,022) (1,047) (1,073) (285,220) (292,350) (299,659) (307,150) (314,829) (322,700) (330,767) (339,037) (347,512) (356,200) (365,105) (374,233) (383,589) (393,178) (403,008) (413,083) (423,410) 4,332,614 4,440,929 4,551,953 4,665,751 4,782,395 4,901,955 5,024,504 5,150,116 5,278,869 5,410,841 5,546,112 5,684,765 5,826,884 5,972,556 6,121,870 6,274,917 6,431,790 331,370 342,968 354,972 367,396 380,255 393,564 407,338 421,595 436,351 451,623 467,430 483,790 500,723 518,248 536,387 555,161 574,591 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 20,508 20,918 21,336 21,763 22,198 22,642 23,095 23,557 24,028 24,508 24,999 25,499 26,009 26,529 27,059 27,600 28,153 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 144,505 149,562 154,797 160,215 165,822 171,626 177,633 183,850 190,285 196,945 203,838 210,972 218,356 225,999 233,909 242,096 250,569 - - - - - - - - - - - - - - - - -
18,539 19,003 19,478 19,965 20,464 20,976 21,500 22,038 22,589 23,153 23,732 24,325 24,933 25,557 26,196 26,851 27,522 2,518,120 2,606,255 2,697,474 2,791,885 2,889,601 2,990,737 3,095,413 3,203,752 3,315,884 3,431,940 3,552,058 3,676,380 3,805,053 3,938,230 4,076,068 4,218,730 4,366,386 3,105,542 3,211,206 3,320,557 3,433,724 3,550,840 3,672,045 3,797,479 3,927,292 4,061,636 4,200,670 4,344,557 4,493,466 4,647,574 4,807,062 4,972,119 5,142,937 5,319,720 1,227,072 1,229,724 1,231,396 1,232,028 1,231,555 1,229,910 1,227,024 1,222,824 1,217,233 1,210,171 1,201,556 1,191,299 1,179,310 1,165,494 1,149,751 1,131,979 1,112,070 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 1,122,072 1,124,724 1,126,396 1,127,028 1,126,555 1,124,910 1,122,024 1,117,824 1,112,233 1,105,171 1,096,556 1,086,299 1,074,310 1,060,494 1,044,751 1,026,979 1,007,070 742,888 742,888 742,888 742,888 742,888 - - - - - - - - - - - -

1.45 1.45 1.45 1.45 1.45 11.71 11.69 11.65 11.59 11.53 11.44 11.35 11.23 11.10 10.95 10.78 10.59 379,184 381,836 383,508 384,140 383,667 1,124,910 1,122,024 1,117,824 1,112,233 1,105,171 1,096,556 1,086,299 1,074,310 1,060,494 1,044,751 1,026,979 1,007,070 23,632 24,460 25,316 26,202 27,119 28,068 29,050 30,067 31,119 32,209 33,336 34,503 35,710 36,960 38,254 39,593 40,978 35,449 36,689 37,974 39,303 40,678 42,102 43,575 45,101 46,679 48,313 50,004 51,754 53,565 55,440 57,381 59,389 61,468 - - - - - - - - - - - - - - - - -
355,551 357,376 358,192 357,938 356,548 1,096,842 1,092,974 1,087,757 1,081,114 1,072,963 1,063,220 1,051,796 1,038,599 1,023,534 1,006,498 987,387 966,091 Chapter 5 | Financing Strategy Chapter 5 | Financing Strategy 100 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 101 Cashflow
Project Name: Santa Monica RFP
Inflation
Rental Income:

Resident Rent 2.50%
Subsidy Rent 2.50%
Laundry Income 2.50%
Gross Income
Vacancy Loss:

Resident Rent 5.00%
Subsidy Rent 10.00%
Laundry Income 5.00%
Total Vacancy Loss
Gross Effective Income
Operating Expenses:

Management Fee 3.50%
Replacement Reserve 0.00%
Real Estate Taxes 2.00%
Issuer Fee 0.00%
Additional Fees 3.50%
LACDA Monitoring Fee 0.00%
Services Fee 2.50%
Other Operating Expenses 3.50%
Total Expenses
Cashflow before Debt Service
Ratio/Rate
HCD Payment 0.42%
Net Income Available for Debt Service
Permanent Loan 1.15
Combined DSCR
Cashflow after debt service
Fees
LP Management Fe 3.50%
GP Management Fee 3.50%
Def. Dev.Fee 300,000
Remaining dev fee
Cashflow for distribution
Year 43 Year 44 Year 45 Year 46 Year 47 Year 48 Year 49 Year 50 Year 51 Year 52 Year 53 Year 54 Year 55 5,351,247 5,485,029 5,622,154 5,762,708 5,906,776 6,054,445 6,205,806 6,360,951 6,519,975 6,682,975 6,850,049 7,021,300 7,196,833 1,653,329 1,694,662 1,737,029 1,780,454 1,824,966 1,870,590 1,917,355 1,965,288 2,014,421 2,064,781 2,116,401 2,169,311 2,223,544 22,004 22,554 23,118 23,696 24,288 24,895 25,518 26,156 26,809 27,480 28,167 28,871 29,593 7,026,580 7,202,244 7,382,301 7,566,858 7,756,030 7,949,930 8,148,679 8,352,396 8,561,205 8,775,236 8,994,616 9,219,482 9,449,969 (267,562) (274,251) (281,108) (288,135) (295,339) (302,722) (310,290) (318,048) (325,999) (334,149) (342,502) (351,065) (359,842) (165,333) (169,466) (173,703) (178,045) (182,497) (187,059) (191,735) (196,529) (201,442) (206,478) (211,640) (216,931) (222,354) - - - - - - - - - - - - -
(1,100) (1,128) (1,156) (1,185) (1,214) (1,245) (1,276) (1,308) (1,340) (1,374) (1,408) (1,444) (1,480) (433,995) (444,845) (455,966) (467,366) (479,050) (491,026) (503,302) (515,884) (528,781) (542,001) (555,551) (569,440) (583,676) 6,592,585 6,757,399 6,926,334 7,099,492 7,276,980 7,458,904 7,645,377 7,836,511 8,032,424 8,233,235 8,439,066 8,650,042 8,866,293 594,702 615,516 637,060 659,357 682,434 706,319 731,040 756,627 783,109 810,518 838,886 868,247 898,635 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 28,716 29,290 29,876 30,473 31,083 31,704 32,338 32,985 33,645 34,318 35,004 35,704 36,418 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 259,339 268,416 277,810 287,534 297,597 308,013 318,794 329,951 341,500 353,452 365,823 378,627 391,879 - - - - - - - - - - - - -
28,210 28,915 29,638 30,379 31,139 31,917 32,715 33,533 34,371 35,230 36,111 37,014 37,939 4,519,209 4,677,382 4,841,090 5,010,528 5,185,897 5,367,403 5,555,262 5,749,696 5,950,936 6,159,218 6,374,791 6,597,909 6,828,835 5,502,675 5,692,019 5,887,973 6,090,771 6,300,649 6,517,857 6,742,649 6,975,292 7,216,060 7,465,236 7,723,115 7,990,000 8,266,207 1,089,909 1,065,380 1,038,361 1,008,722 976,331 941,048 902,727 861,219 816,364 767,998 715,951 660,042 600,086 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 105,000 984,909 960,380 933,361 903,722 871,331 836,048 797,727 756,219 711,364 662,998 610,951 555,042 495,086 - - - - - - - - - - - - -

10.38 10.15 9.89 9.61 9.30 8.96 8.60 8.20 7.77 7.31 6.82 6.29 5.72 984,909 960,380 933,361 903,722 871,331 836,048 797,727 756,219 711,364 662,998 610,951 555,042 495,086 42,413 43,897 45,433 47,024 48,669 50,373 52,136 53,961 55,849 57,804 59,827 61,921 64,088 63,619 65,846 68,150 70,535 73,004 75,559 78,204 80,941 83,774 86,706 89,741 92,882 96,132 - - - - - - - - - - - - -
942,496 916,483 887,927 856,698 822,661 785,675 745,592 702,258 655,515 605,194 551,123 493,121 430,998 102 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 6
Financial Capacity & Experience
Hollywood Community Housing Corporation 103

6.1 Financial Capacity
Chapter 6 | Financial Capacity & Experience
Audit Reports for 2020 - 2022
As HCHC will be the project’s sole developer
and lessee to a ground lease, our audit reports
are included as Appendix G for years 2020, 2021,
and 2022. The audits include letters from the
independent auditing firms Holthouse, Carlin, and
Van Trigt LLP and Dauby O’Connor & Zaleski, LLC
confirming the consolidated financial statements
presented for each fiscal year fairly represent the
financial position of HCHC and the results of its
operations and its cash flows in accordance with
generally accepted United States accounting
principles. Management letters are not included
as the independent auditing firms found no issue
or concern with the financials presented.

Complete Portfolio of Developments
Appendix K presents a complete portfolio
of HCHC’s developments in operation, predevelopment, and construction. Projects that are analogous to this proposal are highlighted in yellow
and include: Step Up on Colorado (Kaufmann
Apartments) due to its location in Santa Monica
on a 6,500 SF site; Gramercy Place Apartments
due to its ground lease; Palm Vista Apartments,
Walnut Park Apartments, Luna Vista Apartments,
and Palo Verde Apartments which serve both
PSH and general affordable households; Stanford
Apartments due to its larger size at 85 units;
Florence Mills Apartments and Paul Williams
Apartments due to the service provision and
community benefits they experience by being
located less than 100 feet away from each other;
and Peak Plaza Apartments which received an
Affordable Housing and Sustainable Community
(AHSC) award this past round (the same financing
as the proposed project).

Portfolio of Partnerships and Financing for
Supportive Services
HCHC has a long history of providing direct
resident services and working with third party
service providers specializing in intensive
case management services (ICMS) for people
experiencing homelessness. HCHC’s Resident
Services team provides support and case
management for tenants receiving Housing
Authority of the City of Los Angeles (HACLA)
Housing Opportunities for Persons with AIDS/HIV
(HOPWA) project based rental assistance and is
primarily funded through the Alliance for Housing
& Healing related to the HOPWA program and
HACLA’s Continuum of Care Program. Outside
of the Resident Services department, HCHC
maintains strong partnerships with Housing
Works, Alexandria House, New Directions for Vets,
and Step Up to provide ICMS services to residents
at many of its buildings in operation. Housing
Works contracts are typically financed through
project cash flow, Los Angeles County’s Measure
H (Homeless Initiative), and in-kind service value.

Alexandria House and Step Up partnerships are
financed through joint-development partnerships
and project cash flow. Funds from partnerships,
cash flow, HACLA, and Measure H are typically
used to provide full-time equivalent (FTE) case
managers and resident services coordinators on
site including funding HCHC Resident Services
team salaries. To supplement services budgets,
Above An HCHC Book Drive Event
102 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 104 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 105 HCHC has a strong record of securing grants
from foundations such as QueensCare, Kaiser
Permanente, the Green Foundation, Marisla
Foundation, S. Mark Taper Foundation, and the
Geffen Foundation. Appendix L details each
property’s service partnerships and funding
sources in addition to grant information and uses.

Experience Obtaining Funding Sources and
Successful Competition for 9% Tax Credits
For the proposed development HCHC intends
to pursue financing from the AHSC program,
HCD’s IIG program, 4% federal tax credits, state
tax credits and tax-exempt bonds. HCHC has a
highly-successful track record of securing both
public and private funds to finance its affordable
housing developments. In the last five years
alone, HCHC has funded eight projects using 4%
and 9% tax credits from CTCAC and tax-exempt
bonds from CDLAC (Appendix M). Other highlycompetitive funding sources HCHC has been awarded in recent years are:

City of Los Angeles
• HHH funds
• CRA funds
• Linkage Fees
• Affordable Housing Trust Funds
• HOME funds
Housing Authority of the City of Los Angeles
• Project Based Vouchers
Los Angeles County Development Authority
• No Place Like Home (NPLH)
• Affordable Housing Trust Funds
• HOME funds
Federal Home Loan Bank
• Affordable Housing Program funds
California Department of Housing
and Community Development
• California Housing Accelerator Program
• Multifamily Housing Program
• Veterans Housing and Homelessness
Prevention Program
• Housing for Healthy California
• Infill Infrastructure Grant Program
• AHSC Program
Department of Health Services
Department of Mental Health
HCHC has secured several sources of federal
housing subsidies including Section 8 Project
Based Vouchers, Veterans Affairs Supportive
Housing (VASH) PBVs, HUD HOME financing,
and HUD Section 811 funding for people with
disabilities. These subsidies support households
living in 336 apartments across many projects
and are presented in more detail in Appendix N.

Notably, in August 2023, HCHC’s development
Peak Plaza Apartments was one of the top
scorers in a very competitive AHSC funding
round. HCHC was able to secure a $20M award
for the affordable housing development and
$14.5M for the City of Los Angeles to put towards
infrastructure improvements for bike, pedestrian
and mass transit in the areas surrounding the
proposed affordable housing development.

HCHC is proposing this same financing as part of
the proposed capital stack for this project, which
could potentially bring several million dollars to
the City of Santa Monica for improvements near
the three proposed affordable housing sites.

The key assumptions for all of the financing
sources, both public and private, are based on
current market conditions and regulations. These
market conditions, including interest rates for
conventional debt and the loan amounts available
through government agencies, are modified on
a regular basis. HCHC will continually work to
update the pro forma to develop the most costeffective and expeditious strategy to finance and develop the proposed project.

Recourse & Non-Recourse Debt, Non-Performing
Loans, Financial Obligations, and Legal Actions
HCHC will be financially responsible for the
proposed project. HCHC has secured lines of credit
and loans including a revolving Non-Profit Finance
Fund (NFF) loan of $1,500,000 and a $500,000
Wells Fargo loan. Details of HCHC’s current
recourse and non-recourse debt with repayment
terms are detailed in Exhibit 6.1.5. HCHC confirms
that it does not have any non-performing loans and
has not defaulted on any loans during the last five
years. Lastly, HCHC is currently involved with one
legal action. HCHC is a co-defendant with Venice
Community Housing (co-developer of a proposed
project) and the City of Los Angeles in a California
Environmental Quality Act (CEQA) lawsuit that
pertains to an affordable housing development
called the Venice Dell Community. The plaintiffs
are challenging the City’s determination that the
Venice Dell Community is exempt from CEQA. The
co-defendants are making progress in defending
this case and four hearings are scheduled during
the month of September 2023.

Above HCHC resident signing the lease for her new apartment Financial Capacity
Top Left Palm Vista Apartments, Under Construction
Above Holding the key to a new Family home
Project Name & Address Date Completed
Project type
(New Construction or
rehab)
Commercial
Component
(if any)
Target Population
Number of
Restricted Units
Number of Total
Units
Similarity to Santa
Monica RFP Sites
Alexandria House Apartments
510 S. Alexandria Street
Los Angeles, CA 90020
7/8/2009 Rehab N/A Family 15 16 --
Allesandro Street Apartments
1934 Allesandro Street
Los Angeles, CA 90039
11/14/2005 NC N/A Family, Special
Needs
17 18 --
Argyle Court Apartments
1938 N. Argyle Avenue
Los Angeles, CA 90068
2/16/1998 Rehab N/A Family, Special
Needs
22 23 --
Barnsdall Court Apartments
1632 Noramandie Avenue Los
Angeles, CA 90027
6/28/2000 NC N/A Family 37 38 --
Carlton Court Apartments
5443 Carlton Way
Los Angeles, CA 90027
10/5/1994 NC N/A Family 23 24 --
Casa Verde Apartments
1552 Schrader Avenue
Los Angeles, CA 90028
12/1/2000 NC N/A Family, Special
Needs
29 30 --
Coronel Apartments
1601 N. Hobart Blvd.

Los Angeles, CA 90027
4/19/2019 NC/Rehab N/A Family 53 54 --
Dunning Apartments
5552 Carlton Way
Los Angeles, CA 90028
11/6/1992 Rehab N/A Family, Special
Needs
25 26 --
Florence Mills Apartments
1044 E. Jefferson Blvd, Los
Angeles, CA 90011
3/1/2021 NC
Yes - Young
Musicians
Foundation
Homeless
Veterans and lowincome families73 74
Located adjacent
to Paul Williams
Apartments
allowing for shared
resources
Gateway Apartments
13368 Beach Ave.

