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041117 CC Agenda
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the office of the City Clerk (951) 694-6444. Notification 48 hours prior to a meeting will enable the City to make reasonable arrangements to ensure accessibility to that meeting [28 CFR 35.102.35.104 ADA Title II] AGENDA TEMECULA CITY COUNCIL REGULAR MEETING CITY COUNCIL CHAMBERS 41000 MAIN STREET TEMECULA, CALIFORNIA APRIL 11, 2017 — 7:00 PM At approximately 9:45 P.M., the City Council will determine which of the remaining agenda items can be considered and acted upon prior to 10:00 P.M. and may continue all other items on which additional time is required until a future meeting. All meetings are scheduled to end at 10:00 P.M. 5:30 PM - The City Council will convene in Closed Session in the Canyons Conference Room on the third floor of the Temecula City Hall concerning the following matters: Conference with Legal Counsel — Potential Litigation. The City Council will meet in closed session with the City Attorney pursuant to Government Code Section 54956.9(d)(2) with respect to one matter of potential litigation. A point has been reached where, in the opinion of the City Attorney, based on existing facts and circumstances, there is a significant exposure to litigation involving the City. Next in Order: Ordinance: 17-01 Resolution: 17-21 CALL TO ORDER: Mayor Maryann Edwards Prelude Music: Jackie Yu Invocation: Reverend Maffy Barcelon of Love of Christ Christian Fellowship Community Church Flag Salute: Council Member Jeff Comerchero ROLL CALL: Comerchero, Naggar, Rahn, Stewart, Edwards PRESENTATIONS/PROCLAMATIONS Presentation from the Veterans of Foreign Wars to Officer of the Year Deputy Danny Hollingsworth Presentation for Youth in Religion Fellowship Concert 1 PUBLIC COMMENTS A total of 30 minutes is provided for members of the public to address the City Council on items that appear within the Consent Calendar or a matter not listed on the agenda. Each speaker is limited to three minutes. If the speaker chooses to address the City Council on an item listed on the Consent Calendar or a matter not listed on the agenda, a Request to Speak form may be filled out and filed with the City Clerk prior to the City Council addressing Public Comments and the Consent Calendar. Once the speaker is called to speak, please come forward and state your name for the record. For all Public Hearing or Council Business items on the agenda, a Request to Speak form may be filed with the City Clerk prior to the City Council addressing that item. Each speaker is limited to five minutes. CITY COUNCIL REPORTS Reports by the members of the City Council on matters not on the agenda will be made at this time. A total, not to exceed, 10 minutes will be devoted to these reports. CONSENT CALENDAR NOTICE TO THE PUBLIC All matters listed under Consent Calendar are considered to be routine and all will be enacted by one roll call vote. There will be no discussion of these items unless Members of the City Council request specific items be removed from the Consent Calendar for separate action. 1 Waive Reading of Standard Ordinances and Resolutions RECOMMENDATION: 1.1 That the City Council waive the reading of the text of all standard ordinances and resolutions included in the agenda except as specifically required by the Government Code. 2 Approve the Action Minutes of March 28, 2017 RECOMMENDATION: 2.1 That the City Council approve the action minutes of March 28, 2017. 3 Approve the List of Demands RECOMMENDATION: 3.1 That the City Council adopt a resolution entitled: RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA ALLOWING CERTAIN CLAIMS AND DEMANDS AS SET FORTH IN EXHIBIT A 2 4 Approve the City Treasurer's Report as of February 28, 2017 RECOMMENDATION: 4.1 That the City Council approve and file the City Treasurer's Report as of February 28, 2017. 5 Approve a Five -Year Agreement to Begin in Fiscal Year 2017-18 with the California Department of Justice for Fingerprinting Services RECOMMENDATION: 5.1 That the City Council approve a five-year Agreement to begin in Fiscal Year 2017-18 with the California Department of Justice, in the amount of $75,000 annually, for a total term amount of $375,000 for fingerprinting services. 6 Approve the Sponsorship Agreement with Inland Valley Business Community Foundation for the 2017 Temecula Fashion Week (At the Request of the Economic Development Committee Mayor Edwards and Council Member Comerchero) RECOMMENDATION: 6.1 That the City Council approve the Sponsorship Agreement with Inland Valley Business Community Foundation for city -support costs, in the amount of $3,500 and in-kind promotional services of $11,415, for the 2017 Temecula Fashion Week. 7 Approve an Agreement with HARC, Inc. for Facilitation and Consultant Services to Support the Regional Cancer Treatment Task Force RECOMMENDATION: 7.1 That the City Council approve an Agreement with HARC, Inc., in the amount of $77,500, for facilitation and consultant services to support the Regional Cancer Treatment Task Force. 8 Approve an Agreement for the Purchase of a Recreation Management System with CivicPlus, Inc. RECOMMENDATION: 8.1 Approve a two-year agreement for the purchase of a recreation management system with CivicPlus, Inc., in an amount not to exceed $74,000, for install and setup; 8.2 Authorize the City Manager to approve Contract Change Orders not to exceed $7,400, which is equal to 10% of the total contract amount. 3 9 Approve the Second Amendment to the Agreement for Consultant Services with Willdan Engineering for On -Call Traffic Engineering Services RECOMMENDATION: 9.1 That the City Council approve the Second Amendment to the Agreement for Consultant Services with Willdan Engineering, in the amount of $30,000, for On - Call Traffic Engineering Services. 10 Approve the Third Amendment to the Agreement with Craftsmen Plumbing Heating & Cooling, Inc. for Facilities Maintenance Services RECOMMENDATION: 10.1 That the City Council approve the Third Amendment to the Agreement with Craftsmen Plumbing Heating & Cooling, Inc., in the amount of $80,000, for Facilities Maintenance Services. 11 Establish an All -Way Stop Control at the Intersection of Nighthawk Pass and Chaote Street RECOMMENDATION: 11.1 That the City Council adopt a resolution entitled: RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA, ESTABLISHING AN ALL WAY -STOP CONTROL AT THE INTERSECTION OF NIGHTHAWK PASS AND CHAOTE STREET ******************** RECESS CITY COUNCIL MEETING TO SCHEDULED MEETINGS OF THE TEMECULA COMMUNITY SERVICES DISTRICT, THE SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY, THE TEMECULA HOUSING AUTHORITY, AND THE TEMECULA PUBLIC FINANCING AUTHORITY ******************** 4 TEMECULA COMMUNITY SERVICES DISTRICT MEETING Next in Order: Ordinance: CSD 17-01 Resolution: CSD 17-02 CALL TO ORDER: President Jeff Comerchero ROLL CALL: DIRECTORS: Edwards, Naggar, Rahn, Stewart, Comerchero CSD PUBLIC COMMENTS A total of 30 minutes is provided for members of the public to address the Board of Directors on items that appear within the Consent Calendar or a matter not listed on the agenda. Each speaker is limited to three minutes. If the speaker chooses to address the Board of Directors on an item listed on the Consent Calendar or a matter not listed on the agenda, a Request to Speak form may be filled out and filed with the City Clerk prior to the Board of Directors addressing Public Comments and the Consent Calendar. Once the speaker is called to speak, please come forward and state your name for the record. For all Public Hearing or District Business items on the agenda, a Request to Speak form may be filed with the City Clerk prior to the Board of Directors addressing that item. Each speaker is limited to five minutes. CSD CONSENT CALENDAR NOTICE TO THE PUBLIC All matters listed under Consent Calendar are considered to be routine and all will be enacted by one roll call vote. There will be no discussion of these items unless Members of the Temecula Community Services District request specific items be removed from the Consent Calendar for separate action. 12 Approve the Action Minutes of March 28, 2017 RECOMMENDATION: 12.1 That the Board of Directors approve the action minutes of March 28, 2017. CSD DIRECTOR OF COMMUNITY SERVICES REPORT CSD GENERAL MANAGER REPORT CSD BOARD OF DIRECTORS REPORTS CSD ADJOURNMENT Next regular meeting: Tuesday, April 25, 2017, at 5:30 PM, for a Closed Session, with regular session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. 5 SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY — No Meeting TEMECULA HOUSING AUTHORITY — No Meeting TEMECULA PUBLIC FINANCING AUTHORITY — No Meeting RECONVENE TEMECULA CITY COUNCIL CITY COUNCIL BUSINESS 13 Receive Presentation by Eastern Municipal Water District Regarding Current Status of Drought 14 Repeal of Ordinance Restricting the Location of Registered Sex Offender Residences RECOMMENDATION: 14.1 Adopt by a 4/5th vote an Urgency Ordinance entitled: ORDINANCE NO. 17 - AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TEMECULA REPEALING SECTIONS 9.60.030 AND 9.60.040 OF THE TEMECULA MUNICIPAL CODE RESTRICTING THE RESIDENCES OF REGISTERED SEX OFFENDERS AND AMENDING SECTION 9.60.020 TO REPEAL DEFINITIONS NO LONGER APPLICABLE 15 Provide Direction on Affordable Housing Request for Proposals (RFP) Development Submissions and Desired Uses on Housing Successor Agency Owned Property (At the Request of the Supportive Housing/Services Ad Hoc Subcommittee — Mayor Pro Tem Rahn and Council Member Naggar) RECOMMENDATION: 15.1 That the City Council discuss and provide recommendations to staff on the following: 1. Preferred development proposals to move forward to the next stage of the selection process; 2. Development proposals for City -owned property on Wolf Valley Road that provided a zero cash assistance option move forward to the next stage of the selection process; the proposals that did not provide a zero cash option on Wolf Valley Road are invited to resubmit a proposal with said option; 3. Development proposals on other sites not selected to move forward in the process; 4. Appropriateness of affordable housing on the City -owned property at Rancho California and Diaz Road; 6 5. Preferred criteria on prioritizing affordable housing proposals; and 6. The feasibility of affordable housing on the City, as Housing Successor, owned property on Diaz Road and Dendy Parkway and desired uses should affordable housing be deemed inappropriate for the property (interested parties expressed interest in developing recreational and industrial uses) BOARD/COMMISSION REPORTS CITY MANAGER REPORT CITY ATTORNEY REPORT ADJOURNMENT Next regular meeting: Tuesday, April 25, 2017, at 5:30 PM, for a Closed Session, with regular session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. NOTICE TO THE PUBLIC The agenda packet (including staff reports and public Closed Session information) will be available for public viewing in the Main Reception area at the Temecula Civic Center (41000 Main Street, Temecula) after 4:00 PM the Friday before the City Council meeting. At that time, the agenda packet may also be accessed on the City's website — TemeculaCA.gov — and will be available for public viewing at the respective meeting. Supplemental material received after the posting of the Agenda Any supplemental material distributed to a majority of the City Council regarding any item on the agenda, after the posting of the agenda, will be available for public viewing in the Main Reception area at the Temecula Civic Center (41000 Main Street, Temecula, 8:00 AM — 5:00 PM). In addition, such material will be made available on the City's website — TemeculaCA.gov — and will be available for public review at the respective meeting. If you have questions regarding any item on the agenda for this meeting, please contact the City Clerk's Department, (951) 694- 6444. 7 CITY COUNCIL CONSENT Item No. 1 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Randi Johl, City Clerk DATE: April 11, 2017 SUBJECT: Waive Reading of Standard Ordinances and Resolutions PREPARED BY: Randi Johl, City Clerk RECOMMENDATION: That the City Council waive the reading of the text of all standard ordinances and resolutions included in the agenda except as specifically required by the Government Code. BACKGROUND: The City of Temecula is a general law city formed under the laws of the State of California. With respect to adoption of ordinances and resolutions, the City adheres to the requirements set forth in the Government Code. Unless otherwise required, the full reading of the text of standard ordinances and resolutions is waived. FISCAL IMPACT: None ATTACHMENTS: None Item No. 2 ACTION MINUTES TEMECULA CITY COUNCIL REGULAR MEETING CITY COUNCIL CHAMBERS 41000 MAIN STREET TEMECULA, CALIFORNIA MARCH 28, 2017 — 7:00 PM 6:00 PM - The City Council convened in Closed Session in the Canyons Conference Room on the third floor of the Temecula City Hall concerning the following matters: 1. Conference with Legal Counsel - Pending Litigation. The City Council will meet in closed session with the City Attorney pursuant to Government Code Section 54956.9(d)(1) with respect to one matter of pending litigation: Doe v. City of Temecula, United States District Court, Central District of California Case No. 5:17-cv-407. At 6:00 PM Mayor Edwards called the City Council meeting to order and recessed to Closed Session to consider the matters described on the Closed Session agenda. The City Council meeting convened at 7:02 PM CALL TO ORDER: Mayor Maryann Edwards Prelude Music: Ava Sarnowski Invocation: Rabbi Yonasan Abrams of Chabad of Temecula Valley Flag Salute: Council Member James (Stew) Stewart ROLL CALL: Comerchero, Naggar, Rahn, Stewart, Edwards PRESENTATIONS/PROCLAMATIONS Presentation of Innovation Month Proclamation PUBLIC COMMENTS The following individuals addressed the City Council: • Jim Richardson • Robin Gilliland CITY COUNCIL REPORTS Action Minutes 032817 1 CONSENT CALENDAR 1 Waive Reading of Standard Ordinances and Resolutions - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 1.1 That the City Council waive the reading of the text of all standard ordinances and resolutions included in the agenda except as specifically required by the Government Code. 2 Approve the Action Minutes of March 14, 2017 - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 2.1 That the City Council approve the action minutes of March 14, 2017. 3 Approve the List of Demands - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 3.1 That the City Council adopt a resolution entitled: RESOLUTION NO. 17-19 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA ALLOWING CERTAIN CLAIMS AND DEMANDS AS SET FORTH IN EXHIBIT A 4 Approve the First Amendment to the Agreement with Data Ticket, Inc. DBA: Revenue Experts for Parking and Administrative Citation Processing - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 4.1 That the City Council approve the First Amendment to the Agreement with Data Ticket, Inc. DBA: Revenue Experts, in the amount of $12,000, for Parking and Administrative Citation processing, for a total five-year Agreement amount of $162,000. Action Minutes 032817 2 5 Approve the Purchase of Two BMW Police Motorcycles for the Temecula Police Department - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 5.1 That the City Council approve the purchase of two BMW Police Motorcycles for a total amount of $59,340.42. 6 Receive Report Regarding Status of Upcoming Vacancies on Boards and Commissions - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 6.1 That the City Council receive the report regarding the status of upcoming vacancies on Boards and Commissions. 7 Approve an Amendment to the Agreement with California State University San Marcos for Students and Faculty to Conduct Coursework and Research for Academic Purposes at Roripaugh Ranch Preserve - Approved Staff Recommendation (4-0-1, Council Member Rahn abstained) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Stewart and Edwards with Council Member Rahn abstaining due to the fact his employer is California State University San Marcos. RECOMMENDATION: 7.1 That the City Council approve an Amendment to the Agreement with California State University San Marcos for students and faculty to conduct coursework and research for academic purposes at Roripaugh Ranch Preserve. 8 Approve the Sponsorship Agreement with the Office of the District Attorney, County of Riverside and Receive and File Temporary Street Closure for the National Crime Victims' Rights Week Candlelight Vigil - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 8.1 That the City Council approve the Sponsorship Agreement with the Office of the District Attorney, County of Riverside for City staff support valued at $1,195 and in-kind promotional services valued at $11,415 and approve temporary street closures for the National Crime Victims' Rights Week Candlelight Vigil. Action Minutes 032817 3 9 Approve a Purchase and Install Agreement with Helixstorm, Inc. for Technology Services - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 9.1 Approve a Purchase and Install Agreement with Helixstorm, Inc., in an amount not to exceed $97,146, for Technology related services; 9.2 Authorize the City Manager to approve Contract Change Orders up to 10% of the contract amount of $9,714. 10 Approve the Radio Communications Site Lease Agreement with San Diego State University Foundation - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 10.1 That the City Council approve a three-year Communications Site Lease Agreement with San Diego State University Foundation for a total contract amount of $36,000. 11 Approve the Utilization of a California Multiple Award Schedule (CMAS) Contract with FieldTurf USA, Inc., for the Patricia H. Birdsall Sports Park Synthetic Turf Replacement, PW15-08 - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 11.1 Adopt a Resolution entitled: RESOLUTION NO. 17-20 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA APPROVING AN AGREEMENT WITH FIELDTURF USA, INC., FOR THE PATRICIA H. BIRDSALL SPORTS PARK SYNTHETIC TURF REPLACEMENT, PW15-08 11.2 Issue a Purchase Order to FieldTurf USA, Inc., based on substantially the same terms included in the State of California Multiple Awards Schedule (CMAS) Contract No. 4-06-78-0031A, for the purchase and installation of synthetic sports turf, in the amount of $1,678,411, for the Patricia H. Birdsall Sports Park Synthetic Turf Replacement, PW15-08, as set forth in the Resolution; 11.3 Authorize the City Manager to approve change orders not to exceed the contingency amount of $167,841.10, which is equal to 10% of the Purchase Order amount. Action Minutes 032817 4 12 Approve Interstate 15 Branding and Visioning — Conceptual Landscape Corridor Plan from Visit Temecula Valley and Authorize Communication of Endorsement to Local, State and Federal Agencies as Needed - Approved Staff Recommendation (5-0) Council Member Comerchero made the motion; it was seconded by Council Member Stewart; and electronic vote reflected approval by Council Members Comerchero, Naggar, Rahn, Stewart and Edwards. RECOMMENDATION: 12.1 That the City Council approve the Interstate 15 Branding and Visioning - Conceptual Landscape Corridor Plan from Visit Temecula Valley and authorize communication of endorsement to Local, State and Federal Agencies as needed. RECESS At 7:28 PM, the City Council recessed and convened as the Temecula Community Services District Meeting. At 7:30 PM, the City Council resumed with the remainder of the City Council Agenda. RECONVENE TEMECULA CITY COUNCIL CITY COUNCIL BUSINESS 15 Receive a Presentation from the City Manager's Office Regarding the Grant Research Engagement and Application Team (GREAT) and Western Riverside Council of Governments Beyond Grant Funding for Fiscal Year 2017-18 — Receive and file. RECOMMENDATION: 15.1 That the City Council receive a presentation from the City Manager's Office regarding the GREAT Team and Western Riverside Council of Governments (WRCOG) Beyond Grant funding for fiscal year 2017-18. DEPARTMENTAL REPORTS 16 Community Development Department Monthly Report 17 Fire Department Monthly Report 18 Police Department Monthly Report 19 Public Works Department Monthly Report Action Minutes 032817 5 BOARD/COMMISSION REPORTS CITY MANAGER REPORT CITY ATTORNEY REPORT Assistant City Attorney Kearns stated there were no reportable actions in regards to the Closed Session items. ADJOURNMENT At 7:41 PM, the City Council meeting was formally adjourned to Tuesday, April 11, 2017, at 5:30 PM, for a Closed Session, with regular session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. Maryann Edwards, Mayor ATTEST: Randi Johl, City Clerk [SEAL] Action Minutes 032817 6 Item No. 3 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Jennifer Hennessy, Finance Director DATE: April 11, 2017 SUBJECT: Approve the List of Demands PREPARED BY: Pascale Brown, Accounting Manager Jada Shafe, Accounting Technician 11 RECOMMENDATION: That the City Council adopt a resolution entitled: RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA ALLOWING CERTAIN CLAIMS AND DEMANDS AS SET FORTH IN EXHIBIT A BACKGROUND: All claims and demands are reported and summarized for review and approval by the City Council on a routine basis at each City Council meeting. The attached claims represent the paid claims and demands since the last City Council meeting. FISCAL IMPACT: All claims and demands were paid from appropriated funds or authorized resources of the City and have been recorded in accordance with the City's policies and procedures. ATTACHMENTS: 1. Resolution 2. List of Demands RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA ALLOWING CERTAIN CLAIMS AND DEMANDS AS SET FORTH IN EXHIBIT A THE CITY COUNCIL OF THE CITY OF TEMECULA DOES HEREBY RESOLVE AS FOLLOWS: Section 1. That the following claims and demands as set forth in Exhibit A, on file in the office of the City Clerk, has been reviewed by the City Manager's Office and that the same are hereby allowed in the amount of $8,535,996.21. Section 2. The City Clerk shall certify the adoption of this resolution. PASSED, APPROVED, AND ADOPTED by the City Council of the City of Temecula this 11th day of April, 2017. Maryann Edwards, Mayor ATTEST: Randi Johl, City Clerk [SEAL] STATE OF CALIFORNIA ) COUNTY OF RIVERSIDE ) ss CITY OF TEMECULA ) I, Randi Johl, City Clerk of the City of Temecula, do hereby certify that the foregoing Resolution No. 17- was duly and regularly adopted by the City Council of the City of Temecula at a meeting thereof held on the 11th day of April, 2017, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: Randi Johl, City Clerk CITY OF TEMECULA LIST OF DEMANDS 03/16/2017 TOTAL CHECK RUN: $ 2,900,378.94 03/23/2017 TOTAL CHECK RUN: 5,227,996.21 03/23/2017 TOTAL PAYROLL RUN: 406,439.19 TOTAL LIST OF DEMANDS FOR 04/11/2017 COUNCIL MEETING: $ 8,534,814.34 DISBURSEMENTS BY FUND: CHECKS: 001 GENERAL FUND $ 4,468,770.39 125 PEG PUBLIC EDUCATION & GOVERNMENT 930.00 135 BUSINESS INCUBATOR RESOURCE 1,181.31 140 COMMUNITY DEV BLOCK GRANT 3,927,86 165 AFFORDABLE HOUSING 2,798.90 170 MEASURE A FUND 10,730.00 190 TEMECULA COMMUNITY SERVICES DISTRICT 168,596.70 192 TCSD SERVICE LEVEL B STREET LIGHTS 73,395.66 194 TCSD SERVICE LEVEL D REFUSE RECYCLING 984.08 196 TCSD SERVICE LEVEL "L" LAKE PARK MAINT. 4,657.56 197 TEMECULA LIBRARY FUND 14,642.65 210 CAPITAL IMPROVEMENT PROJECTS FUND 1,012,243.68 300 INSURANCE FUND 5,770.75 320 INFORMATION TECHNOLOGY 16,361.41 330 CENTRAL SERVICES 1,789.85 340 FACILITIES 29,002.20 477 CFD 03-02 RORIPAUGH DEBT SERVICE FUND 1,232,040.34 478 CFD 16-01 ROR[PAUGH PHASE II 1,035,556.94 501 SERVICE LEVEL"C"ZONE I SADDLEWOOD 31.83 502 SERVICE LEVEL"C"ZONE 2 WINCHESTER CREEK 21.45 503 SERVICE LEVEL"C"ZONE 3 RANCHO HIGHLANDS 10,342.40 504 SERVICE LEVEL"C"ZONE 4 THE VINEYARDS 4.83 505 SERVICE LEVEL"C"ZONE 5 SIGNET SERIES 51.10 506 SERVICE LEVEL"C"ZONE 6 WOODCREST COUNTRY 9.54 507 SERVICE LEVEL"C"ZONE 7 RIDGEVIEW 13.32 508 SERVICE LEVEL"C"ZONE 8 VILLAGE GROVE 393,83 509 SERVICE LEVEL"C"ZONE 9 RANCHO SOLANA 1.19 510 SERVICE LEVEL"C"ZONE 10 MARTINIQUE 4.16 511 SERVICE LEVEL"C"ZONE 11 MEADOWVIEW 2.85 512 SERVICE LEVEL"C"ZONE 12 VINTAGE HILLS 330.87 513 SERVICE LEVEL"C"ZONE 13 PRESLEY DEVELOP. 541.88 514 SERVICE LEVEL"C"ZONE 14 MORRISON HOMES 7,38 515 SERVICE LEVEL"C"ZONE 15 BARCLAY ESTATES 6.43 516 SERVICE LEVEL"C"ZONE 16 TRADEWINDS 202.08 517 SERVICE LEVEL"C"ZONE 17 MONTE VISTA 1.57 518 SERVICE LEVEL"C"ZONE 18 TEMEKU HILLS 53.65 519 SERVICE LEVEL"C"ZONE 19 CHANTEMAR 83.40 520 SERVICE LEVEL"C"ZONE 20 CROWNE HILL 30,864..02 521 SERVICE LEVEL"C"ZONE 21 VAIL RANCH 131.08 522 SERVICE LEVEL"C"ZONE 22 SUTTON PLACE 3,36 523 SERVICE LEVEL"C"ZONE 23 PHEASENT RUN 56.92 524 SERVICE LEVEL"C"ZONE 24 HARVESTON 197.08 525 SERVICE LEVEL"C"ZONE 25 SERENA HILLS 24.02 526 SERVICE LEVEL"C"ZONE 26 GALLERYTRADITION 1.26 527 SERVICE LEVEL"C"ZONE 27 AVONDALE 3,68 528 SERVICE LEVEL"C"ZONE 28 WOLF CREEK 1,582.08 529 SERVICE LEVEL"C"ZONE 29 GALLERY PORTRAIT 27.61 $ 8,128,375.15 CITY OF TEMECULA LIST OF DEMANDS 001 GENERAL FUND $ 254,245.22 135 BUSINESS INCUBATOR RESOURCE 1,661.64 140 COMMUNITY DEV BLOCK GRANT 400.55 165 AFFORDABLE HOUSING 2,892.26 190 TEMECULA COMMUNITY SERVICES DISTRICT 102,539.97 192 TCSD SERVICE LEVEL B STREET LIGHTS 217.34 194 TCSD SERVICE LEVEL D REFUSE RECYCLING 2,197.96 196 TCSD SERVICE LEVEL "L" LAKE PARK MAINT. 113.91 197 TEMECULA LIBRARY FUND 974.01 300 INSURANCE FUND 1,844.57 320 INFORMATION TECHNOLOGY 21,031.79 330 SUPPORT SERVICES 3,286.63 340 FACILITIES 14,062.29 501 SERVICE LEVEL"C"ZONE 1 SADDLEWOOD 35.75 502 SERVICE LEVEL"C"ZONE 2 WINCHESTER CREEK 23.80 503 SERVICE LEVEL"C"ZONE 3 RANCHO HIGHLANDS 28.30 504 SERVICE LEVEL"C"ZONE 4 THE VINEYARDS 5.00 505 SERVICE LEVEL"C"ZONE 5 SIGNET SERIES 57.88 506 SERVICE LEVEL"C"ZONE 6 WOODCREST COUNTRY 10.25 507 SERVICE LEVEL"C"ZONE 7 RIDGEVIEW 14,59 508 SERVICE LEVEL"C"ZONE 8 VILLAGE GROVE 98.50 509 SERVICE LEVEL"C"ZONE 9 RANCHO SOLANA 0.69 510 SERVICE LEVEL"C"ZONE 10 MARTINIQUE 4.18 511 SERVICE LEVEL"C"ZONE II MEADOWVIEW 2.46 512 SERVICE LEVEL"C"ZONE 12 VINTAGE HILLS 65.47 513 SERVICE LEVEL"C"ZONE 13 PRESLEY DEVELOP. 13.80 514 SERVICE LEVEL"C"ZONE 14 MORRISON HOMES 7.77 515 SERVICE LEVEL"C"ZONE 15 BARCLAY ESTATES 6.78 516 SERVICE LEVEL"C"ZONE 16 TRADEWINDS 16.17 517 SERVICE LEVEL"C"ZONE 17 MONTE VISTA 1.09 518 SERVICE LEVEL"C"ZONE 18 TEMEKU HILLS 60.67 519 SERVICE LEVEL"C"ZONE 19 CHANTEMAR 32.41 520 SERVICE LEVEL"C"ZONE 20 CROWNE HILL 88.25 521 SERVICE LEVEL"C"ZONE 21 VAIL RANCH 149.54 522 SERVICE LEVEL"C"ZONE 22 SUTTON PLACE 3 27 523 SERVICE LEVEL"C"ZONE 23 PHEASENT RUN 3.64 524 SERVICE LEVEL"C"ZONE 24 HARVESTON 83.93 525 SERVICE LEVEL"C"ZONE 25 SERENA HILLS 26.89 526 SERVICE LEVEL"C"ZONE 26 GALLERYTRADITION 0.77 527 SERVICE LEVEL"C"ZONE 27 AVONDALE 3.64 528 SERVICE LEVEL"C"ZONE 28 WOLF CREEK 123.95 529 SERVICE LEVEL"C"ZONE 29 GALLERY PORTRAIT 1.61 406,439, 19 TOTAL BY FUND: $ 8,534,814.34 apChkLst 03/16/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 1 Bank : union UNION BANK Check # Date Vendor 3241 02/09/2017 006887 UNION BANK OF CALIFORNIA 011321 LABOR LAW CENTER INC 005244 SOCIETY FOR HUMAN RESOURCE MGM 005244 SOCIETY FOR HUMAN RESOURCE MGM 008668 WES FLOWERS 018654 FROMYOUFLOWERS.COM 011321 LABOR LAW CENTER INC 000203 JOBS AVAILABLE INC 000210 LEAGUE OF CALIF CITIES 008668 WES FLOWERS 3266 03/09/2017 006887 UNION BANK OF CALIFORNIA 013338 APPLE STORE 3267 03/09/2017 006887 UNION BANK OF CALIFORNIA 018076 PIZZERIA DE MILANO 006952 PAYPAL 3268 03/09/2017 006887 UNION BANK OF CALIFORNIA 007047 OLIVE GARDEN 006692 SAM'S CLUB 3269 03/09/2017 006887 UNION BANK OF CALIFORNIA 019618 LA FITNESS 019618 LA FITNESS 019593 WIRECARE COM Description Amount Paid Check Total IG 2017 LABOR POSTERS: HR IG MEMB: GARIBAY 12/29/16-12/29/17 10 LATE CHARGES REVERSED IG MEMB: GARIBAY 12/29/16-12/29/17 IG SUNSHINE FUND IG SUNSHINE FUND IG 2017 LABOR POSTERS: HR IG JOB ADV: ASST DIRECTOR: IT/SS IG BASIC JOB POSTING IG SUNSHINE FUND JC COVER FOR CITY ISSUED I -PHONE JH RFRSHMNTS: BUSINESS MTG 1/12 JH VERISIGN PAYFLOW PRO TRANSACTION RO CITY CNCL CLOSED SESSION MTG 01/24 RO RFRSHMNTS: BUDGET WORKSHOP 1/26 CD FIRE STATION MEMBERSHIP CD FIRE STATION MEMBERSHIP CD CABLES FOR FIRE STATION 73 47 95 170 00 -35 00 -5 00 66 49 65 58 317 14 440 00 250 00 60 98 52 80 24 35 137 20 162 16 68 86 390 05 390 05 305 36 1,378.14 52 80 161.55 231 02 1,085 46 Pagel apChkLst 03116/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 2 Bank : union UNION BANK Check # Date Vendor 3270 03/09/2017 006887 UNION BANK OF CALIFORNIA 006714 SHERATON HOTEL 007028 AMERICAN AIRLINES 007028 AMERICAN AIRLINES 006942 ONTARIO AIRPORT 006942 ONTARIO AIRPORT 006714 SHERATON HOTEL 019630 SACRAMENTO INT'L AIRPORT 003964 OFFICE DEPOT BUSINESS SVS DIV 014630 MCDONALD'S 006942 ONTARIO AIRPORT 001060 HYATT 3271 03/09/2017 006887 UNION BANK OF CALIFORNIA 019590 AMERICAN ADVERTISING AWARDS 015354 FACEBOOK.COM 018583 WHICH WICH 015626 EVENTBRITE COM 019629 U C DAVIS 004462 CDW, LLC 019592 URBAN CAFE (Continued) Description AA LODGING: LEAGUE OF CA CITIES MAYORS AA AIRFARE: LEAGUE OF CA CITIES MAYORS AA AIRFARE: LEAGUE OF CA CITIES MAYORS AA PARKING: LEAGUE OF CA CITIES MAYORS AA TRANSP: LEAGUE OF CA CITIES MAYORS AA RFRSHMNTS: LEAGUE OF CA CITIES MAYORS M RFRSHMNTS: LEAGUE OF CA CITIES MAYORS AA CITY STATIONARY SECOND SHEETS AA RFSHMNTS: LEAGUE OF CA CITIES MAYORS AA PARKING: LEAGUE OF CA CITIES MAYORS AA RFRSHMNTS: LEAGUE OF CA CITIES MAYORS GB ADV AWARDS APP FOR EMERGENCY PREPARE GB ADVERTISING FOR TVE2 GB PITCH PRACTICE LUNCH TVE2 GB RIV. CONF. GROW 3/30: DAMKO, KITZEROW GB AGRITOURISM SUMMIT: FALAPPINO, E. GB DUAL MONITOR ARM GB RFRSHMNTS: MFG COUNCIL GROUP Amount Paid Check Total 361 56 70.21 447.60 54.00 29.99 50.30 26.20 17.70 6.67 14.45 18,51 1 VOW J VOM J Von31 ;VOID; 1,097.19 Page2 apChkLst 03/16/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 3 Bank : union UNION BANK Check # Date Vendor 3273 03/09/2017 006887 UNION BANK OF CALIFORNIA 007282 AMAZON COM, INC 008668 WES FLOWERS 000277 S & S ARTS & CRAFTS INC 017416 EAST MAIN ENTERPRISES 019594 LEARNSOFT CONSULTING INC 008668 WES FLOWERS 004905 LIEBERT, CASSIDY & WHITMORE 3274 03/09/2017 006887 UNION BANK OF CALIFORNIA 000210 LEAGUE OF CALIF CITIES 000210 LEAGUE OF CALIF CITIES 000210 LEAGUE OF CALIF CITIES 3275 03/09/2017 006887 UNION BANK OF CALIFORNIA 019588 VERIATO, INC 019587 VECMAR COMPUTER SOLUTIONS 013338 APPLE STORE 007028 AMERICAN AIRLINES 012731 GUITAR CENTER COM 019589 JOYTOWNONLINE 013851 STORM SOURCE, LLC (Continued) Description Amount Pald Check Total IG MONITOR MOUNT: GARIBARY, 1 IG SUNSHINE FUND IG GREETING CARDS FOR EMPLOYEES IG SUPPLIES: STAMP PADS IG CRYSTAL TRAINING: CRAFT, C 4/13 IG SUNSHINE FUND IG SUBSCRITPTION LEGAL LIBRARY: LW '17 PLAN COMM ACADEMY: WATTS LW '17 PLAN COMM ACADEMY: GUERRIERO LW '17 PLAN COMM ACADEMY: TURLEY-TREJO MH MONITORING SOFTWARE MH HP THIN CLIENT FOR THE LIBRARY MH IPAD FOR MEDIC -FIRE GRANT MH TYLER CONNECT CONF AIRFARE MH SWITCH FOR LIBRARY MH DIGITAL MICROSCOPE FOR IWTCM MH APPOINTMENT PLUS:IT 44.89 60,98 56.85 24,24 327.60 60.98 995.00 575.00 575 00 450 00 162 00 214 00 1,320 50 338 40 271 91 51 09 20 00 1,570.54 1,600 00 2,377 90 Page:3 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 4 Bank : union UNION BANK (Continued) Check # Date Vendor 3276 03/09/2017 006887 UNION BANK OF CALIFORNIA 011095 TRAVELOCITY.COM Description Amount Paid Check Total KH BOOKING FEE : NAT'L AQUATICS 4 00 CONF 019533 PARCELQUEST.COM KH PARCEL REPORT 39 90 016883 MUNICIPAL MANAGEMENT KH MEMB: ORTEGA, RUDY 35 00 006952 PAYPAL KH VERISIGN PAYFLOW PRO 230 70 TRANSACTION 019568 FIELDS ASSOCIATES LTD KH DATA RECOVERY BUREAU SVCS 324.00 006937 SOUTHWEST AIRLINES KH AIRFARE: CPRS AWARDS 24788 019567 MATSMATSMATS.COM KH DANCE FLOORS/PROTECTORS: 902,63 TCC 001365 RIVERSIDE, COUNTY OF KH HEALTH DEPT, PERMIT: TEMECULA 9 95 ROD RUN 001365 RIVERSIDE, COUNTY OF KH HEALTH DEPT PERMIT: TEMECULA 420.00 ROD RUN 004432 ALBERTSONS GROCERY KH RFRSHMNTS: EXEC STAFF MTG AT 5 99 STORE THE MERC 004432 ALBERTSONS GROCERY KH RFRSHMNTS: EXEC STAFF MTG AT 31 90 STORE THE MERC 007028 AMERICAN AIRLINES KH AIRFARE: NATLAQUATICS CONF: 327 80 WILLCOX 019532 AIYARATHAI CUISINE KH RFRSHMNTS: WRCOG TAC MTG 25,65 009090 DELTA AIRLINE INC KH AIRFARE: NATLAQUATICS CONF: 206.80 2,812.20 WILLCOX 3277 03/10/2017 005460 U S BANK CFD 16-01 2017 SPECIAL TAX BONDS 1,035,556,94 1,035,556.94 3278 03/15/2017 005460 U S BANK CFD 03-02 RORIPAUGH RANCH IMPRV 1,232,040.34 1,232,040.34 FUND 3279 03/15/2017 000621 WESTERN RIVERSIDE FEB '17 TUMF PAYMENT 186.930 00 186.930,00 COUNCIL OF 181786 03/16/2017 016764 ABM BUILDING SERVICES, LLC PREV MAINT ON HVAC UNITS: CIVIC 178,95 CTR PREV MAINT ON HVAC UNITS: CIVIC CIF 59.65 prey maint on hvac units: civic center 677 53 916 13 181787 03/16/2017 004802 ADLERHORST INTERNATIONAL Training & equipment:Police K-9 unit 350.00 350.00 LLC 181788 03/16/2017 014170 AHERN RENTALS INC Lights removal:Duck Pond Christmas tree 577 10 577 10 181789 03/16/2017 015217 AIRGAS, INC DRY ICE 18.16 18.16 EXPERIMENTS:PENNYPICKLE'S Page:4 apChkLst 03/16/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 5 Bank : union UNION BANK (Continued) Check # Date Vendor 181790 03/16/2017 009374 ALLEGRO MUSICAL VENTURES 181791 03/16/2017 004240 AMERICAN FORENSIC NURSES (AFN) 181792 03/16/2017 000101 APPLE ONE INC 181793 03/16/2017 004307 ARCH CHEMICALS, INC 181794 03/16/2017 018249 ASI ASSOCIATES INC 181795 03/16/2017 018941 AZTEC LANDSCAPING, INC. 181796 03/16/2017 017149 BGP RECREATION, INC 181797 03/16/2017 019709 BAGDASARIAN, NADYA 181798 03/16/2017 015592 BAMM PROMOTIONAL PRODUCTS, INC 181799 03/16/2017 018101 BARN STAGE COMPANY INC, THE 181800 03/16/2017 019694 BAYACA, LESLIE 181801 03/16/2017 018408 BOB CALLAHAN'S POOL SERVICE 181802 03/16/2017 019689 BOGGS, JOHN 181803 03/16/2017 008605 BONTERRA PSOMAS 181804 03/16/2017 003138 CAL MAT 181805 03/16/2017 018828 CASC ENGINEERING AND Description Amount Paid Check Total PIANO TUNING AND MAINT: THEATER PHLEBOTOMY SRVCS:TEMECULA POLICE PHLEBOTOMY SRVCS:TEMECULA POLIC DEC 16 TEMP STAFF SVCS: CLERK & HR FEB WTR QUALITY MAINT:HARV LAKE/DUCK PON SUPPLIES:EXHIBITS & EXPERIMENTS: PPWS FEB 17 RESTROOM MAINT SVCS:VAR PARKS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS REIMB:UNIFORMS:CODE ENF STAFF SHIRTS:CRC STTLMT "CAMELOT IN CONCERT" 3/2-3/5 REFUND:SEC DEP:RM RENTAL:TCC JAN 17 MAINT SVCS FOR POOLS:CRC & TES JAN FOUNTAIN MAINT: TOWN SQUARE/C REFUND:BAL. ADJ.:VIOL. DISMISSAL: 86418 11/25-12/31/16 CNSLT SVC: PECHANGA PKY 1/1-2/2/17 CNSLT SVCS:PECHANGA PKW ASPHALT MATERIALS: PW STREET MAINT ASPHALT MATERIALS: PW STREET MAIN CONSULTING SRVCS:DPSS DEVELOP PLAN PREP CEQA DOCS:PRECISION STORAGI 185 00 42.38 508.56 2.769,78 3,900.00 657.98 6,149,18 4,069 80 2,570 40 2,570 40 200 16 165.94 14,955.99 200.00 1,050.00 925.00 330.00 932.50 162.50 155.57 239 00 193 92 435 98 185 00 550.94 2,769.78 3,900 00 657 98 6,149 18 9,21060 200 16 165 94 14,955 99 200.00 1,975.00 330.00 1,095.00 394 57 629 90 Page:5 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 6 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181806 03/16/2017 009640 CERTIFION CORPORATION FEB 17 ONLINE DATABASE SBSCPTN 150.00 150.00 181807 03/16/2017 018315 CHARITY FOR CHARITY COMMUNITY SVC FUNDING: FY16-17 450.00 450.00 181808 03/16/2017 005585 CHING, MARIA REIMB:UNIFORMS:CODE ENF 165,96 165.96 181809 03/16/2017 018719 CM SCHOOL SUPPLY INC SUPPLIES:EXHIBITS/EXPERIMENTS:PP 80.51 80.51 WS 181810 03/16/2017 017429 COBRA ADVANTAGE INC FEB FLEX PROCESSING FEES 162.00 162.00 181811 03/16/2017 005410 COLE, TOM REIMB:UNIFORMS:CODE ENF 201.61 201 61 181812 03/16/2017 000442 COMPUTER ALERT SYSTEMS APR/MAY/JUN: ALARM MONITOR: VAR 5,775,00 5,775.00 LOCATION 181813 03/16/2017 014521 COSTAR GROUP MAR 17 WEB SBSCRPTN:ECO DEV 433 67 433.67 INFORMATION, INC 181814 03/16/2017 004329 COSTCOTEMECULA#491 SUPPLIES:HUMAN SVCS PRGRMS & 20549 EVENTS MISC SUPPLIES:THEATER HOSPITALITY 114 32 181815 03/16/2017 017038 CPS HR CONSULTING HR CONSULTING SVCS: HR 2,910 00 181816 03/16/2017 010650 CRAFTSMEN PLUMBING & HVAC INC 181817 03/16/2017 019693 CUB SCOUTS OF AMERICA 181818 03/16/2017 013812 DFIT SUBS, LLC 181819 03/16/2017 003945 DIAMOND ENVIRONMENTAL SRVCS PLUMBING SRVCS: SAM HICKS PARK 882.26 PLUMBING IMPROVEMENTS: CRC REHA 1,780,00 PLUMBING IMPROVEMENTS: CRC REHA REFUND:SEC DEP:RM RENTAL:CRC RFRSHMNTS:HIGH HOPES PGRM PORTABLE RESTROOMS: LIGHT PARADE 319 81 2,910.00 4,800.00 7,462 26 200.00 200.00 421.63 421 63 1,739.40 1,739 40 Page6 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 7 Bank ; union UNION BANK (Continued) Check # Date Vendor 181820 03/16/2017 004192 DOWNS ENERGY FUEL & LUBRICANTS Description Amount Paid Check Total FUEL FOR CITY VEHICLES: PUBLIC WORKS FUEL FOR CITY VEHICLES: CODE ENF FUEL FOR CITY VEHICLES: BLDG INSPEI FUEL FOR CITY VEHICLES: PUBLIC WOF FUEL FOR CITY VEHICLES: TCSD & LANE FUEL FOR CITY VEHICLES: POLICE DEP' FUEL FOR CITY VEHICLES: TCSD FUEL FOR CITY VEHICLES: TRAFFIC DIV FUEL FOR CITY VEHICLES: PUBLIC WOF 181821 03/16/2017 001669 DUNN EDWARDS SUPPLIES: PAINT: PUBLIC WORKS CORPORATION 181822 03/16/2017 019293 E&F PET SUPPLIES INC k-9 food & supplies-temecula police 181823 03/16/2017 002390 EASTERN MUNICIPAL WATER DIST FEB WATER METER:32131 S LOOP RD DCDA FEB WATER METER:32131 S LOOP RD LE FEB WATER METER:32131 S LOOP RD BI 104 94 123.47 163.21 600,38 335 43 55 25 34 75 88 11 731 07 2,236 61 35 38 35 38 142 45 142A5 4660 14.38 111.37 172,35 181824 03/16/2017 004068 ECALDRE MANALILI-DE VILLA, TCSD INSTRUCTOR EARNINGS 192,50 AILEEN TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS 181825 03/16/2017 013367 ELECTRO INDUSTRIAL SUPPLY MISC SMALL TOOLS & EQUIP: PW TRAFFIC 181826 03/16/2017 011292 ENVIRONMENTAL SCIENCE JAN 17 EIR:PROPOSEDALTAIR ASSOC SPECIFIC PLAN 227 50 122,50 192.50 245.00 105.00 264 69 350.00 280.00 367 50 105.00 2,452.19 1,434.09 1,434.09 345.00 345.00 Page:7 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 8 Bank - union UNION BANK (Continued) Check # Date Vendor 181827 03/16/2017 001056 EXCEL LANDSCAPE, INC Description Amount Paid Check Total IRRIGATION REPAIRS: CROWNE HILL LANDSCAPE ENHANCEMENT: LIBRARY LDSCP REPAIRS:ACCIDENT:REDHAWK ti LANDSCAPE ENHACEMENT: OLD TOWN REPLACE IRRIG PUMP:RANCHO HIGHLA TREE PLANTING SRVCS: PALA PARK IRRIGATION REPAIR: TRADEWINDS IRRIGATION REPAIR: VILLAGES IRRIGATION REPAIR: VINTAGE HILLS OVERSEED TURF: REDHAWK COMM PAF IRRIGATION REPAIR: PRESLEY IRRIGATION REPAIR: RANCHO HIGHLAN IRRIGATION REPAIR: VILLAGES SLOPE 181828 03/16/2017 019469 FALCON ENGINEERING FEB 17 CNSTRCTN MGMT SVCS: SERVICES I-15/SR 79 181829 03/16/2017 009953 FEDERAL CLEANING MAR 17 JANITORIAL SVCS:POLICE CONTRACTORS MALL OFC 181830 03/16/2017 000165 FEDERAL EXPRESS INC 2/22-2/25 EXP MAIL SVCS: CITY CLERK 181831 03/16/2017 018858 FRONTIER CALIFORNIA, INC 181832 03/16/2017 001937 GALLS, LLC 181833 03/16/2017 005405 GILLILAND, ROBIN FEB INTERNET SVCS:3 BUS LINE:EOC RADIO FEB INTERNET SVCS:FIRE STN 95 FEB INTERNET SVCS:LIBRARY FEB INTERNET SVCS:LIBRARY FEB INTERNET SVCS:SKATE PARK FEB INTERNET SVCS:1 BUS LINE:EOC R FEB INTERNET SVCS:C. MUSEUM, GIFT FEB INTERNET SVCS:CH3 CITY HALL 185 45 386.00 1,290.00 447 00 24,200.00 255.00 187 37 85.51 272.95 319.50 77 82 85.51 221 72 28,013 83 6,073.97 6,073 97 922.50 922-50 45 69 45-69 144 48 119 53 11,11 11,11 39.95 48.16 124-99 123.07 622.40 equip:police volunteers 150 74 equip:police volunteers 7-00 157 74 REIMB:MOTIVATIONAL INTERVIEW 1,258.04 1,258 04 TRNG 181834 03/16/2017 019692 GIORDANO, KRISTIAN REFUND:90% OF APPL FEES:PA16-1335 181835 03/16/2017 000177 GLENNIES OFFICE PRODUCTS INC 270.00 270 00 FEB 19 OFC PRODUCTS: AQUATICS 281 29 FEB 17 MISC OFC SUPPLIES: FINANCE FEB 17 MISC OFC SUPPLIES: PW FEB 17 MISC. OFC SUPPLIES: ECO DEV FEB 17 MISC OFC SUPPLIES: PLANNING 165 72 509.60 57 62 90.78 1,105 01 Page:8 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 9 Bank union UNION BANK (Continued) Check # Date Vendor 181836 03/16/2017 004890 GOLDEN STATE FIRE PROTECTION 181837 03/16/2017 003792 GRAINGER Description Amount Paid Check Total FIRE ALARM SPRINKLER INSP: LIBRARY FIRE ALARM SPRINKLER: FIRE STA. 92 FIRE ALARM SPRINKLER: FOC FIRE ALARM SPRINKLER: CIVIC CTR FIRE ALARM SPRINKLER: MAINT. FACILI- MAINT. SUPPLIES: VAR PARKS MISC SAFETY SUPPLIES:PW STREET M/ MISC SAFETY SUPPLIES:PW STREET M/ 725,00 725.00 725.00 650 00 650 00 82,97 101,88 216,91 181838 03/16/2017 019174 HAITBRINK ASPHALT PAVING, PAVEMENT REHAB:OVERLAND DR: 8,865,35 INC PW12-15 PAVEMENT REHAB:OVERLAND DR: PW1 4,651.95 181839 03/16/2017 009950 HALL. JONATHAN REIMB:CARD READERS:ROD RUN 107 73 181840 03/16/2017 000186 HANKS HARDWARE INC FEB 17 MISC HDWR SUPPLIES:CODE ENF FEB 17 MISC SMALL TOOLS & EQUIP: TR FEB 17 MISC MAINT. SUPPLIES: OLD TO\ FEB 17 MISC MAINT. SUPPLIES: VAR PAF FEB 17 MISC MAINT. SUPPLIES: VAR PAF FEB 17 MISC MAINT. SUPPLIES: THEATE FEB 17 MISC MAINT. SUPPLIES: CIVIC Cl FEB 17 MISC MAINT. SUPPLIES: CRC FEB 17 MISC MAINT. SUPPLIES: MPSC FEB 17 MISC MAINT. SUPPLIES: TCC FEB 17 MISC MAINT. SUPPLIES: TVM FEB 17 MISC MAINT. SUPPLIES: OLD TO\ FEB 17 MISC MAINT. SUPPLIES: IWTCM FEB 17 MISC MAINT. SUPPLIES: TPL & IT 181841 03/16/2017 012129 HAVENS FOR THE ARTS STTLMNT:TIX: "I HATE HAMLET: 3/2-3/11 181842 03/16/2017 019698 HENG, SOCHEATA REFUND:BEAR CUB UNIV KINDER CUBS 181843 03/16/2017 003198 HOME DEPOT. THE 181844 03/16/2017 016564 IMPACT TELECOM 181845 03/16/2017 001282 KNORR SYSTEMS INC 181846 03/16/2017 013494 KODANI, KIM SMALL TOOLS & EQUIP: CIVIC CENTER MISC MAINT. SUPPLIES: IVVTCM 100 13 3,475 00 401 76 13,517 30 107 73 198 60 31.74 35.16 1,757.18 104.78 591 65 168,11 97.96 14.52 94.64 64.12 236 17 150.29 3,645.05 4,287.88 4,287.88 258.40 258.40 445.90 264 19 MISC MAINT. SUPPLIES: CIVIC CTR 438,38 1,148.47 FEB 800 SERVICES:CIVIC CENTER 55 26 55.26 REPAIR HANDICAP LIFT:CRC POOL 292.32 292.32 REIMB:UNIFORMS:B&S DEPT 53,85 53.65 Page9 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 10 Bank union UNION BANK (Continued) Check # Date Vendor 181847 03/16/2017 017118 KRACH, BREE B 181848 03/16/2017 004905 LIEBERT, CASSIDY & Description Amount Paid Check Total TROPHIES/AWARDS:MPSC 42.99 Purch name badges:City Council for 153,54 196.53 JAN HR LEGAL SVCS FOR 874 00 874.00 WH I TMO R E TE060-#00011 181849 03/16/2017 019705 LUO, BRIDGET REFUND:TENNIS - LEVEL 2/3 1402,102 181850 03/16/2017 003782 MAIN STREET SIGNS 181851 03/16/2017 004141 MAINTEX INC 181852 03/16/2017 015959 MEHEULA MUSIC PRODUCTIONS 181853 03/16/2017 015259 MERCURY DISPOSAL SYSTEMS, INC 181854 03/16/2017 018314 MICHAEL BAKER INT'L INC 52.00 52.00 SIGNS & SUPPLIES: ST. MAINT DIV 215.50 SIGNS & SUPPLIES: ST. MAINT DIV 107,64 SIGNS & SUPPLIES: ST. MAINT DIV 646,07 SIGNS & SUPPLIES: ST. MAINT DIV 5,490.94 SIGNS & SUPPLIES:ST. MAINT DIV 1,673 46 SIGNS & SUPPLIES:ST. MAINT DIV 4,062.68 SIGNS & SUPPLIES: ST. MAINT DIV 301.48 SIGNS & SUPPLIES: ST. MAINT DIV 3,943.27 SIGNS & SUPPLIES: ST. MAINT DIV 3,869.84 20,310 88 CLEANING SUPPLIES: VAR FACILITIES 878,92 878.92 STTLMNT: TIX SALES "WILLIE K' 3/8/17 2,330.78 2,330.78 HOUSEHOLD BATTERY RECYCLING 104 88 104.88 PRGM JAN 17 CEQA INITIAL STUDY:ART GAITAN 11/28-12/31/16 DSGN SVC: PECHANGA PI 5/30-7/31/16 EIR:TEMECULA CREEK INN AUG '16 EIR:TEMECULA CREEK INN DEV 181855 03/16/2017 013443 MIDWEST TAPE LLC MISC DVD'S, BOOKS ON CD: LIBRARY 181856 03/16/2017 013827 MIKO MOUNTAINLION, INC. 181857 03/16/2017 016445 MKB PRINTING & PROMOTIONAL INC 2,000 00 4,906 45 13,872 65 4,700 49 25,479.59 77 80 77 80 REMOVE SAND:SILT: JOHN WARNER 10,730.00 BASIN GRADING EROSION REPAIRS: RRSP REI 5,640.00 BUSINESS CARDS: CODE 47 94 ENFORCEMENT BUSINESS CARDS:TCSD 66,55 BUSINESS CARDS:TCSD 66.55 BUSINESS CARDS: CODE ENFORCEMEI` 130 79 BUSINESS CARDS: CODE ENFORCEMEF' 47 94 181858 03/16/2017 004040 MORAMARCO, ANTHONY J. STAFFNOLUNTEER UNIFORMS:HUMAN SRVCS ART WORK: EXEC STAFF 1,670.00 16,370.00 359.77 380.00 2,050.00 Page:10 apChkLst 03/16/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 11 Bank union UNION BANK (Continued) Check # Date Vendor 181859 03/16/2017 019019 MUSIC CONNECTION LLC 181860 03/16/2017 018099 NATIONAL SAFETY COMPLIANCE 181861 03/16/2017 008820 NEIGHBORS NEWSPAPER 181862 03/16/2017 019472 NNA SERVICES LLC 181863 03/16/2017 019699 NU -WAY CHRISTIAN MINISTRIES 181864 03/16/2017 002105 OLD TOWN TIRE & SERVICE 181865 03/16/2017 017888 PACIFIC HYDROBLASTING INC 181866 03/16/2017 014379 PROFESSIONAL IMAGE ADVERTISING 181867 03/16/2017 019170 PROFESSIONAL WOMEN TOASTMASTER 181868 03/16/2017 005075 PRUDENTIAL OVERALL SUPPLY 181869 03/16/2017 000262 RANCHO CALIF WATER DISTRICT Description STTLMNT: SPEAKEASY AT THE MERC 3/11/17 DOT TESTING: HR ADVERTISING: THEATER REFUND:SEC DEP:RM RENTAL:CONF CTR A/B REFUND:SEC DEP:RM RENTAL:CRC CITY VEHICLE MAINT SVCS:BLDG & SAFETY INTERIOR FACILITY REHAB: LIBRARY BANNER PROGRAM:ECO DEV PROMO ITEMS:SPECIAL EVENTS 4/1/17-9/30/17 MBRSHP DUES:C.KITZEROW CREDIT:ITEMS RETURNED/PW PARKS MAINT FEB FLR MATS/UNIFORMS/TOWELS:PRK CREDIT:BILLING ADJUSTMENT/MPSC FEB FLR MATS/UNIFORMS/TOWELS:CIT` FEB VAR WATER METERS:PW VAR SITES FEB VAR WATER METERS:PWJRC FEB VAR WATER METERS:PW CIP FEB VAR WATER METERS:FIRE STNS FEB COMM WATER METER:28640 PUJOL FEB VAR WATER METERS:PW MAINT FEB VAR WATER METERS:PW CIP FEB VAR WATER METERS:TCSD SVC LE' FEB VAR WATER METERS:PW MAINT FEB VAR WATER METERS:PW OLD TOW FEB VAR WATER METERS:PW FAC 181870 03/16/2017 003591 RENES COMMERCIAL WEED ABATEMENT:VAR MAJOR MANAGEMENT ARTERIAL STS Amount Paid Check Total 308 70 203 90 250 00 150.00 200 00 39 03 8,494 50 59 48 3,189 40 51 00 -3.60 537A8 -2.00 718.07 597.51 122.91 474.42 609.54 10,46 186.57 52.57 6,911.81 231.11 488.66 3,647.53 308 70 203 90 250 00 150 00 200 00 39 03 8,494 50 3,248.88 51 00 1,249 95 13,333,09 18,838.50 18,838.50 Page:11 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 12 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181871 03/16/2017 013375 RUSSO, ERICA REIMB:CPRS CONF & EXPO 3/3/17 147 15 181872 03/16/2017 000277 S & S ARTS & CRAFTS INC CRC REC SUPPLIES 118 47 181873 03/16/2017 004274 SAFE & SECURE LOCKSMITH LOCKSMITH SRVCS:CIVIC CENTER 25 05 181874 03/16/2017 019708 SALDIVAR, JOSE 181875 03/16/2017 009213 SHERRY BERRY MUSIC 181876 03/16/2017 014818 SKYFIT TECH, INC. 181877 03/16/2017 000537 SO CALIF EDISON 181878 03/16/2017 000519 SOUTH COUNTY PEST CONTROL INC REFUND:SEC DEP & CREDIT:RM 829 10 RENTAL:CRC JAZZ @ THE MERC 3/9/17 388,50 GYM EQUIP PREV MAINT: CIVIC 195,00 CENTER FEB 2-00-397-5042:43200 BUS PARK DR 2,673.34 #1 FEB 2-02-502-8077:43210 BUS PARK DR E 331.75 FEB 2-29-295-3510:32211 WOLF VLY RD 865.17 FEB 2-27-805-3194:42051 MAIN ST 2,896.83 FEB 2-28-629-0507:30600 PAUBA RD 5,192.39 FEB 2-29-953-8447:31738 WOLF VLY RD 24.86 FEB 2-30-220-8749:45850 N WOLF CREEE 415.85 FEB 2-29-657-2332:45538 REDWOOD RD 25,82 FEB 2-31-404-6020:28771 OT FRONT ST 1,253.74 FEB 2-35-707-0010:33451 S HWY-79 PED 52.15 FEB 2-29-953-8249:46497 WOLF CREEK [ 27 88 FEB 2-29-953-8082:31523 WOLF VLY RD 28.84 FEB 2-31-536-3226:28690 MERCEDES ST 1,567 72 FEB 2-37-303-0485:27498 ENTERPRISE C 56 83 FEB 2-31-031-2590:28301 RANCHO CAL 21 09 FEB 2-29-479-2981:31454 TEM PKWY TC1 111 28 FEB 2-29-974-7899:26953 YNEZ RD LS3 172.43 FEB 2-29-223-8607:42035 2ND ST PED 631 09 FEB 2-29-458-7548:32000 RANCHO CAL 271 09 FEB 2-31-936-3511:46488 PECHANGA PK' 48 29 FEB 2-29-657-2563:42902 BUTTERFIELD : 193.36 FEB 2-35-421-1260:41955 4TH ST LS3 19.12 FEB 2-36-531-7916:44205 MAIN ST PED 211.00 FEB 2-39-043-8521:29028 OT FRONT ST 23.31 FEB 2-36-122-7820:31777 DEPORTOLA RI 25.68 FEB 2-25-350-5119:45602 REDHAWK PKV, 28,13 FEB 2-05-791-8807:31587 TEM PKWY LS3 9,344.45 PEST CONTROL SRVCS:VARIOUS 59.00 PARKS PEST CONTROL SRVCS:MARG SPLASH I 49.00 147 15 118 47 25 05 829 10 388.50 195,00 26,513.49 108.00 Page:12 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 13 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181879 03/16/2017 012652 SOUTHERN CALIFORNIA MAR GEN USAGE:0141,0839,2593,9306 181880 03/16/2017 013935 SOUTHERN CALIFORNIA ELECTRICAL LINE REPAIR: MARG EDISON CO MEDIAN 181881 03/16/2017 005786 SPRINT JAN 26 - FEB 25 CELLULAR USAGE/EQUIP 181882 03/16/2017 000293 STADIUM PIZZA INC 562.27 562,27 1,589 12 1,589.12 4,985,10 4,985 10 PITCH PRACTICE LUNCH: TVE2 111 76 REFRESHMENTS:HUMAN SERVICES PRI 181883 03/16/2017 002015 STAR WAY SYSTEMS SOUND SYS REHAB: OLD TOWN CORPORATION 181884 03/16/2017 002366 STEAM SUPERIOR CARPET CARPET & UPHOLSTERY CLEANING: CLEANING LIBRARY 181885 03/16/2017 001546 STRAIGHT LINE GLASS INSTALL WINDOW FILM: LIBRARY REHAB 181886 03/16/2017 003840 STRONGS PAINTING PAINT FENCE:HARV PARK IMPROVEMENTS 181887 03/16/2017 003599 T Y LIN INTERNATIONAL JAN CONSULTANT SRVCS: F V PKWY/I-15 181888 03/16/2017 000515 TEMECULA VALLEY CHAMBER FY 16/17 4TH QTR PMT:ECO DEV 33,750 00 33,750 00 OF 181889 03/16/2017 016311 TIERCE, NICHOLAS GRAPHIC DSGN SRVCS:THEATER 3,240.00 3,240 00 15621 26797 4,797 00 4,797 00 5,845 00 5,845 00 2,704 00 2,704 00 5,000 00 5,000 00 14,742 03 14,742 03 181890 03/16/2017 010276 TIME WARNER CABLE MAR HIGH SPEED INTERNET:COAX 32,41 32.41 181891 03/16/2017 019464 TRIAD CONSULTING & SYSTEM PROJECT MGMT 29,925.00 29,925.00 DESI SRVCS:SURVEILLANCE SYSTEM 181892 03/16/2017 018795 TRIOLO, KEVIN J, VITICULTURE - FALCON DEMO 3/13/17 200.00 200.00 181893 03/16/2017 004124 TRUELINE CONSTRUCTION & CONCRETE REPAIRS:RRSP HOCKEY & 4,300.00 4,300.00 SKATE 181894 03/16/2017 014866 TWM ROOFING, INC ROOFING REPAIRS: CRC 2,485.00 2,485.00 Page:13 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 14 Bank : union UNION BANK (Continued) Check # Date Vendor 181895 03/16/2017 006887 UNION BANK OF CALIFORNIA Description Amount Paid Check Total 019592 URBAN CAFE GB RFRSHMNTS: CANCER TASK VO/O vo FORCE MTG 181896 03/16/2017 009101 VISION ONE. INC. FEB SHOWARE TICKETING 2,733 80 2,733 80 SRVCS:THEATER 181897 03/16/2017 001342 WAXIE SANITARY SUPPLY INC CLEANING SUPPLIES: VAR FACILITIES 999 35 999 35 181898 03/16/2017 013286 WEST SAFETY SERVICES, INC MAR ENTERPRISE 911 SERVICE: IT 300.00 300,00 181899 03/16/2017 008402 WESTERN RIVERSIDE FEB '17 MSHCP PAYMENT 31,080.00 31,080.00 COUNTY 181900 03/16/2017 017382 WOMEN ORGANIZING WOMEN REFUND:SEC DEP:RM RENTAL:CONF 150.00 150.00 CTR A/B 1001483 03/08/2017 019667 ANDRACA, CYNTHIA REFUND:SEC DEP:RM RENTAL:CRC 200.00 200.00 1001484 03/08/2017 019669 ATWOOD, SUSIE REFUND:TEMECULA WINE & PAINT 10.00 10.00 CLASS 1001485 03/08/2017 019682 DECKER, ALISON REFUND:TODDLERS CREATIVE 39.00 39.00 LEARNING 1001486 03/08/2017 019661 EASTER, YUKI REFUND:SEC DEP:RM RENTAL:CRC 200,00 200.00 1001487 03/08/2017 019683 FRANCIS, JULIE REFUND:TODDLERS CREATIVE 39 00 39.00 LEARNING 1001488 03/08/2017 019684 HARRIS. BRADY REFUND:MARY POPPINS - YOUTH 200.00 200.00 MUSICAL 1001489 03/08/2017 019670 HULTING, JEFFREY REFUND:SEC DEP:RM RENTAL:CRC 200.00 200,00 1001490 03/08/2017 019665 KWAIT, LESLIE REFUND:HAWAIIAN TAHITIAN DANCE 60,00 60.00 BEG. 1001491 03/08/2017 019685 LANIER, RACHEL REFUND:TODDLERS CREATIVE 39.00 39.00 LEARNING 1001492 03/08/2017 019610 LEE, DANIELLE REFUND:JR SPORTS 2205.110 84.00 84,00 1001493 03/08/2017 019668 NICOTRA, NANCY REFUND:BIGFOOT'S EPIC VIDEO 10.00 10.00 GAME Page:14 apChkLst Final Check List 03/16/2017 9:42:30AM CITY OF TEMECULA Page: 15 Bank • union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 1001494 03/08/2017 019686 NIEMI, TERESE REFUND:BIGFOOT'S COMPUTER CLUB 30.00 30 00 1001495 03/08/2017 019686 NIEMI. TERESE REFUND:BIGFOOT'S COMPUTER CLUB 15.00 15 00 1001496 03/08/2017 019663 NUNEZ, MARCOS REFUND:TEMECULA ROD RUN 35.00 35 00 7000 329 1001497 03/08/2017 019662 PATTERSON, CHUCK REFUND:TEMECULA ROD RUN 35 00 35 00 7000 569 1001498 03/08/2017 019660 RICHARDSON, RALPH REFUND:TEMECULA ROD RUN 35 00 35 00 7000 157 1001499 03/08/2017 019680 TEMECULA VALLEY KOREAN REFUND:CREDIT:RM RENTAL:CRC 120 00 120 00 1001500 03/08/2017 019666 TREMPER, BRAD REFUND:TEMECULA ROD RUN 7000 472 35 00 35 00 1001501 03/08/2017 019664 WEST. TERESA REFUND:CREDIT:PICNIC 210 00 210.00 RENTAL:HARVESTON 1001502 03/09/2017 019671 PAIGE, JEMIKA REFUND:SEC DEP:RM RENTAL:TCC 150.00 150 00 1001503 03/09/2017 019702 VVYRICK, LAURA REFUND:TODDLERS CREATIVE 39 00 39 00 LEARNING 1001504 03/16/2017 019665 KWAIT, LESLIE REFUND:HAWAIIAN TAHITIAN DANCE - 0 80 0 80 BEG Grand total for UNION BANK: 2,900,378 94 Page:15 apChkLst 03/16/2017 9:42:30AM Final Check List CITY OF TEMECULA Page: 16 151 checks in this report. Grand Total All Checks: 2,900,378.94 Page:16 apChkLst 03/2312017 8:56:11AM Final Check List CITY OF TEMECULA Page: 1 Bank . union UNION BANK Check # Date Vendor 3280 03/09/2017 006887 UNION BANK OF CALIFORNIA 019592 URBAN CAFE 019592 URBAN CAFE 015626 EVENTBRITE.COM 019590 AMERICAN ADVERTISING AWARDS 018583 WHICH WICH 004462 CDW, LLC 019629 U C DAVIS 015354 FACEBOOK COM 3281 03/23/2017 010349 CALIF DEPT OF CHILD SUPPORT 3282 03/23/2017 000194 IC MA RETIREMENT -PLAN 303355 3283 03/23/2017 000444 INSTATAX (EDD) 3284 03/23/2017 000283 INSTATAX (IRS) 3285 03/23/2017 000389 NATIONWIDE RETIREMENT SOLUTION 3286 03/23/2017 001065 NATIONWIDE RETIREMENT SOLUTION 3287 03/23/2017 019088 NATIONWIDE RETIREMENT SOLUTION 3288 03/23/2017 000246 PERS (EMPLOYEES' RETIREMENT) 3289 03/23/2017 000246 PERS (EMPLOYEES' RETIREMENT) 181901 03/23/2017 016764 ABM BUILDING SERVICES, LLC Description Amount Paid Check Total GB RFRSHMNTS: CANCER TASK FORCE MTG GB RFRSHMNTS: MFG COUNCIL GROUP GB RIV CONF GROW 3/30: DAMKO, KITZEROW GB ADV AWARDS APP FOR EMERGENCY PREPARE GB PITCH PRACTICE LUNCH TVE2 GB DUAL MONITOR ARM GBAGRITOURISM SUMMIT: FALAPPINO, E. GB ADVERTISING FOR TVE2 SUPPORT PAYMENT IC MA RETIREMENT TRUST 457 PAYMENT STATE TAXES PAYMENT FEDERAL INCOME TAXES PAYMENT OBRA - PROJECT RETIREMENT PAYMENT NATIONWIDE RETIREMENT PAYMENT NATIONWIDE LOAN REPAYMENT PAYMENT PERS EMPLOYEE RETIREMENT PAYMENT REPLACEMENT BENEFIT CONTRIBUTION PAYMEN HVAC REPAIR:OT PRKG GARAGE REPLACE SMOKE DETECTOR:OT GARA( 181902 03/23/2017 004802 ADLERHORST INTERNATIONAL K-9 NARCOTICS DETECTION COURSE LLC 383.66 226.28 225.00 120.00 108.00 73.93 25.00 20.00 1,008,45 8,603 70 22,305 73 82,350 74 2,648,66 8,659.24 442.44 37.347.36 978.67 1,557 74 446.50 1,181 87 1,008 45 8,603.70 22,305 73 82,350 74 2,648,66 8,659 24 442 44 37,347 36 978 67 2,004.24 4,650.00 4,65000 Pagel apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 2 Bank union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181903 03/23/2017 019075 ADORAMA INC AV PRODUCTION EQUIP:IT 181904 03/23/2017 015217 AIRGAS, INC DRY ICE:EXPERIMENTS:PENNYPICKLES DRY ICE:EXPERIMENTS:PENNYPICKLES DRY ICE:EXPERIMENTS:PENNYPICKLES 930.00 930.00 4 74 13.52 15,57 33,83 181905 03/23/2017 019114 ALAN EDWARD DURBECQ Theater Performance: Mar 11, 2017 2,092.50 2,092.50 181906 03/23/2017 009374 ALLEGRO MUSICAL VENTURES PIANO TUNING & MAINT:THEATER 185.00 185.00 181907 03/23/2017 013015 ALWAYS RELIABLE BACKFLOW BACKFLOW REPAIR: PBSP 197 00 197.00 181908 03/23/2017 004422 AMERICAN BATTERY BATTERY & ADAPTERS: PARK MAINT 79.12 79,12 CORPORATION EQUIP 181909 03/23/2017 004240 AMERICAN FORENSIC NURSES APR 17 STANDBY FEE:POLICE 1,248.00 1,248.00 (AFN) 181910 03/23/2017 000936 AMERICAN RED CROSS CERTIFICATIONS CARDS:AQUATICS 181911 03/23/2017 013950 AQUA CHILL OF SAN DIEGO FEB 17 MAINT SVCS DRINKING WATER: PW 181912 03/23/2017 011954 BAKER & TAYLOR INC BOOK COLLECTIONS:LIBRARY 181913 03/23/2017 013482 BAS SECURITY SECURITY SVCS AT CITY-WIDE FACILITIES 181914 03/23/2017 004262 BIO-TOX LABORATORIES DUI & DRUG SCREENINGS: POLICE DUI & DRUG SCREENINGS: POLICE DUI & DRUG SCREENINGS: POLICE 181915 03/23/2017 012583 BLANCA Y PRICE FEB 17 LDSCP PLAN CHECK & INSP SVCS 181916 03/23/2017 011348 BONCOR WATER SYSTEMS MONTHLY WATER TANK FILTER REPL: LLC STA 73 181917 03/23/2017 003138 CAL MAT ASPHALT MATERIALS: PW STREET MAINT ASPHALT MATERIALS: PW STREET MAIN 181918 03/23/2017 004248 CALIF DEPT OF JUSTICE-ACCTING ASPHALT MATERIALS: PW STREET MAIN FEB 17 DOJ FINGERPRINTING SVCS: VAR DEPT FEB 17 DUI & DRUG SCREENINGS: POLII 27 00 27.00 28.28 28.28 454 56 454.56 1,093,50 1,093,50 882,00 954.10 1,646.94 3,483.04 6,660,00 6,660.00 508,00 508.00 449.24 306,49 305.75 1,061.48 3,789.00 385,00 4,174,00 Page2 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 3 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181919 03/23/2017 013318 CARDENAS, ROBERT REIMB:LCW CONF MAR 9-10 181920 03/23/2017 000131 CARL WARREN & COMPANY FEB CLAIM ADJUSTER SVC:RISK INC MGMT 181921 03/23/2017 004462 CDW, LLC 181922 03/23/2017 019716 CHAVEZ, YESENIA 181923 03/23/2017 000137 CHEVRON AND TEXACO 181924 03/23/2017 018018 CHILDRESS, DEBBORA 371.36 371 36 5,335.00 5,335.00 Portable cordless phone:Conference 698.77 MONITOR DESK MOUNT KIT:FIRE PREV 150.85 849.62 REFUND:SEC DEP:RM RENTAL:TCC 200.00 200.00 FEB CITY VEHICLES FUEL:POLICE 1,233.20 1,233,20 TCSD INSTRUCTOR EARNINGS 151 20 TCSD INSTRUCTOR EARNINGS 181925 03/23/2017 019715 CHS EDUCATION FOUNDATION REFUND:SEC DEP:KITCHEN RENTAL.CRC 181926 03/23/2017 004405 COMMUNITY HEALTH EMPLOYEE CHARITY DONATIONS CHARITIES, C/O WELLS FARGO PAYMENT BANK 181927 03/23/2017 002945 CONSOLIDATED ELECTRICAL ELECTRICAL SUPPLIES:CIVIC CTR DIST 181928 03/23/2017 013379 COSSOU, CELINE TCSD INSTRUCTOR EARNINGS 181929 03/23/2017 004329 COSTCO TEMECULA #491 MISC SUPPLIES:MPSC SUPPLIES:MAR ART OFF THE WALL SUPPLIES:HUMAN SVCS PRGM & EVEN1 107 66 258 86 200.00 200.00 24.00 24.00 350 19 350 19 155 40 155 40 422 33 276 17 466 64 1,165 14 181930 03/23/2017 016724 CRAFT, CHARLENE REIMB:RFRSHMNTS/MAR '17 219 87 219 87 RECOGN.LUNCHEON 181931 03/23/2017 010650 CRAFTSMEN PLUMBING & INSTALL UPGRADED URINALS: TVE2 5,440 00 5,440 00 HVAC INC 181932 03/23/2017 018491 CRONBERG PHOTOGRAPHY TCSD INSTRUCTOR EARNINGS 392 00 392.00 181933 03/23/2017 002990 DAVID TURCH & ASSOCIATES DEC -FEB FED LEGISLATIVE LOBBYIST 10,500.00 10,500.00 181934 03/23/2017 017721 DAVIS, TIMOTHY B TCSD INSTRUCTOR EARNINGS 2,275.00 2,275.00 Page:3 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 4 Bank . union UNION BANK (Continued) Check # Date Vendor 181935 03/23/2017 004192 DOWNS ENERGY FUEL & LUBRICANTS Description Amount Paid Check Total FUEL FOR CITY VEHICLES: IT 36.85 FUEL FOR CITY VEHICLES: TCSD FUEL FOR CITY VEHICLES:PW FUEL FOR CITY VEHICLES:TRAFFIC DIV FUEL FOR CITY VEHICLES:PW FUEL FOR CITY VEHICLES:B&S FUEL FOR CITY VEHICLES:CODE ENF & 181936 03/23/2017 011292 ENVIRONMENTAL SCIENCE JAN EIR:PROPOSED OT BOUTIQUE ASSOC. 181937 03/23/2017 000164 ESGIL CORPORATION 394.42 829.10 164.56 831.67 273.18 115.63 2,645.41 52,655.88 52,655.88 DEC 16 PLAN CK SVCS:COM DEV 25,820.69 JAN 17 PLAN CK SVCS:COM DEV 13,41182 39,232.51 181938 03/23/2017 001056 EXCEL LANDSCAPE, INC LDSCP ENHANCEMENT:CROWNE HILL 30,000 00 SLOPE IRRIG REPAIRS: VARIOUS PARKS 231 88 IRRIG REPAIRS: VARIOUS PARKS 278 53 181939 03/23/2017 016737 FORTRES GRAND SFTWR RENEWAL:LIBRARY P/E 4/4/18 517.63 CORPORATION 181940 03/23/2017 011145 FOSTER, JILL CHRISTINE 181941 03/23/2017 002982 FRANCHISE TAX BOARD 181942 03/23/2017 002982 FRANCHISE TAX BOARD 30, 510.41 517.63 TCSD INSTRUCTOR EARNINGS 1,646.40 TCSD INSTRUCTOR EARNINGS 840.00 TCSD INSTRUCTOR EARNINGS 2,793.00 5,279.40 SUPPORT PAYMENT 453.03 453.03 SUPPORT PAYMENT 150.00 150.00 181943 03/23/2017 018858 FRONTIER CALIFORNIA, INC MAR INTERNET SVCS:SR CTR, SKATE 336.12 PARK MAR INTERNET SVCS:CITY HALL 289.99 FEB INTERNET SVCS:TCC 144.99 771.10 181944 03/23/2017 009097 FULL COMPASS SYSTEMS SOUND/LIGHTING & MISC SUPPLIES. 156.69 156.69 THEATER 181945 03/23/2017 016519 GARIBAY, ISAAC REIMB:GRATUITY:BUS DRIVER:EXEC 150.00 150.00 RETREAT 181946 03/23/2017 004890 GOLDEN STATE FIRE FIRE SPRINKLER SYS INSP. :FIRE STA 650.00 650.00 PROTECTION 73 181947 03/23/2017 000186 HANKS HARDWARE INC 181948 03/23/2017 013749 HELIXSTORM INC JAN 17 MAINT SUPPLIES: VAR FIRE 675.26 STATION FEB 17 MISC OFC SUPPLIES: VAR FIRE : 203 65 IT INFRASTRUCTURE SUPPORT INFO 675 00 TECH 878 91 675 00 Page:4 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 5 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181949 03/23/2017 003198 HOME DEPOT, THE TCC/CERT SUPPLIES 1,195.50 TCC/CERT SUPPLIES 1,078.92 TCC/CERT SUPPLIES 293.74 2,568.16 181950 03/23/2017 003624 HOWELL, ANN MARIE LOGO DESIGN: TCC LOGO 210.00 210.00 181951 03/23/2017 010530 I P C INDUSTRIES INC GOLF CART RENTALS:VAR SPEC 3,080.80 3,080.80 EVENTS 181952 03/23/2017 001091 KEYSER MARSTON JAN CONSULTANT SVCS:UPTOWN ASSOCIATES INC TEMECULA 181953 03/23/2017 018902 KIWANIS CLUB OF TEMECULA REFUND:SEC DEP:RM RENTAL:CRC 181954 03/23/2017 011920 MASTER CONCEPTS LLC 181955 03/23/2017 014392 MC COLLOUGH, JILL DENISE 181956 03/23/2017 018675 MDG ASSOCIATES, INC. 181957 03/23/2017 018314 MICHAEL BAKER INT'L INC TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS 1,195.00 1,195.00 200.00 200.00 294 00 808.50 441 00 367.50 514.50 441.00 220.50 367.50 441.00 441 00 MAR PLANTSCAPE SVCS:LIBRARY 200.00 4,336 50 MAR PLANTSCAPE SVCS:CIVIC CTR 500.00 700 00 JAN 17 CDBG ADMIN SVCS 3,687 50 3,687 50 P/E 1/29/17 ENG SUPPORT SVC: 16,180 00 16,180.00 I-15/SR79 181958 03/23/2017 016297 MID -AMERICA ARTS ALLIANCE EXHIBIT RENTAL: "IMPRINTING THE WEST" 3,100,00 3,100 00 181959 03/23/2017 016445 MKB PRINTING & BUSINESS CARDS:JOHN WARD 47 83 PROMOTIONAL INC BUSINESS CARDS:PATRICK THOMAS 149.96 197 79 181960 03/23/2017 004040 MORAMARCO, ANTHONY J, PROMO ITEMS & DESIGN WORK:CSD 13,500.00 STAFF UNIFORMS:TCSD 75.21 13,575.21 181961 03/23/2017 019603 MOTIVATORS, INC. GROCERY TOTES:LIBRARY 612.00 612.00 181962 03/23/2017 009443 MUNYON, DENNIS G. APR -JUN LIC FEE:OT PARKING 2,875.00 2,875.00 Page:5 apChkLst 03/23/2017 8:56:11AM Final Check List CITY OF TEMECULA Page: 6 Bank union UNION BANK (Continued) Check # Date Vendor 181963 03/23/2017 002925 NAPA AUTO PARTS 181964 03/23/2017 000727 NATIONAL FIRE PROTECTION ASSN 181965 03/23/2017 014391 NICHOLS, KELLIE D 181966 03/23/2017 003964 OFFICE DEPOT BUSINESS SVS DIV 181967 03/23/2017 002105 OLD TOWN TIRE & SERVICE 181968 03/23/2017 002105 OLD TOWN TIRE & SERVICE 181969 03/23/2017 002105 OLD TOWN TIRE & SERVICE 181970 03/23/2017 013127 ON STAGE MUSICALS 181971 03/23/2017 002734 P V P COMMUNICATIONS INC 181972 03/23/2017 001999 PITNEY BOWES 181973 03/23/2017 010338 POOL & ELECTRICAL PRODUCTS INC 181974 03/23/2017 011549 POWER SPORTS UNLIMITED 181975 03/23/2017 000254 PRESS ENTERPRISE COMPANY INC Description Amount Paid Check Total AUTO PARTS & SUPPLIES:STA 84 MBSHP:WIGLE, E. PRINT/ONLINE 5/1-4/30/18 TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS OFFICE SUPPLIES:HUMAN RESOURCES OFFICE SUPPLIES:BUSINESS CARDS OFFICE SUPPLIES:FINANCE OFFICE SUPPLIES:FINANCE CITY VEHICLE MAINT SVCS:PW LAND DEV CITY VEHICLE MAINT SVCS:PW STREET CITY VEHICLE MAINT SVCS:FIRE PREV CITY VEHICLE MAINT SVCS:BLDG & SAFETY TCKT SALES "6TH ANN'L JAZZ FESTIVAL" MOTOR HELMET:TEM POLICE MOTOR HELMET:TEM POLICE MOTOR HELMET KIT INSTALL:TEM POLIO MOTOR HELMET:TEM POLICE MAR -JUN POSTAGE MACHINE RENTAL: STA 84 CHEMICAL SUPPLIES:SPLASH PARK CHEMICAL SUPPLIES:SPLASH PARK MOTORCYCLE MAINT & REPAIR:POLICE 3/22/17-03/21/18 SUBCR:C.M,180905647 181976 03/23/2017 012904 PROACTIVE FIRE DESIGN FEB FIRE PLAN REVIEW CONSULTANT: PREV 249 41 2,795 28 453 60 428.40 453 60 352.80 17640 352 80 38 76 36.29 43.51 140 06 111 87 1,020 25 34.85 34 85 3,244 30 703.68 753.06 128.22 703.68 76.77 205.04 41.08 2,286.95 330.12 249 41 2,795.28 2,217.60 258.62 1,132.12 34.85 3485 3,244 30 2,288.64 76 77 24612 2,286.95 330 12 8,295.10 8,295.10 Page6 apChkLst Final Check List 03123/2017 8:56:11AM CITY OF TEMECULA Page: 7 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 181977 03/23/2017 014379 PROFESSIONAL IMAGE PLAQUES FOR LOBBY WALL ADVERTISING 181978 03/23/2017 017787 R2 VENTURE GROUP PROF MEETING: CAPTAINS MEETING 3/1/17 26,94 26 94 1,129,24 1,129.24 181979 03/23/2017 002176 RANCHO CALIF BUS PK ASSOC APR -JUN BUS PRKASSN DUES: DIAZ 2,033.07 RD APR -JUN BUS PRKASSN DUES: FOC 1,843.17 181980 03/23/2017 000947 RANCHO REPROGRAPHICS BLUEPRINTS:OLD TOWN SIDEWALKS 23.27 3,876,24 23.27 181981 03/23/2017 000907 RANCHO TEMECULA CAR FEB CITY VEHICLE DETAILING 17 99 WASH SRVCS:BLDG JAN '17 VEH DETAILING SRVCS: TEM PO 125.93 143 92 181982 03/23/2017 019712 RED HELMET TRAINING FIRE INSPECTOR TRNG 3/27-29, 4/3-5 566 44 566.44 M,A. 181983 03/23/2017 003591 RENES COMMERCIAL CLEAN UP CREW:ROD RUN '17 5,450.00 5,450.00 MANAGEMENT 181984 03/23/2017 016869 RIGHTWAY SITE SERVICES, PORTABLE RESTROOMS:ROD RUN '17 4,178.24 4,178.24 INC. 181985 03/23/2017 000406 RIVERSIDE CO SHERIFFS 12/8/16-1/4/17 LAW ENFORCEMENT 1,817,398,72 DEPT 1/5/17-2/1/17 LAW ENFORCEMENT 1,825,047 17 3,642,445.89 181986 03/23/2017 001365 RIVERSIDE, COUNTY OF 5/1/17-4/30/18 RENEW PERMIT:CRC 784 00 784 00 POOLS 181987 03/23/2017 019690 ROBINSON, SAMUEL AGRICULTURE PHOTOS: ECON DEV 300.00 300.00 181988 03/23/2017 016254 RORIPAUGH TEMECULA 113, REIMB AGRMNT PMT FOR PARK 882,742.19 882,742.19 LLC DIF:SKYVIEW 181989 03/23/2017 017549 ROSEN & ROSEN INDUSTRIES, MAINT SUPPLIES:PW STREET 47 16 47.16 INC 181990 03/23/2017 009980 SANBORN, GWYNETH A. COUNTRY LIVE! @ THE MERC 3/18/17 90.00 90.00 181991 03/23/2017 017699 SARNOWSKI, SHAWNA, M PHOTOGRAPHY SRVCS:ROD RUN '17 300.00 300=00 PRESTON Page:? apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 8 Bank : union UNION BANK (Continued) Check # Date Vendor 181992 03/23/2017 018012 SAUNDERS, CATHY 181993 03/23/2017 008529 SHERIFF'S CIVIL DIV - CENTRAL 181994 03/23/2017 009213 SHERRY BERRY MUSIC Description TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS TCSD INSTRUCTOR EARNINGS SUPPORT PAYMENT JAZZ @ THE MERC 3/16/17 181995 03/23/2017 009746 SIGNS BY TOMORROW PUBLIC NTC POSTING NTC AVAIL DEIR:PLNG 181996 03/23/2017 000537 SO CALIF EDISON FEB 2-28-171-2620:40820 WINCHESTER RD FEB 2-10-331-2153:28816 PUJOL ST FEB 2-20-798-3248:42081 MAIN ST FEB 2-29-223-9571:30395 MURR HOT SPF FEB 2-31-419-2659:26706 YNEZ RD TC1 FEB 2-01-202-7330:VARIOUS LS -1 ALLNIT FEB 2-36-171-5626:BUTTERFIELD/LA SEF FEB 2-30-066-2889:30051 RANCHO VISTA FEB 2-30-608-9384:28582 HARVESTON FEB 2-02-351-5281:30875 RANCHO VISTA 181997 03/23/2017 001212 SO CALIF GAS COMPANY 1/18-2/16 CORRECTED BILL:41000 MAIN ST Amount Paid Check Total 268 80 268.80 156.80 302.40 302.40 176.40 1,475 60 100.00 100.00 505.00 505.00 638.25 638.25 566.66 656 22 1,080.47 4826 155.73 73,268.63 24, 312.09 25 83 417 92 4,277 66 104, 809.47 147 147 181998 03/23/2017 018751 SOLARCITY CORPORATION REFUND:80% BLDG FEES:B16-3094 115 68 REFUND:80% BLDG FEES:B16-4317 115 68 231 36 181999 03/23/2017 000519 SOUTH COUNTY PEST PEST CONTROL SRVCS: FIRE STN 84 80 00 CONTROL INC INSTALL OUTDOOR NET:THEATER IMPR' 7,112 00 7.192 00 Page:8 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 9 Bank . union UNION BANK (Continued) Check # Date Vendor 182000 03/23/2017 008337 STAPLES BUSINESS ADVANTAGE Description Amount Paid Check Total OFFICE SUPPLIES:PW DEPTS 9.99 OFFICE SUPPLIES:HUMAN SERVICES OFFICE SUPPLIES:HUMAN SERVICES OFFICE SUPPLIES:CSD ADMIN/CONTRAI OFFICE SUPPLIES:TCSD ADMIN OFFICE SUPPLIES:PW DEPTS OFFICE SUPPLIES:HUMAN SERVICES OFFICE SUPPLIES:CM OFFICE OFFICE SUPPLIES:CM OFFICE OFFICE SUPPLIES:HUMAN SERVICES OFFICE SUPPLIES:TCSD ADMIN OFFICE SUPPLIES:CONTRACT CLASSES OFFICE SUPPLIES:SKATE PARK OFFICE SUPPLIES:CRC OFFICE SUPPLIES:CRC OFFICE SUPPLIES:CM OFFICE OFFICE SUPPLIES:TCSD ADMIN OFFICE SUPPLIES:SKATE PARK CREDIT:SUPPLIES RETURNED/SKATE Pf OFFICE SUPPLIES:TCSD ADMIN OFFICE SUPPLIES:TCSD ADMIN OFFICE SUPPLIES:TCSD ADMIN 182001 03/23/2017 001546 STRAIGHT LINE GLASS FURNISH & INSTALL WINDOW FILM: CONF CTR 182002 03/23/2017 003677 TEMECULA MOTORSPORTS MOTORCYCLE LLC REPAIR/MAINT:TEM.P,D, MOTORCYCLE REPAIR/MAINT:TEM.P D. 105 16 4,95 252.75 9.90 53,86 18.59 13_39 135.54 25.31 12.70 127.35 34.43 69.68 297.50 186,11 3.73 64.37 -34.43 44,12 24,66 24,66 1,484 32 420,00 420 00 161.00 195.64 MOTORCYCLE REPAIR/MAINT:TEM.PD, 536.99 893.63 182003 03/23/2017 010046 TEMECULA VALLEY JAN '17 BUS. IMPRV DISTRICTASMNTS 112,32842 112,328.42 CONVENTION & 182004 03/23/2017 000919 TEMECULA VALLEY UNIFIED FACILITY USAGE @ VRMS 4/10/17 140.28 140.28 SCHOOL 182005 03/23/2017 019718 TEMECULA VILLAGE REFUND:APPL, 10,158.00 10,158.00 DEVELOPMENT - WITHDRAWN:PA16-1425,26,27 182006 03/23/2017 003941 TEMECULA WINNELSON PLUMBING SUPPLIES:CIVIC CENTER 53 72 COMPANY 182007 03/23/2017 010276 TIME WARNER CABLE PLUMBING SUPPLIES:CIVIC CENTER 96.98 150.70 MAR HIGH SPEED INTERNET:32364 54 99 OVERLAND MAR HIGH SPEED INTERNET:29119 MAR 348.13 403.12 182008 03/23/2017 000278 TRONC, INC. FEB PUBLIC NTC ADVERTISING:PLNG 46490 464.90 Page9 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 10 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 182009 03/23/2017 009709 U H SOF RANCHO SPRINGS, FEB ASSAULT EXAMS:TEMECULA 900.00 900.00 INC POLICE 182010 03/23/2017 017579 U S HEALTHWORKS MEDICAL PRE EMPLOY DRUG SCREENINGS:HR 86.00 86.00 182011 03/23/2017 000325 UNITED WAY EMPLOYEE CHARITY DONATIONS 5 00 5 00 PAYMENT 182012 03/23/2017 012549 UPODIUM VEHICLE MAINT SUPPLIES: STA 12 322 92 322 92 182013 03/23/2017 014848 VALUTEC CARD SOLUTIONS, FEB TICKETING SERVICES:THEATER 39 00 39 00 LLC 182014 03/23/2017 018174 VCAANIMAL HOSPITALS. INC. VET SRVCS:POLICE K-9 OFFICER 141 20 141 20 BORIS 182015 03/23/2017 004848 VERIZON FEB LONG DISTANCE PHONE SVCS 0 65 0 65 182016 03/23/2017 003487 VETERANS OF FOREIGN COUNCIL (JS) CSF/"REMEMBER OUR 500 00 WARS 4089 FALLEN" COUNCIL (JC) CSFP'REMEMBER OUR FA 500.00 1,000 00 182017 03/23/2017 004861 VON RICHTER, POLLY REIMB: LCW ANNUAL CONF 3/8-3/10/17 521 69 521 69 182018 03/23/2017 007987 WALMART SUPPLIES:SUMMER DAY CAMP 250 61 THEATER HOSPITALITY & MISC SUPPLIE 27 78 278.39 182019 03/23/2017 001342 WAXIE SANITARY SUPPLY INC CUSTODIAL SUPPLIES: VAR PARKS 743 15 CUSTODIAL SUPPLIES: VAR PARKS 318.55 CUSTODIAL SUPPLIES: VAR PARKS/CIV8 1.183 90 2,245.60 182020 03/23/2017 004567 WITCHER ELECTRIC ELECTRICAL INSTALLATIONS:LIBRARY 2,415.00 2,415.00 REHAB 182021 03/23/2017 019688 WORDS GOOD VIBE, LLC REFRESHMENTS:EVERY 15 MIN PGRM 800 00 800.00 4/27 1001505 03/17/2017 019706 BENNETT, JUAN REFUND:BASKETBALL SKILLS - 12 00 12.00 INTERMEDIATE 1001506 03/17/2017 019701 CAPELOUTO, CHRISTINE REFUND:SEC DEP:RM RENTAL:CRC 200 00 200,00 1001507 03/17/2017 019703 EGGLETON, ANDREA REFUND:MARY POPPINS - YOUTH 360.40 360,40 MUSICAL 1001508 03/17/2017 019695 ESCURO, ALAN REFUND:SEC DEP:RM RENTAL:TCC 200.00 200,00 Page:10 apChkLst Final Check List 03/23/2017 8:56:11AM CITY OF TEMECULA Page: 11 Bank : union UNION BANK (Continued) Check # Date Vendor Description Amount Paid Check Total 1001509 03/17/2017 019696 JOHNSON, JENNIFER REFUND:SEC DEP:RM RENTAL:CONF 150 00 150 00 CTR NB 1001510 03/17/2017 019700 KELLY, IRA REFUND:SEC DEP:RM RENTAL:CRC 200.00 200 00 1001511 03/17/2017 019704 SHURRAB, HASSAN REFUND:SEC DEP:RM RENTAL:CRC 200 00 200 00 1001512 03/17/2017 019697 SIZEMORE, KATHRYN REFUND:SEC DEP:RM RENTAL:CRC 200 00 200 00 1001513 03/17/2017 019707 WILLS, LYNDA REFUND:YOGA IN OLD TOWN 4100.102 48 00 48 00 1001514 03/17/2017 019702 WYRICK, LAURA REFUND:DATE NIGHT COUPLES 29 60 29 60 COOKING Grand total for UNION BANK: 5,227,996 21 Page:11 apChkLst 03/23/2017 8:56:11AM Final Check List CITY OF TEMECULA Page: 12 141 checks in this report. Grand Total All Checks: 5,227,996,21 Page:12 Item No. 4 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Jennifer Hennessy, Finance Director DATE: April 11, 2017 SUBJECT: Approve the City Treasurer's Report as of February 28, 2017 PREPARED BY: Rudy J. Graciano, Revenue Manager RECOMMENDATION: That the City Council approve and file the City Treasurer's Report as of February 28, 2017. BACKGROUND: Government Code Sections 53646 and 41004 require reports to the City Council regarding the City's investment portfolio, receipts, and disbursements respectively. Adequate funds will be available to meet budgeted and actual expenditures of the City for the next six months. Current market values are derived from the Local Agency Investment Fund (LAIF) reports, Union Bank of California trust and custody statements, and from US Bank trust statements. Attached is the City Treasurer's Report that provides this information. The City's investment portfolio is in compliance with the statement of investment policy and Government Code Sections 53601 and 53635 as of February 28, 2017. FISCAL IMPACT: None ATTACHMENTS: City Treasurer's Report as of February 28, 2017 Investments City of Temecula, California Portfolio Management Portfolio Summary February 28, 2017 Par Market Value Value Book % of Value Portfolio Term City of Temecula 41000 Main Street P.O. Box 9033 Temecula, CA 92590 (951)694-6430 Days to YTM YTM Maturity 360 Equiv. 365 Equiv. Managed Pool Accounts 54,713,594.91 54,713,594.91 54,713,594.91 43.32 1 0.536 0.544 Retention Escrow Account 600,555.06 600,555.06 600,555.06 0.48 0.000 0.000 Letter of Credit 1.00 1.00 1.00 0.00 1 1 0.000 0.000 Local Agency Investment Funds 50,991,764.18 50,962,383.89 50,991,764.18 40.37 1 1 0.766 0.777 Federal Agency Callable Securities 13,000,000.00 12,907,440.00 13,000,000.00 10.29 1,376 1,036 1.400 1.419 Federal Agency Bullet Securities 7,000,000.00 6,984,570.00 6,993,680.00 5.54 1,252 595 1.162 1.178 Investments Cash 126, 305, 915.15 126,168, 544.8 6 126,299,595.15 100.00% 212 140 0.750 0.761 Passbook/Checking 2,424,384.39 2,424,384.39 2,424,384.39 0.000 0.000 (not included in yield calculations) Total Cash and Investments Total Earnings Current Year Average Daily Balance Effective Rate of Return 128,730, 299.54 128, 592,929.25 128,723,979.54 212 140 0.750 0.761 February 28 Month Ending Fiscal Year To Date 71,499.83 126,001,035.42 0.74% Reporting period 02/01/2017-02/28/2017 Run Date: 03/23/2017 - 10:41 540, 839.55 112,412,005.56 0.72% Portfolio TEME CP PM (PRF_PM1) 7.3.0 Report Ver. 7.3.5 CUSIP City of Temecula, California Portfolio Management Portfolio Details - Investments February 28, 2017 Page 1 Average Purchase Stated YTM YTM Days to Maturity Investment # Issuer Balance Date Par Value Market Value Book Value Rate 360 365 Maturity Date Managed Pool Accounts 233358006-1 01-2 REFRESI ASSURANCE CO BOND INSURANCE 12/01/2016 1.00 1.00 1.00 0.000 0.000 1 104348006-6 01-02RESA11 First Amer Govt Oblig Fund CI 08/01/2016 0.00 0.00 0.00 0.000 0.000 1 104348000-6 01-02SPTAX11 First Amer Govt Oblig Fund CI 0.00 0.00 0.00 0.000 0.000 1 233358006-6 01-2 REF RES First Amer Govt Oblig Fund CI 12/01/2016 503,471.78 503,471.78 503,471.78 0.460 0.454 0.460 1 233358000-6 01-2 REF ST First Amer Govt Oblig Fund CI 12/01/2016 546,910.49 546,910.49 546,910.49 0.460 0.454 0.460 1 104348016-6 01-2RESB11 First Amer Govt Oblig Fund CI 08/01/2016 0.00 0.00 0.00 0.000 0.000 1 164741008-6 03-03IMP First Amer Govt Oblig Fund CI 08/01/2016 301,310.59 301,310.59 301,310.59 0.460 0.454 0.460 1 164741006-6 03-03RES First Amer Govt Oblig Fund CI 08/01/2016 389.85 389.85 389.85 0.460 0.454 0.460 1 164741000-6 03-03SPEC First Amer Govt Oblig Fund CI 08/01/2016 1,166,510.69 1,166,510.69 1,166,510.69 0.460 0.454 0.460 1 164742000-6 03-06SPEC First Amer Govt Oblig Fund CI 07/01/2016 173,098.75 173,098.75 173,098.75 0.460 0.454 0.460 1 94669921-6 03-1ACQ11 First Amer Govt Oblig Fund CI 08/01/2016 973,799.82 973,799.82 973,799.82 0.460 0.454 0.460 1 94669911-6 03-1ACQA11 First Amer Govt Oblig Fund CI 08/01/2016 144.89 144.89 144.89 0.460 0.454 0.460 1 94669917-6 03-1 RES First Amer Govt Oblig Fund CI 08/01/2016 0.02 0.02 0.02 0.000 0.000 1 94669916-6 03-1RESB11 First Amer Govt Oblig Fund CI 08/01/2016 148,106.48 148,106.48 148,106.48 0.460 0.454 0.460 1 94669000-6 03-1SPTAX11 First Amer Govt Oblig Fund CI 08/01/2016 511,636.14 511,636.14 511,636.14 0.460 0.454 0.460 1 793593011-6 03-2ACQ11 First Amer Govt Oblig Fund CI 08/01/2016 479.68 479.68 479.68 0.460 0.454 0.460 1 793593009-6 03-2EMWD11 First Amer Govt Oblig Fund CI 08/01/2016 1,100.89 1,100.89 1,100.89 0.460 0.454 0.460 1 793593007-6 03-2IMPR11 First Amer Govt Oblig Fund CI 08/01/2016 1,147.67 1,147.67 1,147.67 0.460 0.454 0.460 1 793593016-6 03-2LOC11 First Amer Govt Oblig Fund CI 08/01/2016 142,407.29 142,407.29 142,407.29 0.460 0.454 0.460 1 793593000-6 03-2SPTX First Amer Govt Oblig Fund CI 08/01/2016 1,909,436.56 1,909,436.56 1,909,436.56 0.460 0.454 0.460 1 94686001-6 03-4ADMIN11 First Amer Govt Oblig Fund CI 08/01/2016 508.83 508.83 508.83 0.460 0.454 0.460 1 94686005-6 03-4PREP11 First Amer Govt Oblig Fund CI 08/01/2016 13.00 13.00 13.00 0.460 0.454 0.460 1 94686000-6 03-4RED11 First Amer Govt Oblig Fund CI 08/01/2016 49,069.23 49,069.23 49,069.23 0.460 0.454 0.460 1 94686006-6 03-4RES11 First Amer Govt Oblig Fund CI 08/01/2016 34,056.15 34,056.15 34,056.15 0.460 0.454 0.460 1 233358009-6 233358009-6 First Amer Govt Oblig Fund CI 12/01/2016 204.34 204.34 204.34 0.450 0.444 0.450 1 94434160-6 RDA-02INT First Amer Govt Oblig Fund CI 08/01/2016 48.94 48.94 48.94 0.450 0.444 0.450 1 94434161-6 RDA-02PRIN First Amer Govt Oblig Fund CI 08/01/2016 1.21 1.21 1.21 0.830 0.819 0.830 1 107886000-6 RDA-06AINT First Amer Govt Oblig Fund CI 08/01/2016 28.90 28.90 28.90 0.450 0.444 0.450 1 107886001-6 RDA06APRIN First Amer Govt Oblig Fund CI 07/01/2016 0.56 0.56 0.56 0.000 0.000 1 107886010-6 RDA06BINT First Amer Govt Oblig Fund CI 08/01/2016 1.49 1.49 1.49 0.670 0.661 0.670 1 107886011-6 RDA06BPRIN First Amer Govt Oblig Fund CI 08/01/2016 1.46 1.46 1.46 0.680 0.671 0.680 1 107886016-6 RDA06BRES First Amer Govt Oblig Fund CI 08/01/2016 202,293.53 202,293.53 202,293.53 0.460 0.454 0.460 1 107886020-6 RDA07INT First Amer Govt Oblig Fund CI 08/01/2016 8.58 8.58 8.58 0.470 0.464 0.470 1 107886021-6 RDA07PRIN First Amer Govt Oblig Fund CI 08/01/2016 7.52 7.52 7.52 0.400 0.395 0.400 1 107886028-6 RDA07PROJ First Amer Govt Oblig Fund CI 08/01/2016 209,985.19 209,985.19 209,985.19 0.460 0.454 0.460 1 107886026-6 RDAO7RES First Amer Govt Oblig Fund CI 08/01/2016 1,105,056.53 1,105,056.53 1,105,056.53 0.460 0.454 0.460 1 Run Date: 03/23/2017 - 10:41 Portfolio TEME CP PM (PRF_PM2) 7.3.0 Report Ver. 7.3.5 CUSIP City of Temecula, California Portfolio Management Portfolio Details - Investments February 28, 2017 Page 2 Average Purchase Stated YTM YTM Days to Maturity Investment # Issuer Balance Date Par Value Market Value Book Value Rate 360 365 Maturity Date Managed Pool Accounts 136343008-6 RDA10APROJ First Amer Govt Oblig Fund CI 07/01/2016 19,979.75 19,979.75 19,979.75 0.460 0.454 0.460 1 136343018-6 RDA10BPROJ First Amer Govt Oblig Fund CI 08/01/2016 5,194,239.25 5,194,239.25 5,194,239.25 0.460 0.454 0.460 1 136343000-6 RDA1OINT First Amer Govt Oblig Fund CI 08/01/2016 155,263.35 155,263.35 155,263.35 0.460 0.454 0.460 1 136343001-6 RDA1OPRIN First Amer Govt Oblig Fund CI 08/01/2016 0.47 0.47 0.47 0.000 0.000 1 136343006-6 RDA1ORSRV First Amer Govt Oblig Fund CI 08/01/2016 1,264,401.32 1,264,401.32 1,264,401.32 0.460 0.454 0.460 1 146161000-6 RDA11AINT First Amer Govt Oblig Fund CI 08/01/2016 46.60 46.60 46.60 0.450 0.444 0.450 1 146161001-6 RDA11APRIN First Amer Govt Oblig Fund CI 08/01/2016 7.80 7.80 7.80 0.510 0.503 0.510 1 94669902-3 03-1 BOND3 First American Treasury 07/01/2016 0.00 0.00 0.00 0.000 0.000 1 94434160-1 RDA 02 INT1 First American Treasury 0.00 0.00 0.00 0.010 0.010 0.010 1 94434161-2 RDA 02 PRIN2 First American Treasury 0.00 0.00 0.00 0.010 0.010 0.010 1 136343018-2 RDA 10B CIP2 First American Treasury 0.00 0.00 0.00 0.010 0.010 0.010 1 146161008-3 RDA11APROJ Federated Institutional Tax Fr 08/01/2016 7,297,181.97 7,297,181.97 7,297,181.97 0.510 0.503 0.510 1 146161006-3 RDA11ARSRV Federated Institutional Tax Fr 08/01/2016 1,308,959.83 1,308,959.83 1,308,959.83 0.510 0.503 0.510 1 94669921-5 03-01 ACQ11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94669911-5 03-01 ACQA11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94669917-5 03-01 RES Federated Tax Free Obligations 07/01/2016 0.00 0.00 0.00 0.000 0.000 1 94669906-5 03-01 RESA11 Federated Tax Free Obligations 0.00 0.00 0.00 0.001 0.001 0.001 1 94669916-5 03-01 RESB11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94669000-5 03-01 SPTAX11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 164742006-5 03-06 RES Federated Tax Free Obligations 07/01/2016 0.00 0.00 0.00 0.000 0.000 1 164742000-5 03-06 SPEC Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94669902-5 03-lbond fd Federated Tax Free Obligations 07/01/2016 0.00 0.00 0.00 0.000 0.000 1 793593011-5 03-2 ACQ11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 793593009-5 03-2 EMWD11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 793593016-5 03-2 LOC1 1 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 793593010-5 03-2 PWADM11 Federated Tax Free Obligations 0.00 0.00 0.00 0.010 0.010 0.010 1 793593006-5 03-2 RES11 Federated Tax Free Obligations 0.00 0.00 0.00 0.010 0.010 0.010 1 793593000-5 03-2 SPTX Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 793593007-5 03-2-IMPR11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94686001-5 03-4 ADMIN11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94686005-5 03-4 PREP11 Federated Tax Free Obligations 07/01/2016 0.00 0.00 0.00 0.000 0.000 1 94686006-5 03-4 RES11 Federated Tax Free Obligations 0.00 0.00 0.00 0.250 0.247 0.250 1 94669917-1 03-01-1 RES CA Local Agency Investment Fun 775,986.46 775,986.46 775,986.46 0.777 0.766 0.777 1 164742006-1 03-06 RES -1 CA Local Agency Investment Fun 310,394.58 310,394.58 310,394.58 0.777 0.766 0.777 1 94669911-1 03-1 ACQ A2 CA Local Agency Investment Fun 0.00 0.00 0.00 0.777 0.766 0.777 1 94669921-1 03-1 ACQ B2 CA Local Agency Investment Fun 0.00 0.00 0.00 0.777 0.766 0.777 1 Run Date: 03/23/2017 - 10:41 Portfolio TEME CP PM (PRF_PM2) 7.3.0 CUSIP City of Temecula, California Portfolio Management Portfolio Details - Investments February 28, 2017 Page 3 Average Purchase Stated YTM YTM Days to Maturity Investment # Issuer Balance Date Par Value Market Value Book Value Rate 360 365 Maturity Date Managed Pool Accounts 793593011-1 03-2-1 ACQUI CA Local Agency Investment Fun 793593009-1 03-2-1 EMWD CA Local Agency Investment Fun 793593007-1 03-2-1 IMPRO CA Local Agency Investment Fun 793593010-1 03-2-1 PW AD CA Local Agency Investment Fun 793593006-3 03-2-3 RESER CA Local Agency Investment Fun 744727011-1 03-3 ACQ 2 CA Local Agency Investment Fun 164741006-1 0303-1 RES CA Local Agency Investment Fun 107886028-1 RDA 07 PRO -1 CA Local Agency Investment Fun 107886026-1 RDA 07 RES -1 CA Local Agency Investment Fun 136343018-1 RDA 10B CIP1 CA Local Agency Investment Fun 107886006 RDA 06 RES A MBIA Surety Bond 94434166 RDA TABs RES MBIA Surety Bond 233358050-1 01-2 SPECESC U.S. Treasury Subtotal and Average 51,393,033.13 11,483,845.84 11,483,845.84 11,483,845.84 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 3,516,063.14 3,516,063.14 3,516,063.14 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 1,438,364.44 1,438,364.44 1,438,364.44 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 0.00 0.00 0.00 0.777 0.766 0.777 1 1.00 1.00 1.00 0.000 0.000 1 1.00 1.00 1.00 0.000 0.000 1 12/01/2016 13,967,620.06 13,967,620.06 13,967,620.06 0.360 0.355 0.360 1 54, 713, 5 94.91 54, 713, 5 94.91 54,713,594.91 0.536 0.544 1 Retention Escrow Account ARMY CORPS Army Corps Union Bank Subtotal and Average 600,555.06 600,545.20 600,555.06 600,555.06 600,555.06 600,555.06 600,555.06 0.000 0.000 1 0.000 0.000 1 Letter of Credit 104348006-1 02008 ASSURANCE CO BOND INSURANCE 07/01/2016 Subtotal and Average 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.000 0.000 1 0.000 0.000 1 Local Agency Investment Funds SYSCITY CITY CA Local Agency Investment Fun 24,075,479.88 24,061,608.14 24,075,479.88 0.777 0.766 0.777 1 SYSRDA RDA CA Local Agency Investment Fun 1,765.66 1,764.64 1,765.66 0.777 0.766 0.777 1 SYSTCSD TCSD CA Local Agency Investment Fun 26,914,518.64 26,899,011.11 26,914,518.64 0.777 0.766 0.777 1 Subtotal and Average 50,081,049.89 50, 991,764.18 50,962,383.89 50,991,764.18 0.766 0.777 1 Federal Agency Callable Securities 3130A4G89 01207 Federal Home Loan Bank 03/24/2015 1,000,000.00 1,000,460.00 1,000,000.00 1.650 1.627 1.650 937 09/24/2019 3130AAME5 01226 Federal Home Loan Bank 01/30/2017 1,000,000.00 996,020.00 1,000,000.00 2.020 1.948 1.975 1,791 01/25/2022 3130AANA2 01227 Federal Home Loan Bank 01/30/2017 1,000,000.00 999,650.00 1,000,000.00 1.750 1.726 1.750 1,247 07/30/2020 3134G67C1 01210 Federal Home Loan Mtg Corp 06/22/2015 1,000,000.00 997,550.00 1,000,000.00 1.200 1.184 1.200 478 06/22/2018 3134G8QB8 01219 Federal Home Loan Mtg Corp 03/29/2016 1,000,000.00 996,630.00 1,000,000.00 1.270 1.253 1.270 758 03/29/2019 Run Date: 03/23/2017 - 10:41 Portfolio TEME CP PM (PRF_PM2) 7.3.0 CUSIP City of Temecula, California Portfolio Management Portfolio Details - Investments February 28, 2017 Page 4 Average Purchase Stated YTM YTM Days to Maturity Investment # Issuer Balance Date Par Value Market Value Book Value Rate 360 365 Maturity Date Federal Agency Callable Securities 3134G8PP8 01220 Federal Home Loan Mtg Corp 03/30/2016 1,000,000.00 991,440.00 1,000,000.00 1.500 1.661 1.684 1,309 09/30/2020 3134GAXX7 01224 Federal Home Loan Mtg Corp 11/30/2016 1,000,000.00 994,500.00 1,000,000.00 1.000 0.986 1.000 639 11/30/2018 3136G2EC7 01205 Federal National Mtg Assn 02/27/2015 1,000,000.00 999,010.00 1,000,000.00 1.300 1.282 1.300 728 02/27/2019 3136G2WT0 01216 Federal National Mtg Assn 01/27/2016 1,000,000.00 994,920.00 1,000,000.00 1.450 1.430 1.450 1,062 01/27/2020 3136G2XH5 01217 Federal National Mtg Assn 02/24/2016 1,000,000.00 991,120.00 1,000,000.00 1.400 1.381 1.400 1,090 02/24/2020 3136G3CL7 01218 Federal National Mtg Assn 03/24/2016 1,000,000.00 983,960.00 1,000,000.00 1.420 1.401 1.420 1,303 09/24/2020 3136G3TE5 01221 Federal National Mtg Assn 06/29/2016 1,000,000.00 975,690.00 1,000,000.00 1.250 1.233 1.250 1,216 06/29/2020 3136G3X59 01222 Federal National Mtg Assn 08/23/2016 1,000,000.00 986,490.00 1,000,000.00 1.100 1.085 1.100 905 08/23/2019 Subtotal and Average 13,428,571.43 13, 000, 000.00 12, 907,440.00 13, 000,000.00 1.400 1.419 1,036 Federal Agency Bullet Securities 3133EDNDO 01196 Federal Farm Credit Bank 06/11/2014 1,000,000.00 1,002,240.00 1,000,000.00 1.200 1.179 1.195 316 01/11/2018 3133EEHU7 01202 Federal Farm Credit Bank 01/14/2015 1,000,000.00 1,002,400.00 1,000,000.00 1.410 1.391 1.410 684 01/14/2019 3133EGJ30 01225 Federal Farm Credit Bank 11/18/2016 1,000,000.00 989,140.00 1,000,000.00 1.100 1.085 1.100 992 11/18/2019 3130A4AJ1 01206 Federal Home Loan Bank 02/27/2015 1,000,000.00 1,000,730.00 1,000,000.00 1.140 1.124 1.140 363 02/27/2018 3130A5MH9 01211 Federal Home Loan Bank 06/26/2015 1,000,000.00 1,002,060.00 1,000,000.00 1.360 1.341 1.360 665 12/26/2018 3130A8ZV8 01223 Federal Home Loan Bank 08/23/2016 1,000,000.00 987,420.00 1,000,000.00 1.000 0.986 1.000 905 08/23/2019 3135G0P00 01194 Federal National Mtg Assn 11/26/2013 1,000,000.00 1,000,580.00 993,680.00 0.875 1.026 1.040 239 10/26/2017 Subtotal and Average 6,993,680.00 7,000,000.00 6,984,570.00 6,993,680.00 1.162 1.178 595 Total and Average 126,001,035.42 Run Date: 03/23/2017 - 10:41 126, 305, 915.15 126,168, 544.86 126,299,595.15 0.750 0.761 140 Portfolio TEME CP PM (PRF_PM2) 7.3.0 CUSIP City of Temecula, California Portfolio Management Portfolio Details - Cash February 28, 2017 Average Purchase Stated YTM YTM Days to Investment # Issuer Balance Date Par Value Market Value Book Value Rate 360 365 Maturity Page 5 Passbook/Checking Accounts 1453718479 WORKERS COMP BANK OF AMERICA MERRILL LYNC 07/01/2016 8,757.89 8,757.89 8,757.89 0.000 0.000 1 SYSPetty Cash Petty Cash City of Temecula 07/01/2016 3,061.00 3,061.00 3,061.00 0.000 0.000 1 SYSGen Ck Acct Gen Ck Acct Union Bank of California 2,405,485.50 2,405,485.50 2,405,485.50 0.000 0.000 1 SYSParking Ck PARKING CITA Union Bank of California 07/01/2016 7,080.00 7,080.00 7,080.00 0.000 0.000 1 Average Balance 0.00 1 Total Cash and Investments 126,001,035.42 Run Date: 03/23/2017 - 10:41 128 , 730, 299.54 128 , 592, 929.25 128,723,979.54 0.750 0.761 140 Portfolio TEME CP PM (PRF_PM2) 7.3.0 Cash and Investments Report CITY OF TEMECULA Through February 2017 Fund # Fund Name Beainnina Balance Receipts Disbursements Fund Total 001 GENERAL FUND 100 STATE GAS TAX FUND 120 DEVELOPMENT IMPACT FUND 125 PEG PUBLIC EDUCATION & GOVERNMENT 135 BUSINESS INCUBATOR RESOURCE 145 TEMECULA ENERGY EFFICIENCY ASSET TEAM 150 AB 2766 FUND 160 SUPPLEMENTAL LAW ENFORCEMENT SERVICES 161 LARRY ROBINSON REWARD 165 AFFORDABLE HOUSING 170 MEASURE A FUND 190 TEMECULA COMMUNITY SERVICES DISTRICT 192 TCSD SERVICE LEVEL "B" STREET LIGHTS 194 TCSD SERVICE LEVEL "D" REFUSE/RECYCLING 195 TCSD SERVICE LEVEL "R" STREET/ROAD MAINT 196 TCSD SERVICE LEVEL "L" LAKE PARK MAINT. 197 TEMECULA LIBRARY FUND 198 PUBLIC ART 210 CAPITAL IMPROVEMENT PROJECT FUND 273 CFD 03-1 CROWNE HILL IMPROVEMENT FUND 275 CFD 03-3 WOLF CREEK IMPROVEMENT FUND 277 CFD-RORIPAUGH 300 INSURANCE FUND 305 WORKERS COMPENSATION 310 VEHICLES AND EQUIPMENT FUND 320 INFORMATION TECHNOLOGY 325 TECHNOLOGY REPLACEMENT FUND 330 CENTRAL SERVICES 340 FACILITIES 375 SUMMER YOUTH EMPLOYMENT PROGRAM 380 SARDA DEBT SERVICE FUND 381 REDEVELOPMEN PROPERTY TAX TRUST 460 CFD 88-12 DEBT SERVICE FUND 472 CFD 01-2 HARVESTON A&B DEBT SERVICE 473 CFD 03-1 CROWNE HILL DEBT SERVICE FUND 474 AD 03-4 JOHN WARNER ROAD DEBT SERVICE 475 CFD 03-3 WOLF CREEK DEBT SERVICE FUND 476 CFD 03-6 HARVESTON 2 DEBT SERVICE FUND 477 CFD 03-02 RORIPAUGH DEBT SERVICE FUND 501 SERVICE LEVEL"C"ZONE 1 SADDLEWOOD 502 SERVICE LEVEL"C"ZONE 2 WINCHESTER CREEK 503 SERVICE LEVEL"C"ZONE 3 RANCHO HIGHLANDS 504 SERVICE LEVEL"C"ZONE 4 THE VINEYARDS 505 SERVICE LEVEL"C"ZONE 5 SIGNET SERIES 506 SERVICE LEVEL"C"ZONE 6 WOODCREST COUNTRY 507 SERVICE LEVEL"C"ZONE 7 RIDGEVIEW 508 SERVICE LEVEL"C"ZONE 8 VILLAGE GROVE 509 SERVICE LEVEL"C"ZONE 9 RANCHO SOLANA 510 SERVICE LEVEL"C"ZONE 10 MARTINIQUE 511 SERVICE LEVEL"C"ZONE 11 MEADOWVIEW 512 SERVICE LEVEL"C"ZONE 12 VINTAGE HILLS 513 SERVICE LEVEL"C"ZONE 13 PRESLEY DEVELOP 514 SERVICE LEVEL"C"ZONE 14 MORRISON HOMES 515 SERVICE LEVEL"C"ZONE 15 BARCLAY ESTATES 516 SERVICE LEVEL"C"ZONE 16 TRADEWINDS 517 SERVICE LEVEL"C"ZONE 17 MONTE VISTA 518 SERVICE LEVEL"C"ZONE 18 TEMEKU HILLS 519 SERVICE LEVEL"C"ZONE 19 CHANTEMAR 520 SERVICE LEVEL"C"ZONE 20 CROWNE HILL 521 SERVICE LEVEL"C"ZONE 21 VAIL RANCH 522 SERVICE LEVEL"C"ZONE 22 SUTTON PLACE 523 SERVICE LEVEL"C"ZONE 23 PHEASENT RUN 524 SERVICE LEVEL"C"ZONE 24 HARVESTON 525 SERVICE LEVEL"C"ZONE 25 SERENA HILLS 526 SERVICE LEVEL"C"ZONE 26 GALLERYTRADITION 527 SERVICE LEVEL"C"ZONE 27 AVONDALE 528 SERVICE LEVEL"C"ZONE 28 WOLF CREEK 529 SERVICE LEVEL"C"ZONE 29 GALLERY PORTRAIT 530 SERVICE LEVEL"C"ZONE 30 FUTURE ZONES $ 28,620,458.98 $ 9,604,717.26 $ 3,415,265.16 $ 34,809,911.08 141,534.27 - 0.56 141,533.71 6,462,641.47 288,075.90 26.54 6,750,690.83 80, 270.63 183, 505.53 1.04 263, 775.12 77,399.00 2,050.00 6,839.91 72,609.09 232,028.94 - 0.91 232,028.03 43,767.86 - 1,945.63 41,822.23 8,388.37 8,333.33 0.07 16,721.63 25,512.98 - 0.10 25,512.88 555,913.53 416.92 12,357.82 543,972.63 5,256,338.17 270,152.92 18,203.65 5,508,287.44 1,529,454.66 226,263.05 441,070.80 1,314,646.91 249,204.76 - 74,063.37 175,141.39 4,309,070.86 - 3,756,114.65 552,956.21 25,569.94 - 2,010.09 23,559.85 349,157.02 2,359.40 8,409.24 343,107.18 254,639.75 10,152.38 20,997.50 243,794.63 52,190.13 2,256.31 0.21 54, 446.23 14, 294, 865.63 30, 019.29 130, 262.20 14,194, 622.72 973,574.06 370.65 - 973,944.71 301,195.92 114.67 - 301,310.59 11,626,950.90 1.04 5,130.53 11,621,821.41 333,471.43 - 18,236.83 315,234.60 643,108.79 - 2,415.02 640,693.77 1,553,571.77 - 6.11 1,553,565.66 441,141.41 - 128,332.42 312,808.99 377,160.03 - 1.48 377,158.55 460, 691.25 32.10 16,166.01 444, 557.34 619, 818.41 4,077.31 84, 746.63 539,149.09 8,653.39 - - 8,653.39 16,706,682.24 1,919,057.42 1,916,544.64 16,709,195.02 2,824,805.37 - 1,912,148.04 912,657.33 89,677.37 - 0.35 89,677.02 15,114,906.83 560,372.97 547,645.80 15,127,634.00 1,494,330.79 491,557.09 478,168.77 1,507,719.11 91,040.78 41,756.18 42,060.00 90,736.96 2,939,416.54 982,688.45 970,865.32 2,951,239.67 516, 444.44 163, 226.95 158, 251.99 521, 419.40 6,909,111.57 1,886,471.72 1,901,746.48 6,893,836.81 16, 339.48 195.75 2,441.73 14, 093.50 76,115.21 49.62 1,725.73 74, 439.10 23,369.33 962.22 1,834.56 22,496.99 3,422.56 25.99 378.97 3,069.58 17,779.23 4,643.15 1,932.37 20,490.01 25,478.31 - 925.92 24,552.39 7,268.29 50.95 1,130.59 6,188.65 70,884.88 992.69 6,919.16 64,958.41 23,497.74 - 143.63 23,354.11 9,945.83 136.30 455.95 9,626.18 1,876.78 203.00 107.09 1,972.69 70,599.08 1,420.09 4,175.44 67,843.73 17, 306.37 104.66 1,761.78 15, 649.25 7,052.87 1,980.00 786.94 8,245.93 4,096.19 - 610.71 3,485.48 38, 474.61 98.88 1,072.86 37, 500.63 986.68 - 136.81 849.87 44,373.15 928.40 5,072.89 40,228.66 87,167.72 125.44 4,884.70 82,408.46 157,547.06 2,551.10 6,861.15 153,237.01 171, 368.47 959.15 10, 718.73 161, 608.89 2,127.05 - 234.87 1,892.18 13,890.93 22.90 349.05 13,564.78 77,034.79 2,074.00 6,216.74 72,892.05 44,802.22 229.00 1,921.68 43,109.54 865.34 0.01 116.59 748.76 6,144.15 532.00 380.55 6,295.60 388,257.36 1,638.98 9,654.24 380,242.10 1,845.37 0.03 160.85 1,684.55 34,047.09 - 0.13 34,046.96 Grand Total: $ 128,038,124.38 $ 16,697,953.15 $16,143,148.28 $ 128,592,929.25 Journal Entries completed after Januarys Treasurer's Report was issued are reflected in the Receipts / Disbursements columns. Item No. 5 Approvals City Attorney Finance Director City Manager Por - CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Jeff Kubel, Chief of Police DATE: April 11, 2017 SUBJECT: Approve a Five -Year Agreement to Begin in Fiscal Year 2017-18 with the California Department of Justice for Fingerprinting Services PREPARED BY: Jeff Kubel, Chief of Police Mary Vollmuth, Purchasing Manager RECOMMENDATION: That the City Council approve a five-year Agreement to begin in Fiscal Year 2017-18 with the California Department of Justice, in the amount of $75,000 annually, for a total term amount of $375,000 for fingerprinting services. BACKGROUND: The Temecula Police Department conducts LiveScan fingerprinting for the City Human Resources and Community Services Departments in order to perform background checks on all new employees, volunteers and contract instructors. The current agreement expires on June 30, 2017 and requires renewal for continued services with the California Department of Justice (DOJ). In addition to providing information to internal departments, the Police Department conducts background checks as part of the certification of massage therapist establishments and offers LiveScan fingerprinting services at the Promenade Mall Police Storefront office as a service to the community. Applicants pay the DOJ fingerprinting fee to the Temecula Police Department, along with a $10 service fee which offsets administrative costs. In turn, Temecula Police pays the DOJ directly for data services. Over the last five years approximately $357,755 was collected in fingerprinting fees. FISCAL IMPACT: Adequate funds will be included in the Fiscal Year 2017-18 Police, Community Services, and Human Resources department Operating Budgets. For the remaining years of the Agreement, funds will be adequately appropriated within each designated department budget for DOJ fingerprinting services. The cost of fingerprinting services provided to the community is offset by fee revenue received. ATTACHMENTS: California Department of Justice Agreement STATE OF CALIFORNIA STANDARD AGREEMENT STD 213 (Rev 06/03) AGREEMENT NUMBER 18-01 REGISTRATION NUMBER 1. This Agreement is entered into between the State Agency and the Business/Entity named below: BUSINESS/ENTITY NAME CITY OF TEMECULA CONTRACTOR'S NAME DEPARTMENT OF JUSTICE (DOJ) 2. The term of this Agreement is: July 1, 2017 through June 30, 2022 3. The maximum amount $375,000.00 of this Agreement is: THREE HUNDRED SEVENTY FIVE THOUSAND DOLLARS AND ZERO CENTS 4. The parties agree to comply with the terms and conditions of the following exhibits, which are by this reference made a part of the Agreement. Exhibit A — Scope of Work Exhibit B — Invoicing and Payment Provisions Exhibit C* — General Terms and Conditions 2 page(s) 2 page(s) page(s) Check mark one item below as Exhibit D: ❑ Exhibit - D Special Terms and Conditions (Attached hereto as part of this agreement) page(s) El Exhibit - D Special Terms and Conditions Exhibit E — Additional Provisions page(s) Items shown with an Asterisk (*), are hereby incorporated by reference and made part of this agreement as if attached hereto. These documents can be viewed at www.ols.dgs.ca.gov/Standard+Language IN WITNESS WHEREOF, this Agreement has been executed by the parties hereto. CONTRACTOR CONTRACTOR'S NAME (if other than an individual, state whether a corporation, partnership, etc.) DEPARTMENT OF JUSTICE (DOJ) BY (Authorized Signature) DATE SIGNED(Do not type) PRINTED NAME AND TITLE OF PERSON SIGNING DAVID HARPER, ASST. DIRECTOR, DIVISION OF ADMINISTRATIVE SUPPORT ADDRESS 1300 I STREET, ROOM 810 SACRAMENTO, CA 95814 BUSINESS/ENTITY BUSINESS/ENTITY NAME CITY OF TEMECULA BY (Authorized Signature) DATE SIGNED(Do not type) PRINTED NAME AND TITLE OF PERSON SIGNING MARYANN EDWARDS, MAYOR ADDRESS 41000 MAIN STREET, TEMECULA CA 92590 California Department of Justice Use Only (OP' City of Temecula / DOJ Agreement Number 18-01 EXHIBIT A SCOPE OF WORK Billing Number 142756 Exhibit A Page 1 of 2 The City of Temecula, hereinafter referred to as City_and the Department of Justice, hereinafter referred to as DOJ, hereby enter into this agreement for the purpose of submitting fingerprint images and related information electronically and having the DOJ provide the City with DOJ and FBI Criminal Offender Record Information (CORI). 1. DOJ Responsibilities: A. The DOJ is responsible to receive and process the City CORI requests via electronic submissions. The DOJ shall provide the City with the following information when the DOJ receives and processes CORI requests submitted by the City, for the City: X DOJ CORI or a no record response and (if authorized) subsequent arrest notifications X FBI CORI or a no record response for initial submissions (as applicable) Child Abuse Central Index (CACI — as applicable) Peace Officer Carry Concealed Weapon (CCW — as applicable) Other — Custodian of Records (as applicable) B. The DOJ is responsible to receive and process CORI requests submitted by City on behalf of an applicant and/or an applicant agency. The DOJ shall provide the applicant and/or the applicant agency with the CORI requested and submitted through City. 2. The City Responsibilities: A. The City will request CORI electronically. The City is statutorily authorized to request and receive CORI under ORI Number A0987. Accordingly, the DOJ will deal exclusively with the City for all issues associated with these responses. B. The City agrees to maintain the confidentiality of all information submitted to the DOJ and of all DOJ and FBI no record responses or CORI received from the DOJ. The City, any official or employee of the City, shall not divulge any State or Federal level CORI information provided by the DOJ, except upon written authorization of the DOJ. C. The City, if operating a live scan device, will also be responsible for payment if their live scan operator fails to input a billing/customer account number or inputs an incorrect billing/customer account number and/or applicant agency information, and the DOJ cannot determine which agency should be billed for the transaction. City of Temecula / DOJ Agreement Number 18-01 3. The contact representatives during the term of this agreement will be: Program Inquiries: Requesting Agency: City of Temecula Finance Department Name: Jennifer Hennessy Finance Director Address: 41000 Main Street Temecula, CA 92590 Phone: 951-694-6430 FAX: 951-694-6479 E -Mail: jennifer.hennessy@TemeculaCA.gov Contract inquiries: Requesting Agency: City of Temecula Finance Department Name: Mary Vollmuth Address: 41000 Main Street Temecula, CA 92590 Phone: 951-693-3932 FAX: 951-694-6479 E -Mail: mary.vollmuth@TemeculaCA.gov Billing Number 142756 Exhibit A Page 2 of 2 Providing Agency: DEPARTMENT OF JUSTICE (DOJ) BCIA — Applicant Program Name: Address: Phone: FAX: E -Mail: Amber Lozano c/o Yvonne F.R. Munoz 4949 Broadway, Rm. C217 Sacramento, CA 95820 (916) 210-5336 (916) 227-1149 yvonne.munoz@doj.ca.gov Providing Agency: DEPARTMENT OF JUSTICE (DOJ) CJIS/OSP — Electronic Billing Unit Name: Yvonne F.R. Munoz Address: 4949 Broadway, Rm. C217 Sacramento, CA 95820 Phone: (916) 210-5336 FAX: (916) 227-1149 E -Mail: yvonne.munoz@doj.ca.gov 4. Either party reserves the right to terminate this agreement without cause upon thirty (30) days written notice to the other party. No amendment or variation of the terms of this agreement shall be valid unless made in writing, signed by both parties, and approved as required. An oral understanding or agreement that is not incorporated into this agreement is not binding on either of the parties. 5. This agreement shall be subject to the examination and audit of the California State Auditor for a period of three years after final payment under this agreement (Government Code Section 8546.7). This agreement shall be governed by the laws of the State of California and shall be interpreted according to California law. City of Temecula / DOJ Agreement Number 18-01 EXHIBIT B Invoicing and Payment Provisions Invoicing Billing Number 142756 Exhibit B Page 1 of 2 Under the provisions of Penal Code section 11105, the DOJ is authorized to charge agencies requesting CORI a fee sufficient to cover the cost of processing. It is understood that CORI requests will be processed by the DOJ at the rates established by State and Federal agencies. These rates are subject to change with 30 days written notice. Current CORI costs and related fees: State Level Response $32 X CORI submissions specific to the City, as delineated in paragraph 1. A. of Exhibit A, are indicated here with an X. Federal Level Response $17 X Federal Level Response (Volunteer) $15 X California Child Abuse Index (CACI) $15 Trustline CACI $15 Adoption CACI $15 Peace Officer Carry Concealed Weapon (CCW) $19 Employment CCW $22 Private Patrol/Security Guard CCW $38 Standard CCW $44 Judge CCW $66 Reserve/Custodial Peace Officer CCW $88 Fingerprint Roller Certification $25 DOJ Fingerprint Rolling Fee $10 Record Review $25 DSS Fee $10 CS DSS Fee $20 Custodian of Records $62 City of Temecula / DOJ Agreement Number 18-01 Billing Number 142756 Exhibit B Page 2 of 2 The City agrees to compensate the DOJ for services rendered upon receipt of the DOJ invoice. All invoices will state the services provided, the time period covered, the contract number, and the billing/customer account number, 142756, with a tear -off bottom that must be returned with payment. The City is responsible for the use of its billing/customer account number. All costs associated to the billing/customer account number will be the responsibility of the City, and reflected on the DOJ invoice. The total amount payable for each invoice shall not exceed the sum of the costs for each CORI request submitted for the period covered by the invoice excluding corrections, other changes, or amounts overdue. The DOJ will mail invoices to the following address: City of Temecula ATTN:Accounts Payable 41000 Main Street Temecula, CA 92590 Budget Contingency Clause It is mutually agreed that if the Budget Act of the current year and/or any subsequent years covered under this agreement does not appropriate sufficient funds for the program, this agreement shall be of no further force and effect. In this event, the business/entity shall have no liability to pay any funds whatsoever to the DOJ or to furnish any other considerations under this agreement and the DOJ shall not be obligated to perform any provisions of this agreement. If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of this program, the business/entity shall have the option to either cancel this agreement with no liability occurring to the business/entity, or offer an agreement amendment to the DOJ to reflect the reduced amount. Prompt Payment Clause This is an agreement to pay the processing fees associated to the transmission of electronic criminal offender record information requests, including fees incurred by duplicate transmissions or other errors on the part of the City or its representative(s). The City agrees to compensate the DOJ monthly, in arrears, upon receipt of an invoice, computed in accordance with the State Administrative Manual Section 8752 and 8752.1. Nothing herein contained shall preclude advance payments pursuant to Article I, Chapter 3, Part 1, Division 3, Title 2, of the Government Code. Item No. 6 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Kevin Hawkins, Director of Community Services DATE: April 11, 2017 SUBJECT: Approve the Sponsorship Agreement with Inland Valley Business Community Foundation for the 2017 Temecula Fashion Week (At the Request of the Economic Development Committee Mayor Edwards and Council Member Comerchero) PREPARED BY: Dawn Adamiak, Community Services Manager RECOMMENDATION: That the City Council approve the Sponsorship Agreement with Inland Valley Business Community Foundation for city -support costs, in the amount of $3,500 and in-kind promotional services of $11,415, for the 2017 Temecula Fashion Week. BACKGROUND: Staff received a sponsorship request from Inland Valley Business Community Foundation (IVBCF) to provide support for the 2017 Temecula Fashion Week to be held on May 19-21, 2017. The Economic Development Committee of the City Council (Then Mayor Pro -Tem Edwards and Council Member Comerchero) met on March 22, 2016, to review the budget on this special event and recommended continued support at the levels indicated in this staff report. Temecula Fashion Week will serve as a fundraiser with the Inland Valley Business Community Foundation, a local non-profit organization that provides a platform for local business owners to engage, promote and support the development of each other's businesses while fostering goodwill in the local community. IVBCF is a cooperative of local businesses designed to educate and enhance the operations of small business owners, helping to provide a strategic plan of direction and build businesses on positive foundations. Temecula Fashion Week includes a Community Fashion Show on May 19th, a Designer Fashion Show on May 20th, and live entertainment and an Awards Celebration on May 21st FISCAL IMPACT: The City -support costs of $3,500 and in-kind promotional services valued at $11,415 are included in the Fiscal Year 2016-17 Annual Operating Budgets of the various departments. ATTACHMENTS: Agreement SPONSORSHIP AGREEMENT BETWEEN CITY OF TEMECULA AND INLAND VALLEY BUSINESS COMMUNITY FOUNDATION THIS AGREEMENT is made and effective as of this 11th day of April, 2017, by and between the City of Temecula , a municipal corporation (hereinafter referred to as "City"), and Inland Valley Business Community Foundation, a California nonprofit corporation (hereinafter referred to as the "Nonprofit"). In consideration of the mutual covenants, conditions and undertakings set forth herein, the parties agree as follows: 1. RECITALS This Agreement is made with respect to the following facts and purposes which each of the parties acknowledge and agree are true and correct: a. The Nonprofit shall operate Fashion Week Temecula (hereinafter referred to as the "Event") on May 19-21, 2017. The Event is a special event which is located in Old Town Temecula. b. The Event includes a Community Fashion Show on May 19th, a Designer Fashion Show on May 201h, and live entertainment and an Awards Celebration on May 21St c. Alcohol will be served. d. The City desires to be a Co -Sponsor of the Event. e. The Event will serve as a fundraiser with Inland Valley Business Community Foundation (IVBCF), a local non-profit organization that provides a platform for local business owners to engage, promote, and support the development of each others' businesses while fostering goodwill in the local community. IVBCF is a cooperative of local businesses designed to educate and enhance the operations of small business owners, helping to provide a strategic plan of direction and build businesses on positive foundations. 2. TERM This Agreement shall commence on April 11, 2017, and shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30, 2017, unless sooner terminated pursuant to the provisions of this Agreement. 3. CONSIDERATION a. In exchange for providing the Nonprofit with in-kind city -support services valued at an amount not to exceed Three Thousand Five Hundred Dollars and No Cents ($3,500.00) and in-kind promotional services valued at an amount not to exceed Eleven Thousand Four Hundred Fifteen Dollars and No Cents ($11,415.00), as listed in Exhibit B, the City of Temecula shall be designated as a Co -Sponsor of the Event. As a Co -Sponsor the City shall receive sponsor benefits as listed in Exhibit A. 4. WRITTEN REPORT Within ninety (90) days after the conclusion of the Event, the Nonprofit shall prepare and submit to the Assistant City Manager a written report evaluating the Event, its attendance, media coverage, and description of the materials in which the City has listed as a Co -Sponsor. The report shall also include samples of media, press clippings, flyers, pamphlets, etc., in a presentation notebook format. In addition, complete financial statements including a balance sheet, income statement and budget to actual comparison report of the Event must be included in such a written report. 5. PERMITS The Nonprofit shall file an application for a Special Event Permit with the City no later than thirty (30) days prior to the first day of the Event. The City retains its governmental jurisdiction to determine whether to issue the permits and the nature and scope of Conditions of Approval. The Nonprofit shall comply with all conditions of approval for the Special Event Permit, or any other City -issued permits. Failure to comply with the Conditions of Approval of such permits shall constitute a default of this Agreement and is grounds for termination of this Agreement. 6. MEETING ATTENDANCE The Nonprofit shall attend all City pre -event planning meetings and event recap meetings if warranted. 7. INDEMNIFICATION The Nonprofit shall indemnify, protect, defend and hold harmless the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its elected officials, officers, employees, volunteers, and representatives from any and all suits, claims, demands, losses, defense costs or expenses, actions, liability or damages of whatsoever kind and nature which the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, agents and employees may sustain or incur or which may be imposed upon them for injury to or death of persons, or damage to property arising out of the Nonprofit's negligent or wrongful acts or omissions arising out of or in any way related to the performance or non-performance of this Agreement. 8. INSURANCE The Nonprofit shall secure and maintain from a State of California admitted insurance company, pay for and maintain in full force and effect for the duration of this Agreement an insurance policy of comprehensive general liability against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the work hereunder by May 1, 2017, its agents, representatives, or employees. a. Minimum Scope of Insurance. Coverage shall be at least as broad as: 1) Insurance Services Office Commercial General Liability form No. CG 00 01 11 85 or 88. 2) Insurance Services Office Business Auto Coverage form CA 00 01 06 92 covering Automobile Liability, code 1 (any auto). If the Recipient owns no automobiles, a non -owned auto endorsement to the General Liability policy described above is acceptable. 3) Worker's Compensation insurance as required by the State of California and Employer's Liability Insurance. If the Recipient has no employees while performing under this Agreement, worker's compensation insurance is not required, but Consultant shall execute a declaration that it has no employees. 4) Liquor Liability for bodily injury, personal injury and property damages. b. Minimum Limits of Insurance. Consultant shall maintain limits no less than: 1) General Liability: Two million ($2,000,000) per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 2) Automobile Liability: One million ($1,000,000) per accident for bodily injury and property damage. 3) Worker's Compensation as required by the State of California; Employer's Liability: One million dollars ($1,000,000) per accident for bodily injury or disease. 4) Liquor Liability: One million dollars ($1,000,000) combined single limit per occurrence for bodily injury, personal injury and property damage. c. Deductibles and Self -Insured Retentions. Any deductibles or self-insured retentions shall not exceed Twenty Five Thousand Dollars and No Cents ($25,000). d. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1) The City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees and volunteers are to be covered as insured's, as respects: liability arising out of activities performed by or on behalf of the NonProfit; products and completed operations of the Recipient; premises owned, occupied or used by the Nonprofit; or automobiles owned, leased, hired or borrowed by the Nonprofit. The coverage shall contain no special limitations on the scope of protection afforded to the City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees or volunteers. 2) For any claims related to this project, the Nonprofit's insurance coverage shall be primary insurance as respects the City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees and volunteers. Any insurance or self-insured maintained by the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, officials, employees or volunteers shall be excess of the Consultant's insurance and shall not contribute with it. 3) Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees or volunteers. 4) The Nonprofit's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 5) Each insurance policy required by this agreement shall be endorsed to state: should the policy be canceled before the expiration date the issuing insurer will endeavor to mail thirty (30) days prior written notice to the City. 6) If insurance coverage is canceled or, reduced in coverage or in limits the Nonprofit shall within two (2) business days of notice from insurer phone, fax, and/or notify the City via certified mail, return receipt requested of the changes to or cancellation of the policy. e. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of A -:VII or better, unless otherwise acceptable to the City. Self insurance shall not be considered to comply with these insurance requirements. f. Verification of Coverage. Nonproft shall furnish the City with original endorsements effecting coverage required by this clause. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. The endorsements are to be on forms provided by the City. All endorsements are to be received and approved by the City before work commences. As an alternative to the City's forms, the Nonprofit's insurer may provide complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications. 9. GOVERNING LAW The City and the Nonprofit understand and agree that the laws of the State of California shall govern the rights, obligations, duties and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with geographic jurisdiction over the City of Temecula. In the event such litigation is filed by one party against the other to enforce its rights under this Agreement, the prevailing party, as determined by the Court's judgment, shall be entitled to reasonable attorney fees and litigation expenses for the relief granted. 10. LEGAL RESPONSIBILITIES The Nonprofit shall keep itself informed of all local, State and Federal ordinances, laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Nonprofit shall at all times observe and comply with all such ordinances, laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Nonprofit to comply with this section. 11. ASSIGNMENT The Nonprofit shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. 12. NOTICES Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, that provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by Notice: Mailing Address: To Recipient: City of Temecula Attn: City Manager 41000 Main Street Temecula, CA 92590 Inland Valley Business Community Foundation Attn: Marie Waite 40335 Winchester Road Ste E503 Temecula, CA 92591 15. INDEPENDENT CONTRACTOR a. The Nonprofit shall at all times remain as to the City a wholly independent contractor. The personnel performing the services under this Agreement on behalf of the Nonprofit shall at all times be under the Nonprofit's exclusive direction and control. Neither City nor any of its officers, employees, agents, or volunteers shall have control over the conduct of Recipient or any of the Nonprofit's officers, employees, or agents except as set forth in this Agreement. The Nonprofit shall not at any time or in any manner represent that it or any of its officers, employees or agents are in any manner officers, employees or agents of the City. The Nonprofit shall not incur or have the power to incur any debt, obligation or liability whatever against City, or bind City in any manner. No employee benefits shall be available to the Nonprofit in connection with the performance of this Agreement. Except for the fees paid to the Nonprofit as provided in the Agreement, City shall not pay salaries, wages, or other compensation to the Nonprofit for performing services hereunder for City. City shall not be liable for compensation or indemnification to the Nonprofit for injury or sickness arising out of performing services hereunder. 16. ENTIRE AGREEMENT This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. 17. AUTHORITY TO EXECUTE THIS AGREEMENT The person or persons executing this Agreement on behalf of the Nonprofit warrants and represents that he or she has the authority to execute this Agreement on behalf of the Nonprofit and has the authority to bind the Nonprofit to the performance of its obligations hereunder. The City Manager is authorized to enter into an amendment on behalf of the City to make the following non -substantive modifications to the agreement: (a) name changes; (b) extension of time; (c) non -monetary changes in scope of work; (d) agreement termination. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF TEMECULA INLAND VALLEY BUSINESS COMMUNITY FOUNDATION (Two Signatures of corporate officers required unless corporate documents authorize only one person to sign the agreement on behalf of the corporation.) By: By: Maryann Edwards, Mayor Steve Matley, President and Board Member ATTEST: By: By: Randi Johl, City Clerk Marie Waite, Founder and Board Member APPROVED AS TO FORM: By: Peter M. Thorson, City Attorney NONPROFIT Inland Valley Business Community Foundation Attn: Marie Waite 40335 Winchester Road Ste E503 Temecula, CA 92591 951-378-5316 mariewaite@ivbcf.com PM Initials:*'4' Date: t- EXHIBIT "A" CITY OF TEMECULA SPONSORSHIP BENEFITS CO-SPONSOR Inland Valley Business Community Foundation shall provide the following benefits and services for the citizens of the City of Temecula: • City of Temecula logo/name on advertisements • City of Temecula name on all press releases • City of Temecula logo/name on event poster • City of Temecula logo/name on event flyers • City of Temecula logo/name on event t -shirt, if applicable EXHIBIT "B" IN-KIND SERVICES ESTIMATED VALUE OF CITY SUPPORT SERVICES AND COSTS Based on the input from City departments we received estimated cost projections for Fashion Week Temecula event. The following support services expenses can be anticipated for the event: Public Works: Community Services: TOTAL: $ 500.00 $ 3,000.00 $ 3,500.00 ESTIMATED VALUE OF PROMOTIONAL SERVICES PROVIDED BY THE CITY OF TEMECULA The estimated value for in-kind promotional assistance provided by The City of Temecula for Fashion Week Temecula is as follows: Item Value Auto Mall Marque Appears approximately once every 4'/ minutes Cable Channel Event slide appears approximately once per hour for 30 seconds City Website Event listing on the City of Temecula's event calendar Promotional Poster 42X66 poster located in the concourse at the Civic Center $ 3,115.00 $ 5,100.00 $ 2,200.00 $ 1,000.00 TOTAL VALUE: $ 11,415.00 Item No. 7 Approvals City Attorney Finance Director City Manager alA CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Kevin Hawkins, Director of Community Services DATE: April 11, 2017 SUBJECT: Approve an Agreement with HARC, Inc. for Facilitation and Consultant Services to Support the Regional Cancer Treatment Task Force PREPARED BY: Erica Russo, Senior Management Analyst RECOMMENDATION: That the City Council approve an Agreement with HARC, Inc., in the amount of $77,500, for facilitation and consultant services to support the Regional Cancer Treatment Task Force. BACKGROUND: The City initiated the Regional Cancer Treatment Task Force at the request of then -Mayor Naggar on November 3, 2016 to assess the state of cancer -related services and treatment options in Southwest Riverside County and to develop a plan that promotes existing cancer care services and attracts additional services and resources that may be needed within Southwest Riverside County. The objective of the Task Force is to reduce the need for the region's cancer patients to travel outside of the region for critical cancer treatment and wraparound services. The ultimate mission of the Task Force is to ease the burden of those suffering from cancer in our region by promoting comprehensive treatment options, resources, and support services closer to home. The Task Force currently comprises representatives from the County of Riverside, the Cities of Temecula, Lake Elsinore, Murrieta, Menifee, Wildomar, and Canyon Lake, as well as medical facilities, organizations, and nonprofits including Temecula Valley Hospital, Loma Linda University Medical Center Murrieta, Michelle's Place, American Cancer Society, Inland Empire Health Plan (IEHP), Riverside University Health System - Public Health, UC Riverside School of Medicine, UC San Diego Health, Scripps Health, Sharp Healthcare, and numerous medical professionals. At its meeting on January 19, 2017, the Task Force agreed to conduct two Requests for Proposals (RFPs) to select: 1. A consultant to conduct a comprehensive Community Needs Assessment; 2. A facilitator to guide the Task Force through the initial phase of its mission, scheduled to conclude in December 2017. The Task Force appointed an Advisory Committee to evaluate the results of the RFP. The Advisory Committee selected HARC (Health Assessment and Research for Communities), Inc. for both roles, for the following reasons: 1. HARC was the only proponent to submit complete, detailed proposals for both roles, and has the expertise and availability to complete both to the expectations of the Task Force; 2. HARC had the most competitive total pricing, is able to leverage economies of scale by performing both roles, is willing to work within the constraints of existing pledges, and understands the contingent and fluid nature of the Task Force's funding; 3. HARC has demonstrated experience in and knowledge of the region. Pending approval of this agreement, HARC will be available to begin work at the next Task Force meeting on April 20, 2017. FISCAL IMPACT: The total cost of the combined contract is $77,500, which reflects a combined contract amount of $81,700 less a $4,200 negotiated reduction. This will be paid through a joint agreement between the following agencies: 1. City of Temecula will allocate $20,000 of its WRCOG BEYOND Round II funding 2. Lake Elsinore will allocate $10,000 of its WRCOG BEYOND Round II funding 3. County of Riverside will allocate $20,000 of its WRCOG BEYOND Round I funding 4. City of Menifee will submit an application for a WRCOG Health competitive grant in the amount of $7,500 5. IEHP has pledged $20,000 toward this effort The City of Temecula will administer funding and coordinate payments with the pledging agencies. In the event that the City of Menifee does not receive the competitive grant, HARC will scale its activities accordingly to meet the existing funding. Conversely, if additional pledges are received, the Task Force may elect to expand the scope of work accordingly. There will be no General Fund impact. ATTACHMENTS: Agreement AGREEMENT FOR CONSULTANT SERVICES BETWEEN CITY OF TEMECULA AND HARC, INC. REGIONAL CANCER TREATMENT TASK FORCE COMMUNITY NEEDS ASSESSMENT AND REGIONAL CANCER TREATMENT TASK FORCE FACILITATOR THIS AGREEMENT is made and effective as of April 11, 2017, between the City of Temecula, a municipal corporation (hereinafter referred to as "City"), and HARC, Inc. a Corporation, (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1. TERM This Agreement shall commence on April 11, 2017, and shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30, 2018, unless sooner terminated pursuant to the provisions of this Agreement. The City may, upon mutual agreement, extend the contract for one (1) additional one (1) year term. In no event shall the contract be extended beyond June 30, 2019. 2. SERVICES Consultant shall perform the services and tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Consultant shall complete the tasks according to the schedule of performance which is also set forth in Exhibit A. 3. PERFORMANCE Consultant shall at all times faithfully, competently and to the best of his or her ability, experience, and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement. 4. PAYMENT a. The City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit B, Payment Rates and Schedule, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. Any terms in Exhibit B, other than the payment rates and schedule of payment, are null and void. This amount shall not exceed Seventy Seven Thousand Five Hundred Dollars and No Cents ($77,500.00) for the total term of this agreement unless additional payment is approved as provided in this Agreement. b. Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager . Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City's written authorization is given to Consultant for the performance of said services. c. Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted between the first and fifteenth business day of each month, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non -disputed fees. If the City disputes any of Consultant's fees, it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. For all reimbursements authorized by this Agreement, Consultant shall provide receipts on all reimbursable expenses in excess of Fifty Dollars ($50) in such form as approved by the Director of Finance. 5. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE a. The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement. b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City, pursuant to Section entitled "PAYMENT" herein. 6. DEFAULT OF CONSULTANT a. The Consultant's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant's control, and without fault or negligence of the Consultant, it shall not be considered a default. b. If the City Manager or his delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, it shall serve the Consultant with written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement. 7. OWNERSHIP OF DOCUMENTS a. Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records, shall give City the right to examine and audit said books and records, shall permit City to make transcripts there from as necessary, and shall allow inspection of all work, data, documents, proceedings and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. b. Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files containing data generated for the work, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused or otherwise disposed of by the City without the permission of the Consultant. With respect to computer files containing data generated for the work, Consultant shall make available to the City, upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring and printing computer files. 8. INDEMNIFICATION The Consultant agrees to defend, indemnify, protect and hold harmless the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, officials, employees and volunteers from and against any and all claims, demands, losses, defense costs or expenses, including attorney fees and expert witness fees, or liability of any kind or nature which the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, agents, employees or volunteers may sustain or incur or which may be imposed upon them for injury to or death of persons, or damage to property arising out of Consultant's negligent or wrongful acts or omissions arising out of or in any way related to the performance or non-performance of this Agreement, excepting only liability arising out of the negligence of the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency. 9. INSURANCE REQUIREMENTS Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, or employees. a. broad as: 00 01 11 85 or 88. Minimum Scope of Insurance. Coverage shall be at least as 1) Insurance Services Office Commercial General Liability form No. CG 2) Insurance Services Office Business Auto Coverage form CA 00 01 06 92 covering Automobile Liability, code 1 (any auto). If the Consultant owns no automobiles, a non -owned auto endorsement to the General Liability policy described above is acceptable. 3) Worker's Compensation insurance as required by the State of California and Employer's Liability Insurance. If the Consultant has no employees while performing under this Agreement, worker's compensation insurance is not required, but Consultant shall execute a declaration that it has no employees. b. Minimum Limits of Insurance. Consultant shall maintain limits no less than: 1) General Liability: One Million Dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 2) Automobile Liability: One Million Dollars ($1,000,000) per accident for bodily injury and property damage. 3) Worker's Compensation as required by the State of California; Employer's Liability: One Million Dollars ($1,000,000) per accident for bodily injury or disease. c. Deductibles and Self -Insured Retentions. Any deductibles or self-insured retentions shall not exceed Twenty Five Thousand Dollars and No Cents ($25,000). d. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1) The City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees and volunteers are to be covered as insured's, as respects: liability arising out of activities performed by or on behalf of the Consultant; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; or automobiles owned, leased, hired or borrowed by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees or volunteers. 2) For any claims related to this project, the Consultant's insurance coverage shall be primary insurance as respects the City of Temecula, the Temecula Community Services District, the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees and volunteers. Any insurance or self-insured maintained by the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, officials, employees or volunteers shall be excess of the Consultant's insurance and shall not contribute with it. 3) Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City of Temecula, the Temecula Community Services District, and the Successor Agency to the Successor Agency to the Temecula Redevelopment Agency, their officers, officials, employees or volunteers. 4) The Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 5) Each insurance policy required by this agreement shall be endorsed to state in substantial conformance to the following: If the policy will be canceled before the expiration date the insurer will notify in writing to the City of such cancellation not less than thirty (30) days' prior to the cancellation effective date. 6) If insurance coverage is canceled or, reduced in coverage or in limits the Consultant shall within two (2) business days of notice from insurer phone, fax, and/or notify the City via certified mail, return receipt requested of the changes to or cancellation of the policy. e. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of A -:VII or better, unless otherwise acceptable to the City. Self-insurance shall not be considered to comply with these insurance requirements. f. Verification of Coverage. Consultant shall furnish the City with original endorsements effecting coverage required by this clause. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. The endorsements are to be on forms provided by the City. All endorsements are to be received and approved by the City before work commences. As an alternative to the City's forms, the Consultant's insurer may provide complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications. 10. INDEPENDENT CONTRACTOR a. Consultant is and shall at all times remain as to the City a wholly independent contractor. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, agents, or volunteers shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees or agents are in any manner officers, employees or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation or liability whatever against City, or bind City in any manner. b. No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. 11. LEGAL RESPONSIBILITIES The Consultant shall keep itself informed of all local, State and Federal ordinances, laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such ordinances, laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this section. 12. RELEASE OF INFORMATION a. All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents or subcontractors, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena. b. Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed there under or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. 13. NOTICES Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, that provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by Notice. Notice shall be effective upon delivery to the addresses specified below or on the third business day following deposit with the document delivery service or United States Mail as provided above. Mailing Address: To Consultant: 14. ASSIGNMENT City of Temecula Attn: City Manager 41000 Main Street Temecula, CA 92590 HARC, INC. Attn: Jenna LeComte-Hinely, CEO 75080 Frank Sinatra Drive, Suite A221 Palm Desert, CA 92211 The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. Upon termination of this Agreement, Consultant's sole compensation shall be payment for actual services performed up to, and including, the date of termination or as may be otherwise agreed to in writing between the City Council and the Consultant. 15. LICENSES At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement. 16. GOVERNING LAW The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with geographic jurisdiction over the City of Temecula. In the event such litigation is filed by one party against the other to enforce its rights under this Agreement, the prevailing party, as determined by the Court's judgment, shall be entitled to reasonable attorney fees and litigation expenses for the relief granted. 17. PROHIBITED INTEREST No officer, or employee of the City of Temecula that has participated in the development of this agreement or its approval shall have any financial interest, direct or indirect, in this Agreement, the proceeds thereof, the Consultant, or Consultant's sub -contractors for this project, during his/her tenure or for one year thereafter. The Consultant hereby warrants and represents to the City that no officer or employee of the City of Temecula that has participated in the development of this agreement or its approval has any interest, whether contractual, non - contractual, financial or otherwise, in this transaction, the proceeds thereof, or in the business of the Consultant or Consultant's sub -contractors on this project. Consultant further agrees to notify the City in the event any such interest is discovered whether or not such interest is prohibited by law or this Agreement. 18. ENTIRE AGREEMENT This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. 19. AUTHORITY TO EXECUTE THIS AGREEMENT The person or persons executing this Agreement on behalf of Consultant warrants and represents that he or she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder. The City Manager is authorized to enter into an amendment on behalf of the City to make the following non -substantive modifications to the agreement: (a) name changes; (b) extension of time; (c) non -monetary changes in scope of work; (d) agreement termination. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF TEMECULA HARC, INC. (Two Signatures of corporate officers required unless corporate documents authorize only one person to sign the agreement on behalf of the corporation.) By: By: Maryann Edwards, Mayor Jenna LeComte-Hinely Chief Executive Officer ATTEST: By: By: Randi Johl, City Clerk Bruce Purdy Board President APPROVED AS TO FORM: By: Peter M. Thorson, City Attorney CONSULTANT HARC, INC. Attn: Jenna LeComte-Hinely, CEO 75080 Frank Sinatra Drive, Suite A221 Palm Desert, CA 92211 PM Initials Date: EXHIBIT A Tasks to be Performed The specific elements (scope of work) of this service include: See attached. Meeting Management For the formal Task Force meetings (May 25, July 27, September 21, and November i6), HARC will facilitate the meetings, including coordinating with the site (Temecula Civic Center Conference Center), sending regular reminders to participants, arranging for teleconferencing in for those who cannot attend in person, purchasing and providing refreshments, printing and distributing handouts, etc. Agendas will be provided to Task Force members one week prior to each of the set dates so that members will have the opportunity to review and prepare as needed. At least one HARC staff member will attend each of these meetings in person. HARC will ensure that meetings remain focused, on -topic, and productive. Regular meetings will focus on updates on the Community Needs Assessment, which will likely include requesting Task Force members' assistance in identifying resources, recruiting survey participants, and/or collecting data. HARC will facilitate these meetings, and coordinate any volunteer work required by Task Force members. HARC will be responsible for checking in with these volunteers regularly to determine if they need any assistance in accomplishing their tasks. After each meeting, HARC will provide meeting minutes to the entire group no later than one week after the meeting date. These meeting minutes will include action items, along with identification of the person responsible for moving this task forward and an approximate timeline. Between meetings HARC will touch base with those responsible for action items to ensure that they have everything they need to move the work forward, and if they experience problems, those issues are addressed in a timely manner. Task Force Engagement For the months during which the Task Force does not meet (i.e., June, August, October), HARC will ensure that work continues and everyone remains engaged and on -task. This may include phone check -ins, distribution of a memo on the progress made, and/or a conference call with the Task Force. HARC will be available via email or telephone to all Task Force members, and will guarantee a one -business -day turnaround time on any questions. HARC will attend all formal meetings in person, and up to five additional in-person meetings. HARC will be responsible for fostering a productive, collaborative work environment within the Task Force. HARC plans to do this by encouraging respect for the unique attributes each member brings to the table, and by emphasizing the complementary goals of all Task Force members. HARC will engage in conflict management if the need arises to resolve issues based on the principles of mediation. Section II: Technical Approach and Timeline This section details HARC's proposed approach to facilitating the work of the Regional Cancer Treatment Task Force (hereafter called "Task Force"). HARC's activities as the facilitator will serve to support the Task Force's mission to ease the burden on those suffering from cancer in Southwest Riverside. Introductions The first Task Force meeting that falls within the contract of this RFP is on May 25, 2017. Prior to this meeting, HARC will reach out to Task Force members to meet their representatives, and learn more about what each member offers, where they fall on the continuum of cancer care, and what they hope to accomplish with the Task Force's work. HARC will take detailed notes on these "get -to -know -you" meetings, and use them to become familiar with the key players and the overall goals. HARC will also use this time to identify which mode of communication each partner prefers (phone, email, mail, etc.) so that all Task Force members can be kept up-to-date and informed. This information will help HARC to ensure that communication to all Task Force members is clear and easy to access. Communication Management As noted above, the ideal way to communicate with Task Force members may vary by member, and as such, cannot be easily defined at this moment in time. However, HARC anticipates there will be a structure such as regular phone calls, conference calls, a newsletter, etc. HARC will manage this internal communication and be responsible for ensuring that all relevant parties receive the information they need to move the Task Force's work forward. HARC will also be responsible for communicating with outside entities, including the media and the community. In order to do this, HARC will create one Facebook post and one Twitter post per week pertaining to the Task Force activities. This can be utilized on existing social media pages (such as the City of Temecula's page, which has over 10,000 followers) or can be used to create a Task Force -specific presence on social media, whichever the Executive Committee deems more useful. HARC will also develop a hashtag for Task Force members to use on their own social media pages to tie Task Force posts together. HARC will also write and distribute up to three press releases during the project. These press releases will highlight the work of the Task Force, the progress that has been made, and may be used to gather information (e.g., recruit survey participants, identify local resources, etc.). HARC will provide the press release in both English and Spanish, and will distribute to at least two radio stations, two newspapers, and two television stations. Problem Statement _ _ People are unaware of the existing resources Approach to Overcoming Problem,_ �� Activities to Implement the Approach Promote existing resources The existing resources are not what is needed/wanted Adapt existing resources based upon what the community needs and wants Adapt existing resources There are not enough local resources Attract new resources to the area/develop new resources HARC will work with the Task Force to develop the logic model that will guide work in 2018 and beyond, expanding into detailed activities (for example, "use search engine optimization to ensure that resource XYZ is easy to find during a web search", "distribute flyers about resource XYZ to all primary care providers in the region", or "create a mentoring program for survivors to connect with newly diagnosed cancer patients to help shepherd them through the process"). As with the original logic model, each activity will be linked in the logic model to a key person, organization, or group of people who are responsible for moving the activity forward. There will also be an established timeline associated with each activity, as well as deliverable. See the framework below as an example. App 1oach Promote existing resources ctivities Key Point Person/ Organization Timeline Deliverables Adapt existing resources Attract new resources Develop new resources This logic model will guide Task Force members' activities in 2018 and beyond. HARC anticipates that the transition plan will include a continuing facilitator to ensure that these activities are taking place, and to crowd -source solutions to any barriers that may arise. The transition plan will also include lessons learned through the process and recommendations to future facilitation of the Task Force. It will also contain a media plan. Leading Task Force Activities At the May meeting, HARC will clearly define what an Executive Committee is expected to do, the time commitment involved, the goals, and the related activities. Having defined this, HARC will then ask for volunteers to serve as the Task Force's Executive Committee. Working with the Executive Committee, HARC will guide the Task Force's actions. HARC will facilitate the creation of a logic model to identify Task Force goals, activities to reach those goals, and ways to measure progress. Logic modeling helps to ensure that project activities (and the evaluation) are built logically, and that planned activities are highly likely to make progress towards the goals that have been set. Everyone does logic modeling a bit differently. Key aspects to HARC's approach to logic modeling are that it is done collaboratively with input from those who will be implementing activities; it is presented in a matrix format; and that it is always focused on the overarching goal. HARC and the Task Force will develop this initial logic model to guide Task Force activities during the current Task Force phase (through the end of 2017) and in the next phase (2018 forward). The outline of a potential logic model is provided below. Goal Activities to Icy Point Tiirne ii le Deliverable Reach the Person/ Goal Organization HARC will help to Task Force to identify relevant subcommittees that will be critical to moving this work forward and ensuring that all the Task Force members are able to apply their unique skills to appropriate tasks. HARC will help to organize subcommittees and will be a member of any subcommittees that are formed. HARC will facilitate subcommittee report -outs at each of the relevant full team meetings. Transition Plan The results of the community needs assessment will be presented at the November meeting. HARC will help the Task Force to interpret and understand the results, and then use them to refine the existing logic model and their planned activities for 2018 and beyond. Identifying problem statements is an important step to identifying strategies to overcoming those problems. Several of potential problems have been theorized in the RFP; a clearer picture will evolve once the needs assessment is complete. The logic model will be refined based on the needs assessment results. For example, the initial draft may look something like this: Data Collection HARC proposes a two -prong data collection approach to reach the broadest possible audience: online and in-person surveys. HARC will incentivize participation with the opportunity to enter to win one of five $ioo Visa cards to increase motivation of participants to take the survey. Online Surveys: HARC will program the finalized survey into an online program, SurveyMonkey, so that participants can complete the survey on their own time and preferred setting. There will be separate versions for English and Spanish. The online survey will be launched using a "snowball sample", a method that starts with a group of participants who then recruit other individuals to participate. This "snowball method" is a valuable approach for accessing populations that are unique among the broader population—such those who have been affected by cancer. HARC will provide all Task Force members with an email template, and ask them to send the survey to their constituents. The initial recruitment will ask people to take the survey, and to pass it on to anyone they know who might fit the criteria (living in the region, especially cancer survivors). HARC will follow up with each Task Force member to assist in sending out an appropriate number of reminders and recruitment messages over the months of data collection. HARC will also conduct a paid Facebook advertising campaign to obtain more responses; HARC has had great success using this method to recruit participants in the past with other surveys. In -Person Surveys: HARC will supplement the online survey with in-person surveys. The in-person surveys will strive to target a) people who have been affected by cancer, and b) those who are less likely to take an online survey; namely the elderly and those with low income. To reach people who have been affected by cancer, HARC will request assistance from Task Force members who see people with cancer to determine if HARC can collect data on site. This may include events such as cancer support groups, fundraising walks, etc. Once permission has been granted, HARC staff will schedule blocks of time to be on-site. HARC staff will recruit participants, and help them complete the survey (if needed), and then collect the completed surveys. In-person data collection will likely include paper -and -pencil surveys as well as in-person completion with the assistance of an iPad. After in-person data collection, HARC staff will enter the data into the online database and archive the paper versions. Phase 4: Community Needs Assessment As mentioned above, HARC proposes a two-pronged approach to the needs assessment: a community survey of people affected by cancer and a provider survey. The following section outlines the key details of the community survey and the provider survey. 4a: Cancer Community Survey A community survey will be conducted to better understand those community members who have experienced cancer (either as a cancer survivor or someone impacted by cancer in a friend, family, or other loved one). More specifically, the assessment will include individuals personally affected by cancer, and will also assess friends, family, and caregivers. Survey Design HARC will design the community survey in close collaboration with the Task Force. This collaborative approach will ensure that the survey contains questions that will satisfy the needs of the Task Force, while abiding by best practices methodologically. HARC will lead this process, and the Task Force will be fully involved throughout to create the final survey instrument. The survey should take no more than 15 minutes to complete as an effort to reduce participant burden and maintain high-quality answers. The phrasing should be simple, clear, and easy -to -understand for the average person. The survey will be developed in a collaborative process, and thus, the proposed research questions will be more detailed following input from the Task Force. However, HARC anticipates questions to address the following topics: • Most valuable community resources • Usual sources of care • Barriers to accessing resources/care • Location of care accessed • What services or resources are still needed? HARC anticipates that the survey will include both quantitative (closed -ended questions such as multiple choice) as well as qualitative (open-ended questions). This will allow HARC to create a mixed -methods report that provides concrete numbers with narratives and quotations from actual participants to illustrate the experiences of these individuals in their own words. The survey will be made available in both English and Spanish. Phase 3: Strategic Planning Meeting HARC will convene a strategic planning meeting with key stakeholders from the Task Force to review the secondary data and plan the needs assessment HARC and the Task Force will work together to synthesize information from the secondary research to then develop a methodological approach for the needs assessment. First, the team will review what we've learned from the secondary data report, and what questions still remain unanswered. The needs assessment will be designed to provide information to fill in the gaps and answer those questions. HARC anticipates that the needs assessment will be a two-pronged assessment: reaching out to the community (with an emphasis on cancer survivors), and understanding the provider part of the story. Developing a methodological approach will include finalizing research questions; identifying the sampling frames/populations, strategizing data collection. Research questions should be narrowed and detailed based on priorities identified by the Task Force. While the broad questions have already been identified in the RFP, it is critical to make these questions and goals as specific and concrete as possible. Once the questions are narrowed, the sampling frames or populations of interest can be defined or operationalized. HARC and the Task Force will work together to identify the ideal target population for this assessment and how to best reach them. This will likely include working with many Task Force partners, such as Temecula Valley Hospital, Loma Linda Cancer Center, Breastlink, Michelle's Place, etc. Lastly, a feasible timeline for data collection will be established, for both the Cancer Community Survey and the Provider Survey. Phase 3 — Strategic Planning Meeting Deliverables: • Meeting agenda • PowerPoint and handouts • List of key contacts for both surveys • Recruitment strategy for both surveys • Detailed timeline for data collection • Meeting minutes with action items to move the work forward Phase 2: Secondary Data Analysis Part of the goal of the SRCCHNA is to assess cancer diagnoses, cancer morbidity/mortality rates, and access to care providers and compare those to the County as a whole, the State, and the Nation in order to identify health disparities. Fortunately, much of this data already exists (i.e., "secondary data"). To get the most of this existing data, HARC will use Task Force partners' resources, along with HARC's own resources, to create a report on the existing relevant information that is available. HARC will gather data from reliable secondary sources that are available at the national, state and local level (zip code, census tract, medical service study area [MSSA] or city level) for the Southwest Riverside Region. Where region -specific statistics are not possible, HARC will use scientific methods to extrapolate to the relevant population. Probable sources for this data include the California Cancer Registry, RUHS — Public Health data, the Office of Statewide Health Planning and Development (OSHPD), the California Health Interview Survey (CHIS), the CDC's National Center for Health Statistics (NCHS), the U.S. Census Bureau, and CDC WONDER, just to name a few. The secondary data will be used to examine cancer diagnoses (incidence rates per cancer type, etc.), cancer morbidity and mortality rates, access to providers (providers per 100,00o people, etc.). It will also include detailed demographics such as age, race, ethnicity, gender, city of residence, income, types of insurance coverage. Secondary data will also be used to explore other related issues, such as the prevalence of smoking in the region, the percent of the population that is overweight/obese, and those who remain uninsured, among others. Whenever possible, data for Southwest Riverside County will be compared to Riverside County as a whole, the state of California, and the U.S. in order to identify health disparities and relative levels of need. HARC will compile the available data and summarize the findings into useable, quantifiable statements that can be used to idcntify of high needs populations, risky behaviors, and overall characterize the community. This information will be provided in a white paper format (complete with citations) as well as a single -page handout that presents the highlights of the findings in an easy -to -grasp, infographic-style format. The Task Force will have one round of revisions for the report, during which time they can request additional analyses, revisions, etc. from HARC. HARC works in an iterative format to ensure that all feedback is incorporated and all parties are satisfied with the finished deliverables. After incorporating feedback from the Task Force, HARC will deliver the final report as a PDF and/or Word document, and the infographic as a PDF, JPEG, and hosted online indefinitely. Phase 2 - Secondary Data Collection Deliverables: • A written report of findings • One-page (front -and -back) infographic to highlight key findings Phase 1: Kick -Off Meeting Upon approval of the contract, the HARC leadership team will go to Temecula to meet with key members of the Task Force, and launch this project with a kick-off meeting. Ideally, this meeting would occur as early in May as possible, so that the HARC team can be up and running by the May 25 Task Force meeting and able to report on progress. The objectives of this meeting are to a) facilitate introductions between the Task Force and the HARC research team, and b) gain a shared understanding of the project, process, and deliverables. More specifically, I IARC will lead this meeting with the Task Force to define each of our respective roles, capabilities, and avenues of communication. Following introductions, HARC and the Task Force will discuss the proposed work, discuss any potential barriers, and establish background. At this time, the team will define the designated point -of - contact for each activity/phase of the project, and establish RACI roles (who should be responsible/accountable/consulted/informed at each phase?). In HARC's experience, establishing clear expectations and lines of communication at the beginning of a project are keys to successful partnerships. Additionally, this meeting will be used to develop a more detailed timeline that meets the goals of the Task Force. After the meeting is complete, HARC will be responsible for sending out a memo to all Task Force members that details the conclusions of the meeting, along with action items/next steps (and identified key players for each) that will move the work forward. Phase 1 — Kick-OfMeeting Deliverables: • A meeting agenda • PowerPoint and handouts • Detailed timeline for the project • Meeting minutes with action items to move the work forward Timeline of Activities The following chart details each phase of the needs assessment includes the main activity, corresponding deliverable, and tentative timeline for accomplishing these activities. Phase Activities Kick -Off Meeting 2 Secondary Research 3 Strategic Planing Meeting Community Needs Assessment - 4a. Cancer Community Survey - 4b. Provider Survey 5 Dissemination of Findings and Next Steps Agenda May 2017 PowerPoint/handouts Detailed timeline Meeting minutes Action items Written report Infographic List of key contacts Recruitment plan Data collection timeline Survey instruments Raw datasets Final Report Presentation PowerPoint presentation Handouts Meeting minutes Action items ' June 2017 July 2017 August to October 2017 November 2017 Section II: Technical Approach and Timeline This section details HARC's proposed approach to conducting the Southwest Riverside County Cancer Care Health Needs Assessment (hereafter called SRCCHNA, or simply "needs assessment"). The result of this work will be a final report for the Regional Cancer Treatment Task Force (hereafter called "Task Force") that will support the Task Force's mission to ease the burden on those suffering from cancer in Southwest Riverside. Foremost, this project presents an opportunity to gain a more in-depth understanding of people living with cancer living in Southwest Riverside County. Additionally, this project aims to identify barriers to cancer care as well as opportunities for change. The overarching aim of this project is to identify needs and resources which will be used to strategize the ways in which cancer care can be improved in the region, with the hope of implementing sustainable and long-term health solutions. HARC's approach to conducting needs assessments is highly collaborative. The plan for the needs assessment will be iteratively developed with the Task Force to ensure that involved in the process, thus ensuring all expectations are surpassed. To ensure effective communication throughout the project, HARC will first host an initial Kick -Off Meeting with the Task Force to make introductions and to identify the key point person (s) for each respective task. Following the Kick -Off Meeting, HARC will also attend Task Force meetings to keep everyone updated on progress and to solicit input when needed. The following project plan outlines all phases of the needs assessment process, including: 1. Kick -Off Meeting 2, Secondary Research 3. Strategic Planning Meeting 4. Community Needs Assessment a. Cancer Community Survey b. Provider Survey 5. Dissemination of Findings and Next Steps Phase 5: Dissemination of Findings and Next Steps The overall findings will be shared with the Task Force and all pertinent key stakeholders at a final closing meeting (this may be at the November 16 meeting or on a different date, whichever is most convenient for Task Force members). At the final meeting, HARC will present key findings from the needs assessment in a PowerPoint format and then facilitate discussion of these findings. The PowerPoint presentation will cover the highlights of the key findings from the needs assessment, and will rely heavily on visual aids (such as tables, charts, and infographics) with some text to complement the visuals. At this meeting, HARC will be able to answer any remaining questions about the survey, methodology, or the results. HARC will be responsible for reaching out to those who participated in the survey to provide them with the single page (front and back) Executive Summary so that they can understand their part in the larger picture. HARC will compile all of the deliverables described in this proposal (written reports on secondary data and the needs assessment, memos, etc.) into one single report for the Task Force's records, which will be provided at this meeting. As with all prior deliverables, the Task Force will have an opportunity to review these deliverables and request revisions prior to the final product delivery. Importantly, this meeting will be used to prioritize the important next steps and will serve as a bridge to the next steps in improving cancer care in Southwest Riverside County. At this point, we have together identified the needs in the community and the opportunities to fill these needs. As such, this meeting will be used as a launching point for embarking on the next phase of the Task Force—to facilitate change in the cancer community. Phase 5 — Dissemination Deliverables: • A meeting agenda • PowerPoint and handouts • Meeting minutes • Strategic approach for the next steps The findings from the two surveys will be combined into a single report to tell the story of cancer care in Southwest Riverside County from multiple perspectives. The report will detail what resources are available in the region, what resources are lacking, barriers to receiving cancer care, and suggestions for improving local cancer care, among others. Numerical data will present a clear picture of results that will be supplemented by quotes to illustrate concepts in participants' own words. The report will be inclusive of the patient, provider, and supporter perspectives. The report will also include an in- depth demographic section to accurately describe the participant sample.. The report will include easy -to -understand narrative supplemented with tables, charts, maps, and other visual aids to enhance understanding. The full report will be complemented with a single page (front and back) summary of the findings in English and Spanish for easy sharing with participants and the general public. The Task Force will have one round of revisions to review the report and request additional analyses, clarifications, or other adaptations. The final report (along with the one-page summary in English and Spanish) will be provided to the Task Force in Word and/or PDF format. The Task Force will retain the intellectual property rights to all data and reports. HARC will present the findings to the Task Force at the conclusion of the project in a PowerPoint format, and will provide copies of the report for all members. At this meeting, HARC will be able to answer any remaining questions about the survey, methodology, or the results. Phase 4 — Community Needs Assessment Deliverables: • Final written report of findings • Single page (front -and -back) Executive Summary • Presentation of findings and accompanying PowerPoint file narrow the questions and thus create a final survey version that provides the necessary information while minimizing the burden on the participants. Data Collection HARC will focus on recruiting healthcare providers of all types (nurses, physicians, therapists, etc.) and more specifically on those that provide cancer - specific screening, treatment, and post-treatment care. To a lesser degree, HARC will also target general practice providers that offer preventative cancer care to complete the survey. In HARC's prior experience, connected introductions can make all the difference in getting healthcare providers to respond to an outside researcher. As such, HARC will ask Task Force members to personally connect HARC staff (in person or via email) to relevant healthcare providers that they know personally. This personal introduction will increase the response rate substantially. After the initial introduction, HARC will pursue a multi -modal recruitment technique, including contact by phone, email, and/or mailed material. Once contacted, HARC will schedule phone interviews with each willing provider at a time of their convenience. Interviews will be recorded and transcribed for analysis, and accompanied by detailed notes. Participants will be offered the opportunity to win one of several $ioo Visa cards to encourage participation. Where applicable, HARC will also coordinate with hospital administrators, as their buy -in is extremely helpful to encouraging healthcare providers within a hospital to complete the survey. In qualitative interviewing, a satisfactory sample size is reached once saturation occurs—that is, themes become repetitive and relatively little new information is produced. It is impossible to predict at what point saturation will occur. As such, HARC will strive to reach saturation in these interviews, and will commit to completing at least 3o healthcare provider interviews before closing data collection. Phase 4b — Provider Survey Deliverables: • Finalized survey tool • Transcripts of at least 30 completed interviews Community Needs Assessment Analysis and Reporting HARC will clean and analyze the data from both the Cancer Community Survey and the Provider Survey, and then use this data to create an in-depth report. Qualitative data will be transcribed and analyzed to identify emergent themes. Quantitative data will be cleaned and entered into an SPSS database (Statistical Package for the Social Sciences) for analysis. Univariate and multivariate analyses will be used to identify trends and describe the findings numerically. To reach seniors and individuals who experience low-income, HARC will contact sites that serve one or both of these populations, and request permission to collect data on-site. Potential sites include: the Mary Phillips Senior Center, the Murrieta Senior Center, the Lake Elsinore Senior Center, Dollar Tree, local churches, Salvation Army, etc. HARC staff will reach out to these organizations to obtain permission to collect data on site. As described above, once permission has been granted, HARC staff will collect data on-site, enter the data into the online database, and archive the paper versions. Data collection will run for three months or until at least 400 surveys have been completed (at least 200 of whom will be cancer survivors), whichever comes first. Phase 4a — Cancer Community Survey Deliverables: • Finalized survey tool • Recruitment script and data collection protocol • Dataset Phase 4b: Provider Survey The patient perspective obtained in the preceding survey is just one perspective. The other important aspect to capture is the perspective of the healthcare professionals who provide cancer screening, treatment, and post-treatment care, as well as those who provide their patients with preventative healthcare. HARC proposes a provider survey to assess healthcare provider perceptions of a variety of topics, including: provider capacity to provide care at points in the continuum of care; provider capacity for growth; needs for providers; barriers for patients, and more. Survey Design Similar to the Cancer Community Survey, HARC will work closely with the Task Force to design the provider survey. This collaborative approach will ensure that the survey contains questions that will satisfy the needs of the Task Force, while abiding by best practices methodologically. HARC will lead this process, and the Task Force will be fully involved throughout the process in order to create the final survey instrument. HARC recommends that the survey be designed to be administered as an interview (either face-to-face or on the telephone). HARC's previous work in collecting data from healthcare providers has demonstrated that this is a difficult population to capture, as most of these individuals have limited availability. HARC anticipates that the survey will be primarily comprised of open-ended questions relating to perceived barriers to receiving treatment and opportunities for improvement—supplemented with a few demographic questions for classification purposes. In a collaborative process, the Task Force and HARC will EXHIBIT B Payment Rates and Schedule The cost for the work as described in this proposal is not to exceed $25,700. Cost ireline Introductions $3,250 Late April 2017 Hosting meetings, including: $12,500 Ongoing • Staff time to prepare, host, write and send meeting minutes, etc. • Office supplies (flipcharts, markers, etc.) • Conference lines • Printed material (agendas, handouts, etc.) • Refreshments Mileage $900 Ongoing, tied to meetings Public Relations/Publicity $4,160 Ongoing General project management; responsiveness to $3,300 Ongoing Task Force members Creation of transition plan $1,590 September to Total November 2017 $25,700 April to November 2017 HARC has created the budget based on estimates of work as described in this proposal. This cost estimate is based upon HARC's estimate of the amount of time each phase will take, based on HARC's hourly rates. HARC's hourly rates are as follows: Level I3cu.rl Rate Master's degree (Research Associate Ivy Torres) Doctorate (Drs. LeComte-Hinely and Leier) $75 $1.30 HARC does not charge indirect rates in addition to these hourly rates. Thus, this cost estimate accounts for the following components: • Staff hours to do the work described in this proposal • Mileage (using the federal rate of 53.5 cents per mile) for up to nine trips • Office supplies as needed for meetings (flipcharts, markers, etc.) • Printing costs for agendas, handouts, etc. • Conference call lines for call-in meetings • Refreshments for in-person meetings All travel costs are built into the budget, and thus, HARC will not seek reimbursement from the City of Temecula for any costs. A line item budget can be created for the project upon request. Section III: Price Full Project Budget Phase Task Description Cost Not to Exceed 1 Kick -Off Meeting 2 Secondary Research Strategic Planning Meeting Needs Assessment - 4a: Cancer Community Survey: $24,900 - 4b: Provider Survey: $18,500 5 Dissemination of Findings and Next Steps Total 3 4 Budget Narrative $2,300 $2,100 $3,300 $43,400 $4,900 $56,000 HARC has created the budget based on estimates of work as described in this proposal. This cost estimate is based upon HARC's estimate of the amount of time each phase will take, based on HARC's hourly rates. HARC's hourly rates are as follows: Level Hourly Rate Master's degree (Research Associate Ivy Torres) Doctorate (Drs. LeComte-Hinely and Leier) $75 $130 HARC does not charge indirect rates in addition to these hourly rates. Thus, each phase's costs account for the following components: • Staff hours • Printing materials • Mileage (using the federal rate of 53.5 cents per mile) • Miscellaneous costs Please note that this cost estimate includes HARC's attendance at each of the Task Force meetings in 2017 that fall within the timeline listed in the RFP (May 25, July 27, September 21, and November 16). It also includes the cost for HARC to be available via phone or email within one business day for any questions or concerns the Task Force might have during any phase of the project. All travel costs are built into the budget, and thus, HARC will not seek reimbursement from the City of Temecula for any costs outside those described here. A line item budget can be created for the project upon request. Phase 1: Planning Meeting - $2,300 This amount will cover the cost for HARC researchers to plan, organize and host the orientation and planning meeting. It will also include HARC staff time to prepare materials (including printing copies) prior to the meeting and to follow-up on decisions made, actions taken, etc. after the meeting. Lastly, the amount will cover the cost of mileage to travel between HARC offices and the City of Temecula. Phase 2: Background/Secondary Research - $2,1oo This amount will cover the cost for HARC consultants to gather background (secondary) research and prepare the presentation of findings in a summary report. This cost also includes the time to prepare and present a one-page infographic. Phase 3: Strategic Planning Meeting- $3,300 This amount will cover the cost of HARC evaluators' time to plan and lead the needs assessment strategy. Included in this cost is the fee for HARC researchers to plan, organize, and lead the planning meeting. Additionally, this amount will also cover the cost of follow-up including the distribution of meeting minutes. Lastly, this fee includes the cost of printing materials and the cost of the trip to Temecula. Phase 4a: Cancer Community Survey- $24,900 This amount will cover the cost to the design the Cancer Community Survey, and then fully execute that survey. More specifically, the cost of conducting the Cancer Community Survey includes the cost of designing all survey instruments, converting those surveys into distributable formats (paper -and -pencil and online), hosting the survey online, then collecting data at numerous sites throughout the region. This fee also includes the cost of participant incentives and the cost for advertising the survey (e.g., Facebook campaign, etc.). Lastly, this fee includes the cost of mileage to data collection sites. Phase 4b: Provider Survey- $18,500 This amount will cover the cost to the design the Provider Survey, and then fully execute that survey. More specifically, the fee for conducting the Provider Survey includes the cost of designing all survey instrument, the cost for collecting data (i.e., use of phones for telephone interviews), transcribing interviews, cleaning data, and analyzing data. This fee also includes the cost of participant incentives, and mileage to -and -from Temecula for related meetings. Phase 5: Debrief and Dissemination - $4,900 This amount will cover the cost for HARC staff to disseminate the results of the needs assessment. The results of the assessment will be shared with the Task Force, in addition to the stakeholders who participated in data collection. This fee also includes the cost of travel to -and -from Temecula for a meeting to present the findings and discuss next steps. Item No. 8 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Michael Heslin, Director of Information Technology and Support Services DATE: April 11, 2017 SUBJECT: Approve an Agreement for the Purchase of a Recreation Management System with CivicPlus, Inc. PREPARED BY: Paula Crowell, IT Administrator RECOMMENDATION: That the City Council: 1. Approve a two-year agreement for the purchase of a recreation management system with CivicPlus, Inc., in an amount not to exceed $74,000, for install and setup; 2. Authorize the City Manager to approve Contract Change Orders not to exceed $7,400, which is equal to 10% of the total contract amount. BACKGROUND: The City provides comprehensive services, events, classes, and outreach to the public. The City provides over 5,000 recreational classes & programs annually, extensive swim lesson offerings, indoor and outdoor facility rentals, field rentals, and park site rentals. Registration for classes, programs, events, and site rentals can be processed online or in person at six City facilities. The current annual revenue for the Temecula Community Services Department (TCSD) is approximately $2.6 million, $1.3 million of which is processed online. The existing system is no longer supported by the vender and is due for replacement. In order to provide City residents the best quailty of service this registration system must be replaced. The City went out for a competitve solicitation and the most qualified bidder was CivicPlus, Inc. The solicitation did include the Local Vendor Preference Ordinance language as adopted in July 2012. The approval of this Agreement with CivicPlus, Inc. authorizes the implementation of a modern, user friendly, and secures recreation management system that will provide greater efficiency to TCSD staff and enhanced services to the public. FISCAL IMPACT: Adequate funds have been budgeted in the Information Technology Operating Budget. ATTACHMENT: Agreement AGREEMENT FOR PURCHASE OF SOFTWARE AND SOFTWARE AS A SERVICE BETWEEN CITY OF TEMECULA AND CivicPlus, Inc. dba CivicPlus CIVICREC RECREATION MANAGEMENT SYSTEM THIS AGREEMENT is made and effective as April 11, 2017, between the City of Temecula , a municipal corporation (hereinafter referred to as "City"), and CivicPlus, Inc. dba CivicPlus, a Corporation (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1. TERM This Agreement shall commence on April 11, 2017, and shall remain and continue in effect for two (2) years and until tasks described herein are completed, but in no event later than March 23, 2019, unless sooner terminated pursuant to the provisions of this Agreement. The City may, upon mutual agreement, extend the contract for an additional five (5) year term. In no event shall the contract be extended beyond April 11, 2024. If Agreement is extended beyond the original term, the Agreement price shall be adjusted at the beginning of each calendar year in accordance with the changes in the Consumer Price Index for all Urban Consumers in the Los Angeles -Anaheim -Riverside Area published monthly by the United States Bureau of Labor Statistics (CPI). 2. PURCHASE AND SALE OF SOFTWARE On and subject to the terms and conditions set forth in this Agreement and the Agreement Documents, Consultant agrees to sell and deliver to City CivicRec Recreation Management System, as more particularly described in Exhibit A and Exhibit B, attached hereto and incorporated herein as though set forth in full (hereafter "Software"). 3. SOFTWARE AS A SERVICE On and subject to the terms and conditions set forth in this Agreement and the Agreement Documents, Consultant agrees to provide Software as a Service to the City for a period of two (2) years, as more particularly described in Exhibit C, attached hereto and incorporated herein as though set forth in full (hereafter "Software as a Service"). Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its maintenance obligations under this Agreement. 4. PURCHASE PRICE a. The Purchase Price which City agrees to pay to Consultant for the initial setup and configuration on the Software is Twenty-two Thousand Dollars and Zero Cents. ($22,000.00). The Purchase Price is final and shall be paid by City to Consultant in accordance with the following schedule: Full Payment Due at Acceptance. b. The Purchase Price which the City agrees to pay to Consultant for the Software as a Service is Twenty -Six Thousand Dollars and Zero Cents ($26,000.00/yr), 1 annually, for a total fixed contract amount of Seventy -Four Thousand Dollars and Zero Cents ($74,000.00). The City Manager may approve additional work up to ten percent (10%) of the amount of the Agreement as approved by City Council. Any additional work in excess of this amount shall be approved by the City Council. 5. REPRESENTATION AND WARRANTIES OF CONSULTANT Consultant makes the following representations and warranties to City: a. Authority and Consents. Consultant has the right, power, legal capacity and authority to enter into and perform its obligations under this Agreement. No approvals or consents of any persons are necessary in connection with Consultant's execution, delivery and performance of this Agreement, except for such as have been obtained on or prior to the date hereof. The execution, delivery and performance of this Agreement by Consultant have been duly authorized by all necessary action on the part of Consultant and constitute the legal, valid and binding obligations of Consultant, enforceable against Consultant in accordance with their respective terms. b. Title, License and Operating Condition. Consultant is the owner of the Software and has good and marketable title and license to all of the Software. All of the Software and associated modules are free and clear of any restrictions on or conditions to transfer, license or assignment, and City will be granted license rights to utilize the purchased software free and clear of mortgages, liens, pledges, charges, encumbrances, equities, claims, covenants, conditions, restrictions, copyrights or disputes. Consultant shall grant to the City a non-exclusive license to use the Software for the purpose in accordance with the terms and on the conditions set forth in this Agreement and the Software License Agreement described in Exhibit C, attached hereto and incorporated herein as though set forth in full (hereafter "Software as a Service"). All of the Software is in good operating condition pursuant to the attached Statement of Work and City Specifications attached hereto and incorporated herein, are free of any defects, and are in conformity with the specifications, descriptions, representations and warranties set forth in the Agreement Documents. Consultant is aware that City is purchasing the Software for Recreation Class and Facility Management and that the City is relying on Consultant's warranties that the Software is fit for this purpose and the ordinary purposes for which this Software is normally used. c. Full Disclosure. None of the representations and warranties made by Consultant in this Agreement contains or will contain any untrue statements of a material fact, or omits to state a material fact necessary to make the statements made, in light of the circumstances under which they were made, not misleading. 6. DELIVERY Delivery of the Software shall be provided in a three (3) phase installation process as outlined in the Exhibit A and B. 7. ACCEPTANCE Acceptance testing shall be jointly performed by the Consultant and City for the Software Program described in Exhibit A and B. Acceptance testing shall begin when the installation for each phase is complete and the system is operable. All other requirements of Acceptance Testing shall be as outlined in the Scope of Work, Exhibit A. If, in the determination of the City, 2 the Software fails to conform to the Agreement IN ANY MANNER OR RESPECT, the City shall so notify Consultant within thirty (30) days of installation of the Software. Failing such notice, the Software shall be deemed accepted by the City as of the date of installation. 8. REJECTION In the event of such notice of non -conformity by City pursuant to the section entitled "Acceptance" above, City may, at its option, (1) reject the whole of the Software, (2) accept the whole of the Software, or (3) accept any a certain module of the Software and reject the remainder. The exercise of any of the above options shall be "without prejudice" and with full reservation of any rights and remedies of City attendant upon a breach. In the event of such notice and election by City, the City agrees to comply with all reasonable instructions of Consultant and, in the event that expenses are incurred by City in following such instructions, Consultant shall indemnify City in full for such expenses. 9. NO REPLACEMENTS OF CURE This Agreement calls for strict compliance. Consultant expressly agrees that both the Software tendered and the tender itself will conform fully to the terms and conditions of the Agreement on the original tender. In the event of rejection by City of the whole of the Software or any part thereof pursuant to the section entitled "Rejection" above, City may, but is not required to, accept any substitute performance from Consultant or engage in subsequent efforts to affect a cure of the original tender by Consultant. 10. INDEMNIFICATION Consultant agrees to defend, indemnify, protect, and hold harmless, the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, and its officers, officials, employees, agents, and volunteers, from and against any and all claims, demands, losses, defense costs or expenses, actions, liability or damages of any kind and nature which the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency, its officers, agents, employees, and volunteers may sustain or incur or which may be imposed upon them for injury to or death of persons, or damage to property arising out of Consultant's negligent or wrongful acts or omissions arising out of or in any way related to the Work or the Consultant's performance or non-performance of this Agreement, excepting only liability out of the sole negligence of the City of Temecula, Temecula Community Services District, and/or the Successor Agency to the Temecula Redevelopment Agency. 11. AGREEMENT DOCUMENTS a. This Agreement includes the following documents, which are by this reference incorporated herein and made a part hereof: • Statement of Work, attached hereto as Exhibit A • Pricing, attached hereto as Exhibit B • Software as a Service, attached hereto as Exhibit C b. In the event any term or condition of the Agreement Documents conflicts with or is contradictory to any term or condition of the Agreement, the terms and conditions of this Agreement are controlling. 3 c. In the event of a conflict in terms between this Agreement, the Request for Proposal (RFP) and/or the Consultant's response to the RFP, this Agreement shall prevail over the RFP and the Consultant's response to the RFP. 12. REMEDIES The remedies and rights conferred on the City by this Agreement are in addition to and cumulative with all other remedies and rights accorded the City under law or equity. 13. SURVIVAL OF RERESENTATIONS AND WARRANTIES All representations, warranties, covenants and agreements of the parties contained in this Agreement shall survive the execution, delivery and performance of this Agreement. 14. LEGAL RESPONSIBILITIES The Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this section. 15. ASSIGNMENT The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. This Agreement shall be binding on, and shall inure to the benefit of, the parties to it and their respective heirs, legal representatives, successors and assigns. Upon termination of the Agreement, Consultant's sole compensation shall be payment for actual equipment received. 16. SEVERABILITY If any provision of this Agreement is held invalid or unenforceable by any court of final jurisdiction, it is the intent of the parties that all other provisions of this Agreement be construed to remain fully valid, enforceable, and binding on the parties. 17. PROHIBITED INTEREST No officer, or employee of the City of Temecula that has participated in the development of this agreement or its approval shall have any financial interest, direct or indirect, in this Agreement, the proceeds thereof, the Consultant, or Consultant's sub -Contractors for this project, during his/her tenure or for one year thereafter. The Consultant hereby warrants and represents to the City that no officer or employee of the City of Temecula that has participated in the development of this agreement or its approval has any interest, whether contractual, non - contractual, financial or otherwise, in this transaction, the proceeds thereof or in the business of the Consultant or Consultant's sub -Contractors on this project. Consultant further agrees to notify the City in the event any such interest is discovered whether or not such interest is prohibited by law or this Agreement. 18. ENTIRE AGREEMENT; MODIFICATION; WAIVER 4 This Agreement constitutes the entire agreement between the parties pertaining to the subject matter hereof and thereof and supersedes all prior and contemporaneous agreements, representations and understandings of the parties, whether oral or written. No supplement, modification or amendment of this Agreement or the Agreement Documents shall be binding unless executed in writing by all the parties. No waiver of any of the provisions of this Agreement or the Agreement Documents shall be deemed, or shall constitute, a waiver of any other provision, whether or not similar, nor shall any waiver constitute a continuing waiver. No waiver shall be binding unless executed in writing by the party making the waiver. 19. NOTICES Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, that provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by Notice. Notice shall be effective upon delivery to the addresses specified below or on the third business day following deposit with the document delivery service or United States Mail as provided above. Mailing Address: City of Temecula Attn: City Manager 41000 Main Street Temecula, CA 92590 To Consultant: CivicPlus, Inc. dba CivicPlus Brian Rempe, President 302 South 4th St, Suite 500 Manhattan, KS 66502 20. EFFECTS OF HEADINGS The subject headings of the sections and subsections of this Agreement are included for convenience only and shall not affect or be considered in the construction or interpretation of any of its provisions. 21. GOVERNING LAW This Agreement shall be construed in accordance with, and governed by, the laws of the State of California as applied to contracts that are executed and performed entirely in California. The City and Contractor understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with geographic jurisdiction over the City of Temecula. In the event such litigation is filed by one party against the other to enforce its rights under this Agreement, the prevailing party, as determined by the court's judgment, shall be entitled to reasonable attorney fees and litigation expenses for the relief granted. 22. AUTHORITY TO EXECUTE THIS AGREEMENT 5 The person or persons executing this Agreement on behalf of the Consultant warrants and represents that he or she has the authority to execute this Agreement on behalf of the Consultant and has the °authority to bind the Consultant to the performance of its obligation hereunder. The City Manager is authorized to enter into an amendment on behalf of the City to make the following non -substantive modifications to the agreement: (a) name changes; (b) extension of time; (c) non -monetary changes in scope of work; (d) agreement termination. 6 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF TEMECULA CivicPlus, Inc. dba CivicPlus (Two Signatures of corporate officers required unless corporate documents authorize only one person to sign the agreement on behalf of the corporation.) By: By: Maryann Edwards, Mayor Brian Rempe, President ATTEST: By: By: Randi Johl, City Clerk APPROVED AS TO FORM: By: Peter M. Thorson, City Attorney CONSULTANT CivicPlus, Inc. dba CivicPlus Brian Rempe, President 302 South 4th St, Suite 500 Manhattan, KS 66502 888-978-2812 www.civicplus.com 7 PM Initials:h Date: EXHIBIT A STATEMENT OF WORK CivicPlus, Inc. and Temecula, CA Statement of Work for CivicRec Software Implementation March 28, 2017 9 Contents Project Objectives and Scope 3 Objectives 3 Project Scope 3 Project Management 5 Resources 5 Implementation 7 Training 8 Change Management 9 Fees and Terms 10 Fees 10 Terms 11 Acceptance 12 10 Project Objectives and Scope Objectives This Statement of Work (SOW) establishes the framework for how the joint CivicPlus/City of Temecula project team will collaborate. The document outlines the scope, key activities, roles/responsibilities, deliverables, and fees for the project. CivicPlus understands that the City is seeking to replace its current recreation management solution (Safari). CivicPlus will deliver an integrated web -based, hosted application recreation management system (CivicRec) that is comprehensive, efficient, and modern. The solution should enhance internal operations and provide an outstanding online experience for the community. Project Scope In Scope The following items are defined as In Scope and covered under this SOW. Description CivicRec Technology The following CivicRec modules will be available, configured, and deployed during the implementation defined in this SOW. • Account Management • Facility Reservations (Rentals and Internal Bookings) • Activity Registration • Membership Management • Point of Sale / Inventory Management • League Management • Mobile Public and Staff Experience • General Admission Ticketing • Financial Accounting / Reporting • Mail / SMS Blasts • Surveys Number of Users Unlimited Training 4 days of onsite, instructor -led training spread across two trips. 11 Product Releases CivicPlus has a scheduled product release every month. Product releases include a variety of updates including general defect fixes, client -suggested enhancements, and new modules. Upgrades are available as part of the recurring software fee; there is no extra charge for access to the newly released software. Integration to 3rd Party Systems • Payment Gateway Interface • Financial Accounting Extract • ArcGIS Interface Data Migration None Specified Out of Scope The following items have been identified as Out of Scope and not covered under this SOW. If additional work is requested, then CivicPlus can provide a Change Order estimating any additional fees and timelines. Out of scope items include but are not limited to: Description Customizations Changes to the CivicRec codebase. Report Development New reports outside of CivicRec's standard report list. Additional Integrations Integrations with other systems unless identified as In Scope within this SOW. Data Migration Data to be imported other than that already identified (or beyond the hours allotted) as In Scope within this SOW. Hardware CivicPlus is not a hardware provider; however, we can identify and procure hardware that is known to be compatible with the CivicRec System (at an additional cost). 12 Additional Training Training beyond that specifically identified in this SOW. Training Assets Creation of any adoption, rollout, or training materials beyond those specifically identified in this SOW. Printed Training Material Printed training materials including but not limited to User Guides, Frequently Asked Questions, and Screen Captures. 13 Project Management Resources The following identifies the resources who will be involved from CivicPlus and the City of Temecula. CivicPlus Team Below is a list of CivicPlus participants available to the City of Temecula throughout the relationship lifecycle. Role Abbr Responsibilities Project Executive R1 -PE Provides executive oversight and ensures best practices for the engagement. Provides ongoing strategic focus and depth of experience implementing CivicPlus solutions. Project Manager R1 -PM Streamlines communication during implementation, tracks project status and issues, and oversees quality. Solution Consultant R1 -SC Acts as a product subject matter expert, working to ensure client requirements are fulfilled. Conducts configuration meetings and provides end user training (either onsite or via web meeting). Development R1 -IT Configures code, fixes defects, implements software enhancements, develops and maintains 3rd party integrations, and ensures a quality user experience. Support Analyst R1 -SA Coordinates and communicates support requests post launch. Account Manager R1 -AM Provides customer care and outreach post launch. 14 City of Temecula Team CivicPlus will work with a single Point of Contact at the City of Temecula. The City should consider the following roles for a successful implementation team. Role Abbr Responsibilities Project Executive CL -PE Provides focus and guidance for the overall project. Helps to prioritize key objectives, assists with issue escalation, and acts as project champion. Project Manager CL -PM Works closely with the CivicPlus Project Manager to facilitate the execution of project activities and logistics. Organizes training for recreation staff, front desk, supervisors, and managers. Lead Staff CL -LS Activity managers and facility managers within parks and recreation who will be doing the primary configuration and setup within the CivicRec system. Frontline Staff CL -FS Acts as end users of the system and will participate in end user training sessions. IT CL -IT Coordinates with CivicPlus on the GIS data export and other data migration requirements. Finance CL -FN Coordinates the payment gateway integration, financial accounting extract, and works with CivicPlus to properly configure the General Ledger setup. Marketing CL -MK Identifies and communicates rollout and adoption process both internally and to the public. Implementation The following outlines the phases, key tasks, and project documents that will form the implementation process. The CivicPlus Project Manager will coordinate with the City of Temecula to establish firm dates that will meet the City's scheduling needs. Implementation, Training, and Rollout Plan Documents/Deliverables Week 1 Project Kickoff 15 - Kickoff Checklist - Project Plan Weeks 2-3 Requirements Gathering - Payment Gateway Integration - Financial Accounting Extract - ArcGIS Week 4 Week 5 Account Setup and Configuration Onsite Lead Training - Management - Data, Reporting, IT, and Finance - Activities/Facilities/POS Setup - Import/Integration Checklist - Recommended Hardware List - Import & Integration Specifications - Configuration Checklist - Training Plan Week 6 Data Import Development - Data Import Scripts - TBD (Memberships, Rentals, Credits, or Balances) Weeks 7-9 Integration Development - Payment Gateway Integration - Financial Accounting Extract - ArcGIS Week 9 Onsite Frontline Training - Management Refresher - Frontline - All Modules Weeks 10-11 Post Training Issue Resolution Week 12 Final Data Import - Fully configured site ready for launch 'LAUNCH / GO LIVE Weeks 13-14 Transition to CivicPlus Support Team Training CivicPlus will conduct two (2) onsite training sessions at the City of Temecula. Session 1: Lead Training (2-3 days) This session is scheduled to occur on or about Week 5 for two to three (2-3) days. Topics include: • System Configuration • Facility Setup • Program Configuration 16 • POS Setup • Data / Reporting • IT • Finance Session 2: Frontline/Pre-Launch Training (1-2 days) This session is scheduled to occur on or about Week 9 for one to two (1-2) days. Topics include: • Management Refresher • Account Management • Program Registrations • Facility Rentals • POS • Data / Reporting • IT • Finance 17 Change Management The purpose of the Change Request process is to allow the client to request changes to scope, product, or schedule during Implementation. Requests for changes to the Statement of Work will proceed with the following steps: 1. Client Requests Change - Client will complete a CivicPlus Change Request Form and submit to the CivicPlus Project Manager to review. 2. CivicPlus Reviews Request - CivicPlus makes a determination as to whether the requested change will impact the established schedule or estimated implementation fees. 3. CivicPlus Updates Project Plan - Once CivicPlus and the client agree to move forward with the change, the CivicPlus Project Manager will work with the City to establish a reasonable project plan that fits the City's needs. 4. Client Approves Project Plan - Client will provide agreement to move forward with the requested change. 5. CivicPlus Implements Change - CivicPlus will implement the requested change according to the amended Project Plan. 18 EXHIBIT B Pricing Fees and Terms Fees In Scope The table below outlines the fee structure for CivicPlus services. Ongoing Cost Annual Software Fee $26,000/Year One -Time Implementation Cost Training • Onsite Training - Four (4) Days • Travel - One (1) resource each for two (2) Trips Professional Services * • Up to twenty (20) hrs project management • Up to ten (10) hrs solution consulting • Up to ten (10) hrs of synchronization between CivicRec and the City's website • Up to twenty (20) hrs of data import • Up to thirty (30) hrs of additional technical development. Technical development hours to be allocated to payment gateway integration, accounting extract, and GIS Interface $22,000 Total Ongoing Cost $26,000/Year Total Implementation Cost $22,000 20 * Professional Services are stated maximums for purposes of this SOW. Actual time spent can vary from project to project. Credits will not be issued if the full allotment of professional services is not utilized. 21 Out of Scope Estimate of Fees The table below lists the fee structure for services that are not in the scope of this Statement of Work. The City of Temecula may elect to add these services at any time. Adjustments to the terms identified in the Statement of Work and/or Service Agreement will require a Change Request Form. Ongoing Items Time Rate Required Cost Credit Card Fees* *only if CivicPlus is used as merchant provider - - No 3% + $.30/transactio n Custom Development - $100/hr No TBD Additional Professional Services - $100/hr No TBD Terms CivicPlus will invoice the City of Temecula for implementation once the work is completed and verified by City personnel. CivicPlus travel expenses are included in the implementation cost estimate. If desired by the City, CivicPlus can bill actual and reasonable travel costs to the City of Temecula monthly in arrears. After invoicing, all payments are due Net 30. 22 Acceptance CivicPlus, Inc. The City of Temecula, CA By: By: Name: Name: Title: Title: Date: Date: 23 EXHIBIT C SOFTWARE as a Service AGREEMENT AGREEMENT BETWEEN CITY OF TEMECULA AND CivicPlus, Inc. dba CivicPlus SOFTWARE AS A SERVICE THIS AGREEMENT is made and effective as of April 11, 2017, between the City of Temecula, a municipal corporation (hereinafter referred to as "City"), and CivicPlus, Inc dba CivicPlus, a Corporation (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: RECITALS WHEREAS, City requires third -party hosted "software as a service" services, as further described herein, with respect to certain of its information technology needs; WHEREAS, City requested a proposal from Service Provider for such Services; WHEREAS, Service Provider has experience and expertise in the business of providing the Services; WHEREAS, Service Provider submitted a proposal to City to perform such Services on behalf of City; WHEREAS, based on Service Provider's superior knowledge and experience relating to such Services, City has selected Service Provider to provide and manage the Services; WHEREAS, Service Provider wishes to perform the Services and acknowledges that the successful performance of the Services and the security and availability of City's data are critical to the operation of City's business; and, WHEREAS, Service Provider has agreed to provide the Services to City, all on the terms and conditions set forth herein. NOW, THEREFORE, in consideration of the mutual covenants and representations set forth in this Agreement, the parties hereby agree as follows: 1. The Services. This Agreement sets forth the terms and conditions under which Service Provider agrees to license to City certain hosted software and provide all other services necessary for productive use of such software including customization / integration, user identification and password change management, data import / export, monitoring, technical support, maintenance, training, backup and recovery, and change management (collectively, the "Services") as further set forth in Exhibit "A" attached hereto. 24 1.1 Authorized Users. Unless otherwise limited herein, Service Provider grants City a renewable, irrevocable, nonexclusive, royalty -free, and worldwide right and license for any City employee, contractor, or agent, or any other individual or entity authorized by City, (each, an "Authorized User") to access and use the Services. Other than any limitations otherwise described herein, Authorized Users will have no other limitations on their access to or use of the Services. 1.2 Acknowledgement of License Grant. For the purposes of 11 U.S.C. § 365(n), the parties acknowledge and agree that this Agreement constitutes a license grant of intellectual property in software form to City by Service Provider. 1.3 Changes in Number of Authorized Users. City is entitled to increase or decrease the initial number of Authorized Users ("Minimum Commitment"), on an as - requested basis; provided, however, that City shall maintain the Minimum Commitment unless the parties otherwise agree to adjust the Minimum Commitment. Should City elect to change the number of Authorized Users, Service Provider shall reduce or increase Authorized Users and adjust the prospective Services Fees accordingly no later than five (5) business days from City's written request. 1.4 Control and Location of Services. The method and means of providing the Services shall be under the exclusive control, management, and supervision of Service Provider, giving due consideration to the requests of City. Except as otherwise expressly set forth in Exhibit A, the Services (including all data storage), shall be provided solely from within the continental United States and on computing and data storage devices residing therein, and all such locations shall be disclosed to City annually and within thirty (30) days of the effective date of this Agreement. 1.4.1 Subcontractors. Service Provider shall not enter into any subcontracts for the performance of the Services, or assign or transfer any of its rights or obligations under this Agreement, without City's prior written consent and any attempt to do so shall be void and without further effect and shall be a material breach of this Agreement. Service Provider's use of subcontractors shall not relieve Service Provider of any of its duties or obligations under this Agreement. 1.4.2 Offensive or Disparaging Content. Where the Services or any web services affiliated with the Services contain offensive content or portray City in a disparaging way, either as solely determined by City, Service Provider shall immediately remove the offensive or disparaging content and City shall have the right, at City's sole election, to: (a) immediately terminate this Agreement or any portion thereof corresponding to the offending or disparaging content, and be entitled to a return of any prepaid fees, as liquidated damages and not as a penalty; or, (b) obtain or retain, as the case may be, all fees paid or payable for the entire period of the then -current term, as liquidated damages and not as a penalty, associated with that portion of this Agreement corresponding to the offending or disparaging content. 25 1.5 Storage. The Services shall include the applicable allocation of base data storage as described in Exhibit A. Service Provider shall immediately notify City when City has reached eighty percent (80%) of City's then -current data storage maximum. Within five (5) calendar days of City's request, Service Provider shall make additional data storage available to City at the rates described in Exhibit A. 1.6 Development and Test Environments. In addition to production use of the Services, City is entitled to one development and one test environment for use by Authorized Users at no additional charge. Such non -production environments shall have the same data storage and processing capacities as the production environment. Service Provider shall cooperate with City's requests in managing the non -production environments such as refreshing City Data upon request. 1.7 Documentation. The documentation for the Services ("Documentation") will accurately and completely describe the functions and features of the Services, including all subsequent revisions thereto. The Documentation shall be understandable by a typical end user and shall provide Authorized Users with sufficient instruction such that an Authorized User can become self-reliant with respect to access and use of the Services. City shall have the right to make any number of additional copies of the Documentation at no additional charge. 1.8 Changes in Functionality. During the term of this Agreement, Service Provider shall not reduce or eliminate functionality in the Services. Where Service Provider has reduced or eliminated functionality in the Services, City, at City's sole election and in City's sole determination, shall: (a) have, in addition to any other rights and remedies under this Agreement or at law, the right to immediately terminate this Agreement and be entitled to a return of any prepaid fees; or, (b) determine the value of the reduced or eliminated functionality and Service Provider will immediately adjust the Services Fees accordingly on a prospective basis. Where Service Provider has introduced like functionality in other services, City shall have an additional license and subscription right to use and access the new services, at no additional charge, with the same rights, obligations, and limitations as for the Services. Where Service Provider increases functionality in the Services, such functionality shall be provided to City without any increase in the Services Fees. 1.9 No Effect of Click -Through Terms and Conditions. Where an Authorized User is required to "click through" or otherwise accept or made subject to any online terms and conditions in accessing or using the Services, such terms and conditions are not binding and shall have no force or effect as to the Services or this Agreement. 1.10 Modification of the Services. The City's Director of Information Technology shall be authorized to waive, in writing, any of the Service Provider's obligations with respect to the Services, where deemed to be in the City's best interests, provided that no such modification shall result in any increase in the amount of the Services Fees. 1.11 Compliance with All Laws. In provided the Services, the Service Provider shall comply with any and all applicable local, State and federal laws, statutes, standards, policies, and regulations including, but not limited to, the Health 26 Insurance Portability and Accountability Act of 1996, the Americans with Disabilities Act, and the Stored Communications Act. 2. Service Levels. 2.1 Service Levels; Time is of the Essence. For the term of this Agreement, Service Provider shall provide the Services, force majeure events excepted, during the applicable Service Periods and in accordance with the applicable Service Level Standards, each as described in Exhibit A hereto. Time is of the essence in the performance of the Services. 3. Support; Maintenance; Additional Services. 3.1 Technical Support. Service Provider shall provide the Technical Support as described in Exhibit A. The Services Fees shall be inclusive of the fees for the Technical Support. 3.2 Maintenance. Service Provider shall provide bug fixes, corrections, modifications, enhancements, upgrades, and new releases to the Services to ensure: (a) the functionality of the Services, as described in the Documentation, is available to Authorized Users; (b) the functionality of the Services in accordance with the representations and warranties set forth herein, including but not limited to, the Services conforming in all material respects to the specifications, functions, descriptions, standards, and criteria set forth in Exhibit A and the Documentation; (c) the Service Level Standards can be achieved; and, (d) the Services work with the then -current version and the three prior versions of Internet Explorer, Mozilla Firefox, and Google Chrome Internet browsers. The Services Fees shall be inclusive of the fees for maintenance. 3.3 Customization / Integration Services. Service Provider shall provide the Customization / Integration Services, if any, described in Exhibit A. The Services Fees shall be inclusive of the fees for the Customization / Integration Services. 3.4 Training Services. Service Provider shall provide the Training Services, if any, described in Exhibit A. The Services Fees shall be inclusive of the fees for the Training Services. 4. Audit Rights of Service Provider. Service Provider shall have no right to conduct an on - premises audit of City's compliance with the use of the Services. No more than once annually, Service Provider shall have the right to request from City its certification of compliance with the permitted number of Authorized Users. Where the actual number of users exceeds the permitted number of Authorized Users, City, at City's sole election shall, within thirty (30) business days: (a) reduce the actual number of users so as to be in compliance with the permitted number of Authorized Users in which case no additional Services Fees shall be due to Service Provider; or, (b) acquire the appropriate number of Authorized Users' licenses at the rate specified in Exhibit A so as to be in compliance with the permitted number of Authorized Users. 5. Change Control Procedure. City may, upon written notice, request changes to the scope of the Services under Exhibit A. If City requests an increase in the scope, City shall notify Service Provider, and, not more than five (5) business days (or other mutually 27 agreed upon period) after receiving the request, Service Provider shall notify City whether or not the change has an associated cost impact. If City approves, City shall issue a change order, which will be executed by the Service Provider. City shall have the right to decrease the scope, and the associated fees will be reduced accordingly. 6. Term and Termination; Renewals. 6.1 Term. This Agreement is legally binding as of the Effective Date and shall continue until terminated as provided for herein. Unless this Agreement is terminated earlier in accordance with the terms set forth herein, the term (the "Initial Term") shall commence on the Start Date and continue until the End Date. Following the Initial Term and unless otherwise terminated as provided for in this Agreement, this Agreement shall automatically renew for successive one (1) year terms (each, a "Renewal Term") until such time as a party provides the other party with written notice of termination. 6.2 Termination for Convenience. Without limiting the right of a party to terminate this Agreement as provided for in this Agreement, a party may terminate this Agreement for convenience upon not less than Sixty (60) days prior written notice to the other party. 6.3 Termination for Cause. Without limiting the right of a party to immediately terminate this Agreement for cause as provided for in this Agreement, if either party materially breaches any of its duties or obligations hereunder and such breach is not cured, or the breaching party is not diligently pursuing a cure to the non -breaching party's sole satisfaction, within thirty (30) calendar days after written notice of the breach, the non -breaching party may terminate this Agreement for cause as of a date specified in such notice. 6.4 Payments upon Termination. Upon the termination of this Agreement, City shall pay to Service Provider all undisputed amounts due and payable hereunder, if any, and Service Provider shall pay to City all amounts due and payable hereunder, such as Performance Credits and prepaid fees, if any. 6.5 Return of City Data. Upon the termination of this Agreement, Service Provider shall, within five (5) business days following the termination of this Agreement, provide City, without charge and without any conditions or contingencies whatsoever (including but not limited to the payment of any fees due to Service Provider), with a final extract of the City Data in the format specified by City. Further, Service Provider shall certify to City the destruction of any City Data within the possession or control of Service Provider but such destruction shall occur only after the City Data has been returned to City. This Section shall survive the termination of this Agreement. 6.6 Renewals. Should the Services continue beyond the Initial Term, the Services Fees for the Renewal Term may be increased no more than three percent (3%) on an annualized per -user basis. 7. Transition Services. Provided that this Agreement has not been terminated by Service Provider due to City's failure to pay any undisputed amount due Service Provider, Service Provider will provide to City and / or to the service provider selected by City 28 ("Successor Service Provider") assistance reasonably requested by City to effect the orderly transition of the Services, in whole or in part, to City or to Successor Service Provider ("Transition Services") following the termination of this Agreement, in whole or in part. The Transition Services shall be provided on a time and materials basis and may include: (a) developing a plan for the orderly transition of the terminated Services from Service Provider to City or Successor Service Provider; (b) if required, transferring the City Data to Successor Service Provider; (c) using commercially reasonable efforts to assist City in acquiring any necessary rights to legally and physically access and use any third -party technologies and documentation then being used by Service Provider in connection with the Services; (d) using commercially reasonable efforts to make available to City, pursuant to mutually agreeable terms and conditions, any third -party services then being used by Service Provider in connection with the Services; and, (e) such other activities upon which the parties may agree. Notwithstanding the foregoing, should City terminate this Agreement due to Service Provider's material breach, City may elect to use the Services for a period of no greater than six (6) months from the date of termination at a reduced rate of twenty (20%) percent off of the then -current Services Fees for the terminated Services. All applicable terms and conditions of this Agreement shall apply to the Transition Services. This Section shall survive the termination of this Agreement. 8. Fees; Billing. City shall be responsible for and shall pay to Service Provider the fees as further described in Exhibit A, subject to the terms and conditions contained in this Agreement. Any sum due Service Provider for the Services for which payment is not otherwise specified shall be due and payable thirty (30) business days after receipt by City of an invoice from Service Provider. 