Los Angeles, CA 90292
3/2/2016 NC N/A Homeless, Special
Needs
20 21
Located in west
Los Angeles
Gramercy Place Apartments
2375 W. Washington Blvd,
Los Angeles, CA 90018
12/3/2021 NC Yes - Tenant space
vacant Homeless 62 64
Ground lease
property
Harold Way Apartments
5521 Harold Way
Los Angeles, CA 90026
8/19/2003 NC N/A Family, Special
Needs
50 51 --
HCHC Recap I:
5425 Carlton Way, Los Angeles,
CA 90027
1924 N. Argyle Age. Los
Angeles, CA 90068
6501 Yucca St. Los Angeles, CA
90028
9/8/2017 Rehab N/A Family, Seniors 65 68 --
Hollywood Bungalows
1516-1544 Serrano Avenue, 1721
N. Kingsley
Los Angeles, CA 90027
1/22/2010 Rehab N/A Family 41 42 --
Hollywood Metro Apartments
1516 N Western Avnue
Los Angeles, CA 90027
8/8/2005 NC
Yes - Bank and
other retail Family 55 56 --
Innes Heights Apartments
1245 Innes Avenue
Los Angeles, CA 90026
8/14/2003 NC N/A Special Needs 18 19 --
Complete Portfolio of Properties in Operation, under Construction, and in PreDevelopment Key: Rows highlighted in yellow are analogous to this City of Santa Monica proposal Properties in Operation
Exhibit 6.1.1 Portfolio of Developments
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 106 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 107 Los Angeles, CA 90018
Harold Way Apartments
5521 Harold Way
Los Angeles, CA 90026
8/19/2003 NC N/A Family, Special
Needs
50 51 --
HCHC Recap I:
5425 Carlton Way, Los Angeles,
CA 90027
1924 N. Argyle Age. Los
Angeles, CA 90068
6501 Yucca St. Los Angeles, CA
90028
9/8/2017 Rehab N/A Family, Seniors 65 68 --
Hollywood Bungalows
1516-1544 Serrano Avenue, 1721
N. Kingsley
Los Angeles, CA 90027
1/22/2010 Rehab N/A Family 41 42 --
Hollywood Metro Apartments
1516 N Western Avnue
Los Angeles, CA 90027
8/8/2005 NC
Yes - Bank and
other retail Family 55 56 --
Innes Heights Apartments
1245 Innes Avenue
Los Angeles, CA 90026
8/14/2003 NC N/A Special Needs 18 19 --
Los Angeles County Development Authority NOFA 26 - B.2 Developer Experience Project Name & Address Date Completed
Project type
(New Construction or
rehab)
Commercial
Component
(if any)
Target Population
Number of
Restricted Units
Number of Total
Units
Similarity to Santa
Monica RFP Sites
Kenmore Apartments
1726 N. Kenmore Avenue Los
Angeles, CA 90027
12/15/2000 Rehab N/A Family, Special
Needs
20 21 --
La Brea / Franklin Apartments
1801 La Brea Avenue
Los Angeles, CA 90046
5/30/1993 NC N/A Family 39 40 --
La Mirada Terrace Apartments
5657 La Mirada Avenue
Los Angeles, CA 90038
12/1/2000 NC N/A Family, Special
Needs
29 30 --
Mariposa Apartments
1050 Mariposa Avenue
Los Angeles, CA 90029
6/1/2009 NC Yes - laundromat Family 57 58 --
Palo Verde Apartments
4704 Peck Road
El Monte, CA 91732
11/21/2018 NC N/A
Homeless
Veterans and LowIncome Famiies48 49
Partial PSH and
partial general
affordable
Palomar Apartments
5473 Santa Monica Blvd.

Los Angeles, CA 90029
12/14/2005 Rehab N/A Senior 26 27 --
Paul Williams Apartments
E. 1010 Jefferson Blvd.

Los Angeles, CA 90011
3/28/2019 NC/Rehab N/A Family 40 41
Located adjacent
to Florence Mills
Apartments
allowing for shared
resources
St. Andrews Place
1514-44 N. St. Andrews Pl.

Los Angeles, CA 90028
11/21/1995 Rehab N/A Homeless 15 16 --
Stanford Avenue Apartments
14733-14803 S. Stanford
Avenue, Compton, CA 90220
12/1/2020 NC N/A Homeless 83 85
New construction
with concentrated
PSH population
Step Up on Colorado
520 Colorado Ave.

Santa Monica, CA 90404
10/21/2015 NC N/A Homeless, Special
Needs
32 34
Located in Santa
Monica on 6,500
SF site
Step Up on Vine
1057 N. Vine Street
Los Angeles, CA 90028
1/1/2013 Rehab
Yes - Café and
community serving
retail space for
work training
Homeless, Special
Needs
32 34 --
Views at 270
1672 N Western Avenue
Los Angeles, CA 90027
5/27/2004 NC Yes - Walgreens Family 59 60 --
Waterloo Heights
1011 Waterloo Street
Los Angeles, CA 90026
8/22/2002 NC N/A Homeless 17 18 -
Walnut Park Apartments
7616 Pacific Blvd
Los Angeles, CA 90255
Under
Construction
NC N/A Family, Special
Needs
62 64
Partial PSH and
partial general
affordable
Palm Vista
20116 Sherman Way
Winnetka, CA 91306
Under
Construction
NC N/A Family, Special
Needs
89 91
Partial PSH and
partial general
affordable
Luna Vista
8767 Parthenia Place
North Hills, CA 91343
Under
Construction NC
N/A Family, Special
Needs 71 73
Partial PSH and
partial general
affordable
Peak Plaza Apartments
Properties in PreDevelopment
Properties Under Construction
Project Name & Address Date Completed
Project type
(New Construction or
rehab)
Commercial
Component
(if any)
Target Population
Number of
Restricted Units
Number of Total
Units
Similarity to Santa
Monica RFP Sites
Venice Dell Community
2102-2120 South Pacific Ave 116-
302 East North Venice Blvd
2106-2116 South Canal St 319
East South Venice Blvd
In
Predevelopment
NC TBD Family, Special
Needs, Artists
136 140
Located in west
Los Angeles. Large
project over 140
units. Ground
lease.

Step Up on Colorado
520 Colorado Ave.

Santa Monica, CA 90404
10/21/2015 NC N/A Homeless, Special
Needs
32 34
Located in Santa
Monica on 6,500
SF site
Step Up on Vine
1057 N. Vine Street
Los Angeles, CA 90028
1/1/2013 Rehab
Yes - Café and
community serving
retail space for
work training
Homeless, Special
Needs
32 34 --
Views at 270
1672 N Western Avenue
Los Angeles, CA 90027
5/27/2004 NC Yes - Walgreens Family 59 60 --
Waterloo Heights
1011 Waterloo Street
Los Angeles, CA 90026
8/22/2002 NC N/A Homeless 17 18 -
Walnut Park Apartments
7616 Pacific Blvd
Los Angeles, CA 90255
Under
Construction
NC N/A Family, Special
Needs
62 64
Partial PSH and
partial general
affordable
Palm Vista
20116 Sherman Way
Winnetka, CA 91306
Under
Construction
NC N/A Family, Special
Needs
89 91
Partial PSH and
partial general
affordable
Luna Vista
8767 Parthenia Place
North Hills, CA 91343
Under
Construction NC
N/A Family, Special
Needs 71 73
Partial PSH and
partial general
affordable
Peak Plaza Apartments
306 E Washington Blvd
Los Angeles, CA 90015
In
Predevelopment
NC Yes Family 102 104
Received AHSC
Funding Award
Properties in PreDevelopment
Properties Under Construction
Los Angeles County Development Authority NOFA 26 - B.2 Developer Experience Exhibit 6.1.1 Portfolio of Developments, Continued Exhibit 6.1.2 Property-Specific Partnerships for PSH Units Property Name Location Units (Special
Needs/Total) Service Partner DateCompleted
Dates of
Service
Agreement
Short Description of
Services
Financing Source for
Service
Alexandria
House
Apartments
City of Los
Angeles 16 (15) Alexandria House 2009
Service start
date
08/01/2009

1.0 FTE RSC Joint Partnership with
Alexandria House
Allesandro Street
Apartments
City of Los
Angeles 18 (17) HCHC Resident ServicesTeam 2005 7/1/23‐6/30/24 All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
7/1/23‐
6/30/25,
agreement is
pending.

Project‐Based Rental
Assistance (PBRA) for 22
HOPWA residents
Housing Authority of the
City of Los Angeles‐
Housing Opportunities
for Persons with

AIDS/HIV (HOPWA)
Project‐Based Rental
Assistance (PBRA)
30 (12) HCHC Resident Services
Team 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
30 (11) HCHC Resident Services
Team 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
26 (3) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
26 (3) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
Project Cash Flow
($69,000/year)
Measure H
($32,400/year)
In ‐Kind service value
($45,350/year)
Property‐Specific Partnerships for PSH Units
Florence Mills
Apartments
Service start
date
03/24/2021
City of Los
Angeles 74 (19) Housing Works 2021 1.0 FTE CM & 1.0 FTE RSC 2000
HCHC Resident Services
Team 23 (22) City of LosAngeles
Argyle Court
Apartments 1998
Casa Verde
Apartments
City of Los
Angeles
Dunning
Apartments
City of Los
Angeles
HCHC Resident Services
Team 1992
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 108 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 109 Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 110 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 111 Exhibit 6.1.2 Property-Specific Partnerships for PSH Units, Continued

0.75 FTE ICMs &0.25 FTE
RSC
Project Cash Flow
($53,000/year)
In Kind service value
($80,385/year)
VA 0.65 FTE CM Commitmen Letter only
New Directions for Vets 0.35 FTE RSC & 0.25
Supervisor
Project Cash flow
($30,450/year) with 3%
annual escalation
Project Cash Flow
($70,625/year)
DHS Housing for Health
($286,000/hear)
7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year

0.33 FTE CM Step Up on Second, In
($21,450/year)

1.0 FTE RSC Step Up on Second, Inc
($23,000/year)
Project Cash flow
($30,000/year)
Step Up on
Colorado
City of Santa
Monica 34 (32) Step Up on Second Street,Inc 2015
service start
date
07/28/2015

1.0 FTE RSC Commitment with
SUOSS
27 (14) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
27 (14) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
Waterloo
Heights
Apartments
City of Los
Angeles 18 (15) HCHC Resident ServicesTeam 2002 7/1/23‐6/30/24 All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
Palo Verde
Apartments
Service start
Date
12/06/2018
Housing Works
Service start
date
03/13/2013
Housing Works
2013 Step Up on Second Street,
Inc
HCHC Resident Services
Team
2020

3.15 FTE CMs & 0.50 FTE
RSC
49 (25) 2018
El Monte
Los Angeles
County
Service Start
date
03/23/2021
85 (53)
Compton
Los Angeles
County
City of Los
Angeles
Palomar
Apartments
Step Up on Vine
Stanford Avenue
Apartments
34 (32) City of Los
Angeles
85 (15)
2005 HCHC Resident Services
Team
Gramercy Place
Apartments
City of Los
Angeles 64 (31) Housing Works 2021
Service start
date
07/01/2019

1.55FTE  CM & 1.00 FTE
RSC
Project Cash flow
($66,250/year)
42 (15) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
42 (15) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
19 (18) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
19 (18) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
21 (7) HCHC Resident Services
Team 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
21 (7) HCHC Resident Services
Team 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
30 (9) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
30 (9) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
2000
Hollywood
Bungalow Courts
Innes Heights
Apartments 2003 City of LosAngeles
City of Los
Angeles
HCHC Resident Services
Team 2010
HCHC Resident Services
Team
2000
HCHC Resident Services
Team
La Mirada
Terrace
Apartments
Kenmore
Apartments
City of Los
Angeles
City of Los
Angeles
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 112 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 113 Exhibit 6.1.2 Property-Specific Partnerships for PSH Units, Continued 23 (3) 7/1/23‐6/30/24
All funding used for
salaries: 30% Director of
Resident Services, 50%
Program Manager, 80%
RSC, 100% Senior RSC,
100% Senior RSC
Alliance for Housing &
Healing relating to the
Housing Opportunities
for Persons with AIDS
(HOPWA) Program
Resident Services
Coordination, $278,120/
year
23 (3) 9/1/22‐8/31/23
Sponsor‐based rental
assistance (SRA) for 112
HOPWA residents
Housing Authority of the
City of Los Angeles
(HACLA) Continuum of
Care Program,
$1,851,854/year
Walnut Park
Apartments
Huntington Park
Los Angeles
County
64 (31) HousingWorks Under
construction
MOU signed.

Services to
begin in Spring
2024 and
continue
through 2039.

2.05 FTE Case Manager

0.75 FTE RSC
‐ LA County DHS
Measure H
‐ Project cash flow
($82,500/year)
Palm Vista
Apartments
City of Los
Angeles 91 (44) Housing Works Underconstruction
Service start
date
09/01/2023

2.20 FTE CMs & 1.125
RSC
‐ LA County DHS
Measure H
‐ Project cash flow
($96,000/year)
Project Cash Flow
($75,000/year)
Measure H
commitments to SPA 7
under Housing Works
Master Contract with
DHS
Grant Name and
Partnerships Year Awarded Amount Use of Funds
QueensCare 2022 $15,000 HCHC Resident Services
salaries
Kaiser
Permanente 2022 $50,000 HCHC Resident Servicessalaries
The Green
Foundation 2022 $25,000 HCHC Resident Servicessalaries
Marisla
Foundation 2022 $35,000 HCHC Resident Servicessalaries and benefits S. Mark Taper
Foundation 2022 $50,000 HCHC Resident Servicessalaries
QueensCare 2023 $15,000 HCHC Resident Services
salaries
Marisla
Foundation 2023 $35,000 HCHC Resident Servicessalaries and benefits Geffen
Foundation 2021 $10,000 Resident Services
Young Musicians
Foundation Ongoing partnership
Provides free music
instruction to Florence
Mills and Paul Williams
residents over the age of
4 YWCA Ongoing partnership
Provides linkage for
residents experiencing
domestic violence
Housing Works Ongoing partnership
Receives office space at
no cost at Wilcox
Apartments
Luna Vista
Apartments
Service start
date
anticipated in
2024
City of Los
Angeles 73 (36) Housing Works Underconstruction
City of Los
Angeles
Wilcox
Apartments

2.25 FTE CMs & 0.75 FTE
RSC
2017 HCHC Resident Services
Team
Exhibit 6.1.3 List of All Project Financing Sources
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 114 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 115 B.2 Developer Experience
Project Name & Address
Tax
Credit
Type
Date Completed
Project type
(New
Construction or
rehab)
Commercial
Component
(if any)
Target
Population
Number of
Restricted/Tax
Credit Units
Number of Total
Units
Principal Funding Sources (LIHTC,
MHP, etc.)
Alexandria House Apartments
510 S. Alexandria Street
Los Angeles, CA 90020
4% 7/8/2009 Rehab N/A Family 15 16 LIHTC, Pacific Capital Bank-AHP,

HACOLA, CRA, MHP, COI & HCID
Allesandro Street Apartments
1934 Allesandro Street
Los Angeles, CA 90039
N/A 11/14/2005 NC N/A Family, Special
Needs 17 18 Citi Bank, HUD, HACOLA & HCID
Argyle Court Apartments
1938 N. Argyle Avenue
Los Angeles, CA 90068
N/A 2/16/1998 Rehab N/A Family, Special
Needs 22 23 CHASE & HCID
Barnsdall Court Apartments
1632 Noramandie Avenue Los
Angeles, CA 90027
4% 6/28/2000 NC N/A Family 37 38 LIHTC, Red Mortgage Capital, Inc. US Bank & HCID
Carlton Court Apartments
5443 Carlton Way
Los Angeles, CA 90027
4% 10/5/1994 NC N/A Family 23 24 LIHTC, Citi Bank, CRA & HCHC Casa Verde Apartments
1552 Schrader Avenue
Los Angeles, CA 90028
4% 12/1/2000 NC N/A Family, Special
Needs 29 30 LIHTC, Citi Bank & CRA
Coronel Apartments
1601 N. Hobart Blvd.

Los Angeles, CA 90027
9% 4/19/2019 NC/Rehab N/A Family 53 54 LIHTC, Bank of America, HCID, CRA, AHP, Kilroy Realty Corp.

Dunning Apartments
5552 Carlton Way
Los Angeles, CA 90028
9% 11/6/1992 Rehab N/A Family, Special
Needs 25 26 LIHTC, Mission Valley Bank (MVB) & CRA
Florence Mills Apartments
1044 E. Jefferson Blvd, Los
Angeles, CA 90011
9% 3/1/2021 NC
Yes - Young
Musicians
Foundation
Homeless
Veterans and lowincome families
73 74 LIHTC, Union Bank, LACDA, AHP,
HCIDLA, HomeDepot
Gateway Apartments
13368 Beach Ave.

Los Angeles, CA 90292
9% 3/2/2016 NC N/A Homeless,
Special Needs 20 21 LIHTC, HCID, LACDC
Gramercy Place Apartments
2375 W. Washington Blvd,
Los Angeles, CA 90018
4% 12/3/2021 NC Yes - Tenant space
vacant Homeless 62 64 LIHTC, Citibank, LACDA - CGF, CRA, HHH, and MHHP Harold Way Apartments
5521 Harold Way
Los Angeles, CA 90026
9% 8/19/2003 NC N/A Family, Special
Needs 50 51 LIHTC, CHASE, HCID & HCHC
HCHC Recap I:
5425 Carlton Way, Los
Angeles, CA 90027; 1924 N.

Argyle Age. Los Angeles, CA
4% 9/8/2017 Rehab N/A Family, Seniors 65 68 LIHTC, HCID, tax exempt bonds Hollywood Bungalows
1516-1544 Serrano Avenue,
1721 N. Kingsley
Los Angeles, CA 90027
4% 1/22/2010 Rehab N/A Family 41 42 LIHTC, Citi Bank, CRA & HCID Hollywood Metro Apartments
1516 N Western Avnue
Los Angeles, CA 90027
4% 8/8/2005 NC Yes - Bank and
other retail Family 55 56 LIHTC, Bank of New York Trust, MHP &CRA Innes Heights Apartments
1245 Innes Avenue
Los Angeles, CA 90026
9% 8/14/2003 NC N/A Special Needs 18 19 LIHTC, Citi Bank, HACOLA, HCID & AHP
Kenmore Apartments
1726 N. Kenmore Avenue Los
Angeles, CA 90027
9% 12/15/2000 Rehab N/A Family, Special
Needs 20 21 LIHTC, HCID
La Brea / Franklin Apartments
1801 La Brea Avenue
Los AngelesCA 90046
9% 5/30/1993 NC N/A Family 39 40 LIHTC, Citi Bank & CRA 306 E Washington
Hollywood Bungalows
1516-1544 Serrano Avenue,
1721 N. Kingsley
Los Angeles, CA 90027
4% 1/22/2010 Rehab N/A Family 41 42 LIHTC, Citi Bank, CRA & HCID Hollywood Metro Apartments
1516 N Western Avnue
Los Angeles, CA 90027
4% 8/8/2005 NC Yes - Bank and
other retail Family 55 56 LIHTC, Bank of New York Trust, MHP &CRA Innes Heights Apartments
1245 Innes Avenue
Los Angeles, CA 90026
9% 8/14/2003 NC N/A Special Needs 18 19 LIHTC, Citi Bank, HACOLA, HCID & AHP
Kenmore Apartments
1726 N. Kenmore Avenue Los
Angeles, CA 90027
9% 12/15/2000 Rehab N/A Family, Special
Needs 20 21 LIHTC, HCID
La Brea / Franklin Apartments
1801 La Brea Avenue
Los Angeles, CA 90046
9% 5/30/1993 NC N/A Family 39 40 LIHTC, Citi Bank & CRA La Mirada Terrace Apartments
5657 La Mirada Avenue
Los Angeles, CA 90038
9% 12/1/2000 NC N/A Family, Special
Needs 29 30 LIHTC, Citi Bank & HCID
Peak Plaza Apartments
306 E Washington Blvd
Los Angeles, CA 90015
4% In
Predevelopment NC N/A Family TBD 104
AHSC & LAHD committed
Project intends to pursue 4% LIHTC
and state tax credits.

Walnut Park Apartments
7616 Pacific Blvd
Los Angeles, CA 90255
N/A Under
Construction NC N/A Family, Special Needs 62 64 HCD-IIG, HCD-CHAP, HCD-HHC, AHP, LACDA, Banner Bank
Venice Dell Community
2102-2120 South Pacific Ave
116-302 East North Venice Blvd
2106-2116 South Canal St 319
4% In
Predevelopment NC TBD Family, Special Needs, Artists 136 140 LAHD-AHTF & Citi committed
Project intends to pursue 4% LIHTC
and state tax credits, HCD-MHP, and

HCD-IIG
Palm Vista
20116 Sherman Way
Winnetka, CA 91306
4%
Under
Construction NC N/A Family, Special Needs 89 91 LIHTC, HCD-IIG, HCD-MHP, LACDA, CRA, AHP Luna Vista
8767 Parthenia Place
North Hills, CA 91343
4% Under
Construction NC
N/A Family, Special
Needs 71 73 LIHTC, LAHD-AHMP, HCD-MHP,
HCD-IIG, Banner Bank
Mariposa Apartments
1050 Mariposa Avenue
Los Angeles, CA 90029
4% 6/1/2009 NC Yes - laundromat Family 57 58 LIHTC, US Bank, HCID HACOLA Palo Verde Apartments
4704 Peck Road
El Monte, CA 91732
9% 11/21/2018 NC N/A
Homeless
Veterans and
Low-Income
Famiies
48 49 LIHTC, Citibank, HCD VHHP, LACDA,
HACOLA, AHP, City of El Monte
Palomar Apartments
5473 Santa Monica Blvd.

Los Angeles, CA 90029
9% 12/14/2005 Rehab N/A Senior 26 27 LIHTC, Berkadia, CCRC & CRA Paul Williams Apartments
E. 1010 Jefferson Blvd.

Los Angeles, CA 90011
9% 3/28/2019 NC/Rehab N/A Family 40 41 LIHTC, Bank of America, HCID CDBG & AHTF, AHP
St. Andrews Place
1514-44 N. St. Andrews Pl.

Los Angeles, CA 90028
9% 11/21/1995 Rehab N/A Homeless 15 16 LIHTC, Citibank, CRA & HCID Stanford Avenue Apartments
14733-14803 S. Stanford
Avenue, Compton, CA 90220
9% 12/1/2020 NC N/A Homeless 83 85 LIHTC, Wells Fargo Bank, LACDA, AHP
Step Up on Colorado
520 Colorado Ave.

Santa Monica, CA 90404
9% 10/21/2015 NC N/A Homeless,
Special Needs 32 34 LIHTC, City of Santa Monica, LACDC, AHP
Step Up on Vine
1057 N. Vine Street
Los Angeles, CA 90028
9% 1/1/2013 Rehab
Yes - Café and
community serving
retail space for
work training
Homeless,
Special Needs 32 34

LIHTC, MHSA, CRA/LA, HCID, AHP,
LACDC, Enterprise Green
Communities
Views at 270
1672 N Western Avenue
Los Angeles, CA 90027
4% 5/27/2004 NC Yes - Walgreens Family 59 60 LIHTC, Berkadia & CRA Waterloo Heights
1011 Waterloo Street
Los Angeles, CA 90026
N/A 8/22/2002 NC N/A Homeless 17 18 HUD, HACOLA
# Index Building Name Address Total Units
(w/manager)
PBV/NonVash
PBV/VASH HOME Fund Others
1 Allesandro Apts. 1934 Allesandro Street Los Angeles, CA 90039 18 17-HUD PRAC 811 2 Argyle Court Apartments 1938 N. Argyle Avenue Hollywood, CA 90068 23 22 5 3 Casa Verde Apartments 1552 Schrader Avenue Hollywood, CA 90028 30 2 4 Florence Mills 1044 E. Jefferson Blvd., Los Angeles, CA 90011 74 6 13 37 5 Gramercy Place 1856 S. Wilton Place, Los Angeles, CA 90019 64 32 6 Harold Way Apartments 5521 Harold Way Hollywood, CA 90026 51 25 7 HCHC Recap I Werner Illing House 1924 N. Argyle Avenue Hollywood, CA 90068 21 21 7 8 Mariposa Place 5026 Santa Monica Blvd. Hollywood, CA 58 28 9 Mirada Terrace Apts. 5657 La Mirada Avenue Hollywood, CA 90038 30 14 10 Palo Verde 4704 Peck Road, El Monte, CA 91732 49 9 16 11 Palomar Apartments 5473 Santa Monica Blvd. Hollywood, CA 90029 27 4 12 Paul Williams 1010 Jefferson Blvd., Los Angeles, CA 90011 41 20 13 Step Up on Colorado 520 Colorado Ave., Santa Monica, CA 9040 34 32 32-DHS 14 Step Up on Vine 1057 N. Vine Ave,, Los Angeles, CA 90038 34 32 32-DMH 15 Waterloo Heights 1011 Waterloo Street Silverlake, CA 90026 18 7 17-HUD PRAC 811 572 154 29 149 4
Hollywood Community Housing Corporation
Affordable Housing Project
Updated: 08/24/2023
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 116 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 117 Exhibit 6.1.4 Portfolio of Federal Subsidies
Updated 08/24/23
LOAN SCHEDULE DATE: August 29, 2023
Name of the Lender Purpose/Project
Date of
Original
Loan
Original
Loan
Amount
Available
Balance Interest Rate Maturity
Date Security / Recourse

CLOSED LOANS
Corporation for Supportive
Housing (CSH)
Predevelopment/Venice Dell 6/15/2018 $ 3,273,000 $ 834,975 6.00% 12/30/2023.

Pursuing a
subsequent 12-
mo extension to
12/30/24.

HCHC & VCH as co-guarantors
plus VCH's property at 511
Brooks serves as collateral.

Nonprofit Finance Fund
(NFF) - Enterprise Level
Capital
Predevelopment for multiple properties 12/22/2020 $ 1,500,000 $ - 5.50% 36 months from origination with
two one year
extensions.

Highly likely both
one-year
extensions will
be granted.

Unsecured / Recourse to
HCHC
Century Housing Acquisition/306 E Washington Blvd
(Peak Plaza Apts)
8/26/2022 $ 6,375,000 $ - 1-month SOFR +

4.50%
Secured - Property
LISC (MATCH Funds) Predevelopment/306 E Washington
Blvd (Peak Plaza Apts)
12/20/2022 $ 1,500,000 $ 866,909 Blended rate
with two
separate Notes.

5.75% and 2.9%
24 month month
term + a few
days (1/1/25) with
a 12 month
Unsecured / Recourse to
HCHC

PENDING LOANS
None

OTHER OBLIGATIONS
Union Bank - Line of Credit Predevelopment Expenses/Operations 02/18/2017 $ 500,000 $ 500,000 4.00% 06/01/2024 Unsecured / Recourse to HCHC
Wells Fargo Bank - Patient
Capital Loan Product
Predevelopment Expenses/Operations 12/21/2021 $ 500,000 $0.00 2.00% 12/21/2027 Unsecured / Recourse to HCHC

HOLLYWOOD COMMUNITY HOUSING CORPORATION
Exhibit 6.1.5 Loan Schedule
Updated 08/23
Gramercy Place Apartments
Arlington Heights
Date Completed
December 3, 2021
Project Type
New Construction
Commercial Component
Yes- Tenant Space Vacant
Target Population
Homeless
Number of Restricted Units
62 Number of Total Units
64 Relevance to Santa Monica Sites
Ground Lease Property
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 118 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 119

6.2 Hollywood Community Housing Portfolio
Date Completed
March 1, 2021
Project Type
New Construction
Commercial Component
Yes- Young Musicians Foundation
Target Population
Homeless Veterans and Low-Income
Families
Number of Restricted Units
73 Number of Total Units
74 Relevance to Santa Monica Sites
Shared Resources at Paul Williams
Apartments
Florence Mills Apartments
Historic South Central
Date Completed
November 21, 2018
Project Type
New Construction
Commercial Component
N/A
Target Population
Homeless Veterans and Low-Income
Families
Number of Restricted Units
48 Number of Total Units
49 Relevance to Santa Monica Sites
Partial PSH, Partial General Population
Date Completed
March 28, 2019
Project Type
New Construction & Rehabilitation
Commercial Component
N/A
Target Population
Family
Number of Restricted Units
40 Number of Total Units
41 Relevance to Santa Monica Sites
Shared Resources with Florence Mills
Apartments
Paul Williams Apartments
Historic South Central
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 120 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 121 Date Completed
December 1, 2020
Project Type
New Construction
Commercial Component
N/A
Target Population
Homeless
Number of Restricted Units
83 Number of Total Units
85 Relevance to Santa Monica Sites
New Construction With Concentrated
PSH Population
Date Completed
October 21, 2015
Project Type
New Construction
Commercial Component
N/A
Target Population
Homeless & Special Needs
Number of Restricted Units
32 Number of Total Units
34 Relevance to Santa Monica Sites
Located in Santa Monica on 6,500 SF
Site
Step Up on Colorado
Downtown Santa Monica
Stanford Avenue Apartments
Compton
Palo Verde Apartments
El Monte
Date Completed
Under Construction
Project Type
New Construction
Commercial Component
N/A
Target Population
Family & Special Needs
Number of Restricted Units
62 Number of Total Units
64 Relevance to Santa Monica Sites
Partial PSH, Partial General Affordable
Population
Date Completed
Under Construction
Project Type
New Construction
Commercial Component
N/A
Target Population
Family & Special Needs
Number of Restricted Units
89 Number of Total Units
91 Relevance to Santa Monica Sites
Partial PSH, Partial General Affordable
Population
Palm Vista
Winnetka
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 122 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 123 Date Completed
Under Construction
Project Type
New Construction
Commercial Component
N/A
Target Population
Family & Special Needs
Number of Restricted Units
71 Number of Total Units
73 Relevance to Santa Monica Sites
Partial PSH, Partial General Affordable
Population
Date Completed
In Development
Project Type
New Construction
Commercial Component
Yes
Target Population
Family
Number of Restricted Units
102
Number of Total Units
104
Relevance to Santa Monica Sites
Received AHSC Funding Award
Peak Plaza Apartments
Historic South Central
Luna Vista
North Hills
Walnut Park Apartments
Huntington Park

6.3 kevin daly Architects Portfolio
Housing Expertise Across Scales & Ecosystems
kdA has experience working with various
demographics that require housing and
supportive housing, including undergraduate
students, young people transitioning from foster
care, workforce housing, formerly unhoused
seniors and single mothers, and artists in need
of affordable living and studio space. These
projects have had their own unique challenges
in funding, regulatory oversight, and community
engagement. kdA has been able to successfully
execute these projects on tight budgets with an
open mind to stakeholder input, creative solutions
for regulatory compliance, and innovative use of
conventional building materials.

One way of alleviating LA’s affordable housing
crisis, Little Berkeley is a 5,000- SF, eight- unit
complex explicitly for transitional aged youth:
those recently emerged from foster care without
a credit history or family network—circumstances
that severely limit housing options. Optimized
for prefabricated timber modules, L-shaped
units provide a public downstairs and a sleeping
loft. To keep within the project’s modest budget,
KDA located the units directly on top of the site,
avoiding the expense of an elevator that typically
accompanies podium-based housing. With
its innovative utilization of site resources and
balance between private and communal space,
Little Berkeley offers a promising solution for
other housing-precarious groups in LA seeking
affordable homes.

Our Northwest Arkansas Housing project began
as an invited competition – a planning study for
high density, low-rise workforce housing of 300
units in a landscape setting in Bentonville, AR. The
project evolved into 50 apartment units to support
the artist community at risk of being displaced
by the high cost of housing. kdA worked with the
non-profit developer and contractor partner to
deliver an on-budget project that complies with
a complex set of state funding and entitlement
requirements.

Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 124 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 125 Little Berkeley
Santa Monica, CA
Little Berkeley is a 5,000 SF,
eight-unit complex explicitly for
transitional youth: those recently
emerged fom foster care without
a credit history or family networkrealities severly limiting their housing options.

This project was recognized with a
national Progressive Architecture
award, an AIA LA Next LA award,
and Architect’s Newspaper Best of
Design award.

Above Housing Northwest Arkansas
Left Low Rise LA
Gramercy Place Apartments
Los Angeles, CA
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 126 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 127 Gramercy Place Apartments
01 Shared outdoor living space
02 Landscape Space & Shade Trellis
03 Community Vegetable Garden
04 Residence & Front Porch
05 South-facing Shade Hoods
Project Information
Location Los Angeles, CA
Client Hollywood Community Housing Corp.

Size 70,000SF
Construction Cost $27,000,000
Project Start 2016
Construction Start 2019
Completion 2021
Role Full Services: Design through Construction
Administration
Design Team
Principal Kevin Daly
Project Manager Luke Smith
Project Designer Casey Worrell
Owner Contact
Sarah Letts, Executive Director, Hollywood
Community Housing Corporation
[email protected]
Recognition
2023 AIA National Housing Award
2022 AIA/LA Residential Architecture Award
2022 LA Business Council Design Award
2021 AIACC Residential Design Award
2021 SCANPH Homes Within Reach Award
2020 AIA/LA Next LA Award
01 02
03 05 04
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 128 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 129 Broadway Apartments
Santa Monica, CA
Project Information
Location Santa Monica, CA
Client Community Corporation of Santa
Monica
Size 33,000SF
Construction Cost $8,000,000
Completion 2012
Role Full Services: Design through
Construction Administration
Design Team
Principal Kevin Daly
Project Team Jared Ward
Project Team Gretchen Stoecker
Owner Contact
Sarah Letts, Executive Director, Hollywood
Community Housing Corporation
[email protected]
Recognition
2015 AIA National Honor Award
2014 Westside Urban Forum Award
2013 AIA CC Design Award
2013 AIA Social Impact Design Award
2013 American Architecture Award
Broadway Apartments
01 Pedestrian Entry and Shared Courtyard
02 South-facing Shade Hoods
03 Planted Courtyard and Screened Bridge
04 Multi-Level Screened Bridge
05 Covered Exterior Corridor
01 02
04 03
05 Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 130 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 131 Artspace SOMO Lofts
Bentonville, AR
Project Information
Location Bentonville, AR
Client Artspace
Size 58,000SF
Construction Cost $20,800,000
Completion In Construction, 2024
Role Full Services: Design through
Construction Administration
Design Team
Principal Kevin Daly
Project Manager Jared Ward
Project Designer Julian Funk
General Contractor Flintco Construction
Owner Contact
Becky Carlson St. Clair, Director, Property
Management, Artspace
[email protected]
Recognition
2023 AIA Arkansas Design Award Finalist
Artspace SOMO Lofts
01 Articulated Facade Detail
02 Community Terrace and Gallery Entrance
03 Community Terrace Model
04 Park-Facing Facade
01 03
04 02
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 132 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 133 Tahiti Apartments
Santa Monica, CA
Tahiti Apartments
01 Community Courtyard
02 Pedestrian Entry
03 Residence Balcony
04 Residence Entry and Dining Area
05 Outdoor Corridor and Gardens
Project Information
Location Santa Monica, CA
Client Community Corporation of Santa Monica
Size 33,000SF
Construction Cost $6,000,000
Completion 2007
Role Full Services: Design through Construction
Administration
Design Team
Principal Kevin Daly
Project Architect Brian Reif
Owner Contact
Sarah Letts, Executive Director, Hollywood
Community Housing Corporation
[email protected]
(Previously with CCSM)
Recognition
2012 AIACC Design Award
01 02
03 05 04
UCSB San Joaquin Villages
01 Projecting Bay Windows at Each Unit
02 Pedestrian & Bike Infrastrcture
03 Common Areas & Quad
04 Daily Campus Life
05 Exterior Circulation
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 134 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 135 UCSB San Joaquin
Villages Housing
Isla Vista, CA
Project Information
Location Isla Vista, CA
Client University of California, Santa
Barbara
Size 80,000SF
Construction Cost $40,000,000
Completion 2017
Role Full Services: Design through
Construction Administration
Design Team
Principal Kevin Daly
Project Manager Jared Ward
General Contractor Harper Construction
Recognition
2022 AIA Santa Barbara Design Award
2019 National AIA Housing Award
2018 AIA/LA Residential Award
2018 AIACC Design Residential Award
Owner Contact
Jack Wolever, Director of Design and
Construction Services, UCSB
[email protected]
01 04 03
02 05
In collaboration with repeat client Community Corporation of Santa Monica, Benchmark provided general contracting services for The Arroyo. Just blocks from the Metro Expo Line Station, these two, five-story Type III structures provide 64 affordable housing units that vary between one-, two-, and three-bedroom configurations. Amenities include two community rooms, laundry facilities, and a basketball court.