8.1 Billing Procedures. Service Provider shall bill to City the sums due pursuant to Exhibit A by Service Provider's invoice, which shall contain: (a) City's purchase order number, if any, and Service Provider's invoice number; (b) description of Services for which an amount is due; (c) the fees or portion thereof that are due; (d); taxes, if any; (e); any Performance Credits or other credits; and, (f) total amount due. Service Provider shall forward invoices in hardcopy format to [City Accounts Payable Address]. 8.2 Taxes. Service Provider represents and warrants that it is an independent contractor for purposes of federal, state, and local taxes. Service Provider agrees that City is not responsible to collect or withhold any such taxes, including income tax withholding and social security contributions, for Service Provider. Any and all taxes, interest, or penalties, including any federal, state, or local withholding or employment taxes, imposed, assessed, or levied as a result of this Agreement shall be paid or withheld by Service Provider. 8.3 Credits. Any amounts due to City, such as a Performance Credit, from Service Provider may be applied by City, at the sole election of City, against any current or future fees due to Service Provider. Any such amounts that are not so applied by City shall be paid to City by Service Provider within thirty (30) calendar days following City's request. This Section shall survive the termination of this Agreement. 29 8.4 Non-binding Terms. Any terms and conditions included in a Service Provider invoice shall be deemed to be solely for the convenience of the Service Provider, and no such term or condition shall be binding upon the City. 8.5 Auditable Records. Service Provider shall maintain accurate records of all fees billable to, and payments made by, City in a format that will permit audit by City for a period of no less than three (3) years from when a fee was incurred or a payment was made. The foregoing obligation of Service Provider shall survive the termination of this Agreement. For the term of this Agreement, upon City's written request, Service Provider shall provide City with a copy of its annual American Institute of Certified Public Accountants Service Organization Control (SOC) 1 type 2 report and SOC 2 type 2 report (for all Trust Services Principles). 8.6 Billing Reviews by Third -Parties. For purposes of determining the competitiveness and appropriateness of fees charged to City by Service Provider, City is entitled to disclose to a third -party this Agreement, and any other data pertaining to fees paid or payable by City to Service Provider. 8.7 No Suspension of Services. Service Provider shall not suspend any part of the Services where: (a) City is reasonably disputing any amount due to Service Provider; or, (b) any unpaid but undisputed amount due to Service Provider is less than ninety (90) business days in arrears. 9. Representations and Warranties. 9.1 Mutual. City and Service Provider represent and warrant that: 9.1.1 it is a public entity or business duly incorporated, validly existing, and in good standing under the laws of its state of incorporation; 9.1.2 it has all requisite corporate power, financial capacity, and authority to execute, deliver, and perform its obligations under this Agreement; 9.1.3 the execution, delivery, and performance of this Agreement has been duly authorized by it and this Agreement constitutes the legal, valid, and binding agreement of it and is enforceable against it in accordance with its terms, except as the enforceability thereof may be limited by bankruptcy, insolvency, reorganizations, moratoriums, and similar laws affecting creditors' rights generally and by general equitable principles; 9.1.4 it shall comply with all applicable federal, state, local, or other laws and regulations applicable to the performance by it of its obligations under this Agreement and shall obtain all applicable permits and licenses required of it in connection with its obligations under this Agreement; and, 9.1.5 there is no outstanding litigation, arbitrated matter or other dispute to which it is a party which, if decided unfavorably to it, would reasonably be expected to have a potential or actual material adverse effect on its ability to fulfill its obligations under this Agreement. 30 9.2 By Service Provider. Service Provider represents and warrants that: 9.2.1 it is in the business of providing the Services; 9.2.2the Services are fit for the ordinary purposes for which they will be used; 9.2.3it is possessed of superior knowledge with respect to the Services; 9.2.4it acknowledges that City is relying on its representation of its experience and expert knowledge, and that any substantial misrepresentation may result in damage to City; 9.2.5it knows the particular purpose for which the Services are required by City; 9.2.6it is the lawful licensee or owner of the Services (excluding any City Data therein) and has all the necessary rights in the Services to grant the use of the Services to City; 9.2.7the Services and any other work performed by Service Provider hereunder shall not infringe upon any United States or foreign copyright, patent, trade secret, or other proprietary right, or misappropriate any trade secret, of any third -party, and that it has neither assigned nor otherwise entered into an agreement by which it purports to assign or transfer any right, title, or interest to any technology or intellectual property right that would conflict with its obligations under this Agreement; 9.2.8it shall disclose any third -party (which shall, for purposes of this Agreement, be deemed a subcontractor) whose intellectual property is incorporated into the Services or who is necessary for the performance of the Services and it shall maintain in -force written agreements with such third -party, if any, for the term of this Agreement; 9.2.9it has the expertise to perform the Services in a competent, workmanlike, and professional manner and in accordance with the highest professional standards; 9.2.10 it will use its best efforts to ensure that no computer viruses, worms, malware, or similar items (collectively, a "Virus") are introduced into City's computing and network environment by the Services, and that, where it transfers a Virus to City through the Services, it shall reimburse City the actual cost incurred by City to remove or recover from the Virus, including the costs of persons employed by City to perform such services; 9.2.11 the Services are free of any mechanism which may disable the Services and Service Provider warrants that no loss of City Data will result from such items if present in the Services; 31 9.2.12 in the case of City's reasonable dispute of any Service Provider invoice, it shall not withhold the performance of Services, including, without limitation, access and use of the Services, Technical Support, Maintenance, and extract of City Data; and, 9.2.13 the Services will conform in all material respects to the specifications, functions, descriptions, standards, and criteria set forth in Exhibit A and the Documentation. 10. City Data. 10.1 Ownership. City's data ("City Data," which shall also be known and treated by Service Provider as Confidential Information) shall include: (a) City's data collected, used, processed, stored, or generated as the result of the use of the Services; and, (b) personally identifiable information ("PII") collected, used, processed, stored, or generated as the result of the use of the Services, including, without limitation, any information that identifies an individual, such as an individual's social security number or other government -issued identification number, date of birth, address, telephone number, biometric data, mother's maiden name, email address, credit card information, or an individual's name in combination with any other of the elements listed herein. City Data is and shall remain the sole and exclusive property of City and all right, title, and interest in the same is reserved by City. This Section shall survive the termination of this Agreement. 10.2 Service Provider Use of City Data. Service Provider is provided a limited license to access City Data for the sole and exclusive purpose of providing the Services, including a license to collect, process, store, generate, and display City Data only to the extent necessary in the providing of the Services. Service Provider shall: (a) keep and maintain City Data in strict confidence, using such degree of care as is appropriate and consistent with its obligations as further described in this Agreement and applicable law to avoid unauthorized access, use, disclosure, or loss; (b) use and disclose City Data solely and exclusively for the purpose of providing the Services, such use and disclosure being in accordance with this Agreement, and applicable law; (c) allow access to City Data only to those employees of Service Provider who are directly involved with and responsible for providing the Services; and, (d) not use, sell, rent, transfer, distribute, or otherwise disclose or make available City Data for Service Provider's own purposes or for the benefit of anyone other than City without City's prior written consent. This Section shall survive the termination of this Agreement. 10.3 Access to, and Extraction of City Data. City shall have full and complete access to, and ability to download, its City Data 24 hours per day, 7 days per week, except during authorized periods of maintenance by Service Provider. Further, Service Provider shall, within one (1) business day of City's request, provide City, without charge and without any conditions or contingencies whatsoever (including, but not limited to, the payment of any fees due to Service Provider), an extract of the City Data in the format specified by City. 10.4 Backup and Recovery of City Data. As a part of the Services, Service Provider is responsible for maintaining a backup of City Data and for an orderly and timely 32 recovery of such data in the event that the Services may be interrupted. Unless otherwise described in Exhibit A, Service Provider shall maintain a contemporaneous backup of City Data that can be recovered within two (2) hours at any point in time. Additionally, Service Provider shall store a backup of City Data in an off-site (but within the continental United States) "hardened" facility no less than daily, maintaining the security of City Data, the security requirements of which are further described herein. Any backups of City Data shall not be considered in calculating storage used by City. 10.5 Loss or Unauthorized Access to Data. In the event of any act, error or omission, negligence, misconduct, or breach that permits any unauthorized access to, or that compromises or is suspected to compromise the security, confidentiality, or integrity of City Data or the physical, technical, administrative, or organizational safeguards put in place by Service Provider that relate to the protection of the security, confidentiality, or integrity of City Data, Service Provider shall, as applicable: (a) notify City as soon as practicable but no later than five (5) business days of becoming aware of such occurrence; (b) cooperate with City in investigating the occurrence, including making available all relevant records, logs, files, data reporting, and other materials required to comply with applicable law or as otherwise required by City; (c) in the case of PI I, at City's sole election, (i) notify the affected individuals who comprise the PII as soon as practicable but no later than is required to comply with applicable law, or, in the absence of any legally required notification period, within five (5) calendar days of the occurrence; or, (ii) reimburse City for any costs in notifying the affected individuals; (d) in the case of PI I, provide third -party credit and identity monitoring services to each of the affected individuals who comprise the PII for the period required to comply with applicable law, or, in the absence of any legally required monitoring services, for no less than twelve (12) months following the date of notification to such individuals; (e) perform or take any other actions required to comply with applicable law as a result of the occurrence; (f) without limiting City's obligations of indemnification as further described in this Agreement, indemnify, defend, and hold harmless City for any and all Claims (as defined herein), including reasonable attorneys' fees, costs, and expenses incidental thereto, which may be suffered by, accrued against, charged to, or recoverable from City in connection with the occurrence; (g) be responsible for recreating lost City Data in the manner and on the schedule set by City without charge to City; and, (h) provide to City a detailed plan within ten (10) calendar days of the occurrence describing the measures Service Provider will undertake to prevent a future occurrence. Notification to affected individuals, as described above, shall comply with applicable law, be written in plain language, and contain, at a minimum: name and contact information of Service Provider's representative; a description of the nature of the loss; a list of the types of data involved; the known or approximate date of the loss; how such loss may affect the affected individual; what steps Service Provider has taken to protect the affected individual; what steps the affected individual can take to protect himself or herself; contact information for major credit card reporting agencies; and, information regarding the credit and identity monitoring services to be provided by Service Provider. This Section shall survive the termination of this Agreement. 11. Non -Disclosure of Confidential Information. The parties acknowledge that each party may be exposed to or acquire communication or data of the other party that is 33 confidential, privileged communication not intended to be disclosed to third parties. The provisions of this Section shall survive the termination of this Agreement. 11.1 Meaning of Confidential Information. For the purposes of this Agreement, the term "Confidential Information" shall mean all information and documentation of a party that: (a) has been marked "confidential" or with words of similar meaning, at the time of disclosure by such party; (b) if disclosed orally or not marked "confidential" or with words of similar meaning, was subsequently summarized in writing by the disclosing party and marked "confidential" or with words of similar meaning; and, (c) should reasonably be recognized as confidential information of the disclosing party. The term "Confidential Information" does not include any information or documentation that was: (a) already in the possession of the receiving party without an obligation of confidentiality; (b) developed independently by the receiving party, as demonstrated by the receiving party, without violating the disclosing party's proprietary rights; (c) obtained from a source other than the disclosing party without an obligation of confidentiality; or, (d) publicly available when received, or thereafter became publicly available (other than through any unauthorized disclosure by, through, or on behalf of, the receiving party). For purposes of this Agreement, in all cases and for all matters, City Data shall be deemed to be Confidential Information. 11.2 Obligation of Confidentiality. The parties agree to hold all Confidential Information in strict confidence and not to copy, reproduce, sell, transfer, or otherwise dispose of, give or disclose such Confidential Information to third parties other than employees, agents, or subcontractors of a party who have a need to know in connection with this Agreement or to use such Confidential Information for any purposes whatsoever other than the performance of this Agreement, or as required by law. The parties agree to advise and require their respective employees, agents, and subcontractors of their obligations to keep all Confidential Information confidential. 11.3 Cooperation to Prevent Disclosure of Confidential Information. Each party shall use its best efforts to assist the other party in identifying and preventing any unauthorized use or disclosure of any Confidential Information. Without limiting the foregoing, each party shall advise the other party immediately in the event either party learns or has reason to believe that any person who has had access to Confidential Information has violated or intends to violate the terms of this Agreement and each party will cooperate with the other party in seeking injunctive or other equitable relief against any such person. 11.4 Remedies for Breach of Obligation of Confidentiality. Each party acknowledges that breach of its obligation of confidentiality may give rise to irreparable injury to the other party, which damage may be inadequately compensable in the form of monetary damages. Accordingly, a party may seek and obtain injunctive relief against the breach or threatened breach of the foregoing undertakings, in addition to any other legal remedies which may be available, to include, in the case of City, at the sole election of City, the immediate termination, without liability to City, of this Agreement. 11.5 Surrender of Confidential Information upon Termination. Upon termination of this Agreement or an Exhibit A, in whole or in part, each party shall, within five (5) 34 calendar days from the date of termination, return to the other party any and all Confidential Information received from the other party, or created or received by a party on behalf of the other party, which is in such party's possession, custody, or control; provided, however, that Service Provider shall return City Data to City following the timeframe and procedure described further in this Agreement. Should Service Provider or City determine that the return of any non -City Data Confidential Information is not feasible, such party shall destroy the non -City Data Confidential Information and shall certify the same in writing within five (5) calendar days from the date of termination to the other party. 12. Data Privacy and Information Security. 12.1 Undertaking by Service Provider. Without limiting Service Provider's obligation of confidentiality as further described herein, Service Provider shall be responsible for establishing, maintaining, and providing a written description to City of, a data privacy and information security program, including physical, technical, administrative, and organizational safeguards, that is designed to: (a) ensure the security and confidentiality of the City Data; (b) protect against any anticipated threats or hazards to the security or integrity of the City Data; (c) protect against unauthorized disclosure, access to, or use of the City Data; (d) ensure the proper disposal of City Data; and, (e) ensure that all employees, agents, and subcontractors of Service Provider, if any, comply with all of the foregoing. In no case shall the safeguards of Service Provider's data privacy and information security program be less stringent than the safeguards used by City. [OPTIONAL: At all times herein, Service Provider shall be certified as ISO/IEC 27002 compliant, and shall remain compliant with any successor ISO or IEC certification standards.] [OPTIONAL: At all times herein, Services Provider shall maintain, handle, transmit, and store City Data in encrypted form meeting the requirements of Federal Information Processing Standard (FIPS) 140-2, or otherwise as required by the City.] 12.2 Audit by Service Provider. No less than annually, Service Provider shall conduct a comprehensive independent third -party audit of its data privacy and information security program and provide such audit findings to City. [OPTIONAL: The required audit shall be a SAS -70 (or successor standard) compliant audit, and Service Provider shall provide the audit findings in the form of an SAS -70 Type II report.] 12.3 Right of Audit by City. Without limiting any other audit rights of City, City shall have the right to review Service Provider's data privacy and information security program prior to the commencement of Services and from time to time during the term of this Agreement. During the providing of the Services, on an ongoing basis from time to time and without notice, City, at its own expense, shall be entitled to perform, or to have performed, an on-site audit of Service Provider's data privacy and information security program. In lieu of an on-site audit, upon request by City, Service Provider agrees to complete, within forty-five (45 days) 35 of receipt, an audit questionnaire provided by City regarding Service Provider's data privacy and information security program. 12.4 Audit Findings. Service Provider shall implement any required safeguards as identified by City or by any audit of Service Provider's data privacy and information security program. 12.5 City's Right to Termination for Deficiencies. City reserves the right, at its sole election, to immediately terminate this Agreement without limitation and without liability if City reasonably determines that Service Provider fails or has failed to meet its obligations under this Section. 13. Proprietary Rights. 13.1 Pre-existing Materials. City acknowledges that, in the course of performing the Services, Service Provider may use software and related processes, instructions, methods, and techniques that have been previously developed by Service Provider (collectively, the "Pre-existing Materials," which shall include the Services) and that the same shall remain the sole and exclusive property of Service Provider. 13.2 No License. Except as expressly set forth herein, no license is granted by either party to the other with respect to the Confidential Information or Pre-existing Materials. Nothing in this Agreement shall be construed to grant to either party any ownership or other interest, in the Confidential Information or Pre-existing Materials, except as may be provided under a license specifically applicable to such Confidential Information or Pre-existing Materials. 13.3 The provisions of this Section shall survive the termination of this Agreement. 14. Indemnification; Limitation of Liability; Insurance. 14.1 General Indemnification. Service Provider agrees to indemnify, defend, and hold harmless City and its elected officials, officers, directors, agents, attorneys and employees (each, an "Indemnitee") from and against any and all liabilities, damages, losses, expenses, claims, demands, suits, fines, or judgments (each, a "Claim," and collectively, the "Claims"), including reasonable attorneys' fees, costs, and expenses incidental thereto, which may be suffered by, incurred by, accrued against, charged to, or recoverable from any Indemnitee, by reason of any Claim arising out of or relating to any act, error or omission, negligence, or misconduct of Service Provider, its officers, directors, agents, employees, and subcontractors, during the performance of this Agreement, including, without limitation, Claims arising out of or relating to: (a) bodily injury (including death) or damage to tangible personal or real property; (b) any payment required to be paid to subcontractors, if any, of Service Provider; (c) any material misrepresentation or breach of warranty of any representation or warranty set forth in this Agreement; or, (d) any material breach of any covenant set forth in this Agreement; provided, however, that the foregoing indemnity shall not apply to the extent that the applicable Claim resulted from the acts or omissions of an Indemnitee. 36 14.2 Proprietary Rights Indemnification. Service Provider agrees to indemnify, defend, and hold harmless Indemnitees from and against any and all Claims, including reasonable attorneys' fees, costs, and expenses incidental thereto, which may be suffered by, incurred by, accrued against, charged to, or recoverable from any Indemnitee, by reason of any Claim arising out of or relating to the Services allegedly or actually infringing or misappropriating any United States or foreign patent, copyright, trade secret, trademark, or other proprietary right. In the event that Service Provider is enjoined from providing the Services and such injunction is not dissolved within thirty (30) calendar days, or in the event that City is adjudged, in any final order of a court of competent jurisdiction from which no appeal is taken, to have infringed upon or misappropriated any patent, copyright, trade secret, trademark, or other proprietary right in the access or use of the Services, then Service Provider shall, at its expense: (a) obtain for City the right to continue using such Services; (b) replace or modify such Services so that they do not infringe upon or misappropriate such proprietary right and is free to be used by City; or, (c) in the event that Service Provider is unable or determines, in its reasonable judgment, that it is commercially unreasonable to do either of the aforementioned, Service Provider shall reimburse to City any prepaid fees and the full cost associated with any Transition Services. 14.3 Indemnification Procedures. Promptly after receipt by City of a threat, notice, or filing of any Claim against an Indemnitee, City shall give notice thereof to Service Provider, provided that failure to give or delay in giving such notice shall not relieve Service Provider of any liability it may have to the Indemnitee except to the extent that Service Provider demonstrates that the defense of the Claim is prejudiced thereby. Service Provider shall have sole control of the defense and of all negotiations for settlement of a Claim and City shall not independently defend or respond to a Claim; provided, however, that: (a) City may defend or respond to a Claim, at Service Provider's expense, if City's counsel determines, in its sole discretion, that such defense or response is necessary to preclude a default judgment from being entered against an Indemnitee; and, (b) City shall have the right, at its own expense, to monitor Service Provider's defense of a Claim. At Service Provider's request, City shall reasonably cooperate with Service Provider in defending against or settling a Claim; provided, however, that Service Provider shall reimburse City for all reasonable out-of-pocket costs incurred by City (including, without limitation, reasonable attorneys' fees and expenses) in providing such cooperation. 14.4 Third -Party Beneficiaries. Nothing, express or implied, in this Agreement is intended to benefit, or to create or be construed to create any rights of enforcement in any persons or entities who are neither signatories to this Agreement nor Indemnitees. 14.5 Limitation of Liability. NOTWITHSTANDING ANY OTHER PROVISION SET FORTH HEREIN, NEITHER PARTY SHALL BE LIABLE FOR ANY INDIRECT, SPECIAL, AND / OR CONSEQUENTIAL DAMAGES ARISING OUT OF OR IN CONNECTION WITH THIS AGREEMENT; PROVIDED, HOWEVER, THAT THE FOREGOING EXCULPATION OF LIABILITY SHALL NOT APPLY WITH RESPECT TO DAMAGES INCURRED AS A RESULT OF THE GROSS NEGLIGENCE OR WILLFUL MISCONDUCT OF A PARTY. A PARTY SHALL 37 BE LIABLE TO THE OTHER FOR ANY DIRECT DAMAGES ARISING OUT OF OR RELATING TO ITS PERFORMANCE OR FAILURE TO PERFORM UNDER THIS AGREEMENT; PROVIDED, HOWEVER, THAT THE LIABILITY OF A PARTY, WHETHER BASED ON AN ACTION OR CLAIM IN CONTRACT, EQUITY, NEGLIGENCE, TORT, OR OTHERWISE FOR ALL EVENTS, ACTS, OR OMISSIONS UNDER THIS AGREEMENT SHALL NOT EXCEED THE FEES PAID OR PAYABLE UNDER THIS AGREEMENT, AND PROVIDED, FURTHER, THAT THE FOREGOING LIMITATION SHALL NOT APPLY TO: (A) A PARTY'S OBLIGATIONS OF INDEMNIFICATION, AS FURTHER DESCRIBED IN THIS AGREEMENT; (B) DAMAGES CAUSED BY A PARTY'S GROSS NEGLIGENCE OR WILLFUL MISCONDUCT; OR, (C) A PARTY'S BREACH OF ITS OBLIGATIONS OF CONFIDENTIALITY, AS FURTHER DESCRIBED IN THIS AGREEMENT. This Section shall survive the termination of this Agreement. 14.6 Insurance. Service Provider shall, at its own expense, procure and maintain in full force and effect during the term of this Agreement, policies of insurance, of the types and in the minimum amounts as follows, with responsible insurance carriers duly admitted and qualified in California covering the operations of Service Provider, pursuant to this Agreement: commercial general liability ($1,000,000 per occurrence, $2,000,000 aggregate); excess liability ($2,000,000 per occurrence, $2,000,000 aggregate); workers' compensation (statutory limits) and employers' liability ($500,000 per accident); and, professional liability ($1,000,000 per occurrence, $1,000,000 aggregate). The Indemnitees shall be named as additional insureds in the commercial general and excess policies which shall contain standard cross liability clauses. Service Provider shall cause the liability it assumed under this Agreement to be specifically insured under the contractual liability section of the liability insurance policies. The liability policy shall be primary without right of contribution from any Indemnitee. Such policies shall require that City be given no less than thirty (30) calendar days prior written notice of any cancellation thereof or material change therein. City shall have the right to request an adjustment of the limits of liability for commercial general liability and professional liability insurance as Service Provider's exposure to City increases. Service Provider shall provide City with certificates of insurance and original endorsements, evidencing all of the above coverage, including all special requirements specifically noted above, and shall provide City with certificates of insurance evidencing renewal or substitution of such insurance thirty (30) calendar days prior to the effective date of such renewal or substitution. 15. General. 15.1 Relationship between City and Service Provider. Service Provider represents and warrants that it is an independent contractor with no authority to contract for City or in any way to bind or to commit City to any agreement of any kind or to assume any liabilities of any nature in the name of or on behalf of City. Under no circumstances shall Service Provider, or any of its staff, if any, hold itself out as or be considered an agent employee, joint venture, or partner of City. In recognition of Service Provider's status as an independent contractor, City shall carry no Workers' Compensation insurance or any health or accident insurance to cover Service Provider or Service Provider's agents or staff, if any. City shall not pay any contributions to Social Security, unemployment insurance, federal or state withholding taxes, any other applicable taxes whether federal, state, or 38 local, nor provide any other contributions or benefits which might be expected in an employer-employee relationship. Neither Service Provider nor its staff, if any, shall be eligible for, participate in, or accrue any direct or indirect benefit under any other compensation, benefit, or pension plan of City. 15.2 Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California and the federal laws of the United States of America. Service Provider hereby consents and submits to the jurisdiction and forum of the state and federal courts in the County of Riverside, State of California, in all questions and controversies arising out of this Agreement. 15.3 Attorneys' Fees and Costs. In any arbitration, litigation, or other proceeding, informal or formal, by which one party either seeks to enforce this Agreement or seeks a declaration of any rights or obligations under this Agreement, the non - prevailing party shall pay the prevailing party's costs and expenses, including but not limited to, reasonable attorneys' fees. 15.4 Compliance with Laws; City Policies and Procedures. Both parties agree to comply with all applicable federal, state, and local laws, executive orders and regulations issued, where applicable. Service Provider shall comply with City policies and procedures where the same are posted, conveyed, or otherwise made available to Service Provider. 15.5 Cooperation. Where agreement, approval, acceptance, consent or similar action by either party hereto is required by any provision of this Agreement, such action shall not be unreasonably delayed or withheld. Each party will cooperate with the other by, among other things, making available, as reasonably requested by the other, management decisions, information, approvals, and acceptances in order that each party may properly accomplish its obligations and responsibilities hereunder. Service Provider will cooperate with any City supplier performing services, and all parties supplying hardware, software, communication services, and other services and products to City, including, without limitation, the Successor Service Provider. Service Provider agrees to cooperate with such suppliers, and shall not commit or permit any act which may interfere with the performance of services by any such supplier. 15.6 Force Maieure; Excused Performance. Neither party shall be liable for delays or any failure to perform the Services or this Agreement due to causes beyond its reasonable control. Such delays include, but are not limited to, fire, explosion, flood or other natural catastrophe, governmental legislation, acts, orders, or regulation, strikes or labor difficulties, to the extent not occasioned by the fault or negligence of the delayed party. Any such excuse for delay shall last only as long as the event remains beyond the reasonable control of the delayed party. However, the delayed party shall use its best efforts to minimize the delays caused by any such event beyond its reasonable control. Where Service Provider fails to use its best efforts to minimize such delays, the delays shall be included in the determination of Service Level achievement. The delayed party must notify the other party promptly upon the occurrence of any such event, or performance by the delayed party will not be considered excused pursuant to this Section, and inform the other party of its plans to resume performance. A force 39 majeure event does not excuse Service Provider from providing Services and fulfilling its responsibilities relating to the requirements of backup and recovery of City Data. In no event shall any of the following constitute a force majeure event: (a) failure, inadequate performance, or unavailability of Service Provider's subcontractors, if any; or, (b) configuration changes, other changes, Viruses, or other errors or omissions introduced, or permitted to be introduced, by Service Provider that result in an outage or inability for City to access or use the Services. Within thirty (30) calendar days following the Effective Date and on an annual basis thereafter until the termination of this Agreement, Service Provider shall provide its then -current business continuity plan ("Business Continuity Plan") to City upon City's request. The Business Continuity Plan shall include: (a) Services and City Data backup and recovery procedures, including procedures and resources for disaster recovery; (b) fail -over procedures; and, (c) how Service Provider will interact with its business continuity suppliers, if any. Service Provider shall test its Business Continuity Plan on an annual basis until the termination of this Agreement and shall provide the test results to City upon City's request. 15.7 Advertising and Publicity. Service Provider shall not refer to City directly or indirectly in any advertisement, news release, or publication without prior written approval from City. 15.8 No Waiver. The failure of either party at any time to require performance by the other party of any provision of this Agreement shall in no way affect that party's right to enforce such provisions, nor shall the waiver by either party of any breach of any provision of this Agreement be taken or held to be a waiver of any further breach of the same provision. 15.9 Notices. Any notice given pursuant to this Agreement shall be in writing and shall be given by personal service or by United States certified mail, return receipt requested, postage prepaid to the addresses appearing at the end of this Agreement, or as changed through written notice to the other party. Notice given by personal service shall be deemed effective on the date it is delivered to the addressee, and notice mailed shall be deemed effective on the third day following its placement in the mail addressed to the addressee. 15.10 Assignment of Agreement. This Agreement and the obligations of Service Provider hereunder are personal to Service Provider. Neither Service Provider nor any successor, receiver, or assignee of Service Provider shall directly or indirectly assign this Agreement or the rights or duties created by this Agreement, whether such assignment is effected in connection with a sale of Service Provider's assets or stock or through merger, an insolvency proceeding or otherwise, without the prior written consent of City. In the case of an assignment by Service Provider, Service Provider represents and warrants that it has all requisite rights and power to transfer any agreements or other rights with third -parties whose software is incorporated into the Services or who are necessary for the performance and use of the Services. City, at City's sole election, may assign any and all of its rights and obligations under this Agreement to any company that succeeds to substantially all of City's business. 40 15.11 Counterparts; Facsimile. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same Agreement. The parties agree that a facsimile signature may substitute for and have the same legal effect as the original signature. 15.12 Entire Agreement. This Agreement and any and all attached exhibits, each of which is incorporated by reference herein, constitute the entire agreement between the parties and supersede any and all previous representations, understandings, or agreements between City and Service Provider as to the subject matter hereof. The provisions of this Agreement shall govern over any inconsistent or conflicting provisions contained in any exhibit hereto, except Exhibit A. This Agreement may only be amended by an instrument in writing signed by the parties. This Agreement shall be construed without regard to the party that drafted it. Any ambiguity shall not be interpreted against either party and shall, instead, be resolved in accordance with other applicable rules concerning the interpretation of contracts. 15.13 Cumulative Remedies. All rights and remedies of City herein shall be in addition to all other rights and remedies available at law or in equity, including, without limitation, specific performance against Service Provider for the enforcement of this Agreement, and temporary and permanent injunctive relief. Executed on the dates set forth below by the undersigned authorized representative of City and Service Provider to be effective as of the Effective Date. 41 Item No. 9 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Patrick A. Thomas, Director of Public Works / City Engineer DATE: April 11, 2017 SUBJECT: Approve the Second Amendment to the Agreement for Consultant Services with Willdan Engineering for On -Call Traffic Engineering Services PREPARED BY: Jerry Gonzalez, Associate Engineer - Traffic RECOMMENDATION: That the City Council approve the Second Amendment to the Agreement for Consultant Services with Willdan Engineering, in the amount of $30,000, for On -Call Traffic Engineering Services. BACKGROUND: At their meeting of June 14. 2016, the City Council approved the First Amendment to the Agreement with Willdan Engineering, which extended the term of the agreement and increased the agreement in the amount of $30,000. Willdan Engineering serves as the City's Traffic Engineer and provides on-call traffic engineering services as a supplement to City staff. Due to the increase in work efforts and the subsequent retirement of the Traffic Engineering Division's staff member, staff recommends an increase to the Agreement in the amount of $30,000, for a total Agreement amount of $90,000. FISCAL IMPACT: Adequate funds are available in the Public Works Department, Traffic Engineering Division's Operating Budget Account No. 001.164.602.5248. ATTACHMENT: Second Amendment SECOND AMENDMENT TO AGREEMENT FOR CONSULTANT SERVICES BETWEEN CITY OF TEMECULA AND WILLDAN ENGINEERING ON-CALL TRAFFIC ENGINEERING SERVICES THIS SECOND AMENDMENT is made and entered into as of April 11, 2017, by and between the City of Temecula, a municipal corporation (hereinafter referred to as "City"), and Willdan Engineering, a Corporation (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1. This Amendment is made with the respect to the following facts and purposes: a. Effective July 1, 2015, the City and Consultant entered into that certain Agreement entitled "Agreement for Consultant Services," in the amount of $30,000. b. Effective July 1, 2016, the City and Consultant entered into the First Amendment to that certain Agreement entitled "Agreement for Consultant Services," to extend the term of the agreement to June 30, 2017, and increase the payment in the amount of $30,000. c. The parties now desire to increase the payment in the amount of $30,000, and to amend the Agreement as set forth in this Amendment. 2. Section 6 of the Agreement entitled "PAYMENT" at paragraph "a" is hereby amended to read as follows: The City agrees to pay Consultant monthly, in accordance with the payment rates and schedules and terms set forth in Exhibit B, Payment Rates and Schedule, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. Any terms in Exhibit B, other than the payment rates and schedule of payment, are null and void. The Second Amendment amount shall not exceed Thirty Thousand Dollars ($30,000) for a total Agreement amount of Ninety Thousand Dollars ($90,000). 3. Except for the changes specifically set forth herein, all other terms and conditions of the Agreement shall remain in full force and effect. 1 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF TEMECULA WILLDAN ENGINEERING (Two Signatures of corporate officers required unless corporate documents authorize only one person to sign the agreement on behalf of the corporation.) By: By: Maryann Edwards, Mayor ATTEST: By: By: Randi Johl, City Clerk APPROVED AS TO FORM: By: Peter M. Thorson, City Attorney CONSULTANT Lew Gluesing, Director of Engineering William C. Padgett, Senior Vice President Willdan Engineering Attn: Lew Gluesing, Director of Engineering 13191 Crossroads Parkway N., Suite 405 Industry, CA 91746 562-908-6200 562-695-2120 Fax Number Igluesing@willdan.com 2 PM Initials: Date: Item No. 10 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Patrick A. Thomas, Director of Public Works / City Engineer DATE: April 11, 2017 SUBJECT: Approve the Third Amendment to the Agreement with Craftsmen Plumbing Heating & Cooling, Inc. for Facilities Maintenance Services PREPARED BY: Jerzy Kanigowski, Facility Services Manager Bruce Wedeking, Maintenance Superintendent RECOMMENDATION: That the City Council approve the Third Amendment to the Agreement with Craftsmen Plumbing Heating & Cooling, Inc., in the amount of $80,000, for Facilities Maintenance Services. BACKGROUND: Effective July 1, 2015, the City Council approved an Agreement for the repairs and maintenance of plumbing heating & cooling systems at the various City locations, as well as emergency call -out services. Under the Agreement, Craftsmen Plumbing Heating & Cooling, Inc. provides maintenance services to City facilities as a supplement to City staff on an as -needed basis. Due to additional repairs, the Agreement amount is quickly being exhausted for this fiscal year. With the passage of Measure S, staff is requesting an additional $80,000 for this fiscal year to continue services needed for repairs and maintenance of the plumbing heating & cooling systems at various City locations, including renovation of Sam Hicks Park and Sixth Street public restroom facilities. FISCAL IMPACT: The amount of the Agreement, as amended to date, is $380,000. With this Amendment, the resulting Agreement amount will be $460,000. Funding in the amount of $150,000 for the renovation of public restroom facilities was appropriated by the City Council as part of the mid -year budget adjustments on February 28, 2017, utilizing Measure "S" Funds. ATTACHMENT: Third Amendment THIRD AMENDMENT TO AGREEMENT BETWEEN CITY OF TEMECULA AND CRAFTSMEN PLUMBING HEATING & COOLING, INC. ROUTINE MAINTENANCE SERVICES THIS THIRD AMENDMENT is made and entered into as of April 11, 2017, by and between the City of Temecula, a municipal corporation (hereinafter referred to as "City"), and Craftsmen Plumbing Heating & Cooling, Inc., a Corporation (hereinafter referred to as "Contractor"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1. This Amendment is made with the respect to the following facts and purposes: a. On July 1, 2015, the City and Contractor entered into that certain Agreement entitled "Agreement for Routine Maintenance Services," in the amount of $120,000. b. On February 23, 2016, the City and Contractor entered into the First Amendment to that certain Agreement entitled "Agreement for Routine Maintenance Services," to increase the payment in the amount of $60,000. c. On May 10, 2016, the City and Contractor entered into the Second Amendment to that certain Agreement entitled "Agreement for Routine Maintenance Services," to extend the term of the agreement to June 30, 2017 and increase the payment in the amount of $200,000. d. The parties now desire to increase the payment in the amount of $80,000, and to amend the Agreement as set forth in this Amendment. 2. Section 3 of the Agreement entitled "PAYMENT" at paragraph "a" is hereby amended to read as follows: The City agrees to pay Contractor monthly, in accordance with the payment rates and schedules and terms set forth in Exhibit B, Payment Rates and Schedule, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. Any terms in Exhibit B, other than the payment rates and schedule of payment, are null and void. The Third Amendment amount shall not exceed Eighty Thousand Dollars ($80,000), for additional routine maintenance services for a total Agreement amount of Four Hundred Sixty Thousand Dollars ($460,000). 3. Except for the changes specifically set forth herein, all other terms and conditions of the Agreement shall remain in full force and effect. 1 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF TEMECULA Craftsmen Plumbing Heating & Cooling, Inc. (Two Signatures of corporate officers required unless corporate documents authorize only one person to sign the agreement on behalf of the corporation.) By: By: Maryann Edwards, Mayor ATTEST: By: By: Randi Johl, City Clerk APPROVED AS TO FORM: By: Peter M. Thorson, City Attorney CONTRACTOR Denny McKee, President Laura McKee, Treasurer Craftsmen Plumbing Heating & Cooling, Inc. Contact Person: Denny McKee 27636 Ynez Rd Temecula, CA 92591 Phone Number: (951) 676-6838 2 PM Initials: Date: Item No. 11 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Patrick A. Thomas, Director of Public Works / City Engineer DATE: April 11, 2017 SUBJECT: Establish an All -Way Stop Control at the Intersection of Nighthawk Pass and Chaote Street PREPARED BY: Jerry Gonzalez, Associate Engineer - Traffic RECOMMENDATION: That the City Council adopt a resolution entitled: RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA, ESTABLISHING AN ALL WAY -STOP CONTROL AT THE INTERSECTION OF NIGHTHAWK PASS AND CHAOTE STREET BACKGROUND: In the past, the Public/Traffic Safety Commission (the Commission) approved the implementation of neighborhood traffic calming features to reduce vehicular traffic along Nighthawk Pass that included the installation of a painted median, bike lanes, a striped parking lane and the VCalm speed display signs. Additionally, the Commission considered the feasibility of implementing multi -way stop controls at the intersections of Nighthawk Pass at Channel Street and Chaote Street to provide right-of-way assignment. A multi -way stop warrant analysis performed at the time concluded that the minimum warrant criteria was not satisfied and multi -way stop controls were not justified at the intersections. At that time, staff agreed to periodically monitor traffic conditions along Nighthawk Pass to determine if the subsequent development of Morgan Hill would justify the need for multi -way stop controls at both intersections. In February 2017, vehicular volume data was collected at both intersections and a review of conditions was performed both intersections. The review included a sight distance evaluation, a review of the collision history, and a multi -way stop warrant analysis. The multi -way stop warrant analysis found that existing volumes fall below the minimum threshold at both intersections and multi -way stop controls would not be justified. However, the Multi -Way Stop Sign Installation Policy for Residential Streets provides the flexibility to consider multi -way stop controls at locations where visibility constraints dictate the need for right-of-way control due to limited sight distance. Under these optional criteria, multi -way stop controls are justified only at the intersection of Nighthawk Pass at Chaote Street. The results of the warrant analysis were presented at the Public/Traffic Safety Commission meeting of March 23, 2017. The Commission approved the recommendation (4-0-1) that the City Council adopt a resolution establishing an all -way stop control at the intersection of Nighthawk Pass and Chaote Street. FISCAL IMPACT: Adequate funds are available in the Public Works Traffic Division's Fiscal Year 2016-17 Annual Operating Budget to install signs and associated pavement markings. ATTACHMENTS: 1. Resolution 2. Location Map RESOLUTION NO. 17- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TEMECULA, ESTABLISHING AN ALL -WAY STOP CONTROL AT THE INTERSECTION OF NIGHTHAWK PASS AND CHAOTE STREET THE CITY COUNCIL OF THE CITY OF TEMECULA DOES HEREBY RESOLVE AS FOLLOWS: Section 1. The City Council has considered the facts justifying the need for stop signs at the location described in this resolution. A. The City Council hereby finds and determines the installation of stop signs pursuant to this resolution will enhance public health, safety, and general welfare at the intersection. B. The City Council hereby finds the proposed stop signs will not create any adverse conditions in the area. Section 2. Pursuant to Section 10.12.100 of the Temecula Municipal Code, the following All -Way Stop intersection is hereby established in the City of Temecula. Nighthawk Pass and Chaote Street PASSED, APPROVED, AND ADOPTED by the City Council of the City of Temecula this 11th day of April, 2017. Maryann Edwards, Mayor ATTEST: Randi Johl, City Clerk [SEAL] STATE OF CALIFORNIA ) COUNTY OF RIVERSIDE ) ss CITY OF TEMECULA ) I, Randi Johl, City Clerk of the City of Temecula, do hereby certify that the foregoing Resolution No. 17- was duly and regularly adopted by the City Council of the City of Temecula at a meeting thereof held on the 11th day of April, 2017, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: Randi Johl, City Clerk 711E CITY OF TEMECTITi4 Location Map - Nighthawk Pass at Chaote Street 563.9 0 281.95 563.9 Feet WGS_1984_ Web_ Mercator_ Auxiliary_ Sphere © Latitude Geographics Group Ltd. This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION ■ Legend El Parcels Highways HWY INTERCHANGE INTERSTATE - OFFRAMP - ONRAMP ▪ USHWY Street Names ▪ Parks ▪ Schools Hospitals Public Facilities City of Temecula Boundary Sphere of Influence Streets <all other values> <Null> COLLECTOR FREEWAY LIMITED SECONDARY ARTERIAL LOCAL MAJOR ARTERIAL MODIFIED SECONDARY ARTERI, NO CLASSIFCATION ASSIGNED Notes TEMECULA COMMUNITY SERVICES DISTRICT CONSENT Item No. 12 ACTION MINUTES March 28, 2017 City Council Chambers, 41000 Main Street, Temecula, California TEMECULA COMMUNITY SERVICES DISTRICT MEETING The Temecula Community Services District meeting convened at 7:28 PM CALL TO ORDER: President Jeff Comerchero ROLL CALL: DIRECTORS: Edwards, Naggar, Rahn, Stewart, Comerchero CSD PUBLIC COMMENTS (None) CSD CONSENT CALENDAR 13 Approve the Action Minutes of March 14, 2017 - Approved Staff Recommendation (5-0) Director Edwards made the motion; it was seconded by Director Rahn; and electronic vote reflected approval by Directors Edwards, Naggar, Rahn, Stewart and Comerchero. RECOMMENDATION: 13.1 That the Board of Directors approve the action minutes of March 14, 2017. 14 Approve an Agreement with San Diequito Publishers dba San Diequito Printers for Printing of Bi -annual Guide to Leisure Activities - Approved Staff Recommendation (5-0) Director Edwards made the motion; it was seconded by Director Rahn; and electronic vote reflected approval by Directors Edwards, Naggar, Rahn, Stewart and Comerchero. RECOMMENDATION: 14.1 Approve an Agreement with San Dieguito Publishers dba San Dieguito Printers for printing services to produce six (6) issues of the Community Services Department Guide to Leisure Activities over a three-year period with one two-year option for renewal. The cost of printing the guide annually is as follows: • Fiscal Year 16-17 $17,339, plus a 10% contingency of $1,733.90 • Fiscal Year 17-18 $35,374, plus a 10% contingency of $3,537.40 • Fiscal Year 18-19 $36,786, plus a 10% contingency of $3,678.60 • Fiscal Year 19-20 $18,754, plus a 10% contingency of $1,875.40 The total is not to exceed $108,253, plus a contingency of 10% in the amount of $10,825.30 for a possible combined total of $119,078.30. CSD Action Minutes 032817 1 CSD DIRECTOR OF COMMUNITY SERVICES REPORT CSD GENERAL MANAGER REPORT CSD BOARD OF DIRECTORS REPORTS CSD ADJOURNMENT At 7:30 PM, the Community Services District meeting was formally adjourned to Tuesday, April 11, 2017, at 5:30 PM, for a Closed Session, with regular session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. Jeff Comerchero, President ATTEST: Randi Johl, Secretary [SEAL] CSD Action Minutes 032817 2 CITY COUNCIL BUSINESS Item No. 13 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Randi Johl, City Clerk DATE: April 11, 2017 SUBJECT: Receive Presentation by Eastern Municipal Water District Regarding Current Status of Drought PREPARED BY: Randi Johl, City Clerk RECOMMENDATION: None BACKGROUND: Eastern Municipal Water District (EMWD) recently requested an opportunity to provide the City Council and residents of Temecula with an update regarding the current status of the drought. Paul Jones, General Manager for EMWD, will be providing the presentation. FISCAL IMPACT: None ATTACHMENTS: None Item No. 14 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Peter M. Thorson, City Attorney DATE: April 11, 2017 SUBJECT: Repeal of Ordinance Restricting the Location of Registered Sex Offender Residences RECOMMENDATION: Adopt by a 4/5th vote an Urgency Ordinance entitled: ORDINANCE NO. 17 - AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TEMECULA REPEALING SECTIONS 9.60.030 AND 9.60.040 OF THE TEMECULA MUNICIPAL CODE RESTRICTING THE RESIDENCES OF REGISTERED SEX OFFENDERS AND AMENDING SECTION 9.60.020 TO REPEAL DEFINITIONS NO LONGER APPLICABLE BACKGROUND: On November 7, 2006 the voters of the State of California approved an initiative measure known as "Jessica's Law." The initiative addressed several issues relating to its stated purpose of helping Californians better protect themselves, their children, and their communities from problems posed by sex offenders. One provision added Penal Code Section 3003.5(b) that made it unlawful for a registered sex offender to "reside within 2000 feet of any public or private school, or park where children regularly gather." On February 10, 2009, the City Council adopted Sections 9.60.030 and 9.60.040 of the Temecula Municipal Code. These provisions prohibited a registered sex offender from residing within 2000 feet of any child day care center, park or school. These sections were adopted under the authority of Jessica's Law and their provisions were the same as Penal Code Section 3003.5(b) except that the Temecula ordinance extended to prohibition to day care centers as well as schools and parks. In 2015, the California Supreme Court held Penal Code Section 3003.5 to be unconstitutional in the case of In re Taylor. The Supreme Court found that Section 3003.5 severely restricted a registered sex offender's ability to find housing, greatly increased the incidence of homelessness and hindered their access to medical, psychological treatment and rehabilitative services. The Supreme Court held, therefore, in a unanimous decision, that this section unconstitutionally infringed on the sex offender's rights of liberty and privacy, was not rationally related to the legitimate governmental interest of protecting children from sexual predators, and violated their right to be free of unreasonable, arbitrary and oppressive official action. It is therefore necessary for the City to repeal the portions of the Municipal Code that impose restrictions on sex offender residences similar to those of Penal Code Section 3003.5. FISCAL IMPACT: No fiscal impact. ATTACHMENTS: 1. Proposed Ordinance 17- 2. Existing Chapter 9.60 ORDINANCE NO. 17 - AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TEMECULA REPEALING SECTIONS 9.60.030 AND 9.60.040 OF THE TEMECULA MUNICIPAL CODE RESTRICTING THE RESIDENCES OF REGISTERED SEX OFFENDERS AND AMENDING SECTION 9.60.020 TO REPEAL DEFINITIONS NO LONGER APPLICABLE THE CITY COUNCIL OF THE CITY OF TEMECULA DOES HEREBY ORDAIN AS FOLLOWS: Section 1. Sections 9.60.030 and 9.60.040 of the Temecula Municipal Code, restricting the locations of residences of registered sex offenders, are hereby repealed. Section 2. Section 9.60.020 of the Temecula Municipal Code is hereby amended to repeal certain definitions no longer applicable and to read as follows: "9.60.020 Definitions "For purposes of this chapter, the following definitions shall apply: "Child" means a person under the age of eighteen years. "Sex offender" means any person for whom registration is required pursuant to Section 290 of the California Penal Code, regardless of whether that person is on parole or probation." Section 3. The City Council finds that this ordinance is necessary for the immediate preservation of the public peace, health, and safety, and declares that it shall take effect immediately upon its adoption as an urgency ordinance pursuant to Government Code Sections 36934 and 36937. The California Supreme Court declared in the case of In re Taylor that a statute prohibiting registered sex offenders from residing within 2000 feet of parks and schools, similar restrictions to Temecula Municipal Code Sections 9.60.030 and 9.60.040, is unconstitutional and unenforceable. Therefore, the City Council adopts this Ordinance effective immediately. PASSED, APPROVED, AND ADOPTED by the City Council of the City of Temecula this 11th day of April, 2017. Maryann Edwards, Mayor ATTEST: Randi Johl, City Clerk [SEAL] STATE OF CALIFORNIA ) COUNTY OF RIVERSIDE ) ss CITY OF TEMECULA ) I, Randi Johl, City Clerk of the City of Temecula, do hereby certify that the foregoing Ordinance No. 17- was duly adopted and passed as an urgency ordinance at a meeting of the City Council on the 11th day of April, 2017, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: Randi Johl, City Clerk Chapter 9.60 SEX OFFENDERS Page 1 of 2 Temecula Municipal Code ') FM- .... ...` .-- int . ado Frames U ' Previous I Next Main Collapse Search Print _........... Title 9 PUBLIC PEACE, MORALS AND WELFARE Cha . ter 9.60 SEX OFFENDERS 9.60.010 Short title. This chapter shall be known and may be cited as the "Temecula Sex Offender Ordinance." (Ord. 09-02 § 7) 9.60.020 Definitions. For purposes of this chapter, the following definitions shall apply: "Adult" means a person over the age of eighteen years. "Child" means a person under the age of eighteen years. "Child day care center" means a licensed facility that provides nonmedical care on a less than twenty- four -hour basis to children in need of personal services, supervision or assistance essential for sustaining the activities of daily living or for the protection of the individual. "Child day care center" does not include a "family day care home" as that term is defined in California Health and Safety Code Section 1596.78. "Park" means an open space intended for recreational use where children regularly gather. "School" means the buildings and grounds of any public or private school used for the education of children in kindergarten or in grades 1 through 12, inclusive. "Sex offender" means any person for whom registration is required pursuant to Section 290 of the California Penal Code, regardless of whether that person is on parole or probation. (Ord. 09-02 § 7) 9.60.030 Residency restriction. No sex offender shall reside within a two thousand foot radius of any child day care center, park, or school. (Ord. 09-02 § 7) 9.60.040 Exceptions._. Section 9.60.030 shall not apply in any of the following circumstances: A. The sex offender established the residency prior to the effective date of the ordinance codified this chapter. B. The sex offender established the residency prior to the initial operation of the child day care center, park, or school. (Ord. 09-02 § 7) 9.60.045 Sex offender residences time, Ip ace and manner restrictions on Halloween. A sex offender between twelve a.m. and 11:59 p.m. on October 31st shall: A. Be prohibited from decorating the dwelling in which the sex offender resides with Halloween decorations, and shall remove any such decorations; and http://www.gcode.us/codes/temecula/view.php?topic=9-9_60&showAll=1&frames=on 3/31/2017 Chapter 9.60 SEX OFFENDERS Page 2 of 2 B. During the evening hours starting at five p.m. until 11:59 p.m., leave all exterior residential, decorative, and ornamental lighting off at the dwelling in which the sex offender resides; and C. Be prohibited from answering the door of the dwelling in which the sex offender resides to children who are trick or treating. (Ord. 11-09 § 2; Ord. 11-08 § 2) 9.60.050 Penalties. A. Any person violating any provision of this chapter shall be guilty of a misdemeanor, and upon conviction shall be punished as set forth in Chapter 1.20 of the Temecula Municipal Code. B. Any person who violates any provision of this chapter shall also be subject to the enforcement remedies of Chapters 1.21 and 1.24 of the Temecula Municipal Code. Peace officers of the Riverside County sheriff's department or such other police agency under contract to provide police services to the city shall be authorized to issue citations or take such enforcement action as authorized by Chapters 1.21 and 1.24. (Ord. 09-02 § 7) View the mobile version. http://www.gcode.us/codes/temecula/view.php?topic=9-9_60&showAll=1 &frames=on 3/31/2017 Item No. 15 Approvals City Attorney Finance Director City Manager CITY OF TEMECULA AGENDA REPORT TO: City Manager/City Council FROM: Luke Watson, Community Development Director DATE: April 11, 2017 SUBJECT: Provide Direction on Affordable Housing Request for Proposals (RFP) Development Submissions and Desired Uses on Housing Successor Agency Owned Property (At the Request of the Supportive Housing/Services Ad Hoc Subcommittee — Mayor Pro Tem Rahn and Council Member Naggar) PREPARED BY: Lynn Kelly -Lehner, Principal Management Analyst RECOMMENDATION: That the City Council discuss and provide recommendations to staff and the Supportive Housing/Services Ad Hoc Subcommittee on the: 1. Preferred development proposals to move forward to the next stage of the selection process; 2. Development proposals for City -owned property on Wolf Valley Road that provided a zero cash assistance option move forward to the next stage of the selection process; the proposals that did not provide a zero cash option on Wolf Valley Road are invited to resubmit a proposal with said option; 3. Development proposals on other sites not selected to move forward in the process; 4. Appropriateness of affordable housing on the City -owned property at Rancho California and Diaz Road; 5. Preferred criteria on prioritizing affordable housing proposals; and 6. The feasibility of affordable housing on the City, as Housing Successor, owned property on Diaz Road and Dendy Parkway and desired uses should affordable housing be deemed inappropriate for the property (interested parties expressed interest in developing recreational and industrial uses) BACKGROUND: In late 2015, the Successor Agency to the Redevelopment Agency obtained clearance from the Department of Finance on the remaining affordable housing dollars that had been previously "frozen" within the Affordable Housing Fund, gaining complete discretion on the entire $12.4 million of affordable housing dollars available to the City, as Housing Successor to the Redevelopment Agency. The Supportive Housing/Services Ad Hoc Subcommittee, at the time consisting of Council Members Naggar and Washington, directed staff to create an RFP to solicit project proposals from interested developers for the construction of affordable housing developments. In February 2016, with input from the Subcommittee (then consisting of Council Members McCracken and Naggar), staff issued an RFP to solicit innovative development proposals that address one or more of the following housing needs: seniors, veterans, special needs, transitional, or supportive. The RFP outlined requirements that included potential City -owned parcels that could be considered for development, but proposals would not be limited to City - owned properties. Projects were encouraged to integrate a mix of uses, as well as market -rate units into projects, where feasible. In addition, submissions were required to comply with the obligations of SB 341, which stipulates that the City, as Housing Successor to the Redevelopment Agency, must target its expenditures of the housing funds as follows: • At least 30% of the funds must be spent for the development of rental housing for extremely low income households earning 30% or less of the area median income (AMI) • No more than 20% of the funds may be spent for the development of housing affordable for households earning between 60% and 80% of the AMI • The balance of the funds may be spent for the development of housing affordable for households earning 60% or less of the AMI In response to the RFP, the City received twenty proposals from thirteen developers on eight different sites. On February 28, 2017, staff presented all twenty proposals to the Supportive Housing/Services Ad Hoc Subcommittee, now consisting of Mayor Pro Tem Rahn and Council Member Naggar. The Subcommittee considered many facets of each project including the number of units, cash assistance, City land donation request, target population, service provider, and program description. The Subcommittee recommended that several proposals, as outlined below, move forward to the next stage of the process, which includes submitting updated financial information. After review of the updated financial documentation, the Subcommittee recommends that the City Council direct the Subcommittee to select proposals to move onto to interviews. City, as Housing Successor, Owned Property on Pujol Street The City received four development proposals on the City, as Housing Successor, owned property on Pujol Street included in the RFP. The Subcommittee recommended that the development proposal from Pacific West Communities, Vine Creek Apartments, move on the next stage in the selection process. Vine Creek Apartments is a 56 unit family apartment complex, with 12 units set aside for families with children with autism. Services will be provided by the Our Nicholas Foundation and LifeSTEPS and will include comprehensive assessments and diagnosis. A City land donation is requested and an adjacent non -City parcel is also required (developer retains site control). Cash assistance of $4.8 million of bond proceeds ($85,714 per unit) is also requested. The Subcommittee also recommended that the three remaining proposals on that site do not move forward to the next stage in the interview process. The Wakeland Housing proposal, Arroyo Terrace, was not recommended to move forward because of inefficient site design that does not adequately activate the Murrieta Creek frontage, per the requirements of the Old Town Specific Plan. The Chelsea Investment Corporation, Villa La Paz, and National CORE proposals were not recommended to move forward because they propose to use a privately owned parcel that they do not retain site control over. City -Owned Property at Wolf Valley and Daviana Way The City received five development proposals on the City -owned property at Wolf Valley and Daviana Way. Two of the proposals included a zero cash assistance option from the City. The Subcommittee recommended that these two proposals, described below, move forward to the next stage in the selection process. Chelsea Investment Group — Palomino Villas (Wolf Valley and Daviana): A 50 unit senior apartment project developed in four craftsman style buildings. Specific onsite programs would address mental and physical health, nutrition, lifelong learning, and physical activities. A City land donation is requested with no cash assistance. Thomas Safran & Associates — Villas at Wolf Creek (Wolf Valley and Daviana): A 76 unit senior apartment complex with up to 50% of units available to veterans. Depending on financing, an alternative 56 unit multi -generational complex is proposed. Services to be provided by Veterans Supplemental Support Network. City land donation is requested. For the 76 unit option, the developer is requesting cash assistance of $2.5 million ($32,895 per unit.) For the 56 unit option, the developer is not requesting any cash assistance from affordable housing bond proceeds. The Subcommittee requests that the other three proposals, detailed below, resubmit a modified proposal with a zero cash assistance option. Affirmed Housing Group - Wolf Valley and Daviana Way: A mixed use development consisting of 60 one -bedroom units and a 7,500 square foot library. Social services focused around the arts. Onsite services from EngAGE include arts, wellness, lifelong learning, and community building. The target population is seniors. City land donation is requested with cash assistance of $4.5 million ($75,000 per unit.) National CORE - Wolf Valley and Daviana: A 48 unit apartment complex restricted to seniors. Twenty percent of apartments are set aside for seniors with special needs. Services include case management and health and wellness through Hope through Housing with LifeSTEPS. City land donation is requested with cash assistance of $2.5 million ($52,083 per unit). The Richman Group — Garden Colony Senior Apartments (Wolf Valley and Daviana): A 60 unit senior apartment complex that incorporates community space for urban farming, gardening, and light exercise. Services provided by Pacific Southwest Community Development Corporation. City land donation is requested with cash assistance of $3.03 million ($50,567 per unit). Other Sites The City received several proposals on both City -owned property and non -City owned property. The Subcommittee recommends that the BRIDGE Housing proposal on Ynez and Santiago, and the AMCAL proposal on Bedford Court, both move forward to the next stage of the process. The project descriptions are as follows: BRIDGE Housing - Ynez and Santiago Senior Apartments: A 65 unit senior apartment project with a 3,800 square foot community building. The project proposes to collect storm water and route to a new drainage basin at the south end of the property. The City would retain ownership and provide maintenance to the new drainage facility. A City, as Housing Successor, land donation is requested with cash assistance of $9.8 million of affordable housing bond proceeds ($151,246 per unit). AMCAL — Bedford Court Apartments: A 56 unit senior apartment project plus a 1,500 square foot community center and 8,500 square foot senior center located on Bedford Court. No land donation is requested. A cash assistance of $8.6 million in bond proceeds is requested. The Supportive Housing/Services Ad Hoc Subcommittee also recommended that the following development proposals do not move forward to the next stage of the selection process. The Habitat for Humanity — Single Family Residences on Pujol was not recommended to move forward in the process because the cash assistance per unit exceeds a reasonable cost per unit threshold. In addition, per previous Council recommendations, the site has already been reserved for a future phase of the Habitat for Humanity development. The Affirmed Housing proposal, Mission Village Rehabilitation, was not recommended to move forward in the process because the City has previously invested $5.8 million in that affordable housing complex for rehabilitation. The Affirmed Housing proposal at Diaz and Dendy was not recommended to move forward because, while the proposal was unique, the Subcommittee did not feel that it was appropriate to donate public funding for an affordable housing project that included a beer "university." City -Owned Property at Rancho California and Diaz Road In addition to the above recommendations, staff and the Subcommittee are seeking further direction from the full City Council on the City -owned property on Rancho California and Diaz Road. The Subcommittee seeks to discuss the appropriateness of affordable housing on the site with the entire City Council, given that the property is currently zoned service commercial. The City received six proposals for the City -owned site at Rancho California and Diaz Road. If the City Council desires to pursue affordable on that site, the Subcommittee recommends that all six proposals move forward to the next stage of the process and provide updated financial information for their proposals. Evaluation Criteria For those proposals selected to move forward to the next stage in the process, staff and the Subcommittee are seeking direction on preferred criteria, and ranking of said criteria, to evaluate the proposals. Possible criteria may include cash assistance, cash assistance per unit, number of units, population(s) served, SB 341 compliance, wrap-around services provided, and proposed service provider. City -Owned Property at Diaz Road and Dendy Parkway The Subcommittee is seeking City Council direction on the feasibility of affordable housing on the City -owned property on Diaz Road and Dendy Parkway. Some considerations include the proximity to services and conflicting adjacent uses. The former Redevelopment Agency used the Affordable Housing Set -Aside Fund to purchase the land from the City. If the City Council determines that affordable housing is not feasible on that site, the City, as Housing Successor, may sell the property. Given that all proceeds must be used for affordable housing, a sale of this property will provide additional funding to implement additional affordable housing developments received through the RFP process. During the RFP process, parties interested in acquiring and developing this property for a variety of uses came forward. All parties were advised that until such time as the RFP process is concluded as it relates to this property, the City cannot entertain other potential development proposals. It is recommended that the full Council provide guidance on desired uses at this site; interested parties expressed a desire to develop a waterpark, an entertainment golf driving range, and an industrial use. Next Steps Following the recommendations from City Council, staff will invite selected developers to move forward with the process, which includes submitting updated financial information and pro - formas. After review of the updated financial documentation, the Supportive Housing/Services Ad Hoc Subcommittee will then select development teams to move forward with interviews. Upon selection of the preferred development partners, the City will enter into a disposition and development agreement or owner participation agreement to outline specific goals for partnership. In preparation for the next step in the process, staff will request updated financial information from those developers selected to move forward. FISCAL IMPACT: There is no immediate fiscal impact to the City. Upon the selection of preferred development partners, the City, as the Housing Successor to the Redevelopment Agency, will enter into a Disposition and Development Agreement or Owner Participation Agreement that will outline specific goals and stipulations that must be met for the preferred developer to partner with the City for up to $12.4 million of affordable housing bond proceeds. ATTACHMENTS: 1. Affordable Housing Request for Proposals 2. Affirmed Housing Group — Diaz and Dendy 3. Affirmed Housing Group — Mission Village Apts. Rehab 4. Affirmed Housing Group — Wolf Valley 5. AMCAL — Bedford Court Apartments 6. Bridge Housing (2) — Rancho California and Diaz; Santiago and Ynez 7. Chelsea Investment Corporation — Manzanita Plaza 8. Chelsea Investment Corporation — Palomino Villas 9. Chelsea Investment Corporation — Villa La Paz 10. Community Mission of Hope — Creekside Apartments 11. EAH Housing — Veteran and Family Housing 12. Habitat for Humanity — Pujol Single Family Homes 13. Meta Housing — Temecula Valley Arts Collective 14. National CORE (3) — Rancho California and Diaz Road Wolf Valley and Daviana Way Pujol Street 15. Pacific West Communities — Vine Creek Apartments 16. Richman Group — Garden Colony Senior Apartments 17. Thomas Safran and Associates — Villas at Wolf Creek 18. Wakeland — Arroyo Terrace February 10, 2016 To: Interested Developers Re: Request for Proposals (RFP) Affordable Housing Development Opportunity within the City of Temecula Temecula, California Greetings: The City of Temecula as Housing Successor to the former Temecula Redevelopment Agency (City) is soliciting development proposals from qualified developers for a development opportunity within the City. Enclosed with this letter is a Request for Proposals (RFP) that includes all of the following pertinent information: ■ Description of potential development ■ Scope of development potential ■ Development proposal submission requirements ■ Review process and schedule ■ City and Housing Successor Agency owned properties ■ Pro Forma Templates All proposals are to be submitted no later than 5:00 pm on May 10, 2016 to the: City of Temecula as Housing Successor 41000 Main Street Temecula, CA 92590 Attention: City Clerk An electronic version of this RFP can be accessed via the City's website at: www.cityoftemecula.orq Should you have questions regarding the development opportunity or this RFP, please direct them to Luke Watson, at (951)694-6415, or via e-mail at luke.watson@cityoftemecula.orq. We look forward to discussing this development opportunity with you. Sincerely, Luke Watson Community Development Director AFFORDABLE HOUSING DEVELOPMENT OPPORTUNITY REQUEST FOR PROPOSALS CITY OF TEMECULA AS HOUSING SUCESSOR TO TEMECULA REDEVELOPMENT AGENCY City of Temecula February 10, 2016 TABLE OF CONTENTS I. Introduction 3 II. Development Opportunity and City of Temecula 4 A. Development Opportunity 4 B. City of Temecula 7 III. RFP Submission Requirements 8 A. Development Entity 8 B. Financial Capacity 8 C. Examples of Comparable Projects Completed or Underway 8 D. Proposed Development 9 IV. Review Process and Schedule 9 A. Process 9 B. Schedule 10 C. Criteria 10 D. RFP Submittals and Further Questions 12 V. Other Terms and Conditions 12 A. Responsibility of the City 12 B. Responsibility of the Developer 13 VI. Attachments........................ ...... ............ ...... ......... ...... ............ ...... 1 4 A-1. City of Temecula & City as Housing Successor Agency Owned Properties. A-1 A-2. Pro Forma Template — New Construction A-3 A-3. Pro Forma Template — Acquisition Rehabilitation. A-4 2 I. INTRODUCTION The City of Temecula, as Housing Successor to the Temecula Redevelopment Agency (City), is pleased to announce the release of this Request for Proposals (RFP) for an exciting affordable housing development opportunity within the City of Temecula. The purpose of this RFP is to describe the affordable housing development opportunity and to solicit proposals from developers that are qualified and capable of developing a high-quality affordable housing product. Once development proposals are received the City will then proceed to interview developers with the objective of selecting a preferred development partner or partners to enter into a Disposition and Development Agreement (DDA) or Owner Participation Agreement (OPA). Prospective developers are invited to submit development proposals to the City detailing the proposed development, developer background as well as information on pertinent qualifications, comparable project experience, project vision, conceptual architectural design, and financing plan. The City intends to compile a shortlist of developers, conduct a series of interviews, and ultimately select a preferred developer(s). The selected developer(s) will enter into an Exclusive Negotiation Agreement (ENA) with the City while negotiating the terms of a DDA or OPA. 3 II. OVERVIEW OF DEVELOPMENT OPPORTUNITY AND CITY OF TEMECULA A. Development Opportunity The City is releasing this RFP in order to utilize $12.4 million in remaining affordable housing Tax Allocation Bond proceeds. Projects are not required to make proposals utilizing all of the available bond proceeds, as the City may entertain and accept more than one proposal. The City seeks innovative proposals that not only provide affordable housing units but also target particular housing needs within the community. Proposals should address one or more of the following housing needs: • Special Needs • Veterans • Seniors • Housing First / Transitional / Supportive • Other (applicants with other housing need specialties will be considered) In addition to strong development description and presentations, successful proposals will include a comprehensive plan for developing a service oriented ecosystem designed to support the particular housing needs of residents residing in the development. If applicants intend to partner with service organizations or non -profits, proposals should detail the structure of that partnership. Applicants are encouraged to be creative in their approach. The City owns sites that may potentially be considered as part of the City's contribution to the project. These sites have mixed ownership between the Housing Successor and the City and are outlined in the appendix of this RFP. If the Developer's proposal requires financial assistance from the City in addition to land donation, the applicant should assume the income targeting provisions of SB 341, specifically a minimum of 30% of the units must be affordable at 30% Area Median Income (AMI), a maximum of 20% may be affordable between 60%-80% AMI, and no unit rents may exceed 80% AMI. Projects are encouraged to integrate a mix of uses as well as market -rate units into projects, where feasible. The City recently adopted the Uptown Temecula Specific Plan which intends to transform a suburban oriented commercial district into a urban mix -used environment, and while this funding opportunity can be used anywhere within the City, proposals that do not wish to utilize City and 4 Housing Successor owned sites are encouraged to explore sites within the Uptown Temecula Specific Plan area. Information regarding the Specific Plan and the Uptown Temecula Area can be accessed at www.cityoftemecula.orq Each proposal shall include a detailed Business Plan and Financial Pro Forma Template (attached to this RFP). The Business Plan will present the following terms: • Project Description. Provide a general description of the project, highlighting bedroom and income eligibility mixes, affordable versus market -rate, and senior housing versus workforce/family units. • Senior Position of Covenants. Covenants assuring ongoing affordability, enforceable by the City, should be senior to any financing. • Financial Terms. Provide explicit description of the estimated amount, structure, timing and payback of the City's financial contribution to the project. This shall be fully supported by the information provided in the Financial Pro Forma Template. • Fees. Explain in detail the amounts proposed for Developer Fee, Developer Fee deferral, and Limited and General Partner asset management fees. • Tax Credits. Provide description of proposed tax credit structure (9% vs 4%) and estimated number of rounds, if any, requested to apply for the 9% tax credits. • Project Schedule. Present a critical path schedule for project completion including methodology of due diligence including: acquisition of financing, formulation of development concepts, community outreach, entitlements, pre -leasing, design, City planning reviews, and construction schedule. Financial Pro Forma Template can be found at www.cityoftemecula.orq. The pro forma template spreadsheets contain a number of tables and must be filled out completely. A separate Template should be completed for each project component (i.e., 9% tax credit, 4% tax credit, and/or market - rate). 5 Each Proposal shall include a Comprehensive Service and Support Plan. This plan will include: • Detailed description of history and experience of service organization and or non-profit organization partnering with developer and that organizations' mission and ultimate goal. • Detailed description of specific housing needs being addressed. • Identification of particular population being served by the development. • List of services to be provided. • If development housing options are not intended as permanent housing, a detailed description of the plan to transition residents to permanent housing is required. 6 B. City of Temecula The City of Temecula, branded as Southern California Wine Country, has award winning schools, higher education opportunities, a vast array of parks and trails, diverse shopping/dining options and beautiful residential communities. Over the past two decades, the City of Temecula has evolved into an innovative and dynamic regional economic center for Southwest Riverside County, all while retaining its small town feel and character and developing a world class quality of life. Centrally located between Los Angeles, Orange County and San Diego, Temecula is part of the California Innovation hub (IHub) and the San Diego Foreign Trade Zone. Rated one of the top twenty least expensive cities to do business in California by the Kosmont-Rose Institute, Temecula remains the ideal city for relocating, expanding, and developing a new project in Southern California. • Los Angeles Las Ange. 80 Min. Count 1 Palm Springs ` 75 Min. • Saeranunro R. San Francis. - • Temecula • San Diego 60 Min. At 26 years old, Temecula is moving from building a City to sustaining a City, with strong emphasis on infill development and new urbanism ideals. Strong investment in quality of life has helped Temecula retain and attract both residents and quality jobs to ensure its economic prosperity. Temecula strives to be a well-rounded community, while setting the stage for an excellent quality of life for both residents and businesses. For detailed information regarding the City please visit our website: www.cityoftemecula.orq/temecula/businesses 7 III. RFP SUBMISSION REQUIREMENTS A. Development Entity • Identify the development entity that would enter into exclusive negotiations with the City, including any joint venture and limited partners to the extent known at this time. Include design and engineering firms, project managers, contractors and sub- contractors. • Explain the role of each of the development partners. • Name of the principal in charge. • Identify legal counsel. • Identify any litigation settled/ongoing for the previous five (5) years facing the development entity, its principals and development partners. B. Financial Capacity • Describe the financial strength and capability of the development entity. • Please submit any publicly available financial documentation, such as annual reports that describe the company's or development entity's financial strength and capability. C. Examples of Comparable Projects Completed or Underway • Provide at least three (3) examples of comparable projects completed or underway by principals of the developer team, and the role of that team member in the comparable project. • Describe the structure of comparable public/private partnerships. • Describe how these comparable projects were financed. • Provide references for each comparable project example. 8 D. Proposed Development This section should demonstrate a cohesive vision for the project. • Describe in a narrative one-page format the development concept and services approach that is envisioned. • Describe mix of income levels. • Provide site plan, elevations and renderings of development concept. • Present critical path schedule for project completion including methodology of due diligence including: acquisition of financing, formulation of development concepts, community outreach, entitlements, pre -leasing, design, City planning reviews, and construction schedule. • Provide financing plan and pro forma. IV. REVIEW PROCESS AND SCHEDULE A. Process The City is requesting development proposals from developers with experience in developing high quality, innovative affordable housing developments. After review of the proposals, the City will schedule interviews with one or more development teams. Prior to the interview, the City will notify development teams of the specific information that should be provided during the interview (e.g., members of the development team, concept plan, documentation on financial capability, etc.). 9 B. Schedule The solicitation, receipt, and evaluation of development proposals, and the selection process, is anticipated to observe the following approximate time schedule: Mailing of RFP .February 10, 2016 Submittal Deadline May 10, 2016 Review by City (complete by) ..................... May 31, 2016 Interviews (week of) June 15, 2016 Recommendation to City Council July 15, 2016 C. Criteria The City intends to select one or more development teams based on the following criteria: documented comparable experience, development team interviews, evaluation of the development team's past project performance, financial capability, proposed development concept, financing plan, and other pertinent factors as presented in the applicant's proposal and subsequent interviews. The following is a guide to the criteria that will be used in evaluating development teams: Development Team ■ Prior, recent, and relevant experience in developing and marketing this type of project(s). ■ Qualifications of the development team and the key individuals proposed for involvement in the development. ■ Experience with developing projects in a public/private partnership. ■ Service organization's experience setting up and operating similar facilities and 10 programs. Financial Capability ■ Demonstrated ability to provide project funding (debt and equity), including current relationships with major lenders and various financial institutions and past funding experiences. Project Architecture, Planning, and Design ■ Demonstration of architectural and urban design experience on projects similar in quality, scale, and use to the proposed project. ■ Design experience with projects in a variety of urban settings. ■ Demonstrated experience in planning and designing projects sensitive to community concerns. ■ Experience with development sites that incorporated innovative design and/or overcame engineering constraints. Proposed Development Concept ■ Demonstration of innovative and feasible approaches to development of the site(s). ■ Compatibility of proposed development concept, design features, and mix of uses within existing neighborhood. 11 D. RFP Submittals and Further Questions Interested developers should submit one (1) original hard copy, five (5) additional hard copies and one (1) electronic copy of all materials. The submittal(s) should be limited to 20 pages plus attachments. Concise and focused responses are encouraged. Proposals should be submitted no later than 5:00 pm on May 10, 2016, to the: City of Temecula as Housing Successor 41000 Main Street Temecula, CA 92590 Attention: City Clerk General questions regarding the project and this RFP should also be directed to: Luke Watson Community Development Director Luke.Watson©CityofTemecula.orq (P) 951-693-3956 (F) 951-693-3903 V. OTHER TERMS AND CONDITIONS A. Responsibility of the City The information in this RFP is intended to provide general information regarding the development opportunity. This information is not intended or warranted to be a complete statement of potential land use issues and/or procedures to which the developer may not be subject, nor is this information intended to be a complete statement of all of the information the developer may ultimately be required to submit. All facts and opinions stated herein and in any additional information provided by the City, its staff or its consultants, including but not limited to surveys, statistical and economic data, and projections, are based on available information and no representation or warranty is made with respect thereto. 12 This RFP does not commit the City to pay any costs incurred in the preparation of a response. The City reserves the right to accept or reject any submission in part or in its entirety. The City further reserves the right to request and obtain, from one or more of the developers who submit proposals, supplementary information as may be necessary for the City staff and/or its consultants to analyze the submission. The City reserves the right to choose any number of qualified finalists. In addition, the City reserves the right to issue written notice to all participants of any changes in the submission schedule or other schedules, should the City determine, at its sole and absolute discretion, that such changes are necessary. The proposing entity, by submitting a response to this RFP, waives all rights to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. Finalists may be required to sign a hold harmless certification, at the City's option. B. Responsibility of the Developer The successful developer and the City will enter into a period of negotiations during which time a definitive Disposition and Development Agreement (DDA) or Owner Participation Agreement (OPA), and or other agreements as are necessary, will be negotiated. It will be the responsibility of the developers to advise and consult with the City and its consultant team on product definition during the entitlement phase and concurrently plan and design the project. It will be the responsibility of the selected developer to undertake all site planning, engineering, tentative and final mapping, and all other required entitlements for the proposed development. 13 ATTACHMENTS Attachment 1 City of Temecula and City of Temecula as Housing Successor Agency Owned Sites (All City of Temecula as Housing Successor Agency sites have been approved by the State Department of Finance as housing assets on the Housing Asset List) 15 Diaz Road & Dendy Parkway (2 Lots) i f err i i r _ o� Parcel Number Acres Owner Zoning 909-370-050 10.9 City as Housing Successor PDO-10 909-370-049 10.27 City as Housing Successor PDO-10 21.17 TOTAL 16 28640 Pujol Street (2 Lots) :.. Cin; fnity Theater OW vvn Cm -4ty Thea,. i Pennypirkle3 Workshop tT 5 eaN ., ,..., i/..„,,,„b ,,,w,,,„„,,b ,1/4;* Parcel Number Acres Owner Zoning 922-053-021 .17 City as Housing Successor Old Town Specific Plan (SP -5) 922-053-020 .71 City as Housing Successor Old Town Specific Plan (SP -5) .88 TOTAL 17 Ynez Road & Santiago Road , d --,, v a A I 4ant%a9o'Rd it m T ti • Parcel Number Acres Owner Zoning 922-140-010 7.72 acres City of Temecula Very Low Density Residential (VL) 18 Wolf Valley Road & Danava Way AINN # df lIP;i SS "4''' Parcel Number Acres Owner Zoning 962-580-092 1.63 City of Temecula Wolf Creek Specific Plan (SP -12) 19 Rancho California & Diaz SS �Psr P Z r 7 - l \ \ \.ty �\ ,ti ,--.' , 1 _�ur v,'.1 use Ist un) Parcel Number Acres Owner Zoning 921-020-089 3.64 City of Temecula Service Commercial (SC) 20 ATTACHMENT 2 Pro Forma Template New Construction NEW CONSTRUCTION TABLE 1 PROJECT DESCRIPTION AFFORDABLE HOUSING RFP CITY OF TEMECULA I. Site Address II. Site Area III. Gross Building Area (GBA) Acres A. Residential - Rental - Affordable Net Rentable Area SF Common Areas/Circulation SF (1) Total GBA - Residential - Rental - Affordable SF B. Residential - Rental - Market -Rate Net Rentable Area SF Common Areas/Circulation SF (1) Total GBA - Residential - Rental - Market -Rate SF C. Commercial Net Leasable Area SF Common Areas/Circulation SF (1) Total Gross Building Area - Commercial SF D. Grand Total GBA SF IV. Construction Type V. Number of Stories (above grade) Stories TABLE 1 CONTINUED ON NEXT PAGE 4 (1) Provide break-out of what is included and SF of each (community room, laundry, leasing office, circulation, etc.). Page 1 of 11 NEW CONSTRUCTION TABLE 1 (CONT'D.) PROJECT DESCRIPTION AFFORDABLE HOUSING RFP CITY OF TEMECULA VI. Unit Mix Average Unit Size A. Residential - Rental - Affordable Studio Units SF One Bedroom Units SF Two Bedroom Units SF Three Bedroom Units SF Residential - Rental - Affordable Units SF B. Residential - Rental - Market -Rate Studio Units SF One Bedroom Units SF Two Bedroom Units SF Three Bedroom Units SF Total Residential - Rental - Market -Rate Units SF C. Total/Average - All Units VII. Affordability Mix A. Market -Rate B. Affordable Units C. Total Units VIII. Parking Units SF Units Units Units 100.0 A. Residential Parking Spaces (Type of Parking) B. Commercial Parking Spaces (Type of Parking) C. Total Parking Spaces Page 2 of 11 NEW CONSTRUCTION TABLE 2 ESTIMATED DEVELOPMENT COSTS AFFORDABLE HOUSING RFP CITY OF TEMECULA I. Acquisition Costs APN# / SF $ APN# / SF $ APN# / SF $ Total Acquisition Costs $ II. Direct Costs Off -Site Improvements On -Site Improvements/Landscaping Remediation Parking Shell Construction - Residential - Rental Shell Construction - Commercial Tenant Improvements - Commercial Amenities/FF&E Contingency Total Direct Costs Totals Please check the appropriate statement: Check box: 1. Prevailing wage requirements are included in the direct costs above. 2. Prevailing wages are not reflected in the direct costs above. TABLE 2 CONTINUED ON NEXT PAGE 4 Page 3 of 11 NEW CONSTRUCTION TABLE 2 (CONTD.) ESTIMATED DEVELOPMENT COSTS AFFORDABLE HOUSING RFP CITY OF TEMECULA III. Indirect Costs Architecture & Engineering $ Permits & Fees $ Legal & Accounting $ Taxes & Insurance $ Developer Fee $ Marketing/Lease-Up - Residential $ Marketing/Lease-Up - Commercial $ Contingency $ Total Indirect Costs $ IV. Financing Costs Loan Fees Interest During Construction Interest During Lease -Up TCAC Fees/Syndication Costs (1) Operating Lease-Up/Reserves Total Financing Costs Totals V. Total Development Costs $ (1) Applies to Low Income Housing Tax Credit (LIHTC) projects. Page 4 of 11 NEW CONSTRUCTION TABLE 3 NET OPERATING INCOME - RESIDENTIAL - RENTAL AFFORDABLE HOUSING RFP CITY OF TEMECULA Average Net Unit # of Monthly Total Size (SF) Units Rent (1) Rent/SF Annual I. Residential Income - Affordable Units Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Total/Average Affordable Units II. Residential Income - Market -Rate Units Studio @ One Bedroom @ Two Bedroom @ Three Bedroom @ Market -Rate Market -Rate Market -Rate Market -Rate Total/Average Market -Rate Units $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ TABLE 3 CONTINUED ON NEXT PAGE 4 (1) If applicable, please provide source and break-out of utility profile. Page 5 of 11 NEW CONSTRUCTION TABLE 3 (CONT'D.) NET OPERATING INCOME - RESIDENTIAL - RENTAL AFFORDABLE HOUSING RFP CITY OF TEMECULA III. Total Residential Income (I + II, above) Add: Other Income IV. Gross Scheduled Income (GSI) (Less) Vacancy V. Effective Gross Income (EGI) VI. Operating Expenses (Less) Operating Expenses (Less) Replacement Reserves (Less) Property Taxes (Less) Services/Amenities Total Operating Expenses $ $ Unit/Month $ $ %of GSI ($ $ Unit/Year (2) Unit/Year Unit/Year Unit/Year Unit/Year VII. Net Operating Income (NOI) - Residential - Rental $ (2) If different than Tax Credit Allocation Committee's (TCAC's) minimum, please provide break-out of expenses. Page 6 of 11 NEW CONSTRUCTION TABLE 4 NET OPERATING INCOME - COMMERCIAL AFFORDABLE HOUSING RFP CITY OF TEMECULA Total SF Rent/SF Annual I. Gross Scheduled Income (GSI) Commercial Space A $ /SF/Month $ Commercial Space B $ /SF/Month $ Total/Average Commercial GSI $ /SF/Month $ II. Effective Gross Income (EGI) (Less) Vacancy Total Effective Gross Income III. Operating Expenses (Less) Commercial Operating Expenses @ of GSI $ $ ($ IV. Net Operating Income (NOI) - Commercial $ Page 7 of 11 NEW CONSTRUCTION TABLE 5 FINANCING SURPLUS/(DEFICIT) AFFORDABLE HOUSING RFP CITY OF TEMECULA Totals I. Sources of Funds Supportable Permanent Loan - Rental Residential (1) $ Supportable Permanent Loan - Commercial (2) $ Tax Credit Equity Investment (3) $ Deferred Developer Fee $ General Partner Equity Contribution (Affordable Housing) $ Equity Contribution (Market-Rate/Commercial) $ Income During Construction/Lease-Up $ Other: $ Other: $ Total Sources of Funds $ II. (Less) Development Costs (Table 2) ( $ III. Financing Surplus/(Deficit) $ TABLE 5 CONTINUED ON NEXT PAGE 4 (1) See next page for assumptions for calculation of the supportable permanent loan for residential. (2) See next page for assumptions for calculation of the supportable permanent loan for commercial. (3) See next page for assumptions for calculation of the tax credit equity investment. Page 8 of 11 NEW CONSTRUCTION TABLE 5 (CONT'D.) FINANCING SURPLUS/(DEFICIT) AFFORDABLE HOUSING RFP CITY OF TEMECULA (1) Rental Residential Supportable Permanent Loan Assumptions: Net Operating Income Debt Service Coverage Ratio @ Interest Rate @ Term (Years) Annual Debt Service Totals $ $ Years (2) Commercial Supportable Permanent Loan Assumptions: Net Operating Income Debt Service Coverage Ratio @ Interest Rate @ Term (Years) Annual Debt Service $ $ Years (3) Tax Credit Assumptions: Estimate of Eligible Basis: Total Development Costs (Less) Ineligible Costs Eligible Basis $ Tax Credit Proceeds Maximum Eligible Basis * $ (Less) Voluntary Adjustment in Basis ( $ ) Total Requested Unadjusted Basis $ Impacted Bonus Factor % $ Tax Credit Qualified Units/Applicable Factor % $ Tax Credit Rate % $ Total Tax Credits @ 10 $ Limited Partner Share % $ Present Market Value @ % $ Please provide the break-out of eligible/ineligible development costs. Page 9 of 11 TABLE 6 15 -YEAR CASH FLOW PROJECTION AFFORDABLE HOUSING RFP CITY OF TEMECULA NEW CONSTRUCTION Escalation 1 2 3 4 5 6 7 8 Retail Factor: I. Gross Scheduled Income (GSI) % $ $ $ $ $ $ $ $ (Less) Vacancy % $ $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ $ (Less) Operating Expenses % $ $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ $ Residential I. Gross Scheduled Income (GSI) % $ $ $ $ $ $ $ $ (Less) Vacancy % $ $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ $ Operating Expenses % $ $ $ $ $ $ $ $ Services/Amenities % $ $ $ $ $ $ $ $ Property Taxes % $ $ $ $ $ $ $ $ Monitoring Fee % $ $ $ $ $ $ $ $ Replacement Reserves % $ $ $ $ $ $ $ $ (Less) Total Operating Expenses $ $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ $ (Less) Debt Service $ $ $ $ $ $ $ $ IV. Residential Cash Flow $ $ $ $ $ $ $ $ V. (Less) Limited Partner Asset Mgmt. Fee % $ $ $ $ $ $ $ $ (Less) General Partner Asset Mgmt. Fee % $ $ $ $ $ $ $ $ Total Asset Management Fees $ $ $ $ $ $ $ $ VI. Net Residential Cash Flow $ $ $ $ $ $ $ $ VII. Total Project Cash Flow (Retail + Residential) $ $ $ $ $ $ $ $ VIII. Deferred Developer Fee Repayment Beginning Balance I$ I$ $ $ $ $ $ $ Interest % $ $ $ $ $ $ $ $ (Less) Cash Flow Credit $ $ $ $ $ $ $ $ Ending Balance $ $ $ $ $ $ $ $ IX. Cash Flow Available for Distribution $ $ $ $ $ $ $ $ X. Cash Flow to City @ % $ $ $ $ $ $ $ $ Page 10 of 11 TABLE 6 15 -YEAR CASH FLOW PROJECTION AFFORDABLE HOUSING RFP CITY OF TEMECULA NEW CONSTRUCTION 9 10 11 12 13 14 15 Retail I. Gross Scheduled Income (GSI) $ $ $ $ $ $ $ (Less) Vacancy $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ (Less) Operating Expenses $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ Residential I. Gross Scheduled Income (GSI) $ $ $ $ $ $ $ (Less) Vacancy $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ Operating Expenses $ $ $ $ $ $ $ Services/Amenities $ $ $ $ $ $ $ Property Taxes $ $ $ $ $ $ $ Monitoring Fee $ $ $ $ $ $ $ Replacement Reserves $ $ $ $ $ $ $ (Less) Total Operating Expenses $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ (Less) Debt Service $ $ $ $ $ $ $ IV. Residential Cash Flow $ $ $ $ $ $ $ V. (Less) Limited Partner Asset Mgmt. Fee $ $ $ $ $ $ $ (Less) General Partner Asset Mgmt. Fee $ $ $ $ $ $ $ Total Asset Management Fees $ $ $ $ $ $ $ VI. Net Residential Cash Flow $ $ $ $ $ $ $ VII. Total Project Cash Flow (Retail + Residential) $ VIII. Deferred Developer Fee Repayment Beginning Balance $ $ $ $ $ $ $ Interest $ $ $ $ $ $ $ (Less) Cash Flow Credit $ $ $ $ $ $ $ Ending Balance $ $ $ $ $ $ $ IX. Cash Flow Available for Distribution X. Cash Flow to City @ $ $ $ $ $ $ $ Page 11 of 11 ATTACHMENT 3 Pro Forma Template Acquisition/Rehabilitation ACQUISITION/REHABILITATION TABLE 1 PROJECT DESCRIPTION AFFORDABLE HOUSING RFP CITY OF TEMECULA I. Site Address II. Site Area III. Gross Building Area (GBA) Acres A. Residential - Rental - Affordable Net Rentable Area SF Common Areas/Circulation SF (1) Total GBA - Residential - Rental - Affordable SF B. Residential - Rental - Market -Rate Net Rentable Area SF Common Areas/Circulation SF (1) Total GBA - Residential - Rental - Market -Rate SF C. Commercial Net Leasable Area SF Common Areas/Circulation SF (1) Total Gross Building Area - Commercial SF D. Grand Total GBA SF IV. Construction Type V. Number of Stories (above grade) Stories TABLE 1 CONTINUED ON NEXT PAGE 4 (1) Provide break-out of what is included and SF of each (community room, laundry, leasing office, circulation, etc.). Page 1 of 11 ACQUISITION/REHABILITATION TABLE 1 (CONT'D.) PROJECT DESCRIPTION AFFORDABLE HOUSING RFP CITY OF TEMECULA VI. Unit Mix Average Unit Size A. Residential - Rental - Affordable Studio Units SF One Bedroom Units SF Two Bedroom Units SF Three Bedroom Units SF Residential - Rental - Affordable Units SF B. Residential - Rental - Market -Rate Studio Units SF One Bedroom Units SF Two Bedroom Units SF Three Bedroom Units SF Total Residential - Rental - Market -Rate Units SF C. Total/Average - All Units VII. Affordability Mix A. Market -Rate B. Affordable Units C. Total Units VIII. Parking Units SF Units Units Units 100.0 A. Residential Parking Spaces (Type of Parking) B. Commercial Parking Spaces (Type of Parking) C. Total Parking Spaces Page 2 of 11 ACQUISITION/REHABILITATION TABLE 2 ESTIMATED DEVELOPMENT COSTS AFFORDABLE HOUSING RFP CITY OF TEMECULA I. Acquisition Costs APN# / SF $ APN# / SF $ APN# / SF $ Total Acquisition Costs $ II. Direct Costs Off -Site Improvements On -Site Improvements/Landscaping Remediation Parking Building Rehabilitation - Residential - Rental Building Rehabilitation - Commercial Tenant Improvements - Commercial Amenities/FF&E Contingency Total Direct Costs Totals Please check the appropriate statement: Check box: 1. Prevailing wage requirements are included in the direct costs above. 2. Prevailing wages are not reflected in the direct costs above. TABLE 2 CONTINUED ON NEXT PAGE 4 Page 3 of 11 ACQUISITION/REHABILITATION TABLE 2 (CONTD.) ESTIMATED DEVELOPMENT COSTS AFFORDABLE HOUSING RFP CITY OF TEMECULA III. Indirect Costs Architecture & Engineering $ Permits & Fees $ Legal & Accounting $ Taxes & Insurance $ Developer Fee $ Marketing/Lease-Up - Residential $ Marketing/Lease-Up - Commercial $ Contingency $ Total Indirect Costs $ IV. Financing Costs Loan Fees Interest During Construction Interest During Lease -Up TCAC Fees/Syndication Costs (1) Operating Lease-Up/Reserves Total Financing Costs Totals V. Total Development Costs $ (1) Applies to Low Income Housing Tax Credit (LIHTC) projects. Page 4 of 11 ACQUISITION/REHABILITATION TABLE 3 NET OPERATING INCOME - RESIDENTIAL - RENTAL AFFORDABLE HOUSING RFP CITY OF TEMECULA Average Net Unit # of Monthly Total Size (SF) Units Rent (1) Rent/SF Annual I. Residential Income - Affordable Units Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ Studio @ %AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ One Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Two Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Three Bedroom @ % AMI $ $ $ Total/Average Affordable Units II. Residential Income - Market -Rate Units Studio @ One Bedroom @ Two Bedroom @ Three Bedroom @ Market -Rate Market -Rate Market -Rate Market -Rate Total/Average Market -Rate Units $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ TABLE 3 CONTINUED ON NEXT PAGE 4 (1) If applicable, please provide source and break-out of utility profile. Page 5 of 11 ACQUISITION/REHABILITATION TABLE 3 (CONT'D.) NET OPERATING INCOME - RESIDENTIAL - RENTAL AFFORDABLE HOUSING RFP CITY OF TEMECULA III. Total Residential Income (I + II, above) Add: Other Income IV. Gross Scheduled Income (GSI) (Less) Vacancy V. Effective Gross Income (EGI) VI. Operating Expenses (Less) Operating Expenses (Less) Replacement Reserves (Less) Property Taxes (Less) Services/Amenities Total Operating Expenses $ $ Unit/Month $ $ %of GSI ($ $ Unit/Year (2) Unit/Year Unit/Year Unit/Year Unit/Year VII. Net Operating Income (NOI) - Residential - Rental $ (2) If different than Tax Credit Allocation Committee's (TCAC's) minimum, please provide break-out of expenses. Page 6 of 11 ACQUISITION/REHABILITATION TABLE 4 NET OPERATING INCOME - COMMERCIAL AFFORDABLE HOUSING RFP CITY OF TEMECULA Total SF Rent/SF Annual I. Gross Scheduled Income (GSI) Commercial Space A $ /SF/Month $ Commercial Space B $ /SF/Month $ Total/Average Commercial GSI $ /SF/Month $ II. Effective Gross Income (EGI) (Less) Vacancy Total Effective Gross Income III. Operating Expenses (Less) Commercial Operating Expenses @ of GSI $ $ ($ IV. Net Operating Income (NOI) - Commercial $ Page 7 of 11 ACQUISITION/REHABILITATION TABLE 5 FINANCING SURPLUS/(DEFICIT) AFFORDABLE HOUSING RFP CITY OF TEMECULA Totals I. Sources of Funds Supportable Permanent Loan - Rental Residential (1) $ Supportable Permanent Loan - Commercial (2) $ Tax Credit Equity Investment (3) $ Deferred Developer Fee $ General Partner Equity Contribution (Affordable Housing) $ Equity Contribution (Market-Rate/Commercial) $ Income During Construction/Lease-Up $ Other: $ Other: $ Total Sources of Funds $ II. (Less) Development Costs (Table 2) ( $ III. Financing Surplus/(Deficit) $ TABLE 5 CONTINUED ON NEXT PAGE 4 (1) See next page for assumptions for calculation of the supportable permanent loan for residential. (2) See next page for assumptions for calculation of the supportable permanent loan for commercial. (3) See next page for assumptions for calculation of the tax credit equity investment. Page 8 of 11 ACQUISITION/REHABILITATION TABLE 5 (CONT'D.) FINANCING SURPLUS/(DEFICIT) AFFORDABLE HOUSING RFP CITY OF TEMECULA (1) Rental Residential Supportable Permanent Loan Assumptions: Net Operating Income Debt Service Coverage Ratio @ Interest Rate @ Term (Years) Annual Debt Service Totals $ $ Years (2) Commercial Supportable Permanent Loan Assumptions: Net Operating Income Debt Service Coverage Ratio @ Interest Rate @ Term (Years) Annual Debt Service $ $ Years (3) Tax Credit Assumptions: Estimate of Eligible Basis Total Development Costs (Less) Ineligible Costs Eligible Basis Acquisition Basis Rehabilitation Basis Eligible Basis Tax Credit Proceeds Maximum Eligible Basis * $ Acquisition Basis/Applicable Factor % $ Impacted Bonus Factor (Rehabilitation Basis) % $ Total Acquisition and Rehabilitation Basis $ Tax Credit Rate % $ Total Tax Credits @ 10 $ Limited Partner Share % $ Present Market Value @ % $ Please provide the break-out of eligible/ineligible development costs. Page 9 of 11 TABLE 6 15 -YEAR CASH FLOW PROJECTION AFFORDABLE HOUSING RFP CITY OF TEMECULA ACQUISITION/REHABILITATION Escalation 1 2 3 4 5 6 7 8 Retail Factor: I. Gross Scheduled Income (GSI) % $ $ $ $ $ $ $ $ (Less) Vacancy % $ $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ $ (Less) Operating Expenses % $ $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ $ Residential I. Gross Scheduled Income (GSI) % $ $ $ $ $ $ $ $ (Less) Vacancy % $ $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ $ Operating Expenses % $ $ $ $ $ $ $ $ Services/Amenities % $ $ $ $ $ $ $ $ Property Taxes % $ $ $ $ $ $ $ $ Monitoring Fee % $ $ $ $ $ $ $ $ Replacement Reserves % $ $ $ $ $ $ $ $ (Less) Total Operating Expenses $ $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ $ (Less) Debt Service $ $ $ $ $ $ $ $ IV. Residential Cash Flow $ $ $ $ $ $ $ $ V. (Less) Limited Partner Asset Mgmt. Fee % $ $ $ $ $ $ $ $ (Less) General Partner Asset Mgmt. Fee % $ $ $ $ $ $ $ $ Total Asset Management Fees $ $ $ $ $ $ $ $ VI. Net Residential Cash Flow $ $ $ $ $ $ $ $ VII. Total Project Cash Flow (Retail + Residential) $ $ $ $ $ $ $ $ VIII. Deferred Developer Fee Repayment Beginning Balance I$ I$ $ $ $ $ $ $ Interest % $ $ $ $ $ $ $ $ (Less) Cash Flow Credit $ $ $ $ $ $ $ $ Ending Balance $ $ $ $ $ $ $ $ IX. Cash Flow Available for Distribution $ $ $ $ $ $ $ $ X. Cash Flow to City @ % $ $ $ $ $ $ $ $ Page 10 of 11 TABLE 6 15 -YEAR CASH FLOW PROJECTION AFFORDABLE HOUSING RFP CITY OF TEMECULA ACQUISITION/REHABILITATION 9 10 11 12 13 14 15 Retail I. Gross Scheduled Income (GSI) $ $ $ $ $ $ $ (Less) Vacancy $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ (Less) Operating Expenses $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ Residential I. Gross Scheduled Income (GSI) $ $ $ $ $ $ $ (Less) Vacancy $ $ $ $ $ $ $ II. Effective Gross Income (EGI) $ $ $ $ $ $ $ Operating Expenses $ $ $ $ $ $ $ Services/Amenities $ $ $ $ $ $ $ Property Taxes $ $ $ $ $ $ $ Monitoring Fee $ $ $ $ $ $ $ Replacement Reserves $ $ $ $ $ $ $ (Less) Total Operating Expenses $ $ $ $ $ $ $ III. Net Operating Income $ $ $ $ $ $ $ (Less) Debt Service $ $ $ $ $ $ $ IV. Residential Cash Flow $ $ $ $ $ $ $ V. (Less) Limited Partner Asset Mgmt. Fee $ $ $ $ $ $ $ (Less) General Partner Asset Mgmt. Fee $ $ $ $ $ $ $ Total Asset Management Fees $ $ $ $ $ $ $ VI. Net Residential Cash Flow $ $ $ $ $ $ $ VII. Total Project Cash Flow (Retail + Residential) $ VIII. Deferred Developer Fee Repayment Beginning Balance $ $ $ $ $ $ $ Interest $ $ $ $ $ $ $ (Less) Cash Flow Credit $ $ $ $ $ $ $ Ending Balance $ $ $ $ $ $ $ IX. Cash Flow Available for Distribution X. Cash Flow to City @ $ $ $ $ $ $ $ Page 11 of 11 Development Proposal In Response To City of Temecula RFP Affordable Housing: May 2016 arif AFFIRMED pp HOUSING (10,, TABLE OF CONTENTS A. Development Entity 4-6 B. Financial Capacity 7-8 C. Comparable Projects 9-12 D. Proposed Development 13-15 E. Attachments AHOUSFFIRMEDING it May 16, 2016 Mr. Luke Watson Community Development Director City of Temecula 41000 Main Street, Temecula, CA 92590 RE: Request for Proposal — City of Temecula Dear Mr. Watson: Affirmed Housing is pleased to provide a response to the City ofTemecula's Request for Proposal. We're eager to partner again with the City to further its vision of creating high quality housing that is both appealing and affordable to those earning 60% area median income and below. With a creative approach to our community designs and a proven track record for securing necessary funding, we are confident in our ability to meet the City's goals in providing affordable housing. Upon reviewing the City's RFP package and its criteria, we identified multiple opportunities to create developments that go beyond insightful affordable apartments. Consequently, we are providing three separate proposals. One of our concepts is to create a unique, mixed-use development comprised of 60 one -bedroom affordable apartments for seniors over a 7,500 square -foot public facility space that would be built out and utilized by the County of Riverside as a public library. We envision a classic architectural style that would be elegant and clean enough to stand out as a meaningful public gathering space, while still conforming to the personality of the surrounding community. Our second proposal is to utilize the site on Diaz and Dendy to create large scale affordable housing that surrounds an educational facility to teach and experience the trade of craft beer making. Our last idea is to rehabilitate an existing affordable project to make it more energy efficient and bring the overall affordability to as low as 30% AMI rents. Our concepts are detailed in our response package, and we hope that we adequately convey our excitement about this vision and our potential contribution to the City's redevelopment and affordable housing goals. Since 1992, Affirmed Housing has successfully developed 38 projects which include over 3,000 affordable multifamily homes primarily in California, and our current pipeline includes an additional 600 units with 350 units currently under construction. We enjoy the nimbleness of a smaller organization combined with a depth of experience and capacity typically attributed to a much larger organization. Our developments include new construction and rehabilitation of senior, family and supportive housing communities, and our development expertise includes site selection, engineering, architecture, financing, construction and asset management. We take pride in our ability to listen well and to understand our client's needs, and to then effectively develop green, award-winning apartment communities which create long term benefits to our residents and surrounding neighborhoods. Please do not hesitate to contact me if you have any questions that have not been answered sufficiently in our submittal. Affirmed Housing looks forward, with optimism, to a renewed and continued partnership with the City of Temecula. Sincerely, dsay Quackenbush Affirmed Housing Group Vice President of Development Lindsay@affirmedhousing.com (858) 386-5168 Phone: (858) 679-2828 • Fox: (858) 679-9076 • Web: www.AffirmedHousing.com 13520 Evening Creek Dr. North, Suite 160 • San Diego, California 92128 SECTION A: DEVELOPMENT ENTITY The lead development team for this project, entering into negotiations with the Commission, would be Affirmed Housing and NEXUS for Affordable Housing. The following pages will describe the development team who will be involved with this project. rr AFFIRMED HOUSING ad NEXUS For Affordable Housing, Inc. HUMPHREYS & PARTNERS ARCHITECTS,L.P Affirmed Housing Affirmed Housing will act as the sole developer on this project. At Affirmed Housing, our mission is to create and maintain exceptional residential communities for the families and individuals we serve. Utilizing innovative designs which address community, civic, transportation and environmental concerns, we create award winning communities that provide, safe, clean, quality affordable housing for families, veterans, seniors, and the formerly homeless. Affirmed Housing has comprehensive knowledge in residential development including site selection, engineering, architecture, construction, relocation, and marketing. With extensive knowledge in public & private finance, Affirmed is highly skilled and innovative in development funding. NEXUS For Affordable Housing NEXUS for Affordable Housing will partner with Affirmed Housing as the non-profit entity. NEXUS for Affordable Housing was formed in 1996 to own and operate rental housing for low and moderate income persons. NEXUS is the Managing General Partner of 9 communities comprised of 600 units throughout California. These projects include both new construction and rehabilitation developments for family, senior and special needs communities. Humphreys & Partners Architects, L.P. In order to leverage design, multi -family and mixed-use expertise, Affirmed Housing Group is selecting Humphreys & Partners Architecture as our architect for this project. Humphreys & Partners Architecture provides comprehensive architectural services and related consulting based on expert building knowledge and quality design. They are specialists in multi -family housing and mixed-use projects in both Southern California and other areas across the U.S. The depth of experience in the entire development process differentiates Humphreys & Partners Architecture from its competition. We are excited about the ability of this well-rounded design team to achieve a beautiful new development which blends well and enhances the surrounding community. HA Builder Group HA Builder Group is the construction arm of Affirmed Housing, led by our Vice President of Construction, Micah Spano. HA Builders has successfully completed two rehabilitation projects in the past two years; a 61 unit project in the City of Escondido, CA and a 144 unit project in the City of Indio. HA Builders also began construction on a 63 unit, permanent supportive housing project in downtown San Diego in December 2015, along with a 42 unit rehabilitation project in the City of San Marcos in March 2016. 4 SECTION A: DEVELOPMENT ENTITY SOL!'iRI ENTERPiR[SES INC. Affordable Rousing SpeciaIkbi. Solari Enterprises will manage and operate the properties, during and after construction. Over the past 3 years Solari Enterprises, Inc. has successfully completed the lease up of 17 Los Income Housing Tax Credit communities, the majority of which had multiple layers of funding sources and Regulatory Agreements, throughout the State of California. All units were leased to qualified households and 100% occupancy was reached at every community prior to the owner's deadline. Portfolio wide, annual re -certifications are completed timely and accurately. Solari Enterprises, Inc. is recognized as apremier management agent in the affordable housing industrywith alongpositive track record. We work closely with the California Tax Credit Allocation Committee, as well as other funding and monitoringagenciessuchasHUD,SanDiegoHousingCommission,CityofLosAngeles, andUrban Futures,tolistafew. • Solari'son-sitestaff Ixactice includes interviewing existing ste kaff todetermine their interest inranaining with the Communityand their experience and qualifications to do so. All candidates for employment are screened Fy Solari to determineknowledge, experience andcapacityfortheposition applied. Additionally, all candidatebackgrounds are screened by a third party, specifically prior employers, criminal history, credit history and a drug screening. • On-site staff will work together as a team to provide needed services and to maintain the Community. They will report to their assigned Regional Manager (Supervisor) and Compliance Specialist, who then report to the Director of Property Management and Director of Regulatory Affairs. Th ey wi 11 al so ww rk with our Accounting and Maintenance Departments who report to the President or Vice President/CFO, who both report to the Chair of the Board. All on-site staff will have access to Solari's Human Resources Department at all times and where required assistance can be provided by the Resident Services Department. Around Community Experience Foundation for Affordable Housing (the "Foundation") is committed to creating homes, building communities, and enriching the lives of its residents. In honoring this commitment the Foundation has developed a variety of resident services programs which it operates through the Embrace Foundation. Embrace currently offers resident services to over 5,000 of its residents throughout the United States. Each Embrace property is assigned a trained resident services coordinator. The coordinator works closely with the residents to determine the needs and interests of the community. Resident services programs are established based on resident input. To ensure accessibility to the residents, Embrace coordinators maintain an on-site office and coordinate use of the property's community room for group and individual activities. Embrace programs provide residents with a sense of community that ultimately leads to an increase in resident retention and a decrease in property vandalism and delinquency. 5 SECTION A: DEVELOPMENT ENTITY III AFFIRMED HOUSING James Silverwood, President and CEO, of Affirmed Housing Group, oversees all company financial negotiations, property acquisitions, construction, and asset management. Mr. Silverwood has over 31 years experience in real estate development as a general contractor and developer. Under Mr. Silverwood's direction, Affirmed Housing Group has continued to grow in the field of affordable housing by developing innovative new construction and acquisition / rehabilitation projects across California. Prior to developing affordable housing, Mr. Silverwood's company developed hundreds of single-family homes and apartments throughout southern California. Nicki Cometa, Chief Financial Officer, oversees all financial and accounting aspects of Affirmed. Her responsibilities include the comprehensive management of project financing, underwriting, due diligence coordination, lender and investor negotiations, and asset and risk management. Ms. Cometa also monitors and directs the implementation of strategic financial business plans. She brings a wealth of senior financial management experience to Affirmed Housing Group having worked over 26 years in the construction and homebuilding industry. She has worked for both public and private corporations, both large and small with revenues ranging from $10 million to over $500 million. Ms. Cometa most recently worked as VP of Finance for Shea Homes, one of the largest privately held homebuilders in the United States. Lindsay Quackenbush, Vice President of Development, is responsible for all new projects at Affirmed, including site selection, due diligence, financial underwriting, land acquisition, site and architectural design, community outreach, environmental and entitlement review and approvals, value engineering, construction documents and permits, and for project funding including Low- Income Housing Tax Credits, Tax - Exempt Bonds, Low and Moderate Income Housing Funds and HOME funds from local jurisdictions. Mr. Quackenbush leads Affirmed's development staff, and is the primary liaison between design team members, lenders, investors, and City Staff. Mr. Quackenbush has been managing residential and commercial development projects for more than 23 years, including 5 years with D.R. Horton, and is a licensed general contractor. Micah Spano, Vice President of Construction, oversees the construction phase of all of Affirmed's developments. He manages the bid and contract process as well as the schedules and budgets of multiple projects. Mr. Spano's responsibilities include design development, permit issuance, bonding, LEED or other "green" certifications, RFIs, change orders and project handover to operational management of the properties. Mr. Spano has over 21 years of experience in all aspects of real estate development. Prior to joining Affirmed Housing Group, Mr. Spano managed the design and construction of several mid -rise condominium projects in downtown San Diego and over one million square feet of retail, office and industrial projects in Southern California. In addition, as the Director of Engineering and Construction for Halliburton/Brown & Root, he managed the largest U.S. Government cost-plus contract in the world supplying construction services to the U.S. military in both Bosnia-Herzegovina and the Republic of Georgia. Mr. Spano is a licensed general contractor and civil engineer. 6 SECTION B: FINANCIAL CAPABILITY Affirmed Housing has worked with several top lenders and equity investors since the firm was founded in 1990. On this development, we will secure tax credit equity investors along with construction and perma- nent financing. We have partnered with an impressive list of lender and equity partners over the years. In working with these top lenders and equity providers, we have proven ourselves competent in consistently meeting re- quired underwriting criteria. On a project level, we are well versed in the valuation methods and criteria used by lenders and investors. As an organization, Affirmed Housing continues to satisfy lender require- ments such as liquidity, covenant compliance, detailed financial reporting, and positive company perfor- mance. This is accomplished through our strong internal systems, growth of our balance sheet, focused management of our portfolio and consistent financial results. In addition, we also provided a "Total Funding Secured" report on the following page. This list is a summary of the different funding sources by project, from construction funds to equity to local, state, and federal funding. The total financing sources total over $977 million and illustrate Affirmed Housing's ability to obtain and provide project funding throughout its operating history. Because of our longevity, expertise, and reputation, we have been able to secure many lending institution and equity investor relationships that allow us to confidently pursue future growth opportunities. Our equity partners include Boston Capital, Richman Group, Raymond James, Enterprise, Wells Fargo, WNC, and Boston Financial. Our lending relationships include Citibank, U.S. Bank, Chase, and Wells Fargo. Many of these relationships span the many years Affirmed Housing has been in the industry, and some have recently joined our team. With our operating history spanning over 20 years, we have seen the funding of projects become much more sophisticated. The Affirmed Housing team understands the complex nature of the financing struc- tures and has been able to secure financing on local, state, county, and federal levels. The summaries of comparable projects included in this package show some of our recent funding experiences with the different sources obtained. 7 SECTION C: COMPARABLE DEVELOPMENT 441 V' 4 '44 CIELO CARMEL Architect Humphreys & Partners Architects 5339 Alpha Road, Suite 300 Dallas, Texas 75240 General Contractor Wermers Multifamily 5120 Shoreham Place San Diego, CA 92122 Civil Engineer Latitude 33 Planning & Engineering 9968 Hibert Street San Diego, CA 92131 Landscape Architect Alhambra Group 41635 Enterprise Cir N # C Temecula, CA 92590 Development Information Address: 6050 Camino San Fermin San Diego, CA 92130 197 apartments 33 One bedroom 98 Two bedroom 68 Three bedroom • 50%-60% San Diego County median income • 17, two story buildings • 402 parking spaces • 177,776 sq. ft. bldg. • 49 units per acre Financing Sources Bank of America, Merrill Lynch Boston Capital CCRC 4% Tax Credits CDLAC San Diego Housing Authority Cielo Carmel will feature 197 one, two, and three bedroom homes to singles, families, and seniors who earn 50-60% AMI. The property will consist of 17 two-story buildings that feature private garages as well as assigned parking. On site amenities include a dog run, a community business center, a pool, tot -lot, furnished outdoor BBQ area, on-site laundry facilities, and on-site management. NOI13f1?J1SNO3 b34Nfl 9 SECTION C: COMPARABLE DEVELOPMENT POINTE Architect Studio E Architects 2258 First Avenue San Diego, CA 92101 General Contractor Wermers 5120 Shoreham Place, #150 San Diego CA 92122 San Diego, CA 92117 Civil Engineer Kettner 151 W Market Street San Diego, CA 92101 Landscape Architect Darsono Design Associates, Inc. 5014 Mount LaPlatta Drive San Diego, CA 92117 Development Information Address: 325 South Santa Fe Vista, CA 92083 69 family units 3 Studio 21 One bedroom 24 Two bedroom 21 Three bedroom • 30%-60% San Diego County median income • Three, four story buildings connected by a pedestrian bridge • 81 parking spaces • 83,500 sq ft. site, 40,000 sq. ft. park • 40 units per acre Financing Sources 9% Tax Credits City of Vista Low Mod Housing funds US Bank Boston Capital A1INf1WWO3 43131d1NOO Paseo Pointe is a four-story development arranged in three buildings connected by a pedestrian bridge. The ground floor of the north building features retail space and centrally located management offices while the south parcel hosts a community room and laundry facility. Residents' needs have been carefully considered during site selection and building programming, ensuring a quality living environment for this community. Building amenities include a computer room, library, on-site management offices, commons kitchen, laundry room and outdoor courtyard with barbeques and adjacent tot lot. The tot -lot is located conveniently within view of the laundry room and other common areas, helping facilitate parental supervision of children. Additionally, a large amount of publicly accessible open space is provided for residents and community members alike to enjoy social gathering and relaxation. Paseo Pointe Residences is located within a short walking distance of many amenities, notably a mass transit station to help facilitate independence from the need for vehicle ownership. 10 SECTION C: COMPARABLE DEVELOPMENT 401 Sepulveda Architect Withee Malcolm Architects 2251 West 190th Street, Torrance, CA 90504 General Contractor H.A. Builders 13520 Evening Creek Drive N. Ste. 160, San Diego, CA 92128 Civil Engineer Fuscoe Engineering 6390 Greenwich Dr. #170, San Diego, CA 92122 Landscape Architect TBD Development Information Address: 401 East Sepulveda Blvd., Carson, CA 90745 65 senior apartment units 58 One bedroom 7 Two bedroom • 30%-60% Los Angeles County median income • Four story building • 67 parking spaces • 98,500sq ft. site, 3,000 sq ft. commercial space • 54 units per acre Financing Sources 9% Tax Credits City of Carson Low Mod Housing funds US Bank Sepulveda is a four-story mixed use development with 65 senior residential apartment units and 3,000 sq ft. of commercial space. The senior housing units will consist of 58 one -bedroom units and 7 two- bedroom units. The project will feature approximately 15,150 sq ft. of common areas that will include a community room, community garden, outdoor seating, park area, and a media and computer lounge. The new building is designed and will be constructed as "Green Pointed Rated 125" to incorporate environmentally sustainable design features. The project will incorporate an environmentally sustainable design using green building technologies and will utilize more resource -efficient modes of construction. This includes adhering to the principles of energy efficiency, water conservation, environmentally preferable building materials, and overall waste reduction. 11 NOI13f1?J1SNOOMId SECTION C: COMPARABLE DEVELOPMENT References and Business Partners Brenda Champy Boston Capital Senior Vice President, Director of Acquisitions 617-624-8874 bchampy@bostoncapital.com Richard C. Gentry San Diego Housing Commission President & Chief Executive Officer (619) 578-7531 rickg@sdhc.org Waheed Karim US Bank Community Lending Vice President (858) 334-0702 waheed.karim@usbank.com John Meyer City of Vista Housing Director (760) 639-6191 jmeyer@ci.vista.ca.us Brian Windley Enterprise Community Investment Vice President 303-376-5403 bwindley@enterprisecommunity.com 12 SECTION D: PROPOSED DEVELOPMENT Diaz Road & Dendy Parkway Development Affirmed housing is eager to present a development concept on the Diaz Road and Dendy Parkway site. The proposed development will be a large family affordable housing development that comprises an educational facility anchoring the site that will be the center of a school for craft brew masters and an accompanying beer garden. The housing component will be made up of 12-plexes in a "Big House" style architecture and semi -urban apartment flats over the "University". The University and beer garden will anchor the site from the corner of Diaz Road and Dendy Parkway, and will enliven the neighborhood with its urban -style flats around the park -like campus and innovative multi -exhibit beer garden, featuring craft beer from the University. The community will also be linked to the traditional style of Temecula with 25 "Big House" 12- plexes located behind the University and plotted spaciously across the 20 -acre site. The residential community created here, will include not only a large community clubhouse for the resident families, but also an ample amount of open space. There will be a balanced mix of one-, two-, and three -bedrooms across the 360 apartments, and they will be affordable to families, veterans, and seniors at 50% and 60% of area median income. We envision establishing a priority preference for veteran families for the two- and three -bedrooms, and priority preference for seniors for the one -bedrooms. The "Big House" apartments will echo traditional -style Temecula living that includes private balconies and patios, and even private garages for most units. The private garages will allow for the urban flats and the university parking to be accommodated without the need for structured parking; keeping the costs down, but without compromising the site landscape. Because the site is zoned for Public Institution and is located in the Temecula Education Center overlay zone of PDO -10, our proposal includes the construction of a 25,000 square -foot educational facility to be completed and operated through a partnership with a public or private instructional program for brew masters. The proposal contemplates this theme for the educational center due to our understanding of this area of Temecula being a "hot bed" for craft breweries. The residential portion of the community will offer a variety of family and senior services delivered by Foundation for Affordable Housing, a non-profit service provider in Southern California for 25 years, and a valued service partner serving other Large Family projects for Affirmed. Services offered are tailored to the community demographics and include a host of family services such as after school tutoring, homework clubs, mentorship programs, youth summer programs, computer training, English classes, vocational training, arts & crafts, and community social events. The foundation will provide assigned resident services coordinators dedicated to this community, and they will have permanent offices on-site. The project will be managed by our long-time property management partner, Solari Enterprises, who always collaborates and works in cohort with our service provider. Because this proposal only envisions the donation of the two parcels by the city of Temecula, income mix levels will be limited to 50% and 60% AMI, so that the project can be financed using 4% Federal tax credits, debt, and Deferred Developer Fee ($1.6M) and Contributed Developer Fee ($3.17M). This proposal does not involve any additional capital from the City of Temecula, and the full financial structure is summarized in the Proforma Summary on the next page. All regulatory agreements securing the affordability of the apartments for 55 years shall be senior covenants to all the financing. As we have done in the past, Affirmed and our design team will collaborate closely with the City to create an award- winning development that accomplishes the City's redevelopment and housing goals. Assuming a timely developer selection, we are confident that we can design and entitle our proposed development by early 2017 to facilitate a 4% LIHTC application in Spring 2017, and the start of construction in late summer 2017. 13 SECTION D: PROPOSED DEVELOPMENT City of Temcula RFP - Diaz Rd, 360 units & Brewers University ID Task Name Duration Start Finish 6 MIAIMIJ IJ IAISIOINID 2017 J IFIMIAIMIJIJ IAISIOINID 2018 JIF MIA MIJIJIAISIOINID 2019 1 IF IMIAIMIJIJ IA SIOI 1 Temecula Selection of Development Partner 0 days Fri 7/15/16 Fri 7/15/16 Due Diligence 30 days Fri 7/8/16 Thu 8/18/16 Title & Records Review 5 days Fri 7/8/16 Thu 7/14/16 ESA - Phase I 4 wks Fri 7/15/16 Thu 8/11/16 • I 1 7/15 -I i i a a 2 3 4 5 Appraisal 4 wks Fri 7/15/16 Thu 8/11/16 Market Study 5 wks Fri 7/15/16 Thu 8/18/16 6 7 ALTA 5 wks Fri 7/15/16 Thu 8/18/16 Entitlements 155 days Fri 7/22/16 Thu 2/23/17 Pre -Application Meeting 1 wk Fri 7/22/16 Thu 7/28/16 Concept Design w/ City Feedback 4 wks Fri 7/29/16 Thu 8/25/16 SDP Application & Community Outreach 20 wks Fri 8/26/16 Thu 1/12/17 SDP Package Plan Approval 30 days Fri 1/13/17 Thu 2/23/17 Funding 267 days Fri 7/22/16 Mon 7/31/17 City of Temecula 85 days Fri 7/22/16 Thu 11/17/16 Draft DDA 5 wks Fri 7/22/16 Thu 8/25/16 8 1 9 10 11 12 13 1 1 14 r1 15 16 DDA Review 4 wks Fri 8/26/16 Thu 9/22/16 Final DDA Docs 2 wks Fri 9/23/16 Thu 10/6/16 City Council Approval of DDA 30 days Fri 10/7/16 Thu 11/17/16 Affirmed Housing 151 days Mon 1/2/17 Mon 7/31/17 CDLAC -TE Bond Financing 87 days Mon 1/2/17 Tue 5/2/17 17 18 19 20 4 r1 21 Bond Inducement Application 1 day Mon 1/2/17 Mon 1/2/17 22 CDLAC Application 1 day Wed 3/1/17 Wed 3/1/17 TEFRA Hearing 30 edays Wed 3/1/17 Fri 3/31/17 Allocation Meeting (Award) 62 edays Wed 3/1/17 Tue 5/2/17 CTCAC - 4% Tax Credits 109 days Wed 3/1/17 Mon 7/31/17 First Round Application Submittal 1 day Wed 3/1/17 Wed 3/1/17 Award Points Letter 62 edays Wed 3/1/17 Tue 5/2/17 23 24 25 r� I� 26 27 28 Tax Credit Award - 4% 1st Rnd 62 edays Wed 3/1/17 Tue 5/2/17 29 90 Day Const Funding Deadline 90 edays Tue 5/2/17 Mon 7/31/17 Developer Funding 118 days Wed 2/1/17 Fri 7/14/17 Lender & Investor Selection 3 wks Wed 2/1/17 Tue 2/21/17 30 i 1 31 32 Closing Calls/Due Diligence 20 wks Wed 2/22/17 Tue 7/11/17 h 33 Construction Loan Closing 3 days Wed 7/12/17 Fri 7/14/17 Design & Permits 303 days Fri 7/15/16 Tue 9/12/17 Engineering 95 days Wed 5/3/17 Tue 9/12/17 Grading & Improvement Plan Designs 6 wks Wed 5/3/17 Tue 6/13/17 Plan Check 3 mons Wed 6/14/17 Tue 9/5/17 Grading & Improvement Permits 1 wk Wed 9/6/17 Tue 9/12/17 Architecture 268 days Fri 7/15/16 Tue 7/25/17 Schematic Design 4 wks Fri 7/15/16 Thu 8/11/16 Design Development 5 wks Wed 1/18/17 Tue 2/21/17 CD's 90% - Submittal 8 wks Wed 2/22/17 Tue 4/18/17 Plan Check 13 wks Wed 4/19/17 Tue 7/18/17 Building Permit Approval 1 wk Wed 7/19/17 Tue 7/25/17 Construction 422 days Wed 7/26/17 Thu 3/7/19 Mobilization & Sitework 9 wks Wed 7/26/17 Tue 9/26/17 Construction 18 emons Tue 9/12/17 Wed 3/6/19 34 I r1 1 1 35 36 37 38 39 40 41 42 43 44 45 1 —I, 46 47 r h 1 48 Certificate of Occupancy 1 day Thu 3/7/19 Thu 3/7/19 Lease -up & Stabilization 168 days Fri 1/11/19 Tue 9/3/19 Marketing & Pre -leasing 8 wks Fri 1/11/19 Thu 3/7/19 Lease -up 3 emons Thu 3/7/19 Wed 6/5/19 90 -Day Stabilization 3 emons Wed 6/5/19 Tue 9/3/19 49 I 50 51 52 Page 1 15 View south towards brewery building. TEMECULA SITE TEMECULA, CA HPA# 16279 PROSPECTIVE RENDERING May 16. 2016 AFFIRMED HOUSING HUMPHREYS & PARTNERS ARCHITECTS, L.P. 5339 Alpha 69., Suite 300. Dallas, TX 75240 1 972.701.9636 1 a aa.humphreys.com View east from clubhouse towards brewery building. TEMECULA SITE TEMECULA, CA HPA# 16279 PROSPECTIVE RENDERING May 16. 2016 AFFIRMED HOUSING HUMPHREYS & PARTNERS ARCHITECTS, L.P. 5339 Alpha 69., Suite 300. Dallas, iX 75240 1 972.701.9636 1 a aa.humphreys.com View from primary entrance. TEMECULA SITE TEMECULA, CA HPA# 16279 PROSPECTIVE RENDERING May 16. 2016 AFFIRMED HOUSING HUMPHREYS & PARTNERS ARCHITECTS, L.P. 5339 Alpha 69., Suite 300. Dallas, iX 75240 1 972.701.9636 1 a aa.humphreys.com 2 -STORY 12-PLEX BIGHOUSE UNITS NUM BER 1BR 50 17% 2BR 150 50% 3BR 100 33% TOTAL 300 100% 2 -LEVEL RES. OVER1-LEVEL EDUCATIONAL BLDG. UNITS NUM BER 1BR 28 47% 2BR 12 20% 3BR 20 33% TOTAL 60 100% •A'L CLASSROOM & LAB @ LEVEL -1 RES. UNITS @ 2ND&3RD 9 12-PLEX BIGHOUSE Cl CLUB/LEASING (11;) BEER GARDEN 2 PARK 31) REC. AREA q' POOL/ BBQ 6 SITE ENTRY i0) CARPORTS TEMECULA SITE TEMECULA. CA HPAN 16279 TOTAL LAND AREA: 20.7 (+/-ACRES) TOTAL UNITS: 360 UNITS DENSITY: 17.4 DU/AC CLASSROOM/LAB/EXHIBIT BOOTHS: 37,800 S.F. LEASING/CLUB: 7,000 S.F. PARKING PROVIDED: BH GARAGES: TANDEM @ BH: CARPORTS: SURFACE: 250 SPACES 152 SPACES 120 SPACES 199 SPACES TOTAL: 721 SPACES 2.00 PER UNIT CHERRY ST. tere 40 0 lob* offM Jilki • '14o . 00 0 . O o � . Al r 00000 ,0 ,7 m e 1r 1, Oo - — E' '�' _ tll Fri! II Or _fi_, 4 O 00 ��' X110. o�,, 0 o ,, Ve O n r .fier 0 .040-11 ��O 0 .O e W_�I �ga; •0 ,'o Oc• a U III 0 n .pa C 0, (be ID OIC �) yz W� �) : ISO il K KI0� �O ,1�r� O 0 ��I O I- p�'�e 4)40 ?4?�t a !O I�� ri w��i E 1 1 0 khro 'R• 0!�,,',�Vie' I impAI M R O O — O �I rII O Pr ' •1 a _ • ISI � 1�e. im 0 Cr��:� �' 0 - loo O0 0 .,.} ._ DENDY PKWY CONCEPTUAL SITE PLAN Ala/ 16, 2016 cioRTH SITE PLAN 0' 50' 100' 0 II II II c QI 5 II II II II II II II 11 AFFIRMED HUMPHREYS & PARTNERS ARCHITECTS, L.P. HOUSING 5339 Alpha R4.; Suite 300,Dallas, TX 75240 1 972 701.96361 wm.humphreys.som Development Proposal In Response To City of Temecula RFP Affordable Housing: May 2016 Mission Village Apartments 11 rOPcrAFFIRMED HOUSING AFFIRMED HOUSING it May 16, 2016 Mr. Luke Watson Community Development Director City of Temecula 41000 Main Street, Temecula, CA 92590 RE: Request for Proposal — City of Temecula Dear Mr. Watson: Affirmed Housing is pleased to provide a response to the City of Temecula's Request for Proposal. We're eager to partner again with the City to further its vision of creating high quality housing that is both appealing and affordable to those earning 60% area median income and below. With a creative approach to our community designs and a proven track record for securing necessary funding, we are confident in our ability to meet the City's goals in providing affordable housing. Upon reviewing the City's RFP package and its criteria, we identified multiple opportunities to create developments that go beyond insightful affordable apartments. Consequently, we are providing three separate proposals. One of our concepts is to create a unique, mixed-use development comprised of 60 one -bedroom affordable apartments for seniors over a 7,500 square -foot public facility space that would be built out and utilized by the County of Riverside as a public library. We envision a classic architectural style that would be elegant and clean enough to stand out as a meaningful public gathering space, while still conforming to the personality of the surrounding community. Our second proposal is to utilize the site on Diaz and Dendy to create large scale affordable housing that surrounds an educational facility to teach and experience the trade of craft beer making. Our last idea is to rehabilitate an existing affordable project to make it more energy efficient and bring the overall affordability to as low as 30% AMI rents. Our concepts are detailed in our response package, and we hope that we adequately convey our excitement about this vision and our potential contribution to the City's redevelopment and affordable housing goals. Since 1992, Affirmed Housing has successfully developed 38 projects which include over 3,000 affordable multifamily homes primarily in California, and our current pipeline includes an additional 600 units with 350 units currently under construction. We enjoy the nimbleness of a smaller organization combined with a depth of experience and capacity typically attributed to a much larger organization. Our developments include new construction and rehabilitation of senior, family and supportive housing communities, and our development expertise includes site selection, engineering, architecture, financing, construction and asset management. We take pride in our ability to listen well and to understand our client's needs, and to then effectively develop green, award-winning apartment communities which create long term benefits to our residents and surrounding neighborhoods. Please do not hesitate to contact me if you have any questions that have not been answered sufficiently in our submittal. Affirmed Housing looks forward, with optimism, to a renewed and continued partnership with the City of Temecula. Sincerely, ,„1 Liddsay Quackenbush Affirmed Housing Group Vice President of Development Lindsay@affirmedhousing.com (858) 386-5168 Phone: (858) 679-2828 • Fax: (858) 679-9076 • Web: www.AffirmedHousing.com 13520 Evening Creek Dr. North, Suite 160 • San Diego, Californio 92128 TABLE OF CONTENTS A. Development Entity 4-6 B. Financial Capacity 7-8 C. Comparable Projects 9-12 D. Proposed Development 13-15 E. Attachments SECTION A: DEVELOPMENT ENTITY The lead development team for this project, entering into negotiations with the Commission, would be Affirmed Housing and NEXUS for Affordable Housing. The following pages will describe the development team who will be involved with this project. Affirmed Housing Affirmed Housing will act as the sole developer on this project. At Affirmed Housing, our mission is to create and maintain exceptional residential communities for the families and individuals we serve. AFFIRMED Utilizing innovative designs which address community, civic, transportation and environmental concerns, we create award winning HOUSING communities that provide, safe, clean, quality affordable housing for ■ d families, veterans, seniors, and the formerly homeless. Affirmed Housing has comprehensive knowledge in residential development including site selection, engineering, architecture, construction, relocation, and marketing. With extensive knowledge in public & private finance, Affirmed is highly skilled and innovative in development funding. NEXUS For Affordable housing. If, +rohrt�2C€ure BAsI ,hr»t�ltung NEXUS For Affordable Housing NEXUS for Affordable Housing will partner with Affirmed Housing as the non-profit entity. N EXUS for Affordable Housing was formed in 1996 to own and operate rental housing for low and moderate income persons. NEXUS is the Managing General Partner of 9 communities comprised of 600 units throughout California. These projects include both new construction and rehabilitation developments for family, senior and special needs communities. Basis Architecture & Consulting In order to leverage design, multi -family and mixed-use expertise, Affirmed Housing Group is selecting Basis Architecture & Consulting as our architect for this project. Basis Architecture & Consulting provides comprehensive architectural services and related consulting based on expert building knowledge and quality design. The depth of experience in the entire development process differentiates Basis Architecture & Consulting from its competition. We are excited about the ability of this well-rounded design team to achieve a beautiful new development which blends well and enhances the surrounding community. HA Builder Group HA Builder Group is the construction arm of Affirmed Housing, led by our Vice President of Construction, Micah Spano. HA Builders has successfully completed two rehabilitation projects in the past two years; a 61 unit project in the City of Escondido, CA and a 144 unit project in the City of Indio. HA Builders also began construction on a 63 unit, permanent supportive housing project in downtown San Diego in December 2015, along with a 42 unit rehabilitation project in the City of San Marcos in March 2016. 4 SECTION A:. DEVELOPMENT ENTITY SOLARI ENTERPRISES INC. Affordable Housing Specialists Solari Enterprises will manage and operate the properties, during and after construction. Over the past 3 years Solari Enterprises, Inc. has successfully completed the lease up of 17 Low Income Housing Tax Credit communities, the majority of which had multiple layers of funding sources and Regulatory Agreements, throughout the State of California. All units were leased to qualified households and 100% occupancy was reached at every community prior to the owner's deadline. Portfolio wide, annual re -certifications are completed timely and accurately. Solari Enterprises, Inc. is recognized as a premier management agent in the affordable housing industry with a long positive track record. We work closely with the California Tax Credit Allocation Committee, as well as other funding and monitoring agencies such as HUD, San Diego Housing Commission, CityofLosAngeles, and Urban Futures, to list a few. ▪ Solari'son-sitestaff practice ncludes nterviewing misting Ate Aaff toddermine their irterest inrenaining with the Communityandtheirexperienceand qualifications todoso. All candidates for employment arescreened ly Solari to determine knowledge, experienceandcapacityforthepositionapplied. Additionally, allcandidatebackgrounds are screened by a third party, specifically prior employers, criminal history, credit history and a drug screening. • On-site staff will work together as a teann to provide needed services and to maintain the Community. They will report to their assigned Regional Manager (Supervisor) and Compliance Specialist, who then report to the Director of Property Management and Director of Regulatory Affairs. Th ey wi Il al so wn rk with our Accounting and Maintenance Departments who report to the President or Vice President/CFO, who both report to the Chair of the Board. All on-site staff will have access to Solari's Human Resources Department at all times and where required assistance can be provided by the Resident Services Department. a�..n5tut 8.44, y Ailjia,11,0111101 -§. reirnbrace Experience Foundation for Affordable Housing (the "Foundation") is committed to creating homes, building communities, and enriching the lives of its residents. In honoring this commitment the Foundation has developed a variety of resident services programs which it operates through the Embrace Foundation. Embrace currently offers resident services to over 5,000 of its residents throughout the United States. Each Embrace property is assigned a trained resident services coordinator. The coordinator works closely with the residents to determine the needs and interests of the community. Resident services programs are established based on resident input. To ensure accessibility to the residents, Embrace coordinators maintain an on-site office and coordinate use of the property's community room for group and individual activities. Embrace programs provide residents with a sense of community that ultimately leads to an increase in resident retention and a decrease in property vandalism and delinquency. 5 SECTION A: DEVELOPMENT ENTITY AIRM HFFOUSINGED James Silverwood, President and CEO, of Affirmed Housing Group, oversees all company financial negotiations, property acquisitions, construction, and asset management. Mr. Silverwood has over 31 years experience in real estate development as a general contractor and developer. Under Mr. Silverwood's direction, Affirmed Housing Group has continued to grow in the field of affordable housing by developing innovative new construction and acquisition / rehabilitation projects across California. Prior to developing affordable housing, Mr. Silverwood's company developed hundreds of single-family homes and apartments throughout southern California. Nicki Cometa, Chief Financial Officer, oversees all financial and accounting aspects of Affirmed. Her responsibilities include the comprehensive management of project financing, underwriting, due diligence coordination, lender and investor negotiations, and asset and risk management. Ms. Cometa also monitors and directs the implementation of strategic financial business plans. She brings a wealth of senior financial management experience to Affirmed Housing Group having worked over 26 years in the construction and homebuilding industry. She has worked for both public and private corporations, both large and small with revenues ranging from $10 million to over $500 million. Ms. Cometa most recently worked as VP of Finance for Shea Homes, one of the largest privately held homebuilders in the United States. Lindsay Quackenbush, Vice President of Development, is responsible for all new projects at Affirmed, including site selection, due diligence, financial underwriting, land acquisition, site and architectural design, community outreach, environmental and entitlement review and approvals, value engineering, construction documents and permits, and for project funding including Low- Income Housing Tax Credits, Tax - Exempt Bonds, Low and Moderate Income Housing Funds and HOME funds from local jurisdictions. Mr. Quackenbush leads Affirmed's development staff, and is the primary liaison between design team members, lenders, investors, and City Staff. Mr. Quackenbush has been managing residential and commercial development projects for more than 23 years, including 5 years with D.R. Horton, and is a licensed general contractor. Micah Spano, Vice President of Construction, oversees the construction phase of all of Affirmed's developments. He manages the bid and contract process as well as the schedules and budgets of multiple projects. Mr. Spano's responsibilities include design development, permit issuance, bonding, LEED or other "green" certifications, RFIs, change orders and project handover to operational management of the properties. Mr. Spano has over 21 years of experience in all aspects of real estate development. Prior to joining Affirmed Housing Group, Mr. Spano managed the design and construction of several mid -rise condominium projects in downtown San Diego and over one million square feet of retail, office and industrial projects in Southern California. In addition, as the Director of Engineering and Construction for Halliburton/Brown & Root, he managed the largest U.S. Government cost-plus contract in the world supplying construction services to the U.S. military in both Bosnia-Herzegovina and the Republic of Georgia. Mr. Spano is a licensed general contractor and civil engineer. 6 SECTION B: FINANCIAL CAPABILITY Affirmed Housing has worked with several top lenders and equity investors since the firm was founded in 1990. On this development, we will secure tax credit equity investors along with construction and perma-nent financing. We have partnered with an impressive list of lender and equity partners over the years. In working with these top lenders and equity providers, we have proven ourselves competent in consistently meeting re- quired underwriting criteria. On a project level, we are well versed in the valuation methods and criteria used by lenders and investors. As an organization, Affirmed Housing continues to satisfy lender require- ments such as liquidity, covenant compliance, detailed financial reporting, and positive company perfor- mance. This is accomplished through our strong internal systems, growth of our balance sheet, focused management of our portfolio and consistent financial results. In addition, we also provided a "Total Funding Secured" report on the following page. This list is a summary of the different funding sources by project, from construction funds to equity to local, state, and federal funding. The total financing sources total over $977 million and illustrate Affirmed Housing's ability to obtain and provide project funding throughout its operating history. Because of our longevity, expertise, and reputation, we have been able to secure many lending institution and equity investor relationships that allow us to confidently pursue future growth opportunities. Our equity partners include Boston Capital, Richman Group, Raymond James, Enterprise, Wells Fargo, WNC, and Boston Financial. Our lending relationships include Citibank, U.S. Bank, Chase, and Wells Fargo. Many of these relationships span the many years Affirmed Housing has been in the industry, and some have recently joined our team. With our operating history spanning over 20 years, we have seen the funding of projects become much more sophisticated. The Affirmed Housing team understands the complex nature of the financing struc-tures and has been able to secure financing on local, state, county, and federal levels. The summaries of comparable projects included in this package show some of our recent funding experiences with the different sources obtained. 7 SECTION C: COMPARABLE DEVELOPMENT Archite Rodriguez Associates Architects & Planners 2445 Fifth Ave, Suite 200 SD., CA 92101 General Contractor HA Builders 13520 Evening Creek Dr. N., #160 San Deigo, CA 92128 Civil Engineer Masson & Associates, Inc. 200 E Washington Ave., Ste 200 Escondido, CA 92025 Landscape Architect Darsano Design Associates 5014 Mount La Platte Dr. San Diego, CA 92117 c z v m 0 0 z U) c C) 0 Development Information Z Address: 508 East Mission Ave. Escondido, CA 92025 61 family units 1 One bedroom 39 Two bedroom 21 Three bedroom • 35%-60% San Diego County AMI • 7 two story wood frame at grade, tuck under at grade parking, sub -level parking surrounding a shared community space • 117 parking spaces • 122,279 sq. ft. site • 21 units per acre Financing Sources 4% Tax Credits Tax Exempt Bond LIHTC City of Escondido San Diego HOPWA Sonoma Court is a 61 -unit affordable housing development that consists of one, two, and three bedroom apartments. Built in 1978 and renovated in 1999, Sonoma Court was completely refurbished in the spring of 2015. Now a virtually net zero community, utility bills average $5 or less for residents. Sonoma features a pool, large community room, a playground, on-site laundry, and a significant amount of open space. ADA compliant, recent interior renovations included new flooring, counters and cabinets, bathtubs and toilets, fixtures and light bulbs. The landscape was completely redone to include drought tolerant plants, a new tot lot, freshly paved driveway and walkways throughout. 9 SECTION C: COMPARABLE DEVELOPMENT VINTAUSO APARTMENTS Architect Basis Architecture PO Box 150539 San Rafael, CA 94915 General Contractor HA Builders 13520 Evening Creek Dr. N. Ste. 160, San Diego, CA 92128 Development Information Address: 609 Richmar Ave., San Marcos, CA 92069 48 family unites 12 One bedroom 20 Two bedroom 16 Three bedroom • 30%-60% San Diego County median income ■ Three, two story buildings • 42,600 sq ft. site Financing Sources Boston Capital Bank of America City of San Marcos CaIHFA School Fee Reimbursement NOI13f1b1SNO3 2J2aNf1 Ventaliso was built in 2001 and is currently undergoing rehabilitation. It provides 48 one, two, and three bedroom apartments for families earning 30-60% of the area median income. Ventaliso features on site management and laundry, a furnished community room and an adjacent computer room for residents to use. There is a tot lot, outdoor barbeque with picnic tables and underground, gated parking. Management provides after school classes as well as computer skills, and free cooking classes are provided through our e.a.t. program. 10 SECTION C: COMPARABLE DEVELOPMENT ALLA\ZA APARTMENT NOMES Architect BASIS Architecture and Consulting 2130 Fourth Street San Rafael, CA 94901 General Contractor HA Builders 13520 Evening Creek Dr. Suite 160 San Diego, CA 92128 Civil Engineer Masson and Associates 200 E. Washington Ave. Suite 200 Escondido, CA 92025 Landscape Architect RGA Landscaping 73601 El Paso, Suite 210 Palm Desert, CA 92260 Development Information Address: 46-575 Clinton Street Indio, CA 92201 144 Family Units 8 2 Bedrooms -830 SF 80 3 Bedrooms -1096 SF 56 4 Bedrooms -1228 SF • 50-60% Riverside County Area Median Income • 14 one & two story buildings, wood frame on grade • 327 parking spaces e 413820 sq. ft. site • 15 units per acre Financing Sources Raymond James Bank of the West 4% Tax Credits Allanza Apartment Homes offers 144 affordable homes featuring 8 two bedroom, 80 three bedroom and 56 four bedroom apartment homes. Situated on 9.5 acres in the beautiful Coachella Valley, recent renovations will include paving repair, building patching, repainting, new flooring, cabinets and counter tops. The implementation of energy efficiency includes new individual water heaters, dual pane windows, low -flow plumbing fixtures, efficient lighting fixtures, and Energy Star appliances. In addition a 335kW solar system has been installed on all roof areas to help offset resident utility bills. Amenities onsite include a tot lot, basketball court, gated access, a swimming pool, barbeque areas, on site management, and laundry facilities. Management offers after school programs for the children and a new community building with a full kitchen, computer room, and patio area for residences directly across from the pool facility. 11 n 0 r m v 0 0 C Z SECTION C: COMPARABLE DEVELOPMENT References and Business Partners Brenda Champy Boston Capital Senior Vice President, Director of Acquisitions 617-624-8874 bchampyabostoncapital.com Richard C. Gentry San Diego Housing Commission President & Chief Executive Officer (619) 578-7531 rickg©sdhc.org Waheed Karim US Bank Community Lending Vice President (858) 334-0702 waheed.karim©usbank.com John Meyer City of Vista Housing Director (760) 639-6191 jmeyer@ci.vista.ca.us Brian Windley Enterprise Community Investment Vice President 303-376-5403 bwindley@enterprisecommunity.com 12 SECTION D: PROPOSED DEVELOPMENT Mission Village II Development Affirmed Housing is pleased to present the development concept for the resyndication of Mission Village Apartments, 76 affordable apartments originally constructed between 1994 and 2000 at 28943 Pujols Street. Not only could the rehabilitation of this apartment community make the individual units more energy and cost efficient for its tenants, but it would also create deeper affordability for the City and restructure an unsustainable operating expense in the current ground lease. This proposal would not only restructure the projects finances for renewed viability, it would secure it for the next 55 years. The project itself is a mix of two- and three-bedroom apartments that currently serves families at 50% and 60% area median income. Our proposal would involve the contribution of the existing land and approximately $2M capital contribution from the City of Temecula. This would enable Mission Village apartments to lower their affordability to serve twenty-three 30% AMI tenants, with a priority preference for DDS and Veterans (who would be referred by Southem Califomia Housing Collaborative and Hope For Warriors). The community would also benefit from $3.5M in capital improvements that would make the project ADA compliant, provide for greater ADA accessibility, make the property more energy efficient through PV solar, and drought tolerant landscaping. The energy improvements would enable the property to utilize the CUAC utility allowances, saving tenants hundreds of dollars per year. The buildings would also receive exterior improvements that would freshen its curb appeal with more architectural detail in this high profile area of Temecula. One of the primary benefits in addition to making the project viable for the next 55 years, would be the ability to serve a new population of DDS and Veteran tenants. Affirmed envisions partnering with Foundation for Affordable Housing (Embrace) to offer the comprehensive services needed for these populations. Services are tailored to the residents and a complete services plan would be put in place closer the time of identifying the specific tenant profiles. The financial restructuring of Mission Village has become necessary, as the project is burdened with an increasing ground lease payment with 32 years remaining. The annually increasing ground lease payment is currently being sustained by a Pledge Fund with only 11 years remaining. The Pledge Fund is fixed and is not able to sustain the ground lease payment. Affirmed proposes to return Mission Village to health and viability through a resyndication utilizing approximately $2M from the current City RFP. The proposal would re -capitalize the project using 4% tax credits and restructure high interest debt. If the City could contribute the existing land (or otherwise aggressively restructure the ground lease), then the Pledge Fund of $305,000 could service two new forms of debt (Tranche A and B), totaling approximately $205,000 annually. The Pledge Fund Surplus of $100,000 would build to $1.2M at time of expiration. This would sufficiently service the debt for the remaining 6 years. As we have done in the past, Affirmed and our design team will collaborate closely with the City to create a renewed and viable development that accomplishes the City's redevelopment and housing goals, while serving new populations. Assuming a timely developer selection, we are confident that we can complete the renovation design and scope by early 2017 to facilitate a 4% LIHTC application in 2017, an award in June, and the start of construction mid 2017. 14 SECTION D: PROPOSED DEVELOPMENT City of Temcula RFP - Mission Village II ID 'Task Name Duration (Start Finish Temecula Selection of Development Partner 0 days Fri 7/15/16 Fri 7/15/16 2 Due Diligence 30 days Fri 7/8/16 Thu 8/18/16 3 Title & Records Review 5 days Fri 7/8/16 Thu 7/14/16 4 Appraisal 4 wks Fri 7/15/16 Thu 8/11/16 5 Market Study 5 wks Fri 7/15/16 Thu 8/18/16 6 ALTA 5 wks Fri 7/15/16 Thu 8/18/16 7 Funding 252 days Fri 7/15/16 Mon 7/3/17 8 City of Temecula 95 days Fri 7/15/16 Thu 11/24/16 9 Renegotiate/Remove Ground Lease 2 wks Fri 7/15/16 Thu 7/28/16 10 Draft DDA Amendment 5 wks Fri 7/29/16 Thu 9/1/16 11 DDA Review 4 wks Fri 9/2/16 Thu 9/29/16 12 Final DDA Docs 2 wks Fri 9/30/16 Thu 10/13/16 City Council Approval of DDA Amendment 30 days Fri 10/14/16 Thu 11/24/16 Affirmed Housing 151 days Mon 12/5/16 Mon 7/3/17 CDLAC-TE Bond Financing 87 days Mon 12/5/16 Tue 4/4/17 Bond Inducement Application 1 day Mon 12/5/16 Mon 12/5/16 17 CDLAC Application 1 day Wed 2/1/17 Wed 2/1/17 18 TEFRA Hearing 30 edays Wed 2/1/17 Fri 3/3/17 19 Allocation Meeting (Award) 62 edays Wed 2/1/17 Tue 4/4/17 20 CTCAC - 4% Tax Credits 109 days Wed 2/1/17 Mon 7/3/17 21 First Round Application Submittal 1 day Wed 2/1/17 Wed 2/1/17 22 Award Points Letter 62 edays Wed 2/1/17 Tue 4/4/17 23 Tax Credit Award - 4% 1st Rnd 62 edays Wed 2/1/17 Tue 4/4/17 90 Day Const Funding Deadline 90 edays Tue 4/4/17 Mon 7/3/17 Developer Funding 118 days Wed 1/4/17 Fri 6/16/17 Lender & Investor Selection 3 wks Wed 1/4/17 Tue 1/24/17 Closing Calls/Due Diligence 20 wks Wed 1/25/17 Tue 6/13/17 Construction Loan Closing 3 days Wed 6/14/17 Fri 6/16/17 Design & Permits 283 days Fri 7/15/16 Tue 8/15/17 Engineering 95 days Wed 4/5/17 Tue 8/15/17 Grading & Improvement Plan Designs 6 wks Wed 4/5/17 Tue 5/16/17 Plan Check 3 mons Wed 5/17/17 Tue 8/8/17 Grading & Improvement Permits 1 wk Wed 8/9/17 Tue 8/15/17 Architecture 248 days Fri 7/15/16 Tue 6/27/17 Schematic Design 4 wks Fri 7/15/16 Thu 8/11/16 Design Development 5 wks Wed 12/21/16 Tue 1/24/17 CD's 90% -Submittal 8 wks Wed 1/25/17 Tue 3/21/17 Plan Check 13 wks Wed 3/22/17 Tue 6/20/17 39 Building Permit Approval 1 wk Wed 6/21/17 Tue 6/27/17 40 Construction 294 days Wed 6/28/17 Mon 8/13/18 41 Mobilization & Sitework 2 wks Wed 6/28/17 Tue 7/11/17 42 Construction 12 emons Tue 8/15/17 Fri 8/10/18 Certificate of Occupancy 1 day Mon 8/13/18 Mon 8/13/18 Lease -up & Stabilization 169 days Tue 6/19/18 Sat 2/9/19 Marketing & Pre -leasing 8 wks Tue 6/19/18 Mon 8/13/18 Lease -up 3 emons Mon 8/13/18 Sun 11/11/18 47 90 -Day Stabilization 3 emons Sun 11/11/18 Sat 2/9/19 II I 13 14 15 16 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 43 44 45 46 N1'0011 1 i11 l61i21jE abilid 1id{7EalMinll_ 4F- liawtll Il iai39n9tl 4, 7/15 f- 1 a 4 • 4. 5 Page 1 16 Development Proposal In Response To City of Temecula RFP Affordable Housing: May 2016 Wolf Valley o uud & Danava Way AFFIRMED HOUSING AFFIRMED HOUSING ■i May 16, 2016 Mr. Luke Watson Community Development Director City of Temecula 41000 Main Street, Temecula, CA 92590 RE: Request for Proposal — City of Temecula Dear Mr. Watson: Affirmed Housing is pleased to provide a response to the City of Temecula's Request for Proposal. We're eager to partner again with the City to further its vision of creating high quality housing that is both appealing and affordable to those earning 60% area median income and below. With a creative approach to our community designs and a proven track record for securing necessary funding, we are confident in our ability to meet the City's goals in providing affordable housing. Upon reviewing the City's RFP package and its criteria, we identified multiple opportunities to create developments that go beyond insightful affordable apartments. Consequently, we are providing three separate proposals. One of our concepts is to create a unique, mixed-use development comprised of 60 one -bedroom affordable apartments for seniors over a 7,500 square -foot public facility space that would be built out and utilized by the County of Riverside as a public library. We envision a classic architectural style that would be elegant and clean enough to stand out as a meaningful public gathering space, while still conforming to the personality of the surrounding community. Our second proposal is to utilize the site on Diaz and Dendy to create large scale affordable housing that surrounds an educational facility to teach and experience the trade of craft beer making. Our last idea is to rehabilitate an existing affordable project to make it more energy efficient and bring the overall affordability to as low as 30% AMI rents. Our concepts are detailed in our response package, and we hope that we adequately convey our excitement about this vision and our potential contribution to the City's redevelopment and affordable housing goals. Since 1992, Affirmed Housing has successfully developed 38 projects which include over 3,000 affordable multifamily homes primarily in California, and our current pipeline includes an additional 600 units with 350 units currently under construction. We enjoy the nimbleness of a smaller organization combined with a depth of experience and capacity typically attributed to a much larger organization. Our developments include new construction and rehabilitation of senior, family and supportive housing communities, and our development expertise includes site selection, engineering, architecture, financing, construction and asset management. We take pride in our ability to listen well and to understand our client's needs, and to then effectively develop green, award-winning apartment communities which create long term benefits to our residents and surrounding neighborhoods. Please do not hesitate to contact me if you have any questions that have not been answered sufficiently in our submittal. Affirmed Housing looks forward, with optimism, to a renewed and continued partnership with the City of Temecula. Sincerely, (isrdsay Quackenbush Affirmed Housing Group Vice President of Development Lindsay@affirmedhousing.com (858) 386-5168 Phone: (858) 679-2828 • Fax: (858) 679-9076 • Web: www.AffirmedHousing.com 13520 Evening Creek Dr. North, Suite 160 • San Diego, California 92128 TABLE OF CONTENTS A. Development Entity 4-7 B. Financial Capacity 8-9 C. Comparable Projects 10-12 D. Proposed Development 13-16 E. Attachments SECTION A: DEVELOPMENT ENTITY The lead development team for this project, entering into negotiations with the Commission, would be Affirmed Housing and NEXUS for Affordable Housing. The following pages will describe the development team who will be involved with this project. AFFIRMED HOUSING NEXUS Fu! /\ tor ;.;i3 ilu Sitltj, In . WH ARCHITECTURE 1 PLANNING Affirmed Housing Affirmed Housing will act as the sole developer on th is project. At Affirmed Housing, our mission is to create and maintain exceptional residential communities for the families and individuals we serve. Utilizing innovative designs which address community, civic, transportation and environmental concerns, we create award winning communities that provide, safe, clean, quality affordable housing for families, veterans, seniors, and the formerly homeless. Affirmed Housing has comprehensive knowledge in residential development including site selection, engineering, architecture, construction, relocation, and marketing. With extensive knowledge in public & private finance, Affirmed is highly skilled and innovative in development funding. NEXUS For Affordable Housing NEXUS for Affordable Housing will partner with Affirmed Housing as the non-profit entity. N EXUS f or Affordable Housing was formed in 1996 to own and operate rental housing for low and moderate income persons. NEXUS is the Managing General Partner of 9 communities comprised of 600 units throughout California. These projects include both new construction and rehabilitation developments for family, senior and special needs communities. William Hezmalhalch Architects, Inc. In order to leverage design, multi -family and mixed-use expertise, Affirmed Housing is selecting William Hezmalhalch Architects as our architect for this project. William Hezmalhalch Architects provides comprehensive architectural services and related consulting based on expert building knowledge and quality design. We are excited about the ability of this well-rounded design team to achieve a beautiful new development which blends well and enhances the surrounding community. HA Builder Group HA Builder Group is the construction arm of Affirmed Housing, led by our Vice President of Construction, Micah Spano. HA Builders has successfully completed two rehabilitation projects in the past two years; a 61 unit project in the City of Escondido, CA and a 144 unit project in the City of Indio. HA Builders also began construction on a 63 unit, permanent supportive housing project in downtown San Diego in December 2015, along with a 42 unit rehabilitation project in the City of San Marcos in March 2016. 4 SECTION A: DEVELOPMENT ENTITY SOLARI E N T li It E R l SES Affordable Housing Specialists Solari Enterprises will manage and operate the properties, during and after construction. Over the past 3 years Solari Enterprises, Inc. has successfully completed the lease up of 17 Low Income Housing Tax Credit communities, the majority of which had multiple layers of funding sources and Regulatory Agreements, throughout the State of California. All units were leased to qualified households and 100% occupancy was reached at every community prior to the owner's deadline. Portfolio wide, annual re -certifications are completed timely and accurately. Solari Enterprises, Inc. is recognized as a premier management agent in the affordable housing industry with a long positive track record. We work closely with the California Tax Credit Allocation Committee, as well as other funding and monitoring agencies such as HUD, San Diego Housing Commission,CityofLosAngeles,andUrbanFutures,tolistafew. • Solari'son-sitestaff practice includes hterviewing existing Ate Aaff todetermine their irterest inrenaining wth the Communityandthe' rexperienceand qualifications todoso. All candidates foremployment are s creen ed by Solari to determine knowledge, experience andcapacityforthepositionapplied. Additionally, allcandidatebackgrounds are screened by a third party, specifically prior employers, criminal history, credit history and a drug screening. • On-site staff will work together as a team to provide needed services and to maintain the Community. They will report to their assigned Regional Manager (Supervisor) and Compliance Specialist, who then report to the Director of Property Management and Director of Regulatory Affairs. Th ey wi 11 al so %to rk with our Accounting and Maintenance Departments who report to the President or Vice President/CFO, who both report to the Chair of the Board. All on-site staff will have access to Solari's Human Resources Department at all times and where required assistance can be provided by the Resident Services Department. The Art of Active Aging Mission Statement - "It is our vision to make aging a beginning. By providing life -enhancing programs to low- and moderate - income seniors living in affordable apartment communities, they will be given the opportunity to continue to grow intellectually, creatively and emotionally. Programming will focus on the combination of mind, body and spirit to promote active engagement and independent living, and to provide seniors with a purpose in life." Key Project Artists and Project Staff - 'The most important aspect of this program in terms of reaching our program expansion goals - to engage low-income seniors in high-end arts programs - is the use of professional artists and arts teachers in our program. By bringing in professional, and in many cases famous and world-renowned, artists the promotion of classes, programs and events will create a buzz in the community that will draw large audience participation. We have gathered a group of artists that won an NEA grant under the very competitive "Presenting" category." 5 SECTION A: DEVELOPMENT ENTITY AFFIRMED 1,, HOUSING James Silverwood, President and CEO, of Affirmed Housing Group, oversees all company financial negotiations, property acquisitions, construction, and asset management. Mr. Silverwood has over 31 years experience in real estate development as a general contractor and developer. Under Mr. Silverwood's direction, Affirmed Housing Group has continued to grow in the field of affordable housing by developing innovative new construction and acquisition / rehabilitation projects across California. Prior to developing affordable housing, Mr. Silverwood's company developed hundreds of single-family homes and apartments throughout southern California. Nicki Cometa, Chief Financial Officer, oversees all financial and accounting aspects of Affirmed. Her responsibilities include the comprehensive management of project financing, underwriting, due diligence coordination, lender and investor negotiations, and asset and risk management. Ms. Cometa also monitors and directs the implementation of strategic financial business plans. She brings a wealth of senior financial management experience to Affirmed Housing Group having worked over 26 years in the construction and homebuilding industry. She has worked for both public and private corporations, both large and small with revenues ranging from $10 million to over $500 million. Ms. Cometa most recently worked as VP of Finance for Shea Homes, one of the largest privately held homebuilders in the United States. Lindsay Quackenbush, Vice President of Development, is responsible for all new projects at Affirmed, including site selection, due diligence, financial underwriting, land acquisition, site and architectural design, community outreach, environmental and entitlement review and approvals, value engineering, construction documents and permits, and for project funding including Low- Income Housing Tax Credits, Tax - Exempt Bonds, Low and Moderate Income Housing Funds and HOME funds from local jurisdictions. Mr. Quackenbush leads Affirmed's development staff, and is the primary liaison between design team members, lenders, investors, and City Staff. Mr. Quackenbush has been managing residential and commercial development projects for more than 23 years, including 5 years with D.R. Horton, and is a licensed general contractor. Micah Spano, Vice President of Construction, oversees the construction phase of all of Affirmed's developments. He manages the bid and contract process as well as the schedules and budgets of multiple projects. Mr. Spano's responsibilities include design development, permit issuance, bonding, LEED or other "green" certifications, RFIs, change orders and project handover to operational management of the properties. Mr. Spano has over 21 years of experience in all aspects of real estate development. Prior to joining Affirmed Housing Group, Mr. Spano managed the design and construction of several mid -rise condominium projects in downtown San Diego and over one million square feet of retail, office and industrial projects in Southern California. In addition, as the Director of Engineering and Construction for Halliburton/Brown & Root, he managed the largest U.S. Government cost-plus contract in the world supplying construction services to the U.S. military in both Bosnia-Herzegovina and the Republic of Georgia. Mr. Spano is a licensed general contractor and civil engineer. 6 SECTION A: DEVELOPMENT ENTITY WHA ARCHITECTURE I PI.ANNNG URBAN STUD WHA Urban Studio is a comprehensive land planning and architectural design studio within the firm that specializes in the reshaping of urban topography. Established in 1981, with offices in Santa Ana and San Ramon, California, WHA has worked with numerous agencies, builders and developers, with an intense effort to create a positive experience for everyone involved in the project process. A firm of 129 professionals, skilled in multiple design and policy disciplines, provides an integrated urban planning and architectural design process. A leader in urban infill, WHA undertakes each project with fresh ideas. In addition to architecture, WHA specializes in providing historical research, visioning, environmentally -responsible master and site specific planning, specific plan services, entitlement processing, planning and architectural design guidelines, prototype building design, master color and materials guidelines, project specific color and materials design, sales brochure line art graphics, branding, theming, community identification, sustainable consulting and state- of-the-art presentation graphics. These services are offered comprehensively, or individually, to address the client's specific needs. An award-winning design firm, WHA has carved out a reputation for delivering successful projects. The firm has accomplished this through the integration of innovative architectural design, public policy and private uses, responsive solutions, a team philosophy, understanding construction costs, adherence to budgets and outstanding performance. WHA is an active member of the American Institute of Architects, American Planning Association, Urban Land Institute, US Green Building Council, and several Chapters of the Building Industry Association. Your vision is our opportunity to design. - RA Rick Aiken Senior Principal, Urban Studio WHA Urban Mixed -Use Studio focuses on Unique, Boutique and Refined projects. Rick believes each project has a process unique to the site location, project type and needs of the client. With his diversity of experience in commercial, institutional and residential projects over the years he is able to integrate different architectural and planning philosophies while still achieving programmatic and economic objectives of the client. Jay Kocourek Principal, Urban Studio Jay has 26 years of experience on a variety of building types, including mixed-use, healthcare, residential, retail, educational, and entertainment facilities. He has extensive involvement in all phases from conceptual design through construction administration. This holistic approach complements the Urban Studio's philosophy , guiding each project seamlessly from concept to built work. In addition to his "on -the boards" role in the design and technical phases, he is actively involved in client, consultant and city agency coordination. Ricky de la Rosa Senior Associate, Urban Studio Ricky has a passion for planning and architectural design of multi -family (market rate & affordable family/senior) and mixed-use communities, from site planning, over seeing construction documentation and project management. Responsiveness, attention to detail, and total commitment to client service are the critical elements he brings to every project. Project Experience Old Town Newhall Mixed -Use, Valencia, CA - Serrano Development I Theater, Retail , 46 Units Danville Hotel, Contra Costa, CA - Castle Companies I Mixed-use, Retail, 14 Units The Station District, Santa Ana, CA - Related Companies of California 174 Units Jefferson Square, Los Angeles, CA - Thomas Safran & Associates I Affordable housing, 40 Units BLU, Long Beach, CA - Intracorp I Mixed-use and transit oriented, 82 Units Veterans Village, Glendale, CA - Thomas Safran & Associates I Affordable housing , 44 Units Portola Terrace*, Temecula, CA - AMCAL I Affordable housing, 45 Units Arbor Green*, Carson, CA - Affirmed Housing I Affordable housing, 40 Units Mercado*, Perris, CA - AMCAL I Affordable housing, 60 Units William Hezmalhalch Architects, Inc. I 2850 Red Hill Avenue, Suite 200 1949.250.0607 I Contact Rick Aiken: ricka@whainc.com 7 SECTION B: FINANCIAL CAPABILITY Affirmed Housing has worked with several top lenders and equity investors since the firm was founded in 1990. On this development, we will secure tax credit equity investors along with construction and perma- nent financing. We have partnered with an impressive list of lender and equity partners over the years. In working with these top lenders and equity providers, we have proven ourselves competent in consistently meeting re- quired underwriting criteria. On a project level, we are well versed in the valuation methods and criteria used by lenders and investors. As an organization, Affirmed Housing continues to satisfy lender require- ments such as liquidity, covenant compliance, detailed financial reporting, and positive company perfor- mance. This is accomplished through our strong internal systems, growth of our balance sheet, focused management of our portfolio and consistent financial results. In addition, we also provided a "Total Funding Secured" report on the following page. This list is a summary of the different funding sources by project, from construction funds to equity to local, state, and federal funding. The total financing sources total over $977 million and illustrate Affirmed Housing's ability to obtain and provide project funding throughout its operating history. Because of our longevity, expertise, and reputation, we have been able to secure many lending institution and equity investor relationships that allow us to confidently pursue future growth opportunities. Our equity partners include Boston Capital, Richman Group, Raymond James, Enterprise, Wells Fargo, WNC, and Boston Financial. Our lending relationships include Citibank, U.S. Bank, Chase, and Wells Fargo. Many of these relationships span the many years Affirmed Housing has been in the industry, and some have recently joined our team. With our operating history spanning over 20 years, we have seen the funding of projects become much more sophisticated. The Affirmed Housing team understands the complex nature of the financing struc- tures and has been able to secure financing on local, state, county, and federal levels. The summaries of comparable projects included in this package show some of our recent funding experiences with the different sources obtained. 8 SECTION C: COMPARABLE DEVELOPMENT v VERMONT VILLAS Architect Withee Malcolm Architects, LLP 2251 W. 190th St. Torrance, CA 90504 General Contractor Westport Construction, Inc. 4333 E Live Oak Ave, Arcadia, CA 91006 Civil Enqineer Fuscoe Engineering 16795 Von Karmen, Ste 100 Irvine, CA 92606 Landscape Architect Darsano Design Associates 5014 Mount La Platte Dr. San Diego, CA 92117 Development Information Address: 16304 South Vermont Ave. Los Angeles, CA 90247 79 permanent apartments for homeless and at risk seniors age 55 and older, who are Veterans or disabled A1INf1WWO0 03131dWOO Financing Sources 9% LIHTC Equity — Enterprise Community Investments HCIDLA — Los Angeles Housing & Community Investment Dep. AHP - Federal Home Loan Bank DHS — Los Angeles County Department of Health Services HACLA — Housing Authority of the City of Los Angeles Home Depot Foundation Enterprise Mortgage Investments Chase Bank CSM — Corporation for Supportive Housing Vermont Villas is a four-story affordable complex, targeting homeless seniors with special needs and chronically homeless senior Veterans. A contemporary building design will incorporate an interior common space, a manager's apartment, and an exterior community courtyard. The first floor will be comprised of property management offices, offices for resident case management services and community amenities such as a common kitchen and tech stations. In addition, there will be areas for gathering such as fitness and education. The building offers 69 one -bedroom apartments, 9 large studio apartments and one manager unit, with laundry facilities on each floor. 10 SECTION C: COMPARABLE DEVELOPMENT Architect Studio E Architects 2258 First Ave. San Diego, CA 92101 General Contractor Aligire General Contractor 3278 Grey Hawk Ct. Carlsbad, CA 92010 Civil Engineer Masson & Associates 200 East Washington Ave. Ste. 200 Escondido, CA 92025 Landscape Architect Ivy Landscape 1947 Fem Street Suite 4 San Diego, CA 92101 Development Information Address: 131 Chambers Street El Cajon, CA 92020 49 Senior units 46 1 bedroom 600 sq. ft. 3 2 bedroom 750 sq. ft. • 30%-60% San Diego County Area Median Income • Two 5 -story residential buildings with underground parking • 42 Covered parking spots • 87,541 sq. ft. site • 129 units per acre Financing Sources 9% Tax Credits Boston Capital JP Morgan Chase El Cajon Housing Authority A1INf1WWO3 03131dWO3 Solterra is a 49 unit senior residence located in downtown EL Cajon. 100% affordable, Solterra offers quality apartments for persons age 55 years and older. At the street level, commercial space in the south building with awning -shaded storefronts face Chambers Street. Building activity spaces in the north building will front on Linda Way and a Targe community room will open onto the public plaza on Chambers Street. Onsite amenities include a computer lounge, onsite laundry, gardens for residents to utilize, and numerous community spaces/lounges for residents to gather. There is covered parking on the street level and both buildings have gated parking entries on Linda Way and from the alley. An owner -provided flex car is available to accommodate residents who elect to live a car -free lifestyle. Residents will also have the opportunity to participate in the brand new "e.a.t." program, a free cooking class providing education, access, and tools for healthy, affordable cooking. 11 SECTION C: COMPARABLE DEVELOPMENT 401 Sepulveda Architect Withee Malcolm Architects 2251 West 190th Street, Torrance, CA 90504 General Contractor H.A. Builders 13520 Evening Creek Drive N. Ste. 160, San Diego, CA 92128 Civil Engineer Fuscoe Engineering 6390 Greenwich Dr. #170, San Diego, CA 92122 Landscape Architect TBD Development Information Address: 401 East Sepulveda Blvd., Carson, CA 90745 65 senior apartment units 58 One bedroom 7 Two bedroom • 30%-60% Los Angeles County median income • Four story building • 67 parking spaces ▪ 98,500sq ft. site, 3,000 sq ft. commercial space • 54 units per acre Financina Sources 9% Tax Credits City of Carson Low Mod Housing funds US Bank Sepulveda is a four-story mixed use development with 65 senior residential apartment units and 3,000 sq ft. of commercial space. The senior housing units will consist of 58 one -bedroom units and 7 two- bedroom units. The project will feature approximately 15,150 sq ft. of common areas that will include a community room, community garden, outdoor seating, park area, and a media and computer lounge. The new building is designed and will be constructed as "Green Pointed Rated 125" to incorporate environmentally sustainable design features. The project will incorporate an environmentally sustainable design using green building technologies and will utilize more resource -efficient modes of construction. This includes adhering to the principles of energy efficiency, water conservation, environmentally preferable building materials, and overall waste reduction. 12 NOI10f1b1SN003dd SECTION C: COMPARABLE DEVELOPMENT References and Business Partners Brenda Champy Boston Capital Senior Vice President, Director of Acquisitions 617-624-8874 bchampy bostoncapital.com Richard C. Gentry San Diego Housing Commission President & Chief Executive Officer (619) 578-7531 rickg sdhc.org Waheed Karim US Bank Community Lending Vice President (858) 334-0702 waheed.karim usbank.com John Meyer City of Vista Housing Director (760) 639-6191 jmeyer ci.vista.ca.us Brian Windley Enterprise Community Investment Vice President 303-376-5403 bwindley enterprisecommunity.com 13 SECTION D: PROPOSED DEVELOPMENT Wolf Valley Road and Davana Way Development Affirmed Housing is excited to present the development concept for Senior affordable housing over a public library at the Wolf Valley Road site of 1.63 acres. The property will feature 60 one -bedroom affordable apartment flats for seniors with incomes of between 30% and 60% area median income. The senior residents will be served by a therapeutic host of services, featuring and based around the arts. This concept correlates nicely to the provision of a public library facility just below the apartments, as a public library serves as a venue for the preservation and celebration of the arts. The classic architectural style of the proposed development will be elegant, yet it incorporates styles and personality of the surrounding residential community. The library will serve as the aesthetic cornerstone of the development, situated prominently on the corner of the site. The building will feature two levels of apartment flats with private outdoor common areas and courtyards for a soothing experience for its residents. The apartments will sit over a podium, which will include the 7,500 square -foot library facility, ten ground -level apartments, and parking for both tenants and the library. Affirmed contemplates the library space to be built out and operated by the County of Riverside or other private operator. The fully -featured one -bedroom apartments average 630 square feet and offer all the comforts of home. Affirmed envisions a services plan that will be delivered by the nonprofit service provider, EngAGE. The program offered by EngAGE is an enhanced suite of services focused on a whole -person approach to creative and healthy aging. They believe in providing this by offering programs in arts, wellness, lifelong learning, and community building to actively socialize their residents. The programs will be hosted on site to overcome the barrier traditionally common to these types of programs. Since this development concept will not only serve multiple benefits for the City of Temecula, but will also provide a deeper level of affordability for its tenants, the concept involves the donation of land as well as city funds in the amount of $4.5 million. The remaining capital will come from 9% Federal Tax Credits and permanent debt. This structure assumes that 50% of the City's capital contribution will come in at construction loan closing, then the remaining being funded at 50% completion, 100% completion and conversion (20%, 20%, 10% respectively). Affirmed believes that with this level of partnership from the city of Temecula, the project can be competitive in the first round of 9% Tax Credits in March 2017, achieving a tiebreaker score of just under 55%. All regulatory agreements securing the affordability of the apartments for 55 years shall be senior covenants to all financing. As we have done in the past, Affirmed and our design team will collaborate closely with the City to create an award-winning development that accomplishes the City's redevelopment and housing goals. Assuming a timely developer selection, we are confident that we can design and entitle our proposed development by early 2017 to facilitate a first round 9% LIHTC application in 2017, an award in June, and the start of construction in late 2017. 14 SECTION D: PROPOSED DEVELOPMENT Mask Name City of Temcula RFP - Wolf Valley Seniors Duration Mart !iinish 1 tfnp[ttie Selection of Development Partner 0 days Fri 7/15/16 Fri 7/15/16 2 Doe Diligence 3 Title & Records Review 4 ESA - Phase I 5 Appraisal 6 Market Study 7 ALTA 8 Ent$lemedts 9 Pre -Application Meeting 10 Concept Design w/ City Feedback 11 SDP Development & Community Outreach 12 Site Development Plan Approval 13 funding 144 ` City of Temecula 15 1 Draft DDA 16 DDA Review 17 Final DDA Docs 18 City Council Approval of DDA 19 Affirmed Housing 20 CTCAC -9% Tax Credits 21 First Round Application Submittal 22 Award Points Letter 23 Tax Credit Award - 9% 1st Rnd 24 180 Day Readiness Deadline 25 Developer Funding 26 Lender & Investor Selection 27 Closing Calls/Due Diligence 28 Construction Loan Closing 29 r Win & Permits 30 Engineering 31 Grading & Improvement Plan Designs 32 Plan Check 33 Grading & Improvement Permits 34 Architecture 35 Schematic Design 36 Design Development 37 CD's 90% -Submittal 38 Plan Check 39 Building Permit Approval 40 onstruction 41 Mobilization & Sttawark 42 Construction 43 Certificate of Occupancy 44 Lease -up & Stabilization 45 Marketing & Pre -leasing 46 Lease -up 47 90 -Day Stabilization 30 days Fri 7/8/16 Thu 8/18/16 5 days Fri7/8/16 Thu7/14/16 4 wks Fri 7/15/16 Thu 8/11/16 4 wks Fri 7/15/16 Thu 8/11/16 5 wks Fri 7/15/16 Thu 8/18/16 5 wks Fri 7/15/16 Thu 8/18/16 155 days Fri 7/22/16 Thu 2/23/17 1 wk Fri 7/22/16 Thu 7/28/16 4 wks Fri 7/29/16 Thu 8/25/16 20 wks Fri 8/26/16 Thu 1/12/17 30 days Fri 1/13/17 Thu 2/23/17 357 days Frl 7/22/16 Mon 12/4/17 85 days Fri 7/22/16 Thu 11/17/16 5 wks Fri 7/22/16 Thu 8/25/16 4 wks Fri 8/26/16 Thu 9/22/16 2 wks Fri 9/23/16 Thu 10/6/16 30 days Fri10/7/16 Thu 11/17/16 199 days Wed 3/1/17 Mon 12/4/17 199 days Wed 3/1/17 Mon 12/4/17 1 day Wed 3/1/17 Wed 3/1/17 5 wks Thu 3/2/17 Wed 4/5/17 14 wks Thu 3/2/17 Wed 6/7/17 180 edays Wed 6/7/17 Mon 12/4/17 118 days Thu 6/8/17 Mon 11/20/17 3 wks Thu 6/8/17 Wed 6/28/17 20 wks Thu 6/29/17 Wed 11/15/17 3 days Thu 11/16/17 Mon 11/20/17 324 days Fri 7/15/16 Wed 10/11/17 95 days Thu 4/6/17 Wed 8/16/17 6 wks Thu 4/6/17 Wed 5/17/17 3 mons Thu 5/18/17 Wed 8/9/17 1 wk Thu 8/10/17 Wed 8/16/17 324 days Fri 7/15/16 Wed 10/11/17 4 wks Fri 7/15/16 Thu 8/11/16 5 wks Thu 4/6/17 Wed 5/10/17 8 wks Thu 5/11/17 Wed 7/5/17 13 wks Thu 7/6/17 Wed 10/4/17 1 wk Thu 10/5/17 Wed 10/11/17 336 days Tue 11/21/17 Tue3/5/19 9 wks Tue 11/21/17 Mon 1/22/18 14 emons Mon 1/8/18 Mon 3/4/19 1 day Tue 3/5/19 Tue 3/5/19 168 days Wed 1/9/19 Sun 9/1/19 8 wks Wed 1/9/19 Tue 3/5/19 3 emons Tue 3/5/19 Mon 6/3/19 3 emons Mon 6/3/19 Sun 9/1/19 .7 Page 1 16 ICAFFIRMED HOUSING rl Conceptual ParspactIve 1 Wolf Valley Road & Danavia Way Temecula RFP Temecula, California © 2016 William Hezmalhalch Architects Inc WHA 2550 RatlhYl Avon.. SW* 200 Santo Ana CA 92706 9492500607 2016xxx00 1 May 12 2016 rliAFFIRMED HOUSING id Conceptual Perspective 2 Wolf Valley Road & Malayla Way Temecula RFP Temecula Callfornla 2S6 Wdern 1-.1airnalhalch Arch,ZCLa WHA ma NKrMM... Sufis 200 Santa A= CA 02705 909.250=7 201Boac00 2 May la 2016 4 ON -GRADE UNITS W/ DIRECT STREET ACCESS 1[ Wolf Valley Road alit DIRECT PARK ACCESS • 4.101 RESIDENTIAL PARKING LIBRARY 7,St70 SF a u RESIDENTIAL PARKING 7"fiVit4 1-141 F Ess A s6 —40, .i ,+ WANN H rff AFHOUSINFIRMEDG Affordable Senior Housing: Site Plan Scale: 1/32" = 1'-0' Wolf Valley Road & Danavia Way Temecula RFP Temecula, California Site Summary Site Zoning: Wolf Creek Specific Plan (SP -12) Total Overall Site Area 1.63 Acres Overall Density: 36.81 DU/AC Total Units: 60 Units Residential 60 Units 1 BR 60 Units Parking 125 Stalls Provided 54 Residence Surface Stalls 44 Residence Covered Stalls 27 Library Stalls Library ®1.0/300 sf 1 Bedrooms: 60 Units ©1.0 Guest: © .5 Total Stalls Required: Approximate Areas 25 Stalls Req. 60 Stalls Req, 30 Stalls Req, 115 Stalls Library 7,500 SF Residential 39,600 SF Community Room 2,000 SF Lamed as• Library Three Story Residential On Grade Two Story Residential On Grade D Covered Parking 1 1 Uncovered Parking Vertical Circulation © 2016 William Hezmalhalch Architects Inc WHA 2550 RWnIOAvwnue. Sulk 200 Sonia Ana CA 92705 909.250.0507 2016xxx00 May 122016 Wolf Valley Road RESIDENTIAL LOBBY Affordable Senior Housing: Level 2 Scale: 1/32" = 1'-0" AFFIRMED HOUSING r1 Wolf Valley Road & Danavia Way Temecula RFP Temecula, California Site Summary Site Zoning: Wolf Creek Specific Plan (SP -12) Total Overall Site Area: 1.63 Acres Overall Density: 3681 DU/AC Total Units: 60 Units illrsidpi of 50 Units De. 1 BR 60 Units a 1 54 Residence Surface Stalls 44 Residence Covered Stalls 0 27 Library Stalls Parking 125 Staffs Provided Library @1.0/300 sf 1 Bedrooms 60 Units ®1.0 Guest: @ .5 Total Stalls Required: Approximate Areas 25 Stalls Req. 60 Stalls Req. 30 Stalls Req, 115 Stalls Library 7,500 SF Residential 30600 SF Community Room 2,000 SF unand 13MI Three Story Residential On Grade 1 – 1 Two Story Residential On Grade Two Story Residential Above Podium t—i One Story Residential Above Podium Community Room Circulation 11 Vertical Circulation © 2016 William 1-lezmalhalch Archutects Inc WHA 2850 hCIWI Menu.. SW* 200 SteA¢Me G 92505 980.85408411 SJl6xxx00 4 May 13, 2016 Wolf Valley Road RESIDENTIAL LOBBY Affordable Senior Housing: Level 3 Scale:1/32" = 1'-0" r�AFFIRMED HOUSING ri Wolf Valley Road & Danavia Way Temecula RFP Temecula, California • C • 7 w 0 Site Summary Site Zoning: Wolf Creek Specific Plan (SP -12) Total Overall Site Area: 1.63 Acres Overall Density: 36.81 DU/AC Total Units: 60 Units Reelslentlal 60 Units 1 BR 60 Units Parking 125 Stalls Provided 54 Residence Surface Stalls 44 Residence Covered Stalls 27 Library Stalls Library ©1.0/300 sf 1 Bedrooms: 60 Units ©1.0 Guest: ©.5 Total Stalls Required: Apvroxlmety Areas 25 Stalls Req. 60 Stalls Req, 30 Stalls Req, 115 Stalls Library 7500 SF Residential 39,600 SF Community Room 2,000 SF Legend Three Story Residential On Grade Two Story Residential Above Podium One Story Above Community Room M. Circulation 11 Vertical Circulation tp © 2016 William Hezmalhalch Archtects, Inc WHA 2650Mdhll Av.ni», SWI. 200 Santo Ana CA 92705 949,250 0507 201650x00 5 May 13 2016 UNIT 1 AREA 660 SF 1 BR 1 BATH � AFFIRMED WINDOW CORNER UNITS UNIT 1-b (1-c similar) AREA 600 SF 1 BR 1 BATH Unit Plans Scale: 1/4' = 11-0" WINDOW CORNER UNITS Wolf Valley Road & Danavia Way Temecula RFP Temecula, California ® 2016 William Hezmalhalch Architects Inc r 2016)=00 WHA 2850 R.dhUI A.." SWh 200 Santo Ana CA 92705 949.250.0507 6 May 13. 2016 SUBMITTAL TO: CITY OF TEMECULA FOR: BEDFORD COURT SENIOR APARTMENTS SUBMITTED TQ: CITY CLERK CITY OF TEMECULA AS HOUSING SUCCESSOR 41000 MAIN ST. TEMECULA, CA 92590 SUBMITTED BY: AMCAL FRANK CHANG,VICE PRESIDENT AMCAL MULTI -HOUSING (818) 706-0694 FCHANG@AMCALHOUSING.COM DATE: MAY 16, 2016 CITY OF TEMECULA AFFORDABLE HOUSING DEVELOPMENT OPPORTUNTY 2016 BEDFORD COURT APARTMENTS API CAL 30141 AGOURA RD., STE. *100 AGOURA HILLS, CALIF. 91301-4332 TEL (:618) 706-0694 ♦ FAX (818) 889-9158 Delivering Tfie Dream Tor Over 35 'Years THANK YOU FOR YOUR CONSIDERATION - E. Services Plan Describe the target population(s) to be served, including demographic data and service needs. Provide specific data demonstrating the size of the target population in the area of the project. Explain how the proposed project will meet the needs of the target population(s). LifeSTEPS has 15 years of experience providing culturally sensitive, supportive services to seniors in affordable housing communities across California. LifeSTEPS' experience provides a unique insight into the needs of this population and how their socio-economic status requires additional supportive services to support stability. LifeSTEPS' experience in delivering services in under -served communities helps them to address individuals in crisis, housing retention, employment challenges, health literacy, assisting children with academic challenges, and the need to build the capacities of the individuals and the community at large through leadership development. Each constituency is unique and will be provided with supportive services, education, and resources that meet their specific needs, either directly or through linkages. LifeSTEPS' Director of Social Services ("DSS") will also assess the specific individual resident and community service needs at Bedford Court Senior Apartments through open forum meetings, anonymous needs assessment surveys, and individual door-to-door consultations. A Needs Assessment/Resident Survey will be disseminated initially before services begin, and again every eighteen months thereafter, to assess ongoing individual and community needs. The DSS will reach out to residents through flyers, resident gatherings, and face-to-face meetings to encourage residents to participate in the needs assessment process. The needs assessment will identify specific program needs. LifeSTEPS will add these requested programs to its core services. Through this process, LifeSTEPS creates a sense of ownership among residents that drives the success of its programs by including the entire community in the planning and program development process. LifeSTEPS' DSS will document participation levels in programs, and use the assessment surveys and individual consultations, to determine if the provision of services has enhanced residents' lives. Describe the project's service delivery model, and explain how the model will assist residents in accessing and/or maintaining permanent housing. LifeSTEPS' field staff is organized much like a property management company, with a Director of Operations overseeing Regional and Assistant Regional staff members overseeing on-site Directors of Social Services ("DSS"), and, at family sites, After -School Coordinators ("ASC"). In the greater Los Angeles (including Riverside/Temecula) area we have a Director of Operations overseeing all staffing and resident services throughout California and a Regional Director of Social Services for Riverside County who would oversee on-site staff members at the Bedford Court Senior Apartments. At senior properties, we assign one Director of Social Services ("DSS") to oversee all senior services, including case management, service coordination, educational classes, and mediation services. Our organization's leaders started their careers working with homeless families and individuals. The whole thrust of LifeSTEPS' activities is the result of these formative experiences in working with homeless populations. Our most ardent desire is to prevent the many layered harms of 1 homelessness. We also strive to make sure that our service providers are culturally competent and appropriate for the needs of each of our resident communities. Our supervisory staff and most of our DSS and ASC staff team are bilingual, with most bilingual and bicultural English/Spanish. We also have DSSs that are bilingual English/Armenian, English/Cantonese, and English/Sign Language competent. Services are determined upon full occupancy with a thorough needs assessment process. LifeSTN:PS takes the following general steps to develop and implement appropriate resident services: • Identify and hire on-site Social Services Staff; • Perform a Community Needs Assessment through Resident Surveys, Resident Meetings, and Door -to -Door Canvassing of Residents; Develop a Community Resource Center, including setting aside specific community space and providing furniture and computers, with Internet connection, software, and a printer; • Design Social Service Programs; • Implement and Manage Programs; • Monitor activities and outcomes, modifying programs as necessary; and Provide bimonthly Quantitative Service Reports for Ownership, Property Management, and Monitoring Agencies. Addressing individual needs is the first step to build a strong and supportive community for residents. LifeSTEPS utilizes a holistic service coordination and case management service delivery model providing individual, professional assistance for real life problems, ultimately leading to residents' ability to maintain permanent housing. LifeSTEPS' DSS's are trained to intervene in difficult circumstances such as domestic abuse, mental health problems, and threat of eviction. Depending on an individual resident's needs, LifeSTEPS' social workers can provide means for financial assistance, referrals for physical and mental health services, and in-home supportive services. Case management can also include contacting other service-oriented nonprofits and government agencies on behalf of residents. Case management services include: assistance in obtaining medical equipment; assistance with health care options; job seeking skills; assistance in the completion of forms for MediCal, food stamps, insurance, and Social Security; door-to-door resident visits and assessments; grief counseling; domestic violence intervention; one-on-one assistance with resumes and job seeking; parenting classes; providing food bank commodities and other emergency food assistance; teaching residents how to apply for discounted utilities; and providing bi-lingual and translation support when necessary. LifeSTEPS' programs and activities also focus on building a sense of community among the residents. LifeSTEPS prides itself on building leaders in each community, and facilitating empowerment and responsibility among the community as a whole. LifeSTEPS is there to help residents move forward with their lives by creating stability through a social network able to assist residents who face challenges. LifeSTEPS fosters community among the residents by providing group educational classes, leadership training, and social activities at the property. In this way residents are supported to maintain permanent housing. 2 LifeSTEPS provides comprehensive, reliable support that makes a difference. The DSS maintains regular working hours at the property and is available by telephone during off-site hours as well. The DSS becomes part of the residential community, building a lasting relationship with the residents and the property management staff. Clear systems for communication exist between Property Management and the DSS to ensure no gap in support for residents. Additionally, there are protocols in place for grievances, conflict resolution, and crisis intervention. Staff is trained to support individuals in maintaining economic stability in order to maintain housing. LifeSTEPS will provide educational classes for the adults on such topics as parenting skills, computer skills, financial literacy, job seeking skills, resume building, and health information. Each of these classes has a quarterly themed curriculum. LifeSTEPS will change out these courses every three months to keep the material fresh and relevant for residents. If needed, English as a Second Language courses will also be offered. In addition to providing these core services, LifeSTEPS will also provide crisis management, mediation, and our Client Assistance Safety Net Program to ensure resident growth and stability. Describe the experience of the lead service provider in providing services to the target population. LifeSTEPS is the largest provider of social services to residents of affordable housing in California. Formed in 1996, LifeSTEPS is a statewide organization serving over 80,000 residents living in more than 26,490 units of family, senior, and SRO, low-income and supportive housing. LifeSTEPS' mission is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. Our vision is that every person touched by LifeSTEPS will be empowered with the skills, resources, and support to maintain stable housing and break the cycle of poverty. Our overall purpose is to catch children, families and seniors before they fall into homelessness. As described herein, LifeSTEPS provides a comprehensive set of social services for residents of affordable and supportive housing throughout Califomia. LifeSTEPS regularly provides a variety of specialized services for particular housing agencies, including CTCAC, CDLAC, AHP, HCD, HUD, and many cities across the state, including Los Angeles and the City of Industry. Please visit our website at www.lifcstcpsusa.orer for additional background information. LifeSTEPS has been providing its full array of social services to residents of affordable housing for twenty years. From the beginning, LifeSTEPS has provided service coordination and case management to all of its residents. We value the bond of trust between service provider and resident, a human relationship of care, with professional boundaries, that often means the difference between housing success and failure. In 2012, the California Housing Consortium recognized LifeSTEPS as Non -Profit of the Year for its leadership in resident services. We currently provide social services to 5.000 low-income housing units in Southern California and have working relationships with many government and non-profit agencies throughout the County. 3 LifeSTEPS began as a service provider to residents of affordable housing. For the last ten years, however, LifeSTEPS has moved into a wider array of services, including supportive services for mentally ill and formerly homeless individuals, HUD housing, Section 8, SRO, and MHSA projects. We currently provide resident services to 2,108 units of Santa Clara County HUD housing. The Los Angeles County Department of Health Services has designated LifeSTEPS as an approved provider of Intensive Case Management Services for supportive housing communities. In another partnership with AMCAL, we are the lead service agency with DHS for a group of sixteen formerly homeless, mentally ill and disabled seniors living in Los Angeles. In addition, LifeSTEPS serves Section 8 recipients at virtually all its communities, some of which are project based Section 8 properties. Lastly, our social workers regularly deal with the same issues in affordable housing that afflict the chronically homeless: mental disorders, physical disabilities, histories of physical abuse, substance abuse, insufficient education, and a lack of life skills. We have the history, knowledge, skills, and strength as an organization to work effectively and efficiently with a wide range of resident needs and within the full spectrum of affordable and supportive housing. LifeSTEPS makes collaboration with property owners and property management companies a high priority. Over the years we have developed procedures and policies that ensure a collaborative and complimentary effort with property managers, thereby avoiding resident splitting and turf battles. A positive relationship between property management and social services is crucial to the power and impact of resident services. We routinely schedule ongoing meetings with our partners to ensure the highest quality of services to our residents. In addition, we provide bi-monthly written reports to our partners detailing our activities and outcomes. Because accurate reporting and documentation are key components of meeting service requirements, LifeSTEPS has developed a proprietary web -based data collection system for all of our resident services. We have developed a wide range of ways to measure outcomes from the services we provide. Lastly, LifeSTEPS provides staff members with regularly scheduled, high quality training. Our Director of Operations provides weekly training sessions to our Regional Supervisors. Our Regional Supervisors in turn train all their on-site staff members by providing weekly training sessions by telephone and in-person trainings every two months. In addition, we have ongoing training through our LifeSTEPS Training Academy. Our proprietary curricula, forms, and additional training materials are available via our employee only website. Describe the role(s) of the Resident Service Coordinator and/or case managers and explain how on-site service provision will be coordinated. LifeSTEPS will assign a Director of Social Services (aka, Resident Service Coordinator) to Bedford Apartments. The DSS is an educated professional with substantial experience working with the target population of seniors anticipated at Bedford Apartments. The DSS will ensure continuity in programs and a connection to the larger social service network in the local community. The DSS will build lasting relationships with the residents and the property management staff. The DSS participates in regular property meetings, where discussions are held regarding such topics as community building events, new initiatives or policies, as well as concerns regarding individual residents and community activities. 