Two levels of subterranean parking provide 63 spaces to its residents and visitors.

Achieving LEED Platinum certification, sustainable
features include electric vehicle charging stations, rooftop photovoltaic panels, a solar hot water heating system, and native, drought-tolerant vegetation.

The Arroyo
Santa Monica, CA
Project Information
Location Santa Monica, CA
Client CCSM
Size 115,830 GSF
Construction Cost $23,125,869
Architect Koning Eizenberg
Sustainability LEED Platinum
Units 64

6.4 Morley Builders Portfolio
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 136 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 137 430 Pico Place is an affordable housing project with 22 twobedroom and 10 three-bedroom units and subterranean parking located in downtown Santa Monica. The exterior
textured skin consists of a mixture of muted and vibrant colors, creating an elegant façade that complements the surrounding buildings and community. Fabric canopies
shade the courtyard and provide privacy from the
adjacent hotel overlooking the building. Consistent with the Santa Monica community’s values of sustainability
and environmental sensitivity, this project earned LEED Platinum certification. Material handling strategies
included responsible sourcing of materials and the use of prefabricated wood-framed walls. The onsite construction waste was managed by Benchmark and hauled to a City
of Santa Monica approved recycling facility, allowing the project to achieve an exemplary 93% diversion/recycling rate.
430 Pico Place
Santa Monica, CA
Project Information
Location Santa Monica, CA
Client CCSM
Size 59,665 GSF
Construction Cost $10,500,000
Architect Brooks Scarpa
Sustainability LEED Platinum
Units 32
High Place West apartments was the first of two phases
of this development for Community Corporation of Santa
Monica. High Place West is a Type I 47-unit affordable
housing complex with a playground, community center,
and laundry facilities on the premises. Benchmark provided general contracting services and self-performed structural concrete installation for both phases of construction.

Installation of sustainable design elements was a
collaborative process with the design team for drawing
updates and phasing of a solar photovoltaic system, a
solar hot water system, LED lighting, and drought resistant landscaping.

This project is part of a larger development that also
includes High Place East, an affordable development with 44 units.

High Place West
Santa Monica, CA
Project Information
Location Santa Monica, CA
Client CCSM
Size 70,050 GSF
Construction Cost $13,600,000
Architect Kanner Architects
Sustainability LEED Platinum
Units 47
Chapter 6 | Financial Capacity & Experience Chapter 6 | Financial Capacity & Experience 138 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 139 High Place East, the second phase of this affordable
housing project, added 44 more residences to those in need of quality affordable housing. One of the last projects to be funded by Santa Monica’s Redevelopment Agency, High
Place East consists of all three-bedroom, two-bathroom
units located in Santa Monica. The project emphasizes
design that highlights community, light, and air while
incorporating a large variety of green elements to minimize its environmental impact. High Place East celebrates
the development team’s perseverance, creativity, and
resiliency.

High Place East
Santa Monica, CA
Project Information
Location Santa Monica, CA
Client CCSM
Size 64,136 GSF
Construction Cost $16,980,751
Architect Kanner + Egan Simon
Units 44
Appendix A
Lead Developer Information:

Articles of Incorporation,
Certificate of Good Standing,
Bylaws,
Statement of Information,
& Tax-Exempt Status
2 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 3

Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

Entity Name: HOLLYWOOD COMMUNITY HOUSING CORPORATION
Entity No.: 1455347
Registration Date: 01/31/1989
Entity Type: Nonprofit Corporation - CA - Public Benefit Formed In: CALIFORNIA
Status: Active
The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

This certificate relates to the status of the entity on the Secretary of State’s records as of the date of this certificate and does not reflect documents that are pending review or other events that may impact status.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of August 18, 2023.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 138842333
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REVISED: 11/08/94, 6/13/95, 11/11/97, 10/13/98, 1/1/06, 7/1/2022 LA/40296274.3

SECOND AMENDED AND RESTATED

BYLAWS OF

HOLLYWOOD COMMUNITY

HOUSING CORPORATION
JULY 1, 2022

TABLE OF CONTENTS
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LA/40296274.3
ARTICLE I SCOPE AND PURPOSES ....................................................................................1 Section 1.1 Scope of Bylaws..............................................................................................1 Section 1.2 Purposes...........................................................................................................1 Section 1.3 Community Input.............................................................................................1 ARTICLE II OFFICES ...............................................................................................................1 Section 2.1 Principal Offices..............................................................................................1 Section 2.2 Other Offices...................................................................................................1 Section 2.3 Change in Location or Number of Offices......................................................1 ARTICLE III MEMBERS............................................................................................................1 Section 3.1 Members..........................................................................................................1 ARTICLE IV DIRECTORS .........................................................................................................2 Section 4.1 General Corporate Powers...............................................................................2 Section 4.2 Specific Powers...............................................................................................2 Section 4.3 Number of Directors........................................................................................2 Section 4.4 Terms; Election of Successors.........................................................................2 Section 4.5 Vacancies.........................................................................................................3 Section 4.6 Removal...........................................................................................................3 Section 4.7 Resignation......................................................................................................3 Section 4.8 Advisors...........................................................................................................3 Section 4.9 Community Representation.............................................................................4 ARTICLE V COMMITTEES .....................................................................................................4 Section 5.1 Committees of Directors .................................................................................4 Section 5.2 Powers of a Board Committee.........................................................................4 Section 5.3 Advisory Committees......................................................................................4 ARTICLE VI MEETINGS ...........................................................................................................5 Section 6.1 Location; Closed Meetings..............................................................................5 Section 6.2 Regular Meetings.............................................................................................5 Section 6.3 Special Meetings .............................................................................................5 Section 6.4 Validation of Defectively Held Meetings........................................................6 Section 6.5 Quorum; Withdrawal of Quorum ....................................................................6 Section 6.6 Meetings by Telephone or Electronic Video Screen Communication. ...........6

TABLE OF CONTENTS
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Section 6.7 Action Without a Meeting ...............................................................................6 Section 6.8 Meetings of and Action by a Committee of Directors ...................................6 ARTICLE VII EMERGENCY BYLAWS.....................................................................................6 Section 7.1 When Applicable .............................................................................................6 Section 7.2 Emergency Actions .........................................................................................7 ARTICLE VIII OFFICERS.............................................................................................................8 Section 8.1 Officers............................................................................................................8 Section 8.2 Election of Officers .........................................................................................8 Section 8.3 Removal and Resignation................................................................................8 Section 8.4 Vacancies.........................................................................................................8 Section 8.5 President ..........................................................................................................8 Section 8.6 Vice President..................................................................................................8 Section 8.7 Secretary..........................................................................................................8 Section 8.8 Treasurer..........................................................................................................9 Section 8.9 Additional Officers..........................................................................................9 Section 8.10 Chief Executive ...............................................................................................9 ARTICLE IX FINANCIAL DEALINGS WITH DIRECTORS AND OFFICERS.....................9 Section 9.1 Compensation of Directors..............................................................................9 Section 9.2 Compensation of Officers................................................................................9 Section 9.3 Corporate Loans and Guarantees.....................................................................9 Section 9.4 Advances to Directors or Officers.................................................................10 Section 9.5 Indemnification..............................................................................................10 ARTICLE X RECORDS AND REPORTS...............................................................................10 Section 10.1 Minute Book – Maintenance and Inspection.................................................10 Section 10.2 Books and Records of Account – Maintenance and Inspection ....................10 Section 10.3 Articles of Incorporation and Bylaws – Maintenance and Inspection...........10 Section 10.4 Annual Report; Statement of Certain Transactions.......................................10 ARTICLE XI MISCELLANEOUS............................................................................................11 Section 11.1 Amendments..................................................................................................11 Section 11.2 Checks, Drafts, Etc. .......................................................................................11 Section 11.3 Execution of Contracts ..................................................................................11

TABLE OF CONTENTS
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LA/40296274.3
Section 11.4 Construction and Definitions.........................................................................11 Section 11.5 Singular and Plural ........................................................................................11 LA/40296274.3
2 LA/40296274.3

SECOND AMENDED AND RESTATED

BYLAWS OF

HOLLYWOOD COMMUNITY HOUSING CORPORATION
a California nonprofit public benefit corporation

ARTICLE I
Scope and Purposes
Section 1.1 Scope of Bylaws. These Second Amended and Restated Bylaws (the “Bylaws”) shall govern the management of the business and the conduct of the affairs of Hollywood Community Housing Corporation, a California nonprofit public benefit corporation (the “Corporation”), unless otherwise provided by the California Nonprofit Public Benefit Corporation Law (the “Law”) or the Corporation’s Articles of Incorporation.

Section 1.2 Purposes. The purposes of this Corporation shall be to carry on such charitable activities as may be permitted by law and its Articles of Incorporation.

Section 1.3 Community Input. This Corporation will solicit input regarding the design, sitting, development and management of its affordable housing projects from low-income program beneficiaries, community residents, the Corporation’s tenants, local neighborhood groups and social service providers through canvassing, networking and participation in local neighborhood groups and open community meetings.

ARTICLE II
Offices
Section 2.1 Principal Offices. The location of the offices of this Corporation shall be 5020 Santa Monica Blvd, Los Angeles, CA 90029.

Section 2.2 Other Offices. The Board of Directors (the “Board”) of this Corporation may establish other offices at any place or places within or without the State of California.

Section 2.3 Change in Location or Number of Offices. The Board may change any office from one location to another or eliminate any office or offices.

ARTICLE III
Members
Section 3.1 Members. This Corporation shall have no members within the meaning of Section 5056 of the Law. Any action that would otherwise require approval by a majority of all members or approval by the members shall require only approval of the Board. All rights that would otherwise be vested in the members shall be vested in the Board. 3 LA/40296274.3

ARTICLE IV
Directors
Section 4.1 General Corporate Powers. Subject to the Law and limitations in this Corporation’s Articles of Incorporation, the activities and affairs of the Corporation shall be conducted and all corporate powers permitted by law shall be exercised by or under the direction of the Board.

Section 4.2 Specific Powers. Without prejudice to the general powers referred to above, and subject to the same limitations, the Board shall have the power to:
(a) Appoint and remove, at the pleasure of the Board, all the Corporation’s officers, agents and employees; prescribe powers and duties for them that are consistent with applicable law, the Articles of Incorporation of this Corporation and these Bylaws; and fix their compensation and require from them security for faithful performances of their duties. (b) Cause the Corporation to be qualified to conduct its activities in California, and any other state, territory, dependency or country;
(c) Adopt, make and use a corporate seal and alter the form of the seal; (d) Borrow money and incur indebtedness on behalf of the Corporation; (e) Procure, accept and supervise gifts and bequests;
(f) Form such subsidiary corporations as the Board shall deem advisable and appoint the directors of such subsidiary corporations; and (g) Take any action authorized by Law, the Corporation’s Articles of Incorporation or these Bylaws.

Section 4.3 Number of Directors.
(a) The authorized number of directors of the Corporation shall not be less than five (5) nor more than twenty-one (21) with the exact number of directors to be fixed by the Board, within limits specified by the California Corporations Code. (b) The authorized number of directors shall be changed only by amendment of this Section in accordance with Section 11.1.

Section 4.4 Terms; Election of Successors.
(a) Effective for any term beginning after the adoption of these Second Amended and Restated Bylaws, the term of office for each director shall be three (3) years. Each director shall hold office until their respective successor is elected or until that director’s earlier resignation or removal in accordance with these Bylaws.
4 LA/40296274.3
(b) Directors shall be elected by the Board. Each new director shall take office at the conclusion of the meeting at which they are elected or on the date stated in the resolution passed by the Board.
(c) With the exception of directors whose participation on the Board contributes to the Corporation’s fulfillment of the board composition requirements applicable to Community Housing Development Organizations (CHDO) at the time at which that director’s third consecutive term as director has ended (“CHDO Directors”), no Board member shall serve more than three (3) consecutive terms. The Board may by resolution elect a CHDO Director to additional terms if necessary to comply with the CHDO board composition requirements in 24 C.F.R. Section 92.2.

Section 4.5 Vacancies.
(a) A vacancy in the Board exists whenever any authorized position of director is not then filled by a duly elected director, whether such vacancy is caused by death, resignation, removal, change in the authorized number of directors or otherwise. (b) If there is a vacancy on the Board, the Board may fill such vacancy by electing an additional director. If the number of directors then in office is less than a quorum, additional directors may be elected to fill such vacancies by (i) the unanimous written consent of the directors then in office, (ii) the affirmative vote of a majority of the directors in office at a meeting held according to notice or waivers complying with section 5211 of the California Nonprofit Corporation Law, or (iii) a sole remaining director.

Section 4.6 Removal.
(a) A majority of the Board may remove a director who (i) has been declared of unsound mind by final court order, (ii) has been convicted of a felony or (iii) has been found by a court to have breached any duty under chapter 2, Article 3 of the Law. (b) Any director may be removed without cause if such removal is approved by a majority of directors then in office.
(c) Any reduction in the authorized number of directors pursuant to Section 4.3 hereof shall not serve to remove a director prior to the expiration date of their term of office.

Section 4.7 Resignation.
(a) Any director may resign effective upon giving written notice to the President, the Secretary, or the Board, unless the notice specifies a later time for the effectiveness of such resignation. If the resignation is effective at a future time, a successor may be elected to take office when the resignation becomes effective.
(b) No director may resign if the Corporation would then be left without a duly elected director in charge of its affairs.

Section 4.8 Advisors. The Corporation may choose to designate individuals to serve as “Advisors.” At the invitation of the President, chief executive, or Committee Chair, Advisors may attend Board and/or Committee meetings.
5 LA/40296274.3
Section 4.9 Community Representation. At all times, the Corporation shall meet the requirements for Community Housing Development Organizations in Title 24, Part 92 of the Code of Federal Regulations, including but not limited to (1) maintaining at least one third of the Board’s membership for residents of low-income neighborhoods, other low-income community residents, or elected representatives of low-income neighborhood organizations and (2) permitting no more than one third of Board at any time to be public officials or employees of public agencies.

ARTICLE V
Committees
Section 5.1 Committees of Directors. The Board may by a resolution adopted by a majority of the number of directors then in office (if such action is taken at a meeting, a quorum must be present) create one or more Board Committees (“Committees”), including an Executive Committee, each consisting of at least two (2) directors to serve at the discretion of the Board.

Appointments to Board Committees shall be made by the majority vote of the directors then in office.