4 If more intensive issues arise, the DSS can provide long-term support, which involves determining an individual action plan, off-site resource development, and follow up. In addition to being able to schedule private time with the DSS (arranged via a work order system with property management), the DSS is also available by telephone Monday through Friday during regular business hours. The DSS is the facilitator of activities in the community and will empower the residents in leading activities where possible. Great effort is placed on building resident experience leading social events and activities. Residents may host a group, a pot -luck dinner, a movie night, or a picnic. Ultimately, the DSS is responsible for facilitating and leading programs and activities, tracking progress, and acting as the liaison with outside agencies, all to support residents both individually and as a community. In addition, the DSS will oversee the service budget for supplies, food, and other resources. One program that has been helpful is "Successful Aging," which is a 12 -week course to improve senior living. By improving physical and mental health, seniors become more engaged with their neighbors and the larger community, and all parties can benefit. The curriculum includes: 1. What is Successful Aging? — Group Discussion 2. Taking Care of Your Physical Self - Health Insurance 3. Taking Care of Your Physical Self - Exercise and Nutrition, 4. Taking Care of Your Mental Self - Depression Treatment, Keeping Your Mind Active 5. Taking Care of Your Mental Self -Taking Care of Your Brain (types of dementia and how to cope) 6. Taking Care of Your Spiritual Self - The Value of Spiritual Connections 7. Taking Care of Your Family Relationships - Grandparenting, Role Reversals with Adult Children 8. Long Term Care - In -Home Care, Assisted Living and Skilled Nursing Homes 9. Graduation Ceremony - Celebration of seniors who have participated, and recap of what they have learned In addition, mediation services are offered between tenants that have disagreements. After living on their own for decades, some seniors may have difficulty coping with that loss of independence and may not relate well to others. Grief counseling is another service that is provided to the many seniors who must cope with the loss of loved ones. Another strategy that inspires seniors to come out of their shells and engage more is providing leadership structure to use their personal intelligence and organizational skills that may have atrophied in later years of life with retirement and loss of household/family life. LifeSTEPS encourages seniors to set up some of their programs as self-governing, with the tenants in the leadership and organizational roles. The activities committee will have a chairman and treasurer of senior tenants, and the seniors are often re -invigorated with the opportunity to use their mental and physical skills for an important group cause. 5 Often, the results of improving seniors' lives on the individual level leads to greater impact on the neighborhood. At some AMCAL developments, the seniors will self -organize to sponsor a neighboring military family with a parent stationed overseas and provide material and emotional support. They will raise money and buy toys, clothing and school supplies for the children, and invite them to potluck dinners at the apartment's community room. Another senior apartment complex reached out to a neighboring family complex and held a clothing/shoe drive to help the families in need, along with providing food. An example of the effectiveness of the AMCAL team is demonstrated the following letter from a tenant of the Cielo Azul senior apartments in Palmdale. RAY HARKLEROAD 38040 27'" STREET EAST, APARTMENT 118 PALMDALE, CAUFDRN[A 93550-6417 Cell 305-342-8171 RAYHARKLEROAD@GMAZL:COM 29 March 2011 Clete Azul Senior Apartments 380+027* Street East Leasing Office Palmdale, CA 93550 To the Management and Staff: As 1 prepare to leave Palmdale for a warmer climate. I want to take a moment to thank the Management and Staff here at Cielo Azul Senior Apartments for a thoroughly enjoyable year. Your facility has proven to be everything l expected and more - clean. professbnoity nm and managed. well maintained, and o facility where I have been proud to invite friends and famiy. The grounds are lovely and are truly a standout property in the Palmdale area. The designs of the units are impressive, and more Importantly perhaps. the design of the utility systems are outstanding. Your heating and cooling systems are top-notch and have excelled by providing a pleasant and comfortable environment for living, and have done so with a minimum of cost associated. It is the minimal cost of operation that most impressed me and your attention to such items as minor as regular filler changes in each apartment That identifies your commitment to ongoing excelence. As a senior citizen, I also appreciate the on-site social worker visits and the Mlle perks extended to all of the residents. Let me extend my thanks again with this thought: it is always sad leaving, but I do hnd memories of a home that was safe, comfortable, Dost effective, the community. ll of that and more. 4Q Ray ieroad 6 Describe the range of services to be provided for the residents of the project by the lead service provider and partnering agencies. Also describe how the services will be culturally - specific and linguistically appropriate. Regarding cultural specificity, LifeSTEPS will seek to hire a DSS culturally and linguistically appropriate for the residents of Bedford Apartments. We believe that matching DSS skill sets to resident populations is key to the success of resident services. For Bedford Apartments, this will include the DSS's work experience, language skills, cultural and ethnic sensitivity, and a thorough knowledge of low-income senior strengths, resources and needs. Many of our DSS's are bilingual. Across our portfolio of properties, LifeSTEPS' staff is fluent in a wide variety of languages, including English, Spanish, Mandarin Chinese, Cantonese Chinese, Armenian, Vietnamese and American Sign Language. LifeSTEPS works in over 280 low-income family, senior and SRO communities throughout California. The populations we serve are as diverse as the State of California, including urban, rural, and suburban communities; cultures and languages near and far; and many different levels of need - physical, economic, educational, emotional and vocational. We will approach the residents of Bedford Apartments with the same level of care, respect and attention that we do with any of the many diverse cultures we serve across the state. Bedford Apartments is not a mixed population project, and all residents will be eligible to participate in all LifeSTEPS' services and activities at the property. Explain the referral process, how clients will access services, and available hours of services. LifeSTEPS works collaboratively with FPI Property Management to ensure that resident needs are met. Property managers refer residents with needs directly to LifeSTEPS' staff for assistance. Residents also self refer by reaching out to the LifeSTEPS DSS by visiting the on-site, drop-in hours at the Community Center or by calling the DSS directly by telephone during regular business hours. LifeSTEPS keeps current with local non-profit agencies and government resources, so that appropriate referrals can be made to help residents in need. A follow up visit or phone call is made to ensure that the resident has resolved his or her challenge, or moved on with the recommended solutions. Explain how applicants and residents will be assisted in making reasonable accommodation requests, both of property management and outside entities, such as housing authorities, to ensure that persons with disabilities have access to and can maintain housing. LifeSTEPS is always sensitive to the needs of people living with disabilities, as is FPI Property Management Company. A reasonable accommodation request is taken very seriously. When a resident presents a serious physical barrier to their living situation, the LifeSTEPS DSS will determine a simple remedy to avoid loss of housing. The DSS may support the resident in writing a reasonable accommodation request and ensure proper supporting documentation is attached. The resident will send the request to property management, and the DSS will follow up and meet with property management to ensure due diligence and attention to the resident's needs. Property management will make every attempt to prioritize renting a new unit to the resident and if this is not possible, then another unit in the portfolio. LifeSTEPS also offers mediation 7 services to help resolve conflicts between residents and property management and between residents and other residents, thus avoiding needless evictions and building a healthy sense of community at the property. Describe how individual client service plans will be developed. Describe any differences in how individual client service plans will be developed by target population. Individual client service plans will be developed through one-on-one meetings with the DSS. From the beginning, the DSS will focus on getting to know and forming bonds with the residents of Bedford Apartments. By building rapport with residents, the DSS can engage individuals who need additional support. For those that need additional help, the DSS will meet with them privately by appointment or during drop in hours to co -create an action plan. The action plan will be utilized as a starting point for further conversations and serve as a tool for assessing progress and accomplishing goals. Documentation will be housed in a locked filing cabinet, in observance of HIPAA and HITECH laws. The DSS will take great care to make sure discussions remain confidential, and assure the tenants of this practice. The individual action plans can also inform the larger discussions at the property. Where issues surface that are common among residents, the DSS can implement a class, event or program to support individual and community goals. For residents who do not come forward with the same level of need, or who wish to remain more private, they can attend group classes comfortably. Through varying levels of interaction, the DSS will co -create with residents individual action plans to address concerns and to help residents to move forward, practically, economically and emotionally. Describe the services staffing for the project, including staff -to -tenant ratios and required experience levels, basic job duties, hours of work and location for each position. Justify staff -to -tenant ratios. Bedford Apartments will include the following staffing plan to support the social, emotional, and economic needs of the seniors living at the property: LifeSTEPS Director of Social Services (aka, Resident Services Coordinator). The DSS is an educated professional with substantial experience working with the target population of seniors anticipated at Bedford Apartments will include the following staffing plan to support the social, emotional, and economic needs of the seniors living at the property: The DSS is the lead resident services staff at the property. The DSS will be responsible for assessment, oversight and evaluation of all onsite programs; development of resource and referral lists and community based agency relationships; conflict resolution/mediation services; volunteer recruitment and selection; and staffing, administrative, and compliance requirements. The DSS will be responsible for coordination and delivery of resident programs and community events. AMCAL and LifeSTEPS will work together to assess the number of children, families, and individuals who reside onsite. LifeSTEPS will develop a strong base of resident leaders through its Leadership Development Program. Residents will be taught to lead activities and events, with guidance and mentorship from the LifeSTEPS team. This approach will unleash the capacities of residents, build confidence, and grow long term, sustainable human capital within the project. These resident leaders will support the team and drive new program initiatives based on first hand insights about what works. As it becomes apparent that resident need exists for 8 more of any one resident service, AMCAL and LifeSTEPS are prepared to work jointly to support the needs of the project. Describe how the Resident Service Coordinator and/or case managers will outreach to residents to engage them in services. For mixed population projects, describe any differences in outreach strategies for the target populations. Outreach methods utilized to connect with the individual residents and community include: open forum meetings, anonymous needs assessment surveys, and individual consultations. By including the entire community in the planning and program development process, the DSS will create a sense of ownership among residents that drives the success of programs. LifeSTEPS will ensure that residents can easily access staff and activities. To ensure that the community has targeted, meaningful and effective services, Anonymous Resident Surveys will be used as a critical tool in planning effective social services, classes, and workshops for the residents. A Needs Assessment/Resident Survey will be disseminated initially before services begin and every eighteen months thereafter in order to assess the ongoing individual and community needs. Relevant programs are the key to engaging tenants at all levels of participation, whether it's for a community barbeque, or more in-depth programming to support education or life skills development. Describe your plan to fill any uncommitted service gap and any service gap that occurs during the life of the project due to expiration of grants, withdrawal of a partner, cancellation of a commitment, or any other reason. Describe your experience filling service gaps in the past at projects similar to the proposed project. Funding gaps to support resident services are not an issue at this property as no external funds are being sought or are necessary for funding the resident services for this project. AMCAL has committed to provide the entire budget for resident services through project income, including staff salaries and supplies. In addition, AMCAL and LifeSTEPS, through their Partnership for HOPE charitable program, have been raising money together for many years to supplement project budgets for resident services and to provide additional services to AMCAL tenants, including eviction prevention and educational scholarship funds. Together, AMCAL and LifeSTEPS have raised over $500,000 in contributions, which directly benefit the residents in our apartment communities and serve to assist resident needs far beyond the minimum service requirements at our affordable and supportive housing communities. Lastly, AMCAL is well capitalized and would self -fund additional social services for the residents if the situation arose. Explain how the lead service provider will facilitate resident participation and involvement in decision-making with regards to building operations and service delivery. LifeSTEPS will facilitate resident participation and involvement through the needs assessment process, which will occur when residents move in and every eighteen thereafter. Building operations will be handled through our Property Management partner, FPI Management. FPIProperty Managment will have an on-site manager located on the premises. To engage residents in building community and for feedback regarding operations, property ownership and management will sponsor community events held in the community room, such as barbecues and 9 pot -lucks, as well as initiate neighborhood watch programs. Quarterly community meetings hosted by Property Management, and supported by the LifeSTEPS team, will be held in the project community room providing residents an opportunity to voice all comments and concerns regarding building operations. If we determine that residents are interested in forming a tenant council that focuses on specific property concerns, that would be supported via Property Management and the LifeSTEPS leadership development program. Additionally, the LifeSTEPS DSS will raise key concerns and resident issues to the Property Management Team via regular meetings. Describe residents' opportunities for social interactions to foster social cohesion within the building. Describe how the project's physical space will support provision of services and social cohesion. For mixed population projects, describe plans to facilitate interaction among the different target population groups to build a unified community. By fostering social activities, LifeSTEPS and Property Management staff help communities build a network of support among the residents. When neighbors know each other, they are able to turn to each other when they need help. A monthly newsletter produced by property management will be a resource for residents to learn about upcoming activities, classes, and services. Social Programs Include: Birthday Celebrations, Day Trips, Games, Hobby Classes, Holiday Celebrations, Movies, Neighborhood Watch, Potlucks, and Resident Meetings. The building plans support a separate Resident Services office, for use by the social services staff, as well as storage for community events. The Community room features a kitchen, which can be used for cooking classes or preparation of food at social gatherings. Educational classes, parties, and workshops will take place in the on-site community room. Start-up costs will be provided by AMCAL to purchase chairs, a locked filing cabinet, telephone, furnishings, and computer, with Internet connection, printer, and monitor. Describe policies on eviction. Explain how the lead service provider will work with property management to encourage lease compliance and prevent eviction. On-site property management and social services staff is knowledgeable regarding tax credit requirements and termination of leases and evictions. The property manger is responsible to assure that the implementation of such requirements is carried out correctly, in accordance with State and Local Laws. As part of a proactive and preventative approach, residents will be educated in the eviction procedure. Management will personally contact residents who may be delinquent in payment of rent. Eviction procedures shall not commence without interaction between the Resident Manager and the DSS with respect to possible extraneous circumstances leading to a failure to pay rent. The property manager shall use reasonable measures in conjunction with guidance from the DSS to prevent evictions from taking place. These extraneous circumstances shall include periods of hospitalization. Residents unable to make payment arrangements will be referred to LifeSTEPS for assistance in finding available grants and/or funding to assist the residents, such as the Homeless Prevention and Rapid Re -Housing Program. LifeSTEPS has itself piloted an Emergency Assistance Program to support housing retention and prevention of homelessness statewide. The Program provides grants with a mandatory six months of follow up, and instruction in financial literacy. LifeSTEPS does not discuss reasons for financial support for 10 residents with Property Management. Management will review all requirements of the Rental Agreement, as well as the Community Policies and related Addendums with each new resident. Special care will be taken to discuss management's expectations with regard to the Drug and Crime Free Housing Addendum. A "zero tolerance" policy will be adopted for any violations to this addendum. Describe the type of interactive orientations to be provided to residents on the use of all different modes of public transportation to access resources in the entire region. Residents will receive a brief transit orientation as part of the move -in checklist. Residents will be made aware of the Metro Link "trip planner" available on the SCRRA and RTA website. LifeSTEPS staff will be available to provide residents with training and education on the use of bus routes, transfers, understanding of fee schedules, and alternative transportation services. Ongoing access to transit information will be located in the community room, and transportation will be highlighted as a part of community meetings. The following bus route maps will be provided to residents when they move in as needed. In addition there will also be a map of the regional bus lines, as provided by the RTA and trolley. 11 L4feSTE) Life Skills Training 8 Educational Programs PEmpowerment. Impact. Community. One STEP at a time. Programs & Services LifeSTEPS' professional social service providers offer a wide variety of programs and services, depending on the needs of each senior or family community. Our services meet all state and federal social service requirements for affordable housing communities. The combination of individual services and community -wide programs enable us to help build strong, vibrant residential communities. LifeSTEPS programs include: Case Management Educational Classes After School Programs Senior Services Mediation Social and Community Participation Programs Volunteer Programs Resource Information Case Management Case management provides individual, professional assistance for real life problems. Our social workers are at the property throughout the month and also maintain a schedule for appointments or drop-in assistance. In addition, residents and property managers can reach the Director of Social Services by phone anytime during the week. . Referrals may be made when an at -risk resident is identified, or residents can request support directly when issues arise. Once residents get to know LifeSTEPS, they also refer their neighbors for help. Depending on an individual resident's needs, our social workers can provide means for financial assistance, crisis intervention, and in-home supportive services. Case management can also include contacting other service-oriented nonprofits and govemment agencies on a resident's behalf. Important components of case management include realistic feedback, emotional support, and active listening for residents in distress. Case management services include: Assistance in obtaining medical equipment Assistance with health care options Assistance in the completion of forms for MediCal, food stamps, insurance, or Social Security Assistance for mentally ill residents in managing day-to-day needs Collaborating with family to determine the appropriate level of care for seniors Door-to-door resident visits and assessments Evaluating a senior for dementia Our Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education and supportive services for children, adults and seniors. 8014 Sacramento Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Grief Counseling Investigating possible domestic violence Obtaining in-home assistance for elderly residents recovering from illnesses One-on-one assistance with resumes and job seeking Parental assistance Providing family intervention for out of control youth Providing food bank commodities and other emergency food assistance Teaching residents how to apply for discounted utilities Translating documents and providing other bi-lingual support Educational Classes Depending on the needs and interests of the members of each community, LifeSTEPS provides a wide variety of on-site educational opportunities. Classes are taught by LifeSTEPS employees, supervised volunteers, and partner agencies invited to the properties by LifeSTEPS. LifeSTEPS has established a proprietary curriculum for three-month classes in core areas. Other classes are taught within one- to three -session workshops. Examples of educational classes are: Computer Skills Disaster Preparedness English as a Second Language (ESL) Exercise and Dance for All Ages and Abilities Healthy Living: Nutrition and Managing Chronic Illnesses How to Advocate For Your Children How to be a Community Leader How to Control Your Finances Job Search Workshops Job Skills 101: Getting and Keeping a Job Kids Can Be Safe Nurturing Your Children Red Cross First Aid Successful Aging After School Programs Focusing on the hours between 3:00 pm and 6:00 pm, after school activities help children succeed in school and build positive social skills. Importantly, they also provide a constructive alternative to unsupervised activities for at -risk youth and a safe place for children to explore their creativity. After school programs also encourage parents to join in. After school programs range from homework clubs, milk and cookies, arts and crafts, supervised free play time, and age-appropriate instruction in remedial life skills. After school classes may also include environmental education and volunteer opportunities such as cleanup days, which give children pride in their communities. When possible, LifeSTEPS' staff partner with local school districts in order to provide activities that complement the school curriculum and establish communication with guidance counselors and teachers in order to better serve individual children. Our Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education and supportive services for children, adults and seniors. 8014 Sacramento Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Senior Services Active seniors have much to offer within their communities. With encouragement, seniors are often eager to volunteer in supporting other residents. Senior services include "friendly visiting" by LifeSTEPS social workers, a means for staff to provide a sympathetic ear for a resident who is troubled, lonely, or suffering from serious health problems. Our staff makes every effort to involve adult children and other family members in providing emotional support for senior residents. LifeSTEPS seeks resident input in developing tailored activities. With many Social and Community activities and Educational Classes appropriate for seniors scheduled throughout the month, we are able to meet the varied interests of the residents. Activities are especially important in senior communities, reducing isolation and giving residents the means to retain a sense of pride and independence while building a strong, mutually supportive community. Mediation Unresolved disputes between neighbors can leave a property manager with no alternative but to evict both parties. LifeSTEPS has developed a highly effective mediation model that provides residents with a way to air and resolve their differences while maintaining their housing. Under the guidance of a trained LifeSTEPS social worker, residents take an active part in the mediation process by taking responsibility for finding and adhering to a solution. This experience empowers residents and teaches valuable life skills while resolving the issue at hand. When needed, LifeSTEPS social workers can also mediate disputes between residents and property managers. Social & Community Participation Programs In addition to social services, the Director develops appropriate leaming and social activities at each community. By fostering social activities, LifeSTEPS and supportive property management staff help communities build a network of support among the residents. When neighbors know each other, they are able to tum to each other when they need help. A monthly newsletter produced by property managers, or at some locations LifeSTEPS staff, is a resource for residents to leam about upcoming activities, classes, and services. Social Programs Include: Birthday Celebrations Day Trips Games Hobby Classes Holiday Celebrations Movies Neighborhood Watch Potlucks Resident Meetings Our Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education and supportive services for children, adults and seniors. 8014 Sacramento Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Volunteer Programs LifeSTEPS recruits talented, dedicated volunteers to provide skilled support. Volunteers help at events such as block parties, community dinners, and holiday celebrations, activities such as art classes and bingo, and educational classes. Volunteers are carefully selected and screened, and those who work with children undergo a Department of Justice background check. Many of our clients give back by volunteering within their communities. For instance, parent volunteers often assist at homework clubs and craft projects. Our volunteer program not only results in more help for residents, but also allows resident volunteers to develop skills, experience and confidence that can be used in finding employment opportunities and advancement. Resource Information Everyone on the LifeSTEPS staff is expert in developing links to resources in the greater community. Rather than duplicating existing services, LifeSTEPS collaborates with other dedicated nonprofits and govemment agencies to bring essential services to our clients. We promote independence for residents by helping them identify appropriate community resources and teaching them how to make contact, complete necessary forms, and follow up. If a resident is incapable of completing the necessary tasks, we actively assist them in the process. Community resources include: Caregiver Registries Child and Adult Day Care Employment Opportunities Faith Based Organizations Family Resource Centers Food Banks Govemment Agencies Health Care Providers Health Insurance Counseling and Advocacy Programs Home Delivered Meals Hospice Care Housing Assistance Programs Immigration and Legalization Services Law Enforcement and Protective Services Referrals for Legal Assistance Rehabilitation Programs Senior Centers Senior Employment Programs Transportation Options Tutoring Programs Youth Parks and Recreation Programs The LIfeSTEPS Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education, and supportive services for children, adults, and seniors. Our Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education and supportive services for children, adults and seniors. 8014 Sacramento Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org LifeSTEJS Nori Empowerment. Impact. Community. One STEP at a time. Ile Sleds tram & Educational Programs 7 Ames! Impact Report LifeSTEPS is honored to touch the lives of countless individuals living in 172 affordable housing communities in Califomia- 25 of which are AMCAL communities. Every day our staff bring new ideas, hope and educational opportunities to residents that make their lives better. In 2010, we happily report that many AMCAL residents were the recipients of direct assistance and in-kind donations. In-kind donations include dairy products, produce and other food items to supplement residents' pantries and help to stretch their limited dollars, as well as gift cards, holiday gifts and school supplies from various sources. LifeSTEPS will work to increase in-kind donations to AMCAL communities in 2011 so that resident needs can be met at an even greater level. Through partnerships with the Change a Life Foundation, McCarthy, US Bank, private donors and LifeSTEPS Employee Giving we provided immediate relief to clients in the form of rental assistance, medical equipment, grocery gift cards, and car repairs. In 2010, the total of cash assistance was $8,862 and directly impacted 20 households where 55 individuals live, This figure does not take into account the lives that are changed through case management, educational classes and after school programs, a few examples of which are included below. Individuals living at sites to which LifeSTEPS provides services are eating more nutritious meals, experiencing greater mobility, driving safer cars, and enjoying more secure housing. Many residents wonder how to thank us. In keeping with the spirit of giving, we encourage them to pay their good fortune forward creating a chain of goodwill that continues to change lives one at a time over and over again. Financial Assistance is a Bridge to Community Building Christina then Connie is a single mom of two children and has lived at Villa Escondido in Fresno for two years. When Connie went on maternity leave she started receiving disability. She was surprised to learn that these payments would be less than her regular paycheck and fmances were already very tight. Connie met with her LifeSTEPS Director of Social Services, Christina, and inquired about our rental assistance program. Together they reviewed her financial situation which included creating a budget and eliminating non essential expenses. helped Connie apply for assistance through LifeSTEPS, as well as the Home Energy Assistance Program (HEAP). Given that Connie's setback was only temporary, she was approved for rental assistance which helped her through until she returned to work. She was also Our Mission is to strengthen families and communities through educational and social service programs with a focus on life skills training, education and supportive services for children, adults and seniors. 8014 Sacramento Street, Fair Oaks, CA 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org LifeSTEPS 1 2 approved for HEAP. Connie stated that "Thanks to the help of LifeSTEPS I was able to keep my apartment and get back on my feet." Connie's Director of Social Services notes that "Connie is very shy, normally staying to herself and not associating with other residents, however, since our first meeting she and her children have started to venture out of their apartment and attend more events hosted by LifeSTEPS." Connie says, "I am really learning a lot about budgeting and spending wisely thanks to the educational classes that Christina is teaching me. If it were not for LifeSTEPS I would probably have had to move. I am very grateful!" Connie's story is an example of how LifeSTEPS services bring new opportunities to your residents and increase their involvement in the community. Budgeting...A Wav to Financial Independence Brandy lives at the Villa Serena Apartments in Los Angeles. She was heartbroken and financially strapped after her husband walked out on her. She and the children were struggling emotionally when she contacted the LifeSTEPS Director of Social Services (DSS) for help. While the DSS provided emotional support to Brandy, she also helped her to be realistic about her financial situation. The DSS provided budgeting tips and sound advice about spending, as well as coaching on how to contact her creditors to arrange for modified payment plans. Brandy felt inspired and created a plan of action to become debt -free. Six months have passed since her initial meeting with LifeSTEPS and Brandy has managed to pay off two medical bills while staying current on her daily living expenses. She has also implemented a strategy for eliminating impulse buying. When she is unsure about the necessity of a purchase she asks the store to place her items on hold for a couple of days while she considers her finances. Brandy explained that this is the change that has brought about the most significant results. Brandy has a new confidence and appreciates the life changing advice she received from LifeSTEPS. A Time to Give Twelve year old Ron has been an active member at the Tesoro Del Valle After School Club for about two years. With the support of the LifeSTEPS Program Coordinator, Ron spearheaded a canned food drive this past holiday season. In the spirit of giving back to his community, he promoted the food drive by encouraging other after school program participants to participate. On the last week of the food drive, Ron even went door-to-door seeking donations. He brought the cans back to the community room to be delivered to the local food bank for distribution. He felt so inspired that he is already talking about "next year's" food drive. At his young age Ron is quickly learning the value of service to his community and experiencing the joy of giving. Wrap Around Services Support the Entire Family N IP 1 1I1 111 LifeSTEPS 3 Betty and Doug have lived at Casa Grande with their two children for many years. They speak and understand very little English and earn a modest income as farm workers. It was two years ago that Betty first approached LifeSTEPS for assistance understanding medical documents concerning Patricia, their daughter. Patricia was born with skull problems and it is necessary that she has regular check-ups. The bi-lingual LifeSTEPS Director of Social Services explained that the doctor requested brain scans for Patricia so her condition could be thoroughly evaluated. LifeSTEPS provided emotional support as well as access to food commodities, clothing resources, and budgeting services to help the family get through this difficult time. After two years of on-going testing, and many sleepless nights, Betty is relieved to know that their daughter is developing normally. Betty has since expressed numerous times to neighbors and friends how blessed she is to have the services provided by LifeSTEPS. When she first moved to Coachella, Betty explained that she did not know anyone and she felt lost. Now, she enjoys volunteering and has taken on a leadership role in her community. Betty and Doug are currently participating in ESL and computer classes, both facilitated by LifeSTEPS. Their son is a regular participant at the LifeSTEPS after school program. This family's story demonstrates how LifeSTEPS' wrap around services can meet needs on many levels. Note: Resident names have been changed to protect their privacy. LifeST S Life Skills Training & Educational Programs` Empowerment. Impact. Community. One STEP at a time. LifeSTEPS helps families change their lives one step at a time. Founded in 1996, Life Skills Training & Educational Programs' (LifeSTEPS) mis- sion is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. LifeSTEPS Is the single largest provider of social services to the residents of afford- able housing communities in California. Statewide, we serve families, seniors and individuals in 200 communities, providing over 70,000 people access to our strength based, resident -centered services. From Chula Vista to Sacramento, Palm Desert to Santa Rosa, LifeSTEPS is firmly committed to helping people rise above impoverished environments to become self-sufficient, experience well-being, and break the devastating cycle of poverty. We help people create healthier, happier and more sustainable lives. "Thanks to the help of LifeSTEPS I was able to keep my apartment and get bark on my feet" --Connie, a LifeSTEPS' financial education student " Your program has helped Bonnie immensely. Whatever you're doing has worked Just keep doing Iv" --Elementary School Principal on the progress one of his students /s making due to the L/feSTEPS After School Program The mission of LifeSTEPS is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. 4041 Bridge Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Empowering Families to be Their Best LifeSTEPS services are strength based & client -centered Case Management At the heart of our services is case management. A Director of Social Services is located at each community we serve, building trusdng reladonshlps and providing caring, suppor- tive services that make a difference. Client Assistance Emergencies happen. But, for families with very few re- sources, an emergency can mean the difference between living in an apartment or on the street. UfeSTEPS' Client Assistance Program provides short-term financial assistance to people in need. Assistance can range from help with rent, udlities, vehicle repairs, groceries and other bask needs. Educational Classes New skills and abllldes are required to change a life. LIfeSTEPS provides a full spectrum of proprietary and non- proprietary learning opportunities For clients at every prop- erty. Subject matter can Include Job Search Skills, Health & Wellness, and Financial Literacy. After School Programs Over 100 of our communities have the LIfeSTEPS After School Program. Influenced by the 40 Developmental Assets and focused on improving academic and leadership abilities, a large majority of the students enrolled In the program Im- prove performance by one letter grades For children 5-18 years of age. Senior Services It's heartbreaking when an elder Is placed into a nursing fa- cility prematurely. Our services for seniors are designed to provide support that allows our elders to live Independently for as long as possible. Mediation Unresolved disputes between neighbors can leave a property manager with no alternadve but to evict both parties. LIfeSTEPS has developed a highly effective mediation model that provides residents with a way to air and resolve their differences while maintaining their housing. Social & Community Participation In addidon to social services, the Director develops appro- prlate learning and social activides at each community. By fostering social acdvides, LifeSTEPS and supportive property management staff help communides build a network of sup- port among the residents. When neighbors know each other, they are able to turn to each other when they need help. Volunteer Programs Our volunteer program not only results in more help for residents, but also allows resident volunteers to develop skills, experience and confidence that can be used in finding employment opportunities and advancement. "Six months ago, / thought my life was over and I felt alone. 1 never knew there was an organization like LifeSTEPS that eared so much about people. / am thankful for LIfeSTEPS. i know I`m not alone. I know I can make le" --Patti, a LifeSTEPS client Li feSTEPS Life Skills Training & Educational Programs! Empowerment. Impact. Community. One STEP at a time. LifeSTEPS helps seniors improve their lives one step at a time. Founded in 1996, Life Skins Training & Educational Pro- grams' (LifeSTEPS) mission is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. LifeSTEPS is the single largest provider of social services to the residents of affordable housing communities in California. State- wide, we serve families, seniors and individuals in 200 communities, providing over 70,000 people access to our strength based, resident -centered services. The LifeSTEPSAmcal Partnership for Hope is firmly committed to helping youth, families and seniors rise above their circumstances to become self-sufficient, experience well-being, and break the devastating cycle of poverty. We help people create healthier, happier and more sustainable lives. "Thanks to the help of LifeSTEPS / was able to keep my apartment and get back on my feet" --Connie, a LIfeSTEPS' financial education student The mission of LifeSTEPS is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. 4041 Bridge Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Life Skills Training & Educational Programs Empowerment. Impact. Community. One STEP at a time. Seniors Accessing Technology at Flores del Valle Susan resides at Flores Del Valle where she frequently seeks out the help of the LifeSTEPS Director of Social Services for translation ser- vices and help paying bills. She is also an enthusiastic participant at ESL and computer classes. Susan is an attentive student and always ready to learn new skills. It has been exciting to see her conversa- tional English and computer skills improve. The ability to speak English helps her communicate more effectively in her day to day activities. Prior to receiving instruction from LifeSTEPS, Susan had never used a computer. In fact, she had never even used a typewriter. After learning the basics like turning it on H and mouse maneuvering, Susan wanted to learn how to type. She has '",1--"1 mild Arthritis which prevents her from typing for long periods of time however she stayed motivated and now types 20 words per minute, as well as skillfully navigates the internet. Susan looks forward to mastering MS Word and enrolling in computer classes at the local adult school. Studies have shown that seniors can improve their well-being through computer use. Seniors who use computers appear to have fewer depressive symptoms than those older adults who aren't so technologi- cally connected. In fact, seniors who participated in the study reported fewer depressive symptoms, re- gardless of the number of hours they spent on the computer. LifeSTEPS is privileged to facilitate this educational opportunity for Susan and many other seniors. Life Skills Training & Educational Programs Empowerment. Impact. Community. One STEP at a time. Connecting with Distant Relatives Rhea and Henry have made their home at Montecito Apartments in Panorama City. Even though they longed to have a computer of their own, they live on a meager income and can't afford this luxury. When they learned that LifeSTEPS would be providing com- puter equipment in the community room, they were thrilled. Prior to the arrival of the computer, they fre- quently checked in to ask about it. Rhea and Henry had not seen their relatives for 15 years and since learning about Skype, they were eager to try it out. In fact, many of their neighbors had stopped mak- ing long distance phone calls in order to save money and longed to have a means of communication that would not cost them money. Since the installation of the computers, LifeSTEPS has been providing computer education classes each month. Residents are learning to set up email accounts, reconnecting with distant family mem- bers, and saving money on their phone bills. They look forward to computer classes and the on-site LifeSTEPS Social Worker reports that they are advancing in their skills and feeling more and more confident in their ability as they learn the new technology. LifeSTEPS' ESL Class Inspires Senior Ken, a senior resident of Camino Al Oro in Los Angeles, has been participating in LifeSTEPS programs since he took up residency in early 2011. He was born in Vietnam and as such has a limited command of the English lan- guage. He values LifeSTEPS services and particularly enjoys the birthday celebrations, ESL classes, and the nu- trition class. He explains that life as a senior can some- times be lonely and these activities enrich his life greatly. He regularly attends ESL classes in an effort to improve his English and his ability to communicate with his neighbors. Ken is fluent in Chinese and Vietnamese and enjoys teaching the staff simple conversational Vietnam- ese. He thanks LifeSTEPS for being an inspiration in his life. As Ken turns 75 years old this Septem- ber he continues to be full of life and LifeSTEPS is honored to serve him as he makes Camino Al Oro his new home. Life Skills Training & Educational Programs Empowerment. Impact. Community. One STEP at a time. Connecting Seniors to the Community When senior sisters, Tina and Karen, moved into the Mirandela Apartments, Tina reached out to the LifeSTEPS Social Worker (DSS) for supportive services. She felt very lonely and vulner- able which caused her to isolate and experience feelings of de- pression. The only companion she had was her 80 year old sis- ter. Tina's family lives in the Philippines and although she has lived in the United States for 10 years, she still misses them enormously. The LifeSTEPS Social Worker (DSS) meets with at risk sen- iors to identify solutions that will improve their quality of life. After meeting with Tina, the DSS determined that socialization and educational opportunities would be a great way for her to 'hi engage with neighbors and feel less isolated. LifeSTEPS invited Tina to volunteer as the Bingo coordinator. Tina had expressed an interest in Bingo and was happy to share this activity with others, quickly becoming the site's "Bingo Master." This activity is just what Tina needed to exercise her leadership skills. Since then she has initiated a "Prayer Circle" where residents are receiving encouragement and experiencing friendship. Tina is L4feSTES JO Life Skills Training & Educational Programs'' Empowerment. Impact. Community. One STEP at a time. After School Program helps girl new to community blossom. Being the new kid in school or in a community is never easy. So, when the Ramos family moved into Amcal's Mosaic Apartments in Los An- geles, there was concern on the part of Edward and Katherine Ramos that their 7 -year old daughter, Diane, would have difficulty adjusting to her new environment. This was a legitimate concern. Student mobility (moving from one home to another) is a major factor that can lead to poor academic per- formance and under -developed socialization in school. A child's adjust- ment to a move typically takes nine months - long enough to fall behind in studies and certainly long enough to become a loner or outcast, never feeling like she belongs. For the first couple of months after their relo- cation, Edward says that Diane wouldn't leave his side nor would she talk to other people. She was having a very difficult transition. Edward soon learned about the LifeSTEPS After School program that is held on-site at Mosaic. He enrolled Diane and brings her to the program each day. Knowing that Diane has difficulty interacting with other chil- dren, he makes a point to leave immediately, encouraging Diane to so- cialize without him being present. That didn't happen in the beginning. For the first month of her attendance she would not speak to other children in the program. However, she began to build trust in the LifeSTEPS Program Coordinator, who gently encour- aged her participation in playing games and doing craft projects with the other children. Eventually Diane began to slowly branch out, participating by playing games, talking with the other children. Today, after attending for several months, Diane can be seen talking, laughing and taking great joy in being with her peers. Now, when finished with her homework or arts assignment, she doesn't need extra encouragement to play with others - she just jumps in and actively participates! Her father even reports that she is talking to others outside of the program - a great accomplishment! The Program Coordinator reports that the LifeSTEPS Kid's Club has benefitted Diane by encouraging her to ex- press herself. She loves to play UNO because it gives her the opportunity to play with and interact with other children. She has effectively become more independent from her father in a very healthy and nurturing manner. "Next, I will be working with her on voicing her opinions and ideas," the Program Coordinator said. LifeSTEPS facilitates a healthy socialization opportunity for all children at the Mosaic Apartments who attend the after School program. By doing this, the effects of student mobility is minimized because the student soon feels accepted and valued. In addition to overcoming the issues that come with student mobility, children grow- ing up in a low-income environment can often feel "less -than" their more affluent peers. However, because they feel valued in the After School program, on average these students improve academic performance by at least one letter grade in a core subject area, and significantly improve their social skills. The mission of LifeSTEPS is to provide effective educational and supportive services to maximize the strengths of individuals and build resilient communities. 4041 Bridge Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org Li feSTS .4) Life Skips Training & Educational Programs Empowerment. Impact. Community. One STEP at a time. Closing the generation gap at Mosaic Apartments in Los Angeles Amcal's Mosaic Apartments in Los Angeles is unique. While most affordable housing apartment com- munities focus on either seniors or families exclusively, the Mosaic complex is purposely intergenera- tional. This enables a deeper sense of rootedness and community for all residents. This intergenerational connectedness is most present during community social events. An extremely ef- fective way of building a rooted community, LifeSTEPS facilitates frequent social event opportunities for Mosaic's residents. This has been especially true for Monica. At 56 years old, Monica and her husband, Cooper, moved into Mosaic when it first opened in 2011. Moving into a new community is never easy - so the LifeSTEPS so- cial worker (DSS) on-site at Mosaic encouraged Monica to attend the numerous pot luck dinners and other social events at the property. Monica agreed...and now she forms relationships with a vari- ety of people she would not normally have interacted with. Today, all those who attend the social events look forward to whatever dish Monica brings to the pot lucks. A terrific cook, her dishes are always a hit. For Monica, it's more than the food. "I like the events because it feels like a family gathering!" she says. A part of LifeSTEPS core commitment, facilitating community social events allows neighbors to meet each other, form strong relationships, and build community resilience. Mosaic is comprised entirely of affordable housing units, meaning all residents are low-income. By coming together they form suppor- tive relationships in which helping one another (and having fun together!) becomes a part of everyday life. Because the property is intergenerational, residents like Monica also become wonderful role models for the young parents and their children who also reside at Mosaic, and who attend these events. Parents can gain wisdom and support from older residents; children learn to respect the elders of their community and gain valuable connection to this generation; and seniors are provided access to the benefits of be- longing. Were it not for events like these, many seniors would suffer inordinately from loneliness and depression. The LifeSTEPS social events have been a true blessing to Monica. She frequently has the opportunity to connect with her Mosaic "family"; she has the opportunity to be role model for young people; and she has formed many new friendships. Best yet, she gets to share her delicious cooking with her entire com- munity...a sure way to close the generation gap! The mission of LifeSTEPS is to provide effective educational and suppo►tive services to maximize the strengths of individuals and build resilient communities. 4041 Bridge Street, Fair Oaks, California 95628 Phone: 916.965.0110 Fax: 916.965.0102 www.lifestepsusa.org D4. Schedule: CDLAC Round - May 2017 Milestones Completion date City selection of developer Jul. 2016 Funding submittal to City of Temecula Sept. 2016 Submittal of entitlements Oct. 2016 Award City of Temecula financing Dec. 2016 Execution of the DDA Jan. 2017 Entitlements approved Apr. 2017 Submittal of CDLAC financing May 2017 Award of CDLAC financing Jul. 2017 Submittal of construction plans Sept. 2017 Close of construction financing Dec. 2017 Issuance of building permits Dec. 2017 Start of construction Jan. 2018 Pre -leasing Dec. 2018 Construction completed, Certificate of Occupancy issuance Apr. 2019 Occupancy May 2019 Stabilized occupancy Aug. 2019 Close of permanent financing Oct. 2019 EASEMENT EASEMENT BEDFORD COURT / ry _ •' — _ _— 28' DRIVEWAY --- TRASH UNIT SUMMARY: 1 BEDROOM APARTMENTS r_+ 800 SF = 44 2 BEDROOM APARTMENTS © 800 SF = 12 TOTAL UNITS = 56 10,000 SF SENIOR CENTER PARKING SUMMARY: 1 STALL PER 1 BEDROOM UNIT = 44 2 STALLS PER 2 BEDROOM UNIT = 24 COMMUNITY CENTER = 27 TOTAL STALLS = 95 OPEN SPACE: PRIVATE OPEN SPACE = 2,800 SF PUBLIC OPEN SPACE = 18,615 SF TOTAL 21,415 SF A SCALE 1/1r.10 � a A1.1 SITE PLAN MAY 11, 2019 AMCAL MULTI—HOUSING, INC. 30141 AGOURA RD., SUITE #100 AGOURA HILLS, CA 91301 TEMECULA SENIOR HOUSING V k Tom' Y%YAf . tOR.2BUL +W / / LOBBY COURTYARD * .41 S€NIOR CENTER 010,000 SF} AMCAL MULTI -HOUSING, INC. 30141 AGOURA RD., SUITE #100 AGOURA HILLS, CA 91301 TEMECULA SENIOR HOUSING TEMECULA SENIOR HOUSING A UNIT SUMMARY: 1 BEDROOM APARTMENTS 600 SF = 44 2 BEDROOM APARTMENTS @ 800 SF = 12 TOTAL UNITS = 56 SCALE 3/32". 1'-0' A1.2 FIRST FLOOR PLAN MAY 11, 2010 VAN 711-RURG, RAM ARD tSODDaBERGH, A1A UNIT SUMMARY: 1 8R0081 APARTMENTS © 000 SF = 44 2 BEDROOM APARTMENTS © 800 SF = 12 TOTAL UNITS = 96 SCAM 3i32"•1,0. A13 TYPICAL RESIDENTIAL FLOOR PLAN MAY11,2D10 AMCAL MULTI -HOUSING, INC. 30141 AGOURA RD.. SURE 0106 AGOURA HILLS, CA 91301 TEMECULA SENIOR HOUSING TEMECULA SENIOR HOUSING =wait" - WA% ium-2.4.....I.AIRUMSMMINIGH. 2547 BEDROOM uNrf • 6o0 SP BALCONY -50 SF 2 BEDROOM UNIT -800•SF BALCOWf 58 SF 310 UNIT SNISPARD 1 BECROOM APARTMENTS @BOO SF = 44 2 BEDROOM APARTMENTS la BOB SF = 12 TOTAL UNITS 58, SCAM aw•ra A1.4 TYPICAL uNrr FLOOR PLANS NAY 11,2010 PRIFIMETOP> AHICAL MULfl-HOUSING. INC. 30141 AGOURA RA.. SUITE 0100 ABOURAMILLS, CA 91301 TEMECULA SENIOR 140USI4G VAN THAL., ....01.101.1.C1t 414 PARKING 2 BR 1 OR 1 BR 1 BR 1 BR IBR 1 1 BR 1 BR BR BR _ 1BR 1 BR 1 BR 18R _ s BR_ __ -_1 BR. 2 B 1BR T 1BR 1BR 1BR--� IBR I. iBR 1 A 4.........,- 2BR SENIOR CENTER PARKING BOE UW. ra A1.5 CONCEPTUAL SECTION ILO 11. 41t AMCAL MULTI -HOUSING, INC. 30141 AGOURA RD., SUITE #100 AGOURA HILLS, CA 91301 TEMECULA SENIOR HOUSING ,y4 u v.wfwowew ..,. MAY 11, 2010 AMCAL MULTI -HOUSING, INC 30141 AGOURA RD., SUITE #100 AGOURA HILLS, CA 91301 TEMECULA SENIOR HOUSING VAN numtc, •ANVARO SOOMMRCI-1, AIA _ „ D2. Mix of incomes Very low-income units and low-income units are provided: - U R karate Fest 1 M - Bedroom 101 Urn" Proposed Amma6l Uonth.y liw4114 Moriow A99)1ssine Rent, + 1I fiti 100% Median R1.4. /1Q111gM6 100% % AIR Raub We 111611.. Uteb• Miro 800 1bdl1ba 0 292 • 57 • 1200 • 30% 600 11xdl1ba 0 467 57 1200 - 45% 600 lbdliba 6 525 3.150 57 3.492 1200 7.200 50% (HAP) 600 iboiiea 36 842 24.398 57 28.582 1200 45.600 6011 600 20diiea 0 341 - 78 - 1440 30% 800 2130/1 ea 0 550 - 18 - 1440 - 45% 800 _ 26d11ba 7 620 1240 78 1.396 1440 2-880 50% ;HAP).80 0 2b011ba 9 760 6-640 78 7.542 1440 12.96.0 611 1050 36d12ba 0 484 - 0 - - - 1662 - 3014 1050 31241 ba 0 726 - 0 - 1662 - 45% 1050 3142ba 0 807 - 0 1662 - 507E 1050 360125* 0 969 • 0 • 1662 - 6111 1150 46995a O 540 • 0 - 1854 - 30% 1150 4bdQbe 0 611 • 0 - 1854 • 45% 1150 4bd2ba 0 901 • 0 - 1854 50% 1150 4601211a 0 1061 • 0 • 1854 60% Ara wme: 56.81% 535.6'6 538 992 548,640 D1. Proposed development The Bedford Court senior apartments and senior center are proposed on a 1.88 -ac. parcel on Bedford Ct., located on the eastem side of the 1-15 freeway and Temecula Parkway. AMCAL has site control and opened escrow on May 9, 2016. A single building of 4 levels will include a community room of 1,500 sf and senior center of 8,500 sf (total of 10,000 sf) that is available for city -sponsored programs and activities. This would be the only senior center on the eastern side of Temecula. The HT zoning allows for senior housing at 30 dua, and all of the 56 apartments will be restricted to very low- and low-income senior households, which is considered a special needs group. The majority of units are 1 -bedroom, for which seniors have greater demand. Parking will be on a surface driveway around the building with carports. Numerous trees will be planted on the perimeter add greenery and create a peaceful atmosphere. Building lot coverage is 21 %, and public and private open space total 21,415 sf. A traditional Spanish/Mediterranean exterior with articulation, arches, wood elements and tile roof that emulate City Hall will be designed. The large senior center is located on ground level, near the driveway entrance, and a large open space courtyard and patio are adjacent to it, allowing indoor and outdoor activities and interaction. City funding of $8,432,000 and 8 project -based vouchers from Riverside County will be requested, in order to provide leverage for a 4% TCAC/CDLAC submittal in May 2017 after planning approval. Site location in a SDDA will provide 130% boost for tax credits (see attached map). Funding from the State's HCD Veterans Housing and Homeless Prevention program will be pursued, along with MHSA, if the City desires additional leveraging. The location is ideal. It is quiet enough at the end of a short cul -du -sac for seniors, and close enough to existing retail along Temecula Parkway and the large proposed retail center across the street. The development will be certified LEED Silver or Gold, and include solar panels for hot water and common -area electric power. Services for senior households will be provided by LifeSTEPs, an accomplished non- profit with many years of experience with affordable housing in California. LifeSTEPs will implement its targeted "successful aging" program for senior residents, and staff with case workers who can apply for govemment aid and healthcare, which is an important need for seniors. Other classes include computer literacy, personal finance health/wellness and social activities. 5/11/2016 2016 Small DDAs and QCTs 1 HUD USER 1 1 1 ();fic. I',0In"r IIr",2lnlun.. r! cn!tl kr�ral•�•i! II'I�::I(1 I' } /•{r,ulr•nl Ilu�isi:,, nn�i I'rlaui 01,.,•i,,p11.0.nl HOME ABOUT PD&R RESEARCH & PUBUCATIONS DATA SETS INITIATIVES QUICK UNKS EVENTS 2016 Small DDAs and QCTs DeLuz Heights ,i 490 D 1 1 mrt Rainbow 14. Its htlpsliwww.hudeser.gov/ponal/saddalsadda gcl.hlrn I 1/2 C. Developments 1. Perris (family affordable apartments1 Mercado apartments Mercado is a 3 -level at -grade design in Riverside County. The City of Perris RDA was the primary public source of funding, and tax credits were awarded on the first application attempt. AMCAL completed the entire development — from entitlements to financing to construction to occupancy — in a short time period of 2% years. 1. Address: 832 S. "D" St., Perris, Calif. 92570. 2. Tenant mix: Multi -family residential, family affordable apartments targeted to 30- 60% AMI. 3. Design team: a. Architect: Withee Malcolm (Torrance). b. Landscape: Professional Design (Moorpark). c. CMI: Pacific Coast Civil (Agoura Hills). d. Structural: Vandorpe Chou (Irvine). e. MEP: MEPS Consulting (Orange). 4. Unit count: 60 (24 dua). a. Affordability: 6 at 30%, 15 at 40%, 24 at 50%, 14 at 60%, 1 manager unit. b. Mix: 2 -bed - 42 (800 sf); 3 -bed -18 (1,050 sf). 5. Development schedule: a. Completion: 2012. b. Time to complete: 13 months. 1 6. Completed value: $15,001,000 (completed within budget, no prevailing wage). 7. Rents - Per HUD 2015 for 30-40-50-60% AMI (includes utility allowance)- Riverside County: a. 2-bed: 30% - $419, 45% - $628, 50% - $698, 60% - $838. b. 3-bed: 30% - $484, 45% - $726, 50% - $807, 60% - $969. 8. Financial leveraging sources: a. Equity: 9% tax credits - Union Bank ($6,412,000). b. Loans: Construction - Chase ($6,877,000); permanent - Califomia Community Reinvestment Corp. ($1,758,000). c. Agency: City of Perris RDA ($6,832,000). 9. Role: Lead developer, equity investor, general contractor. 1 Q. Design fit The Mediterranean design blends with the historic architecture of the area, and the new housing will one of the first components to implement the new Downtown Mercado Specific Plan. The front of the building includes an arcade with a colonnade over the sidewalk, to accommodate strolling pedestrians. The parking is hidden behind the buildings, to accommodate land uses along the sidewalks and create an urban setting. 11. Green / sustainable: LEED Platinum level with solar panels installed on the carports. 12. Challenges: Zoning approvals to allow affordable housing incentives, unexpected environmental contamination. 13. Parking: Surface parking lot. 14. Public agencies: City of Perris - Planning Dept., Public Works Dept., Building Dept., Water / Finance Dept.; Riverside County - Fire Dept. 15. References: a. Richard Belmudez, City Manager; Darren Madkin, Deputy City Manager - (951) 943-6100. i. Address: 101 N. "D" St., Perris, CA 92570. b. Anthony Perez, housing consultant (909) 319-5204. i. Address: ADPerez65@Yahoo.com. 2 Verano apartments, retail and childcare Verano is a 3 -level at -grade mixed-use design in Riverside County. The City of Perris RDA was the primary public source of funding, and tax credits were awarded on the first application attempt. Retail and childcare (funded by Riverside County) are included along the sidewalk collonade. 1. Address: 904 S. "D° St., Perris, Calif. 92570. 2. Tenant mix: Multi -family residential, family affordable apartments targeted to 30- 60% AMI. 3. Design team: a. Architect: Withee Malcolm (Torrance). b. Landscape: MJS Design Group (Newport Beach). c. Civil: United Civil (Agoura Hills). d. Structural: Vandorpe Chou (Orange). e. MEP: Gouvis Group (Newport Beach). 4. Unit count: 40 (24 dua). a. Affordability: 4 at 30%, 10 at 45%, 16 at 50%, 9 at 60%, 1 manager unit. b. Mix: 2 -bed - 27 (870 sf); 3 -bed -13 (1,100 sf). 5. Development schedule: a. Completion: 2015. b. Time to complete: 14 months. 6. Completed value: $13,642,000 (completed within budget, no prevailing wage). 7. Rents - Per HUD 2015 for 30-40-50-60% AMI (includes utility allowance) - Riverside County: a. 2 -bed: 30% - $419, 45% - $628, 50% - $698, 60% - $838. b. 3 -bed: 30% - $484, 45% - $726, 50% - $807, 60% - $969. 8. Financial leveraging sources: 3 a. Equity: 9% tax credits - Union Bank ($8,769,000). b. Loans: Construction - Union Bank ($8,683,000); permanent - Califomia Community Reinvestment Corp. ($1,550,000). c. Agency: City of Perris RDA ($3,323,000). 9. Role: Lead developer, equity investor, general contractor. 10. Design fit: The Mediterranean design blends with the historic architecture of the area, and the new housing, retail and childcare will one of the first components to implement the new Downtown Mercado Specific Plan. The front of the building includes an arcade with a colonnade over the sidewalk, to accommodate strolling pedestrians. The parking is hidden behind the buildings, to accommodate land uses along the sidewalks and create an urban setting. 11. Green / sustainable: LEED Gold level with solar panels installed on the carports. 12. Challenges: Zoning approvals to allow affordable housing incentives; construction of public art, decorative intersection, sidewalks with artistic pavers and landscaped bulbouts; difficult mixed-use design with separate utilities and grade. 13. Parking: Surface parking lot. 14. Public agencies: City of Perris - Planning Dept., Public Works Dept., Building Dept., Water / Finance Dept.; Riverside County - Fire Dept., Office of Education. 15. References: a. Richard Belmudez, City Manager; Darren Madkin, Deputy City Manager - (951) 943-6100. i. Address: 101 N. "D" St., Penis, CA 92570. 4 2. Mirandela (senior affordable apartments) 55# Award: Project of the Year - SAGE 55+ (Southem Califomia Building Industry Assn.) Case study: Mirandela is an example of an RFP in a Los Angeles County coastal suburb, in which entitlements, financing, construction and occupancy occurred in a fast 21/2 -year development process. Previous developers had failed to secure financing for the difficult hillside site, and the City's efforts to build affordable housing had been stalled for several years. The City then approached AMCAL to participate in an RFP, based on recommendations from other partner cities. Residents, staff and elected officials on the Planning Commission and City Council had concems about the first 100% affordable development in their city. The AMCAL team met numerous times with the influential HOAs in the area and emphasized the attractive design and availability of homes for their elderly relatives and neighbors. Several hearings lasted late into the night, but both boards approved the development. The City only could provide assistance in the form of a land donation, and creative financing was done to forward commit RDA funds and allow for greater local leverage as part of the tax credit application. As a result, AMCAL was able to win a TCAC allocation on the first attempt and secure financing during the tough recession. During construction, AMCAL regularly updated the HOAs in the area of the site, and very few complaints were filed. The team completed the development on time and within budget. Mirandela is nestled into a hillside near the Pacific Ocean, and the site has excellent views of greater Los Angeles and receives gentle breezes from the ocean. Perhaps there is no greater way to provide dignity to seniors than to build quality new homes for them in a nice community with great views near the ocean. The city placed a high emphasis on an attractive design and site planning that enhanced the neighborhood, because of the neighbors' tepidation for affordable housing. Nearby influential HOAs were concemed with view corridors and building massing. A traditional Mediterranean/Spanish design was selected because it reflects southem Califomia region's heritage. The cream -colored exteriors and deep red -tiled roofs blend well with the environment, and are augmented with details such as pillars, decorative the and ironwork. The exteriors also use articulation to create a varied facade with different roof points and angles to create more visual interest. This also gives the visual appearance of a townhouse development with individual, interesting units, and it reduces the appearance of a long monolithic mass of a single building. 5 The city and community collaborated on several iterations of site plans until consensus was reached. The developer met with HOAs and four lengthy public hearings at Planning Commission and City Council that had dozens of neighbors testify and offer advice. In the end, the City overwhelmingly approved the development because of the benefits of affordable housing and the specific attractive design that the developer created. The building is set back into a hillside with the parking lot toward the front, to keep the views from Crenshaw Boulevard as green and natural as possible. Extensive landscaping is used to "soften" the parking lot, including mature trees that provide an immediate green screening. Sustainable design elements include low -flow water fixtures, Green Label recycled carpet, low-VOC paints and adhesives, ceramic tile flooring (instead of artificial linoleum), and humidistats on timers (that do not run continuously and waste electricity). Xeriscape landscaping will also be installed, including drought -tolerant plants, an important feature in southern Califomia's Mediterranean climate, which has limited rainfall despite its location near ocean water. The development also installed extra clean stormwater BMPs to meet future County regulations on runoff. The construction was formidable and required 37,290 cy of grading, including 15,000 cy of export, which was done to remove inadequate soil, lower the building pad, and ensure that the new building would not block views from the surrounding residences. A large shoring wall was constructed behind the building, which allowed the structure to be set back farther from the street and address the community's desire to retain the existing natural views from Crenshaw Boulevard. Very importantly, the city's funds were spent properly, and a beautiful new home resulted. The exteriors and landscaping are identical to market -rate condominiums, and no one can discern that Mirandela is an "affordable" development. 6 1. Address: 5555 Crestridge Rd., Rancho Palos Verdes (Los Angeles Co.), Calif. 90275 2. Tenant mix: Senior affordable apartments. 3. Design team: a. Architect: Withee Malcolm (Torrance). b. Landscape: Professional Design (Moorpark). c. Civil: Pacific Coast Civil (Agoura Hills). d. Structural: Vandorpe Chou (Orange). e. MEP: Gouvis (Newport Beach) 4. Program: Unit count - 34. a. Affordability: 7 at 30%, 1 at 40%, 17 at 50%, 8 at 60%, 1 manager unit. b. Mix: 1 -bed - 29 (550 sf); 2 -bed - 5 (750 sf). c. Parking: Surface. 5. Development schedule: a. Completion: 2010. b. Time to complete: 13 months. 6. Completed value: $12,969,000 (projected completed within budget). 7. Rents: Per HUD 2010 (includes utility allowance) -Los Angeles Co.: a. 1 -bed: 30% - $466, 40% - $621, 50% - $776, 60% - $932. b. 2 -bed: 30% - $559, 40% - $746, 50% - $932, 60% - $1,119. 8. Operating expenses: $3,300-4,200. 9. Occupancy: 100%. 10. Financial leveraging sources: a. Equity: 9% tax credits - Bank of America ($4,483,000). b. Loans: Construction - Bank of America ($1,211,000); permanent - Bank of America ($1,211,000). c. Agency: City of Rancho Palos Verdes RDA ($6,790,000). 11. Role: Lead developer, equity investor, general contractor. 12. Design fit: a. The development is set back into the hill (which required extensive grading and a shoring wall) to reduce its impact on the roadways and neighbors' residences. The Mediterranean design with its red tile roof complements the architecture of the beachside locale. No mechanical equipment is placed on the roofs, which presents a more attractive view to hillside neighbors. Mature landscaping is planted to screen the parking lot. 13. Community outreach: a. Despite the fast-track entitlement schedule, an extensive public process was implemented. Concerns about views and landscaping brought about design changes for the structures to better blend into the hills. Graphics of view from various locations were drafted and onsite framing was installed to simulate the future buildings. Dozens of neighbors attended three public hearings, which resulted in project approval. (Two previous development proposals had failed.) AMCAL continues to send regular monthly construction updates to concemed neighbors regarding issues and mitigations. Many residents are 7 impressed with the attractive design and scale, and have inquired about residence once occupancy is ready in early 2011. 14. Public agencies: City of Rancho Palos Verdes; County of Los Angeles - Fire Dept., Public Works Dept.. 15. References: a. Andrea Ursilo, Bank of America - (213) 621-4822. i. Address: 333 S. Hope St., 11th Flr., Los Angeles, CA 90071. b. Mike Greene, Bank of America - (415) 913-3212. i. Address: 555 Califomia St., 6th Flr., San Francisco, CA 94104. c. Joel Rojas, Director of Planning, Greg Pfost, Planning Dept. (now at City of Laguna Niguel), City of Rancho Palos Verdes - (310) 544-5228. i. Address: 30940 Hawthorne Blvd., Rancho Palos Verdes, CA 90275. 8 9 3. Alegre (family affordable apartments) Winner: Project of the Year - Orange County (2015) Kennedy Commission Alegre includes 4 buildings at a 3 -level at -grade design in Irvine in Orange County. AMCAL won a competitive RFP against 35 other developers for the right to build the inclusionary portion of the Cypress Village Master Plan for the Irvine Company. The City of Irvine and the Irvine Community Land Trust were the primary public sources of funding, and tax credits were awarded on the first application attempt. AMCAL completed the entire development — from entitlements to financing to construction to occupancy — in a short time period of 3 years. The community includes units reserved for residents with developmental disabilities, funded by County of Orange. Amenities include a two-level community room with a fitness room and a large pool and splash area for children, which is adjacent to a new Cypress Park. 1. Address: 3100 Visions St., Irvine, Calif. 92618. 2. Tenant mix: Multi -family residential, family affordable apartments targeted to 30- 60% AMI. 3. Design team: a. Architect: MVE & Associates (Irvine). b. Landscape: IMA Design Group (Newport Beach). c. Civil: Pacific Fuscoe Enginering (Irvine). 10 d. Structural: Patel Burica & Associates (Orange). e. MEP: AME (Irvine). 4. Unit count: 104 (30 dua). a. Affordability: 22 at 30%, 16 at 45%, 65 at 50%, 1 manager unit. b. Mix: 1 -bed - 11 (665 sf); 2 -bed - 55 (934 sf); 3 -bed - 34 (1,177 sf); 4 -bed - 18 (1,395 sf). 5. Development schedule: a. Completion: 2015. b. Time to complete: 18 months. 6. Completed value: $42,626,000. 7. Rents - Per HUD 2015 for 30-40-50% AMI (includes utility allowance) -Orange County: a. 1 -bed: 30% - $527, 45% - $790, 50% - $878. b. 2 -bed: 30% - $633, 45% - $949, 50% - $1,055. c. 3 -bed: 30% - $730, 45% - $1,096, 50% - $1,218. d. 4 -bed: 30% - $815, 45% - $1,222, 50% - $1,358. 8. Financial leveraging sources: a. Equity: 9% tax credits - Bank of America ($26,983,000). b. Loans: Construction - Bank of America ($27,962,000); permanent - Califomia Community Reinvestment Corp. ($4,451,000). c. Agency: i. Irvine Community Land Trust - HOME/CDBG ($9,605,000). ii. County of Orange - MHSA ($1,287,000). 9. Design fit: The Mediterranean design blends adjacent market -rate developments and the unit plans, interiors and fixtures are indistinguishable from the higher - priced neighbors. The pool and common area have direct access to the large adjacent public park through a gate, literally a built-in amenity for families that love outdoor space. 10. Green / sustainable: LEED Gold level. 11. Challenges: Multiple levels of entitlement, design and plancheck approvals from City, Irvine Community Land Trust and master developer Irvine Company. 12. Parking: Tuck -under and surface lot. 13. Public agencies: City of Irvine - Planning Dept., Public Works Dept., Building Dept., Water / Finance Dept.; Irvine Community Land Trust. 14. References: a. Mark Asturias, Irvine Community Land Trust - (949) 724-7448. i. Address: 1 Civic Center PIz., Irvine, CA 92570. b. Bill Rodrigues, Planning Dept - (949) 724-6470. i. Address: 1 Civic Center Plz., Irvine, CA 92570. c. Dave Conley, Michael LeBlanc, Irvine Company - (949) 720-2321. i. Address: 550 Newport Center Dr., Newport Beach, CA 92660. 11 r 1 1 MIIMM, I 1111=1 IZEINI r: Fil I I 111 kl 111_1 TAM 1,b i1111N :t Immorliln A- 12 4. Portola Terrace (family affordable apartmentsi Portola Terrace is a 3 -level at -grade design in Riverside County. The City of Temecula RDA was the primary public source of funding, and tax credits were awarded on the first application attempt. AMCAL completed the entire development — from entitlements to financing to construction to occupancy — in a short time period of 21/2 years. 1. Address: 28701 Pujol St., Temecula, Riverside Co., Calif. 92590. 2. Tenant mix: Multi -family residential, family affordable apartments targeted to 50- 60% AMI. 3. Design team: a. Architect: Withee Malcolm (Torrance). b. Landscape: MJS Design Group (Newport Beach). c. Civil: Pacific Coast Civil (Agoura Hills). d. Structural: Vandorpe Chou (Orange). e. MEP: AME Design Group (Irvine). 4. Unit count: 45 (24 dua). a. Affordability: 5 at 50%, 39 at 60%, 1 manager unit. 13 b. Mix: 2 -bed - 30 (860 sf); 3 -bed - 15 (1,100 sf). 5. Development schedule: a. Completion: 2013. b. Time to complete: 13 months. 6. Completed value: $13,651,000 (completed within budget, no prevailing wage). 7. Rents - Per HUD 2012 for 50-60% AMI (includes utility allowance) -Riverside County: a. 2 -bed: 50% - $753, 60% - $904. b. 3 -bed: 50% - $871, 60% - $1,045. 8. Financial leveraging sources: a. Equity: 4% tax credits - Raymond James ($5,365,000). b. Loans: Construction - Citibank ($7,390,000); permanent - Citibank ($2,380,000). c. Agency: City of Temecula RDA ($5,579,000). 9. Role: Lead developer, equity investor, general contractor. 10. Design fit: The contemporary Spanish design blends with the historic architecture of the Old Town Specific Plan area. The front of the building includes stoops and porches along Pujol Street to accommodate strolling pedestrians. The parking is hidden behind the building in a garage, to accommodate land uses along the sidewalks and create an urban setting. 11. Green / sustainable: LEED Gold. 12. Challenges: Steep grade in rear with adjacent sewer line to protect, installation of storm drains across street with large conflicting water mains, raise pad out of flood zone. 13. Parking: Garage. 14. Public agencies: City of Temecula - Planning Dept., Public Works Dept., Building Dept., Water / Finance Dept.; Riverside County - Fire Dept. 15. References: a. Maryann Edwards, Councilor (951) 694-6444. i. Address: 41000 Main St., Temecula, CA 92590. b. Patrick Richardson, Director, Planning Dept.; Luke Watson, RDA/Housing Dept - (951) 506-5173. i. Address: 41000 Main St., Temecula, CA 92590. 14 15 5. Vista del Rio (family affordable apartments - special needs) Winner: Project of the Year - Orange County (2014) Kennedy Commission Vista del Rio is a 2 -level at -grade design in Santa Ana in Orange County. It is 100% special needs for persons with physical disabilities. Goodwill Industries provides enriched services for residents. The City of Santa Ana was the primary public source of funding. A large courtyard, walking path and meditation garden is provided onsite. The site is next to a park along the Santa Ana River. 1. Address: 1600 W. Ball St., Anaheim, Calif. 92804. 2. Tenant mix: Multi -family residential, special needs affordable apartments targeted to 30-50% AMI Sect. 8. 3. Design team: a. Architect: KTGY Group (Irvine). b. Landscape: Lantex (Laguna Niguel). c. Civil: Pacific Coast Civil (Agoura Hills). 4. Unit count: 41 (15 dua). a. Affordability: 22 at 30%, 18 at 50%, 1 manager unit. b. Mix: 0 -bed - 15 (543 sf); 1 -bed - 20 (627 sf); 2 -bed - 6 (897 sf). 5. Development schedule: a. Completion: 2013. b. Time to complete: 12 months. 6. Completed value: $11,860,000. 7. Rents - Per HUD Sect. 8 2015 for 30-50% AMI (includes utility allowance) - Orange County: a. Studio: 30-50% - $462. 16 b. 1-bed: 30-50% - $488. c. 2-bed: 30-50% - $584. 8. Financial leveraging sources: a. Equity: 9% tax credits - Enterprise Foundation ($5,969,000). b. Loans: Construction - Chase ($4,587,000), Permanent Chase ($303,000). c. Agency: i. City of Santa Ana - HOME & CRA ($4,969,000). ii. AHP ($410,000). 9. Design fit: The Craftsman design reflects the historic area near Santa Ana, one of the first communities that was settled in Orange County. 10. Green / sustainable: LEED Silver level. 11. Challenges: Limited public agency funding is available for persons with physical disabilities. 12. Parking: Surface lot. 13. Public agencies: City of Santa Ana. 14. References: a. Cynthia Nelson, Community Redevelopment Agency. i. Address: 20 Civic Center Plz., Santa Ana, CA 92702. b. Melanie McCann, Planning Dept. - (714) 667-2746. i. Address: 20 Civic Center Piz., Santa Ana, CA 92702. 17 5. Avenida Villas (family affordable apartments - special needs) Winner: Project of the Year - Orange County (2013) Kennedy Commission Avenida Villas is a 4 -level at -grade design in unincorporated Anaheim in Orange County. It replaced an underutilized medical office building and is 100% special needs for formerly homeless persons with developmental disabilities and their families. A partnership with A Community of Friends provides intensive services. The County of Orange and State of Califomia were the primary public sources of funding, and tax credits were awarded on the first application attempt. AMCAL completed the entire development — from entitlements to financing to construction to occupancy — in a short time period of 3 years. 1. Address: 9602 W. Ball St., Anaheim, Calif. 92804. 2. Tenant mix: Multi -family residential, special needs affordable apartments targeted to 30-50% AMI Sect. 8. 3. Design team: a. Architect: Withee Malcolm (Torrance). b. Landscape: Professional Design (Moorpark). c. Civil: Pacific Coast Civil (Agoura Hills). d. Structural, MEP: BORM (Irvine). 4. Unit count: 29 (35 dua). a. Affordability: 14 at 30%, 14 at 50%, 1 manager unit. b. Mix: 1 -bed - 24 (575 sf); 2 -bed - 5 (784 sf). 5. Development schedule: 18 a. Completion: 2013. b. Time to complete: 13 months. 6. Completed value: $12,145,000. 7. Rents - Per HUD Sect. 8 2015 for 30-50% AMI (includes utility allowance)- Orange County: a. 1-bed: 30% - $213, 50% - $304. b. 2-bed: 30% - $213, 50% - $304. 8. Financial leveraging sources: a. Equity: 9% tax credits - Union Bank ($4,676,000). b. Loans: Construction - Union Bank ($3,381,000). c. Agency: i. County of Orange ($3,186,000 + $637,000 Sect. 8 vouchers). ii. State of Califomia MHSA ($3,260,000). AHP ($280,000). 9. Design fit: The Craftsman design reflects the historic area near Anaheim, one of the first communities that was settled in Orange County. 10. Green / sustainable: LEED Silver level. 11. Challenges: Houses in the rear required limits on height. 12. Parking: Surface lot. 13. Public agencies: County of Orange - Community Development; State of Califomia - Dept. of Developmental Health. 14. References: a. Shawn Nelson, Supervisor - Dist. 4 - (714) 834-3440. i. Address: 333 W. Santa Ana Blvd., Santa Ana, CA 92701. b. Ruby Maldonado, County of Orange - (714) 834-4414. i. Address: 300 N. Flower St., Santa Ana, CA 92702. 19 6. Cielo Azul (senior affordable apartments) Case study: AMCAL won its first competitive RFP the City of Palmdale to build much- needed senior housing on a site southeast of downtown. The Community Redevelopment Agency had targeted the site for affordable housing and provided a low- cost ground lease. The site is located near McAdam Park, health clinics, the Palmdale Senior Center, shopping and an Antelope Valley Transit Authority bus route. AMCAL collaborated with the city on a Spanish/Mediterranean courtyard design that reflected the character of the desert community. The architect used a mission -style design with red -tile roofs and columns and a site plan with two courtyards. For entitlements, AMCAL secured a Density Bonus Amendment to provide for more housing and increase the financial feasibility of the project. 1. Location: 38040 N. 27th St. East, Palmdale (Los Angeles Co.), Calif. 93550 2. Tenant mix: Multi -family residential, senior affordable apartments. 3. Design team: a. Architect: R.L. Davidson (Fresno). b. Landscape: Lantex (San Juan Capistrano). c. Civil: Pacific Coast Civil (Agoura Hills). 4. Unit count: 81. a. Affordability: 8 at 30%, 8 at 40%, 40 at 50%, 24 at 60%, 1 managers unit. b. Mix: 1 -bed - 64 (624-718 sf); 2 -bed - 17 (774 sf). 5. Development schedule: a. Completion: 2007. b. Time to complete: 14 months. 6. Completed value: $13,316,000 (completed within budget, no prevailing wage). 7. Rents - Per HUD 2010 for 30-40-50-60% AMI (includes utility allowance) -Los Angeles County: a. 1 -bed: 30% - $466, 40% - $621, 50% - $776, 60% - $932. b. 2 -bed: 30% - $559, 40% - $746, 50% - $932, 60% - $1,119. 8. Operating expenses: $4,100-4,200. 9. Occupancy: 95%. 10. Financial leveraging sources: a. Public: 9% tax credits, equity - SunAmerica Affordable Housing Partners ($9,238,000), agency - Community Redevelopment Agency. ($189,000). b. Private: Construction loan - Washington Mutual, now Chase ($6,317,000), permanent loan - Califomia Community Reinvestment Corp. ($3,573,000). 11. Role: Lead developer, equity investor, general contractor. 12. Design fit: Two courtyards with walkways that line the perimeter serve as a central gathering place, to encourage seniors to interact. 20 13. Community outreach: AMCAL coordinated with local churches and senior centers for outreach. 14. Challenges: Long water line extensions, easement granted to rear landlocked parcel. 15. Public agencies: County of Los Angeles - Fire Dept., City of Palmdale, Palmdale Water Co. 16. References: a. Mike Fowler, President, Affordable Housing Partners, Inc. (formerly with SunAmerica Affordable Housing Partners) - (805) 402-7701. b. Dana Mayo, Alliant Capital (formerly with SunAmerica Affordable Housing Partners) - (818) 668-6800. c. Cathy Fredinburg, Chase (formerly Washington Mutual) - (949) 833-4123. d. Richard Kite, Planning Dept., City of Palmdale - (661) 267-5200. e. Tem -Lee Wheeler, Community Redevelopment Agency - Housing Division, Cit of Palmdale - 661 267-5126. 21 11011111 ..1111.v. ..--.0. On• -- m =Ram= ••• -aor10 0 1., . • riii HE-- -I II .,.:;_,'II 111 .1...:........i.,...„7.1... 11 1 M. l.t. Iiii,111.11).,.....e. p410111111!.. '.1,.1111:mgit in in r,4 li ' • 1 1 e woe ....,:!!! f, !. ! ,-4 le 22 A. Development entity The affordable housing development will be owned a single -entity Limited Partnership, formed for the sole purpose of construction and management of the new development. AMCAL, a non-profit partner, and an equity investor shall form a single -asset Califomia limited partnership in order to develop the affordable housing portion of the property. AMCAL shall be a general partner with less than 0.1 % ownership interest. The non-profit partner shall be the managing general partner with less than 0.1 % ownership interest. The tax -credit equity investor shall have 99% ownership interest. AMCAL Enterprises has no pending lawsuits, nor has had any lawsuits or settlements in the past five years. Financials for the company are provided under separate cover. Developer Legal counsel Architect AMCAL Enterprises 30141 Agoura Rd., Ste. 100 Agoura Hills, CA 91301 Phone: (818) 706-0694 Contact: Dann Hansen, Vice President of Forward Planning Email: DHansen@AmcalHousing.com The following officers are authorized to execute documents: Percival Vaz, Chief Executive Officer Arjun Nagarkatti, President and Chief Financial Officer Lux Vaz, Secretary Bocarsly, Emden, Cowan, Esmail & Amdt, LLP 633 W. 5th St., 70th fir. Los Angeles, CA 90071 Phone: (213) 239-8048 Contact: Kyle Amdt Email: KAmdt@BocarslyEmden.com Van Tilburg, Banvard & Soderbergh 1738 Berkeley St. Santa Monica, CA 90404 Phone: (310) 374-0273 Contact: Navy Banvard Email: NBanvard@VTBS.com 1 General contractor AMCAL General Contractors 30141 Agoura Rd., Ste. 100 Agoura Hills, CA 91301 Phone: (818) 706-0694 Contact: Gerardo Huerta, Director of Construction Email: Gerardo©AmcalHousing.com Asset management AMCAL Management 30141 Agoura Rd., Ste. 100 Agoura Hills, CA 91301 Phone: (818) 706-0694 Contact: Maurice Ramirez, Executive Vice President Email: Maurice@AmcalHousing.com AmcalHousing.com Property management FPI Management 800 Iron Point Rd. Folsom, CA 95630 Phone: (916) 357-5300 Contact: Maureen Picarella, Vice President Email: Maureen.Picarella@FPIMgmt.com Social services LifeSTEPS 3743 E. Casselle Ave. Orange, CA 92869 Phone: (714) 628-1650 Contact: Beth Southem, Director of Operations Email: Beth©LifeStepsUSA.org 2 PERCIVAL VAZ CHIEF EXECUTIVE OFFICER AMCAL Multi -Housing With more than 35 years of industry experience, Percival Vaz is an expert in single and multi- family developments, construction, property management and real estate investment. After founding AMCAL in 1978, Mr. Vaz successfully transformed the company into one of the industry's leading builders by planning, developing, building and managing projects valued at $1,100,000,000 throughout California. In 1996, due to market demand, AMCAL shifted its focus primarily on affordable housing. With $519,000,000 awarded in tax credits since 2003, AMCAL continues to develop high-quality urban multi -family housing that provides architecturally attractive, meticulously constructed and environmentally smart opportunities for affordable family living in both for -sale and rental properties. Born in Bombay, India, Mr. Vaz emigrated to the United States in 1966. After graduating from the University of California, Los Angeles with a master's degree in electronics and a minor in business, he worked within the aerospace and electronics industries before obtaining his contractor's license in 1979 and building his first apartment building. Mr. Vaz is on the Board of Directors for the California Housing Consortium, an organization dedicated to advancing affordable housing and community development issues throughout California. He is also a member of the Southern California Association of Non -Profit Housing (SCANPH), the California Redevelopment Association, and the UCLA Ziman Center for Real Estate. A recognized leader in the affordable housing industry, He has been invited to speak about urban redevelopment for several forums, including the Urban Land Institute, Pacific Coast Builders Conference, National Housing Conference, BIA, the University of Southern California and SCANPH. A recipient of the West Angeles Community Development Corporation's "Outstanding Corporate Citizen" Award, Mr. Vaz also received the William F. McKenna Award for leadership in the field of affordable housing from LINC Housing Corporation. In addition, he was inducted into the California Housing Coalition's "Affordable Housing Hall of Fame" for his contributions to the industry. In 2006, his leadership helped AMCAL win the NAHB's "Innovation in Workforce Housing" award and Multifamily Executive's "Project of the Year" for the "Avenue 26 Master Plan" development. AMCAL is a supporter of the Boys and Girls Clubs of Los Angeles, and it has partnered with YouthBuild, a mentoring/apprentice program for at -risk youth, on Los Angeles construction projects. In addition to his participation in the real estate industry, Mr. Vaz is an active member of the community, previously serving on the Board of Directors for The Wellness Community in Westlake Village, a national non-profit organization dedicated to providing free emotional support, education and hope for people with cancer and their loved ones. Mr. Vaz is also the co- founder of the Sonaz Peace Foundation, an organization that has funded over 6,000 cataract surgeries for people in rural India. He is a benefactor of the Civic Arts Plaza and St. Maximilian Kolbe Church, both located in his home city of Thousand Oaks. 3 With more than 25 years of experience In single and multi -family developments, construction, property management and real estate Investment throughout California, Percival Vaz leads AMCAL Multi -Housing Inc. In the planning, developing, building and management of high-quality affordable housing developments. Builder & Doveleper: How did you get your start in the homebuilding industry? PPrclval VSE I began my career as a microelectronics engineer, but became bored with the narrow, highly technical nature of that job. So in 1978, i teamed up with small builder, Arlo Blair, to pursue starting a business for myself since the real estate development business was very President, AMCAL Multi -Housing Inc. appealing at the time. I scraped together $150,110ni for my first joint venture—Blair did all the work and I leamed by observing and assessing him in all aspects of the venture. BM Why did you decide to build your business around providing affordable housing? Vas: My business was not always iii affordable Ilnusiitg- We grew opportunistically through the 80s and mid-90s developing increasingly larger residential developments at all ends of the price spectrum from million dollar homes to blue collar apartments and first-time buyer housing. in the late -90s we were asked by the County of Santa Barbara to switch a market rate development we were pursuing to affordable rental housing. The county encouraged us by offering expedited entitlements (approximately nine months/ and gap funding. Without their help it could have taken a few years to get the project going. ft turned out to be very successful financially and the development won a national award. Afterwards, having been through two recessions, we closely examined our strengths and we decided to focus almost entirely on this affordable rental housing niche. There are a few key benefits to our focus; it provides us with a double bottom line, and since the market is not cyclical like it is in for -sale housing, we manage smaller risks through smaller profits. B&D: What is the real need for affordable housing in California right now? Vas: The need is insatiable. With Californias high cost of living, those seeking affordable housing are in the hundreds of thousands, and growing every year. UO: 2006 was a big year for you with affordable housing awards hnm the NAHB, LINC Housing and California Housing Coalition; what business practices have made you so successful in the affordable housing arena? Vas: We have an excellent and dedicated staff that is very focused on what we do. We encourage their growth through in-house training as well as attendance at seminars and conferences. We maintain integrity in all our relationships and build quality housing with a strong st fc ial service component. Our staff comes from the private sector, the non-profit sector and the public sector, giving us a well-rounded background in the development business. Our diversity and continuing education help us adopt some the best practices from throughout the industry. IMO: How do %ou develop housing that is both affordable but comparable to market -rate developments? How does this translate to your bottom line? Vas: Our bottom line is a combination primarily of developer, construction and asset management Fees on the rental developments and profits from sales in our ownership communities. Our affordability is achieved in part through our ability to secure Federal, state and local funding programs from tax credits to housing trust funds. B&D: Does your opinion of the California market coincide with the current reports that it is one of the worst -rated markets in the nation? How have you sustained in a slowed market? Vas: I do not believe that the supply of quality rental housing will catch up with the demand since the gap is so significant and consistently increasing. On our for - sale developments, we have become more cautious due to the turbulence in the financial and housing markets. 8110 90 B& D 1 SEPTEMBER 2 0 0 7 www.BDMn0.c0 44 June 20.2007 SAN FERNANDO VALLEY BUSINESS JOURNAL PEOPLE •. Y -t Modena Retells : Percy Vex, president 0 Apure H*,-b«ud AYCAt. Muhl•Hcuuirp, now twNNaa 72 atmpbyaa, from 10 five Maly ago. For-profit affordable housing is challenging in these heady days of rising real estate and construction costs. BurME LYGABA Sada, Reamer Ttvdgine Own raw nue a brothel: where (0171 casNnsre increasing mad,7ear can't raise the pricer mar +rge. %Vie chat is not ear iy orAru Prrriml Vas dela with do genres! idea it tree enough. Vet she prairies aid CEO of AMCAL Malls Noaasiag 107 n Agoorn ffdir. buitdr iswi ;fuera-fy a sf eagle family Moos for' lass- arscsdermedecone ew.Arn ref ashes ah, COMM (fwd teary med.-prate moth sad prices. Al hrwgk the amts charged are r(atrictd the cams of ern• stractiora land and all the other rhinal that go 11110 bowling derelopmeaa are sot, wants! AMCM. prays All freight to Mires Or losurist and those rota have newt using crosses, doily to recess yews. To Psalter these developments. AIWA!. rater sr:un fns credit alineatiorar /rum pufiiir naarces and than sell those tat reedits ro oral estate raweissert companies such at ATC, $YwNar+ira tae CraPrrJel alasuierufurd'rg patriot A sot Jnr peolllt 8ailder can rotnrro a go hark io the rayl!fly' _.._-ntaad hu ores if.^nsee risk. hof pre A.'dl_A1. a fore-gnsjrt erarpmry, rash opt:Om see MI rypicaliyusaifurde- Dewar than challenges, .4J!CAL has heat especially molar in the affordable and senior Awtixg reatrdetr. 1(.iWng developed mom than WO million worth of players' rarer ll%.. Roast y is has carpi/red *NW aimless is Echo Park: Lewin Heights and Scr.oh 1.A !messily, the r.wgxiary 110 abfeel rn begin &-ring- Isa'nu in I'ononme [dry; Pwlaaiale and LA- oral ar Mut cop aa-ef. rd ifs open:aim r ihnsighoar California Qaruttms: Ys anwd the Washy as u tdevdopet market rode header. Why did you switch all flys la affordable horning? Amar. ?Womb the '80a, we did abort tow prelims, a year mod we traded than tl.oagb fso»iy sod friends and my owe savings. But the pmjeets grew Luger ted toward the est of the WV. we nem doing 100 -la subdivisions std epatmamas that wee in the 100 -sok Image. and we gradated m hiving Mediu- hood Funding. Aad then the recession bit in 1991. T3crc were eons petty sough years ad ionic of the best knorinkin nacres in homehmldeg i into doable. Reusing. became we weae't dmf hag - see didn't have the capocn:y to have a to of lend inven- tory anti woe di+in'r gat rel to in than Bur we rerlmd tint V we were compstLg against Kinkead & Brood or Standard Pacific and day were doing 100 projects sates the Doody, if the motet tamed, in edict ward tame down from the CFA m ligddae the lavatory and slash price sod (we had to be cos pelidw} Oramight our profit mo -fame would go from a pia 10partmtmam mem Q Blew id tie earpy mea lite lamaafdm is a dud spar ef'Ibrahim ham*? Al We cane aooes a wife in Santa Barbara is '96 and a were going to do mate of lie same, marker pre lama( or apaliurncs. Ad she Comity raid is nese pre+lws amour twd boa trying c1 do this new Por Dreamt 10 years and they roe ludo sae prohkm afar mother. fain neighborhood 0pl'out10n ni wacr sboaaape$ Ten ley mid, be er badly nerd aiisexh/s o arms homing_ and if you de aha on this rise we wBI anally help you get all rbc phasing apieosah and we wit give yen some dab shay may. And they 6th, for about SI3 mini. 71>t whsle concept of sandy money was totally foreign 10 Inc -the got• aaemeu tells ore ttey'5 give as mosey? It ss as =lard of. 11 wean an to be an essreesely successful projos, Soda sal 4a muted ab 1a redid everyth age we were dnieg We Ipekcd as ail our strengths and walursses, gad redi.IFC r think At had the coati:mita,. advwaage racaaspas with thne large barsebsildess oaa c.ntafoe.I bear, owl . neo this ni:he seemed like en: bad a lot of campmdwe adrameges. We hid a let of &social discipline: WV hada lot of &uncial capacity maopatal to a lot of people in the affordable hassles business turfy of Moan are aon• profits - ()a Wit has made you w saaraedd ■ Ueda" throe lad omit aUwdawT Ar We cine from a mermen rate ditopbnc so it coo a ray sight ship. A lot of people in the industry have i lot of good inraaaio0t he dry 're just sot as ofIdtn4 We olio have a lot of people writ a lot oe expermce in ditterror facets suds as Select and enaiikirlrtaro We're only a valiadly in:ogled 00I077ay. We de *11 our own construction, so we're very focused say arady as is the dodge stip in bymg to keep costs down berate coat is soothe furor m the compaiuoa The mom housing yeas da ddiva far las tax aedts„ the mode comgelidve you an he. O: Do you go about raising espial differently m the Percival Vii Wm Hssidead AMCAL Mad -Housing lac. Bent 1901„ Baaahy, mein Eiucatiate Barhelor•7 and Masters degrees in IIclA HreelyF; Marren!, fan daughters - Mlst flimirrd hived.): Rather, Mai: Ganem ter his *ewe, persistence and pmsica and the major industrialists We limy Fad and John D. Raelydeller far the eargh times they had to go $taasgh. Words,* seder? A: If is thetas. This sets easier because thea such ■ sl.iol o of tae rteitw are demand far enceedr the apply- 7110 Masud comes from these imemou They was to buy these tax aedm so dry an offset it spinet their to Billy so they acro- sly mod to woo at as capped toile market cam side arise ne have to woo dm Modtatioosiire.AndCatania'aprobably the bat p1e o the comity (0 this The pp between what de mar- ket ter me and wit the alleedeble tees an is hug. waw are emcee a the drarrents 10 building afford- able A: farad is probably the biggest dearre10 right now. land has barn earnestly oopaepve tied in tie harm [mics we had is the lest six or tam years we had In ix.rupete with all the bum - Sudden clad *make tuikl nate tate. far -oak homing re apart - mast de vLn11e n and Manse trey have 00 ltsai0Ran nut the pain; of ibei rags. they can gamily afford so pay a lot nfmc awe we do Fenn tr five years ago we Quid aughly 110.000 t S15.600 u deur for dr land Today ire woo. 370.000 and coxa sve,000 a daa.1 mamba' le ?wlnadde sevaxel years ago, tTe Soni sat $1,000 a sat, le's route like Si SAoO a mil rnrw, to you ran are due let, beenaaaeraae+:sariae Q An you Waft Weis ria lead area became lad ls In Mal supply ani w expane? As We haven't slowed down LA. is sill our professions mated We jut added other par of the .we — the Central Val- ley, Nathan CUE:1ma, Omega County ad wO're looking at Sm Diego Today we have Mat 10 projects ads construction as we sped fad meet ham a so i the planning sage that wil pehably dai'pond !at yew. ere Whetederdeterrents are there? A: Cmsararoan 0011 u die eared fu en challenge sad doe dung deterrent is rising impact fees: peek fees, sewer fees. weer fees, rmaefon Bea. 1a some cities lilts Thousand Oaks it's 528,000 ■ ai0 in othercities maybe S10,000 a ark Why did yea ledde Is mate lie tradllea Into red timate? A: I tum to this Comby in 1966 Bow Bombay. It was the days wee tine was a lot at mgt abaft Ing a men on the mama sed so elearceics and aerospace was very trendy. I gradu- ated UCLA le 1969 and San waded in the aerospace industry Wm '69 to '78. And I old enjoys it and did very we l x it, bra der being mit for a while ad becoming a project meager it sinned m get very catfinig bears adotolecdoeics is highly apedatieed- I waged to have myosin lo finance and madding ad sandy be in buiaw. Los ANGELES BusINEss Jou1NAL PERCY VAZ, 62 Chief Executive Amcal Multi -Housing Inc., Agoura HMIs filar, who rad Thous* d Oaks home, has been in development for 32 yew. Ames!, winch he found- 1 ed in 1974 has a since local presence hi the woild of affordable housing. The company balding four apartment buildings in LossAngeles County and several others in the stater{' Reason rm a Residen- tial Developer Because k is entrepreneurial, cre- ative. exciting and Ms a great public need by providing affordable housing, which is espe- cially critical here In Los Angeles. Most Challenging Development: It was an affordable housing development where I spent a year obtaining corn- ! munky er - muniy support, redevelopment agency supper and political support And then, The project was denied ...dueto political pressure. 3 Best Career Moment Completion.otthe53.4-int 1 Avenue 26 Master Plan, which was a mixed -used, mixed -income, transit -oriented development with a child care center in Los Angeles. My Colleagues Don't Know: I walked barefoot on burning hot gals far about 20 feet as part of TDny Robbins" Mind Over Matter seminar. Best Thing About Developing in L.A. County: It is a huge, diverse market that ranks larger in eco- nomic GDP than many countries In the world. Worst: Having to navigate through numerous approval processes to get a project entitled. Bucket List Attend the Super Bowl, Monaco Grand Prix, World Cup. Oscars, Kentucky Derby, Summer Olympics; visit South Africa and the South Pole; master Creative Visualization (a posi- tive thinking technique) and become more spiritu- ally enlightened. RealRead Viewer http://openpub.realread.com/rrserver/viewer; jsessionid=EF951 A33B... WHO'S IN HOMEBUILDING Builder and Developer's annual look at the best and brightest in the fields of residential building, land development and planning. D E C E M I E ll 2 0 1 7 Robert Adams pent & a is Adams Research LLC Robert Adams is a magna am budegaduate of Virpnu Cannoowealth Uningity in Ri3umnd. Va and sened in rhe hired States Air Force Fran 1986 b 1989. Aspresideol of Brooks Adam Research. Adana brings nearly I6yeahsdexperience innorbeleeseuch. computer appicatiom and a1eraclire prowam dear b the table He has talked with thousands d Boomers and seniors through baa grasps and risks to Active Aduband retirementcommhniiesduring competitive atnbas and on-site .1.1 111.19 I Phyllis B. Attestors wasp, Imbues Land bobble AWM 26 your eiziedence mthe aoo00an 0oeaand g overnment alms. Ayliisis sespoosdille foe working with n ewly IMO W momism is ingietnethingstintrigic iniiatises - that tint: the huthineh reason in the ham an lithium aid teal stain dcrelapnent in die tegon. She has a streog hatitstwod is pubic ails, inducing desdopiag gcassrocis advocacy aawignaimvoDaa and non-psorr oIaicationn The Ulm Land iitsathrold Priarooletlt®sebopen nookrasadrrntka Orange Cooney mance ire lopWatatkeaa warn 1,200& Foot Liu anconpkathanes such m/derstr www.lodudkrgmobaryardcoda workforce haatrg on& suctokablky hawse inparent don eon. ft, wsnrtM. ce rEpcar ararans Craig Atkins launder & tO ODhnrwl/Astons taking' lacditate the most movies transactions and leverage productive rolatonshipsamong hieh-porde decision makes is unmatched in the industry. Durog his inpressive career. Atkins ha s been involved wih ova $3 bison worth of real estate transactions. As principal of t7Dmnd1/Atkirn, he oversees a !amber d tahgescal projects. international projects and corporate governance. Prior to landing ODornell/Atkins he handled land acquisitions and project management for the Warmiwon Group on major lad developmea projects in California W W W. a D M A G. C O M 1 of 1 1/2/08 10:47 AM RealRead Viewer 1 of 1 http://openpub.realread.com/rrserver/viewer; jsessionid=EF951 A33B... Norm Scheel Principle The Hoffman Canpanry Norm Scheel is co-bwie Wale Hoffman Company (wwwhdhnsnlndoom), which spa iaias in residential commercial and malarial LmJ sales tluoughout Calkmria Scheel joined Hoffman in 1989. was promoted to Yoe President in 1996 and purchased the company with Tan Dallape vi 3106 He personally has said in acts of SI Nihon in orad over abuaA 20 years ii the business. 77dssornme be aboard one lee dr real mime Meaty as mei amitakavl laid developers and counter cyclical iweaors ewer dwi,im sr bpurhase land t1 the discotntrd20Madues. Oath already h ire dropped br50%n marry areas ofSommlwm Cal/offal The will ha<ra poster effect on the hrnbrabing irclusry. as loam kind valuta alae new communises to meet rnrnr ofodchle wed!wtng otala' Michael Schrock bmdp+tc(pal Man Aetna LLC aickid blase IT7e61a dapeemoe b *aim in obepinnigo• maDuction pracrweaod Widmann design. He m an xwwplabed Urban desteoef weds various lyra of I ranalemaPon. 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In 2004.2005 and again in 2007, Inc Magazine named Pacific Property Assesses one al dhe Istat growng.pivaley4ield companies in America. -The industry is m* Disrobed Sor iy: Fes•ie hatiis problems ere in dr news on a daffy basis wisk irursinem,desbr nil seems b be onsoidgroand' Timothy P. Sullivan president The Sidman Croup Tun Sullivan ha s nearly 25 yea rs experience in desdopng g wth strategies for the reside tial mea I estate market. Whetherdefining geographic niarket opportunities, conceptualizing community design or honing product. pricing and atrorptioo poento L Tim has guided major homebuilding companies from r. m "'bon Incompletion and has directed major Lending organizations in strategic capital pbcannmit with unparalleled success -The next 12 ,raider toff be some at he most challenging ernes our industry baser fseen. A prow e be tied ro the repricing B land and other asses which raaipresent a whole new series d opportunities. The key wil be to find dr corduence ce the awes tet dr most pan and the tnzkb with to best mixt: and demand landanemas" Jon D. Tattersall pee9drra M9e Homes ism em ColN ,ria Tatman mare than I5 years of ntprriesx.r within the rardebsiid real estate 'Morin Ism given hull a deep kaavledge d all beasetnulding aspects, inclad- lag lead aogtrilm4 proo.,ct maeateeer& !onward planning and land dodopmert Guy Tobin prescient Rio Rio Propanes Inc. Tobin oversees the master plan of one of the largest privately held land parcels in Arizona. He has worked to transform this forme 351100 -acre stale lot sales program into a series til distsc rr e residential villages while preserving the region's significant natural features, important open space. cultural/historic resources and archeological sites. 'We arc /omurafc to weak fora slab* corporation We me hopeful no, dr hut: ..r.w industry MI rebound in the next year mid hoping scene atm:cent cippor- t e rmidhopingsameamrraatcppor- t nBfes wilt evoke our chs chclamed. correcting mwbet • Percival Vit ptrsdrtta CEI) MEAL Aft.te hbasi,4r Jac Bao b 6ornba .Inds, Muslim more W u3b}eas d esperieoe insinge-and moll #wady derdop mebtrcliar4property mama toed and real able un :samara mtocg ata Cahbrnia. Ineredbigram* Aar led Into OM,nee hent ahurtia >fatge ofmranime9gKe So d meaner( istanasemar sok iu bar brims acoornscoiriy t6 we cattiest hsderreaivofoa i am hamae61diMg t enkPedr, ie. s tan dr parer Los Angeles aorto f]arhpeadSae sego abwiYs H7h dm netarta* horse ale ebpeaaR me oil ix= aafberebombs t lurk anew b be emit* bfettles rwrekt4 tP OTOgies all o/ mea mann &crateadd ssfgalterddaaepeytewtr adioRaeeondp+e/waewhoa dee leml/atiektbaea • Joseph S. Tavarez. Jr. Prescient. Natrona/ Ho rrbugdos Services Senior Viae President Fist American Til* Insurance Company Tavarez has held his position since 2000 and has more than 25 years of repellence working with the homebu&d ng industry. Tavarez b resporsbk br devebping and managing all lw,mebuilder burns nationwide. A graduated the lhtheeay of Southern California. Tawnier received his bachelor's degree in business ndmnseration and also attended the Unisessiy of San Francisco School d Law He a active in the BIA. Rancheros Visiadaes. El Voje de Fbnolaand Mater Dei /Rah School Facilities Sberng Committee. 'Camay he real ester nr*msmy as Ina period al adjustment Haaroea aver the cerise edam. anemones ail shrink Once wY srabim and aro imdesny usil agar, begin n mow - WWW . 1 D M A G. G O M Gregory M. Vilkln president MacFarlane Rimers Villin is managing principal and president of MacFa Bane Partners, the leading minority -armed real estate investment manager and derebpemd urban real estate and single-Iamnly hosing across the country- During his 25 -year ca reer. Vikn has developed 10,000 muki-family residential unix, erne million square feet of commercial apace and 5,000 saes of masrrplanned communities DECEMBER 1007 B& D 43 1/2/08 10:49 AM ARJUN NAGARKATTI PRESIDENT AMCAL Multi -Housing Arjun Nagarkatti has 25 years of experience in residential development, and he began working at AMCAL in 1988. He was promoted to President in 2010. Upon graduation with an Architectural Degree, Mr. Nagarkatti worked for Woodward and Associates, an architectural firm in Dallas, and helped to design Commercial and Residential buildings in the Dallas area. He later joined Morrison Knudsen Co., a large construction company based in Boise, Idaho, and worked on the Fort Drum Army training installation in upstate New York, which was built over a five -mile radius. At Morrison Knudsen, he was with the Quality Control Team and worked on maintaining specifications and the quality of construction of the project. Mr. Nagarkatti joined AMCAL as an Assistant Project Manager responsible for overseeing the sales and marketing of single-family and multi -family 'for sale' housing tracts. Later as Project Manager for Development, he was responsible for the entitlement process of projects, including meeting with homeowner groups in an effort to receive project support and approval. He also interfaced with brokers and negotiated land acquisition deals for AMCAL after running market - rate 'for sale' housing proformas to ascertain the viability of projects. As Executive Vice President from 2004 to 2009, Mr. Nagarkatti structured the financing for all of AMCAL's market -rate and affordable projects, which include residential and mixed-use. Under his direction, AMCAL has developed and constructed $340,000,000 in real estate during the last two decades. Mr. Nagarkatti is an expert at public financing for affordable housing, and AMCAL's developments regularly are awarded funding via low-income housing tax credits, which are funded by the Department of the Treasury and administered by the California Tax Credit Allocation Committee. Most AMCAL projects receive allocations of the highly competitive 9% credits, and he arranges the syndication of the credit to major international financial service organizations. Other developments are financed via 4% credits or bonds. Mr. Nagarkatti also structures projects using homebuyer grants from city agencies, including the Los Angeles Housing Department and BEGIN funds, and `soft' funds from .local city housing agencies. AMCAL also procures funds from public sources, such as City of Industry Funds, AHP and MHP. Mr. Nagarkatti graduated from the Massachusetts Institute of Technology with a Masters of Science in Architecture Studies. He was born in India and emigrated to the United States in 1982. 4 MAURICE RAMIREZ EXECUTIVE VICE PRESIDENT AMCAL Multi -Housing Maurice Ramirez has 25 years of experience in construction and development. He joined AMCAL in 2006 as Vice President and was promoted to Executive Vice President in 2010. He is involved in all aspects of organizational development as it relates to AMCAL Multi -Housing and its affiliates and manages project development through the different departments, including: Acquisitions, Development, Finance, Construction and Accounting. He directly oversees AMCAL's Development and Asset Management Departments. Mr. Ramirez has played an integral part in the acquisition and development of over 3,100 units of affordable housing in Los Angeles and has worked to fund the development of an additional 7,000-10,000 apartments and over 200,000 s.f. of commercial space. Prior to joining AMCAL, Maurice was the Director of Acquisitions and Development for Los Angeles Housing Partnership (LAHP), where he was responsible for overseeing all aspects of LAHP's developments from acquisition through asset management. Prior to LAHP, he worked for Local Initiatives Support Corporation (LISC), a national intermediary/investment bank/foundation. At LISC he managed and underwrote real estate investments in affordable housing, health clinics, child care centers and other office/retail uses. While at LISC, he received the President's Award for Outstanding Work in Advancing Community Development. During the rebuilding efforts after the Northridge Earthquake, Mr. Ramirez worked as a Finance Development consultant to the City of Los Angeles Housing Department (LAND), to craft and implement the Housing Department's program for investing over $121,000,000 during a two- year rebuilding effort. Additionally, he administered and managed the Los Angeles County Housing Opportunities for Persons with AIDS (HOPWA) housing construction program and invested approximately $3,000,000 to finance the construction of 200 units of housing for persons with HIV/AIDS. Mr. Ramirez's real estate and community development experience began with Los Angeles Neighborhood Development Corporation (LANDCorp), an East Los Angeles community-based nonprofit corporation, where he served as Director of Real Estate Development for two years. His other work-related experience extends into Construction Management Consulting, providing construction management services to several large-scale developments including the John Wayne Airport in Irvine, the rehabilitation of the Beverly Hills City Hall, and the remodeling of the Santa Monica Place Mall. He has also worked as an Urban Planning Consultant, where he worked on new elements and revisions of public planning documents as well as planning studies for local cities and municipalities. Maurice's construction experience dates back to the 1980s where he worked as foreman for a concrete company and in carpentry. Mr. Ramirez is a graduate of the University of Virginia where he graduated with Interdisciplinary Honors from the College of Arts and Sciences and the McIntire School of Business. 5 DARIN HANSEN VICE PRESIDENT OF FORWARD PLANNING AMCAL Multi -Housing Darin Hansen has 19 years of entitlement and project management experience, focusing on the complex entitlement of family and senior affordable projects for AMCAL. He joined AMCAL in 2007, and he manages the entitlement of several developments in urban Los Angeles, Los Angeles first -ring suburbs, and rural cities in southern California. As Vice President of Forward Planning and Entitlements, Mr. Hansen is primarily responsible for all due diligence, entitlement and design oversight of affordable housing projects within the state. Mr. Hansen's entitlement work for urban infill projects is complex and typically includes plan amendments, zone changes, and variances to allow higher -density development at underutilized locations. He works regularly with planning department staffs, and his AMCAL projects are on the front line of Los Angeles' strategy to increase housing at infill locations to accommodate the city's large expected growth in future decades. Mr. Hansen is also active in garnering community support for affordable projects, which is important as Los Angeles seeks to reduce its shortage of affordable housing. He regularly meets with community groups to incorporate their desires into AMCAL projects and seeks to build consensus prior to submitting entitlement applications. Mr. Hansen determines the best product type for each location, which may include small -lot single-family houses, attached townhouses and attached multi -family flats/lofts, or traditional apartment homes or combinations thereof. Prior to AMCAL, Mr. Hansen was a Community Builder/Manager for K. Hovnanian Homes, where he represented the company as the onsite business manager of homebuilding operations for a master -planned community in Santa Clarita. Mr. Hansen also was a Community Manager for eight years at Lennar/ Newhall Land where he was responsible for the design, planning and management of a 1,800 -acre master -planned community that included 3,000 single-family, multi -family and active adult component units. He also entitled many projects throughout Southern California. Mr. Hansen attended CSU Northridge. He served as a member of the Board of Directors of the West Valley Community Development Corp. for five years. 6 1. Developer - AMCAL Multi -Housing AMCAL has 35 years of residential development experience across the complete spectrum of affordability (including custom homes, workforce condominiums and affordable apartments). AMCAL's affordable projects have various levels of affordability ranging from 30% to 120% of AMI for rental developments and 80% to 200% of AMI for for -sale developments. The company headquarters is in Agoura Hills in the Los Angeles area with an office in Irvine (Orange County). AMCAL was ranked in the Top 10 largest affordable housing developers in the nation in 2013 by Affordable Housing Finance magazine. Top 10 Affordable Housing Developers of 2013 By Afrorde Housing Finance Stan Be theirs* to comment Stare 8 The NRP Group, based in Cleveland, has captured the No. 1 spot on Affordable Housing Finance's upcoming top developers list after starting construction on seven new proiecis with 849 affordable housing units In 2013. • The only list of its kind, the AHF 50 reveals how many units are under development by the nation's leading national and regrcrial developers. 'This year, 102 developers and owners with general partner interests participated in the annual survey. The top 10 developers, ranked by the number of affordable units started in 2013, are: 1. Thi NRP Group: 846 2. Related California: B00 3. Atlantic Pectic Carmnunilies: 760 4. The Woda Groupe 824 5. BRIDGE Housrg Corp.: 684 6. The Michaele Organization: 571 7. The Pacific Cos.: 589 a H,+rmsrr R Khris Prnnartiaw 535 19. AMCAL Multi -Housing: 523 10. McCormack Baran SaMlzar: 517 Look for the ful list In the April/May issue, which will be arriving in mailboxes and on UtrrlrlN.housinsrnnor ncc.eom in the oominp weeks. The developer holds a Califomia General Contractor's license via its affiliate, AMCAL General Contractors, Inc. (B-460688). The AMCAL affiliated group of companies includes acquisitions and development, general contracting and asset management divisions. The individual AMCAL companies are tightly structured units that work independently within their fields of expertise but join together as a cohesive force with impressive results. By leveraging this extensive and 7 varied in-house expertise, AMCAL is able to keep corporate overhead to a minimum and employ an efficient staff to achieve aggressive goals. • AMCAL Multi -Housing, Inc. • AMCAL • AMCAL • AMCAL • AMCAL • AMCAL • AMCAL • Pacrim, • AMCAL LLC Our motto Enterprises. Inc. Homes, Inc. Equities, LLC. General Contractors, Management, Inc. Communities, Inc. Inc. Multi -Housing Two Purchases land and serves as General Partner in tax -credit partnerships. Serves as developer in tax -credit partnerships. Developer of for -sale workforce housing. Developer of market -rate apartments. General contractor (licensed in State of Property management/ investments. Investment companies. Investment companies. Serves as General Partner or Member in our tax - credit LPs or LLCs. "In the pursuit of excellence, there is simply no substitute for good and honest hard work. With every undertaking, we at AMCAL set out to put this guiding principle to work. The cornerstone of our corporate philosophy is an unwavering commitment to excellence — a responsibility to take each AMCAL entity and combine them like cogs in a wheel toward the achievement of a common strategic goal. This enables us to act rather than react to new opportunities and changing markets and always present a cohesive and unified corporation, ready to meet any challenge and exceed all expectations? Initially, AMCAL exclusively developed market -rate housing in some of Califomia's most distinctive master planned communities and in challenging in -fill locations. In an effort to diversify its portfolio, AMCAL entered into the competitive niche market of affordable housing development and quickly established itself as a leader. One example of AMCAL's leadership in delivering comprehensive solutions to the complex housing challenges municipalities face today is its development of the award winning "Avenue 26 Master Plan" that included 165 condominiums, 102 apartment homes for seniors, and 267 family apartments. Completed in 2006, the $110 -million Avenue 26, reflects AMCAL's unmatched insight into real estate markets and demonstrates how its experience can be leveraged to revitalize a community. With Avenue 26, AMCAL brought new homeownership opportunities to a wide spectrum of the workforce, along with rental housing options, childcare and new retail opportunities to a formerly underutilized industrial area. AMCAL has partnered with three homebuilders in the past year to build affordable housing as part of inclusionary requirements for master plan communities. Partnerships have been enacted with the Irvine Community Land Trust and TriPointe Homes in Orange County (southem California) and with Lennar Urban in San Francisco to build family affordable apartments. 8 Our core values Avenue 26 is noteworthy because, the process to convert the vision into a reality succinctly reflects AMCAL's Core Values. • Integrity • Leadership • Teamwork • Excellence • Innovation AMCAL's mission is to assist communities and non-profit organizations to develop quality housing that exceed the expectations of all stakeholder groups, in terms of design and aesthetics, quality of construction and supportive services for the tenants. Along with providing a physical home for tenants in need of low-cost housing, AMCAL strives to transition its tenants to home ownership by improving their educational opportunities through its social services provided at the developments Our developments AMCAL is familiar with the development of urban, low- and mid -rise structures that are developed on infill sites in conjunction with transit stations or the civic core, including mixed-use. AMCAL also has experience developing rural/suburban apartments with lower densities, surface parking and more extensive landscaping. AMCAL has completed and affordable and market -rate following communities: • Houston • Rancho Palos Verdes • Westminster (Orange • Los Angeles and Fernando Valley • Pomona is currently constructing or in pre -development for 4,100 units throughout Califomia and in Texas, induding the County) the San 9 • Palmdale • San Diego • Oakland • Fresno and the San Joaquin Valley ■ Brawley (Imperial County) Mosaic intergenerational apartments (Los Angeles) In addition to affordable rental housing, AMCAL re-entered the workforce for -sale market, an area of expertise earlier in its history. It completed the "Puerta Del Sol" condominiums (a mixed-use development with retail and live -work suites) in the Lincoln Heights district of Los Angeles in 2007. These workforce housing developments are priced at middle -entry, and buyers can receive subsidized financing, such as "soft second" mortgages, from city and state affordable programs. AMCAL also is developing market -rate apartments, including "Urban Village" in Long Beach, which is targeted to millenials and creative types, and a transit -oriented development with retail in Pasadena near the Walnut Gold Line Station. AMCAL's reputation for efficiency and integrity precedes it when the company enters new markets. Gabriel Papp, the Deputy Director of Community Development of Coachella, guided the development of AMCAL's Casa Grande affordable apartments in 2001: "Our association with AMCAL ... has been outstanding. Their dealings have been highly professional, maintaining high standards and integrity. We would not hesitate to recommend AMCAL to any city." Accolades continue a decade later. Rancho Palos Verdes, an upscale city in Los Angeles County, approached AMCAL after two previous developers had failed to launch a feasible project on a city parcel. Carolyn Lehr, the City Manager, oversaw the development of AMCAL's Mirandela senior affordable apartments in 2010: 10 "AMCAL was largely selected because of its experience in other California cities and their success in obtaining financing for their affordable housing projects... The city was especially pleased that AMCAL was able to meet the city's goals of producing a 100% affordable project, using the City/Agency's affordable housing funds along with tax credit financing." Mirandela senior apartments (Rancho Palos Verdes, Los Angeles Co.) Development types In many developments, AMCAL builds urban land parcels that are vacant or has obsolete uses and transforms them into livable residential complexes. AMCAL overcomes many difficult hurdles, including fragmented land assembly, re -zoning of industrial parcels, demolition and environmental remediation, mixed-use design, parking reductions, inclusion of social services, and multi -layered public and private financial structures to deliver the end product of a community within a community. AMCAL has created mixed-use in Los Angeles with its Puerta del Sol condominium development next to the Avenue 26 Gold Line light-rail station, its Maywood Villas senior apartment in Maywood, and its Brookfield family apartment in Oakland. Many traditional developers avoid these risks, but AMCAL is often a pioneer that transforms obsolete or vacant sites into new neighborhoods, such as the "Avenue 26 Master Plan" ("Puerta del Sol" condominiums, "Camino al Oro" senior affordable, "Tesoro del Valle" family affordable and "Flores del Valle" family affordable apartments) in the Lincoln Heights district of Los Angeles. This is a 10 -acre transit -oriented development adjacent to the new Avenue 26 Gold Line station and has a mixed-use component to help to improve the city's "job -housing" balance. Former Mayor James K. Hahn and Councilmember Ed Reyes, whose district includes Lincoln Heights, attended the groundbreaking ceremony in 2004. These new homes include live -work, lofts, and flats, and they revitalize and enhance the neighborhood. The sidewalks were improved with new streetlamps, benches and trees, and the 11 frontage design of the mixed-use Puerta del Sol, with retail, live -work space, and lofts, activates the streets with pedestrian usage. AMCAL also built farm worker housing, which is in undersupply throughout the state, in Coachella, the 81 -unit Casa Grande apartments in 2002. AMCAL developed a second apartment in Coachella, Casa La Paz, based on the success of Casa Grande and with the support of former Mayor Juan De Lara, who described the City's experience with AMCAL: "The development was designed in compliance with the City's expectations and was built and has been managed as if it were a completely market rate project. We maintained a good working relationship with AMCAL staff during predevelopment and throughout construction and are pleased that AMCAL built a quality project. The City... hopes to maintain an ongoing relationship with AMCAL." In Fresno, AMCAL was lauded for its Sandstone apartments in 2007, and the company won a subsequent RFP for the Summer Hill apartments, which will open in 2011. City Councilmember Cynthia Sterling recommends AMCAL as a city partner for future developments: "The development is a perfect example of high-quality affordable housing. The project represents excellent design, features and amenities that would typically be found in a market -rate rental. Throughout the process of planning, development and construction, AMCAL demonstrated their knowledge and professionalism." Sandstone family apartments (Fresno) 12 AMCAL Advantage The AMCAL Advantage is a seamless delivery of real estate solutions from selecting the right site through the long term operation of vibrant and strong communities. The individual AMCAL companies are tightly structured units that work independently within their fields of expertise but join together as a cohesive force with impressive results. At AMCAL, the goals and incentives of employees working on site acquisition, planning, financing, construction and asset management are all aligned toward serving the communities in which we build. AMCAL holds the entire team accountable for delivering the objectives defined at the development initiation and delivering on the promises made to the local community. What that means for our municipal partners is a greater efficiency in processing the development through entitlements, permitting and construction. With a single, unified AMCAL team in place, the lines of communication remain open and clear. For example, with AMCAL General Contractors in-house, their expertise can be leveraged in determining the constructability and feasibility of a new community at the earliest phases of design development and entitlements. Similarly, once a development is under construction, the AMCAL employees who processed the entitlements are able to work with their colleagues at AGC to ensure that all conditions of approval and the design intent is reflected in the final building. The AMCAL Advantage also ensures that the promises made to the local community will be kept. AMCAL engages in a comprehensive community outreach process to ensure that we are hearing the concerns and desires of the local community. We are able to deliver a responsive architectural design, but understand that many of the solutions are delivered through ongoing property management. The AMCAL team ensures that our promises to be a good neighbor and a catalyst to revitalization are met through the tenant screening and lease -up process and in ongoing property maintenance. For our financial partners, the AMCAL Advantage results in solid returns and stability. With AGC and property management expertise in-house, AMCAL is able to set and meet realistic expectations for a development's financial performance. AMCAL has a close pulse on the return thresholds required by real estate investors and lenders and understands the constraints of the marketplace. With this knowledge, AMCAL only allocates its resources to developments that can be financed. Our partners appreciate and respect our track record and as a result are open to complex and innovative solutions to financing challenging developments. Community involvement AMCAL is very experienced in the community input process, which is an important part of our work to help guide the 13 formation of proposed developments. The staff is highly committed to working with local stakeholders and building consensus. This commitment is recognized by our extensive community input process for developments throughout Califomia, including our creative approach to addressing a wide range of issues such as density, height and privacy; architectural style, articulation and building materials; on-site amenities; and parking. As part of our outreach efforts, AMCAL proactively contacts local residents, community leaders, neighborhood associations, businesses, as well as City staff and other stakeholders. These outreach efforts include invitations to community design workshops to share information, identify concems and incorporate suggestions into the project concept and design. We also strive to maintain long-term partnerships with the community, remaining in contact during construction as well as building operations. The scope, nature and the design of the proposals in this RFQ would be guided by a community input process. AMCAL is fully committed to engaging the community. Following are specific examples of how community support was obtained for three rental housing developments. In 2003, the Castelar affordable apartments opened with Mayor Hahn and Councilmember Reyes speaking at the Grand Opening. Reyes lauded AMCAL for reviving an underutilized parcel in the historic Chinatown district of Los Angeles, which will create a sense of pride and serve to strengthen the entire community in the future: "AMCAL obviously understands the difficult and complex financing of such housing, and the company partners with creative architects to design beautiful and practical projects... I consider AMCAL to be a uniquely sensitive and creative development company that considers the complex needs of our diverse community." Reputation AMCAL projects do not neglect good aesthetics and pleasant design because they are usually reserved for low-income residents. From architecture to materials and amenities such as pools, children's play areas, barbecue areas, open space for recreation and community rooms, AMCAL strives to create affordable projects with a level of quality, livability, and visual interest comparable to market -rate developments. In 2004, AMCAL's Castelar apartments in Chinatown was a co -recipient of the Downtown News' "Best Affordable Development," based on its architectural motif and ability to build a dense project sensitively in a historic neighborhood. Bill Davis, mayor of Simi Valley, complimented AMCAL's Sorrento Villas senior affordable apartments in Wood Ranch: 14 'The project represents good design and articulation with materials that are typical in keeping with the look afforded by non -subsidized market -rate apartment communities... AMCAL's dealings with the City and community - at -large was handled with professionalism and honesty." Design awards In 2013, the "Mosaic" apartments was nominated for a Gold Nugget Award in the "Best Intergenerational" category. "Avenida Villas" in Orange County was honored as Project of the Year - Special Needs." The "Mission" family apartments was honored by Multifamily Executive magazine in the "Best Reuse of Land" national award. In 2011, the "Mirandela" senior apartments was honored by the Southern Califomia Building Industry Assn. with its "SAGE Award" for Project of the Year. The award honors leadership in senior market -rate and affordable housing. In addition, the "Royale" family apartmentswas honored by the Kennedy Commission in Orange County as "Project of the Year" for its Outstanding Affordable Housing Awards. In 2010, the "Los Vientos" family apartments was honored by the San Diego Housing Federation with its "Project of the Year (50+ units)" award. Multifamily Executive magazine also honored the brownfield redevelopment, which had extensive soil remediation on an industrial site, for its "Best Reuse of Land" national award. In 2007, the "Avenue 26 Master Plan", which includes 534 new workforce condominium and affordable apartment homes built on a brownfield site in Los Angeles, was honored with several awards. These include the National Association of Home Builders' "Innovation in Workforce Housing" award; Multifamily Executive magazine's "Editors Choice" award as project of the year, and the National Association of Homebuilders'/ Professional Builder's "Best in American Living - Affordable Housing category" award. 15 In 2004, the "Castelar" family apartments in Los Angeles was selected as co -winner of "Best Affordable Development" by the Downtown News. In 1998, AMCAL received the National Association of Rousing and Redevelopment Officials Award for its Positano affordable apartment community in Santa Barbara County. AMCAL also received the "Elan Award" in seven of nine categories on its market -rate Canyon Cove for -sale development in Oak Park and has received numerous other industry awards over the years. 16 Developments AMCAL has completed to occupancy 55 affordable apartment and workforce condominium developments with 5,490 restricted units throughout California since 1998. In addition, 400 units are under construction or funded in pre -development in four developments through 2016. AU affordable apartments were funded by 4% or 9% tax credits, and reserved for very low and low-income households (30-60% of the County's Area Median Income). Total value is $ 1,107,847,000: Development The Groves Positano Sorrento Villas Casablanca Serenity Villas Casa Grande Casa Figueroa Castelar Portofino Villas Casa Bella (Ph. la) Casa Bella (Ph. 1 b) Camino al Oro Tesoro del Valle Las Brisas Casa La Paz Casa Bella (Ph. 2) Flores del Valle Puerta del Sol Temple Villas Maywood Villas Villa Escondido Villa Esperanza Sommerset Valle del Sol Sandstone Casa de Angeles Villas del Lago Villas Las Americas Cielo Azul Los Vientos Brookfield Place Villa Serena Palo Verde Terrace Andalucia Mirandela Santa Fe Cordova City Thousand Oaks Goleta (Sta. Barbara) Simi Valley Palmdale Pomona Coachella Los Angeles Los Angeles Pomona Victorville Victorville Los Angeles Los Angeles Los Angeles Coachella Victorville Los Angeles Los Angeles Los Angeles Maywood Orange Cove (Fresno) Avenal (Kings Co.) Sacramento Brawley Fresno Los Angeles Los Angeles Los Angeles Palmdale San Diego Oakland Los Angeles Co. Palmdale Los Angeles Rancho Palos Verdes Bakersfield Selma (Fresno Co.) Type Condomin. Family Senior Family Senior Farmworker Family Family Senior Family Family Senior Family Family Family Family Family Condomin. Family Senior Family Family Family Family Family Family Family Family Senior Family Family Family Senior Family Senior Family Family 17 Units Year 91 1995 118 1999 148 2000 200 2000 148 2000 81 2001 49 2003 101 2003 174 2005 96 2006 80 2006 102 2006 121 2006 66 2006 61 2006 112 2007 146 2007 165 2007 52 2007 54 2007 81 2007 81 2008 96 2007 72 2008 69 2008 49 2008 74 2008 55 2008 81 2008 89 2008 58 2008 85 2009 78 2009 75 2010 34 2010 56 2011 81 2011 Value/cost $17,000,000 $10,200,000 $10,900,000 $17,400,000 $14,400,000 $ 9,500,000 $ 8,195,000 $12,963,000 $17,980,000 $12,600,000 $10,672,000 $14,009,000 $21,000,000 $11,200,000 $10,500,000 $15,238,000 $28,300,000 $50,047,000 $15,000,000 $ 9,035,000 $12,925,000 $12,657,000 $15,305,000 $11,313,000 $12,589,000 $16,537,000 $25,377,000 $19,434,000 $13,315,000 $31,438,000 $12,435,000 $31,054,000 $11,854,000 $25,006,000 $12,788,000 $11,027,000 $14,830,000 Summer Hill Fresno Royale Westminster (Orange Co.) Mosaic Los Angeles Montecito Terraces Panorama City-L.A. Sunrise Los Angeles Hillcrest Victorville Mercado Perris Mission Villas San Diego Park Place Lynwood Avenida Villas Orange Co. Portola Terrace Temecula Linda Vista -Nurses bldg. Los Angeles Vista del Rio Santa Ana MacArthur Oakland Argyle Los Angeles Terracina Los Angeles Co. AT Villages at Cypress Houston TX Broadway Los Angeles Verano Perris Alegre Irvine Linda Vista -Hospital bldg. Los Angeles Oceana Huntington Beach Pacific Pointe San Francisco * Avondale Ft. Worth TX * Meridian Los Angeles, CA Family Family Family Senior Senior Family Family Family Family Spec Needs Family Senior Spec Needs Family Family Family Senior Senior Family Family Senior Family Family Family Family 18 50 2011 36 2011 56 2011 98 2011 46 2012 67 2012 60 2012 85 2013 99 2013 29 2013 45 2013 23 2013 41 2013 32 2013 40 2014 72 2014 162 2014 48 2015 40 2015 104 2015 97 2015 78 2015 60 2016 160 2016 100 2017 $ 8,741,000 $17,727,000 $21,888,000 $24,123,000 $13,243,000 $ 6,790,000 $15,001,000 $25,925,000 $22,703,000 $11,041,000 $13,011,123 $ 9,650,085 $11,859,491 $15,096,000 $16,821,000 $25,103,000 $20,472,000 $12,556,083 $13,624,000 $39,587,000 $34,010,000 $30,430,000 $31,554,000 $25,250,000 $44,690,000 Avenue 26 Master Plan Los Angeles Retirees, conduit operators, gar - deners, fish clerks, reception- ists. students, waiters, bakers, cops, seamstresses, teachers. medical assistants. screenwriters, pastors. den• fists, and construction workers—they all call Avenue 26 home. Located on the Los Angeles Gold Line, the master community of 534 affordable and workforce apartments and condo- miniums liteialty roue from rhe ashes of an abandoned industrial site, left to the roaming gangs and drug dealers of its Lincoln I flights neighborhood, It's tough to look at that site and sec Avenue 26." admits Percy Vaz. presi- dent of Agoura Hills. Calif. -based AMCAL Multi -Housing, the site's devel- oper. "But that is precisely what we do—in tough neighborhoods, particu- larly We try to transform these areas into workforce housing and affordable housing, so generally, by otir own defi- nition, we are forced to go where other developers dread to tread-" Admittedly, a 12 -acre site in Los fudge's Verdict Angeles County doesn't come along everyday- And AMCAL—along with L -A. -based co -developer W.O.R.K.S. and the San Juan Capistrano, Calif. - based Foundation for Affordable Housing—maximized their opportuni- ties. three separate affordable apan- ment complexes n'served all 370 units for households that earn 30 percent to 60 percent of the area median income, while the Puerta del Sol Workforce condominiums attracted a range of buyers, 40 percent of whom used some type of affordable housing lb tat To meet the tight income require- ments, AMCAL did extensive multilin- gual marketing across diverse ethnic areas in the L.A. basin. The result has been a successful community melting pot: All of Avenue 26's apartments are occupied and 90 percent of rhe condos have hen sold.''. e never ran into any problems with prospective residents like people think you do in mixed income," i.raz offers lo others consider- ing their own Avenue 26. "Our resi- dents are fully aware that there are all kinds of incomes. and 1 thank they like that." And everyone, as it turns out, is beginning to like Lincoln tteights— Avenue 26 has completely revitalized the neighborhood, spurring six addi• tional residential and mixed-use developments in a neighborhood that went for a quarter-century without any new construction, —C. W. Fast Facts Builder: APICAL General Contractors Developer: AMCAL Mutt: -Housing, Foundation for Affordable Housing, WORKS Architects: Var. Tilburg, Banvard and Socerbergn: Newman, Garrison, Gilmour + Partner:=. Opened: Nmember 2005 Units: 534 Unit Mix. One-, two-, throe-, and four- bedroom 5 Prices: S:389 to $1,206 to ent: S249.000 to S530,000 to buy el'A'Vd. IAU t TIFAMI LYE X ECUT N'F.00 V NOVEMBER 2007 MULTIFAMILY EXECUTIVE bi 35 PROJECT OF THE YEAR HIMMUSE Avenue 26 Master Plan Los Forget the fact that gangs were roaming the blighted Lincoln Heights industrial wasteland where AMCAL Multi -Housing planned a 12 -acre affordable and workforce housing complex just 2 miles from downtown Los Angeles. It was contnm • Mated soil—not contaminated cul- ture—that almost stopped this semi- nal transit -oriented development from breaking ground. "We knew vv had to do significant environmental remediation to the site" says AMCAL president Percy Vaz. "Thankfully. we didn't run into any gangs. although were dealt with that before as workforce developers in l.os Angeles. We were prepared for that eventuality." What AMCAL wasn't pre- pared for were 2 -ton lead kilns buried underneath the site that unfortunately were not discovered until the process of demolition and construction had already begun. The kilns were so large that when excavators hit them, the team thought they had reached bedrock- IudQe's Verdict "We had done exhaustive environ- mental studies. and at the outset, our best estimates were that it was going to cost S800,000 to SI million to remedi- ate the soils," Vaz explains. "It wasn't until we started digging that we were hitting things that obviously did not come up In the studies The remedia- tion soon stretched seven months and eventually cost AMCAL $6.2 million. "A nasty surprise." Vaz says. After total development costs of $109 million. the now -completed Avenue 26 Master Plan development of 534 affordable and workforce apart- ments and condominiums nonethe- less stands as marked achievement in land re -use. spurring development interest at four adjacent sites. Prior to Avenue 26. there had been no new development in Lincoln Heights for more than 20 years. In addition to new residents, the neighborhood is getting plenty of visi- tors, as word of mouth of the land- mark workforce community spreads. "We've been surprised by the number of tours—financial institutions, city planning staffs. the Urban Land Institute, non-profit groups. UCLA. and USC," Paz says. "We might be able to finance our next project by charging Sl0 for the tour." Jokes aside, the financial upshot looks pretty good. After decades of decline, Pa/ says. Lincoln Heights is now outpacing all other LA. County neighborhoods in property price appreciation. Pan of that. he mtxlestly supposes. is due to the success of Avenue 26. —C W I ditor's note: Avenue 26 Master Platt also rte eii srl the Editors' Choice Award, a best in show honor, at the Mtulu_a+uii Exl�.�rrnTAwards (;ala on Oct. 3.2007. Fast Facts Builder AMCAL General Contractors Developer: /VOCAL Multi -Housing. Foundation for A#'ordable Housing, WO.R.K.S. Archite m. Van Tilburg. Barward and Soderbergh; Newrnan. Garrison. Gilmour + Partners Opened: November 2006 Units: 534 Unit Mix: One-, two-, three-, and tour - bedrooms Pricae: $389 to $1,206 to rent: $249,000 to $530.000 to toy 40 tr Mt,tt'wa. st. r EXECUTIVE NOVEMBER 2007 ww WIAVOTFNdItYEXECUTR'E-CON 404 Eastsider Remake of Boyle Heights' "Haunted Hospital" wins historic preservation honor May 4, 2016 BOYLE HEIGHTS — During the more than 20 years it sat vacant, the former Linda Vista Hospital overlooking Hollenbeck Park was popular with film crews, vandals and &host hunters who claimed the property was haunted. Now, after an extensive renovation and conversion into senior housing, the same property is being hailed as an exemplary form of historic preservation. On Thursday, the hospital that opened more than a century ago to serve railway workers will be honored by the Los Angeles Conservancy during the group's 35th annual Preservation Awards. The three -year-long renovation by AMCAL Multi -Housing in partnership with the East LA Community Corporation restored and renovated the hospital's main building and a former nurses dormitory on the same grounds. The complex, now known as Hollenbeck Terrace, has more than 100 apartments for low-income seniors, who have access to a computer room, library, social services and gardens. In addition to restoring historic finishes, including travertine floors and mahogany paneling, the renovation included building features and appliances that will help reduce energy consumption, according to AMCAL. The complex was originally known as the Santa Fe Railroad Hospital and served railroad employees after opening more than a century ago. The original buildings were demolished and the new ones built over the decades, including the main hospital building constructed in 1938. The private railroad hospital eventually became a community facility known as Linda Vista Hospital. The hospital, a city and federal historic landmark, closed in 1991. "Hollenbeck Terrace exemplifies how even long -forgotten buildings can be brought back to their former splendor, while adapting to meet the needs of today," the conservancy said on its website. https://www. theeastsiderla.com/2016/05/remake-of-boyle-heights-haunted-hospital-wins- historic-preservation-honor/ (BALA] • • • • Awards Professional Builder and the NAHB Design Committee present the winners of home buildings' most prestigious design contest 1Ertl Building a new home is an incredibly complex process; it pulls together hundreds of people, requires clear communi- cation and often involves executing near -impossible details. The result we all desire is a living environment people can call home. In the abstract, the concept seems nebulous. But during the Best in American Living Awards judging, what is abstract and nebulous becomes very real. In the 2007 Best in American Living Awards, the judges poured over hundreds of entries and recognized homes that, in the most specific sense. represent our concept of living. Every year, that understanding shifts slightly, and we see new trends emerge, old trends resurface and long-standing trends strengthen. The judges identified eight trends that stood out. Many of them emerged in our fabulous Home of the Year, which rests in the middle of pine forest alongside a golf course in the panhandle of Florida. And, new this year, the judges recognized a Room of the Year, one space that is so dynamic and inspiring they felt it deserved special recognition. As you look through the winners, note the eight trends the judges identified: • The evolution of outdoor living spaces continues. • Boldness of color and form stands out in both interior and exteriors. • Houses convey a more human scale. • Wood is ascendant in interior trim and details. • The streetscape has evolved into a form of art. • Designers are reinterpreting what contemporary means. • Urban infill pulls all elements of living together. • Modular homes offer heightened design. BALA JUDGES K an* tl.•nnen Mary Cook and Associates, Chicago Den Buffington &*',gtm Homes LP, Seebmok !stand S.0 Geometer* Dodd( Merehandsog East, Hoott ON Md. Barry Glantz Gikraz and Assocttes Architects Inc., St Lou.sMo. Dan Gorski Valdes Homes, Mattson, Wis. Victor Mirvntschuk EDS Architecture P.C.. New lb* Windy Nay Manley Manley Partners, Pottstown, Pa An Olson Olson Architecture, ANrvt cob. SMART GROWTH JUDGES Bruce Hardesty Hardesty Hine, Chesterfield, Mo. Stove Nelda Noble Custom Hanes, Waite Pak Mini. .wn Satter Jim Sattler Hames, Cedar Fie,oids. Iowa E d Tembad NAHB, Washington, D.C. HUD JUDGES Stephen Shelley HUD Chicago Office of Housing Andres Vrankar HUD Cleveland Office of Pubic Houshg www.ProBullder.corn February aoo8 / Professional Builder $11.VER • Best One -Of -A -Kind Spec Home 6,501 square feet and over Project Name: sale, Oaks Locaton: Rumor, N J Designer/Architect: Anderson Campanella Architects, R rnson, N J Builder Sergent Construction, Wal, N.J Interior Designer Mme Warr>ken Dr yrs, Long Branch, N J Developer: St/gent Construction, Walt N J Land Planner. Steven R Krog, Landscape Architect, 131o/rile, N.Y Photographer, Edberg Marketrg, Edgewater, N J ■ Best Affordable Horne (Both Deed arta Attached) Project Nene: Puerta del Sol Location: Los Angeles Cast Designer/Architect Newman. Garrison. Gamow . Partners. Newport Beach. BEuilder..:AMCAL General Contractors. Agoura Fitts. Calif Interior Design= JAG Manors, Westlake Veage, Carl Developer: AMCAL Homes. Agoura Flits. Call Photographer: Chet Frohlich Photography, San Clemente, Calif • HUD Secretary's Award for Excellence Project Nares Nevada Cont 'High Performance Affordable Homes' Location: '> raton, Texas Designer/Architect DAHC and Dan Fette Binders. Denton, Texas Builder: Denton Affordable I -lousing Corporation. Dann. Texas Interior Domer. DAHC and Dan Fette Borders. Denton, Texas Developer: Denton Affordable lious+ng Corporation, Denton, Texas Land Planner Greg Edwards Engneerhg Services and Mance Area Surveying. Forder, Texas Photogrsphan Denton Affordable Housing Corporation, Denton. Texas in Best Rental Development up to 4 stories Project Name: The Bel Ar Location: Houston, Texas Designer/Architect Looney Ricks Kiss Architects, Memphis, Tenn. Builder: C.F. Jordan L. P. Deltas. Texas Interior Designer Looney Rids Kiss Architects. Memphis. Tenn. Developer: ZOM USA, Dalas, Texas Land Planner Looney Ricks Kiss Architects. Memphis, Term Photographers: Aker/Zvonlcovic, Houston, Texas; MG CO Communication Design. Fort Worth. Texas Landscape Architect Enviro Design, Dallas, Texas Professional Bullder / February aoo8 www.ProBullder.com Avenue 26 Master Plan Developer AMCAL Multi -Housing, inc. Number at units: 534:369 are affordable Unique feature: Multifamily redevei epment of industrial site will be walk- ing distance from new tight -VIM Art AHF 06.7 nominee.jpg (JPEG Image, 1583x2063 pixels)... file:///F:/AMCAL%20Marketing/Newspaper%20articles/A... URBAN FINALIST Avenue 26 shines near Gold Line BY ERIC WONG LOS ANGELES Blighted industrial buildings in an uld warehouse district here were razed to make room for the first new development here in a & e -.tic. The fact that most of the 5J4 homes being built are affordable housing units malas the project even sweeter minium, are scheduled to open in December 2006. 'It was all industrial site tntb gnif fits and c^rinle. said Percival tiar., prt.- ident.'The project is an uppurttrnity te, revitalize the entire community.' Low-income families in Lus Aatgeles often -double-up- by living with relatives and friends in over- crowded housing, or they live in sub - The 121 -unit campy a ane- the first two phases e! the Avenue 26 Master Plan. opened In the first quarter of 2006. The Avenue 26 Master Plan, developed by AMCAL Multi - Housing, Inc., opened its first two phases, the 121 -unit Tesoro del Valle family apartments and the 102 -unit Camino al Oro seniors apartments, in the first quarter of 2006. The other two phases, the 146 -unit Flores del Valle family apartments and the 165 - unit, mixed-use Puerta del Sol condo - converted garages or attics, said Jay Ross, senior development associate. These new housing units will add quality housing to a neigh- borhood that needs it Bordered by 26th Avenue, the development site is within three miles of downtown and provides a quick and easy commute via a new Gold Line light-rail system station. "Long evmmutes [from here] are nut necessary," said Ross. The apartments are reserved fur families earning incomes topping out at anywhere between 30 percent and 60 percent of the area median income (AMI). Puerta del Sol, which includes two retail suites for news- stands and coffee shops, will sell its condos to buyers earning between 80 percent and 120 percent of AMI. The Los Angeles Housing Department will provide duwnpay- ment and other assistance cur quali- fied condo buyers. In addition to a Head Start early childhood de%elupusr;)t 1riOgauni. the site will provide free services such as English classes, computer classes, tutoring and mentoring, health and wellness services, personal finance and cretin counseling, home -buying workshops. and arts, culture, and outdoor activities. The develupuient will also includ, h tout' bank and legal aid and health -clinic services. Financing for the apartments included a total of $35.8 million in low-income housing tax credits, as well as $7.1 million in tav-exempt bonds for Flores del Valle. The prima- ry investor for the tax credits was SunAmerica Affordable Housing Partners. Other partners included California Bank & Tru>t. the; California Community Reinvestment Corp., and Wells Fargo Bank. The affordable apartments were designed by Van Tilburg, Banvard & Soderbergh. The architect fur the tondos was Meeks + Partners. The condos were financed by a Ste million equity investment by the Genesis Workforce Housing Fund. It is considered the first fur -sale work- force housing project financed by institutional capital. AMCAL could have made the entire project rental apartments but decided to include workforce condos to diversify the neighborhood, aavrding to Vaz. Councilman Ed Reyes was inte- gral to securing the zoning approval and getting the project off the ground, said Vaz. Reyes has a plan- ning background and favors transit - oriented developments. • 1 of 1 11/12/2007 11:50 AM 2. Architect: Van Tilburg, Banvard & Soderbergh Van Tilburg, Banvard & Soderbergh, AIA (VTBS) is an architectural firm committed to service, quality and integrity. Our primary goal is to provide meaningful and sustainable design solutions that effectively respond to the needs of our clients, while respecting the balance of community and the environment. VTBS is widely acknowledged to be a creative design firm with substantial technical abilities. Few other firms share a project portfolio as broad and numerous as ours. Our work includes Mixed -Use, Interiors, K-12 and Higher Education projects, Residential, Senior Care, Retail and Commercial Office Buildings. The multi -talented design firm was founded by Johannes Van Tilburg, FAIA; Navy F. Banvard, AIA; and L. Gustaf Soderbergh, AIA, LEED AP. All are former partners of Johannes Van Tilburg & Partners, a firm founded by Van Tilburg in 1971. In 2002, the founding Principals elevated two talented Partners to the position of Principal. Within the firm, Lucia Chang, AIA, LEED AP, is the Senior Designer and William A. Nishita, AIA, is the Senior Technical Advisor. Dennis T. DiBiase, AIA, LEED AP was named Principal in 2013. The six Principals have worked together for 25 years and represent cumulative architectural experience of more than 125 years. Each Principal contributes to the firm in diverse ways that form a broad foundation for the practice of architecture. VTBS currently employs over 50 employees in its Califomia and Colorado offices. Each project within the office has a Principal assigned with ultimate responsibility for its success. Within the organizational structure of the firm, the Principals rely on a talented group of Partners, Senior Associates and staff in its Santa Monica, San Jose and Denver offices. Award -Winning Design and Leadership in Senior Housing Our experience with senior living typologies is broad. It includes age -restricted housing and apartments, independent living apartments, assisted living facilities, skilled nursing facilities, and memory or special care suites. In addition, our success with continuing care retirement communities, encompassing many of the senior typologies on one site, can be traced to the mixed use and campus planning experience of the firm in the non - senior residential market. A strong focus of the firm for many years has been residential design ranging from single family homes, townhome communities, detached row homes, walk-up style garden apartments, three and four story 'wraparound' projects with free-standing parking structures, 3 -8 -story mid -rise podium projects, to high-rise apartments and condominiums. Our projects have targeted a wide range of social and affordability categories including market -rate and upscale projects at many price points, as well as affordable communities and student housing. 19 FIRM PROFILE Van Tilburg, Banvard & Soderbergh, AIA (VTBS) is an architectural firm committed to service, quality and integrity. Our primary goal is to provide meaningful and sustainable design solutions that effectively respond to the needs of our clients, while respecting the balance of community and the environment. VTBS is widely acknowledged to be a creative design firm with substantial technical abilities. Few other firms share a project portfolio as broad and numerous as ours. Our work includes Mixed -Use, Interiors, K-12 and Higher Education projects, Residential, Senior Care, Retail and Commercial Office Buildings. The multi -talented design firm was founded by Johannes Van Tilburg, FAIA; Navy F. Banvard, AIA; and L. Gustaf Soderbergh, AIA, LEED AP. All are former partners of Johannes Van Tilburg & Partners, a firm founded by Van Tilburg in 1971. In 2002, the founding Principals elevated two talented Partners to the position of Principal. Within the firm, Lucia Chang, AIA, LEED AP, is the Senior Designer and William A. Nishita, AIA, is the Senior Technical Advisor. Dennis T. DiBiase, AIA, LEED AP was named Principal in 2013. The six Principals have worked together for nearly twenty-five years and represent cumulative architectural experience of more than 125 years. Each Principal contributes to the firm in diverse ways that form a broad foundation for the practice of architecture. VTBS currently employs over 50 employees in its California and Colorado offices. Each project within the office has a Principal assigned with ultimate responsibility for its success. Within the organizational structure of the firm, the Principals rely on a talented group of Partners, Senior Associates and staff in its Santa Monica, San Jose and Denver offices. Award -Winning Design and Leadership In Senior Housing Our experience with senior living typologies is broad. It indudes age restricted housing and apartments, independent living apartments, assisted living facilities, skilled nursing facilities, and memory or special care suites. In addition, our success with continuing care retirement communities, encompassing many of the senior typologies on one site, can be traced to the mixed use and campus planning experience of the firm in the non -senior residential market. A strong focus of the firm for many years has been residential design ranging from single family homes, townhome communities, detached row homes, walk-up style garden apartments, three and four story 'wrap- around' projects with free-standing parking structures, three to eight story mid -rise podium projects, to high-rise apartments and condominiums. Our projects have targeted a wide range of social and affordability categories including market -rate and upscale projects at many price points, as well as affordable communities and student housing. VAN TILBURG, BANVARD & SODERBERGH, AIA 1111 ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com This range of experience is relevant to our senior housing work in that the complexities of the urban context, the mixing of differing uses, the combinations of different construction types and the award winning campus planning have allowed us to take our senior housing solutions to the next level. Whether set in an urban location requiring high density solutions or within a more suburban context, senior housing prototypes are evolving at such a rate that the possibilities for these types of projects are tremendous. The special needs of the residents as they age due to their physical and/or mental limitations and the increased regulatory agency oversight associated with these types of projects, requires specialization by the design team. Our firm balances the general issues of housing with empathy for the special needs of senior housing. Our projects successfully incorporate solutions to a wide variety of issues. Maintaining high design standards and efficient cost control throughout the project development process, we work closely with our clients, their representatives, contractors and consultants. The results have been projects that are consistently completed on time, within budget and with great sensitivity to the needs of our clients, building users, the community at large and the environment. We are proud of the fact that projects we design are actually built - which is a testament to our pragmatic design philosophy. VTBS is committed to the preservation of our natural resources with its focus on sustainable design. More than one third of our professional staff are LEED Accredited Professionals and on each project we can achieve the level of sustainable design that our clients desire. Recognized formally through a wide array of professional, community and industry commendations, Van Tilburg, Banvard & Soderbergh, AIA has received awards from the American Institute of Architects, and from cities. counties and Chambers of Commerce throughout California and Colorado. In addition, design awards have been received from several professional builder organizations such as the Pacific Coast Builders Conference (Gold Nugget Awards,) The National Association of Homebuilders, the American Planning Association and the National Commercial Business Council. Our contributions to housing typologies have been recognized not only in the USA, but our client base is expanding over -seas. VTBS is currently working on Masterplanning and Senior Housing communities in the People's Republic of China. Our design philosophy is simple: Van Tilburg, Banvard & Soderbergh, AIA will bring something unique and special to every project we design. This goal is consistent from the most budget -conscious affordable senior housing project to major continuing care retirement communities. We believe firmly that our services are a vehicle to help our clients achieve their project goals. The current trend in the senior market is to allow aging in place through continuing care, expanding urban options, introducing hospitality design concepts, creating homelike settings, and optimizing resident privacy and dignity. We believe future trends will be determined by the senior community. Our firm remains active in the senior market so we will always be ready to meet their needs. VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com REFERENCES Brad Erickson UCLA Real Estate Development Corporation 10920 Wilshire Blvd. #810 Los Angeles, CA 90024 (310) 794-2653 Steve Converse Converse Construction 301 N. Lake Avenue, Suite 320 Pasadena, CA 91101 (626) 396-1444 Dan Nahabedian Developers Research 2151 Michelson Drive, Suite 190 Irvine, CA 92612 (949) 861-3300 Alex Wong Trammell Crow Residential 949 South Coast Drive, Suite 400 Costa Mesa, GA 92626 (949) 966-9355 Robert Hildebrand The Casden Properties 9090 Wilshire Blvd. Beverly Hills, CA 90211 (310) 274-5553 Abraham Fassberg Fassberg Construction 1700 Ventura Blvd., #200 Encino, CA 91316 (818) 386-1800 Jeff Lee Lee Homes 475 Washington Blvd. Marina del Rey, CA 90292 (310) 827-0171 Percy Vaz Amcal Homes 5743 Corsa Avenue, #208 Westlake Village, CA 91362 818.706.0694 Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Urban Design Page 4 of 4 Summary Education Registration Representative Project Experience Johannes Van Tilburg, FAIA, Principal Mr. Van Tilburg is a founding principal of Van Tilburg, Banvard & Soderbergh, AIA. Mr. Van Tilburg has led the organization into the forefront of planning and design since founding his firm in 1971. His work as an architect is widely recognized throughout the state and indeed the entire country. In 1992 he was honored by his peers and elevated to the level of Fellow of the American Institute of Architects. Mr. Van Tilburg is deeply committed to education in Los Angeles and since 1990 has been an Adjunct Professor at the USC School of Public Policy and Planning in the MRED Program (Masters Degree Real Estate Development). Mr. Van Tilburg also teaches an annual course at Harvard University Graduate School of Design entitled "Owning the Future," Urban Housing and Mixed -Use Development since 1997. Mr. Van Tilburg is a member of the Board of Directors for the Promenade Bayside District of Santa Monica, appointed to a 4 -year term by the Santa Monica City Council. He also serves on the Board of Directors for Move LA. Mr. Van Tilburg was appointed Honorary Consul of The Netherlands in Los Angeles in 2010. Bachelor of Science, Architecture College of Arts and Architecture The Hague, The Netherlands Licensed Architect — State of Califomia Licensed Architect — State of Arizona As founding principal, Mr. Van Tilburg is closely involved in all aspect of project delivery especially during the planning and design phases. Representative projects include: In Urban Planning and Architecture, Mixed -Use (Residential and Commercial Design) and large scale Urban Housing, Low -Rise, Mid - Rise and High -Rise and commercial infill projects: Mixed Use ➢ BIvd.6200 —1.12 million sf; The Clarett Group, Hollywood, CA ➢ Movietown — 20,000 sf retail, 304 condos, 76 seniors, West Hollywood, CA ➢ 1207 4th Street Bldg — 25,130 sf; Johannes Van Tilburg; Santa Monica, CA ➢ Crescent — 88 units, 40,000 sf; J.H. Snyder; Beverly Hills, CA ➢ Holly Street Village — 374 units, lightrail station,& retail; Janss Corp.; Pasadena, CA ➢ Janss Court; Janss Corp. — 131,000 sf, theaters, restuarant, offices & apartments; Santa Monica, CA ➢ Paseo Plaza — 210 units, 10,000 sf of retail, live -work, condos & townhomes; San Jose, CA ➢ Venice Renaissance — 89 units, 30,000 sf retail, 23 low-cost senior apartments; The Lee Group; Venice, CA ➢ Wilshire Borgata — 10,000 sf retail, 60 condos (12 low-income); Dkoby Group; West Los Angeles Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Johannes Van Tilburg, FAIA Page 1 of 4 Mixed Use - Continued • Fifth Street Building — art gallery, 56 apartments (28 low-income); Frymer Construction; Santa Monica • 225 Arizona Ave Bldg — 26,000 sf; Johannes Van Tilburg, Santa Monica, CA • Quadrille Place — 1,096,086 sf ; Wasserman, West Palm Beach, Florida ➢ NoHo Lofts — 290 units ; J.H. Snyder, North Hollywood, CA • Pallazzo Westwood — 50,000 sf retail, 350 units, Casden Dev, West L.A., CA > Renaissance La Jolla — 2500 apts, senior living, condos + 50,000 sf retail ; McKeller Development, San Diego, CA Residential ➢ Archstone Commons Riverfront Apts — 273 units; Archstone; Denver, CO > Marina Pointe — 544 units; J.H. Snyder/Goldrich & Kest; Marina del Rey, CA • Park La Brea —1400 units; Casden; Los Angeles, CA • Palazzo Westwood -1450 units; Casden; Los Angeles, CA • Playa Vista Homes — 98 homes; The Lee Group; Playa del Rey, CA • Skyline Terrace —198 units; G.H. Palmer; Los Angeles, CA • The Summit — 760 units; G.H. Palmer; Los Angeles, CA • UCLA Family Student Housing —1100 units; UCLA; Los Angeles D 1993 NAHB Home of the Year, Las Vegas, NV > Cape Ann —146 units; John Laing Homes; Huntington Beach, CA • Montilla —120 units; Shea Homes; Irvine, CA ➢ Aventura Townhomes —167 units; The Irvine Co.; Irvine, CA • Brio Townhomes — 284 units; The Irvine Company; Irvine, CA ➢ Avignon —120 units; Epac Development; Santa Clarita, CA • Le Parc — 300 units; Epac Development; El Toro, CA • Le Parc — 300 units; Epac Development; Simi Valley, CA > Le Parc — 250 units; Epac Development; Pomona, CA • UCLA Southwest Campus Student Hsg — 920 units; WLA, CA ➢ Palazzo Park La Brea —1,475 units; Casden Dev.; L.A. CA • Flower Street Lofts —100 units; The Lee Group; Los Angeles, CA > Newport Ridge Townhouses — 70 units; The Irvine Co; Newport Beach, CA High -Rises > Washington Square — 3.5 acres; Lee Homes, Manna del Rey • Tel -Aviv Highnse — Casden Properties, Isreal • The Summit@6`" — 1.79 acres; Apollo Real Estate, Los Angeles > 111h/Olive High -Rise, Los Angeles > Gemini Towers; Rotterdam, The Netherlands with A.S. van Tilburg (twin brother) Masterplanning ➢ Kohanaiki Golf & Ocean Club; 450 acres ; Rutter Development; Kona, HI > Marina Pointe — 544 units; J.H. Snyder/Goldrich & Kest; Marina del Rey, CA • Chollas Heights — 412 units; U.S. Navy; San Diego, CA • Dominguez Hills Village — 72 acres; Estate of Albert Levinson, Carson, CA > Olen Pointe —19 acres; Olen Properties; Brea, CA > Orient Square — 848,000 sf, 700 housing units; Shimizu Corp.; Santa Ana Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Johannes Van Tilburg, FAIA Page 2 of 4 Masterplanninq - Continued > Renaissance La Jolla — 50,000 sf,2300 units; McKeller Dev. ➢ Seacliff Country Club — 120 acres; Cayman Dev.; Huntington Beach, CA ➢ UCLA Student Family Housing —1100 units; UCLA; Los Angeles > Ambassador Campus; Worldwide Church of God, 1525 units; Pasadena, CA > UCLA Southwest Campus — 920 units ; UCLA ; WLA > Channel Gateway — 120,000 sf offices, 620 apartments/high- rise/condos; Goldrich & Kest; Marina del Rey, CA Hotels/Senior Care/Senior Housing > Holtz Hotels/Executive Suites; > Brighton Gardens; Marriott International; Camarillo, CA > Brighton Gardens; Marriott International; Northridge, CA > Wilshire Courtyard; Tibold Construction; Los Angeles, CA ➢ Castelar Apartments —102 units; Amcal; Chinatown, CA Commercial 1738 Berkeley Office.; Johannes Van Tilburg/Navy Banvard, Santa Monica, CA > The Centrum; Epac; Los Angeles, CA ➢ 2121 Wilshire Medical Bldg; West Los Angeles, CA ➢ 3161 Cahuenga Blvd Offices; Epac Dev.; Los Angeles, CA ➢ Johnson Motor Mercedes Dealership; West Covina, CA ➢ L'Express Restaruants; West Los Angeles, CA ➢ Olen Corporation Offices; Irvine, CA ➢ Olen Point Office Bldgs; Olen Properties, Brea, CA ➢ Columbia Pictures Offices; CL Peck Construction, Burbank, CA ➢ One Rodeo; Beverly Hills, CA ➢ Tone Steele Boutiques; Beverly Hills, CA ➢ Inamori Jewelers; Beverly Hills, CA > St. John's Church Parish Hall, Los Angeles, CA ➢ Bijan; Beverly Hills, CA ➢ Oxnard Factory Outlets ; 150,000 sf ; Carl Buck Co., Oxnard, CA > UCLA Child Care Center, UCLA; West Los Angeles, CA > San Diego Design Center, 350,000 sf ; McKeller Dev., San Diego, CA Professional Affiliations Memberships • Dutch American Heritage Hall of Fame Honoree — October 2007 • Invested Fellow in the American Institute of Architects • Professor at USC School of Urban and Regional Planning • Member of Dean's Council at UCLA - Board Member of the Urban Design Advisory Coalition - Member of the Urban Land Institute Member of the National Association of Home Builders Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Johannes Van Tilburg, FAIA Page 3 of 4 Speaking Engagements ▪ International Conference for Netherlandic Studies @ UCLA, Speaker — 6/19/10 • Hollywood Comeback — Pacific Design Center — March 2008 • Los Angeles Headquarters Association — Real Estate Connections 2006: Hollywood/Wilshire Corridor — October 26, 2006 • Global Link — Urban Residential Design Trends & Environmental Sustainability in Tokyo, Japan - November 17, 2005 • Guest Professor for the University of Southem California Harvard University Graduate School of Design • PCBC 10 -Steps to Making Density, Speaker June 18, 2004 • Multi -Family Trends Conference "Out of the Box" Speaker — 6/15/2004 - Smart Growth Conference; UCLA Extension, Speaker — 6/3/2004 ■ USC — Real Estate Southern Califomia Panel "Future Visions", 6/2003 • L.A....And All That Razz Conference — Keynote Speaker, 6/2003 ▪ Ventura County Regional Housing Summit "Winning Land Use Strategies", 6/2003 • Saddleback College — Commencement Keynote Speaker, 5/2003 • City of Brea lnfill Forum Panel, "Why Not Density", 2003 • ULI Urban Market Place Panel, "Make a Deal, Make a Difference" 3/2000 • Beverly Hills Planning Commission Mixed -Use Panel, 2000 Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Johannes Van Tilburg, FAIA Page 4 of 4 Summary Navy F. Banvard, AIA, Principal Managing Principal of Van Tilburg, Banvard & Soderbergh, AIA, an award winning architectural firm headquartered in Santa Monica, California. The firm was founded in 1994 by Mr. Banvard and his two partners who have worked together continuously since 1985. It has regional offices in Denver, Colorado and the northern Califomia cities of San Francisco and San Jose. The firm has approximately one -hundred employees designing projects throughout the westem United States, including Hawaii. With great collaboration from his partners, Mr. Banvard guides the daily business operations of the firm along with his ongoing design responsibility for numerous complex projects. Upon graduation from The Ohio State University's Knowlton School of Architecture in 1982, Mr. Banvard headed west to pursue a design career in the diverse and stimulating region around Los Angeles. He immediately pursued his professional credentials and received a California license to practice architecture in 1987. He added a Colorado License in 1996. Through his leadership and dedication to the practice of architecture, Mr. Banvard has established himself as a highly regarded design professional in a portfolio of work that includes Multi - Family, Mixed -Use, Commercial Office, Senior Housing and Land Planning assignments. His designs are primarily located in the west, but he has secured several commissions on the east coast and as far away as Scotland in the United Kingdom. He is particularly interested in the creation of livable communities whether they are proposed for a suburban setting or within the context of inner city and other urban areas. His Multi -Family and Mixed -Use work includes the design of more than one hundred and twenty-five completed projects providing over forty thousand homes for many segments of the market including senior, affordable, and luxury communities. Many of these projects include retail and office uses. During his career to date, his projects have gamered more than thirty industry design awards. A very important aspect of Mr. Banvard's design approach is to always listen carefully to the needs of each client. In fully understanding expectations, he can then merge them with his substantial experience, guiding each project to a successful conclusion. From the complexities of defining a Development Program and Concept Design to navigating the politics of sensitive entitlement work, Mr. Banvard contributes a wealth of knowledge that helps at every stage of a project. Indeed, with more than twenty-five years of professional experience, he brings to each project an extensive collection of experiences and critical insight into all phases of design and construction. In addition to his daily design and management activities, Mr. Banvard has presented educational seminars to the building industry and other design professionals. He values philanthropic endeavors, supporting many charities, organizations, academic institutions, and important public causes. A generous gift to his alma mater aided in the creation of the Banvard Gallery, an exhibition space within Knowlton Hall, the School's Architecture building. He is active in his community of Malibu where he lives with his wife and two children. Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Navy F. Banvard, AIA Page 1 of 3 Education B.S. Architecture, 1982 The Ohio State University; Columbus, Ohio Recognition 2008 Distinguished Alumnus Award College of Engineering; Knowlton School of Architecture The Ohio State University Licensure Architect - State of Califomia (C-18051) Architect - State of Colorado (C-4978) Architect - State of Texas (15844), Inactive Professional Alflllations American Institute of Architects American Planning Association Congress for the New Urbanism International Code Council Building Industry Association Pacific Coast Builder's Conference Urban Land Institute LA Headquarters Representative Project Experience Mr. Banvard has been the Managing Principal on more than 200 completed projects. A brief selection follows: Mixed -Use & Commercial 9922 Jefferson Blvd., Culver City, California Granite Park, Pasadena, California The Lexington, Hollywood, California The Metropolitan, Hollywood, Califomia 550 Q, West Palm Beach, Florida Paseo Plaza, San Jose, California Fem Hall, Denver, Colorado Holly Street Village, Pasadena, Califomia The Rip Curl, Huntington Beach, California The Point at Five Points Neighborhood, Denver, Colorado Augustine -Bowers Office Campus, Santa Clara, Califomia Senior Housing Stoneridge Creek, Pleasanton, Califomia The Groves at Fairway Ranch, Dublin, California University Village Thousand Oaks, California Marriott Brighton Gardens, Camarillo, California Marriott Brighton Gardens, Northridge, Califomia Serenity Villas, Pomona, California Sorrento Villas, Simi Valley, Califomia Fairway Classics, Upland, Califomia Sea Bluffs, Dana Point, Califomia Affordable New Dana Strand Townhomes, Wilmington, Califomia Cape Ann Homes, Huntington Beach, Califomia Groves of Fairway Ranch, Dublin, Califomia Rosewood Village, Garden Grove, Califomia Castelar Apartments, Los Angeles, Califomia Chollas Heights Military Family Housing, San Diego, Califomia Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Navy F. Banvard, AIA Page 2 of 3 Adaptive Re -Use & Renovation 9920 Jefferson Blvd., Culver City, California 630 1" Street, Sacramento, California 1738 Berkeley Street, Santa Monica, California The Grand Club, St. Andrews, Scotland 6006 Wilshire Blvd, Los Angeles, California The Metropolitan Apartments, Hollywood, Califomia Market -Rate Housing Alta Hollywood Apartments, Hollywood, Califomia Alexan Universal Apartments, Universal City, Califomia Amalfi @ Sorrento, Dublin, California Villas @ Dublin Ranch, Dublin, Califomia Pacific Place Apartments, Los Angeles, Califomia Alexan Savoy, Los Angeles, Califomia Alexan CityPlace, Pasadena, Califomia Alexan Sevilla, Chula Vista, California Courtyards at Quail Lake, Colorado Springs, Colorado Marigold, Saugus, California 12 Picket Lane, Aliso Viejo, Califomia Pianninp New Dana Strand, Wilmington, California El Monte Transit Village, El Monte, California UCLA Southwest Campus Housing, Los Angeles, Califomia Richmond Point Communities, Richmond, California Wisteria, Palo Alto, Califomia Alexan Parc Rose Apartments, Oxnard, Califomia Agency Experience Mr. Banvard has worked directly with many agencies over the years. This familiarity with such a wide range of codes, interpretations, and procedures, ensures that each project he oversees encounters minimal difficulties and surprises. A partial list follows: City of Los Angeles Building and Safety, Planning, Housing Department, CRA, Fire Department, Department of Transportation, Public works and others. County of Los Angeles Building and Safety, Regional Planning, Fire Department, Health Department, Metropolitan Transit Authority. State of California Department of the State Architect, Office of Statewide Health Planning and Development, State Fire Marshall, Division of State Architect California Cities Pleasanton, Santa Barbara County, Goleta, Pasadena, Santa Monica, San Diego, Ventura, San Jose, Sacramento, Milpitas, South San Francisco, Fresno, Selma, Shafter, Upland, Santa Clarita, Irvine, Costa Mesa, Newport Beach, Long Beach, Signal Hill, Malibu, Oxnard, Montecito, Beverly Hills, Culver City, Orange County, Azusa, Palo Alto, Los Altos, Rancho Palos Verdes, Rolling Hills Estates, Cerritos, Huntington Beach, Seal Beach, Glendale, West Hollywood, Anaheim, Mountain View, San Francisco, Hollywood, CA and others. Van Tilburg, Banvard & Soderbergh, AIA Architecture • Planning • Interiors • Urban Design Navy F. Banvard, AIA Page 3 of 3 MONTECITO TERRACES PANORAMA CITY, CA Client: AMCAL Multi -Housing, Inc. Site Area: 1.9 Acres Residential Area: 80,835 sf Unit Size: 528 sf - 771 sf Affordability Unit Mix: 10 units - 30% AMI - Moderate Income 10 units - 40% AMI - Moderate Income 48 units - 50% AMI - Low Income 28 units - 60% AMI - Very Low Income Manager's Units: 2 (1 per building) Density: 50 du/ac Parking: 122 Subterranean Stalls Construction Cost: $24.123.000 Status Occupied September 2011 Sustainability: LEED Gold Certification Design Services: Full Design Services Project Delivery: Owner -Builder Replacing outdated apartments in Pan- orama City, CA with a new senior devel- opment covering two non-contiguous sites, Montecito Terraces provides 981-& 2 -bedroom units for low-income seniors. Conceived as a Mediterranean -style design to complement the area's historic architecture. the complex provides an ar- chitectural anchor for future upgrades to the neighborhood. The buildings are three Levels of Type -V wood over Type -1 concrete with semi -subterranean park- ing. Montecito Terraces is the first project de- signed for AMCAL Multi -housing to re- ceive LEED Gold Certification utilizing sustainable methods including diverting waste from landfills and recycling build- ing materials, low-water use systems (irrigation and personal use), low-VOC paints and high -rated HVAC filters. 100% affordable, the project was fi- nanced with an allocation of 9% low- income Housing Tax Credits In 2009, con- ventional debt and public funds from the Proposition 1C Infill Infrastructure Grant fund, ARRA federal stimulus fund, Los Angeles Housing Dept., and Los Angeles CRA. "Montecito Terraces is an example of a project, that despite incredible chal- lenges, was built to give our seniors a home of hope and dignity. 1 also applaud AMCAL on its LEED Gold—certification, especially in a time when other compa- nies are cutting corners on their environ- mental promises." -Councilman Tony Cardenas SENIOR AFFORDABLE VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com WILLOW HOUSING MENLO PARK, CA Client: CORE Affordable Housing Lot Size: 2 Acres Commercial Area: 1,500 sf Units: 60 Affordable Units Status: Completed, 12/2015 Recognizing the need to provide economical housing for our heroic veterans, CORE Affordable Housing has combined efforts with the City of Menlo Park and the Veterans Administration to create a community to service this admirable sector of the American population on the Menlo Park VA site adjacent to the VA Medical Center. VTBSwas entrusted with designing sixty modern, affordable units to house these individuals. A substantial commercial area has been apportioned to provide activity rooms, a gymnasium and Community Room as well as a 1,500 square foot Administration Office space. Outdoor communal areas designated for activities such as bocce ball and horse shoes are thoughtfully placed amongst meandering pathways. Lush landscaping, fountains and shaded trellises provide a tranquil environment within an urban setting. VETERAN HOUSING VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com VINELAND AVENUE SENIOR HOUSING NORTH HOLLYWOOD, CA Client: Menorah Housing Foundation Lot Size: 0.67 Acres - 29,241 sf Dwelling Area: 44,540 sf Est Budget: $ 9,136,000 Units: 81 1 -Bedroom (540 si) 1 2 -Bedroom [soca sf) Parking: 42 Parking Stalls Density: 1.5 FAR Status: 3rd Ouarter, 2013 This in -fill project has been overwhelmingly approved by State, County and City dignitaries as well as eight regional senior centers and creates affordable accommodations on a vacant lot in North Hollywood. Within the four-story structure, eight of the apartments are situated on the ground -floor, with the remaining dwellings arranged on three residential levels above. The ground level also provides space for two residential offices assigned to the manager and service coordinator, a lobby, a multi-purpose room with a kitchen, and secure parking garage for residents. Outdoor terraces on the 2nd and 4th Floors will provide residents with a garden atmosphere throughout the project. Project has received funding commit- ments of $1.200,212 from LAI-f€D's Affordable Housing Trust Fund and HUD's Section 202 program. AFFORDABLE SENIOR COMMUNITY SECOND FLOOR PLAN VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com UCLA SOUTHWEST CAMPUS HOUSING LOS ANGELES, CA Client: UCLA Capital Programs Lot Size: 11.4 Acres Density: 1.25 FAR - 74 du/ac Units / Beds: 840 Units / 1,380 Beds Unit Sizes: 400 sf to 800 sf Parking: 1,380 Cars Status: Multi -Phased -Occupied 07/ 2004 Construction Cost: $120,000.000 Total Cost: $147,700,000 The new Southwest Campus of the Uni- versity of California Los Angeles pro- vides much needed housing for 1,380 graduate students. Courtyard housing and street -level, walk-up townhomes concealing partial subterranean parking garages take precedence from tradi- tional southern California residential prototypes. An arched breezeway leads to the central courtyard of each building. The projects Spanish Colonial style re- sponds to the original design guidelines of historic Westwood Village Classical styling and a quad with !awns and palm plaza mark the center of the project, contrasting with the vernacular style and informal landscape elsewhere. Wood and wrought iron balconies, tile and plaster detailing add visual interest throughout. Resider Architecture Awards 2009 Ment Award - Bast Campus Horsing Builder's Choice Design & Planning 2007 Grand Award - Best Neighborhood Site Pion Gold Nugget 2007 Merit Award - Best Neighborhood Sib Piell Merit Award - Best In -F Re-Dev. or Rehab. Site Plan MASTERPLAN, CAMPUS HOUSING VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com SORRENTO VILLAS SIMI VALLEY, CA Client: AMCAL Multi -Housing, Inc. Lot area: 5.8 Acres Total Units: 148 Senior Living Units 126 - 1 -bedroom 22 - 2 -bedroom Density. 26 du/ac Status: Occupied - 2000 A gracious environment made 100% affordable to the Senior Community, Sorrento Villas is a garden walk-up, two-story development on a 5.8 -acre site in suburban eastem Ventura County. Located on Country Club Drive East, the community is adjacent to shopping and in close proximity to the Ronald Reagan Presidential Library in the prestigious master -planned Wood Ranch Development. The Sorrento Villas are lushly landscaped with rose gardens, individual vegetable gardens, a pool, spa and community room. Financing via 4% Low -Income Housing Tax Credits and tax-exempt bonds. AFFORDABLE SENIOR APARTMENTS VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING - INTERIORS • URBAN DESIGN www.vtbs.com SERENITY VILLAS POMONA, CA Client: AMCAL Multi -housing Inc. Lot area: 3.9 Acres Total Units: 174 100% Affordable: 18 Units - 50% AMI 155 Units - 60%AMI 1 Unit - Manager Density: 45 du/ac Parking: 112 On -grade stalls Status: Occupied - 2002 Aptly named the Serenity Villas, this senior community is a 100% affordable housing development in the suburban neighborhood of Pomona, CA in the San Gabriel Valley. Sited at Girey and Bonita Avenues, the development is three levels of Type V wooden construc- tion and provides seniors with the pro- tection of security gates. For further ease of access, on -grade parking is provided as well as senior -servicing el- evators. Financing is via 4% tax-exempt bonds. AFFORDABLE SENIOR HOUSING .......... VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com PRESIDIO EL CAMINO SANTA CLARA, CA Client: CORE Affordable Housing Lot Size: .82 Acres - 35,683 sf Total Building Area: 32,734 sf Units: 40 Affordable Units Density: Parking: Bike Parking: Status: Sustainability: 49 du/ac & .92 FAR 50 Stalls w/2 HC 40 Spaces Completed, Fall, 2012 LEED Gold Certified Presidio El Camino is located within two blocks of City Hall, and as such, VTBS Architects was delighted to be charged with the prospect of setting the design character for the revitalization of Santa Clara's historic city center. Following the directive of the City of Santa Clara by using California and Spanish Mission architectural styles, this infill project pro- vides desirable affordable housing in 20 studio and 20 1 -bedroom apartment configurations with 3,025 square feet of flex space. A ground -level arched arcade, decora- tive tile accents and mission towers are a few of the project's highlights. The development was constructed as a three-story, Type V A building with an at- tached one-story Community Room for residents' communal activities. "I'd like to acknowledge how happy The Core Companies is about working with VTBS on the Presidio project. The ar- chitecture has been very well received by the community and I am very proud to have it represent The Core Compa- nies. It has been a pleasure for me and our construction team to work with your office on this affordable housing project as part of the El Camino Grand Boule- vard vision in Santa Clara." -Paul Ring, Director of Development The CORE Companies 2013 Gold Nugget Merit Award for Best Affordable Project over 30 du/ac AFFORDABLE HOUSING VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com MARRIOTT BRIGHTON GARDENS CAMARILLO, CA Client: Marriott Brighton Gardens Area: 3.7 acres - 88,000 sf Assisted Living: 90 units - 57,700sf Skilled -Nursing: 45 beds - 18,600sf Special Care: 25 units - 11,700sf Status: Occupied 2001 Design Services: Full Design Services Project Delivery: Third Party G.C. Brighton Gardens Camarillo is a three- story complex with on -grade parking and is designed to provide different levels of care for the elderly in a resi- dential environment. Offering 90 as- sisted living units, 45 skilled -nursing beds and a 25 -bed special -care unit, the project is composed of studio apartments, 1 -bedroom, and 1 - bedroom with den units as well as con- gregate spaces. Indoor ameneties in- clude a large activity room, television parlor, living room and central dining room to encourage socialization be- tween the senior residents, and richly landscaped courtyards have been de- signed to provide critical outdoor environments. Brighton Gardens Camarillo was honored with the 2002 Gold Nugget Award of Metit for Best Senior Housing. SENIOR LIVING VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com THE GROVES AT FAIRWAY RANCH DUBUN, CA Client: Charter Properties Lot size: 20 Acres Density: 46.5 du/ac Family Units - For Sale: 304 Family Units - Rental: 304 Senior Units : 322 Total Units: 930 Status: Completed, 2007 Design Services: Full Design Services Project Delivery: Third Party G.C. Designed in the Craftsman Style and lo- cated on 20 acres of rolling terrain in the Livermore Valley 35 miles east of San Francisco, The Groves at Fairway Ranch offers a variety of market -rate and affordable housing options. The Groves is comprised of a combination of 322 senior units and 608 family units as well as 8,300 sf of neighborhood - serving retail. Family apartments sur- round community pools. pathways and tot -lots, while senior podium buildings enclose an elevated plaza deck with fountains, benches and private spa. Each component allows for three types of integrated housing servicing low- income, medium -income and market - rate families and seniors. MULTI -FAMILY & SENIOR HOUSING COMMUNITY i FF!FefFf Nete kE'rrrer: . - . N.Vitr‘t errerr, -a VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com CAMINO AL ORO LOS ANGELES, CA Client: AMCAL Multihousing, Inc. Area: 1.54 Acres Units: 102 Affordable Senior Apts. Construction Cost: $13,810,000 Status: Occupied, 2006 Located in the revitalized, historic Lin- coln Heights neighborhood northeast of downtown Los Angeles and just east of Dodger Stadium, Camino Al Oro offers 102 affordable senior units conveniently adjacent to the new Avenue 26 Gold Line Station. Camino Al Oro, which re- placed a blighted, abandoned ware- house, was funded by 9% Low -Income Housing Tax Credit equity along wish developer and investor equity. Con- struction is a Type V wooden structure over a Type I concrete podium for secure subterranean parking. AFFORDABLE SENIOR HOUSING VAN TILBURG, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com BROADWAY VILLAS LOS ANGELES, CA Client: AMCAL Multlhousing, Inc. Site Area: 1.1 Acre Residential Area: 42,093 sf Residential Common Area: 7,000 sf Units: 49 Affordable Senior Apts. Density: 46 du/ac Construction Cost: $ 13,453,000 Sustainability: LEED Gold Certified Status: Occupied March, 2015 This infill development utilizes a vacant site in South Los Angeles by contributing a fresh affordable senior living complex into the context of the neighborhood. The craftsman inspired design blends the project with homes to the east and supplies accessibility to a MTA Rapid bus route on Broadway, the Sutton Recreation Center. a Mark Twain Library branch and multiple pharmacies and health clinics. The residential units are devised in three levels of Type V wood over Type I concrete subterranean parking allowing for 49 cars, doubling the number of stalls required for the site. 100% affordable, the project is financed with allocation of 4% Low-income Housing Tax Credits, conventional debt and public funds from the Prop. 1C Infill Infrastructure Grant fund, federal Neighborhood Stabilization Program and Los Angeles CRA. A commercial component comprised of 25,000sf of retail with 108 on -grade parking stalls is also planned for the balance of the lot. AFFORDABLE SENIOR HOUSING VAN TILBURO, BANVARD & SODERBERGH, AIA ARCHITECTURE • PLANNING • INTERIORS • URBAN DESIGN www.vtbs.com 3, General contractor: AMCAL General Contractors AMCAL General Contractors will be the general contractor. Major trades and finish trades are completed by qualified sub -contractors, who work under the supervision of AGC's staff of Construction Project Managers, Superintendents, and Assistant Superintendents. AMCAL General Contractors holds a State of Califomia General Contractor's license - B-460688. AMCAL has built its reputation on the strength and integrity of its construction affiliates, AMCAL General Contractors, which constructs all of AMCAL's projects. One of AMCAL's critical success factors is its ability to aggressively control costs by having general contracting in-house. This allows AMCAL to control construction schedule and budgets, rather than ceding control to an outside general contractor. This eliminates the need to retum to agencies for additional funds for unforeseen cost overruns precipitated by third -party construction and to use funds wisely on good design and quality materials, labor and construction. Every AMCAL project, since the company began development of affordable housing in 1998, has been constructed on time and within budget. No AMCAL projects have ever been abandoned for lack of financial resources. TCAC requires that developments meet several strict milestones in order to receive tax - credit funding: Receive building permits five months after receiving the allocation of tax credits, and complete construction 18 months after receiving building permits. All 57 of AMCAL's completed tax -credit affordable developments have met all of those milestones, and development has been completed on time. As a result of AMCAL's demonstrated ability to construct within set budgets, many financial institutions have actively sought repeat business partnerships with AMCAL. SunAmerica Affordable Housing Partners has financed 20 developments. Califomia Community Reinvestment Corporation has financed the permanent loan for 19 developments. California Bank and Trust has financed the construction loan on 11 developments, and Chase (Washington Mutual in the past) has financed the construction loan on five developments. Union Bank of California, Wells Fargo Bank and Hanmi Bank each has financed the construction loan on two projects. On all 57 funded TCAC applications since 1998, AMCAL received 100% of possible points. In addition, AMCAL never has received negative points, which are penalties given to applicants for failure to perform upon previous allocations of funds. TCAC requires economical budgets in order to win allocations of the competitive tax credits, and those budgets cannot be increased after the initial allocation. Projects must be completed within the submitted budget because no sources are ready available for subsequent cost increases or overruns. AMCAL's in-house construction staff has the 20 expertise to correctly estimate costs, based on the completion of many similar projects, and the experience to manage construction sites with talented project managers and supervisors. AGC makes worker safety a priority through jobsite training sessions, competent supervision and regular inspections. As a result, only one worker has been injured in the past three years, which required a notification of "recordable injury" to OSHA. Developments AGC has completed the following 58 affordable housing developments, with total construction budgets of $760,553,000: Development Completion The Groves condominiums 1998 Positano family apartments 1999 Sorrento Villas senior apartments 2000 Serenity Villas senior apartments 2002 Casablanca family apartments 2000 Casa Grande farmworker apartments 2001 Castelar family apartments 2003 Casa Figueroa family apartments 2003 Portofino Villas senior apartments 2005 Casa Bella family apartments (Ph. la) 2005 Casa Bella family apartments (Ph. Ib) 2005 Camino al Oro senior apartments 2006 Tesoro del Valle family apartments 2006 Las Brisas family apartments 2006 Casa La Paz family apartments 2006 Casa Bella family apartments (Ph. II) 2007 Puerta del Sol condominiums 2007 Flores del Valle family apartments 2007 Maywood Villas senior apartments 2007 Temple Villas family apartments 2007 Villa Escondido family apartments 2007 Sommerset Place family apartments 2007 Villa Esperanza family apartments 2008 Valle del Sol family apartments 2008 Sandstone family apartments 2008 Casa de Angeles family apartments 2008 Villas Las Americas family apartments 2008 Villas del Lago family apartments 2008 Cielo Azul senior apartments 2008 Brookfield family apartments 2009 Villa Serena family apartments 2009 Palo Verde Terrace senior apartments 2009 21 Units Term Budget 91 15 months $17,000,000 118 15 months $ 5,975,000 148 15 months $ 9,084,000 174 15 months $ 9,640,000 200 15 months $12,158,000 81 15 months $ 6,013,000 101 15 months $ 9,111,000 49 14 months $ 5,003,000 174 15 months $10,439,000 96 15 months $ 8,224,000 80 15 months $ 7,124,000 102 14 months $ 7,442,000 121 16 months $11,951,000 66 14 months $11,821,000 61 14 months $10,150,000 112 14 months $10,338,000 165 16 months $27,270,000 146 15 months $26,882,000 54 15 months $ 5,975,000 52 15 months $ 7,241,000 81 14 months $ 7,494,000 96 16 months $ 8,162,000 81 14 months $ 9,385,000 72 15 months $ 7,810,000 69 15 months $ 8,100,000 49 14 months $ 9,754,000 55 15 months $12,585,000 74 16 months $14,356,000 81 15 months $ 8,905,000 58 16 months $ 6,219,000 85 18 months $21,560,000 78 13 months $ 6,787,000 Los Vientos family apartments Andalucia family apartments Mirandela senior apartments Summer Hill family apartments Cordova family apartments Santa Fe family apartments Royale family apartments Mosaic family apartments Montecito Terrace family apartments Sunrise senior apartments Hillcrest family apartments Mercado family apartments Mission Villas family apartments Portola family apartments Avenida Villas special needs apts Park Place family apartments MacArthur family apartments Linda Vista -Nurses bldg. senior apts Argyle family apartments Terracina family apartments AT Villages at Cypress Broadway Villas senior apartments Verano family apartments Linda Vista -Hospital bldg. senior apts Alegre family apartments Oceana family apartments Pacific Pointe family apartments Meridian family apartments & retail * Avondale family apartments Market -Rate housing 2009 89 16 months 2010 75 14 months 2010 34 13 months 2011 50 14 months 2011 81 14 months 2011 56 14 months 2011 36 14 months 2011 56 14 months 2011 98 14 months 2012 46 15 months 2012 67 12 months 2012 60 14 months 2013 85 15 months 2013 45 13 months 2013 29 13 months 2013 99 14 months 2013 32 14 months 2013 23 12 months 2014 40 14 months 2014 72 14 months 2014 162 14 months 2014 48 14 months 2015 40 13 months 2015 97 12 months 2015 104 13 months 2015 78 14 months 2016 60 14 months 2016 100 16 months 2016 160 13 months AGC has completed two market -rate apartments since 2014 and on three apartments with completion through 2017. Development Urban Village apartments Promontory student apartments * The Luxe apartments/retail * Cadence apartments * The Vista student apartments * under construction Completion 2014 2015 2016 2016 2017 22 $18,002,000 $14,087,000 $ 6,269,000 $ 5,047,000 $ 8,511,000 $ 7,002,000 $ 9,240,000 $10,962,000 $12,601,000 $ 6,688,000 $ 6,790,000 $ 7,404,000 $13,298,000 $ 4,901,000 $ 4,536,000 $ 9,536,000 $ 6,439,000 $ 2,446,000 $ 7,868,000 $14,327,000 $13,052,000 $ 4,520,000 $ 7,938,000 $21,638,000 $20,251,000 $16,463,000 $19,200,000 $26,500,000 $16,247,000 is under construction Units Term Budget 129 15 months $10,279,000 176 15 months $12,000,000 128 14 months $25,500,000 206 14 months $50,300,000 180 14 months $41,000,000 4. Asset management: AMCAL Management In order to deliver quality affordable housing and keep our commitments to our partner cities requires vigilance on the ongoing performance of the assets, as well as asset preservation. AMCAL has invested heavily in a team of in-house asset managers that devote all of their efforts to the financial viability and preservation of each community. The current team has a combined 60 years of experience, and it sets aggressive yet realistic goals that regularly outperform our competitors in various geographic markets. AMCAL's overall occupancy is 97%. DCR is 1.78 and average annual expenses is $4,986 per unit, while still providing comfortable and quality homes, which exceed industry standards. AMCAL maintains ownership of all 54 of its affordable housing developments with 4,100 units under management. AMCAL is required to own these developments for no less than 15 years (and maintain them as affordable for 55 years). Project name Positano Sorrento Villas Serenity Villas Casablanca Casa Grande Castelar Casa Figueroa Portofino Villas Las Brisas Casa La Paz Casa Bella (Ph. la) Casa Bella (Ph. 1 b) Casa Bella (Ph. 2) Camino al Oro Tesoro del Valle Flores del Valle Temple Villas Maywood Villas Villa Escondido Sommerset Valle del Sol Villa Esperanza Sandstone Casa de Angeles Villas del Lago Villas Las Americas Cielo Azul Brookfield Place City Goleta (Sta. Barbara) Simi Valley Pomona Palmdale Coachella Los Angeles Los Angeles Pomona Los Angeles Coachella Victorville Victorville Victorville Los Angeles Los Angeles Los Angeles Los Angeles Maywood Orange Cove (Fresno) Sacramento Brawley Avenal (Kings Co.) Fresno Los Angeles Los Angeles Los Angeles Palmdale Oakland Tvae Family Senior Senior Family Farmworker Family Family Senior Family Family Family Family Family Senior Family Family Family Senior Family Family Family Family Family Family Family Family Senior Family 23 Units Year 118 1999 148 2000 148 2000 200 2000 81 2001 101 2003 49 2003 174 2005 66 2006 61 2006 96 2006 80 2006 112 2006 102 2006 121 2006 146 2007 52 2007 54 2007 81 2007 96 2007 72 2008 81 2008 69 2008 49 2008 74 2008 55 2008 81 2008 58 2009 Value/cost $10,200,000 $10,900,000 $14,400,000 $17,400,000 $ 9,500,000 $12,963,000 $ 8,195,000 $17,980,000 $11,200,000 $10,500,000 $12,600,000 $10,672,000 $15,238,000 $14,009,000 $21,000,000 $28,300,000 $12,925,000 $ 7,907,000 $12,925,000 $15,305,000 $11,313,000 $12,657,000 $12,589,000 $16,537,000 $25,377,000 $19,434,000 $13,315,000 $12,435,000 Villa Serena Los Vientos Palo Verde Terrace Andalucia Mirandela Santa Fe Cordova Summer Hill Royale Mosaic Montecito Terraces Sunrise Hillcrest Mercado Mission Villas Park Place Avenida Villas Vista del Rio Portola Terrace Linda Vista -Nurses bldg. MacArthur Argyle Terracina AT Village at Cypress Alegre Linda Vista -Hospital bldg. Broadway Verano Oceana Los Angeles San Diego Palmdale Los Angeles Rancho Palos Verdes Bakersfield Selma (Fresno Co.) Fresno Westminster (Orange Co.) Los Angeles Panorama City-L.A. Los Angeles Victorville Perris San Diego Lynwood Orange Co. Santa Ana Temecula Los Angeles Oakland Los Angeles Los Angeles Co. Houston TX Irvine Los Angeles Los Angeles Perris Huntington Beach Family Family Senior Family Senior Family Family Family Family Family Senior Senior Family Family Family Family Spec Needs Spec Needs Family Senior Family Family Family Senior Family Senior Senior Family Family 85 2009 89 2009 78 2009 75 2010 34 2010 56 2011 81 2011 50 2011 36 2011 56 2011 98 2011 46 2012 67 2012 60 2012 85 2013 99 2013 29 2013 41 2013 45 2013 23 2013 32 2013 40 2014 72 2014 162 2014 104 2015 97 2015 48 2015 40 2015 78 2015 $ 31,800,00 $31,438,000 $11,854,000 $25,006,000 $12,788,000 $11,027,000 $14,830,000 $ 8,741,000 $17,727,000 $21,888,000 $24,123,000 $13,243,000 $ 6,790,000 $15,001,000 $25,925,000 $22,703,000 $11,041,000 $11,859,491 $13,011,123 $ 9,650,085 $11,326,000 $16,821,000 $25,103,000 $20,472,000 $39,587,000 $34,010,000 $12,556,083 $13,624,000 $30,430,000 AMCAL's portfolio spans from San Diego to Sacramento, and it operates in several distinct sub -markets. To best perform in these areas, AMCAL has partnered with best - in -class management companies like FPI Management (Folsom) and Western Seniors Housing (Irvine). These firms are among the most experienced in the management of Section 42 Low-income Housing Tax Credit properties. These partnerships allow us to leverage the buying power of 60,000 units, and just as importantly, AMCAL can deliver state-of-the-art support in human resources, information technology, accounting, education, marketing and risk management to its properties without incurring the cost of building each of these departments on its own. These partnerships also provide insulation for our stakeholders in potential liabilities that may arise from employment practices. AMCAL Management is sensitive to the special issues associated with managing affordable projects and will provide an on-site manager to address daily issues and leasing. This manager will live in the development providing a critical first response ability to any issues that could potentially arise. Additionally, AMCAL is experienced in 24 low-income housing compliance monitoring per the requirements of Section 42, which provides protection for the owners and financers of a development — including public agencies. Sorrento Villas (construction completion in 2043): Current maintenance. All units are reserved for low-income households, as defined by specific rent and income limits. TCAC regulations require that the tenant base for the development eam between 30%-60% Area Median Income (in accordance with Section 42). Due to these stringent regulations and the required documentation to verify income, unlike a non- regulated market rate project, management is able to select and maintain residents who adhere to the rules and guidelines set forth for the community. This creates an affordable and safe living environment for working families. Fair Housing regulations Marketing to targeted populations must comply with Fair Housing laws, and AMCAL ensures that by publicizing the new development in advance over a wide geographic areas and demographic populations. In order to assist the community in which the new housing will be built, AMCAL has launched niche marketing to various geographic and demographic groups, along with the overall marketing, to ensure that they receive application information early in the process and offer them the ability to benefit from the housing. Specialized media, proactive outreach and community events are used to reach targeted populations. 25 Developments AMCAL developments have a high combined occupancy of 96-98% with no developments below 90% occupancy. Despite poor economic conditions in rural counties, where AMCAL has several developments, the management staffs have effectively retained tenants and recruited new tenants. AMCAL's developments attract quality tenants because of comprehensive qualification and screening, proactive maintenance of the grounds and units, useful amenities like playgrounds and pools, active social services and educational programs for children and adults, and fair rents. 1. Mirandela senior apartments, 34 units (Rancho Palos Verdes) a. Occupancy: 100%. b. Time of lease -up: 30 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. c. Status: i. Occupancy: At nearly 100%, expectations are met. The development retained full occupancy for its first year of operation. ii. Rents: Rents are near the TCAC maximum allowable rents in the second year of operation. 2. Royale family apartments, 36 units (Westminster) a. Occupancy: 100%. b. Time of lease -up: 30 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. c. Status: I. Occupancy: At 100%, expectations are met. The development has retained a full occupancy for its first years of operation with a long waiting list. ii. Rents: No concessions have been required during the economic recession, and rents have remained at TCAC maximum allowable rents. 3. Los Vientos family apartments, 89 units (San Diego) a. Occupancy: 100%. b. Time of lease -up: 90 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. 26 c. Status: i. Occupancy: At nearly 100%, expectations are met. The development has retained a full occupancy for its first year of operation. ii. Rents: No concessions have been required during the economic recession, and rents have remained at the maximums RDA levels of affordability, which are lower than TCAC maximum allowable rents. 4. Castelar family apartments, 101 units (Chinatown -Los Angeles) a. Occupancy: 98% b. Time of lease -up: 90 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. c. Status: i. Occupancy: At nearly 100%, expectations are met. The development has retained a full occupancy for its seven years of operation. ii. Rents: No concessions have been required during the economic recession, and remained at maximums underwritten in the TCAC proforma. rents have 5. Villas del Lago family apartments, 74 units (Los Angeles) a. Occupancy: 100% b. Time of lease -up: 90 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. c. Status: i. Occupancy: At 100%, expectations are met. The development has retained a full occupancy for its three years of operation. ii. Rents: No concessions have been required during the economic recession, and rents have remained at maximums underwritten in the TCAC proforma. 27 6. Camino al Oro senior apartments, 102 units (Los Angeles) a. Occupancy: 99% b. Time of lease -up: 90 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. c. Status: i. Occupancy: At nearly 100%, expectations are met. The development has retained a full occupancy for its four years of operation. ii. Rents: Rents have remained at maximums underwritten in the TCAC proforma, except for 2 -bedrooms at 50% and 60% AMI. Those units did not have rent increases last year because of the economic recession, requests by tenants to reduce rent increases, and requests by city politicians to avoid rent increases. In addition, 2 -bedroom units are more difficult to rent in senior developments, because most tenants desire 1 -bedroom units. The development continues to meet cash flow ratios per its regulatory and partnership agreements. 7. Cielo Azul senior apartments, 81 units (Palmdale -Los Angeles Co.) a. Occupancy: 100% b. Time of lease -up: 90 days after issuance of Certificate of Occupancy, meeting expectations for stabilized occupancy. A non -urban community like Palmdale had a smaller gap between affordable and market - rate rents, which required more intensive outreach by the property management staff. The result was a successful, on-time lease -up. c. Status: 1. Occupancy: At nearly 100%, expectations are met. The development has retained a full occupancy for its three years of operation. ii. Rents: No concessions have been required during the economic recession, and rents have remained at those underwritten in the TCAC proforma, which are CRA rents (that are lower than TCAC rents). The development continues to meet cash flow ratios per its regulatory and partnership agreements. 