Section 5.2 Powers of a Board Committee. The Board may delegate any and all powers and authority of the Board as provided for in the resolution creating the Committee, except that no Board Committee shall be given any powers or authority with respect to the following matters:
(a) The filling of vacancies on the Board;
(b) The filling of vacancies on any Committee which has the power of the Board; (c) The fixing of compensation of the directors for serving on the Board or any other Committee;
(d) The amendment or repeal of Bylaws, or the adoption of new Bylaws; (e) The amendment or repeal of any Board resolution which by its express terms is not so amendable or repealable;
(f) The appointment of Board committees or member thereof; or (g) The approval of any self dealing transaction, except as provided in section 5233(d)(3) of the Law,
Section 5.3 Advisory Committees. The Board may create one or more advisory committees to serve at the pleasure of the Board. Appointments to such advisory committees need not, but may, be directors. The Board shall appoint and discharge advisory committee members. All actions and recommendations of an advisory committee shall require ratification by the Board before being given effect.
6 LA/40296274.3

ARTICLE VI
Meetings
Section 6.1 Location; Closed Meetings.
(a) Regular meetings of the Board shall be held at any place within or without the State of California which has been designated from time to time by the Board, including by conference telephone or electronic video screen communication, or, in the absence of such designation, the Corporation’s principal office. Special meetings of the Board shall be held at any place within or without the State of California which has been designated in the notice of the meeting, including by conference telephone or electronic video screen communication, or, if not stated in the notice, at the principal office.
(b) All meetings shall be closed to persons other than directors and the chief executive/president/executive director (the “chief executive”) of this Corporation, unless such persons are invited to attend by the President; provided, however any director may invite any person to make a brief presentation on matters relevant to the business and activities of this Corporation prior to the commencement of a regular meeting. The President may excuse the chief executive of the Corporation from participating in all or a portion of a Board meeting when the Board is discussing matters related to the chief executive’s employment, including compensation, performance, conflicts of interest and potential ethics violations. The President may also ask the chief executive to be excused from all or part of a Board meeting when the Board seeks to fulfill their fiduciary duties, for example, when they speak to the Auditor without any staff members present. The President may invite staff members of the Organization to be present during board meetings, including to assist with administrative duties such as taking minutes, and to present materials and answer questions that are related to a staff members job responsibilities such as fundraising, housing development and property/asset management.

Section 6.2 Regular Meetings. The Board may have regular meetings at such time or times and places as may be established by the Board. Notice of regular meetings need not be given.

Section 6.3 Special Meetings. Special meetings of the Board may be called at any time for any purpose or purposes by the President, Vice President, the Secretary or any two (2) directors.

Notice of the time and place and purpose of all special meetings shall be given by the person or persons calling the meeting. Such notice must be personally delivered, communicated by telephone, sent by first class mail, or, if the recipient has consented to accept notice electronic notice, transmitted by e-mail, fax, or other means of electronic transmission, to each director. (a) Such notices shall be given forty-eight (48) hours prior to the holding of the meeting if given by telephone or delivered personally, and five (5) days prior to the holding of the meeting if given in any other authorized manner.
(b) Notice of the meeting need not be given to any director who signs a written waiver of notice, whether before or after the meeting, or who attends the meeting without protesting the lack of notice to them.
(c) An officer or a director calling a Special Meeting shall preside over the meeting. 7 LA/40296274.3
Section 6.4 Validation of Defectively Held Meetings.
(a) The transactions of any meeting of the Board, however called or noticed, or wherever held, are valid as though conducted at a meeting duly held after regular call and notice (if required) if quorum is present and if, either before or after the meeting, each director who was not present at the meeting signs a written waiver of notice, a consent to holding the meeting, or an approval of the minutes thereof.
(b) Any waiver, consent or approval referred to in subparagraph (a) above shall specify the purpose of the meeting and shall be filed with the minutes of the meeting to which it relates.

Section 6.5 Quorum; Withdrawal of Quorum.
(a) A number of directors equal to fifty percent (50%) of the total existing number of directors, when the total existing number of directors is an even number, and a number of directors equal to one (1) less than a majority of the total existing number of directors, when the total existing number of erectors is an odd number, shall constitute a quorum for the transaction of business.
(b) A meeting at which a quorum is initially present may continue to transact business notwithstanding the withdrawal of a director or directors, if any action taken is approved by at least a majority of the required quorum.

Section 6.6 Meetings by Telephone or Electronic Video Screen Communication. The Board may hold a meeting through the use of conference telephone, electronic video screen communication, or similar communications equipment provided all members participating in such meeting may hear and be heard by all other participants. All directors shall be deemed to be present in person at such meeting.

Section 6.7 Action Without a Meeting. Any action required or permitted to be taken by the Board may be taken without a meeting if all Board members individually or collectively consent in writing to such action. Such action by written consent shall have the same force and effect as the unanimous vote of the Board. For the purposes of this Section 6.7 only, “all Board members” shall not include any “interested director” as defined in Section 5233 of the Law. Written consent may be transmitted by first-class mail, messenger, courier, facsimile, e-mail or any other reasonable method satisfactory to the President.

Section 6.8 Meetings of and Action by a Committee of Directors. The provisions of this Article apply to all Committees of Directors established by the Board pursuant to Section 5.1 with such changes in the language as are necessary to substitute the Committee and its members for the Board and its members.

ARTICLE VII
Emergency Bylaws
Section 7.1 When Applicable. Notwithstanding anything to the contrary herein, Article VII applies solely during an emergency, which is the limited period of time during which a quorum cannot be readily convened for action as a result of the following events or circumstances until the 8 LA/40296274.3
event or circumstance has subsided or ended and a quorum can be readily convened in accordance with the notice and quorum requirements in Sections 6.3 and 6.5:
(a) A natural catastrophe, including, but not limited to, a hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought, or, regardless of cause, any fire, flood, or explosion; (b) An attack on this state or nation by an enemy of the United States of America, or on receipt by this state of a warning from the federal government indicating that an enemy attack is probable or imminent;
(c) An act of terrorism or other manmade disaster that results in extraordinary levels of casualties or damage or disruption severely affecting the infrastructure, environment, economy, government function, or population, including, but not limited to, mass evacuations; or
(d) A state of emergency proclaimed by the governor of the state in which one or more Directors are resident, or by the President of the United States.

Section 7.2 Emergency Actions. In anticipation of or during an emergency, the Board may take either or both of the following actions necessary to conduct the Corporation’s ordinary business operations and affairs:
(a) Modify lines of succession to accommodate the incapacity of any director, officer, employee, or agent resulting from the emergency;
(b) Relocate the principal office or authorize the officers to do so.

During an emergency, the Board may take either or both of the following actions necessary to conduct the Corporation’s ordinary business operations and affairs:
(a) Give notice to a Director or Directors in any practicable manner under the circumstances when notice of a meeting of the Board cannot be given to that Director or Directors in the manner prescribed by Section 6.3;
(b) Deem that one or more officers present at a board meeting is a Director, in order of rank and within the same rank in order of seniority, as necessary to achieve a quorum.

During an emergency the Board may not take any action that is not in the Corporation’s ordinary course of business. Any actions taken in good faith during an emergency under this section bind the Corporation and may not be used to impose liability on a director, officer, employee, or agent. All provisions of the regular bylaws consistent with these emergency bylaws shall remain effective during the emergency.
9 LA/40296274.3

ARTICLE VIII
Officers
Section 8.1 Officers. The Corporation shall have as officers, a President, a Vice President, a Secretary and a Treasurer. The Corporation may also have, at the discretion of the Board, one or more Assistant Treasurers and such other officers as the business of the Corporation shall require, including officers appointed pursuant to Section 8.9. The Board may give the President the power to appoint all officers other than the Vice-President, Secretary, or Treasurer.

Section 8.2 Election of Officers. Except for Additional Officers appointed pursuant to Section 8.9, the election of officers should take place at least once per calendar year, the exact date of such elections to be determined by Board resolution. No officer elected pursuant to this Section 8.2 shall serve more than three consecutive one-year terms.

Section 8.3 Removal and Resignation.
(a) Any officer may be removed, either with or without cause, by the Board. (b) Any officer may resign at any time effective upon giving written notice to the President, any Vice President, or to the Secretary of the Corporation, unless the notice specifies a later time for the effectiveness of such resignation.

Section 8.4 Vacancies. A vacancy in any office because of death, resignation, removal, disqualification or any other cause shall be filled in the manner prescribed in these Bylaws for regular appointments to such office.

Section 8.5 President. The President shall be the chief executive officer and general manager of the Corporation and shall, subject to control of the Board, have general supervision, direction, and control of the business and affairs of the Corporation. In general, they shall preside at meetings of the Board except in the following instances: the President is absent; the existence of a conflict of interest; or as provided in Section 6.3 (Special Meetings). In these instances, except as provided in Section 6.3, another Officer shall preside. They shall have the general powers and duties of management usually vested in the office of a president of a corporation, including the power to enter into contracts, and shall have such other powers and duties as may be prescribed from time to time by resolution of the Board.

Section 8.6 Vice President. In the absence or disability of the President, the Vice Presidents in order of their rank as fixed by the Board of Directors or, if not ranked, the Vice President designated by the Board, shall perform all the duties of the President, and when so acting shall have all the powers of, and be subject to all the restrictions upon, the President. The Vice Presidents shall have such other powers and perform such other duties as from time to time may be prescribed for them respectively by the Board, or as the President may from time to time direct.

Section 8.7 Secretary.
(a) The Secretary shall keep or cause to be kept the minute book of this Corporation and the corporate seal, if one is adopted.
10 LA/40296274.3
(b) The Secretary shall prepare or cause the preparation of the minutes of the meetings of the Board.
(c) The Secretary shall give, or cause to be given, notice of all Board meetings required to be given, and shall have such other powers and perform such other duties as may be prescribed from time to time by the Board.

Section 8.8 Treasurer. The Treasurer shall lead the Board’s oversight of the Corporation’s budgeting and planning processes; monitoring of financial performance and financial condition; and oversight of funds management. The Treasurer shall have such other powers and duties as the Board or as these bylaws may prescribe.

Section 8.9 Additional Officers. The Board may empower the President or chief executive to appoint or remove such other Officers as the business of the Corporation may require, each of whom shall hold office for such period, have such authority and perform such duties as are provided in these Bylaws or as the Board from time to time may determine.

Section 8.10 Chief Executive. Subject to such supervisory powers as may be given by the Board to the President, the Board may hire a chief executive who shall be the general manager of the Corporation, and subject to the control of the Board, shall supervise, direct and control the Corporation's day-to-day activities, business and affairs. The chief executive (who may be referred to as the “chief executive officer”, “president” or “executive director”) shall be empowered to hire, supervise and fire all of the employees of the Corporation, under such terms and having such job responsibilities as the chief executive shall determine in their sole discretion, subject to the rights, if any, of the employee under any contract of employment. The chief executive may delegate their responsibilities and powers subject to the control of the Board. They shall have such other powers and duties as may be prescribed by the Board or these Bylaws.

ARTICLE IX
Financial Dealings with Directors and Officers
Section 9.1 Compensation of Directors. The Corporation shall not pay any compensation to directors for services rendered to the Corporation as directors, except that directors may be reimbursed for expenses incurred in the performance of their duties to the Corporation, in reasonable amounts as approved by the Board
Section 9.2 Compensation of Officers. The salaries of Officers, if any, shall be fixed from time to time by resolution of the Board or by the person or Committee to whom the Board has delegated this function, and no Officer shall be prevented from receiving such salary by reason of the fact that they are also a director, provided, however, that such compensation paid to a director for serving as an Officer shall only be allowed if permitted under section 5227 of the Law. In all cases, any salaries received by Officers shall be reasonable and given in return for services actually rendered for the Corporation which relate to the performance of the public benefit purposes of the Corporation. No salaried Officer serving as a director shall be permitted to vote on their own compensation as an Officer.
11 LA/40296274.3
Section 9.3 Corporate Loans and Guarantees. The Corporation shall not make any loan of money or property to, or guarantee the obligation of, any director or officer.

Section 9.4 Advances to Directors or Officers. The Corporation may advance money to its directors or officers, or to the directors or officers of any of its subsidiaries, for expenses reasonably anticipated to be incurred in the performance of the duties of such officer or director provided that such expenses would otherwise be reimbursable.

Section 9.5 Indemnification. The Corporation shall indemnify its directors, officers, employees and other agents of the Corporation to the extent permitted in Section 5238 of the Law and shall purchase and maintain insurance to the extent deemed necessary by the Board to fund such obligation.

ARTICLE X
Records and Reports
Section 10.1 Minute Book – Maintenance and Inspection. The Corporation shall keep a minute book which shall contain a record of all actions by the Board or the Executive Committee including the time, date and place of each meeting; whether a meeting is a regular or special and, if special, how called; the manner of giving notice of each meeting and a copy thereof; the names of those present at each meeting of the Board or Committee thereof; the minutes of all meetings; any written waivers of notice, consents to holding of a meeting or approvals of the minutes thereof; and all written consents for action without a meeting.

Section 10.2 Books and Records of Account – Maintenance and Inspection. The Corporation shall keep adequate and correct books and records of account at its principal office.

Section 10.3 Articles of Incorporation and Bylaws – Maintenance and Inspection. The Corporation shall keep at its principal office in California, the original or a copy of its Articles of Incorporation and Bylaws as amended to date.

Section 10.4 Annual Report; Statement of Certain Transactions. The fiscal year of the Corporation shall be the calendar year. The Board shall cause an annual audit to be sent to each director within two hundred seventy (270) days after the close of the Corporation’s fiscal year containing the following information:
(a) The assets and liabilities, including trust funds, of the Corporation as of the end of the fiscal year.
(b) The principal changes in assets and liabilities, including trust funds, during the fiscal year;
(c) The revenue or receipts of the Corporation, both unrestricted and restricted to particular purposes, for the fiscal year;
(d) The expenses or disbursements of the Corporation for both general and restricted purposes during the fiscal year; and
12 LA/40296274.3
(e) Any statement required to be given concerning any (i) indemnification by the Corporation of any director, officer, employee or agent; or (ii) transaction between the Corporation and any director, officer required to be disclosed under Section 6322 of the Law.

ARTICLE XI
Miscellaneous
Section 11.1 Amendments. These Bylaws may be amended or replaced and new Bylaws may be adopted by the affirmative vote of a majority of the authorized number of directors.

Section 11.2 Checks, Drafts, Etc. All checks, drafts or other orders for the payment of money, notes or other evidences of indebtedness, and any assignment or endorsement thereof, issued in the name of or payable to the Corporation, shall be signed or endorsed by such person or persons and in such manner as, from time to time, shall be determined by resolution of the Board.

Section 11.3 Execution of Contracts. Unless otherwise provided in the Bylaws, the Board may authorize any officer or officers, agent or agents, to enter into any contract or execute any instrument in the name of and on behalf of the Corporation, and such authority may be general or confined to specific instances. Unless authorized or ratified by the Board, no officer, employee or other agent of this Corporation shall have the authority to bind the Corporation by any contract, to pledge its credit or to render it liable for any purpose or for any amount, except that the President, or a Vice President acting as President, shall have the authority provided in Section 8.5 of these Bylaws.

Section 11.4 Construction and Definitions. Unless the context otherwise requires, the general provisions, rules of construction and definitions contained in the Law shall govern the construction of these Bylaws.

Section 11.5 Singular and Plural. All references in the singular shall include the plural where appropriate and all references to the plural shall include the singular where appropriate.

BA20230536737
Entity Details
Corporation Name HOLLYWOOD COMMUNITY HOUSING CORPORATION Entity No. 1455347
Formed In CALIFORNIA
Street Address of California Principal Office of Corporation Street Address of California Office 5020 SANTA MONICA BLVD LOS ANGELES, CA 90029
Mailing Address of Corporation
Mailing Address 5020 SANTA MONICA BLVD
LOS ANGELES, CA 90029
Attention Sarah Letts
Officers
Officer Name Officer Address Position(s)
• Rayne Laborde Ruiz 5020 SANTAMONICA BLVD
LOS ANGELES, CA 90029
Secretary
SARAH DAVIS LETTS 5020 SANTA MONICA BLVD
LOS ANGELES, CA 90029
Chief Executive Officer
+ Rocky Collis 5020 SANTAMONICA BLVD
LOS ANGELES, CA 90029
Chief Financial Officer
Additional Officers
Officer Name Officer Address Position Stated Position
None Entered
Agent for Service of Process
Agent Name SARAH DAVIS LETTS
Agent Address 5020 SANTA MONICA BLVD
LOS ANGELES, CA 90029
Email Notifications
Opt-in Email Notifications Yes, I opt-in to receive entity notifications via email.

Electronic Signature
By signing, I affirm that the information herein is true and correct and that I am authorized by California law to sign.