28 Leasing AMCAL's in-house Asset Management Dept., in tum, will oversee Bedford Court. As construction begins, the management company will simultaneously begin promoting the new homes, approximately six months in advance of project completion. Publicity includes onsite signage, newspapers/media, community/civic groups, and other requirements per the City and its funding sources. Some successful methods for outreach include hosting presentations at community centers and restaurants. Sufficient time is required to "qualify" low-income households for affordable housing, and this process will begin four months prior to occupancy. A property management office will be set up in the apartment complex (upon competed renovation of the first units), and staff will be available to distribute applications and host workshops for prospective tenants to apply for the housing. FPI ensures that its local staff has full support of the regional managers and executive staff in order to guarantee a successful lease -up. Weekly meetings are typically held with AMCAL, the onsite leasing management staff, the regional vice president and other FPI executives. The goal is information sharing, best practices and creative thinking to generate the most effective leasing plan by accurately targeting the appropriate potential tenants. The local staff does not work in isolation. They are in regular communication with experienced supervisors and executives, and can leverage that experience into better marketing and leasing. At the earliest indication of slow leasing, supplemental resources (manpower, knowledge and financial) can be added, and leasing plans can be revised to more effectively target low-income households. By selecting FPI, which already manages communities in the city (Portola Terrace on Pujol St.) and the larger county area, the team has ready access to marketing information and other valuable institutional knowledge. In addition, wait lists at other FPI and AMCAL communities in the area (Penis, San Bemardino, Victorville) will provide potential tenants. Approach and management plan AMCAL's established property management partner, FPI Management, uses the highest industry standards to create nourishing environments over the long term at its apartment communities. By creating healthy homes, tenants "take ownership" of their communities and empower themselves to improve their personal and professional lives. AMCAL's public partners are cities throughout the state, the State of California, and the federal govemment, all of which require diligent and proactive property management in order to protect their investments. Thus, AMCAL is experienced in providing comprehensive maintenance, educational classes, and proactive leasing to best serve those in need in the larger community and the tenants in the apartments. All of AMCAL's 60 affordable apartments are funded by large public agencies and prominent institutional investors with stringent property management requirements. 29 AMCAL's intemal Asset Management Dept. regularly collaborates with inspectors from banks and redevelopment agencies to identify potential problems in advance, develop plans to cure issues, and actively eradicate any health or safety issues that may arise. AMCAL affordable housing developments are required to pass the following inspections, and the same rigorous standards will be applied to Bedford Court on a regular basis to ensure a high quality of life for the tenants: 1. Physical inspections: a. State of Califomia: Every 3 years. b. Limited partners: Every year. c. Lenders: Every year. d. Asset Management Dept.: Every 3-6 months. e. Photograph review with property management company executives: Weekly and monthly. 2. Compliance inspections and re -certification, per regulatory agreements (tenant income verification/paperwork). a. State of Califomia: Every 3 years. b. Limited partner: Every year. c. Managing general partner: Every year. d. Property management company: Every year. The team manages another affordable property in Temecula (Portola Terrace apts. on Pujol St.), and those staff can provide management services to Bedford Court. The development will employ a resident property manager, who typically lives onsite, and maintenance staff. Local residents that are knowledgeable of the area will be welcomed, and the team will solicit these residents through outreach to the community. Maintenance AMCAL allocates sufficient reserves for short-term and long-term repairs and improvements to its communities. This includes regular replacement and augmentation of the common area landscaping and parking surfaces, amenities such as pools and community rooms, unit interiors, and building exteriors. A full-time or part-time maintenance staff person will be assigned to the development, who will work under the auspices of the property manager. Photos of AMCAL's Sorrento Villas in Simi Valley (completed in 2003), which demonstrate the effective and rigorous ongoing maintenance of AMCAL's developments, follow: 30 31 Security One of the most effective methods to maintain a safe environment is to have content tenants who have developed a feeling of "ownership" to their community. When they are proud of their home, they will be more protective and proactive in preventing vandalism. Therefore, regular maintenance of the common areas and grounds to keep its attractive appearance are vital. Another method to build a feeling of ownership is to empower the personal lives and augment the self-esteem of residents. By providing educational classes for children and enrichment classes adults, the tenants will increase their own personal and professional skills. The site will be properly secured with fencing/gates, call boxes and lighting. "Defensive design" includes natural surveillance so that tenants can continually monitor the site, and proper landscaping that can deter intruders (e.g. bougainvilleas and roses with thorns). Regular inspections of the site will ensure that security systems that are broken or vandalized will be quickly repaired. The team will confer with the Police Dept. about possible security issues and add design elements to the rehabilitation plan to increase security. In addition, the property manager will maintain ongoing communication with the sheriff about new and changing security threats, and explore the establishment of a neighborhood watch to maintain vigilant monitoring of the site, and deter threats from manifesting into problems. 32 5. Property management: FPI Management As an Accredited Management Organization (AMO) designated by the Institute of Real Estate Management, FPI Management has been providing professional management services for multi -family housing owners for 40 years. Currently, FPI Management has in its inventory of 40,000 units in Califomia, Nevada, and Alaska. This portfolio is supervised by three vice presidents and 32 regional property managers. FPI Management employs 1,000 field staff. FPI is the largest third -party fee manager in Califomia (as published in the Califomia Real Estate Joumal) and ranked in the Top 50 management companies in the United States by the National Multi -housing Council. Since its inception, FPI has developed expertise in a widely diversified inventory of properties. FPI's current portfolio includes luxury and conventional apartment communities, as well as properties developed under all low and moderate -income programs i.e., LIHTC, HUD insured, USDA, Bond Financed, and Section 8. FPI's experience in property management has developed a firm whose capabilities will meet the demands of the most sophisticated investor. Clients include pension funds, financial institutions, regulatory agencies, insurance companies, national syndicators, developers and private investors. FPI is effective in all phases of property management from the marketing and lease -up of a newly constructed project to the on-going operation of a property at sustained occupancy. FPI has established itself as a leader in the industry in the performance of marketing techniques, capital and preventative maintenance programs and administrative control. FPI is one of the most experienced firms in the management of Section 42 Low-income Housing Tax Credit (LIHTC) properties. FPI began operations in the late 1960s with the management of govemment-assisted housing, and the company's involvement in the tax -credit program began in 1992. 30 developments have been managed for more than 10 years, a testament to the company's competence and quality of services. AMCAL has chosen to partner with FPI Management on the majority of its family apartments. In the last 10 years, AMCAL partnered with and interviewed several other companies, but none provided the standard of excellence that was required. FPI Management provided the highest level of service, most attention to detail, and the most qualified staff. After using several firms during the 2000s decade, FPI was clearly the best choice for managing attractive and financially viable communities. 33 Developments FPI has performed the complete lease -up and certification of 37 LIHTC properties to date. Currently, the company manages LIHTC properties in southem Califomia cities such as Los Angeles, Westminster (Orange County), Victorville, Palmdale, Coachella, Sylmar, Perris and Lancaster. Other non-LIHTC southern Califomia properties currently managed include Palos Verdes, Moorpark, Santa Clarita, Pasadena, Hollywood and Glendale, Anaheim (Orange County), San Diego, and Carlsbad. FPI has an impeccable record in the management and compliance of tax -credit properties. Its portfolio has included properties from 28 units to 700 units and from 28,000 sf to 35 acres. The total number of units under management is 52,000, of which 11,000 are tax -credit units and 5,000 are other govemment-assisted units. The total value of all properties under management is approximately $5,000,000,000 ($5 billion). The average annual operating expenses total $170,000,000, and average annual operating revenue total $600,000,000. FPI Management manages the following AMCAL developments. Development Casa Grande Casa Figueroa Castelar Camino al Oro Tesoro del Valle Las Brisas Casa La Paz Flores del Valle Villa Escondido Villa Esperanza Sommerset Valle del Sol Sandstone Casa de Angeles Villas del Lago Brookfield Place Villa Serena Los Vientos Andalucia Santa Fe Cordova Summer Hill Royale Mosaic Mercado City Coachella Los Angeles Los Angeles Los Angeles Los Angeles Los Angeles Coachella Los Angeles Orange Cove (Fresno) Avenal (Kings Co.) Sacramento Brawley Fresno Los Angeles Los Angeles Oakland Los Angeles San Diego Los Angeles Bakersfield Selma (Fresno Co.) Fresno Westminster (Orange Co.) Los Angeles Perris Type Farmworker Family Family Senior Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family Family 34 Units Year 81 2001 49 2003 101 2003 102 2006 121 2006 66 2006 61 2006 146 2007 81 2007 81 2008 96 2007 72 2008 69 2008 49 2008 74 2008 58 2008 85 2009 89 2009 75 2010 56 2010 81 2010 50 2011 36 2011 56 2011 60 2012 Value/cost $ 9,500,000 $ 8,195,000 $12,963,000 $14,009,000 $21,000,000 $11,200,000 $10,500,000 $28,300,000 $12,925,000 $12,657,000 $15,305,000 $11,313,000 $12,589,000 $16,537,000 $25,377,000 $12,435,000 $31,054,000 $31,438,000 $25,006,000 $11,027,000 $14,830,000 $ 8,741,000 $17,727,000 $25,006,000 $15,001,000 Mission San Diego Family 85 2012 $25,925,000 Portola Terrace Temecula Family 50 2013 $13,011,000 Park Place Lynwood Family 99 2013 $22,703,000 Terracina Los Angeles Co. Family 72 2014 $25,402,000 Broadway Los Angeles Senior 48 2015 $12,556,000 The Villas (Rancho Palos Verdes) 35 Waterstone (Carlsbad) iSr • t, 1rAti7f A- _r OFFt E 36 37 Cabrillo Point, Oceanside Flower Fields, Carlsbad 38 Operations AMCAL's established property management partner, FPI Management, uses the highest industry standards to create nourishing environments over the long term at its apartment communities. By creating healthy homes, tenants "take ownership" of their communities and empower themselves to improve their personal and professional lives. AMCAL's public partners are cities throughout the state, the State of Califomia, and the federal govemment, all of which require diligent and proactive property management in order to protect their investments. Thus, AMCAL and FPI are experienced in providing comprehensive maintenance, educational classes, and proactive leasing to best serve those in need in the larger community and the tenants in the apartments. All of AMCAL's 60 affordable apartments are funded by large public agencies and prominent institutional investors with stringent property management requirements. AMCAL's Asset Management Dept. and FPI regularly collaborate with inspectors from banks and redevelopment agencies to identify potential problems in advance, develop plans to cure issues, and actively eliminate any health or safety issues that may arise. AMCAL affordable housing developments are required to pass the following inspections, and the same rigorous standards will be applied to Bedford Court on a regular basis to ensure a high quality of life for the tenants: 1. Physical inspections: a. State of Califomia: Every 3 years. b. Limited partners: Every year. c. Lenders: Every year. d. Asset Management Dept: Every 3 months. e. Photograph review with property management company executives: Weekly and monthly. 2. Compliance inspections and re -certification, per regulatory agreements (tenant income verification/paperwork). a. State of Califomia: Every 3 years. b. Limited partner: Every year. c. Managing general partner: Every year. d. Property management company: Every year. The development will employ a resident property manager, who typically lives onsite, and maintenance staff. Local residents that are knowledgeable of the area will be welcome, and the team will solicit these residents through outreach to the community. Expense control FPI Management delivers to its clients below industry operating expenses, resulting in significant gains in net operating income. Several factors contribute to FPI Management's ability to operate expenses below industry standards. 39 1. Buying Power Based on a 60,000 -unit portfolio, FPI Management can negotiate contract services and purchase material at significantly discounted prices. FPI Management utilizes a preferred vendor list to access the most favorable pricing. By committing to the exclusive use of selected service providers, FPI Management obtains the greatest possible discounts. For Rent Magazine, Home Depot, Sherwin Williams, and ICI Paints are examples of nationwide providers that give FPI Management properties their greatest available discounts. 100% of all discounts and rebates received by the company pass through to the property owners. 2. Captive Vendors In an effort to avoid any conflicts of interest, FPI Management does not own, operate, or have any interest in any vendors that provide services to FPI- managed properties. FPI Management utilizes exclusively its Preferred Vendors list to access third party service providers. 3. Payroll Costs The FPI Management Human Resources Department astutely manages payroll costs and benefits. Workers compensation rates are among the lowest in the industry. Health benefits made available for the on-site staffs are designed to provide the best possible coverage with the least possible expense to the properties. 4. Property Renovation FPI Management has extensive experience in the physical rehabilitation of properties. On an annual basis, FPI Management will administrate and supervise $10,000,000 of capital improvements. The volume of rehabilitation work generated encourages active bidding from contracted vendors. FPI Management Preferred Vendors must comply with specific criteria including: insurance requirements, time assurance completion, owner/manager indemnification, penalty sanctions for default or defective workmanship. FPI Management re-evaluates its Preferred Vendors list annually. This assures the lowest possible pricing as well as the greatest degree of quality. FPI Management requires that all preferred vendors subscribe to Compliance Depot. Compliance Depot is a third -party provider that assures all vendors maintain fundamental business licensing as well as FPI Management standard coverage requirements for liability and workers compensation insurance. 5. Staffing An established reputation and a 40 -year track record create a working environment that is desirable to prospective employees. As a "destination" 40 management company, FPI Management is able to attract the highest caliber employees at the most economical cost to the property. 6. Attention to Detail Budgets for FPI Management properties are carefully prepared. Subsequent to the owner's approval, the budget is closely monitored by the regional portfolio manager as well as the on-site community director. The property owner receives a detailed monthly financial statement, including a narrative variance report. 7. Tax Appeals FPI Management reviews all property tax roll values to determine if reductions in assessed values are warranted. In the event an appeal is warranted, FPI Management will process the appeal at no charge to the property owner. The property owner will receive 100% of any savings from a property tax reduction. Administrative The policies and procedures developed by FPI Management over the past 35 years have created an organization of unsurpassed technical expertise. The company's clients benefit from the strength of a management organization that is efficient and responsive. 1. Corporate Structure FPI Management is operated by a hands-on Owner/President who is consistently involved with the day-to-day operations of the company. Dennis Treadaway has operated FPI Management for 40 years. The executive team of two Senior Vice Presidents, four Vice Presidents and five Directors work in concert with 47 portfolio managers to achieve the client's objectives. 2. Training The FPI Management Educational Opportunities program is a comprehensive training system that instructs personnel on property management techniques. During the course of a year, FPI Management provides continuing education seminars on marketing, maintenance and financial management. FPI Management also trains employees on safety, risk management, OSHA, water intrusion, and hazardous materials handling. Training is provided at the FPI Management Corporate Office in Folsom, Calif., as well as on-line via Grace Hill, which is a third -party provider. 3. Operations Manual FPI Management has developed a comprehensive operations manual that provides specific instruction on all policies and procedures for FPI Management properties. This manual is a result of 40 years of experience, trial, and observation. It is a valuable tool in the daily operation of all properties and provides consistency for all sites. 41 4. Information Management FPI Management provides its clients with access to a sophisticated on-site information technology system. Utilization of on-site computer technology creates efficiency in financial reporting, legal procedures, lease renewals, and maintenance tracking. FPI Management communities operate with the Yardi software system. FPI Management employs a full-time in-house information technology staff to assist all personnel with computer augmentation. All on-site systems are fully integrated with the corporate system. The property owner may access all site information directly from the property to the owner's business location. 5. Human Resources FPI Management employs 1,500 persons. FPI Management maintains a full-time Human Resources Dept. that assures all employment practices are in compliance with Federal and State regulation. FPI Management, as the employer for all site personnel, insulates the owner from potential liabilities arising from employment practices. Efficient management of human resources also maintains the lowest possible cost for workers compensation rates borne by the property owners. 6. Affordable Housing FPI Management has a 40 -year history in the management of affordable housing communities. 30% of the FPI Management inventory includes some form of affordable component (LIHTC, Section 8, Bond, USDA, etc.). FPI Management currently manages 12,000 units under Section 42 LIHTC. The company has extensive expertise in the compliance, administration and operation of these LIHTC communities. The FPI Management in-house compliance staff monitors compliance, file review, state audits and provides training and support to the on-site staff. In addition, FPI Management has developed a strategic alliance with Karen Graham Consulting Services to provide timely and efficient review and approval of all resident applications and annual re -certifications. FPI's experience in southem Califomia is comprehensive, with 75 properties under management. 42 Marketing and leasing AMCAL's in-house Asset Management Dept. will oversee FPI Management. As construction begins, the management company will simultaneously begin promoting the new homes, approximately six months in advance of project completion. Publicity includes onsite signage, newspapers/media, community/civic groups, and other requirements per the City and its funding sources. Some successful methods for outreach include hosting presentations at community centers and restaurants. Sufficient time is required to "qualify" low-income households for affordable housing, and this process will begin four months prior to occupancy. A property management office will be set up in the apartment complex (upon competed renovation of the first units), and staff will be available to distribute applications and host workshops for prospective tenants to apply for the housing. FPI Management, which will be the property management company, ensures that its local staff has full support of the regional managers and executive staff in order to guarantee a successful lease -up. Weekly meetings are typically held with AMCAL, the onsite leasing management staff, the regional vice president and other FPI executives. The goal is information sharing, best practices and creative thinking to generate the most effective leasing plan by accurately targeting the appropriate potential tenants. The local staff does not work in isolation. They are in regular communication with experienced supervisors and executives, and can leverage that experience into better marketing and leasing. At the earliest indication of slow leasing, supplemental resources (manpower, knowledge and financial) can be added, and leasing plans can be revised to more effectively target low-income households. By selecting FPI, which already manages both market -rate and affordable communities in the county area, the team has ready access to marketing information and other valuable institutional knowledge. In addition, wait lists at other FPI and AMCAL communities in the area will provide potential tenants. Marketing to targeted populations must comply with Fair Housing laws, and AMCAL ensures that by publicizing the new development in advance over a wide geographic areas and demographic populations. In order to assist the community in which the new housing will be built, AMCAL has launched niche marketing to various geographic and demographic groups, along with the overall marketing, to ensure that they receive application information early in the process and offer them the ability to benefit from the housing. Specialized media, proactive outreach and community events are used to reach targeted populations. 43 Long-term marketing FPI recognizes that successful marketing is pivotal, to maximize net operating income. The company has endeavored to create marketing programs that are unparalleled. The following are the key elements of these programs: 1. Staff The FPI Management philosophy is to hire motivated, career -minded individuals and provide the most up-to-date training available. It urges its prospective clients to take the time to meet the dedicated team of FPI Management professionals. 2. Training Marketing seminars are presented monthly and include in-depth training on all aspects of multi -family marketing. An independent third -party subsequently shops all attendees. The regional portfolio manager utilizes the shopping reports, as a marketing tool. 3. Market Research FPI Management researches geographic markets on a weekly basis. Areas of concentration are: rental rates, occupancy, advertising strategies, and rental incentives. This research is prepared by the on-site staff and off-site portfolio managers. Detailed reports are forwarded to the FPI Management clients as requested. 4. Advertising FPI Management carefully evaluates advertising options and utilizes its buying power to acquire key placement and the best possible pricing from various media. Rental traffic is continually monitored and evaluated to implement the most economically efficient outreach. 5. Promotional Sionaoe FPI Management critically evaluates marketing signage. The main identification, directional signage, office, bootlegs, A -frames, flag poles must be well balanced and reflect a proper image for the property. The company assures that signage is contemporary, color coordinated, and easily identified. 6. In -House Referrals All FPI Management employees are trained to refer prospective residents to other FPI managed sites. With 380 apartment communities, FPI has created an extensive intemal referral system. These referrals are typically processed when a specific site cannot assist a prospect due to location and/or price. 7. Curb Appeal FPI Management concentrates on the appearance of each property. Meticulous grounds, sparkling common areas, and immaculate units are essential to the success of the marketing program. 44 6. Social services: LifeSTEPs All of AMCAL's affordable housing developments are required to provide social services and educational programs to residents as part of funding from TCAC. AMCAL partners frequently with LifeSTEPS (Life Skills Training and Educational Programs, Inc.), which is a 501(c)(3) nonprofit charitable organization, and on the Castelar apartments in Chinatown, AMCAL partnered with the neighborhood advocacy organization, Chinatown Services Center. Both CSC and LifeSTEPS provide high-quality supportive services to residents of affordable housing. For example, LifeSTEPS is a regional organization that serves 200 affordable housing developments and 80,000 residents each day throughout Califomia, with an additional presence in Washington. Resident services are funded through operations of each individual development as part of TCAC requirements for the term of affordability, which is 55 years. These terms apply to services at Los Vientos, Castelar, Villas del Lago, Camino al Oro and Cielo Azul, and all other AMCAL affordable developments. building a strong and healthy community. Each property is assigned a Director of Social Services, a professional social worker with a Master's level education or equivalent work experience. The Director of Social Services provides long-term support with frequent visits to the property and constant availability by phone. He or she becomes part of the residential community, building a lasting relationship with the residents and the property management staff. This allows each Director to meet the unique needs of each property and the individuals who live there. Addressing individual needs is the first step in LifeSTEPS programs meet all federal and state social service requirements, and it strives to build programs that positively impact people and communities. LifeSTEPS offers a wide variety of supportive and educational programs, including computer training, career counseling, job seeking and retention skills classes, pre -purchase homeownership counseling, health and safety classes, case management, counseling, after school programs, mediation and a variety of social events to promote community building. LifeSTEPS augments its regular funding with grants from corporations and private foundations. Recently in 2012, Edison International awarded a $10,000 grant to the Client Assistance Program for households in Riverside and Imperial Counties. 45 LifeSTEPS raised $500,000 for all of its communities in 2011-15, including the following: Change -A -Life Foundation: $122,000 in 40 grants. Bank of America: Rental assistance. Verizon: Youth literacy. Target: Youth literacy AMCAL communities also partner with local neighborhood organizations to expand the opportunities available to empower residents, including the following: Villas del Lago (Los Angeles) Mama's Hot Tamales: Employment training, business development and management. Heart of Los Angeles: Digital media training (youths). Nickerson Gardens Work Service Portal: Job placement services. Villa Serena (eastern Los Angeles) Mexican -American Opportunity Fund: Job placement. Chicane Service Action Center WorkSource Center: Job training and placement, personal skills (women). Maravilla Foundation: Job placement (youths). Community Development Technologies Center: Credit counseling, consumer education workshops, financial counseling, career training, home ownership counseling (online classes). Palo Verde Terrace (Palmdale) South Valley WorkSource Center: Job training (construction, culinary/food retail), job placement/referrals. By Design Financial Solutions: HUD -approved housing counseling for home ownership (credit scores, lending qualifications). 46 In the words of a Ruby, a child who lives at in urban Los Angeles, the social services are vital to enriching am es ves... 47 Dear f rievtd, 1 Live IAA, the is where i Live. i Love it here because i have wt.d oww roovvt.. I have a pLaugrouwd where ',Kt ay.4 144.d fri.ewds could pLa. But the vitost thivt,g that 1 Love is the progravu Lifesteps. where i used to Live, Lt was so bad. There aLvuost Wee everd week there would be a shootLvtg, sowt.ebod j would di -e. PoLice would covue. we knew the people. whew thea were W±Le, vuu vuovu used to take care of thevvt.. sovu.e are Gvt. jail aural sovu.e are still arouvO. The address that I used to Live was There we had some probLevus. A Ladd used to bother vud wt.owt, Lot awd for wo reasovt,. she evevt. sevtt us to court two tLvues. was so sca red to evevt, come about a LfttLe because was scared that she 'Alight do sovuethivtg. hated it LLvLir+.g there, gut whew v,t j favt&iL j heard about thLs apartvwe►nt, we wevtt to get no, appLicatLoo,. The kept caLLLvt.g us for stuff. It was worth because i&ow Look where i'wt. Lt vivt,g. 1 feel Lilee a pri,wcess to.. a paLace. i'wt, glad of LM.vt,g here. t Wever wavt.t to Leave this apartwt.ewt. 1 Love Perla vewegas awd wt.k fawt.iL�. 48 Developments Los Vientos Apartments - San Diego Service provider: LifeSTEPS Start Date: 2009 Monthly Budget: $ 1,350 Staff: 3 Units: 89 Number of Residents: 265 Los Vientos is located in Barrio Logan, a formerly rough area near downtown San Diego. Participation in the after school program ranges from 8-10 youths, with resident volunteers assisting. Adults attend the various educational programs, which include computer training and personal finance assistance. Case management services and employment counseling are also used frequently by tenants. A tenant council also is involved in planning events and resolving issues that may arise. Castelar family apartments - Chinatown -Los Angeles Service provider: Chinatown Services Center Start Date: 2003 Monthly Budget: $ 2,415 Staff: 3 Units: 101 Number of Residents: 300 Castelar is located in Chinatown and has a mix of ethnicities. Residents speak primarily Cantonese -Mandarin, in addition to Spanish. Translation assistance and counseling for govemment programs and applications are important services. Residents receive referrals for healthcare, childcare, immigration services and housing assistance. Villas del Lago - Los Angeles Service provider: LifeSTEPS Start Date: 2007 Monthly Budget: $ 1,390 Staff: 3 Units: 75 Number of Residents: 220 Villas del Lago is located near MacArthur Park in a Hispanic neighborhood near downtown. Youths regularly attend the after school 49 program. Adults attend the educational programs and require translation services. Case management, job skills assistance, and referrals for social services are provided for tenants, who use the services frequently. Camino Al Oro - Los Angeles Service provider: LifeSTEPS Start Date: 2006 Monthly Budget: $ 1,470 Staff: 3 Units: 102 Number of Residents: 150 The residents of the Camino Al Oro are primarily Chinese speaking. Although it is a senior community, many of the residents are still employed. LifeSTEPS programs are well attended, with as many as 25 residents attending social events and volunteering to organize the events. On average, three to six residents at a time attend the various educational programs, which include Spanish language, ESL and computer training. Other services include food bank and healthcare referrals and translation. A Neighborhood Watch group is active, with updates from the area police station, and the nearby Goodwill Center visits to offer its services. Cielo Azul - Palmdale (Los Angeles Co.) Service provider: LifeSTEPS Start Date: 2007 Monthly Budget: $ 1,390 Staff: 3 Units: 81 Number of Residents: 120 Cielo Azul is a senior community, but many residents are still employed and interested in leaming computer skills. Job skills, employment counseling and computer classes are regularly offered. Exercise classes are also popular, and a volunteer project included sewing blankets for a local hospital. The tenant council and Neighborhood Watch groups are active. 50 AMCAL, PACIFIC WESTERN BANK, LIFESTEPS HOST SUCCESSFUL `PARTNERSHIP FOR H.O.P.E.' EVENT $135,000 Pledged to H.O.P.E. Fund AGOURA HILLS, CA, OCTOBER 2, 2012 - AMCAL Multi -Housing, one of California's leading builders of workforce and affordable housing, LifeSTEPS, AMCAL's non-profit partner, and Pacific Western Bank, who handles AMCAL's predevelopment financing, together hosted the second annual "Partnership for H.O.P.E." (Housing Opportunities and Personal Empowerment) event in Los Angeles. The Partnership for H.O.P.E. goal is to provide housing opportunities, personal empowerment, valuable education programs and scholarships, and intervention services that help families maintain housing. 100% of funds raised from this event go directly to AMCAL residents. "AMCAL, PWB, and LifeSTEPS have a long history of working together for the betterment of workforce housing residents throughout California, " says Percival Vaz, chief executive officer of AMCAL. "Our partnership in this effort is yet another opportunity for us to attract support - and recognition - for the communities and individuals we serve." The event was held on September eat Avenue 26, AMCAL's four -community master plan in Andalucia Heights in Los Angeles, and included food, live music, a sponsored luncheon, and a bevy of family activities. This site, formerly abandoned warehouses, is now home to families and seniors in need of affordable housing and 165 condominiums. "1'm amazed that a partner like AMCAL can create positive changes in the lives of so many people. And, they do it in such a way that there is a true return on investment as the scholarship recipients learn how to heal others and give back to a larger society," says Beth Southorn, executive director of LifeSTEPS. Pacific Western Bank, this year's Platinum Sponsor, presented a $25,000 grant to the H.O.P.E. Fund. "We are thrilled to be part of the H.O.P.E. event," says Jared M. Wolff, President -Los Angeles Region at Pacific Western Bank. "Our partnership with AMCAL on a multitude of affordable communities has created more sustainable living environments for California residents." 51 Partnership for Hope Scholarship Recipients Fiona, Mosaic, CSU Northridge $2,500 The individual with the highest scholarship evaluation, Fiona's authenticity, drive and ability to overcome challenges are evident character traits that will fuel her success. She is looking forward to attending CSUN, but also wants to be deeply involved in her community and looks forward to increasing her volunteerism while also going to school. Her goal is to become a Pediatrician. Gregory, Andalucia, CSU Long Beach $1,000 An original Hope scholar, Gregory has been a model for the values that drive the Partnership for Hope. Attending CSULB, he progressively increased academic performance, volunteered in our after school programs, became an inspiring role model for children in the program, and also managed to do an internship! His goal is to earn a degree in Kinesiology, and hopes to start a fitness business in his community with a goal of helping low-income people experience higher levels of fitness and well-being. Meredith, Villa Serena, CSU Dominguez Hills S1,000 A self -described "super mom", Meredith is also a member of the inaugural group of Hope Scholarship recipients. She is seeking a degree in sociology from CSUDH, and has "survived managing all her roles of being a mother, wife, student, employee, role model for her kids, church volunteer, school volunteer, and resident volunteer at Villa Serena". She exemplifies the perseverance and positive attitude we seek in a Hope Fund Scholar! Karina, Andalucia, East Los Angeles Community College $800 Karina is also a member of the inaugural group of Hope Scholarship recipients. Balancing a marriage and kids with work and volunteerism, while going to school and pulling good grades, Karina is a model of diligence and hard work. Jenny, Andalucia, CSU Long Beach $1,250 Jenny is a past recipient of a Partnership for Hope scholarship (Spring 2012) and excelled academically at CSU Long Beach, and was active in volunteering as a mentor through LifeSTEPS after school program. Her goal is to become a physician - and upon meeting this goal her dream is to undertake a mission with her father to a country where medical attention is in desperate need. Evan, Tesoro Del Oro, UC Riverside $1,800 Evan is a first time Hope Scholarship recipient. He was highly active in high school academically and in extracurriculars. He is a member of the California scholarship Federation and National Honor Society, and has many community volunteer interests, including being a member of the Southeast Asian Community Alliance for 4 years among other groups. He lists medicine as a potential field of interest academically. 52 Valerie, Tesoro Del Oro, UC Irvine $1,250 A highly honored Valedictorian of her class, Valerie is a first time recipient of Hope Funds. She points to her three years as being the captain of her basketball team as being a major builder of character, teaching her to become a better team mate, friend, and leader. Her goal is earn a degree in biological sciences, and to become a nurse practitioner or sports medicine physician. Robert, Tesoro Del Oro, CSU Northridge $1,250 A Spring 2012 Hope Scholarship recipient, Robert has carried a heavy academic load, becoming a member of the CSUN Dean's List. He is an active volunteer in his community and church. His goal is to eam a business degree and to work in the media. His dream is to earn a graduate degree from USC. Nancy, Andalucia, CSU Northridge $1,250 Nancy was a tremendous soccer player in high school. This has inspired her to study Kinesiology at CSUN. An excellent student, she is a first time recipient of the Hope Scholarship. She is active in her church, holds down a job, and looks forward to volunteer opportunities_ Ivan, Villa Serena, Pasadena City College $1,250 Ivan is a Spring 2012.recipient of a Hope scholarship. His goal is to become a scientist working in the field of genetics or pharmaceuticals. He currently attends Pasadena City College and has demonstrated excellent academic progress, while also actively contributing to the needs of his family. Ivan is an active volunteer, and says his goal is to be an inspiration for his sister to attend college. Anthony, La Brisas, $1,650 Anthony was raised in one of the toughest neighborhoods in the country - South Los Angeles. As a young African American male, he has overcome tremendous odds to not only avoid the pitfalls of poverty, gangs and other social challenges, but has become a valuable contributor to his community and has improved academic performance year -by -year. He is the Student Body Vice - President of College Ready Academy High school #7 in Los Angeles and actively volunteers for his church and LifeSTEPS. His goal is to earn a degree in business and become an entrepreneur who gives back to his community. 53 Partnership for HOPE - 2011 AMCAL provided a $25,000 matching grant to endow the inaugural "Partnership for HOPE' fund, which helped to leverage an additional $90,000 in donations from the company's business partners. The fund will be managed by LifeSTEPS, which is AMCAL's social services provider at 40 communities throughout the state, and help needy families and seniors during the difficult economic recession. Councilman Ed Reyes joined the community fair and celebration at the Andalucia Heights apartments in Los Angeles on Sept. 10, and dozens of residents and neighbors attended, enjoying a Mexican folkloric dance show, hot dogs, tamales, face -painting and a photo booth, along with community services groups on -hand. Former Dodger Al "The Bull" Ferrera, who played on three World Series teams during the 1960s, attended and recalled that he lived at the nearby Mayfair Hotel during his first years in town. Reyes helped obtain city funding for the Andalucia apartments, which are part of the greater revitalization of the historic Westlake/MacArthur Park neighborhood. Scholarships were awarded to three residents. Pascual Sebastian Gaspor will study psychology at Cal State. Kathie Garcia is a single mother, who will attend community college Prue re -5hp /rand is interested in working in politics to improve the lives of her family and —""+ neighbors. Mara Lopez is a single mother who helps her children with p E homework until late hours and must then wake up early to work. "Our prayer is that this one day in September will give rise to a lifetime of hope for the people we serve daily," said Beth Southorn, Executive Director. "Not only were the spirits of our residents lifted, but I heard time and time again how each person present was deeply touched by the outpouring of support made achievable by our incredible partnership." 100% of all donations to Partnership for H.O.P.E." (Housing Opportunities and Personal Empowerment) directly benefit the 6,500 tenants in our 23 partner communities, including educational (college scholarships, textbooks), economic stabilization (rental assistance, financial counseling), and special programs (medical bills, social services). None of the donations will fund administrative costs. 54 "AMCAL makes the dream of affordable housing possible, and LifeSTEPS sustains that dream by empowering individuals and communities to thrive. Together, we create HOPE," AMCAL CEO Percy Vaz said. IMHNONLINE http://www.mu i ti hour ingnews.comInewslwestica I i tornia-affordab#c-housing-devc toper-bui Idshope/ 1004044582.html California Affordable Housing Developer Builds Hope Nov 21, 2011 By Jeffrey Steele, Contributing Writer Agoura Hills, Calif. - AMCAL Multi -Housing, Inc., an Agoura Hills, Calif., developer of affordable housing, is celebrating the success of its inaugural street fair and fundraiser designed to deliver support services and life -changing opportunities to residents. Its first Partnership for H.O.P.E. Community Fair and Fundraiser, co -hosted by its nonprofit partner, was staged on September 10, and generated $110,000 to benefit families living in its affordable and workforce communities. "In all our projects, we team with a 5010 social services provider called LifeSTEPS, which provides high-quality services to residents of affordable housing," AMCAL CEO Percy Vaz tells MHN. "Those services include after-school care, English -as -a -second -language classes, computer training and transportation for seniors to and from shopping and medical services. "We provide the funding, LifeSTEPS raises additional funds themselves and provides the services once the housing is built by AMCAL and is operating." At AMCAL's April management meeting, the team decided it would enhance the services provided to residents, and would add counseling, resume writing assistance and financial help to those who could not make rent payments. The vehicle chosen to raise necessary additional funds was the street fair at Andalucia Heights, a development AMCAL built about a year ago near downtown Los Angeles. The proceeds netted by the Partnership for H.O.P.E. Community Fair and Fundraiser were comprised of a $25,000 donation from AMCAL, and $85,000 raised in advance from a wide range of corporate sponsors, including banks, tax -credit investors, management companies, subcontractors and others. 55 "The proceeds are being used to help the residents," Vaz says. "For example, we awarded scholarships to children planning to attend college, provided backpacks to younger children, and provided caseworkers for some residents who are going through unusually tough life experiences." AMCAL and its partners chose to stage a street fair rather than a formal dinner event because they wanted as many of the proceeds as possible to benefit residents. It is hoped the Partnership for H.O.P.E. Community Fair and Fundraiser will become an annual event. "It will probably be a yearly street fair, but the next one will likely be held at another of our AMCAL developments," Vaz says. The street fair featured live music, cultural dancers and booths staffed by representatives of charitable organizations. Scholarship recipients were notified in advance and had a chance to address the attendees, Vaz says. "1 think `delighted' would be an understatement in describing how the scholarship recipients reacted," he adds. "All said they didn't think college would be possible, and that it was a dream come true. One recipient is the mother of two young kids, and in her talk, she said she couldn't afford college, but noted that the scholarship would help out tremendously." Beth Southom, executive director of LifeSTEPS, reports the Partnership for H.O.P.E Community Fair and Fundraiser was "an inspiring testament" to the work of LifeSTEPS, AMCAL and partners in assisting deserving residents. "I know we will continue to help people pursue and attain their dreams," she says. Added Los Angeles City Councilman Ed Reyes: "I salute the efforts of AMCAL and LifeSTEPS, and all the people who expressed their solidarity at Andalucia Heights. The event proves that our community can unite for a noble cause, which gives citizens a chance to improve their lives and enjoy safe, affordable housing. The Partnership for H.O.P.E. gives us all a renewed sense of hope in our communities." 56 MEDFORD'OURT Table of Contents T�Fa ecti n A. Development Entity Entity Development partners Principal Legal counsel Litigation B. Financial Capacity Company reports C. Developments Mercado & Verano (Perris) Mirandela (Rancho Palos Verdes) Alegre (Irvine) Portola Terrace (Temecula) Avenida Villas (Orange County) Vista del Rio (Santa Ana) Cielo Azul (Palmdale) D. Proposed Development 1. Narrative 2. Mix of income levels 3. Plans 4. Schedule 5. Financial plan and proforma E. Services Plan May 16, 2016 AM CAL City Clerk City of Temecula Housing as Successor 41000 Main St. Temecula, CA 92590 Re: RFQ Affordable Housing Project - Bedford Court To the Clerk: AMCAL Multi -Housing is uniquely positioned to partner with Temecula to transforming our vacant site into a vibrant community with services directed to your city's seniors. AMCAL has a long and successful track record working with public agencies to procure scarce funding sources during the recession, and delivering superior communities that win awards. Furthermore, we view all of our communities as long-term investments, in terms of both their financial performance and social outcomes. AMCAL proposes a 4% financial structure for 56 senior apartments units and additional benefits to Temecula's senior community. A 8,500-sf senior center will be built, and coupled with the residents' community room, for a total of 10,000 sf, which will provide space for classes and programs for all city residents. The development requests $8,432,000 of city funding and will apply for housing vouchers from Riverside County. The site is 1.88 acres and is located in a SDDA, which provides a boost that increases competitiveness for a CDLAC application in May 2017. AMCAL can apply for HCD VHHP, Section 8 (HAP) and other special needs funding, to reduce the City's fmancial contribution. The field of affordable housing and community development is in a time of crisis. Redevelopment agency and public resources had been declining at federal, state, and local levels. The mortgage implosion and recession have exacerbated the critical need for quality affordable rental housing. It has become essential that communities such as Temecula develop partnerships that can execute cost-effective ways of delivering affordable housing. In this new era, we must find new ways of doing more with less. This is precisely AMCAL's strength. Our vertically integrated business model with in- house construction staff provides tight cost control, value enhancement, and focused expertise to opportunities such as the sites in your city. This has been the core of our success for over 35 years, and is more essential now than ever. www.AmcalHousing.com Temecula RFP Affordable Housing Development Opportunity May 16, 2016 Page 2 AMCAL has procured special needs funding for family and senior communities in southern California. The State HCD provided funding for veterans housing for a Pomona apartment, Los Angeles County provided funding for developmentally disabled and homeless tenants and their service operations at two apartments; and Orange County provided funding for tenants with developmental disabilities and their families who were homeless or at risk of homelessness in three apartments. Our proposals are able further the objectives of cities like Temecula: high-quality infill residential developments that transform the surrounding neighborhood; local employment and purchasing priorities; services, programs and facilities for a special population; and an urban design by an award-winning architect. AMCAL has extensive direct experience in achieving all of these objectives on numerous prior developments. Our team is expert at blending new multi -family development into existing neighborhoods and creating active urban frontages that connect to the street. Our architects understand that multi -family development, when designed sensitively, will enhance a neighborhood. The designers take extra care to include articulation, varied setbacks with landscaping and sidewalk stoops, stepbacks and heights, and an aesthetic that integrates with the neighboring buildings. Our site plan provides a convenient and prominent location for the senior center, ample open space and "livability." Our team completes numerous successful public-private collaborations throughout California, working with municipalities and housing authorities every year. We recently have developed in Rancho Palos Verdes, Westminster, Anaheim, Los Angeles, Palmdale, San Diego, Victorville, San Bernardino, Perris, Long Beach, Irvine, and Huntington Beach. Recent awards include our Mission apartments in San Diego, honored by Multifamily Executive magazine with the national "Project of the Year - Best Re -use of Land" for a brownfield remediation site. Our Alegre Apartments in Irvine and Avenida Apartments in Anaheim were honored by the Kennedy Commission in Orange County with "Project of the Year - Special Needs". Our Mosaic Apartments in Los Angeles was honored with a Golden Nugget Merit Award in the "Best Intergenerational Project" category. One of the keys to our success is our team's in-house construction department, AMCAL General Contractors, which brings economies of scale and the benefit of pooled, readily - available resources to all our developments. We do not rely on outside general contractors, so we can better estimate costs and scheduling up -front, and better control them during construction. This ability to control our construction process is also a critical advantage in providing a development budget that is feasible and can win tax credits with limited agency funding. Temecula RFP Affordable Housing Development Opportunity May 16, 2016 Page 3 AMCAL has also made green building a company priority, so sustainability features are already standard components of all our developments. We have completed four Platinum and eight Gold LEED developments. AMCAL also enjoys excellent access to capital and continues to be courted by equity and debt investors on its pipeline development opportunities, and our financial partners include strong institutions that include Bank of America, Chase, Raymond James, Union Bank and Wells Fargo. Some developers who received tax credit allocations in recent years had to return those credits because their financiers significantly reduced their funding commitments, making those projects infeasible to construct. Finally, our team builds all of its communities on a "double bottom line" basis. That means that we go beyond scrupulous attention to financial success for all partners and investors, and ensure that our proposals also fulfill Temecula's social objectives; thereby retaining financial and social value over the long term. We spend time upfront developing productive relationships with community members, and we pride ourselves in maintaining these relationships throughout the development process and beyond as our developments become long-term community assets. The team remains an involved owner for the long term, and AMCAL's strong property management team successfully manages 58 affordable developments throughout the state, with five more developments under construction. We assign a property manager with experience in each local area, instead of bringing in a firm from the outside with little local knowledge. The team is very selective in its choice of social service partners to determine and manage the specific services that best match the tenant needs. We look forward to the opportunity to build our next development in Temecula. Not only do our communities deliver the dream of new homes to your residents, they create a new community asset that will stand the test of time for your city. For questions, please contact Frank Chang, Vice President, at (818) 706-0694. Sincerely, Arjun Nagarkatti President /ss". BRIO Gk °usng BUILDING SUSTAINING LEADING May 16, 2016 City of Temecula as Housing Successor 41000 Main Street Temecula, CA 92590 Attn: City Clerk RE: Request for Proposals - Affordable Housing Development Opportunity Temecula, CA To Whom it May Concern, BRIDGE HOUSING CORPORATION BRIDGE PROPERTY MANAGEMENT COMPANY SAY AREA SE )R SERVICES, *NC SRIDGF .— DEVELOPMENT CORPORATION Thank you for the opportunity for BRIDGE Housing Corporation to present our team's qualifications and proposed development concepts in response to the City's Request for Proposals for Affordable Housing Development in the City of Temecula. BRIDGE is proposing affordable rental housing on two of the City - owned sites that were included in the RFP - a veterans -focused development on the Rancho California Road/Diaz Road site, and a senior development on the Santiago Road/Ynez Road. We believe that with the collective expertise of BRIDGE and our design and construction team, there are exciting opportunities on these two sites to provide efficient and sustainable residential communities for seniors and veterans in the local area. BRIDGE will provide seasoned, local project management staffing backed by an expert corporate team, a strong balance sheet, and the insight of an internal property management company to ensure the successful development of these sites. BRIDGE's depth of experience and focus on the long-term performance of its assets sets it apart from other development firms. BRIDGE has enjoyed a successful partnership with the City of Temecula on the development of the Madera Vista project. Despite a challenging approval process, BRIDGE has diligently worked with the City and its design and construction team to successfully deliver 80 units of high-quality affordable housing at the Madera Vista property. The project is fully occupied and is operating without issue. Madera Vista's third and final phase of 30 units is in the design stage and will be under construction this fall. The Madera Vista project is an example of BRIDGE's ability to move challenging projects forward through community opposition or financing obstacles and ultimately build much-needed high quality affordable housing for low-income families and seniors. 600 t AUFt RN1A STREEt SU'TE 900, SAN FRS .0, CA 94108-2706 TEL 415.984.1111 FAX: 41 .4995.4895 8RIDGE`I0s. 2202 3(1T39 STREET, SAN DIEGO, CA 92104 5427 TEL; 619,231 6300 FAA: 619.231 6301 20321 IRVINE AVENUE. SUITE F. 1, NEWPORT BEACH. CA. 92660 TEL 949.229 7070 FAX: 949.274_7688 93'5 N'Af 19TH AVENUE, STUDIO 9. PORTLAND. OR 97209 TEL. 503 360 `828 FAX 503 961.8807 8611)09 C,SITi i ;5 A NOT FOR-PRG'iT, P11 .,C SENEFII cORPORA'ION City of Temecula as Housing Successor May 16, 2016 p. 2 of 2 All information required by the City's RFQ is included in this submission. To facilitate the City's review, we have organized our response to generally follow the order set forth in the RFQ: Development Entity, Financial Capacity, Comparable Projects, and Proposed Development Concept (including the Service and Support Plan and the Business Plan narratives). The RFP Pro Forma Template for each site is included in the Attachments section as requested. For the City's reference, the Attachments section also includes comparable project information from our architect and contractor as well as BRIDGE's 2014-2015 Annual Report and BRIDGE's Audited Financials. Because we have included proposals for two separate sites within this RFP response submittal, we have two Proposed Development sections each with a site plan, imagery, elevations, description of services, and a business plan. Therefore, the main portion of our proposal response (not including the cover letter, dividers, or Attachments) exceeds the 20 -page limit noted in the RFP. We trust that this will be acceptable. In addition, although the requested financial contribution from the City on each of BRIDGE's proposed sites is less than the $12.4M in available funding, the aggregate amount between the two projects exceeds $12.4M. We have assumed that if the City selects BRIDGE as a developer, it will be to move forward with only one of the two projects depending on the best fit for the City's objectives and goals. We look forward to the opportunity to discuss our proposals and to partner again with the City to achieve our mutual goal of new high-quality, affordable senior and veterans housing in the City of Temecula. Sincerely, 1 Jeff illiams Senior Project Manager BRIDGE Housing Corporation Development Entity REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDG Dosing Development Entity REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDGE Housing Corporation — Developer Entity BRIDGE Housing Corporation, a California Non -Profit Corporation, is the largest developer of affordable and workforce housing on the West Coast. BRIDGE is based in San Francisco, with satellite offices in San Diego, Orange County, and Portland, Oregon. BRIDGE employs more than 420 people and is supported by a 16 -person Board of Directors. Since beginning active operations in 1983, BRIDGE has developed over 14,000 housing units and over 350,000 square feet of retail/commercial space in over 100 properties valued at more than $3 billion. BRIDGE developments are often catalysts for continued development and bring enhanced vitality to underutilized parcels in otherwise vibrant neighborhoods. Most BRIDGE developments require a sophisticated blend of private and public funding sources and the expertise to implement complicated financing strategies. BRIDGE's consistent delivery of timely, cost-efficient and dynamic developments would not be possible without working closely with Public Agencies and bringing Private Sector Partners to the table into successful Public -Private Partnerships. With exceptional financial strength and internal financial resources, BRIDGE is able to carry projects through lengthy entitlement efforts and deliver financial guarantees required by lenders and investors. Meeting the ambitious goal of "quality, quantity and affordability" in all developments, while addressing the growing demand for affordable housing in high-cost communities across the state, BRIDGE takes great pride in delivering above expectation. Throughout California, BRIDGE is known for developing and marketing projects as described in the RFP, which fit well with the surrounding neighborhood, incorporate green building technologies, and expand opportunities for economic integration. BRIDGE's commitment to enhancing the communities in which it builds is evidenced by the numerous design awards it has won including 63 Gold Nugget Awards for "Best in the West" from the Pacific Coast Builders Conference, and is a three time winner of the Urban Land Institute Award of Excellence. These awards represent BRIDGE's ongoing commitment to developing high- quality housing for people regardless of their income. The principal in charge for BRIDGE Housing for this development will be Kimberly McKay, Executive Vice President, with Jeff Williams, Senior Project Manager, managing the day to day activities for the development effort. BRIDGE Property Management Company - Property Management BRIDGE formed BRIDGE Property Management Company (BPMC) in 1987 as a financially independent but affiliated nonprofit tax-exempt management company to ensure that the award-winning quality of BRIDGE's developments would be maintained over time. Revenues from the company, in excess of costs, are devoted to aid residents, and to provide supportive social services. BPMC currently manages over 75 developments with more than 7,800 rental units, including two developments in South San Francisco. BPMC also manages over 200,000 square feet of commercial space within BRIDGE developments. sing BRIDG REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDGE's experience as a building owner for over twenty five years has provided insight into how to build efficient, sustainable buildings that can be maintained well into the future, while providing a high quality living environment for residents. BRIDGE currently implements standards for overall site design, building envelope and systems, sustainability, and unit and common area layouts and finishes, and these are continually updated with feedback from existing building performance and resident input. KTGY Architecture + Planning - Project Architect KTGY Architecture + Planning was founded in 1991 by professionals who shared a common belief in creating a design firm that would perpetuate its success by investing in superior, productive people with positive attitudes and encouraging a team philosophy. This philosophy fosters an environment of support, training, listening and artistry, which has attracted the best and brightest young people, as well as some of the industry's top seasoned professionals. KTGY serves clients worldwide from seven office locations. Providing planning and architectural design services for residential communities, retail developments, hospitality and related specialty projects, KTGY translates the client's needs and desires into an aesthetic, workable product that leads to financially successful and award winning designs. The Firm's goal is simple; create good designs that are well accepted in the marketplace, appropriate for the end user attaining the client's profitability goal. Each team is led by a Principal/Shareholder who is involved from the initial conceptual design through the construction phase. The team's planners, designers and architects are dedicated to a seamless process. Each client is partnered with a particular team based upon product type and/or region. This allows KTGY to better serve each client's needs by providing a focused team who really knows the local market/product and is current in new technologies. KTGY is focused on helping clients achieve financially successful projects. The team philosophy has created an exceptional organization built around the success of clients. Cannon Constructors - General Contractor Cannon Constructors, Inc. is a collaboration of construction professionals dedicated to providing expertise to a broad range of real estate endeavors throughout California. Cannon's ethos is to offer an uncompromised level of service at the lowest possible cost and with efficiency, consistency, predictability and unsurpassed quality. These goals are accomplished by assiduously gathering an understanding of clients' core needs and adapting organization to fulfilling these needs through the use of traditional practices and cutting-edge technology. Cannon has completed a total dollar value of $239,500,000 in the last 3 years. Cannon's Project Executive for the southern California office is Thomas R. Remensperger, who leads the Southern California Cannon team with 40 years of experience in the construction industry. SB&O — Civil Engineer A multi -disciplined firm, SB&O was founded in 1967, specializing in urban and land planning, civil engineering, land surveying and mapping, construction staking, and expert witness services. At the forefront of the SB&O corporate philosophy is a commitment to customer service and taking great pride in the way business is conducted, resulting in a large database of repeat customers. In addition, all company Principals act as hands-on Project Managers; an approach that SB&O believes to be unique in today's industry. The management of all projects will be handled by persons authorized to make decisions and command resources necessary to keep projects on time, and within budget. The principal in charge, who will be handling work at the sites described in the RFP is Daniel J. O'Rourke. BRIDsing REQUEST FOR PROPOSALS - CITY OF TEMECULA Goldfarb Lipman LLP - Legal Counsel BRIDGE has a long-established relationship with the law firm Goldfarb and Lipman. Goldfarb and Lipman would handle the land transaction, DDA/OPA and related documents, Regulatory Agreement, tax credit and bond financing, and general real estate and legal matters that would occur during the pre -development, financing and construction phases. The firm, founded in 1971, has a history of finding innovate solutions to affordable real estate problems. MEP Firms and Subcontractors The mechanical, electrical and plumbing engineers will be selected once design of the development begins. Sun County Builders has a subcontractor list from recent developments in Southern California and will be reaching out to the same subcontractors during the bidding process to achieve competitive pricing. sing BRIDG REQUEST FOR PROPOSALS - CITY OF TEMECULA Project Executive - Kimberly McKay BRIDGE Housing, Executive Vice President Ms. McKay joined BRIDGE as Executive Vice President for Southern California in 2010. Previously, as Senior Vice President for The Related Companies of California, Ms. McKay managed all aspects of developing multifamily affordable housing projects on the West Coast with a focus on large public housing revitalization projects. Prior to that, Ms. McKay was Vice President for Related Capital Company, where her accomplishments included investing tax credit equity in 10 states and developing a market presence for the company in a new region. Ms. McKay previously served as a Senior Project Manager for Mid -Peninsula Housing Coalition and worked as an architect and planning and development manager for the Naval Facilities Engineering Command. Ms. McKay is a licensed architect and holds a B.A. in Architecture from UC Berkeley and an M.S. in Real Estate Development from MIT. Project Manager - Jeff Williams BRIDGE Housing, Senior Project Manager Mr. Williams joined BRIDGE's San Diego office in 2010 and recently completed the COMM22 project, a 252 -unit, master planned redevelopment of four acres of SDUSD-owned land in the Logan Heights area of San Diego. Prior to joining BRIDGE Mr. Williams was the Director of Development, San Diego, for LNR Property Corporation, a national real estate development and finance company. During those nine years at LNR, Mr. Williams directed the entitlement, design, construction, and leasing of 300 apartment units as well as several retail, office, and industrial developments in San Diego and the Inland Empire. Prior to LNR, Mr. Williams worked at a Bay Area structural engineering firm on seismic rehabilitation projects and also at an architectural/engineering consulting firm. In addition to a Master of Engineering in Civil/Structural Engineering, Mr. Williams holds a Bachelor of Science in Mechanical Engineering from the University of California at Berkeley. Lead Architect - David Obitz KTGY Architecture + Planning, Principal Having accumulated over 30 years of experience in the industry, David Obitz has been a Principal at KTGY since 2003. His leadership and knowledge has helped his team to design award winning projects that have gained local and national recognition. He is adamant about ensuring that each project has clear direction and communication between all parties including consultants, clients and relevant jurisdictions. By bringing vision and a story to each project, Mr. Obitz lays out a clear road through the many phases of development. He is also responsible for the design integrity from conceptual planning and schematic architecture to construction details on various multi -family and mixed- use projects. sing BRIDG REQUEST FOR PROPOSALS - CITY OF TEMECULA General Contractor - Thomas Remensperger Cannon Constructors, Regional Director Tom has been in the construction industry since 1974. He has earned a reputation for performance which has provided the opportunity to build many notable, diverse projects in Southern California. Working in harmony with owners, developers, and clients Tom has an excellent reputation for crafting solutions and building consensus throughout the project life -cycle. He has managed over 2 billion dollars worth of both private and public construction projects, while continuously looking for cost and schedule savings for our clients. He has a proven track record within the San Diego building community which reinforces the core values of integrity and quality of work that our company holds in highest regard. Tom has vast experience in Multi -Family and Hospitality construction. To date he's completed in excess of $500 Million in multi -family facilities, including Student Housing, Affordable Housing, Assisted Living, For -Sale and Rental properties. Civil Engineer - Daniel J. O'Rourke, PE SB&O Inc., Vice President Dan opened the Temecula office of SB&O in December 2000 and continues to serve as on-site manager for that office. Over the last 30 years, Dan has managed the planning, design, and construction support of major private land development and public works projects located throughout the State of California. Over the course of his career, he has become an expert in the planning and design of site improvements involving large scale grading operations and drainage constraints. In the public sector, he has been responsible for the planning, design and construction support for major drainage and roadway projects, sewer and water improvements, and traffic signal design projects. In 1987 Dan received his BSCE in Civil Engineering from San Diego State University. sing BRIDG Litigation History - 2011 through 2016 REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDGE Housing Corporation • Napa, California; Claim against BRIDGE Housing Corporation challenging land use entitlements under California Environmental Quality Act.; Dismissed on March 10, 2016 • San Diego, CA; Claim for breach of agreement to lease against BRIDGE Housing Corporation and affiliates; Settled 2015 • San Francisco, California; Claim for construction defects made by home owners association against BRIDGE Housing Corporation and affiliates; Settled 2015, fully covered by insurance • Carlsbad, California: Claim for personal injury "slip and fall"; Case dismissed April, 2012. • Oakland, California: Claim for personal injury of a subcontractor on site; Settled September, 2011 KTGY It is not the policy of KTGY Group, Inc. to comment individually as to every prior claim made against it in the context of 25 years of existence. Given KTGY's size, the nature of its services and the specific project types, it has been named in a variety of litigation matters. However, KTGY has never suffered an adverse judgment against it based upon its professional services or administrative decision that KTGY's services fell below the standard of care. Most claims have either lacked merit and/or been resolved though confidential settlements for economic reasons. As such, prior claims have no impact on KTGY's present ability to perform its services on the subject Project and/or impact the availability of the specified insurance limits required by the proposed contract. Cannon Constructors Cannon does not have any litigation, settled or ongoing, in the previous five years sing BRIDG Financial Capacity REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDG Dosing Financial Capacity REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDGE is in excellent financial condition and has ample access to capital, positive lender relationships, and strong creditworthiness. A long history of success has resulted in the company having access to both debt and equity resources at extremely favorable rates, even during the recent economic downturn of 2008 to 2010. BRIDGE has also used a variety of innovative financing tools to finance the construction and operations of developments. BRIDGE has a strong balance sheet and sufficient working capital to invest as early seed money into high priority housing developments. Historically able to secure higher tax credit investor pricing then other organizations, BRIDGE has solid relationships with all of the industry's major real estate lenders, including Wells Fargo, Union Bank, Citibank, and Bank of America. With and enviable track record of developments, BRIDGE typically attracts large equity investments from private parties, most often utilizing Low Income Housing Tax Credits, which induce private corporations to invest in affordable housing developments. BRIDGE has been financing developments with Low Income Housing Tax Credits since the program was established in 1986, and is adept at competing in California's allocation system. To date, BRIDGE has built 26 projects using the competitive 9% LIHTC and 34 projects using the 4% LIHTC and tax exempt bond program. BRIDGE's proven experience in developing and managing high quality, sustainable communities results in lower risk for investors, which leads investors to pay higher rates when investing in BRIDGE developments. In addition, BRIDGE has secured loan and grant funding for numerous projects from the California Housing and Community Development Department's (HCD) Multifamily Housing Program. In addition, BRIDGE utilizes available local sources such as Local Housing Trust funds, CDBG, and HOME funds, and often incorporated Redevelopment funds prior to the elimination of Redevelopment Agencies. These programs all reward experience, financial strength, and management company performance, all areas in which BRIDGE routinely scores the maximum available points, which is crucial when competing for scarce resources. Recent examples of BRIDGE's ability to find creative financing solutions include the Paseo and Victoria at COMM22 projects in San Diego. BRIDGE secured funding from four different public grant sources - HCD's TOD and IIG Grant programs, SANDAG's Active Transportation Grant, and CPCFA's CALReUSE Program - as well as four different public soft loan sources — City of San Diego RDA, San Diego Housing Commission, HCD TOD Program, and MHSA — as well as a HUD 202 Capital Advance and PRAC rental assistance, and BRIDGE secured bond financing from the Housing Authority of the City of San Diego and tax credit equity from Bank of America. BRIDGE has an A+ issuer credit rating from Standard & Poor's Rating Services, a leading provider of independent credit risk research and benchmarks. In its 2015 rating report, S&P cited BRIDGE's strong management, enterprise risk profile, asset quality, financial profile, liquidity, strategic planning and diverse portfolio. BRIDGE's 2014-2015 Annual Report, 2015 Audited Financials and S&P rating are included in the Attachments section of this RFP response. BRIDGE lousing Comparable Projects REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDG Dosing Comparable Projects REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDGE Housing Corporation has completed construction on similar developments as described in the RFP throughout California. The following developments were completed by the BRIDGE Housing Southern California development team. All of the projects listed are the result of public/private partnerships between BRIDGE Housing and the local jurisdiction, including cities, housing authorities, and former redevelopment agencies and also represent collaboration with other local, State, and Federal funding sources Pottery Court — Lake Elsinore, CA Pottery Court was completed in summer of 2012. Pottery Court contains 113 units across 10 buildings in Lake Elsinore, CA. BRIDGE was lead Developer, and worked in partnership with the City of Lake Elsinore to bring together 23 underutilized parcels into a single development. The design of the project was important and integrating the development well into the existing community was main focal point for the City. BRIDGE accomplished this by using a unique design that remains harmonious with the surrounding city and landscape. Lower density buildings were designed adjacent to the existing neighborhood of single family homes while the higher density units were built within the site to achieve the unit count the City desired. The use of drought resistant native plants and desert coloring, in addition to other site features, all added to the coordinated feel of the site and surrounding neighborhood. In addition, the site had nearly 30 feet of elevation difference and is almost completely connected by hardscape and buildings, requiring coordination and significant design consideration for ADA access and circulation design. Pottery Court was financed with 9% Low Income Housing Tax Credits as well as funding from the County of Riverside and The City of Lake Elsinore through its Redevelopment Agency. Pottery Court Reference: David H. Mann City Attorney for the City of Lake Elsinore Leibold McClendon & Mann, P.C. 23422 Mill Creek Drive, Suite 105 Laguna Hills, CA 92653 Tel: (949) 457-6300 david@ceqa.com Madera Vista - Temecula, CA Containing a total of 110 units, Madera Vista is a 3 phase project located in Temecula, CA. A total of 80 units are currently constructed for families and seniors, with the final 30 -unit Phase 3 to begin construction later this year. BRIDGE purchased the project from the bank after a market rate developer declared bankruptcy part way through construction. Partnering with the City of Temecula, BRIDGE executed an OPA with the City and acted as lead developer to get the project through a tumultuous community approval process. BRIDGE completed the partially constructed first phase of 20 units in 2011, with the second phase of 60 units following in 2014. The development was designed with amenities that would appeal to all facets BRIDGEH°usdng REQUEST FOR PROPOSALS - CITY OF TEMECULA of its multigenerational resident base, including pools, a tot lot, community gardening beds as well as Bocce court. Although initially controversial, BRIDGE successfully completed the first two phases of the Madera Vista project and the project is successfully operating and is a positive example of affordable housing for the community. Financing for Madera Vista's three phases includes 9% and 4% tax credit equity, conventional loan and tax-exempt bond financing, , and funding from the City of Temecula and the County of Riverside. Madera Vista References: Jeff Bennett Senior Vice President Wells Fargo Community Lending & Investment 333 Market Street, 18th Floor San Francisco, CA 94105 415-801-8522 Luke Watson Director of Community Development City of Temecula 41000 Main St, Temecula, CA 92590 (951) 694-6415 luke.watson@cityoftemecula.org Ivy at College Park An affordable community within a larger master -planned development, BRIDGE worked on design in conjunction with Lennar and the City of Chino to guarantee that the 135 -unit affordable complex would interact positively with the surrounding neighborhood. BRIDGE was assigned a portion of the Development Agreement, and was lead developer for the affordable site. A notable design feature was the inclusion of stoops on resident units, allowing access to protected outdoor space and the facilitation of living walkways throughout the project. BRIDGE stayed committed to the project through periods of significant economic turbulence, providing a solid presence on the development team after a new master developer purchased the master plan out of bankruptcy. Ivy is located adjacent to the Chafee College campus in Chino, easing the barriers to residents and their children to take advantage of that educational amenity. Ivy was funded with 4% LIHTC equity, and tax-exempt bonds, as well as funding from the City of Chino and the California Department of Housing and Community Development Ivy at College Park References: Nicholas Ligouri Director of Community Development City of Chino 13220 Central Avenue Chino, CA 91710 (909) 334-3331 • BRIDGEH°using REQUEST FOR PROPOSALS - CITY OF TEMECULA Paseo and Victoria at COMM22 Together making up the greater COMM22 master planned development, Paseo and Victoria are 200 units of new affordable housing that started as a four acre maintenance and warehouse site owned by the San Diego Unified School District. BRIDGE brought together residents and community leaders of the Logan Heights neighborhood to create a plan of how the site would best be envisioned. This process coalesced in to the vision of two multifamily projects, each serving a unique population, that helped blend the transition between the housing and commercial retail and transit zones of the urbanizing area. Matching that vision required a significant re -entitlement of the site including a General Plan Amendment, zone change, tentative map, PDP, and CUP. Preparing the site for housing involved extensive soil remediation work as well as innovative reconfiguring and upgrading of existing storm drain, sewer, water, electrical, gas, and telephone infrastructure to mitigate the closing of a street and the construction of new housing. The end result was a trio of buildings surrounded by a hierarchy of sidewalks, alleyways, streets and public art which all focus on the pedestrian and transit connectivity to the housing as well as the commercial retail. Paseo and Victoria were financed with funding from the U.S. Department of Housing and Urban Development, California Department of Housing and Community Development, San Diego Housing Commission, California Pollution Control Finance Authority, SANDAG and Bank of America Merrill Lynch. Paseo and Victoria at COMM22 References: Richard C. Gentry President/CEO San Diego Housing Commission 1122 Broadway Ave., Ste. 300 San Diego, CA 92101 (619) 578-7360 rickg@sdhc.org Ari Beliak Vice President, Community Development Banking Bank of America Merrill Lynch 555 California Street, 6th Floor San Francisco, CA 94104 (415) 913-3215 KTGY - Design Experience and Comparable Projects As lead architect for BRIDGE Housing's Madera Vista and Ivy at College Park, KTGY has proven experience in delivering the product types submitted in this RFP response. In addition, KTGY has a wealth of experience working on projects located in suburban, transitional, and urban environments. KTGY understands that the keys to success are a deep understanding of place and the ability to communicate with neighborhood groups and navigate the myriad boards and commissions inherent on complicated urban and suburban projects. . This understanding extends beyond simply the physical context. The history of the site, the neighborhood dynamic, as well as community leaders all contribute to the end result. KTGY embraces this collaboration. Examples of KTGY's relevant projects are included in the Appendix. Cannon Constructors — Construction Experience and Comparable Projects Cannon Constructors, Inc. has extensive experience with residential and institutional projects and was the general contractor for BRIDGE Housing's recent 200 -unit COMM22 development. Cannon is currently building BRIDGE's Ivy at College Park project in Chino as well as urban projects in San Diego and Orange County for other owners. Examples of Cannon's relevant projects are included in the Appendix. BRIDGEH°usdng Pottery Court, Lake Elsinore, CA Pottery Court consists of 113 affordable one-, two-, and three-bedroom apartment homes in Lake Elsinore. Affordable Units / Total Units: 113 / 113 Original Project Value: $21,300,000 Located just two blocks from Lake Elsinore's historic downtown Main Street, this site is close to core amenities, such as schools and grocery stores as well as restaurants, vintage shops and the lake itself. Pottery Court features community space including a study room, a great room for parties, a full kitchen, BBQs and outdoor play areas. With green building a focus for the project, the landscape consists of an arid palate with fruit trees (such as citrus) providing additional benefits for residents. The buildings feature green building materials such as energy efficient appliances, cool roofs, low -e windows and more. Architect: KTGY Group General Contractor: Wermers Multi -Family Corporation Financial Partners: Redevelopment Agency of the City of Lake Elsinore, City of Lake Elsinore, County of Riverside, Wells Fargo Community Lending and Investment, California Community Reinvestment Corp. BRIDGousing BUILDING SUSTAINING LEADING Madera Vista, Temecula, CA Madera Vista was originally a partially constructed, foreclosed property in Temecula when BRIDGE acquired this phased development. Affordable Units / Total Units: 110 / 110 Original Project Value: $26,000,000 Phase One includes 20 units of moderate -income housing. Phase Two was completed in 2014 and includes 60 new units; with a mix of 40 family and 20 senior apartment homes. The final phase consists of 30 apartment homes for families, with construction slated to start in Fall 2016. Madera Vista is located less than one-half mile from a Riverside Transit Authority bus stop, Paloma del Sol Park, Mission Medical Center, and a variety of retail and restaurant options. Amenities include, barbeques, an elegant club house with kitchen, and a swimming pool and spa. Architect: Phase I: Irwin Pancake Phase II & III: KTGY Planning + Architecture General Contractor: Phases I & II: Wermers Multifamily Phase III: Sun Country Builders Financial Partners: City of Temecula, County of Riverside, Wells Fargo, Citibank BRIDGEHousing BUILDING SUSTAINING LEADING Ivy at College Park, Chino, CA Ivy at College Park is located on a 6.7 -acre site within the 200 -acre College Park master plan area, adjacent to the Chaffey College Chino Campus. Ivy at College Park offers 135 affordable one-, two- and three- bedroom family apartments along with amenities such as on-site laundry, a community room with a kitchen, a pool, a children's play area, and an outdoor fireplace. The apartment community, which is GreenPoint Rated, features a robust solar thermal hot water system. Architect: KTGY Group General Contractor: Portrait Construction Financial Partners: Wells Fargo Bank, City of Chino, California Tax Credit Allocation Committee/California Debt Limit Allocation Committee, California Department of Housing and Community Development BRIDGousing BUILDING SUSTAINING LEADING COMM22, San Diego, CA A mixed-use, urban infill development, COMM22 provides affordable housing for families and seniors in San Diego's Logan Heights neighborhood. Affordable Units / Total Units: 200 / 200 Original Project Value: $85,400,000 (Infrastructure, Family, and Senior Housing phases) Paseo at COMM22 includes 130 units of affordable family housing and Victoria at COMM22 provides 70 units of affordable housing for seniors. These transit - oriented developments are combined with community -serving commercial and retail space, day care facilities, and ultimately office space, market rate lofts and for - sale townhomes. COMM22 features enhanced plaza areas for public gatherings, public art, strong pedestrian connectivity throughout the site and convenient access to public transportation. The development area infrastructure received significant upgrades such as streetscape improvements, storm drains, water and sewer lines, and undergrounding of power lines. COMM22 is a co -development of BRIDGE Housing and MAAC Project, in partnership with San Diego Unified School District. Architect: MVE + Partners Contractors: Cannon Constructors (Family and Senior Housing), Hazard Construction (Infrastructure) Financial Partners: San Diego Unified School District, City of San Diego, San Diego Housing Commission, U.S. Department of Housing and Urban Development, Voter -approved Proposition 1C TOD and Infill Infrastructure Grant Programs through the California Department of Housing and Community Development, California Housing Finance Agency, California Pollution Control Finance Authority, SANDAG, Bank of America BRIDGousing BUILDING SUSTAINING LEADING Development Concept — Santiago Road REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDG Dosing REQUEST FOR PROPOSALS - CITY OF TEMECULA Proposed Development - Santiago Road Site Situated in a zone transitioning from higher to lower density, the Santiago Road site presents an opportunity to address three problems simultaneously. The vision that BRIDGE proposes for the Santiago Road site is focused on creating a calming transition between neighborhoods, while increasing the affordable housing stock for seniors in Temecula and addressing potential drainage issues for the surrounding neighborhood. By solving these three issues, BRIDGE and the Development Team believe they have found an ideal use for the Santiago Road site. On Santiago Road going east from I-15, the transition of uses occurs very quickly from the I-15 frontage, past a cluster of schools, churches, and a suburban housing tract, and then into large lot ranch homes. The transition is punctuated by the vacant Santiago Road site, which detracts from the transition into the surrounding neighborhoods. BRIDGE's proposed development transforms this visible corner from an empty lot into a community park, hedged by native trees, and a well-designed community for senior residents. Site buildings would be nested within a border of greenery, mimicking the lower density developments that flank the site. In the framework proposed by BRIDGE and the Development Team, the site would house senior residents, with incomes ranging from 30% to 60% of Area Median Income in studio, one -bedroom, and two-bedroom apartment units designed for the senior population. The advantages of this site lend themselves to the creation of affordable housing units that would support aging in place, creating community networks and being active through the sunset years of life. The surrounding neighborhood offers a quiet backdrop for senior activities that could be potentially linked to the nearby school and church uses. The seniors could make use of the Mary Philips Senior Center located less than a mile away in Old Town Temecula. The open design of the site would also make the best use of the internal area to allow the site to accommodate a variety of other seniors engaging and stimulating activities. Services offered on site would take full advantage of these opportunities, offering classes and light counseling, but also outdoor gardening, yoga and other movement classes. Based on a review of the existing site conditions, it is apparent that the site is acting as a temporary drainage basin for the storm water flows that come from further east on Santiago Road. The site is currently graded and contains a temporary desilting basin that appears to have been recently constructed. It is not clear whether the current installation meets all State storm water measures and whether the City has potential liability for water and sediment that might cross the site and drain onto Ynez road. BRIDGE's proposed plan provides a permanent solution to this existing situation by collecting the storm water as it travels down Santiago Road and routing the flow through the site in a series of pipes that would end in a permanent, landscaped desiltation basin on the south end of the property. Potential City liability for storm water compliance measures on the Santiago Road site is mitigated and the City could retain ownership of this desiltation basin and provide necessary maintenance of this drainage facility. Alternative drainage solutions could be explored with the City as well. BRIDGEousin 9 REQUEST FOR PROPOSALS - CITY OF TEMECULA Architecturally, the Santiago Road community has been designed in a rustic craftsman style with low slung roof pitches and an earthy color palette reminiscent of early California charm, pulling color inspiration from the local pepper trees and eucalyptus groves and nestled into a quiet suburban neighborhood in Temecula, California. The surrounding neighborhood features schools, preschools and churches that enhance the quiet nature of the community. Providing a beautiful and safe place senior residents can call home and that meshes with the surrounding community drove the creation of a one -acre passive park located on the corner of Ynez and Santiago Road. Highlighting the onsite livability with functional recreational spaces both indoors and outdoors, the Santiago Road community features a swimming pool for residents and indoor multipurpose gathering space. BRIDGE's proposal for the Santiago Road site is the thoughtfully designed and quiet community every family seeks for their elders. BRIDGEousin 9 SUMMARY U U Q 0 0 < ▪ n o< N D D N- L 00(0 + I +i +i +i +i +i 4) C 0 O (6 m N C d O Q m Q N N 'IA Q c a D O c z 0 0 CV CV CV Is-- CO N. v m m 7 PARKING REQUIRED 01 d a O N F- W PARKING PROVIDED Q = O KIM r SANTIAGO ROAD CONCEPTUAL IMAGERY TEMECULA, CA ICU # 20160191 OS 111016 KTGY Group, Inc. Arch Itectu re+Plan n I ng 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 ktgy.com FRONT ELEVATION LEFT SIDE ELEVATION BACK ELEVATION RIGHT SIDE ELEVATION SANTIAGO ROAD CONCEPTUAL ELEVATIONS - BLDG. B TEMECULA, CA ICU # 20160191 OS 111016 0 8 32 4 16 KTGY Group, Inc. Architecture+Plan n I ng 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 ktgy.com REQUEST FOR PROPOSALS - CITY OF TEMECULA Service and Support Plan - Santiago Road Site Service Organization - BRIDGE Housing BRIDGE is directly involved with programs and services at more than 65 affordable housing developments located across California and Oregon, with internal oversight provided by BRIDGE Housing's Community Development and Programs division. Our internal staff works to create a personal impact for residents, across a development portfolio that tenants of different ages, incomes, languages, ethnicities and educational backgrounds. To best serve our residents, BRIDGE's approach is to partner with local nonprofits and service agencies to deliver unique service plans that are customized for each community. This allows the local resources of each community to be fundamentally integrated into the services plan, and better facilitates the addressing of the specific needs and requests of our diverse resident population. Since its inception, BRIDGE has believed that an apartment with an affordable rent should be a stepping stone for advancement. That's why targeted programs and services are provided for residents of all ages, to help them move toward lifelong success. Our successful senior programs promote community building and reduce social isolation. Program examples include nutrition and cooking programs that support healthy eating and healthy aging and activities that encourage residents to come out and be active in a group setting, including meditation, yoga, senior chair exercises and senior movement classes. An example of BRIDGE's approach to services is the multigenerational Madera Vista Apartments Phase 1 and 2 in Temecula, which currently includes 80 units of affordable housing from 30% to 80% AMI (some with Section 8 vouchers). The proposed Phase 3 development will add seven Section 8 voucher units and 23 units between 50-60% AMI. Resident demographics include: • 70% of households are led by a female head of household. This indicates a high number of single mothers. • 38% of residents are Hispanic • 24% of residents are school-age children • The average household income in $23,706. This indicates that the majority of families are working at low wage jobs. In comparison, the average income for Temecula is $78,165. 