Malen Rodriguez
Signature
03/29/2023
Date

STATE OF CALIFORNIA
Office of the Secretary of State

STATEMENT OF INFORMATION

CA NONPROFIT CORPORATION
California Secretary of State
1500 11th Street
Sacramento, California 95814
(916) 653-3516
B1635-5914 03/29/2023 6:42 PM Received by California Secretary of State

For Office Use Only
-FILEDFile No.: BA20230536737
Date Filed: 3/29/2023
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Appendix B
Lead Developer Org Chart
66 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal HCHC Board of Directors
Sarah Letts
Executive Director
Angelica Pace
HR Manager
Bernie Perez
Operations Manager
Jameel Tayag
Office Administrator
Victoria Senna
Director of Housing
Development
C.J. Horvath
Senior Project Manager
Breigh Montgomery
Project Manager
Kristin Gunther
Project Manager
Laura Krug
Director of Finance
Jisun Kim
Assistant Controller
Shelly Huynh
Property Accountant
Brandi Johnson
Property Accountant
Sannah Rahim
Property Accountant
Vanessa Canales
Accounts Payable
Assistant
Kayla Teel
Director of Development
Marcela Rivera
Director of Resident
Services
Consuelo Lopez
Program Manager
Rylee Page
Senior Resident Services
Coordinator
Courtney Jennings
Senior Resident Services
Coordinator
Katherinne Gamez
Resident Services
Coordinator
Malen Rodriguez
Director of Property and
Asset Management
JC Nubla
Compliance Specialist
Christopher French
Senior Asset Manager
Don Bustamante
Asset Manager
Vince Adviento
Property and Asset
Manager
Victoria Yambao
On-site Property Manager
Gregorio Sanchez
Senior Facilities
Maintenance Technician
George Damian
On-site Property Manager
Rochelle Ogena
On-site Property Manager
Carole Mendoza
Senior On-site Property
Manager
Patrick Bustamante
On-site Property Manager
Willy Matulac
Senior On-site Property
Manager
Annalou Mangubat
Property and Asset
Manager
My Adviento
Senior On-site Property
Manager
Mary Ann Anderson
On-site Property Manager
Armin Bedrian
On-site Property Manager
May Layco
On-site Property Manager
Joanne Broderick
On-site Property Manager
Dionne Jupiter
On-site Property Manager
Rinna Gonzales
On-site Property Manager
Marybel Flores
On-site Property Manager
Appendix C
Hollywood Community Housing
Key Personnel
70 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 71 Mercy Housing Lakefront, Chicago, IL 1994 - 1998
As the Director of Housing Development, structured complex deals financed with LIHTC equity, Section 8 subsidies, McKinney Homeless Assistance Funds, Housing for Persons with AIDS, CDBG, HOME and tax increment financing. Led all phases of the development process including site acquisition, selection and supervision of architects and contractors, and the closing of debt and equity financing. The nonprofit’s name during the 1990s was Lakefront SRO and their mission was to end homelessness. Lakefront SRO was a pioneer in the creation and operation of what is now called permanent supportive housing (PSH) and they subsequently merged with Mercy Housing.

Leadership Positions
UCLA Ziman Center’s Affordable Housing Advisory Council (AHAC) 2018 - Current As a member of the Ziman Center’s AHAC, provide strategic input on UCLA’s efforts to expand its affordable housing and community outreach programs. Also invited as a guest lecturer for UCLA’s Affordable Housing Development Program, an educational program designed to provide professionals with the knowledge and practical skills to develop affordable housing.

Enterprise Community Leadership Council (ECLC) 2018 - 2022 As a member of the ECLC, this group of leaders from across the country provides executives at Enterprise with strategic advice regarding all aspects of the affordable housing and community development industry.

Mayor’s Task Force for Housing, City of Pasadena 2021 - 2022 Invited by the Mayor of Pasadena to join the 16-member task force. The purpose of the task force is to ensure that housing experts contribute to the City’s policies, programs and Housing Element of the General Plan.

Board of Directors
Southern California Association of Non-Profit Housing (SCANPH) 2011 - 2017 Former President of the Board of Directors. SCANPH is a non-profit trade association incorporated in 1985 and serves five counties in Southern California.

Downtown Santa Monica, Inc. (DTSM) 2011 - 2016
Former Vice-Chair of the Board of Directors. First elected to the board by other property owners in the district in 2011 and re-elected in 2014. DTSM is a non-profit business improvement district (BID) incorporated in 1989 and the BID is primarily known for its innovative work to promote the Third Street Promenade in Santa Monica.

Education
Stanford University B.A. Degrees in Economics and Political Science University of California at Los Angeles (UCLA) M.A. Degree in Urban Planning Sarah Davis Letts
[email protected] | phone 323-454-6210
Experience
Hollywood Community Housing Corporation (HCHC), Los Angeles, CA 2016 - Present Executive Director of a non-profit that has expanded into markets throughout Los Angeles County and increased its commitment to creating and operating permanent supportive housing (PSH) for people experiencing homelessness. Work closely with the Board of Directors and senior staff to determine the strategic direction for the housing development, resident services, fundraising and asset management departments. Increased HCHC’s production of service-enriched affordable housing by closing the financing and completing construction of six properties (367 units) and acquiring sites and initiating the development of four new properties (368 units). Improved the financial resiliency of the organization with disciplined spending, improved fundraising and increased earned income.

Community Corporation of Santa Monica (CCSM), Santa Monica, CA 2011 - 2016 Executive Director of a community-based nonprofit with a $4+ million budget, 80 employees and 1,700 units of housing that generated over $14 million in annual rental revenue. Negotiated partnership agreements and closed debt and equity for six properties financed with low-income housing tax credits (LIHTC). Also negotiated a complex agreement fulfilling the inclusionary housing obligation of a marketrate developer. Oversaw the work of five departments including housing development, property management, maintenance, resident services and accounting. Improved the efficiency and effectiveness of each department through investments in technology and improved policies and procedures.

Determined the strategic direction for the company in collaboration with the Board of Directors.

Fannie Mae, Pasadena, CA 1999 - 2011
Director in the Multifamily Division and responsible for investing over $2 billion in 300+ apartment buildings financed with LIHTC equity. Led the team’s initiative to write and refine procedures and investment guidelines to handle the rapid growth of the Company’s LIHTC investment strategy.

Negotiated pricing and partnership agreements for guaranteed, private label and multi-investor funds.

Resolved real estate, tax and legal issues as part of the process of buying and selling LIHTC investments.

As a Director of Credit Loss Management in the Single Family Division from 2010 – 2011, co-led a team of professionals, who worked in distressed communities throughout the country, to address the foreclosure crisis by selling real estate owned (REO) to cities, counties and land banks.

Local Initiatives Support Corporation (LISC), Los Angeles, CA 1998 - 1999 As a consultant to LISC, managed the organization’s sponsorship of two bills in the California State Assembly including the Community Investment Tax Credit (AB 1080) that proposed the creation of a $50 million state tax credit and a $15 million expansion of the State LIHTC program (AB 97). Analyzed LIHTC allocation plans throughout the country to identify best practices and build a case against California’s lottery system for allocating LIHTCs.

VICTORIA SENNA 818.426.1039
[email protected]
Jan – Present HOLLYWOOD COMMUNITY HOUSING CORPORATION
2017 Housing Director
 Oversees all stages of affordable housing development for the organization including acquisition, feasibility analysis, pre-development, design, project financing, and construction. Responsibilities include:
 Identifying new acquisition opportunities
 Supervising project managers through all phases of the real estate development process, including:
entitlements and permits, community outreach, tenant relocation efforts, land use reviews, and construction
 Assisting project managers with identifying funding sources for transactions to support site acquisition, predevelopment, construction, and permanent financing phases of development, such as: low income housing tax credits, multifamily housing bonds, conventional loans, and other public funds.  Negotiating contract agreements with the design team, consultants, and general contractor for each project
 Overseeing all financial closings
 Developing and managing relationships with federal, state, and local funders, government agencies, community and neighborhood groups, development partners, and industry professionals.  Reviewing and approving project proformas, architectural drawings, funding applications, legal documents, loan agreements, schedules, budgets and draw requests Oct – Dec GULF COAST HOUSING PARTNERSHIP New Orleans, LA 2010 2016 Senior Project Manager
Completed commercial and residential transactions totaling $35 Million and in predevelopment or construction with transactions totaling $33 Million financed by multifamily housing bonds, LIHTC, historic tax credits, HOME, CDBG, FHLB-AHP, NSPII, USDA 515, local funding and conventional financing.

Nov – Sept HOLLYWOOD COMMUNITY HOUSING CORPORATION Los Angeles, CA 2006 2010 Project Manager
Completed transactions totaling $30Million financed by affordable housing bonds, LIHTC, historic tax credits, CDBG, City of Industry funds, CRA, HOME, FHLB-AHP, and conventional financing Oct – Nov THE DT GROUP Los Angeles, CA
2002 2006 Project Manager
Project: The NoHo Lofts – Built 1957 - Adaptive Reuse of an industrial building to live/work lofts - $18M Nominated for a women’s business award by The San Fernando Valley Business Journal

OTHER PROFESSIONAL EXPERIENCE
Mar – Sept APCO WORLDWIDE Washington, DC
2001 2001 Business Development Associate
Identified and pursued new business opportunities
Sept – Mar POINT OF PURCHASE ADVERTISING INTERNATIONAL (POPAI) Washington, DC 1998 2001 Corporate Communications Manager
Performed marketing, public relations and government relations duties Sept – Sept OFFICE OF CONGRESSMAN BART STUPAK Washington, DC 1997 1998 Staff Assistant
Acted as constituent liaison and legislative staff support/Speeches published in Congressional Record EDUCATION: UNIVERSITY OF CALIFORNIA LOS ANGELES (UCLA) -Extension Professional designation in Construction Management conferred in 2009 LOCAL INITIATIVE SUPPORT CORPORATION (LISC) - Housing Development Training Institute Yearlong comprehensive training in affordable housing development – Certified 2008

MANAGEMENT ACTION PROGRAM (MAP)
Executive business management training program - Certified 2005

MARQUETTE UNIVERSITY
Bachelor of Arts conferred in 1997 - Major: History / Minors: Philosophy and Advertising St. Clare's at Oxford - England - 1996 Spring Semester Abroad This Page
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• Represents HCHC with Investors, Government agencies and in the community as needed. • Assists in the preparation of pro-forma budgets during pre-development. • Reviews loan documents prior to execution.
• Oversees 3rd party Property Management Agent.
• Oversee In-House Property Management
• Oversees Lease Up Activities (From Pre-Lease Up to receipt of 8609) Certifications:
• Certified Credit Compliance Professional (C3P) for Low Income Housing Tax Credit,; NPCC • Annual TCAC Advance Workshops
• Certified on Real Estate Property Management Principles –Allied Real Estate Schools -2020 • Trained and Certified on Fair Housing Rights –Annually • Trained and Certified on Accessibility Housing Program Malen Rodriguez
[email protected]
Director of Property & Asset Management
Hollywood Community Housing Corporation
Los Angeles, California
Serving the Low-Income Housing Tax Credit Industry since 1996 Resident Service Coordinator
Temple Westlake Neighborhood Development Corporation
1996-1999
Property Manager/Regional Manager/Compliance Specialist Barker Management Incorporated
1999-2005
Director of Property & Asset Management
Hollywood Community Housing Corporation
2005-to Present
Responsibilities:
• Evaluates portfolio performance and review monthly, quarterly and annual financial reports. • Identify portfolio needs and maintain and implement schedule of capital needs. • Ensures all properties meet or exceed development pro forma expectations and meet all investors and regulatory requirements including operating and profitability goals. • Ensures compliance with all regulatory agencies.
• Ensures compliance with all Limited Partnerships Property and Asset Management’s requirements. • Reviews and approves property services and contracts. • Conducts regular site inspections; Audits files and conducts physical inspections using the current Housing Quality Standards (HQS).
• Ensures that Property Staff are annually trained in areas of Fair Housing, Income Certification and basic property management good practices including being current on PM’s software (RealPage); ensures extensive collaboration with Service providers.
• Reviews and approve operating budgets including those of the Department of Housing and Community Development/Multifamily Housing Program (HCD/MHP) and Veterans Homeless Housing Program (VHHP) - budgets and worksheets; review submissions of Annual Owner’s Certifications and Expenses (AOC and AOE) as required by California Tax Credit Allocation committee (CTCAC). • Monitors and evaluates the long-term financial viability of projects; investigate options such as debt restructuring or re-syndication or conversion to Project based Section 8 program; Monitors, evaluates and plans for the 15 year buy-out options.
• Apply for Welfare Tax Exemptions with the BOE; Prepare and submit Annual Property Tax exemptions for each project; analyze tax assessments.
• Reviews and obtains Annual Property Insurance requirements. • Reviews drafts of all projects’ Annual Audited Financial Statements before conversion to final. • Analyzes and prepares Residual Receipt Calculations for soft loans. • Analyzes and Prepares Cash Flow for Distribution.

Appendix D
kevin daly Architects
Org Chart & Key Personnel
78 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 79 Kevin Daly
Principal
Gretchen Stoecker
Studio Director
Courtney Gibbs
Senior Associate
Vanina Fiamingo
CFO
Jared Ward
Studio Director
Luke Smith
Senior Associate
Julian Funk
Associate
Jeff Rauch
Associate
Kevin Nicholson
Architect
Vanessa De La Hoz
Designer
Ryan Conroy
Architect
Connor Verteramo
Designer
Ben Sherlock
Office Manager
kevin daly Architects
Org Chart
Education
˙ M.Arch, Rice University
˙ B.Arch, UC Berkeley
Registration
˙ California (#C19005)
˙ Arkansas
˙ Florida
˙ Maine
˙ Massachusetts
˙ New York
˙ Texas
˙ Washington
˙ NCARB
˙ LEED AP
Recent Awards
˙ 2023 National AIA Housing Award
˙ 2023 Residential Design Architecture
Award
˙ 2022 National AIA Honor Award
˙ 2022 LABC Architectural Award
˙ 2022 Architect’s Newspaper Best of
Practice
˙ 2022 AIA Houston Design Award
˙ 2022 AIA Santa Barbara Design Award
˙ 2022 PCBC Grand Award
˙ 2022 AIA/LA Design Award
˙ 2022 P/A Award
˙ 2021 AIACC Design Award
˙ 2021 SCANPH Homes Within Reach
Award
˙ 2021 Architect’s Newspaper Best of
Design
˙ 2020 AIACC Design Award
˙ 2019 National AIA Honor Award
˙ 2018 National AIA Honor Award
Kevin Daly
Principal
Over his thirty-year career, Kevin Daly has defined a design process that upholds the practical magic of architecture – an alchemical conjunction of craft, materials, and form. Bolstered by abundant research, he has demonstrated the benefits of advanced, unconventional building technology in works that are consistently recognized in publications and awards, and range from public schools, custom residences, and university buildings to affordable housing.

Daly is particularly recognized for reclaiming and transforming sites characteristic of the postwar city, turning generic background buildings into models of community identity. Noted architecture critic Nicolai Ouroussoff, writing about Daly’s inner city charter schools, claimed they are some of “the most inspiring projects built in Los Angeles in years” and a model of “a thoughtful, low-cost work of architecture that embodies the kind of civic purpose and progressive ideals that so many public institutions give lip service to but rarely fulfill.” Projects by Kevin Daly express his belief in an architecture that is performative on every level: environmentally, structurally, economically, and aesthetically. Daly has established a critical practice that is nationally recognized and simultaneously engages the profession as well as the local community. Almost every project has been published nationally or received awards for design excellence. He has served on numerous AIA awards juries, won the first AIA/LA Firm of the Year Award, held distinguished university chairs at Berkeley and Michigan, and is a regular faculty member at UCLA. Through his teaching experience he fosters a next generation of architects across the country.

Selected Project Experience
˙ NW Arkansas Artist Housing & Residency Program 2018 - Present ˙ Houston Endowment Headquarters, Principal 2019 - 2022 ˙ UC Berkeley Albany Village Housing, Principal 2019 - 2022 ˙ Gramercy Senior Housing, Principal 2016 - 2021
˙ Robertson Recreation Center, Principal 2014 - 2020
˙ UCSB San Joaquin Housing, Principal 2014 - 2017
˙ UCLA Mo Ostin Basketball Center, Principal 2014 - 2017 ˙ UCLA Evelyn & Mo Ostin Music Center, Principal 2011 - 2015 ˙ Broadway Affordable Housing, Principal 2011 - 2014
kdA
Education
˙ M.Arch, Yale University
˙ B.Arch, Syracuse University
Registration
˙ New York
Recent Awards
˙ 2023 Residential Design Architecture
Award
˙ 2022 National AIA Honor Award
˙ 2022 AIA Houston Design Award
˙ 2022 P/A Award
˙ 2022 PCBC Grand Award
˙ 2022 AIA Small Project Award
˙ 2021 AN Best of Design Award
˙ 2020 AIACC Design Award
˙ 2019 AIA/LA Design Award
˙ 2019 WoodWorks Design Award
Gretchen Stoecker was most recently the project manager for the new Houston Endowment Headquarters in Texas, a 20,000SF, award-winning hybrid steel/CLT building that finished construction in 2022. The building’s Net Zero efficiency capabilities are mirrored in its extreme cost efficiency, with a construction cost of $20,000,000. Prior to that Gretchen oversaw the design and construction of a $2m residential home in Venice, CA, using precast concrete and elegant wooden screening to add a new residence to a two-lot property that three generations of the client’s family call home.

She was also the project manager for two major campus projects at UCLA. The first was the Evelyn & Mo Ostin Music Center, which created new education resources for the diverse School of Music at the heart of the campus. Through thorough and regular meetings with UCLA faculty, staff and students the Music Center master planning document revealed the most cost and program effective solution was the development of new construction and phased renovation of the existing buildings.

Gretchen also prepared a second DPP for the Mo Ostin Basketball Center, part of the growing athletics precinct on the UCLA campus and shared by the top-ranked men’s and women’s UCLA teams. She worked closely with the contractor to rightsize the design within the constraints of site and budget while still creating a LEED Platinum, top-tier, athletic facility.

Gretchen brings a refined sensibility and technical expertise to the wide range of buildings and systems that make up the kdA portfolio, from site cast concrete residential projects to innovative terra cotta rainscreens, precast GFRE building envelops, and ETFE glazing systems.

Selected Project Experience
˙ UCSB Music Library Renovation, Project Manager 2021 - Present ˙ Houston Endowment Headquarters, Project Manager 2019 - 2022 ˙ Palms House II, Project Manager 2016 - 2020
˙ Robertson Recreation Center, Project Architect 2014 - 2020 ˙ UCLA Mo Ostin Basketball Center, Project Manager 2014 - 2017 ˙ UCLA Evelyn & Mo Ostin Music Center, Project Manager 2011 - 2015 Gretchen Stoecker
Director
kdA
Jared Ward
Director
Education
˙ M.Arch, SCI-Arc
˙ BFA, Weber State University
Registration
˙ California
Recent Awards
˙ 2022 P/A Awards
˙ 2022 AIA Houston Award
˙ 2022 AIA National Small Projects Award
˙ 2022 PCBC Grand Award
˙ 2021 AIA/LA Residential Architecture
Award
˙ 2020 AIA California Design Award
˙ 2019 Woodworks Design Regional Award
˙ 2019 AIA/LA Design Award
Jared Ward has over twenty years of experience designing dynamic public facilities and will bring to the project team an unrivaled depth of technical knowledge of the mechanical and physical qualities of residential design and innovative production and fabrication techniques.

He has managed the design and construction process for a large number of kdA’s campus projects during his 22 years at the firm: he was the project manager for the UCSB San Joaquin Housing project in Santa Barbara and recently completed the final construction document stages of the UC Berkeley Albany Village housing design, working to maintain the project’s massing, materiality, and the architectural character of its façade and amenity spaces.

He is also the project manager for the design and construction of new Dahlia Heights Elementary School and kindergarten classrooms, scheduled for completion in 2023. Jared has been heavily involved in all of kdA’s large scale institutional projects including the UCLA School of Music, the Edison Language Academy classrooms, the Camino Nuevo Charter Academy, the Art Center College of Design South Campus, and the Art Center College of Design Housing Complex.

Relevant Project Experience
˙ UCSB CCBER Renovation, Project Manager 2022 - Present ˙ Dahlia Heights Elementary School, Project Manager 2017 - Present ˙ NW Arkansas Artist Housing & Residency Program, Project Manager 2018 - Present
˙ UC Berkeley Albany Village Housing, Project Manager 2019 - 2022 ˙ UCSB San Joaquin Villages Housing, Project Manager 2012 - 2017 ˙ UCLA School of Music Master Plan, Project Architect 2011 - 2015 ˙ Edison Language Academy, Project Manager 2011 - 2014
kdA
Luke Smith
Senior Associate
Education
˙ M.Arch, Princeton University
˙ B.Arch, Oxford Brookes University
Registration
˙ California
Recent Awards
˙ 2022 P/A Awards
˙ 2022 AIA Houston Award
˙ 2021 AN Best of Design Honorable
Mention
˙ 2021 SCANPH Homes Within Reach
Award
˙ 2021 AIACC Residential Design Awards
˙ 2020 AN Best of Design Awards
˙ 2020 AIA/LA Next Awards
Luke brings high-level expertise in façade systems and the environmental and formal performance of building skins. His multi-family residential project, Gramercy Senior Housing, completed construction in Summer 2021, and the Houston Endowment Headquarters with its distinctive louvered canopy and custom-formed aluminum rainscreen opened in Fall 2022.

He is both a talented designer and an exceptional manager, with a deep knowledge of complex building systems. Luke’s expertise is rooted in the tectonics of complex systems, with a particular focus on the environmental and formal performance of building envelopes and cladding. He has worked extensively on projects that include a high level of prefabrication, as well as direct-to-fabrication processes. Luke’s detailed knowledge of building skins makes him uniquely qualified to assess rehabilitation of existing structures versus new construction.

Selected Experience
˙ Mammoth Lakes Affordable Housing, Project Architect, 2019 - Present ˙ Houston Endowment Headquarters, Project Manager, 2019-2022 ˙ Gramercy Senior Housing, Project Manager, 2017-2021
kdA
Julian Funk
Associate
Education
˙ M.Arch, Harvard University
˙ BSc. Architecture, Ohio State University
Registration
˙ California
Recent Awards
˙ 2022 P/A Awards
˙ 2022 AIA Houston Award
˙ 2022 AIA National Small Projects Award
˙ 2022 PCBC Grand Award
˙ 2021 AIA/LA Residential Architecture
Award
˙ 2020 AIA California Design Award
˙ 2019 Woodworks Design Regional Award
˙ 2019 AIA/LA Design Award
Julian Funk received his Bachelor of Science in Architecture from The Ohio State University and his Master of Architecture from Harvard University. At Harvard he taught a six week design studio for undergraduate students and worked as a teaching assistant for a recurring seminar on housing typologies, specifically in Latin America. Prior to joining kdA Julian worked at Machado Silvetti in Boston and developed campus plans for projects in Vietnam and Cairo.

Julian has guided the design and technical development of several projects at kdA with an exceptional ability to translate architectural concepts into construction documents. He has coordinated the documentation of the Artspace COMO Lofts (artist housing in Bentonville, AR) and a graduate student housing project for the University of California Berkeley.

Julian will coordinate all subconsultants within the architectural and engineering project team, ensuring thorough and accurate documentation of the project.

Relevant Project Experience
˙ UC Berkeley Albany Village Housing, Project Designer 2022 ˙ Artspace SOMO Housing, Project Architect 2022 - Present ˙ Robertson Recreation Center, Project Architect 2018 - Present ˙ Tech Workplace Campus, Project Architect 2022
kdA
Ryan Conroy
Architect
Education
˙ M.Arch, UC Berkeley
˙ B.A. Architecture, UCLA
Registration
˙ California
Recent Awards
˙ 2022 AIA Houston Design Award
˙ 2022 P/A Award
˙ 2020 AIA/LA Next LA Award
Ryan Conroy received his Master of Architecture at UC Berkeley after completing his Bachelor of Arts in Architecture at UCLA.

Ryan Conroy brings a deep knowledge of contemporary architectural design and research experience to his work at kdA. He has directed the design efforts of award-winning projects such as the Houston Endowment Headquarters and is currently completing a mixed-use project in the Ocean Park neighborhood of Santa Monica.

Ryan will coordinate the internal architectural design team, as well as presentations for community workshops and entitlements approvals.

Selected Project Experience
˙ UC Berkeley Albany Village Housing, Project Designer 2022 ˙ Houston Endowment Headquarters, Project Designer 2022 kdA
Appendix E
Morley Builders
Key Personnel
88 Hollywood Community Housing Corporation City of Santa Monica | Affordable Housing Proposal Hollywood Community Housing Corporation 89

COMPANY TENURE
28 years with Benchmark
33 years in Construction Industry
10 West Walnut
120 Wilshire Parking Structure
The Academy Museum of Motion
Pictures Phase A
Archstone Apartments at Playa del
Rey Phase I & II
Bank of America Brea Operations
Center
Carrier Center
Casa Dominguez
Casa Merced Senior Housing
El Cariso Park Gymnasium &
Community Center
Getty Villa Renovation & Expansion
Janss Marketplace Mall Renovation,
Expansion & Parking Structure
Jesse A. Brewer 77th St. Regional
Headquarters
Los Angeles Department of Public
Works, Alhambra Headquarters
Loyola Marymount University Del Rey
North & South Residence Halls
Loyola Marymount University Leavey
Student Apartments Building 6
NBCUniversal G-Lot Expansion
Occidental College Rangeview Hall
Pepperdine University Gull’s Way
Residence
Polytechnic School Renovation &
Addition Phase I-IV
Santa Monia Business Park Phase I
UCI Plaza Verde
UCLA Knudsen Hall
USC Heritage Hall Recapitalization
USC Health Sciences Campus
Student Housing Phase II
Valley Office Plaza
Warner Records Building

PROJECT EXPERIENCE

EDUCATION
UCLA Anderson School of
Management,
Executive Program
California Polytechnic University,
San Luis Obispo
Bachelor of Science, Construction
Management
As Project Executive, Carlos oversees a full range of construction services.

Joining the Benchmark team as an intern in 1995, he now manages some of the company’s largest and most complex projects. Carlos’ relationships with clients are enduring, a testament to his integrity and his skill at pairing project teams and approaches with client goals and expectations. He is dedicated to client satisfaction, focusing on quality preconstruction services and following through with a hands-on, team-oriented approach during construction. In partnership with the Project Superintendent and Project Manager, he manages the development and maintenance of project schedules in order to meet project goals on time and within budget.

CARLOS OROZCO

PROJECT EXECUTIVE

AFFILIATIONS
ACE Mentor Program, Mentor
Structural Engineers Association of
California, Member

CERTIFICATIONS
10-Hour Occupational Safety &
Health Training Course, OSHA
30-Hour Occupational Safety &
Health Training Course, OSHA
Basic/Adult CPR & First Aid, Medic
First Aid International

COMPANY TENURE
10 years with Benchmark
Crest Apartments
Santa Monica Proper Hotel
Thatcher Yard
USC Malcolm & Barbara Currie
Residence Hall
USC Health Sciences Campus
Student Housing Phase II
USC Dr. Verna & Peter Dauterive Hall

PROJECT EXPERIENCE

EDUCATION
University of California, Los Angeles
Master of Architecture & Urban
Design
Sonoma State University
Bachelor of Liberal Studies
As Senior Project Manager, Brittany is responsible for day-to-day oversight on projects. She is particularly skilled in procurement and managing multifaceted finish trades. She enjoys being onsite, working closely with many people to build meaningful projects - and relationships - that will last. With her collaborative nature, strong work ethic, and clear and honest communication, Brittany brings added-value to any project team. Brittany balances her commitment to work with an interest in hiking and backpacking, especially in the Sierras. She considers the energy and commitment she brings to every project as being some of her most important contributions to Benchmark.

BRITTANY DZIUBEK

SENIOR PROJECT MANAGER

CERTIFICATIONS
Certified Construction Manager,
Construction Management
Association of America

COMPANY TENURE
28 years with Benchmark
2802 Pico Apartments
Archstone Apartments at Pasadena
Archstone Apartments at Santa
Monica
Eastown Apartments
Caroline Severance Manor
Casa Patrina
Cathedral of Our Lady of the Angels
Coralwood Court Apartments
Crocker Umeya Apartments
Fountain Park Apartments at Playa
Vista
Hollywood Arts Collective
IMAX Corporation Headquarters
Jewish Community Center Campus
LA Plaza Village
Loyola Marymount University Jesuit
Housing Complex
North Ranch Self-Storage
Occidental College Johnson Student
Center
Occidental College Rangeview Hall
Pasadena Gateway Villas
Polytechnic School Renovation &
Addition Phase I-IV
Tierra del Sol
USC Health Sciences Campus
Student Housing Phase II
Villa Madera
White Oak Apartments
WREN Apartments

PROJECT EXPERIENCE
As Senior Project Superintendent, Randy is responsible for all onsite construction activities, with particular focus on multifamily residential projects.

He is known for always displaying the highest level of professionalism and integrity on each one of his projects. His strengths include jobsite organization and pre-planning, effective communication with project stakeholders, and an exceptional ability to motivate the project subcontractors to produce at their highest level.

RANDY HAUSER
SR. PROJECT SUPERINTENDENT

CERTIFICATIONS
10-Hour Occupational Safety and
Health Training Course, OSHA
30-Hour Occupational Safety and
Health Training Course, OSHA
Basic/Adult CPR & First Aid, Medic
First Aid International
Trench Shoring Competent Person
Certification
This Page
Intentionally
Left Blank
Appendix F
The People Concern
Org Chart & Key Personnel
John Maceri
Chief Executive
Officer
Rafe Pery
Chief Financial
Officer
Teresa McDonough
Director of Finance
Finance Department
Patricica Lopez Chief
Administrative
Officer
Donna Miller
Director of
Operations
Operations
/Facilities/ IT
QA / Compliance
Jolisa Jones- Corey
Chief Humans
Resources Officer
Human Resources
Training
Andrea Rackley,
Director of
Development
Development
Department
Julie DeRose Chief
Program Officer,
Permanent Housing
Permanent
Supportive Housing
CES
Rapid Rehousing
Brooke Slusser Chief
Program Officer,
Mental Health
Wellness Center
Clinical Supervision
All outreach - TFs,
E6, HMST, C3

IMHT/ FCCS/ MIT
TuLynn Smylie Chief
Program Officer,
Services

SOJOURN
Interim Housing
Access Center &
FRAC
Crisis Invervention
Arts Program
Money Management
K9
Angie Loch, Chief
Compliance Officer
Kait Peters Chief
Strategy &
Integration Officer
John Maceri
8631 Jellico Ave.

Northridge, CA 91325
(818) 341-4824

EXPERIENCE
Ocean Park Community Center (OPCC) 1999- Present
Santa Monica, CA
Executive Director
Responsible for managing a nonprofit organization providing housing and services to low-income and homeless youth, adults and families, battered women and their children, people with mental illness and Veterans. OPCC has an annual operating budget of $13.5 million, employees 150 people, and serves over 5,000 people a year. Responsible for working closely with the board of directors and development team to raise over $5 million a year in private donations, as well as overseeing, in collaboration with the Associate Director and Finance team, the administration of $8.5 million in government contracts and grants. Lead a senior management team of fifteen people, responsible for overseeing all aspects of agency administrative functions, board relationships, strategic planning and community and government relations. In the last sixteen years I’ve supervised the rehabilitation of an existing transitional housing program, the acquisition and rehabilitation of a new second stage shelter for our domestic violence program, expansion of our permanent supportive housing program from 120 to 250 units, and overseen the successful completion of a $19.5 million capital campaign for the construction of two new buildings for the relocation and expansion of four programs into two new sites.

Homestead Hospice & Shelter 1990-1999
Los Angeles, CA
Executive Director
Responsible for managing a nonprofit AIDS housing and service organization with an annual operating budget of $2.1 million. Oversaw the growth of the organization from three facilities with twenty employees, to eight facilities and fifty-four employees. Extensive experience in fundraising from both the public and private sector, working closely with the board of directors and development committee to raise over $500,000 annually. Actively involved in leadership positions in several public policy and advocacy committees.

Best Stationers, Inc. 1988-1990
Van Nuys, CA
Vice President, Chief Operating Officer
Managed a private, for profit family owned retail and commercial office supply business with annual sales of $3.5 million. Responsible for supervising daily operations including hiring and training, purchasing, distribution, customer service, outside sales, retail merchandising and vendor relations. Supervised a staff of seven and managed an active monthly customer base of three hundred companies.

Warner Center Office Products 1983-1988
Woodland Hills, CA
President
Owned and operated a full service retail and commercial office supply business which was started with $10,000 in personal savings. Expanded the company from one employee to eight within two years, and steadily increased annual sales from $200,000 to $1.8 million.

Established an award winning retail store that was used as an industry design and merchandising model.

EDUCATION
B.A., Biology – Western Washington University, Bellingham, WA – 1980 A.A., General Studies – Wenatchee Valley College, Wenatchee, WA – 1978

ACTIVITIES & AWARDS
National Association of Social Workers (NASW), CA Chapter Region H – Public Citizen of the Year (2010)
National Association of Social Workers (NASW), State of California – Public Citizen of the Year (2010)
A Community of Friends – Advocate of the Year Award (2010) Member, Board of Directors of the Santa Monica Bay Area Human Relations Council (2009- 2014)
Member, Westside Shelter & Hunger Coalition Board of Directors (1999-2014) – Past Board Chair
Member, Board of Directors of the Santa Monica Chamber of Commerce (2011) Board Member & Vice President, North Valley Caring Services, Inc. (2003-2008) Chair, Los Angeles HOPWA Community Advisory Committee (1994-1999) Consultant with various nonprofit organizations providing assistance with staff and board training and development, capacity building and strategic planning (Being Alive, Whittier Rio Hondo AIDS Project, Center For Health Justice and El Camino Community College Foundation).

Curriculum Vitae
for
JULIE DeROSE, MFT
_____________________________________________________________________________ Licensed Marriage and Family Therapist License # MFC 2486 ______________________________________________________________________________

EDUCATION
M.A., Loyola Marymount University, Los Angeles, California Marriage, Child and Family Therapist
B.F.A., Saint Mary's College, Notre Dame, Indiana
______________________________________________________________________________

PROFESSIONAL MEMBERSHIP
California Association of Marriage and Family Therapists (CAMFT) American Art Therapy Association (AATA)
____________________________________________________________________________

EXPERIENCE
OPCC/LAMP March 2015/Present
Santa Monica/Los Angeles, CA
Director of Permanent Housing Direct administrative and clinical oversite of programs connected to the Housing Department at both locations. This includes staff that provide case management and mental
health services to a housing portfolio of over 800 scattered site and project based housing units, a Shared Housing
Program, and a Rapid Re-housing project. Also responsible for program development, management of all grant and
foundation reports, researching new grant opportunities, and oversight of budget and budget planning.

ST JOSEPH CENTER Sept 2010/March 2015
Venice, CA
Director of Programs As a member of the senior management team, responsibilities include oversight of agency wide programs ranging from services designed to impact low-income
families facing food insecurity and barriers to accessing basic needs, to homeless prevention and interventions
services. Manage a team of clinical directors to ensure services are provided in line with the agency mission. Also responsible for program development, administration of all grants and foundation reporting, researching new funding opportunities, and oversight of program budget and budget planning process. Created and implemented agency wide
procedures to integrate service delivery. Developed
relationships with grant and foundation monitors to
guarantee compliance and continued funding. Participated in the development and implementation of an agency wide strategic plan. Increased funding and implemented best
practice approach to service delivery including changing our pantry model as well as the agency’s philosophy
regarding homeless services.

ST JOSEPH CENTER Oct 2001/Sept 2010
Venice, CA
Director of Homeless Services Supervision of Homeless Services Continuum including the following programs: Homeless Service Center which consist of an Outreach Team, Case Management Team, Chronic
Homeless Team, and Clinical Team; Affordable Housing
which is designed to help individuals obtain Section 8
vouchers and Shelter Plus Care Certificates; Bread and Roses Café, a meals program for homeless individuals and families; Curriculum Vitae
for
JULIE DeROSE, MFT
_____________________________________________________________________________ Licensed Marriage and Family Therapist License # MFC 2486 ______________________________________________________________________________

EDUCATION
M.A., Loyola Marymount University, Los Angeles, California Marriage, Child and Family Therapist
B.F.A., Saint Mary's College, Notre Dame, Indiana
______________________________________________________________________________

PROFESSIONAL MEMBERSHIP
California Association of Marriage and Family Therapists (CAMFT) American Art Therapy Association (AATA)
____________________________________________________________________________

EXPERIENCE
OPCC/LAMP March 2015/Present
Santa Monica/Los Angeles, CA
Director of Permanent Housing Direct administrative and clinical oversite of programs connected to the Housing Department at both locations. This includes staff that provide case management and mental
health services to a housing portfolio of over 800 scattered site and project based housing units, a Shared Housing
Program, and a Rapid Re-housing project. Also responsible for program development, management of all grant and
foundation reports, researching new grant opportunities, and oversight of budget and budget planning.

ST JOSEPH CENTER Sept 2010/March 2015
Venice, CA
Director of Programs As a member of the senior management team, responsibilities include oversight of agency wide programs ranging from services designed to impact low-income
families facing food insecurity and barriers to accessing basic needs, to homeless prevention and interventions
services. Manage a team of clinical directors to ensure services are provided in line with the agency mission. Also responsible for program development, administration of all grants and foundation reporting, researching new funding opportunities, and oversight of program budget and budget planning process. Created and implemented agency wide
procedures to integrate service delivery. Developed
relationships with grant and foundation monitors to
guarantee compliance and continued funding. Participated in the development and implementation of an agency wide strategic plan. Increased funding and implemented best
practice approach to service delivery including changing our pantry model as well as the agency’s philosophy
regarding homeless services.

ST JOSEPH CENTER Oct 2001/Sept 2010
Venice, CA
Director of Homeless Services Supervision of Homeless Services Continuum including the following programs: Homeless Service Center which consist of an Outreach Team, Case Management Team, Chronic
Homeless Team, and Clinical Team; Affordable Housing
which is designed to help individuals obtain Section 8
vouchers and Shelter Plus Care Certificates; Bread and Roses Café, a meals program for homeless individuals and families; and Senior Services which works with both homeless and
housed low income seniors. Responsibilities included
oversight of all clinical and programmatic aspects of each program including emergency service delivery to homeless adults and families, crisis intervention of psychiatrically disabled homeless adults, case coordination and long term planning, and linkage to mental health and substance abuse services. Also responsible for program development,
management of all grant and foundation reports, researching new grant opportunities, and oversight of budget and budget planning.

Covenant House California Jan 1998/Oct 2001
Hollywood, CA
Clinical Supervisor Clinical supervision of all Case Management Staff in Shelter, Transitional Living, and Supportive Apartment Program for youth ranging in age from 18-24. Responsibilities included oversight of the case management system, development and implementation of case plans, identifying mental health needs, making appropriate long term housing referrals, and linking youth to services in the community. Also responsible for crisis intervention and assessment of youth with mental health issues. Functioned as liaison between the Psychiatrist and other Mental Health Professionals. In addition, managed all aspects of the Covenant House Abuse and Addition
Management Program. This includes a Day Treatment
Program as well as out patient services. Besides direct supervision other responsibilities include grant writing, the creation of a shelter wide substance abuse and suicidal protocol, and staff training.

Catholic Charities of LA, Inc Oct 1997/Aug 1998
Angel's Flight Runaway and
Homeless Youth Services
Los Angeles, CA
Clinical Services Coordinator Coordinator of all Clinical Services for Shelter and Outreach programs. Responsibilities included: initial
assessments, individual, family, and group therapy, crisis intervention and assessment, development of parenting
program. Implemented outcome measures and quality
control procedures. Also responsible for interfacing with community agencies including, DCFS, Probation, and
LAPD. Development of policy and procedures for clinical, shelter and outreach programs. Supervision of clinical
trainees and interns, and in service training of staff.

Private Practice Aug 1989/ June 2001
Beverly Hills, CA
Individual and family psychotherapy, crisis intervention, school consultation.

Cedars-Sinai Medical Center/ Sept 1987/Oct 1997
Thalians Mental Health Center
Los Angeles, CA
Psychotherapist
Out-Patient Services Individual, group and family therapy with individuals predominately funded through Department of Mental
Health (Medi-Cal, AB 36/32, Short Doyle). Development
of fourteen week parenting skills group in simultaneous cooperation with a latency age skills group. Supervision of art therapy and social work trainees. Custody evaluations and custody counseling. Initial evaluations, treatment
planning, crisis evaluations, school assessments, special education advocacy, and residential placement consultation.

Cedars-Sinai Medical Center/ Sept 1988/May 1993
Thalians Mental Health Center
Los Angeles, CA
Art Therapist
In-Patient Services Group and individual therapy with adolescent and adult populations on an in-patient psychiatric unit. Also attended treatment planning meetings and consulted with staff and treating psychiatrist.

Vista Del Mar June 1991/May 1993
Los Angeles, CA
Therapist Individual and group therapy with residential population.

Supervision of interns, and case consultation with primary social worker of adolescent and latency age residents.

South Bay Children's Center May 1987/June 1989
Redondo Beach, CA
Therapist Group therapy with adolescents in a day school setting.

Consultation to teachers and social workers.

Penny Lane March 1985/Aug 1987
Sepulveda, CA
Social Worker Individual, group and family therapy in a residential treatment program. The majority of this population
consisted of residents placed through the DCFS, Probation and DMH. Also performed initial assessments, treatment
planning, weekly, monthly and quarterly progress reports, school consultation and crisis intervention counseling.

Involved in supervision of child care staff and program development. Ongoing contact with probation officers and DCFS Social Workers.

Deseret Youth Center Oct 1983/March 1985
Bloomington, CA
Social Worker Individual, group and family treatment with adolescent residents placed through Probation and DCFS. Performed
intakes, initial assessment evaluations, supervision of child care staff. Development of a family outreach program.

Ongoing contact with probation officers and DCFS Social Workers. Also responsible for school placement, including assessing for special education needs.
______________________________________________________________________________

TEACHING EXPERIENCE
UC Santa Cruz-Extension April 1994/May 2000
Santa Cruz, CA
Instructor
Assisted Helen Landgarten during a series of annual three day art therapy class/workshops. Lectured and led small group discussion. Focus of these class/workshops
included:
"Family Art Psychotherapy Theory and Techniques"
"Art Psychotherapy- A developmental perspective"
"Magazine Photo College: A Multi Cultural Technique"
"Art Therapy an Exploration of Mixed Media"

Loyola Marymount University Sept 1986/Dec 1986
Los Angeles, CA
Assistant to the Instructor Assisted Helen Landgarten teach an ART THERAPY WITH CHILDREN class for the Graduate Department of
Art Therapy at Loyola Marymount University.
______________________________________________________________________________

PROFESSIONAL PRESENTATIONS
April 2016 “Reducing Barriers: HUD Policy and Affiliates”, presented at the Family Promise 14th National Conference: The Next Wave, Long Beach, CA.

March 2016 “The Wellness Skills Model: A Research-Based Harm Reduction Program for Integrating Mental Health and Substance Abuse Health Education Interventions for Chronically Homeless Individuals”, presented at the Housing First Partners Conference 2016, Los Angeles, CA.

June 2015 “Merging Mental Health Care with Homeless Service Agencies: the Process, Difficulties and Triumphs, presented at the 8th Annual Housing Institute, California Endowment Center, Los Angeles, CA March 2014 “Using a Coordinated Entry System to Rapidly Re-house Homeless Families”, presented at the Annual Housing First Partners Conference 2014, Chicago, IL.

June 2013 “Housing the Chronically Homeless: An Integrated Approach” – presented at the 6th Annual Housing Institute, California Endowment Center. Los Angeles, CA
June 2012 “Beyond Project 50: Assisting Chronically Homeless Individuals to Retain Housing”, panel member – presented at the DMH Housing Summit Conference 2012, Los Angeles, CA
March 2012 “VA Project 60 – A Housing First Approach with Chronically Homeless Veterans”, panel member - presented at the Housing First Partners' Conference 2012, New Orleans, LA
March 2012 “From the Streets to Housing: Community Partnership in the City of Santa Monica”, panel member -- presented at the Housing First Partners' Conference 2012, New Orleans, LA
July 2011 “Meeting People Where They Are: Homeless Individuals with High Service Needs”, panel member, presented at the National Conference on Ending Homelessness, Washington DC
March 2011 “Identifying People with a High Mortality Risk for Prioritization into Housing and Community Based Services”, panel member, presented at the REGION IX Health Care for the Homeless 2011 Conference, Sacramento, CA
Oct 2010 “The Vulnerability Index: Categories inherent in the Chronically Homeless Population”, presented at the International Street Medicine Symposium VI,
Los Angeles, CA
Feb 2010 “LESSONS LEARNED: Developing Effective Working Relationships with Public Housing Authorities”, panel presenter at workshop titled, “Getting the most out of Your PHA”, 2010 National Conference on Ending Homelessness, Los Angeles CA
Feb 2004 “THE FORGOTTEN HOMELESS: Addressing the needs of the Elderly”, presented at the Southern California Art Therapy Conference, Los Angeles, CA
March 2003 “Working with the Homeless Elderly”, presented at a conference sponsored by the Community Services Department of the San Bernardino County Homeless Coalition, Ontario, CA.

Sept 2002 “Effective Ways to Work with the Homeless”, presented to the Los Angeles Police Department – Pacific Division, Los Angles, CA.

March 2000 “n Introduction to Art Therapy”, presented to the staff at Children’s Hospital Los Angeles, High Risk Adolescent program, Hollywood, CA.

Aug 1999 “Case Management: A working Model”, presented to the staff at Children’s Hospital Los Angeles, High Risk Adolescent Program- Project NATEEN, Hollywood, CA.

April 1997 "Parenting: What Works, What Doesn't Work", presented at the Westside YMCA, Los Angeles, CA.

May 1996 "Developing Relationships That Last", presented at the Young Adult Conference, St. Monica's Church, Santa Monica, CA.

June 1996 "Art Therapy: A Developmental Perspective", presented to the California Psychiatric Institute, Ph.D. program -Child Development Class, Los Angeles, CA.

March 1994 "Art Therapy with Families", experiential workshop with social work and psychology staff at South Bay Children's Center, Redondo Beach, CA.

Jan 1993 "Art Therapy with an In-Patient Population", presented to the nursing staff at Cedars-Sinai Medical Center/Thalians Mental Health Center, Department of Psychiatry - In-patient Division, Los Angeles, CA.

Oct 1991 "Introduction to Art Therapy with Children", presented to the social work staff at the Family Assistance League, Community Mental Health Program, Hollywood, CA.

Nov 1990 "The use of Art Psychotherapy in the Treatment of Adolescents," presented at the Annual Symposium of the Psychiatric Treatment of Adolescents, Cedars-Sinai Medical Center, Los Angeles, CA.

Oct 1990 "Adolescent Group Art Therapy," presented at the Department of Psychiatry - Grand Rounds, Cedars-Sinai Medical Center/Thalians Mental Health Center, Los Angeles, CA.

Jan 1989 "Revealing Hidden Emotions: Methods of Dealing with Adolescent Depression," presented to the Adolescent Alliance Network, Manhattan Beach, CA.

Nov 1988 "The Use of Art Therapy in Revealing Masked Depression in Adolescence", a clinical paper presented at a symposium on adolescence at the American Art Therapy Association Conference, Chicago, IL.

REFERENCES AVAILABLE UPON REQUEST

Appendix G
HCHC Financial Capacity
Years 2020 - 2022

HOLLYWOOD COMMUNITY HOUSING CORPORATION

AND AFFILIATES
(A NONPROFIT CALIFORNIA CORPORATION)

CONSOLIDATED FINANCIAL STATEMENTS,

SUPPLEMENTARY SCHEDULES,
AND
INDEPENDENT AUDITOR’S REPORT
DECEMBER 31, 2020

HOLLYWOOD COMMUNITY HOUSING CORPORATION AND AFFILIATES
(A NONPROFIT CALIFORNIA CORPORATION)

TABLE OF CONTENTS
DECEMBER 31, 2020
Page No.

Independent Auditor’s Report 1 – 2
Consolidated Financial Statements
Consolidated Statement of Financial Position 3 – 4
Consolidated Statement of Activities and Changes in Net Assets 5 Consolidated Statement of Functional Expenses 6
Consolidated Statement of Cash Flows 7 – 8
Notes to Consolidated Financial Statements 9 – 28
Supplementary Information 29
Schedule I: Consolidating Statement of Financial Position 30 – 31 Schedule II: Consolidating Statement of Activities and Changes in Net Assets (Deficit) 32 Schedule III: Consolidating Statement of Expenses 33

Camarillo, CA | Encino, CA | Fort Worth, TX | Glendale, CA | Irvine, CA | Long Beach, CA | Los Angeles, CA Monrovia, CA | Park City, UT | Pasadena, CA | Phoenix, AZ | Walnut Creek, CA | Westlake Village, CA

INDEPENDENT AUDITOR’S REPORT
To the Board of Directors of
Hollywood Community Housing Corporation:

We have audited the accompanying consolidated financial statements of Hollywood Community Housing Corporation (a nonprofit California corporation) and Affiliates (collectively, the Organization), which comprise the consolidated statement of financial position as of December 31, 2020, and the related consolidated statements of activities and changes in net assets, functional expenses, and cash flows for the year then ended, and the related notes to the financial statements.

Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audit.

We did not audit the financial statements of certain controlled entities, which statements reflect total combined assets of $125,097,837 as of December 31, 2020, and total revenues of $5,646,415 for the year then ended. Those statements were audited by other auditors, whose reports have been furnished to us, and our opinion, insofar as it relates to the amounts included for these wholly owned properties and controlled partnerships, is based solely on the reports of the other auditors. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Organization’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Camarillo, CA | Encino, CA | Fort Worth, TX | Glendale, CA | Irvine, CA | Long Beach, CA | Los Angeles, CA Monrovia, CA | Park City, UT | Pasadena, CA | Phoenix, AZ | Walnut Creek, CA | Westlake Village, CA

Opinion on Consolidated Financial Statements
In our opinion, based on our audit and the report of the other auditors, the consolidated financial statements referred to above present fairly, in all material respects, the consolidated financial position of the Organization as of December 31, 2020, and the changes in their net assets (deficit) and their cash flows for the year then ended in accordance with accounting principles generally accepted in the United States of America.

Change in Accounting Policy
As described in Note 11 to the consolidated financial statements, management of the Organization has elected to change its method of accounting for the elimination of developer fee revenue earned from Affordable Housing Affiliates. Accordingly, net assets as of December 31, 2019 was adjusted for this change in accounting policy. Our opinion is not modified with respect to this matter.

Report on Supplementary Information
Our audit was conducted for the purpose of forming an opinion on the consolidated financial statements as a whole. The consolidating information in Schedules I through III is presented for purposes of additional analysis of the consolidated financial statements rather than to present the financial position, results of operations, and cash flows of the individual entities, and it is not a required part of the consolidated financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the consolidated financial statements. The information has been subjected to the auditing procedures applied in the audit of the consolidated financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the consolidated financial statements or to the consolidating financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, which insofar as it relates to amounts included for certain affiliates and wholly owned properties based on the reports of other auditors, the information is fairly stated in all material respects in relation to the consolidated financial statements as a whole.

Los Angeles, California
September 9, 2021

HOLLYWOOD COMMUNITY HOUSING CORPORATION
(A NONPROFIT CALIFORNIA CORPORATION)

CONSOLIDATED STATEMENT OF FINANCIAL POSITION
AS OF DECEMBER 31, 2020
Assets
Current assets
Cash and cash equivalents $ 4,475,174
Grants and contracts receivable 160,860
Tenants and accounts receivable 285,182
Deposits 143,240
Prepaid expenses and other current assets 196,138
Note and interest receivable - affiliate 873,153
Restricted cash 640,456
Total current assets 6,774,203
Restricted cash 7,759,516
Property, at cost
Land 41,892,148
Buildings and improvements 242,968,280
Furniture and equipment 3,801,281
Construction in progress and predevelopment costs 75,086,140 Total property, at cost 363,747,849
Less: accumulated depreciation (55,865,594)
Property, net 307,882,255
Investments in and advances to unconsolidated partnerships 12,540 Deferred costs, net 518,818
Total assets $ 322,947,332
See accompanying notes to consolidated financial statements.