70% of households are categorized as very low income or extremely low income. Given this population description, a services model was designed to support working families led by single mothers with school age children. Current Madera Vista services include: • Adult education at 78 hours per year: classes include English as a Second Language, Employment Readiness Classes, and Nutrition and Healthy Cooking Classes. Financial Literacy classes and Health Education Classes at 6 hours per year. These classes are intended to build community and help residents establish and maintain relationships with each other while learning about important community resources that support financial and physical health. Homework Club for school-age youth at 228 hours per year (6 hours per week for 38 weeks in a year): the club is designed to provide a safe and supportive environment for youth to complete their homework and receive academic support. BR'IDG1vusrng REQUEST FOR PROPOSALS - CITY OF TEMECULA All services are funded through the operating budget and are offered on site at no cost to residents of Madera Vista. Phase III residents will also be invited to participate in these services at no cost. Services for the Proposed Santiago Road Site BRIDGE envisions services tailored to the senior population that would take advantage of the ample open space provided onsite to bring together the community around events and activities. A particular challenge for affordable seniors is connecting with peers across the housing development and in the greater community in which they are living. Seniors who participate in activities with peers have been shown to live longer and be healthier in both mind and body for more of their life. BRIDGE will work with residents and community service providers to ensure that the needs of residents are met and that they are able to live independently, with comfort and dignity, in an enriching environment for as long as possible. The facilitation of services at Temecula Center Senior Housing will include both on-site programming and referrals to experienced off-site service providers. Through a third party service contract, a part-time onsite Services Coordinator will coordinate service delivery and recreational and social programs at the development. On-site programming could include health and wellness programs, independent living activities, social and community building activities, English -As -A -Second Language classes, translation services, and connections to community resources such as meal delivery programs, senior ride services and other programs that support seniors' ability to age in place independently. To determine the initial framework of the development's service plan, BRIDGE's Community Development and Programs Division staff will start with a review of known community data to understand the demographics of likely residents, local community assets, and potential gaps in services. Once the apartments are occupied, the team validates or adjusts the services plan by hosting community meetings and hearing directly from residents. Based on our understanding of the Temecula community and current resident population, some potential services strategies for the seniors at the proposed Santiago Road property could include: • Onsite service coordination to provide light case management and information and referral resources to residents • Programs and workshops that emphasize healthy living and include nutrition education, senior exercise, and stress management • Opportunities for residents to engage with their surrounding community through social activities such as bingo, movie nights, and monthly birthday celebrations • A speaker series for local providers and community leaders to meet with residents and educate them on various topics of interest BRIDGE would welcome the opportunity to partner with the City to survey the existing resident population to discuss which types of programs have been successful in the past and build on those as well as bring new engaging services and programs to the community. BR'IDG1vusrng REQUEST FOR PROPOSALS - CITY OF TEMECULA Tax Credits Due to its location, the Santiago Road site does not score the minimum required amenity points to apply for 9% tax credits. Therefore, the project has been structured using 4% tax credits. Although this generates less equity for the project, the advantage of the 4% tax credit structure is a predictable timeline for financing the project. After the DDA/OPA is executed and entitlements are secured, the project can move forward through design and into permitting and construction without the uncertainty of the 9% tax credit application process. Pro Forma Template We have filled out the required RFP Pro Forma Template with all relevant financing and project information and included the completed template in the Attachments section as an Appendix. Project Schedule The Santiago Road site is currently zoned Very Low Density Residential (VL). In order to develop the site as proposed, BRIDGE will need to process a General Plan amendment and a zone change to Medium Density Residential (M) to allow residential multifamily development at approximately 10 DU/acre. In addition, the project will be subject to the CEQA review process, but limited impacts are anticipated and a Mitigated Negative Declaration would be expected. Development activities and proposed dates are shown in the table below. Activity Proposed Date (month/year) Pre Development RFP submission May 16, 2016 Selection for Development June 2016 ENA Negotiation and Execution July -August 2016 DDA/OPA Negotiation and Execution August -September 2016 Initial Community Outreach (Ongoing) October 2016 Initial General Plan Update and Rezone for Site to allow Multifamily Residential Use at density of 10 DU/acre November 2016 Initiate CEQA Review Process — MND November 2016 FHLB Affordable Housing Program (AHP) Application March 2017 2 BRIDG°using REQUEST FOR PROPOSALS - CITY OF TEMECULA Complete CEQA Review — MND Issued June 2017 Approval of GP Update and Rezone June 2017 Planning Commission Approval of Site Plan, Elevations June 2017 Building Permit Submittal September 2017 4% TCAC and CLDAC Bond Application October 2017 4% TCAC Preliminary Reservation and CDLAC Bond Allocation December 2017 Building Permit Issued January 2018 Closing/Funding of Loan January 2018 Site Acquisition January 2018 Development Construction Begins January 2018 Construction Completed February 2019 Certificate of Occupancy February 2019 Marketing Early Outreach Begins January 2018 Marketing Begins August 2018 Initial Tenant Move -Ins February 2019 Absorption (units per month) 15 - 20 Full Occupancy May 2019 3 BRIDG°using Development Concept — Rancho California REQUEST FOR PROPOSALS - CITY OF TEMECULA BRIDG Dosing REQUEST FOR PROPOSALS - CITY OF TEMECULA Proposed Development - Rancho California Road Site Located just west of the southern gateway to the Jefferson Corridor, the Rancho California site as envisioned by BRIDGE and the Development Team would provide affordable housing for 62 veteran households in a well-designed, community setting with one-, two- and three-bedroom apartment homes. The site design is modern and efficient, and not only brings pedestrian movement to an underutilized parcel, but also creates an active linking presence from the vibrant Old Town Temecula to the future developments located on the Jefferson Corridor. The services envisioned for the property would be delivered in conjunction with Veterans Supplemental Supportive Network of Temecula, and would seek to create a stable and connected community for veterans and their families. The Rancho California Site, located west of the 15 freeway in Temecula, California in an urbanized commercial location, pulls modern architectural design elements from the industrial buildings bordering the site, balancing these elements with the needs of veterans and their families. The three story buildings will blend with the height of surrounding structures while its location, framed by Rancho California Road, Diaz Road and an access road, distinctly set Rancho California apart with connectivity to the Temecula Town Center, Old Town civic and commercial core, employment, shopping, dining and potential future creek trail. Tuck under garages maximize the site's potential, allowing 62 units to sit on a net site area of three acres. Further emphasizing site livability, functional indoor and outdoor recreational spaces such as a pool and spa area and multipurpose gathering spaces have been designed for all residents to enjoy. Currently, significant pedestrian barriers remove amenities such as Sam Hicks Monument Park, the local staple Lopez Market and other services from the pedestrian path of travel west of Temecula Creek. The proposed design seeks to address that, in part by adding a greenery walkway along the southern edge of the site, but also by improving the connection across the eastern section of Diaz Road with simple, but effective, pedestrian enhancements. These features would be augmented if the City elected to close the access road on the east edge of the site, which would open the potential of Temecula Creek as a recreational and educational amenity to residents of the Rancho California Site and the greater community of the City of Temecula. BRIDGE and the Development Team have collaborated on a vision of the Rancho California Site that would house 62 veteran households. The site would serve veterans that earn 30% to 60% of Area Median Income. The amenities offered onsite would be bolstered by a robust selection of services provided in collaboration by BRIDGE Housing's Community Development and Programs division and the Veterans Supplemental Supportive Network (VSSN). Services offered onsite would complement with those offered offsite through referrals, and residents would benefit from the large network of veteran's service providers brought together by VSSN. BR'IDG1vusrng Ex. Drainage Easement New Pedestrian Crossing Community Bldg - ±3,200 SF - Pool / Spa - Meeting Rooms for Service Providers 3 Story Tuck Under ca ca 0 a 0 ca 0 cc F► RANCHO CALIFORNIA ROAD CONCEPTUAL SITE PLAN TEMECULA, CA 2262 # 20160221 05.11.2016 SUMMARY Gross Area 3.64 AC Net Area 2.64 AC Drainage 1.0 AC Units 62 DU Density 23.5 DU / AC UNIT MIX 1BR: 25 (40%) 2BR: 25 (40%) 3BR: 12 (20%) TOTAL 62 DU PARKING REQUIRED 1BR: 25 x 1.5 = 38 2BR: 25x2.0= 50 3BR: 12x2.5= 30 Total 62 = 118 Guest: + 11 TOTAL 129 spaces req'd PARKING PROVIDED Garage: 62 Open: 34 18' Driveway: 33 TOTAL 129 spaces provided (2.08 sp/du) 0 25' 50' 100' KTGY Group, Inc. Architecture+Planning 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 1111 ktgy.com RANCHO CALIFORNIA ROAD === CONCEPTUAL IMAGERY TEMECULA, CA 2262 # 20160221 02 11 2016 KTGY Group, Inc. Architecture+Planning 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 ktgy.com RANCHO CALIFORNIA ROAD CONCEPTUAL ELEVATION - BLDG. D TEMECULA, CA ICU # 20160191 OS 111016 0 0 32 4 18 KTGY Group, Inc. Arch Itectu re+Plan n I ng 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 ktgy.com fI P !. mn FRONT ELEVATION m rnn T IMTM 1 !1 i= ILII _. - I --' .SWIM - s• +�I 111111111111111 111111111111111 IMMI# ■■i REAR ELEVATION RANCHO CALIFORNIA ROAD RIGHT ELEVATION 41+ CONCEPTUAL ELEVATIONS - BLDG. E TEMECULA, CA ICU # 20160191 OS 111016 LEFT ELEVATION 0 a 32 I 1111 4 16 KTGY Group, Inc. Arch Itectu re+Plan n I ng 17911 Von Karman Ave., Suite 200 Irvine, CA 92614 949.851.2133 ktgy.com REQUEST FOR PROPOSALS - CITY OF TEMECULA Service and Support Plan - Rancho California Site Delivery of services at the Rancho California Site is envisioned to be a collaboration between BRIDGE Housing's Community Development and Programs division and the Veterans Supplemental Support Network of Temecula. With the goal of supporting not only veterans, but their families as well, BRIDGE will deliver educational classes, health and wellness and skill building classes that will work in counterpart with the more specialized offerings of VSSN. With the goal to create a comprehensive platform to enrich the whole veteran family, BRIDGE and VSSN are excited to join in collaborating on this endeavor. Service Organization - Veterans Supplemental Support Network Veterans Supplemental Support Network's (VSSN) mission is to end and prevent hunger and hardship among veterans, military and/or their family members. Each VSSN chapter across the world is an alliance of concerned community members including service members, veterans, individuals, groups, nonprofits, and businesses, who leverage resources and volunteerism efforts to develop supplemental support for Veterans, Military uniform service members and their families. Veterans Supplemental Support Service Network is an independent, 501 c (3) nonprofit community organization that provides assistance to service connected and veteran families who are at risk for homelessness, low income or in hardship. VSSN's Community Support Workers (CSWs) stay with each family along their journey to access services and/or resources. This helps or veteran and service connected families navigate through difficult systems, or services, make informed decisions, and understand the options to gain access to VA benefits and/or other local benefits Case management is the agency's core competency in that each Community Social Worker takes the journey with its clients to ensure they navigate and meet the requirements of various community resources and supportive services within both government agencies and community base organizations. VSSN estimates that there are 454 veteran households at risk of homelessness in or around the Temecula/Murrieta area. VSSN and BRIDGE have targeted these households for the Rancho California development. The site would provide permanent housing to veterans and their families, with light supportive services offered onsite and an easy connection to more intensive services available to those veteran households who need them. Proposed Veteran Services Veterans heal better, quicker, and lead more enriched lives when they live and heal in a community of their peers. The goal will be to provide stability in the lives of veterans and their families, and a connection to a continuum of care for more intensive services if needed. Supportive services on the site would be focused on supporting healing done offsite. Residential services would include BRIDGEousin 9 REQUEST FOR PROPOSALS - CITY OF TEMECULA • Daily Life and transportation services (general guidance counseling and direct resource or supportive service connection) • Case management for benefit eligibility and claims through partnering Riverside County, and VA certified claims officer • Health and mental health care services coordination and liaison supportive services between residents and their current or newly assigned health, mental health and/or behavioral health providers • Income Support Services: direct distribution of emergency food, hotel, and wellness vouchers along with toiletry packages • Legal Services through service coordination with local legal network for lower income individuals and/or veterans families Childcare assistance coordination • Educational and employment resource, referral and counseling Service Organization - BRIDGE Housing BRIDGE is directly involved with programs and services at more than 65 affordable housing developments located across California and Oregon, with internal oversight provided by BRIDGE Housing's Community Development and Programs division. Our internal staff works to create a personal impact for residents, across a development portfolio that tenants of different ages, incomes, languages, ethnicities and educational backgrounds. To best serve our residents, BRIDGE's approach for the Rancho California site is to offer a set of more general services that would work in conjunction with VSSN's veteran -focused services to create a stable and supportive environment for veteran households, including: • Nutrition and Healthy Cooking Classes • Employment Readiness Classes, with a focus on building and embellishing skills learned while serving • Financial Literacy Classes, aimed at helping veteran households take advantage of any programs aimed at those who have served or their families • Homework Club for School Aged Youth BRIDGEousin 9 REQUEST FOR PROPOSALS - CITY OF TEMECULA application process. In addition, utilizing 4% tax credits provides flexibility to accommodate a community aimed at veteran family households that doesn't fit within one of the set-aside categories required in the 9% program Pro Forma Template We have filled out the required RFP Pro Forma Template with all relevant financing and project information and included the completed template in the Attachments section as an Appendix. Project Schedule The Rancho California site is currently zoned Service Commercial (SC), which prohibits residential uses. In addition, the site is within a local business park and is subject to CC&R's for that area that prohibit residential uses. In order to develop the site as proposed, BRIDGE will need to process a General Plan amendment and a zone change to High Density Residential (H) to allow multifamily development at approximately 20 DU/acre, and the existing CC&R's would need to be modified as it relates to this site. In addition, the project will be subject to the CEQA review process, but limited impacts are anticipated and a Mitigated Negative Declaration would be expected. A proposed timeline of entitlement and development activities is shown in the table below. Activity Proposed Date (month/year) Pre Development RFP submission May 16, 2016 Selection for Development June 2016 ENA Negotiation and Execution July -August 2016 DDA/OPA Negotiation and Execution August -September 2016 Initial Community Outreach (Ongoing) October 2016 Initial General Plan Update and Rezone for Site to allow Residential Use November 2016 Initiate CEQA Review Process — MND November 2016 Initial Process to Remove Site from Business Park CC&R's November 2016 Complete CEQA Review — MND Issued June 2017 2 iUU II} i BRIDG REQUEST FOR PROPOSALS - CITY OF TEMECULA Approval of GP Update and Rezone June 2017 Planning Commission Approval of Site Plan, Elevations June 2017 Building Permit Submittal September 2017 4% TCAC and CLDAC Bond Application October 2017 4% TCAC Preliminary Reservation and CDLAC Bond Allocation December 2017 Building Permit Issued January 2018 Closing/Funding of Loan January 2018 Site Acquisition January 2018 Development Construction Begins January 2018 Construction Completed February 2019 Certificate of Occupancy February 2019 Marketing Early Outreach Begins January 2018 Marketing Begins August 2018 Initial Tenant Move -Ins February 2019 Absorption (units per month) 15 - 20 Full Occupancy May 2019 3 iUU II} i BRIDGL� REQUEST FOR PROPOSALS - CITY OF TEMECULA ATTACHMENTS BRIDG Dosing REQUEST FOR PROPOSALS - CITY OF TEMECULA Appendix — KTGY Firm Information and Comparable Projects BRIDG Dosing Mission Statement Corporate Vision To Move the Discourse of Architecture Forward by Continuously Searching for Better. Mission Statement KTGY designs innovative, market driven, thoughtful solutions that produce lasting value for our clients, the community, and our firm. We do this by empowering the strong talent of our teams and with an extraordinary spirit of collaboration. Commitments 1. Commitment to Clients: Create Innovative Design Solutions for Client Success • Listen • Thoughtful design that aligns with client objectives • Assemble the appropriate team • Deliver buildable projects on time and on budget 2. Commitment to Community and the Environment: Plan and Design Projects that Enhance the Community • Create pleasing spaces that elevate living, working, and playing • Integrate sustainability into every design • Embrace our unique position by giving selflessly of our time and resources for a greater good 3. Commitment to KTGY Team Members: Build the Firm Generation -to -Generation • Foster a spirit of collaboration within an entrepreneurial environment • Embrace experience, be open to new ideas, and enable talent to flourish • Opportunities for growth and opportunities for financial reward 4. Commitment to Embrace Change KTGY Architecture + Planning Services Our People: Delivering on the Vision At KTGY, we believe it takes more than great ideas to design great places. It takes great people. Here, the energy, talent and creativity of our staff converge with a dedication to exceptional service to deliver successful architectural and planning solutions. How we work with clients embodies what we value. For 25 years, KTGY has been as passionate about connecting with our clients and their objectives as we are about design and creativity. Our designs are inspiring and innovative, yet ever mindful of project goals. Our people listen, respond and deliver what our clients need, want and envision. As a full-service architectural and planning firm, KTGY has delivered a depth and breadth of successful design solutions for: Residential SFD SFA Townhome Walk Up Wrap Podium High Rise Affordable Planning Master Planning Urban Design Site Planning Entitlement Government Relations 55i -/Service Enriched Active Adult Communities Independent Living Assisted Living Memory Support Skilled Nursing CCRC Mixed Use Retail International Healthcare KTGY Architecture + Planning 20110001 - Photography ©Ted7 Ivy at College Park is located on a 6.7 -acre site within the 200 -acre College Park master plan area, adjacent to the Chaffey College Chino Campus. The property offers 135 affordable family apartments in 10 residential buildings, along with amenities such as on-site laundry, a community room with a kitchen and computer lab, a swimming pool, a children's play area, an outdoor fireplace and on-site professional management. Designed for long-term sustainability, Ivy at College Park achieved GreenPoint Rated certification and was awarded an impressive 143 points (which is equivalent to LEED Platinum certification level for all io buildings). The environmentally -friendly apartment community features a robust solar thermal hot water system and one-, two- and three-bedroom apartment homes. Ivy at College Park Client BRIDGE Housing Location Chino, CA Use 3 -Story Walk-up Apartments Facts • Density - 21 DU/AC • Unit Plan Sizes - 583-1,104 SF • Number of Units - 135 DU • Site Area - 6.7 AC • Parking - 289 Spaces (2.4 sp./unit) • Green Point Rated 1 Architecture+Plan n i n g 888.456.ktgy ktgy.com AT COLLEGE 1,4“ APARTMENT HOMES SS Ivy at College Park 1 Architecture+Planning 888.456.ktgy ktgy.com 20100314 - Photography© ROEM Development Corporation &Applied Photography A transformational development by ROEM Development Corporation and Eden Housing, Inc., in partnership with the City of Mountain View, Studio 819 offers 49 environmentally -friendly workforce studio apartments available to low-income families. This mixed-use development provides an environmentally -responsible and amenity -rich community for its residents with an architectural expression that enhances the surrounding neighborhood. Studio 819's contemporary architectural style also pays homage to Mountain View's modern and Craftsman heritage, while a generous amount of glazing along Rengstorff Avenue provides direct access to ground -floor commercial retail space. The apartment community consists of a three-story building with approximately 1,640 square feet of commercial space and 41 parking spaces on a surface parking lot. Amenities include a community room with kitchen, computer room, laundry facilities, a ground -floor courtyard and a third -floor roof deck. Studio 819 is LEED Platinum certified. Studio 819 Client ROEM Development Corporation Location Mountain View, CA Use Mixed Use Affordable SRO Apartments & Restaurant Facts • Density - 59 DU/AC • Unit Plan Sizes - 405 SF • Number of Units - 49 DU • Retail - 1,60o SF • Site Area - .83 AC • Parking - 32 Resident Spaces (.65 sp./unit), 9 Retail Spaces • LEED Platinum Certified Awards 2015 Structures Silicon Valley Business Journal • Award Finalist Il 1 Architecture+Plan n i n g 888.456.ktgy ktgy.com Studio 819 Il 1 Architecture+Plan n i n g 888.456.ktgy ktgy.com 20090353 - Photography © Applied Photography & Steve Proehl Designed to LEED Platinum specification, Franklin Street Family Apartments provides 51 one-, two- and three-bedroom apartments affordable to families with annual incomes at or below 5o% of the Santa Clara County Area Median Income. Google invested a total of $6.5 million equity in the Franklin Street Family Apartments and provided a grant for computer equipment and free Internet access for residents. The building architecture complements this unique downtown location near transit and integrates traditional Mediterranean colors with stucco exterior walls and tile roofing. Also, the development consists of a three- and four-story "C" shaped building with 92 parking spaces in a podium parking garage. The landscape design creates meaningful private and public open spaces, while preserving a significant number of mature trees. Project amenities include a computer center, library, community room, fitness room, courtyard, tot lot, and barbeque area, along with a wide array of resident services, including computer classes, ESL classes, and resident events. Franklin Street Family Apartments Client ROEM Development Corporation Location Mountain View, CA Use Affordable Apartments Facts • Density - 49.5 DU/AC • Unit Plan Sizes - 787-1,262 SF • Number of Units - 51 DU • Site Area - 1.03 AC • Parking - 92 Spaces in a Podium Parking Garage • LEED-H Platinum Certified Awards 2014 NAHRO • Award of Excellence for Project Design 2014 Affordable Housing Finance • Readers' Choice Award Finalist for Project of the Year/Green 1 Architecture+Plan n i n g 888.456.ktgy ktgy.com Caltrain'Statio+r Center n - '"Moimfal Downtown' �Stp6wnn' Franklin Street Family Apartments 1 Architecture+Plan n i n g 888.456.ktgy ktgy.com REQUEST FOR PROPOSALS - CITY OF TEMECULA Appendix — Cannon Constructors - Firm Information and Comparable Projects BRIDG Dosing CANNON CC/N.5-N: U C T O R 5 Established Contractor's License Office Phone/Fax: Management: Address: Office Phone/Fax: Management: Address: Office Phone/Fax: Management: Address: QUALIFICATION STATEMENT THE FIRM 1978 900698, B Cannon Constructors, Inc. — Northern California 415.546.5500 Fax 415.546.5501 Michael W. Adler, Principal Larry Pace, Operations Manager 310 Howard Street, San Francisco, CA 94105 Cannon Constructors South, Inc. — Southern California [Encino] 818.906.6200 Fax 318.906.6220 Michael C. Stieger, Principal John A. Locascio, Principal 17000 Ventura Blvd, Suite 301, Encino, CA 91316 Cannon Constructors South, Inc.—Southern California [San Diego] 858.486.7888 Fax 858.486.7788 Thomas R. Rernensperger, P.E., Regional Director 13230 Evening Creek Drive, Suite 213, San Diego, CA 92128 CANNON C. J7 U CTORS FINANCIAL INFORMATION SUMMARY We are privately held corporation and statements regarding financial position are not for release to anyone other than Cannon Constructors, Inc.'s shareholders. If we are selected as the General Contractor for a project, we will make available financial information on a confidential basis. If you require any additional information, please contact Michael 5tieger at our Los Angeles office, 818.906.6200. Total dollar value of work completed for the last three years 2014: 2013; 2012: $107,000,000 $85,300,000 $47,200,000 Name of Bank: Address: Contact: Phone #;. Accountants: Contact: Phone #: East West Bank 15821 Venture Blvd., Encino, CA91436 Mr. Henry Choi 888.895.5650 Roth Bookstein & Zaslow Mr. David Zaslow 310.478.4148 Bonding limit per project: Aggregate capacity: _ Value of work currently bonded: CANNON CON 5 T is U C T 0 R 5 Bonding Surety: Agent: Telephone Number: BONDING 54 million 75 million 17.5 million Travelers Casualty and Surety Company Gallagher Construction Services , Attn: Betty Tolentino 415.2E8.1611 INSURANCE General Liability: Policy Number: Per Occurrence: Aggregate: Products & Completed Operations Scottsdale Insurance Company Bosao30423 $1,000,000 $2,000000 $2,000,000 Autornobire Liabi ity: Travelers Property Casualty Company of America Policy Number: DT8106E300556TIL14 Per Occurrence: $1,000,000 Excess Liability : Policy Number: Per Occurrence: Workers' Compensation: Policy Number; Per Occurrence: Liberty Insurance Underwriters, Inc. 1000045076-01 $15,000,000 Travelers Property Casualty Company of America 0TJ1../85E27544A14 $1,000,000 Accwhe CERTIFICATE OF LIABILITY INSURANCE i�--'--- DATE(MMICOrYYYY) 6/17/2015 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER, THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s), PRODUCER Su IlivanCurtisManrae Insurance Services 1920 Main Street Suite 600 Irvine, P 9261 wrww-SullivanCurtisMonroe.com License # 0E83670 CONT PHONEFAX E 41 949.250.7172 I rArc. Nor 949 852 9762 a MAIL ADDRESS: INSURER(5) AFFORDING COVERAGE NAIC 5 INSURER A: Hartford Underwriters Insurance Company 30104 INSURED Cannon Constructors South Inc. Cannon Constructors, Inc. 17000 Ventura Blvd., #301 Encino CA 91316 INSURER B: Nationwide Mutual insurance Company 25453 INSURER C: Liberty Insurance Underwriters Inc. 19917 INSURER 0; Sentinel Insurance C-ompany 11000 INSURER E: CLAWMSMADE ri OCCUR INSURER F : 1 800,[300 COVERAGES CERTIFICATE NUMBER: 25140051 REVISION NUMBER: THIS I5 TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL TI -IE TERMS. EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL NSD SUER WVD POLICY NUMBER POLICY EFF IMMIQDIYYYY) POUCY EXP IMMIDDIYYYY) LIMITS A J COMMERCIAL. GENERAL LIABILITY 72UEN010243 6119/2015 6/1912016 EACH OCCURRENCE 1 1,000,000 CLAWMSMADE ri OCCUR DAMAGE PREM SESEa a occurrence) 1 800,[300 1 Ded :$5,000/Occu trance MED EXP (My one parson) 1 Excluded PERSONAL & ADV INJURY b 1.000,000 GEM_ AGGREGATE RPOLICY OTHER: f LIMIT APPLIES PER : I2V- LOC GENERAL AGGREGATE 1 2,000,000 PRODUCTS -COMP/OP AGG E 2,000,000 1 B AUTOMOBILE f d d LIABILITY ANY AUTO ALL OWNED AUTOS HIRED AUTOS Comp $250 _ J SCHEDULED AUTOS NON -OWNED AUTOS Coll $S00 AGPBA780276Q563 6/19/2015 6/19/2016 ICO BU SINGLE LIMIT 1 1,000,000 BODILY INJURY (Per person) 1 BODILY INJURY (Per accident) i PROPERTY DAMAGE (Per accident) 1 0— ./ UMBRELLA LIAR EXCESS LIAB vi OCCUR CLNMS•MADE 1000045076-03 6/1912015 6/19/2016 EACH OCCURRENCE 1 15,009,000 AGGREGATE 1 15,040,000 DED RETENTION 5 1 ID WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETORIPARTNER+EXECUTIVE OFFICERrMEMBER EXCLUDED, {Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below YIN N NIA 72WEO10245 6/19/2015 5/19/2016 , STATUTE ER E.L. EACH ACCIDENT 1 1,000,0(10 E.L. DISEASE • EA EMPLOYEE 1 1,000,000 E.L. DISEASE - POLICY LIMIT E 1.000,000 DESCRIPTION OF OPERATIONS $ LOCATIONS t VEHICLES (ACORO 401, Addhianal Remarks Schedule, may be attached Lf mare space in requl ed} CERTIFICATE HOLDER CANCELLATION Insured's CopySHOULD 1 ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE -. Jessica Lund ACORD 25 (2014101) ®1988-2014 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered merits of ACORD 25140[151 1 CANNA 1 15-16 C}L/auto/Yob/1J$/$44th 1 Amanda L.Fepn 1 6/17/2015 4:55:31 PM (PBT] 1 P„9r 1 rf Relevance: Preconstruction Services GMP Contract Repeat Client LEED Gold CANNON CON STR U C TORS COMM 22 Senior Housing San Diego, CA Construction Value: $14,100,000 Completion Date: December 2014 Client Reference: Jeff Williams BRIDGE Housing 619.231.6300x501 ieffwilliams@bridgehousing.com Architect: MVE Institutional Bob Simons 949-233-6391 bsimons@mve-institutional.com Cannon Constructors South, Inc. has recently completed the construction of a mixed-use, transit -oriented development consisting of 70 units of affordable Senior Housing and Day Care Facilities. Amenities include a library, community center and outdoor fireplace. Project complexities include one level of parking below, contaminated soil remediation, LEED Gold, HUD financing, incorporating a full Day Care Center and a complete solar thermal system. Winner of the 2015 San Diego Housing Federation Annual Ruby Awards! Project of the Year Project Relevance: • Preconstruction • Wood frame • GMP Contract • Cast -in -Place • Multi -Family Concrete Garage • Mixed-use • Repeat Client • Apartments CANNON CONSTRUCTORS Sage Apartments Cerritos, CA Client Reference Luke Daniels The Richman Group Development Corp 858.263.2870 Architect Architects Orange Name: R.C. Alley 714-639-9860 Construction Manager Jim Callahan C&S Professional Services 858.304.1664 Project Delivery Preconstruction Services Guaranteed Maximum Price Contract Project Team: Preconstruction: Geoff McMillen Project Manager: Don Maloy 1 This 5 -story apartment complex includes 132 dwelling units, wrapped around a 5 -level parking structure. The project scope includes, soil remediation, sound attenuation for the 91 freeway, accommodating access 7/24 to the adjacent City well/pump facility, shared improvements with neighbor, including a new traffic signal at the main entry. Project amenities include Fitness Facility, community clubhouse, Yoga facility, private dining facility, wine tasting area and pool & spa. Project Relevance: • Preconstruction • GMP Contract • Multi -Family • Mixed-use • Apartments • Wood frame • Cast -in -Place Concrete Garage Podium • Repeat Client CANNON CONSTRUCTORS F-11 Mixed Use San Diego, CA Construction Value: $26,600,000 Completion Date: 2017 Project Delivery: Design Assist Client Reference: The Richman Group of CA Luke Daniels 858-263-2870 Architect: DesignARC Sean Finn Relevance: Preconstruction Services Repeat Client New construction. Mixed use development. 5 story Type IIIA building over 2 story Type I building over 2 levels of below grade Type IA Parking Structure. Proposed uses are residential with associated parking and ground level commercial spaces along 11th, F, and Park Boulevard (12th) Type IA Parking, Type I and Type IIIA REQUEST FOR PROPOSALS - CITY OF TEMECULA Appendix - BRIDGE Housing Corporation - Annual Report 2014-2015 BRIDG Dosing BRIDGEHousing BUILDING SUSTAINING LEADING CELADON AT 9TH & BROADWAY, SAN DIEGO WASHINGTON PLAZA, SACRAMENTO Our five-year Strategic Plan set us on ambitious course to advance our mission while sustaining and growing the business. In 2014, BRIDGE made major strides toward achieving plan objectives. Among the highlights: Placemaking, Starting with Housing BRIDGE completed or acquired 1 ,209 apartments, with 6,703 additional homes in our pipeline. The range of our properties is diverse—from affordable multifamily and supportive housing to mixed -income, mixed-use developments that benefit entire neighborhoods. The People We Serve Our educational, health and financial programs for seniors, adults and youth were accessed nearly 60,000 times in 2014. BRIDGE's groundbreaking model for strengthening high -poverty, complex communities drew national recognition. New Geographies Strategic acquisitions and new construction in the Pacific Northwest demonstrated BRIDGE's commitment to helping markets meet the need for high-quality affordable housing, and to bringing value to partners in places where our core values are well -aligned. Quality Assurance BRIDGE asset- and/or property -manages more than 9,000 apartments. From initial lease -up to ongoing maintenance, compliance and rehab of older buildings, BRIDGE is a careful steward of the long-term financial and physical health of the portfolio. BRIDGE HOUSING 2014-2015 ANNUAL REPORT Dear Friends: Throughout 2014, market -rate rents skyrocketed in BRIDGE locations, with Oakland, San Jose, Sacramento, San Francisco and Seattle posting growth among the top 10 nationwide. While employment figures rose, incomes remained flat for households on the lower rungs of the economic ladder, driving demand for affordable housing through the roof. In this context, BRIDGE's implementation of its five-year Strategic Plan in 2013 was fortuitously timed and has helped guide a path to growth. With the dedication of our staff and Board, BRIDGE has been focusing on strategic outcomes such as pipeline development and cost management. In 2014, the company ranked #5 nationally and was the only nonprofit to appear in the top 10 of Affordable Housing Finance's Top 50 Developers. While we are proud of our bricks -and -mortar buildings, we know that at the end of the day, our impact on people's lives is what counts. The average BRIDGE resident earns a $31,852 a year. Nine out of 10 residents earn 50% or less of Area Median Income. At every ribbon -cutting celebration, we hear that the combination of well-managed homes plus resident and community services brings people new opportunities and new hope. For Lolly Gilbert, a certified nursing assistant who lost her husband to cancer, moving into BRIDGE's 474 Natoma was an answer to her prayers. "I kept hoping for a place of my own, where I could enjoy some quiet and privacy," she said. "When I went through the door of my new apartment for the first time, I cried and cried, but they were tears of joy." For more than 30 years, we have been building, sustaining and leading. It is in our DNA to press for innovative, cross -sector solutions to some of the toughest challenges faced by people and communities, and we look forward to the work ahead. Thank you for your friendship and partnership. Cynthia A. Parker President & CEO BRIDGE HOUSIN 2014-2015 _, HIGHLIGHTS RANKED NONPROFIT DEVELOPER NATIONWIDE BY AFFORDABLE HOUSING FINANCE MILLION SQUARE BEET $157129f It 143' IN STEIN SCHOLARSHIPS SOLAR AWARDED TO 31 RESIDENTS ARRA 1 A+ .:REDIT RATING BY S&P TALLEST ® IN THE UNITED STATES INSTALLED AT CELADON 474 NATOMA, SAN FRANCISCO BRIDGE DEVELOPMENTS TOTAL AFFORDABLE PROJECT PROJECT PROJECT HOMES & HOMES & DEVELOPMENT NAME LOCATION TYPE APARTMENTS APARTMENTS COST ACQUISITIONS SITKA PORTLAND, OR FAMILY RENTAL 209 209 $ N/A ACQUISITIONS IN CONSTRUCTION 209 209 ABIGAIL (NORTH PEARL) PORTLAND, OR FAMILY RENTAL 155 128 46,300,000 AVEVISTA OAKLAND, CA FAMILY RENTAL 68 68 31,100,000 HERITAGE SQUARE SENIOR PASADENA, CA SENIOR RENTAL 70 70 24,800,000 MAREA ALTA SAN LEANDRO, CA FAMILY RENTAL 115 115 49,500,000 MURAL OAKLAND, CA FAMILY RENTAL 90 90 41,000,000 SIERRA VISTA SACRAMENTO, CA SENIOR RENTAL 78 78 23,000,000 SUTTERVIEW SACRAMENTO, CA SENIOR RENTAL 77 77 23,000,000 VINCENT ACADEMY OAKLAND, CA CHARTER SCHOOL 0 0 9,925,000 IN CONSTRUCTION IN APPROVALS 653 626 $ 248,625,000 25 SANCHEZ SAN FRANCISCO, CA SENIOR/DISABLED RENTAL 90 90 20,378,000 255 WOODSIDE SAN FRANCISCO, CA SENIOR/DISABLED RENTAL 110 110 24,105,000 3850 18TH ST SAN FRANCISCO, CA SENIOR/DISABLED RENTAL 107 107 RAD 462 DUBOCE SAN FRANCISCO, CA SENIOR/DISABLED RENTAL 42 42 16,816,000 ALEMANY SAN FRANCISCO, CA FAMILY RENTAL 158 158 RAD CENTRAL STATION PHASE II / 16TH ST TRAIN STN OAKLAND, CA FAMILY RENTAL/LAND DEVELOPMENT 1170 324 TBD ELEMENT 78 PORTLAND, OR FAMILY RENTAL TBD TBD TBD HOLLY COURTS SAN FRANCISCO, CA FAMILY RENTAL 118 118 36,004,000 IVY AT COLLEGE PARK PHASE II CHINO, CA FAMILY RENTAL 200 200 39,720,000 JORDAN DOWNS WATTS, CA MASTERPLAN 1350 1100 TBD MACARTHUR PARCEL A OAKLAND, CA FAMILY RENTAL 286 8 100,458,000 MACARTHUR PARCEL C1 OAKLAND, CA FAMILY RENTAL TBD TBD TBD MADERA VISTA PHASE III TEMECULA, CA FAMILY RENTAL 30 30 7,120,000 MISSION DOLORES SAN FRANCISCO, CA SENIOR/DISABLED RENTAL 92 92 RAD NAPA CREEKSIDE NAPA, CA FAMILY RENTAL 36 36 20,117,000 OCEANVIEW PACIFICA, CA SENIOR RENTAL 100 100 35,203,000 POTRERO SAN FRANCISCO, CA MASTERPLAN 1600 816 600,000,000 SAN LEANDRO SENIOR SAN LEANDRO, CA SENIOR RENTAL 85 85 28,321,000 TRANSBAY 9 SAN FRANCISCO, CA FAMILY RENTAL 109 109 83,000,000 WESTVIEW VILLAGE VENTURA, CA FAMILY RENTAL 130 130 33,242,000 WOODLAND PARK HILLSBORO, OR SENIOR/FAMILY RENTAL 111 111 15,830,000 IN APPROVALS 5,965 3,766 $ 1,060,314,000 1983-2014 TOTAL 16,084 12,061 $ 3,020,590,470 GRAND TOTAL TO DATE 22,911 16,662 $ 4,329,529,470 FINANCIAL PARTNERS AND DONORS BRIDGE is grateful for the support and partnership we receive from many organizations and individuals. We are especially appreciative of the significant support provided by the following: DOUGLAS ABBEY RICHARD ADAMS AUTOTEMP GERSON BAKAR & ASSOCIATES BANK OF AMERICA CARSON BARNETT AND TOM DUBENSKY BATTERY FOUNDATION BOHANNON FOUNDATION JEFF BOND AND MARY CORLEY C. PRESTON BUTCHER BWB SOLUTIONS CAHILL CONTRACTORS CALIFORNIA HOUSING PARTNERSHIP CORP. CANNON CONSTRUCTORS CAPITAL ONE RAY CARLISLE CARLSON BECK STEVE AND SUSAN CHAMBERLIN CHARLES PANKOW BUILDERS COLLIERS INTERNATIONAL COMMUNITY ECONOMICS CROSS POINT REALTY BILL AND SARA CUMBELICH S.D. DEACON CORP. OF CALIFORNIA JEAN DRISCOLL AND PETER CALTHORPE SHEILA DUIGNAN HELEN DUNLAP EQUITY COMMUNITY BUILDERS THE FREED FAMILY FUND ROBERT FREED THE FREMONT GROUP FOUNDATION THE FRIEND FAMILY FOUNDATION GREG FUQUA THE HORACE W. GOLDSMITH FOUNDATION CATHY GREENWOLD GUBB & BARSHAY MIMI AND PETER HAAS FUND GARY HEIDENREICH NANCY HEMMENWAY HOLLIDAY DEVELOPMENT JPMORGAN CHASE BANK, N.A. BOB AND LISA KALMBACH RONALD H. KAUFMAN LOSTAND FOUNDATION LOW INCOME INVESTMENT FUND MARIN COMMUNITY FOUNDATION MCGUIRE AND HESTER KENNETH MEISLIN CONNIE MOORE AND ROGER GREER NATIONAL TENANT NETWORK -SAN FRANCISCO BAY AREA KEN NOVACK DENNIS AND GLORIA O'BRIEN EDDIE ORTON JOHN OSTERWEIS PACIFIC LIFE INSURANCE COMPANY For a full list of donors, please visit our website at www.bridgehousing.com. PACIFIC GAS & ELECTRIC CO. PETER AND CHRISTY PALMISANO CYNTHIA PARKER PAYETTE RIVER FOUNDATION PNC FOUNDATION PYATOK ARCHITECTS REZNICK GROUP JUDY RIFFLE AND BRAD WIBLIN SAARMAN CONSTRUCTION THE SAN FRANCISCO FOUNDATION CRAIG SHIELDS ALAN L. AND RUTH STEIN ROBERT STEIN JOHN STEWART WILLIAM STIPEK THE SWINERTON FOUNDATION KAT TAYLOR AND TOM STEYER TERRA SEARCH PARTNERS TWM ARCHITECTS & PLANNERS UNION BANK U.S. BANK U. S. GREEN BUILDING COUNCIL WAYNE AND GLADYS VALLEY FOUNDATION VAN METER WILLIAMS POLLACK WELLS FARGO INSURANCE SERVICE WELLS FARGO FOUNDATION BARBARA WHITFIELD SAGE PARK, LOS ANGELES; COMM22, SAN DIEGO; THE ABIGAIL, PORTLAND BRIDGE HOUSING 2014-2015 ANNUAL REPORT Leadership BOARD OF DIRECTORS Richard Holliday Board Chairman President Holliday Development Douglas D. Abbey Chairman Swift Real Estate Partners Ray Carlisle President Carlisle Companies Kent Colwell, CRE Principal Parthenon Associates Robert Freed President & CEO SummerHill Housing Group Harry M. Haigood Private Investor Nancy Hemmenway Retired Chief Human Resources Officer Prologis Connie Moore Corporate Director Ron Nahas Vice Chairman Partner Rafanelli & Nahas Kenneth M. Novack CEO MMGL Corp. Dennis O'Brien President The O'Brien Group Peter Palmisano Partner Pacific Union Development Co. Paul Stein Managing Partner SKS Investments LLC Ernesto Vasquez, FAIA, NCARB Partner and CEO SVA Architects, Inc. Jim Wunderman President & CEO Bay Area Council EMERITUS Richard Bender Professor of Architecture & Dean Emeritus College of Environmental Design University of California, Berkeley Anthony Frank Founding Chairman Belvedere Capital Partners Sunne Wright McPeak President & CEO California Emerging Technology Fund Lynn Sedway, CRE President Sedway Consulting Angelo Siracusa Retired President & CEO Bay Area Council Alan L. Stein Chairman Emeritus Clark Wallace Principal Clark Wallace Realtor & Associates Susanne B. Wilson Principal Solutions by Wilson SENIOR LEADERSHIP TEAM Cynthia A. Parker President & CEO Susan Johnson Executive Vice President Kimberly McKay Executive Vice President Ann Silverberg Executive Vice President D. Kemp Valentine Executive Vice President & CFO Rebecca V. Hlebasko Senior Vice President & General Counsel Whitney Weller Senior Vice President Brad Wiblin Senior Vice President Elizabeth Van Benschoten BRIDGE CDFI President Katherine Fleming Vice President of Portfolio Sarah Jelley Vice President of Human Resources Corinne Morrison Vice President - Controller Susan J. Neufeld Vice President of Community Development and Programs Chris Nicholson Vice President of Resource Development James Valva Vice President of Property Management Mary Corley Director of Investor Relations Lyn Hikida Director of Communications & Media Nicole Peterson Director, Pacific Northwest Joanna Yong Director of Asset Management A HEALTHIER HOME : JESSICA'S STORY BRIDGE's vision is to strengthen communities and create opportunities for people, starting—but not ending—with housing. This vision recently became a reality for Jessica R., who moved into Paseo at COMM22, a new development in San Diego. Jessica works full time at a restaurant, and she is taking business and computer classes at a community college. She and her two young daughters had previously lived in a substandard apartment that put their well-being at risk. "The landlord didn't take good care of the place," she said. "It leaked when it rained. The carpets and walls would get moldy. Everything smelled bad, and it wasn't a healthy place for my daughters." She searched and searched for a new home, but after many disappointments, had no answer for her daughters' simple question, "Why didn't we get it, mama?" When Jessica learned that she would be able to move into a new apartment at Paseo, she thought it was a dream come true. "My daughters were jumping up and down with excitement, and I could feel the happiness in their hearts. Living here makes such a difference to our lives, every day." — Jessica R. JESSICA AND HER FAMILY MOVED INTO PASEO AT COMM22, A LEED PLATINUM DEVELOPMENT REQUEST FOR PROPOSALS - CITY OF TEMECULA Appendix — BRIDGE Housing Corporation — S&P Rating. Audited Financials BRIDG Dosing BRIDGE Housing Corp., California; General Obligation Credit Profile BRIDGE Housing ICR Long Term Rating A+/Stable New Rationale Standard & Poor's Ratings Services assigned its 'A+' issuer credit rating (ICR) to BRIDGE Housing Corp., Calif. The outlook is stable. The ICR reflects our view of the corporation's: • Strong overall management, coupled with a strategic plan that supports BRIDGE'S mission to provide quality low-income housing in the least -affordable markets; • Strong enterprise risk profile supported by extremely strong economic fundamentals (average area dwelling prices that exceed the national average and high population growth), very strong asset quality (minimal vacancies and an abundance of newly developed properties), and development plans that continue to strengthen asset quality; • Strong financial profile, reflected by the ability to cover operating and maintenance costs from rental income, the capacity to repay debt from EBITDA in a timely manner, and very strong liquidity versus the average for BRIDGE'S social and affordable housing peers, including U.S. public housing authorities (PHAs); • Ability to generate revenue streams from in-house development and operating activities, thereby lessening the appropriation risk of relying on federal funding streams (such as underfunded federal operating fund subsidies and federal housing choice voucher program benefits), along with potential declines in federal capital fund grants; and • Effective strategic planning that has led to a growing and diverse portfolio of attractive housing units in multiple regions along the West Coast. Partially offsetting the aforementioned strengths is our view of BRIDGE'S: • Relatively weak profitability compared with other social housing providers in the U.S. and overseas; • Higher financial leverage profile compared with its U.S. PHA peers; and • Strategic planning and operations being materially affected by dramatic external changes, likely involving demographics, the economy, government policies, and housing programs, among other variables. BRIDGE Housing Corp. (BRIDGE) is a 501(c)(3) not-for-profit entity founded in 1983, and headquartered in San Francisco. BRIDGE Housing strives to create high-quality, affordable homes for working families and seniors. With over 14,000 homes in service and roughly 4,900 additional units now under construction, BRIDGE is considered one of the largest affordable housing developers of its kind in the U.S. BRIDGE is also affiliated and under common board control with other not-for-profit corporations formed as either supporting entities to BRIDGE, or as instruments intended to further BRIDGE'S organizational objectives. BRIDGE'S geographic footprint is in response to market demand for affordable rental housing. Historically, BRIDGE has operated in some of California's least affordable markets, beginning with nine Bay Area counties before migrating to Orange and San Diego counties in southern WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MAY 13, 2015 2 1398547 I 301677943 BRIDGE Housing Corp., California; General Obligation California. BRIDGE now develops, owns, and operates housing along much of the urban U.S. west coast, including in the Los Angeles, Portland, and Seattle metropolitan areas. BRIDGE is a leveraged organization, with a consistent debt -to -EBITDA ratio (three-year average) of approximately 27.2x, well in excess of the 5.0x average for U.S. public and non-profit social housing providers (primarily consisting of U.S. PHAs). BRIDGE'S 1.8x EBITDA -to -interest coverage ratio is relatively low compared with its U.S. PHA peers. However, roughly 48% of its debt is considered soft, which we recognize as subordinated debt obligations in which BRIDGE will have flexibility to pay them off should it generate surplus cash. This flexibility reduces the pressure on BRIDGE to manage its liquidity use. BRIDGE'S positive debt profile is further enhanced by a very low average loan -to -value (LTV) ratio (26%) and unencumbered assets (BRIDGE'S legal and practical ability to sell its assets, if necessary) valued at over 50% of debt. The organization has shown an ability to manage debt and generate very strong liquidity while continuously leveraging assets for maximum efficiency and profit. BRIDGE'S financial performance (profitability) is relatively stronger than its U.S. PHA peers, and comparable with international non-profit social housing providers. Our view of BRIDGE'S management team is a key rating factor. We believe the corporation has a well-developed, five-year strategic plan, with clearly stated goals and objectives. The organization is led by a team of 18 seasoned professional executives, along with a 15 -member board of directors. We believe management has the wherewithal to balance new development and rehabilitation projects prudently, using its resources efficiently to increase quality housing stock. BRIDGE has a demonstrated track record of producing quality, affordable housing -- and long-term, stable stewardship thereof -- amid a challenging market with complex parameters. BRIDGE engages in federal public housing and private sector affordable housing programs, allowing it to access equity and better utilize revenue generated from financial flexibility and autonomy. BRIDGE effectively maintains financial stability while achieving its overall goals, in our view. BRIDGE'S strategic planning process includes a detailed assessment of the changing, demanding external housing market, the development of scenarios designed to help meet challenges more effectively, and an assessment of its own strengths and capabilities in the context of a changing environment. The process also identifies long-term goals and strategic initiatives considered essential to BRIDGE'S success. BRIDGE'S board members and staff use this plan as a five-year road map as they continue to build on the company's leading status as a producer and owner of affordable housing. We expect that BRIDGE will continue to adapt and remain innovative to sustain itself in response to the rapidly changing environment. Outlook The stable outlook reflects our view of BRIDGE'S management, along with clear, direct strategic plans to maximize its position in multiple markets. We believe current and future market demand for affordable housing far outweighs existing and planned portfolios in regions where BRIDGE has a significant presence, evidenced by a strong need for this housing market segment. BRIDGE'S ability to preserve market stability and tenant occupancy for continued profitability, with a low reliance on federal subsidies, are key factors toward maintaining the 'A+' rating, in our view. The outlook also reflects what we consider BRIDGE'S strong liquidity profile. If BRIDGE'S financial profile is reinforced; more specifically, if its debt and liquidity are strengthened consistently, coupled with a considerable upward WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MAY 13, 2015 3 1398547 I 301677943 BRIDGE Housing Corp., California; General Obligation profitability trend, we could raise the rating. Conversely, if BRIDGE is unable to maintain its current level of net working capital or profitability, thereby impairing its long-term financial strength, we could lower the rating. Comparative Analysis Standard & Poor's rates 47 public and social housing providers worldwide whose primary purposes, we believe, are to provide a public service, rather than maximize profit, whereby any surpluses are reinvested or distributed for public service needs. These include PHAs or related entities in the U.S., Sweden, the U.K., and the Netherlands. Out of the 47 rated providers, 22 are U.S.-based, and all are organized as PHAs with the intent to provide social housing in their respective locations. U.S. PHAs primarily focus on preserving low-income public housing for families and seniors in need, with heavy reliance on federal, state, and city subsidies and contributions. However, BRIDGE also works closely with affordable housing developers and governmental entities to create public-private partnerships. By nature, Bridge does not rely on federal- and local -level funding, and -- unlike its international social housing peers - it is not considered a government -related entity. It does not receive an extraordinary level of federal support, nor is there a record of the government providing strong credit support for the entity under certain circumstances. Table 1 Comparative Analysis --Enterprise profile -- --Financial profile -- --Economic fundamentals and market dependencies -- --Asset --Financial quality-- performance -- --Debt profile-- --Liquidity-- Average social rent Proportion as a of percentage Average revenues of market dwelling from rent in price as a Vacancy social main percentage rates housing Annual region of of national (three-year activity population operation average average) EBITDA/revenues Debt/EBITDA EBITDA/interest Liquidity Entity (%) growth (%) (%) (%) (%) (%) (x) (x) ratio (x) London & 41.3 1.3 40.0 N.A. 0.8 33.0 9.5 2.1 2.58 Quadrant Housing Trust Sanctuary Housing 38.3 0.8 65.0 N.A. 1.2 25.0 15.8 1.2 1.48 Guinness Partnership 7.0 0.7 68.0 N.A. 0.9 27.0 16.5 1.3 1.31 Chelmer Housing Partnership 9.8 0.7 62.0 N.A. 0.6 44.0 16.5 1.6 1.54 Boston Mayflower 2.5 1.6 65.0 N.A. 2.4 30.0 14.2 2.0 1.45 Places for People 47.0 0.4 73.0 N.A. 1.1 23.0 14.1 1.1 2.28 Walsall 5.0 N.A. 71.0 N.A. 1.8 21.0 15.0 1.1 2.46 Housing Group WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MAY 13, 2015 4 1398547 I 301677943 BRIDGE Housing Corp., California; General Obligation Table 1 Comparative Analysis (cont.) Stichting Stadgenoot 36.1 0.9 46.0 N.A. 3.9 34.0 16.6 1.5 1.27 Stangastaden N.A. 0.9 N.A. N.A. 0.1 28.0 8.5 3.3 1.00 Uppsalahem N.A. 1.2 N.A. N.A. 0.1 42.0 11.3 2.9 0.96 San Diego PHA* 60.5 1.2 16.5 162.7 6.1 14.0 3.6 7.0 2.50 Vancouver PHA* 41.5 1.3 N.A. 96.0 3.0 41.0 8.0 3.2 1.50 Seattle PHA* 68.7 2.0 32.1 130.9 2.4 21.8 5.1 4.4 1.86 Butte County Housing Authority 79.8 1.0 23.0 117.9 2.7 7.6 3.3 4.8 9.70 Wisconsin Housing Preservation Corp 2.7 0.4 60.5 86.5 4.7 56.0 8.4 2.0 4.08 Bridge Housing Corp. 5.4 1.1 26.0 184.0 2.6 25.4 27.2 1.8 1.29 *PHA --public housing authority. In our view, BRIDGE is similar to rated social housing providers based in Sweden (Stichting Stadgenoot, Stangastaden, and Uppsalahem) and the U.K. (London & Quadrant Housing Trust, Sanctuary Housing, Guinness Partnership, Chelmer Housing Partnership, Boston Mayflower, Places for People, and Walsall Housing Group). Table 1 details how BRIDGE compares in key measurements with the aforementioned international entities, along with five U.S. PHA peers (Wisconsin Housing Preservation Corp, San Diego, Vancouver, Seattle, and Butte County Housing Authority, Calif.). Much like BRIDGE, the international entities are situated in dynamic, expanding cities with strong underlying housing demands. These companies have minimal vacancies and relatively high dwelling prices compared to their respective national averages. In our view, BRIDGE shares "very strong" enterprise and "strong" financial risk profile similarities with its international peers. BRIDGE also compares well with its international peers and Wisconsin Housing Preservation Corp in terms of relatively strong financial performance, predictable cash flows from operations, and highly leveraged debt risk (debt -to -EBITDA and interest coverage), in our view. Furthermore, BRIDGE has a relatively strong liquidity profile, a common trait among its U.S. PHA peers. Enterprise Profile Industry risk U.S.-based public and nonprofit providers' collective focus on affordable housing lends further rating stability, in our view, with low competitive risk. Our view of U.S. public and nonprofit housing industry risk translates into a score of '2', representing sub -scores of '2' for both cyclicality and competitive risk, with no adjustment for the government's supportive policies toward the industry. Economic cycles are more likely to affect U.S. public and nonprofit social housing providers than other social service types because real estate fluctuations can change asset values. Residential rental markets typically pose less risk relative to other property classes, however, and competitive risk is fairly low due to effective entry barriers in many jurisdictions, minimal substitution risk, and overall stability in growth and margins. WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MAY 13, 2015 5 1398547 I 301677943 Response to Request for Proposals for Development of Affordable Housing in the City of Temecula Manzanita Plaza Rancho California Road & Diaz Road n CALIFORNIA HOUSING kOUNDATION May 16, 2016 a� CHELSEA INVESTMENT CORPORATION L TABLE OF CONTENTS Executive Summary A. Development Entity B. Financial Capacity C. Examples of Comparable Projects D. Proposed Development Appendix of Exhibits: 1. Organizational Chart 2. CHF MOU 3. IRC Commitment Letter & Service Plan 4. PSCDC MOU & Service Plan 5. List of Litigation 6. CHF Financial Statements 7. CIC Schedule of REO 8. Preliminary Architectural Drawings 9. Pro Forma EXECUTIVE SUMMARY The California Housing Foundation ("CHF") and Chelsea Investment Corporation ("Chelsea") are pleased to submit our proposal to develop Manzanita Plaza. CHF is a nonprofit organization that was formed in 1998 to provide support for California Regional Centers, the state-sponsored organizations that provide supportive services for persons with developmental disabilities. To date, CHF has developed housing for hundreds of people with developmental disabilities and also developed the 200,000 -square -foot headquarters of the Inland Regional Center. Chelsea is a leading developer of affordable housing throughout the Southwest and has developed almost 10,000 affordable housing units at a cost of $1.7 billion. Chelsea specializes in partnering with nonprofit organizations that provide services to their clients. Chelsea has developed affordable housing projects that are tailored to the special needs of seniors, disabled persons, homeless persons and families, farmworkers, and others—all in partnership with distinguished nonprofit agencies whose mission is to provide supportive services for their clients. Manzanita Plaza (tentative project name) is a 90 -unit family-oriented project to be located at the intersection of Rancho California Road and Diaz Road. The project will include 4,654 square feet of active retail space for retailers who will serve the needs of the local community. The project will include 45 units set aside for families where at least one member has a developmental disability. The Inland Regional Center, with an annual budget of over $300 million funded by the California Department of Developmental Services, will provide a full menu of services to its clients, who experience intellectual disability, cerebral palsy, epilepsy, autism and related conditions. The terms of our partnership with CHF and our Memorandum of Understanding with IRC regarding the services it will provide or arrange for our residents are described in our proposal. Chelsea has previously developed three projects with affordable housing units set aside for persons with a developmental disability. Independence Point, in San Diego, has 25 out of 32 units set aside for those with a disability; Villa Primavera, in Calexico, has 18 out of 48 units set aside; and Ouchi Courtyard, also located in San Diego, has 8 out of 48 units set aside. All of these projects were custom designed for persons with developmental disabilities and were developed in a partnership with the not-for-profit Southern California Housing Collaborative, which is the housing affiliate of the San Diego Regional Center (a sister organization to the Inland Regional Center). Independence Point and Villa Primavera were pre -leased prior to completion of construction and have remained fully occupied at all times; Ouchi Courtyard is under construction. All residents will receive a variety of services from Pacific Southwest Community Development Corporation ("PSCDC"), including computer classes, homework help, ESL, financial literacy, and other classes. PSCDC serves as a general partner in many affordable housing projects and provides services to some 20,000 low-, very -low-, and moderate -income families throughout California. We propose two alternative financing plans for the project. Under the first plan we would use AHSC funds from the state of California, tax-exempt bonds, 4% tax credits, and a subordinated land purchase of the site from the City. No cash would be required from the City or any third party other than AHSC funding. An alternative plan of financing for the project would be to use 9% tax credits with a land and cash contribution from the City. We are very pleased to have the opportunity to develop a project with units set aside for persons with developmental disabilities. The design and programming for Manzanita Plaza was developed by close collaboration between CHF and Chelsea, and informed by focus groups of prospective residents with special needs. We look forward to meeting with the City of Temecula to discuss our proposal. A. DEVELOPMENT ENTITY The proposed development would be owned by a to -be -formed California limited partnership consisting of the California Housing Foundation, a California nonprofit public benefit corporation as the managing general partner, a to -be -formed California limited liability company (an affiliate of Chelsea Investment Corporation) as the administrative general partner, and a tax -credit -investor limited partner. Please see the proposed organizational chart in the Appendix as Exhibit 1 for more detail. California Housing Foundation California Housing Foundation ("CHF") is an organization committed to providing safe and secure affordable housing to persons living with a developmental disability. Formed in 1998, CHF is led by President/CEO Steve von Rajcs, and has developed over 60 homes as permanent residences for persons with developmental disabilities. The Foundation's mission is supporting the California Regional Centers by providing quality services and support programs designed to encourage and enable developmentally disabled individuals achieve their highest possible level of personal independence, choice, and productivity. CHF's role in the proposed development will be to screen and qualify potential residents. The Inland Regional Center is a non-profit organization that contracts with the State of California to provide services and support to persons with developmental disabilities living in Riverside and San Bernardino counties, as outlined in the Lanterman Developmental Disabilities Act. IRC's mission is to coordinate with service agencies to enhance the lives of people with developmental disabilities and their families by working to include them in the everyday routines of life and community. IRC has been positively impacting the community for over 44 years and currently serves over 31,000 clients. Vince Toms, Director of Community Services at IRC, has committed a service coordinator to the proposed project who will assist developmentally disabled residents in creating an Individual Program Plan ("IPP"), which will allow the residents to have access to a full menu of supportive services. The 45 units that are not reserved for developmentally disabled households will be rented to low - and moderate -income families. Additional resident services will be provided by Pacific Southwest Community Development Corporation ("PSCDC"), a California nonprofit public benefit corporation. PSCDC has partnered with CIC over the past 15 years to develop more than 45 affordable communities. Typical services provided by PSCDC include computer literacy classes, homework assistance, ESL, financial and nutrition classes, and more; these services are provided at no charge to residents. Principals at PSCDC are Robert Laing, President/Executive Director, and Juan Arroryo, Executive Vice President. Please see the following exhibits included in the Appendix: Exhibit 2 - CHF MOU, Exhibit 3 — IRC commitment Letter & Service Plan, and Exhibit 4 - PSCDC MOU. Chelsea Investment Corporation Chelsea Investment Corporation was organized in 1984, and has focused on affordable housing since 1992. Chelsea provides financial engineering, development, asset management, and property management services to clients and specializes in partnering with service-oriented not-for-profit organizations to provide affordable housing to their clients. They are experts in the affordable housing sector as a result of the hard work of our team of professionals who identify and implement timely and cost effective solutions to the many challenges of the affordable housing market niche. A. DEVELOPMENT ENTITY (continued) Having developed nearly 10,000 affordable units, at a cost of nearly $1.7 billion, Chelsea surpasses the level of experience necessary to develop affordable housing in today's complex financing environment. They have received numerous honors and awards for their work in affordable housing. In 2015 they were recognized as the Builder of the Year by the Building Industry Association of San Diego, in a competition that included developers of market -rate and affordable housing, and their Alpha Square project in downtown San Diego was recognized as the Affordable Housing Project of the Year. Chelsea is annually included among the Top 50 Affordable Housing Developers in the country by Affordable Housing Finance magazine. Jim Schmid, CEO, founded Chelsea in 1984. Jim is an attorney with an advanced degree in tax law and has extensive experience in all areas of development and management of commercial and residential properties. He served as the 2014 Chairman of the San Diego chapter of the Building Industry Association. As CEO, Jim is responsible for strategic management of Chelsea and all of its affiliated companies. Cheri Hoffman, President, has been part of the Chelsea development team since 1994. She has participated in the financing and development of more than 40 affordable apartment communities involving over one billion dollars in financing. Cheri is an authority in financial structuring incorporating tax credits, tax exempt bonds, HOME, Proposition 46, Proposition 10 (including the Multifamily Housing Program), USDA, and AHP funding sources. Key personnel for this development also include Jordan Penn, Chief Development Officer, and Chris Earl, Project Manager. As Chief Development Officer, Jordan has overall responsibility for turnkey development of Chelsea's affordable rental housing projects. The scope of his work includes property acquisition and entitlement, financial structuring, design and construction oversight, and marketing and lease -up. A member of the Chelsea development team since 2004, Jordan has extensive experience securing and closing multiple forms of local, state, federal, and private financing. He holds a BA degree in Sociology from the University of California, Los Angeles, and a JD from the University of California, Hastings College of the Law. As Project Manager, Chris works with the finance, construction, and lease -up teams to coordinate closing, oversee construction, and ensure that the project leases up on time, with qualified tenants. Chris has over 20 years of experience in real estate development and construction. He is a licensed general contractor and holds a BA in Urban Studies and Planning from the University of California, San Diego. Design Team Hedenkamp Architecture + Planning. Architect Bill Hedenkamp leads the design team for Manzanita Plaza, with 30 years of experience in affordable housing and equal time working alongside Chelsea on numerous award-winning designs. VSL Engineering. Richard Valdez is a Temecula -based civil engineer with over 30 years of experience in civil/site design, entitlement processing and construction surveying in projects throughout Colorado, Arizona, and Southern California. A. DEVELOPMENT ENTITY (continued) David Neault & Associates. Based in Temecula for the past 28 years, David Neault has had the honor of designing many projects throughout the Temecula Valley, including Harveston, Margarita Community Park Special Needs Playground, Summerhouse, and Highgate Senior Housing. Brice Kittle, Development Consultant Brice has been a part of the development of over 1,500 single family detached and attached homes in the City of Temecula. As president of Sheffield Homes, Brice was a partner with the City of Temecula utilizing Neighborhood Stabilization Program (NSP) federal funds to acquire, refurbish, and sell foreclosed homes to income -restricted buyers. Of the over $30,000,000 in NSP funding Sheffield received from the County of Riverside, over $5,000,000 was used in the City of Temecula on more than 20 homes. Over 20% of this NSP funding from the County was utilized for very -low-income buyers. Emmerson Construction, Inc. Emmerson was formed in 2000 to construct housing for Chelsea and its affiliates. Thus, Emmerson's goals are squarely aligned with the developer and owner: the creation of quality cost-efficient housing delivered safely, on time, and on budget. Emmerson has assembled a team of professionals with several decades of combined experience on a variety of product types and has completed some fifty projects, including new construction and renovation of garden -style, podium, and mid -rise buildings and high-rise renovation. Emmerson's projects have won numerous awards, including the San Diego Building Industry Association Affordable Housing Project of the Year, the San Diego Housing Federation Ruby Award, and numerous sustainability awards, including the prestigious LEED Platinum certification. CIC Management, Inc. A Chelsea affiliate, CIC Management manages the Chelsea property portfolio and is responsible for compliance, reporting, and long-term asset management. Legal Counsel General Counsel: Nkechi Odu, Esq. With a background of representing lenders and equity investors in the financing of affordable housing and developments throughout the country, Nkechi provides advice across the spectrum of our operations and is closely involved with structuring and closing new transactions, conversations with outside counsel, lenders, and investors, as well as other transactional matters. Nkechi earned her Juris Doctor from NYU School of Law and received her BS degree from the University of Florida, where she graduated with honors. Outside Counsel: Cox, Castle & Nicholson LLP. CCN attorneys provide comprehensive legal services for all aspects of affordable housing development, finance, syndication, and operation. CCN has been the lead counsel on hundreds of affordable housing projects valued in the billions of dollars, covering transactions in more than thirty states. Please see Exhibit 5 in the Appendix for the List of Litigation for the past five years. 40I B. FINANCIAL CAPACITY 4100, Since 1992, Chelsea has developed nearly 10,000 affordable units, at a cost of nearly $1.7 billion. Chelsea surpasses the level of experience necessary to develop affordable housing in today's complex financing environment. Chelsea has extensive experience in financing suburban, urban infill, rural, inclusionary, redevelopment, and acquisition -rehabilitation projects. Of the 10,000 apartment homes developed, 2,435 are located in urban infill environments, 3,399 are located in suburban environments, and 1,847 are located in rural areas. Approximately 2,800 have satisfied inclusionary obligations, 1,400 units are senior housing, and 1,300 units are supportive housing. Additionally, Chelsea has developed ten separate projects through acquisition and rehabilitation. Many of the projects have been developed using soft residual receipts loans through public- private partnerships with local jurisdictions. Chelsea has been selected by numerous public agencies because they understand and have always met two main objectives: the on-time and the on -budget delivery of quality housing. Given their excellent track record and reputation, Chelsea has established long-standing relationships with the nation's leading equity and community -lending institutions. For this project, Chelsea and CHF will identify a lender and LIHTC equity provider with suitable terms and significant experience. Below are investor and bank references. Please also see CHF's Financial Statements (Exhibit 6) and Chelsea's Schedule of Real Estate Owned (Exhibit 7) in the Appendix. Investor References The Richman Group David Salzman President 599 West Putnam Ave. Greenwich, CT 06830 (203) 869-0900 salzmand©richmancapital.com Municipal Capital Appreciation Fund Richard Corey Principal 320 Park Avenue New York, NY 10022 212-508-9415 rgc@mcapadvisersllc.com Raymond James Kevin Kilbane Vice President 880 Carillon Parkway St. Petersburg, FL 33716 (440) 409-0144 Kevin. Kilbane@RaymondJames.com Union Bank Johanna Gullick Managing Director 200 Pringle Avenue Walnut Creek, CA 94596 310-551-8967 johanna.gullick©unionbank.com Candeur Group Catherine Talbot Partner 555 California Street, 10th FI. San Francisco, CA 94104 415-262-5154 CTalbot©candeurgroup.com Catherine A. Rodman, Director and Supervising Attorney at the 15th Anniversary Affordable Housing Associates' Celebration of Justice Honoring James J. Schmid and Chelsea Investment Corporation Quote from T. S. Eliot, 1940 "'Home is where [we] start from.' It gives us sustenance and comfort, and teaches us our first lessons about who we are, and our place in the world. Affordable Housing Advocates honor and thank James J. Schmid and Chelsea Investment Corporation for developing Fairbanks Ridge, Mariposa, The Crossings and Windwood Village Apartments. These projects include extremely low income affordable housing as part of larger, inclusive communities in San Diego County." "With these developments, Jim and Chelsea help to teach the families lucky enough to call these apartments 'Home,' some of the first lessons of home: That you matter, that you are accepted, and that you belong." Bank References Citi Community Capital Richard Gerwitz Managing Director 444 South Flower Street, 29th FI. Los Angeles, CA 90071 (213) 486-7138 richard.gerwitz@citi.com US Bank Kyle M. Hansen Executive Vice President 800 Nicollet Mall - 3rd Floor Minneapolis, MN 55402 (612) 303-3685 kyle.hansen@usbank.com PNC Bank Josh Hamilton Vice President 26901 Agoura Road, Suite 200 Calabasas Hills, CA 91301 818-676-3276 josh.hamilton@pnc.com Bank of America Charmaine Atherton Vice President 333 S. Hope Street, 20th Floor Los Angeles, CA 90071 213-621-4816 charmaine.atherton@baml.com Rabobank Debi Engelbrecht Vice President 618 W. Main Street Visalia, CA 93291 559-735-2275 debi.engelbrecht@rabobank.com C. EXAMPLES OF COMPARABLE PROJECTS Mercado del Barrio Chelsea Investment Corporation • Emmerson Construction • Citi Community Capital Developer Project Cost Chelsea Investment Corporation $64,112,391 Completion Date 2012 Lender Citi Community Capital Investor Raymond James New construction of 5 story, 92 unit affordable, family apartments with 48,000 SF of ground floor commercial space in a public- private partnership with San Diego Housing Commission and the former Redevelopment Agency. Units BDRM SF 19 1 550 40 2 876 33 3 1,010 Mercado del Barrio was awarded the California APA Award of Excellence and was a 2013 San Diego Housing Federation Ruby Award winner. Mercado del Barrio features 92 housing units above 48,000 square feet of retail space, all wrapped around a secured parking structure. Additional retail and restaurants, as well as a 35,000 -square -foot Northgate Gonzalez Market, are part of this iconic mixed-use development. At the grand opening, residents of Barrio Logan spoke of waiting decades for such a revitalizing project to be built in their neighborhood. The development rights were awarded through a competitive RFP process sponsored by the Redevelopment Agency of San Diego. The land is ground leased by the Housing Commission and the Housing Commission together with the former Redevelopment Agency provided approximately $14 million of residual receipts financing to the project. i 4 111.7 C. EXAMPLES OF COMPARABLE PROJECTS (continued) Ouchi Courtyards Southern California Housing Collaborative • Chelsea Investment Corporation New construction of 45 units of affordable housing for families developed over5,000 square feet of retail space, in a public- private partnership with Civic San Diego. Developer Project Cost Completion Date Lender & Investor Design Chelsea Investment Corporation $20,561,000 2Q 2017 Union Bank Hedenkamp Architecture Units 30 BDRM 2 15 3 SF 800 1,025 Ouchi Courtyards is a 45 -unit affordable housing project serving very -low and low income households. The residential units are constructed over 5,000 square feet of retail space and the project is located on Imperial Avenue in San Diego. The architect is Hedenkamp Architecture. Seven of the units are set aside for families where at least one member of the household has a developmental disability. Services are provided by the San Diego Regional Center, a "sister" agency to the Inland Regional Center. The financing structure includes 9% low-income housing tax credits, a below-market ground lease with Civic San Diego, and an approximate $5.4 million residual receipts loan from Civic San Diego. P I C. EXAMPLES OF COMPARABLE PROJECTS (continued) Independence Point Southern California Housing Collaborative • Chelsea Investment Corporation New construction of 32 units of affordable housing serving families, 75% of the units reserved for families with member with a developmental disability Developer Chelsea Investment Corporation Project Cost $13,550,000 Completion January 2016 Date Lender Investor Citi Community Capital US Bank Units BDRM SF 30 3 1205 2 4 1500 Independence Point is the new construction of 32 affordable housing units serving very -low and low income families. 25 of the units are set aside to serve families with a member with a developmental disability. Southern California Housing Collaborative ("SCHC") is the non-profit managing general partner and housing liaison with the San Diego Regional Center. SDHC's mission is to provide safe and secure affordable housing for persons with a developmental disability. San Diego Regional Center provides an array of services that are individually tailored to each individual's specific needs. San Diego Regional Center receives its funding for services from California Department of Development Services so the services are provided to the residents of Independence Point at no cost to the residents. The project was financed using tax-exempt bonds and 4% low-income housing tax credits, and includes an MHP Supportive Housing loan, an IIG Grant from State of California HCD, and a residual receipts loan from San Diego Housing Commission. C. EXAMPLES OF COMPARABLE PROJECTS (continued) Villa Primavera Southern California Housing Collaborative • Chelsea Investment Corporation Developer Project Cost Completion Date Chelsea Investment Corporation $13,500,000 2015 New construction of 48 affordable housing units for families. Lender Rabobank Investor CREA Design Hedenkamp Architecture Units BDRM SF 12 1 630 20 2 850 16 3 1,085 Villa Primavera is located in City of Calexico and is a 48 unit family project serving very -low and low income households. The project is comprised of four, 2 -story buildings and an approximate 1,800 square foot community building that includes a computer lab, kitchen, gathering space, and community laundry facilities, constructed in a garden style setting. Outdoor amenities include a fully equipped playground and BBQ areas. The project serves household earning between 30% AMI and 60% AMI and the rents range from $300 per month for a one bedroom to $844 per month for a three bedroom. 17 of the 48 units are set aside to serve families with a member with a developmental disability. Southern California Housing Collaborative ("SCHC") is the non-profit managing general partner and housing liaison with the San Diego Regional Center. SDHC's mission is to provide safe and secure affordable housing for persons with a developmental disability. San Diego Regional Center provides an array of services that are individually tailored to each individual's specific needs. San Diego Regional Center receives its funding for services from California Department of Development Services so the services are provided to the residents of Villa Primavera at no cost to the residents. The project was financed using tax-exempt bonds and 4% low-income housing tax credits, and includes an MHP Supportive Housing loan and HOME loan from the State of California HCD, as well as a $600,000 CDBG grant from City of Calexico. D. PROPOSED DEVELOPMENT Development Concept and Services Approach Manzanita Plaza is a 90 unit mixed-use affordable housing community with 4650 square feet of active retail space ("the Project"). Forty five units are reserved for low and very low income families with at least one person who has developmental disabilities such as intellectual disability, cerebral palsy, epilepsy, autism and related conditions. Many persons with developmental disabilities are also mobility impaired, so the units are specifically designed to facilitate and enhance their mobility with features that are substantially more sophisticated than the requirements of the Americans with Disabilities Act such as "roll in showers" that provide residents with a life changing self-sufficiency in matters of personal hygiene. The Inland Regional Center will provide a full Service Coordinator to the Project who will assist residents by preparing a customized Individual Program Plan ("IPP") which will include supportive- living services, employment opportunities, transportation, respite and behavioral services to deal with the unique challenges of each disabled person. The services will be provided at the project or at specialized locations throughout Temecula and surrounding communities. All services are provided free of charge with funding made available from the California Department of Developmental Services and distributed by the Inland Regional Center. The residents will be screened and qualified for residency by the California Housing Federation, which has extensive experience in doing so. The remaining 45 units will be rented to very -low and low income families who earn 60% of area median income or less. Pacific Southwest Community Development Corporation will provide services including computer literacy, homework help, English as a second language, financial and nutrition classes, and more, depending on the needs of the resident. PSCDC's services will be available free of charge to all residents of the project, whether disabled or not. CHF and Chelsea expect that residents will mingle and share activities so that no one will feel isolated from their neighbors in the project or in the larger community. The design of the Project is a contemporary urban mixed use design intended to compliment the surrounding community. The project is comprised of four three-story buildings that include a lobby, leasing offices, a computer lab, community rooms, laundry, maintenance, and storage for tenants. The retail element faces Rancho California Road and provides a zoning transition from the uptown area to the neighboring business park combined with a park -like setting that connects to Murrieta Creek and the trails system to the East. A key element of this design includes the closure and vacation of old Diaz Road for use as parklands by residents and the public. The Project will provide a mix of one, two and three bedroom apartments including approximately 22 one bedrooms units averaging 630 square feet, 45 two bedrooms averaging 875 square feet, and 23 three bedrooms averaging 1,100 square feet. California Housing Foundation and Inland Regional Center have specified both the mix of units and the limitation of 50% of the units to Special Needs residents to avoid an over concentration of families with special needs. In practice we have found that this mix of Special Needs and other families to work well. D. PROPOSED DEVELOPMENT (continued) C. Unit Mix and Income Targeting: Income Limit One- Bedroom Units Two- Bedroom Units 20 Three- Bedroom Units 12 Total Units 60% 12 44 50% 2 5 2 9 45% 2 5 2 9 40% 2 5 2 9 35% 2 5 2 9 30% 2 5 2 9 Unrestricted 1 1 22 45 23 90 D. PROPOSED DEVELOPMENT (continued) B. Unit Mix and Income Targeting: Income Limit 60% 50% 45% 35% 30% Unrestricted C. One- Two- 1 Three- 1 Total Bedroom Bedroom Bedroom Units Units Units i Units 9 16 7 32 2 5 3 10 2 5 3 10 2 5 2 9 7 14 7 28 1 1 22 45 23 90 available cash flow prior to the payment of deferred developer fee to provide for continued capacity building and enhancement to the ongoing services provided to the residents. Commercial Space We have assumed $1 per foot and 50% vacancy for the commercial space. Affordable housing lenders will not typically underwrite commercial income when sizing their loans, and we have accordingly not done so here. Net income from the commercial space will be available for repayment D. PROPOSED DEVELOPMENT (continued) of the City financing. PROJECT CRITICAL PATH SCHEDULE Exclusive Negotiating Agreement August 2016 Conceptual Design October 2016 Community Outreach December 2016 Due Diligence Complete December 2016 Planning Commission February 2017 Disposition and Development Agreement February 2017 Apply for 9% Credits or AHSC Financing March 2017 Receive 9% Tax Credit Award June 2017 Receive AHSC Award September 2017 Apply for 4% Credits/ Bonds if AHSC Awarded Sept./Oct. 2017 Receive Bond Allocation/4% Reservation Nov./Dec. 2017 Close Financing/Begin Construction ** December 2017 Construction Complete March 2019 Lease Up Complete June 2019 Conversion/ Stabilization October 2019 8609 December 2019 **Financial projections support the application for either 9% or 4% tax credits. The 4% -tax - credit structure includes an approximately $10.3 -million AHSC loan. It is anticipated that a disposition and development agreement would allow for four rounds of 9% tax credit applications (two rounds each in 2017 and 2018) and two separate but concurrent AHSC rounds (in 2017 and 2018). This would allow construction to begin by the end of 2018, at the latest. Community Engagement Emmerson Construction is proud to work closely with local businesses, subcontractors, and residents in the communities in which it builds. Local outreach and engagement is fundamental to Emmerson's approach. Emmerson is committed to achieving community benefits through hiring local and disadvantaged firms and persons, and they have completed several projects with Section 3 and other community benefit requirements. Measures taken include targeted advertising, job fairs, partnership with local trade and employment organizations, and cooperation with youth training programs. Ultimately, Emmerson provides communities with more than just affordable housing units. They provide opportunities—for today and tomorrow. COMMITMENT TO SUSTAINABLE COMMUNITIES Chelsea Investment Corporation Chelsea is committed to incorporating sustainable elements into all of our projects, resulting in healthier, environmentally conscious homes for our residents. We implement renewable energy systems, energy- efficient appliances and lighting, low-water landscaping, and renewable materials. In the last three years, Chelsea has developed and built nine LEED Gold- or Platinum -certified apartment communities throughout Southern California. Through good planning and effective management, Emmerson Construction, our in-house general contractor, has built these apartment communities to include such features as recycling/diverting more than half of construction waste and generating onsite renewable energy to offset the project's energy consumption. One of Chelsea's consultants, Brett Tullis with Sil!man Wright Architects, noted that, "Chelsea's approach to sustainable design made it easy for us to work within the LEED Criteria." Indeed, we often far exceed the original LEED criteria specified during predevelopment. MANZANITA PLAZA 90 UNIT FAMILY / SPECIAL NEEDS HOUSING TEMECULA , CALIFORNIA SUMMARY: SITE AREA = 3.64 A. DRAINAGE AREA = .8 ACRES USEABLE SITE = 2.84 ACRES 90 UNITS 22 ONE BEDROOM 45 TWO BEDROOM 23 THREE BEDROOM 2,200 S.F. COMMUNITY ROOM COMMERCIAL 6,959 S.F. COMMERCIAL SPACE wDEVELOPMENT OF: CHELSEA HEOENKAMP pni All ARCHITECTURE PLANNING APPLICANT CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 ARCHITECT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316.4472 05/16/2016 MANZANITA PLAZA 90 UNIT FAMILY / SPECIAL NEEDS HOUSING TEMECULA , CALIFORNIA 30'-3" HEDENKAMP 1 , 1 ARCHITECTURE & PLANNING ri1111,= ■■■■.`mL�.'■■■■■■■■■■■■. ■....■■■■.....i IMILIIIIIREMIIIMIEfil ■■■■■■■■■■■■■■6 ' I, ........■..■.I...� .......MENNENN�I_ 1.r INI ■■I MIMI MEIN i....I 00 00 PATIO / DECK • 0)• 40'-2" 00 • F OY� DI LIVING NI N G O u M BATH BEDROOM #2 M. BEDROOM PATIO / DECK 1 BEDROOM, 1 BATH 2 BEDROOM, 2 BATH 699 S.F. ARCHITECT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 917 S.F. APPLICANT CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT OF: CHELSEA INVESTMENT CORPORATION 05/16/2016 HEDENKAMP 1 , 1 ARCHITECTURE & PLANNING MANZANITA PLAZA 90 UNIT FAMILY / SPECIAL NEEDS HOUSING TEMECULA , CALIFORNIA 48'-7 1 /2" • • O OO CI IC N DINING 1114- I- I.) . I-O LIVING PATIO / DECK BEDROOM #3 BEDROOM #2 M. BEDROOM 3 BEDROOM, 2 BATH 1,089 S.F. ARCHITECT APPLICANT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT OF: CH ELSEA INVESTMENT CORPORATION 05/16/2016 MANZANITA PLAZA 90 UNIT FAMILY / SPECIAL NEEDS HOUSING TEMECULA , CALIFORNIA SOUTH ELEVATION, BLDG 4 - MIXED USE BLDG HEDENKAMP 1 , 1 ARCHITECTURE & PLANNING ARCHITECT APPLICANT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT OF: CH ELSEA INVESTMENT CORPORATION 05/16/2016 CHELBEA INVE STN r.fl CC HRI=C]RATIONJ Property Name Partnership Name City County State Units Type Year Acquired LIHTC Investor Lender 1 De Anza Hotel 2 St. Regis Park 3 Villa Serena 4 Regency Centre 5 Seabreeze Farms 6 Villa de Las Flores 7 Torrey Highlands 8 Brawley Family 9 Calexico Family 10 Market Square Manor 11 Villa Andalucia 12 Villa Glen 13 Villa Lara 14 Windwood Village 15 Countryside 16 Holtville Gardens 17 Imperial Gardens 18 Mariposa 19 Rancho Buena Vista 20 Rancho del Norte 21 Westmorland Family 22 Brawley Gardens 23 Brawley Senior 24 Heber Woods 25 Fairbanks Ridge 26 The Crossings 27 City Heights 28 Hunters Pointe 29 Villa Dorada 30 Villa Paloma 31 Glen Ridge 32 The Landings 33 Villa Esperanza 34 Willow Glen 35 Beachwind Court 36 Courtyard Terraces 37 Cedar Creek 38 Silver Sage 39 City Place 40 Oakridge 41 The Landings II 42 Verbena 43 Estrella del Mercado 44 Las Brisas 45 ParkTerramar 46 Villa Del Sol 47 Villa Fortuna 48 El Quintero 49 Emperor Estates 50 Iris 51 Fairbanks Commons 52 Casa Hermosa 53 Cesar Chavez 54 Fairbanks Square 55 Versa 56 Alpha Square 4% 57 Alpha Square 9% 58 Independence Point 59 Mill Creek Courtyard 60 Las Palmeras 61 Villa Primavera 62 Westminster Manor 63 Rancho Del Sol 64 Trolley Residential 65 Mill Creek Village 66 Ouchi Courtyard 67 Torrey Vale 68 Duetta 69 Volta 70 Mesa Verde 71 Fairbanks Terrace De Anza Hotel, LP St. Regis Park, LP Serena Sunbow, LP SD Regency Centre LP Longacres at Seabreeze Farms, LP VDLF, LP THA, LP BFA, LP CFA, LP Market Square Manor Associates, LP CIC Villas, LP CIC Villas II, LP VLA, LP CIC PHR, LP CIC Countryside, LP Holtville Gardens, LP IGA, LP CIC Calavera, LP CIC Eastlake, LP Santaluz Family Apartments, LP WFA, LP Brawley Gardens, LP BESA, LP Heber Family, LP CIC Fairbanks, LP CIC Crossings, LP City Heights Square, LP CIC La Costa, LP Calexico II, LP Heber Family II, LP CIC Glen Ridge, LP CIC Landings, LP Calipatria Family Apts., LP CIC Natomas, LP Beachwind Court, LP Dawson Ave. Senior Apts., LP Fanita 48, LP Silver Sage CIC, LP CIC South Mill Creek, LP CIC Oakridge Apts., LP Landings II, LP Verbena San Ysidro, LP Mercado CIC, LP CIC El Centro Family Apts., LP TerramarClC, LP Calexico Andrade, LP Brawley Pioneers, LP De Anza II CIC, LP Dinuba Senior Apartments CIC, LP Iris Apartments CIC, LP Fairbanks Commons CIC, LP Michigan Drive CIC LLLP Vista Montana Coachella, LP Fairbanks Square CIC, LP Versa CIC, LP Alpha Square 4%, LP Alpha Square 9%, LP WJJ CIC, LP Mill Creek Courtyard CIC, LP Las Palmeras Imperial, LP Villa Primavera CIC, LP Westminster Manor, LP Unit 24 CIC, LP Trolley Residential CIC, LP Mill Creek Village CIC, LP Ouchi CIC, LP Torrey Vale CIC, LP F Street Family CIC, LP G Street Seniors CIC, LP Mesa Verde CIC, LP Fairbanks Terrace CIC, LP Calexico Chula Vista Chula Vista San Diego San Diego Calexico San Diego Brawley Calexico San Diego San Diego San Diego Imperial San Diego El Centro Holtville Imperial Carlsbad Chula Vista San Diego Westmorland Brawley Brawley Heber San Diego San Diego San Diego Carlsbad Calexico Heber Carlsbad Chula Vista Calipatria Sacramento Imperial Beach San Diego Santee Lakeside Bakersfield Oakdale Chula Vista San Ysidro San Diego El Centro San Diego Calexico Brawley Calexico Dinuba Encinitas San Diego Hobbs Coachella San Diego San Diego San Diego San Diego San Diego Bakersfield Imperial Calexico San Diego San Diego San Diego Bakersfield San Diego San Diego Chula Vista Chula Vista San Diego San Diego Imperial San Diego San Diego San Diego San Diego Imperial San Diego Imperial Imperial San Diego San Diego San Diego Imperial San Diego Imperial Imperial Imperial San Diego San Diego San Diego Imperial Imperial Imperial Imperial San Diego San Diego San Diego San Diego Imperial Imperial San Diego San Diego Imperial CA Sacramento CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA NM CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA San Diego San Diego San Diego San Diego Kern Stanislaus San Diego San Diego San Diego Imperial San Diego Imperial Imperial Imperial Tulare San Diego San Diego Lea Riverside San Diego San Diego San Diego San Diego San Diego Kern Imperial Imperial San Diego San Diego San Diego Kern San Diego San Diego San Diego San Diego San Diego San Diego Senior/9% Family Senior Family Family/9% Senior/9% Family Family/9% Family/9% Senior/9% Family Family Family/9% Family Family Senior Senior Family Family Family Family Family Senior Family Family Family Senior/9% Family Family Family Family Family Family Family Family Senior/9% Family Family Family/9% Family Family Family/9% Family/9% Family Family Family/9% Family/9% Senior Senior/9% Family/9% Family Family Family Senior Senior Family Family/9% Family Senior Family Family Senior Family Family Senior Family Family Family Senior Family Senior 1997 2000 1999 2000 2000 2000 2001 2002 2002 2002 2002 2002 2002 2002 2003 2003 2003 2003 2003 2003 2003 2004 2004 2004 2005 2005 2006 2006 2006 2006 2007 2007 2007 2007 2008 2008 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 2011 2012 2012 2012 2012 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015 2015 2016 2016 2016 2016 The Richman Group Boston Financial Boston Financial Boston Financial N/A The Richman Group N/A The Richman Group The Richman Group Highridge Costa Boston Financial Boston Financial Boston Financial Boston Financial The Richman Group Boston Financial Boston Financial Wentwood Wentwood Boston Financial The Richman Group The Richman Group Boston Financial The Richman Group The Richman Group Boston Financial Wentwood Boston Financial Boston Financial The Richman Group Boston Financial Boston Financial The Richman Group The Richman Group The Richman Group Bank of America Boston Financial Boston Financial US Bank Boston Financial Raymond James The Richman Group Raymond James Boston Financial US Bank Boston Financial The Richman Group The Richman Group The Richman Group Raymond James US Bank The Richman Group US Bank US Bank Raymond James US Bank US Bank US Bank US Bank Raymond James CREA The Richman Group Raymond James Raymond James The Richman Group Union Bank The Richman Group Raymond James Raymond James The CandeurGroup US Bank CHRP Bank of America Bank of America PNC Bank of America Rabobank PNC Rabobank Rabobank Berkadia Wells Fargo Wells Fargo Rabobank US Bank US Bank US Bank US Bank Red Capital Red Capital Wells Fargo US Bank US Bank Citibank US Bank US Bank Berkadia Red Capital Oak Grove Capital USDA US Bank US Bank US Bank CCRC MMA US Bank CCRC US Bank US Bank US Bank Bonneville US Bank Impact CIL LLC Citibank Rabobank US Bank USDA USDA Rabobank Rabobank Citibank Citibank US Bank US Bank Citibank Citibank US Bank US Bank N/A Rabobank USDA Rabobank Union Bank Union Bank Citibank Rabobank Union Bank Citibank Citibank Citibank Citibank Citibank TOTALS 6,147 Chelsea Litigation — 2012-2016 Maryann Patterson -Gage v. Chelsea Investment Corp, et al. Filed 6/16/11 Sacramento Superior Court Slip & Fall at trash enclosure at Willow Glen property Settled 5/14/13 Harcharan Sandha v. Chelsea Investment Corporation, et al. Filed 10/24/11 San Diego Superior Court Breach of Contract due to lack of quiet enjoyment (noisy neighbors) —Hunters Point property Settled 7/31/12 Sandra Carrara v. Chelsea Investment Corporation Filed 3/14/12 San Diego Superior Court Slip & Fall — City Heights property Settled 12/11/12 Leatrice Price v. Chelsea Investment Corporation, et al. Filed 6/6/12 San Diego Superior Court (Small Claims) Rental Dispute — Regency Centre property Settled 7/27/12 Carolyn Robertson/Lisa Lilly v. Chelsea Investment Corporation, et al. Filed 7/16/12 Kern County Superior Court (Small Claims) Breach of Covenant of Quiet Use & Enjoyment (noise complaints) — Cityplace property Settled 9/6/12 Julie Noel v. Chelsea Investment Corporation, et al. Filed 7/27/12 San Diego Superior Court Slip & Fall — Courtyard Terrace property Settled 3/6/14 Victoria Wills v. Chelsea Investment Corporation, et al. Filed 6/3/14 San Diego Superior Court Slip & Fall — St. Regis Park property Settled 5/18/15 Landon Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 7/23/14 United States District Court, Southern District of California Windwood property—allegations that property rules against unsupervised children is discrimination against families with children Dismissed 4/15/15 (Consolidated) Josephine Harper -Thornton v. Chelsea Investment Corporation, et al. Filed 10/2/14 San Diego Superior Court (Small Claims) Damage to personal property— Fairbanks Ridge property Settled May 19, 2015 Mordecai Levine, et al. v. Chelsea Investment Corporation, et al. Filed 12/17/.14 San Diego Superior Court Erroneously sued Dismissed as to Chelsea defendants 3/3/15 Ethan Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 2/19/15 United States District Court, Southern District of California Allegations that property rules against unsupervised children is discrimination against families with children — 6 properties Dismissed 4/15/15 (Consolidated) Hector Virgen, et al. v. Chelsea Investment Corporation, et al. Filed 3/19/15 San Diego Superior Court Versa Property - A subcontractor was injured by the faulty work of another subcontractor Dismissed as to Chelsea 4/17/15 Landon Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 4/28/15 United States District Court, Southern District of California Allegations that property rules against unsupervised children is discrimination against families with children — 6 properties Consolidation of 2 prior cases — Settled 11/24/15 Manuchehr Riazati v. Chelsea Investment Corporation, et al. Filed 5/30/13, Amended 12/5/14 & 7/20/15 San Diego Superior Court Fairbanks Ridge—General Damages, Negligence Demurrer sustained 12/4/15 without leave to amend Danielle Sullivan v. Chelsea Investment Corporation, et al. Filed 1/12/16 San Diego Superior Court (Small Claims) Versa — Misrepresentation, Failure to Disclose Death in Unit Settled 4/7/16 PACIFICSOUTHWEST Community Development Corporation 16935 W. Bernardo Drive, Suite 238 San Diego, CA, 92127 Phone: 858.675.0506 Fax: 858.675.0702 www.pswcdc.org MEMORANDUM OF UNDERSTANDING Between Rancho California & Diaz CIC, LP (to be formed) And Pacific Southwest Community Development Corporation This Memorandum of Understanding (MOU) is entered into on May 12, 2016 between Rancho California & Diaz, L.P, and Pacific Southwest Community Development Corporation (PSCDC) 16935 West Bernardo Dr., Ste.238 San Diego, CA 92127 as a provider of resident services. PSCDC has over 15 years of experience in providing services to residents at over fifty affordable housing communities throughout California. PSCDC agrees to provide services as described below to the residents of Rancho California & Diaz Family Apartments for a period of ten years starting on a date not Iater than 60 days following the receipt of the certificate of occupancy. The services will be provided on-site and free of charge to the residents A detailed description of the services is provided in Exhibit A attached to this MOU. The services will be provided for a period of 10 years. The total annual value of the services listed below provided by PSCDC amount to $15,058. PSCDC will provide an after-school program to include homework tutoring, a computer enrichment program, an arts and crafts program and a reading program. Classes will be offered throughout the school year for at least 10 hours per week on-site at no cost to the residents. PSCDC will provide instructor -led educational and skill building classes such as English as a Second Language (ESL), citizenship classes, job counseling, financial literacy and computer classes. The classes shall be provided two hours per week no cost to the residents. PSCDC will provide additional programs based on need. These will include; a community safety and crime prevention program as well as linkages to other social services. Either party may terminate this agreement after providing a 60 -day written notice to the other party. If PSCDC terminates this agreement for any reason during the 10 -year term of this MOU, Rancho California & Diaz CIC, L.P., agrees it will offer the services above directly or through another contractor so that such services remain available to the residents for a full 10 years. AGREED AND ACCEPTED: For Pacific Southwest Community For: Rancho California & Diaz CIC, L.P Development Corporation a California corporation By Its: PACIFICSOUTHWEST Community Development Corporation 16935 W. Bernardo Drive, Suite 238 San Diego, CA, 92127 Phone: 858.675.0506 Fax: 858.675.0702 www.pswcdc.org RANCHO CALIFORNIA & DIAZ FAMILY APARTMENTS SERVICE AMENITIES PLAN By: PACIFIC SOUTHWEST COMMUNITY DEVELOPMENT CORPORATION (PSCDC) 5/2016 RANCHO CALIFORNIA & DIAZ FAMILY APARTMENTS SERVICE AMENITIES PLAN INTRODUCTION Resident services will be made available to the residents of the Rancho California & Diaz Family Apartments (RC&DFA) by Pacific Southwest Community Development Corporation (PSCDC), a non-profit public benefit corporation. The purpose of the services provided will be to empower the residents by building their skills that will increase their self-sufficiency and enhance their quality of life. PSCDC has over fifteen years of experience in providing resident services at over fifty affordable housing developments totaling more than 6,000 units in California. The role of PSCDC in the provision of resident services at RC&DFA will be to 1). Identify and assess resident service needs 2). Identify and recruit service providers 3). Schedule, coordinate and provide services 4). Inform the residents of available services and resources 5). Regularly analyze/evaluate the services for continuous improvement. 6). Establish collaborative agreements with local public and private agencies to provide social services as needed 7). Provide supportive linkages between the residents and social service agencies 8). Create a social service referral resource center for the residents and 9) Monitor the ongoing provision of social services. A needs assessment survey will be conducted prior to the implementation of the services in order to tailor a program that will meet the specific and unique needs of the residents. The following is a list of primary services that will be made available on-site at no cost to the residents of RC&DFA. AFTER SCHOOL PROGRAM FOR CHILDREN • Homework Tutoring An after-school educational program for the children will be provided. The program will provide a quiet and comfortable space for children to work on their homework. The program will also encourage young residents to remain in school, obtain necessary credentials and to prepare for future learning and employment opportunities. After school tutoring will be offered weekly, there will be an instructor present at each session to assist children with math, science, English and other school -related assignments. To be provided by PSCDC. • Computer Enrichment Program The computer instructional program, geared toward children, will be on the use of the hardware and software programs and will be offered weekly. Special emphasis will be made to help the students with school research and homework assignments using the computer. Sessions can range from learning the basics of computers to more advanced and practical applications of computers. An instructor will be present at each class to teach the use of software, internet research, typing, email, etc. To be provided by PSCDC • Arts & Crafts An arts and crafts class will be conducted by an instructor to provide a fun, educational and engaging environment for children. Through a variety of materials and resources, children will be able to interact and design creative and imaginative projects, individually and with other children. To be provided by PSCDC. • Reading Program A reading program will be offered to encourage students to read and continue developing related skills. Through a range of various activities and lessons, children will work on building vocabulary and understanding stories in a fun and supportive learning environment. To be provided by PSCDC. ADULT EDUCATION • Computer Classes A Computer Lab will be set up in the community building. The Lab will be open to all residents free of charge. Computer literacy classes will be offered with special emphasis on increasing the employment potential of the residents. Topics covered will include use of software, document formatting, spreadsheets and internet research. To be provided by PSCDC. • English as a Second Language Classes (ESL) Based on need, ESL classes will be offered on-site at no charge to the residents. To be provided by PSCDC. • Citizenship Classes Based on need, a Citizenship class will be offered to assist those residents that are interested in going through the citizenship application process. To be provided by PSCDC. • Community Building and Support This program will promote resident participation and participation in their community by way of on-going social events, cultural & holiday celebrations and health, financial and job counseling workshops. To be provided by PSCDC. COMMUNITY SAFETY AND CRIME PREVENTION • A Community Safety and Crime Prevention Program will be developed in collaboration with local law enforcement and safety agencies, the property manager and the residents of the apartment complex. The objective of this effort is to maintain a crime free environment by offering crime prevention and public safety seminars to the residents. LINKAGE TO OTHER SOCIAL SERVICES • A central source of social services information will be maintained and updated to be made available to the residents at the community center. Linkages will be made to bring existing resources from local social services agencies and private sector businesses to the residents. Based on the needs of the residents, referral information on employment opportunities, job training, child care, parenting education, consumer education and financial literacy will be provided. PACIFICSOUTHWEST Community Development Corporation Rancho California & Diaz Family Apartments Proposed Annual Services Budget Item Weekly hours Hourly Rate Weekly total Monthly total Annual Total Resident Services Coordinator 14 $15.00 $210.00 $910.00 $10,920.00 Worker's Compensation 5.62% $11.80 $51.14 $613.70 Employer taxes 7.55% $15.86 $68.71 $824.46 Program Supplies $75.00 $900.00 Administration charge $150.00 $1,800.00 Total Expenses $237.66 $1,254.85 $15,058.16 Notes: May 6, 2016 INLAND REGIOrAL CENTER ...valuink independence, inclusion and empowerment P. 0. Box 19037, San Bernardino, CA 92423 Telephone: (909) 890-3000 Fax: (909) 890-3001 Steve Von Rajcs President California Housing Foundation 1200 California Street, Suite 104 Redlands, CA 92374 Re: Commitment for Referrals and Services - City of Temecula Affordable Housing Development Dear Steve: The Inland Regional Center (IRC) is a private, non-profit 501 (c) (3) organization that contracts with the State of California to provide services and supports to persons with developmental disabilities living in Riverside and San Bernardino counties. The services are outlined in the Lanterman Developmental Disabilities Services Act (Welfare and Institutions Code 4500 et seq.). IRC's mission is to coordinate with service agencies to enhance the lives of people with developmental disabilities and their families by working to include them in the everyday routines of life and community. Our main goals are to provide service opportunities to people with developmental disabilities so that they are empowered, included and independent. IRC has been positively impacting our clients for over 44 years. We currently serve over 31,000 clients in the two county area. Each of those clients has a developmental disability, which is substantially handicapping and can include but is not limited to autism, epilepsy, cerebral palsy, and intellectual disability. IRC will commit 0.5 FTE Service Coordinator who will work in coordination with the client and their circle of support to create an Individual Program Plan (IPP). The IPP will allow access to a variety of services to include but are not limited to Supported Living Services (SLS), Employment Opportunities, Transportation, Respite and Applied Behavioral Analysis (ABA). Providers of service are contracted through IRC and are chosen by the client. We expect to be able to refer clients to the project on a continuous basis. I can be reached at 909-890-3275 or at vi:oaisei.niaridre.orq. Sincerely, Vince Toms Director of Community Services Inland Regional Center 2016 Performance Contract Plan Public Policy Measures PUBLIC POLICY MEASURE ACTIONS TO ATTAIN OBJECTIVES 1. Decrease the number and percent of regional STATEMENT: center caseload in state developmental centers (DCs). All people have gifts and abilities and are valuable. Each one is best supported in an inclusive community. ACTIVITIES: • Support families and consumers to move into the community with Community with Community Placement Plan funds as available • Develop resources in IRC's two county area to assist individuals transitioning from developmental centers. • Assist and Support families to gain comfort and confidence with community resources. • Participate in state efforts to develop residential and program alternatives for those who are challenging and difficult to serve. • Serve as a resource to regional centers who have consumers leaving Sonoma Developmental Center 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures PUBLIC POLICY MEASURE 2. Increase number and percent of minors residing with families or in "home settings" "Home settings" also include: Foster Home Agency homes and home of parent or guardian ACTIONS TO ATTAIN OBJECTIVES STATEMENT: Children develop best in loving, inclusive home settings and often support is needed to avoid out -of -home placements as much as possible. ACTIVITIES: • Provide training for families in order to deal with behaviors interfering with child's ability to interact with family and community. • Developing and providing group parent training and supports for families for the specific ethnic groups served by IRC. • Continue assessing, developing and providing families with services and supports to keep and maintain children in their own. • Continued preference for small 4-6 bed homes for "in-home settings" • Make access to information and education easily available. 2016 Performance Contract Pian/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures 3. Increase the number and percent of adults residing in home -like settings. "Home -like settings" include: Independent living; and Supported living settings; as well as Adult Family Agency Homes and the consumers' family homes. STATEMENT: "Home" can have many different meanings; but the key idea is a place where a person chooses to live. ACTIVITIES: • Continue developing and providing effective services and supports for consumers to gain as much independence as possible. • Monitor implementation of AB1472 to ensure that the consumers are respected and compliance achieved. • Continue monitoring supported living environments to ensure safe supports and services. • Continue to assist families in obtaining services and supports needed such as in-home services, respite, behavior intervention and parent training, hospice and crisis services. 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures PUBLIC POLICY MEASURE ACTIONS TO ATTAIN OBJECTIVES 4. Decrease number of minors living in facilities STATEMENT: serving six or more Southern California has the only sub -acute facility for children. Accordingly, many children throughout California are transferred from their home regional centers to the sub -acute facility in IRC's catchment area—and they then become IRC consumers. Thus, IRC has children in sub -acute facilities serving more than six children even though we believe that children develop best in loving inclusive homes in the absence of compelling circumstances requiring different placement. ACTIVITIES: • To the greatest extent possible, services will be identified and provided to allow the child to successfully transition back to their home • IRC is committed to continue support for the children's sub -acute facility and programs that offer this high level of care to all Southern California children served by regional centers • Rigorous multi -disciplinary review of placement in homes with ore than 4 beds • Communicate to any potential provider that it is IRC's preference for homes to serve four or fewer people with rooms of their own. 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures PUBLIC POLICY MEASURE ACTIONS TO ATTAIN OBJECTIVES 5. Decrease number and percent of adults STATEMENT: living in facilities serving more than six (6) people. Inland Regional Center's Board of Trustees confirmed its policy to support living arrangements that are small i.e., serve four to six people. Adults are provided with private bedrooms and baths. ACTIVITIES: • Continually follow consumers living in large skilled nursing facilities and assess their needs to see if they can be appropriately served in a small home serving four to six people. • Rigorous multi -disciplinary review of placement in homes with ore than 4 beds • Communicate to any potential provider that it is IRC's preference for homes to serve four or fewer people with rooms of their own 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures MEASURE MEASUREMENT METHODOLOGY 1. Unqualified independent audit with no material finding(s) Yes/No Based on regional center independent audit findings, 2. Substantial compliance with DDS fiscal audit Yes/No Based on DDS internal document criteria. 3. Accuracy percent of POS fiscal projections Yes/No Based on SOAR 4. Operates within OPS budget Yes/No Actual expenditures plus late bills do not exceed OPS budget 5. Certified to participate in Waiver Yes/No Based on most recent waiver monitoring report 6. Compliance with Vendor Audit Requirements per contract, Article III, Section 10 Yes/No Based on documentation regional center forwards to DDS 7. Individual Current CDER/ESR CMS Status codes 1 and 2 with current CEDR or ESR. 8. Intake/Assessment and IFSP time lines (0-3) Sandis Intake and Early Start Report 9. Intake/Assessment time lines for consumers ages 3 and above. (142 days or less) Biennial DDS report to regional centers 10. IPP Development (WIC requirements) Biennial DDS review per WIC section 4646.5 c (3) 11. IFSP Development (Title 17 requirement) Annual DDS IFSP review per IPP protocol using IFSP Review Criteria 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures Client Development Evaluation Report {ODER MEASURE MEASUREMENT METHODOLOGY Number and percentage of adults in day services, that interact with people without disabilities: • None • A few • Most • All CDER personal outcomes data --Annual Number and percentage of adults who engage in paid work: • Less than 10 hours/week • 10-25 hours/week • 26-39 hours/week • 40+ hours/week CDER personal outcome data --Annual Number and percentage of adults earning: • Below minimum wage • Minimum wage • Above minimum wage • Salaried CDER personal outcome data --Annual Potential Local Performance Contract Measures 2016 Performance Contract Plan/Board Approved November 9, 2015 Inland Regional Center 2016 Performance Contract Plan Public Policy Measures 2016 Performance Contract Plan/Board Approved November 9, 2015 MEASURES MEASUREMENT METHODOLOGY • IRC will analyze POS expenditure data to help identify areas where we might be able to increase purchase of services in an effort to better meet the needs of our underserved population • IRC will bring a team of staff of self advocates, family, community, and regional center staff together to analyze P05 expenditure data and to plan for better disbursement of service authorizations • IRC will increase efforts to make resources and information readily available to our underserved population paying specific attention to underserved ethnicities and geographic areas • IRC will work closely with Fiesta Educative reach the Spanish speaking population associated with the regional center • IRC will work with the office of Clients' Rights Advocacy and the San Bernardino Office of SDCC to offer educational seminars to the community • IRC will continue to support the Resource Library to provide information and training and to help identify underserved population and needs • IRC will reach out to local universities to partner in gaining a better understanding of the various ethnicities we serve and find better ways of reaching the underserved community 2016 Performance Contract Plan/Board Approved November 9, 2015 ENCLOSURE B STATEMENT OF ASSURANCES This is to assure that Inland Regional Center Year 2016 Performance Contract was developed in accordance with the requirements specified in Welfare and Institutions Code section 4629 and the Department of Developmental Services' (DDS) Year 2016 Performance Contract Guidelines. The performance contract was developed through a public process which included: • Providing information, in an understandable form, to the community about regional center services and supports, including budget information and baseline data on services and supports and the regional center operations [WIC 4629 (c)(B)(i)]; • Holding at least one public meeting to solicit input on performance objectives and using focus groups or surveys to collect information from the community [WIC 4629 (c)(B)(ii)]; • Providing at least 10 calendar days advance public notice of the date(s) of the public meeting (DDS Guidelines); • Circulating a draft to the community of the performance contract plan relative to the public policy and compliance outcomes identified in the DDS Performance Contract Guidelines, and any locally developed policy outcomes prior to presenting the contract to the regional center board for action [WIC 4629 (c)(B)(iii)]; • Providing an opportunity for additional public input and consideration of that input at the regional center board meeting prior to board action on the proposed performance contract [WIC 4629 (c)(B)(iii)]. Signature of RC Director: Date: 11 - "--5- 0 •-_) 1 J Inland Regional Center Lavinia Johnson, Director 1365 South Waterman Avenue, San Bernardino, CA 92408 Phone: (909) 890-3000 • Fax: (909) 890-3001 E-mail: Ljohnson@Inlandre.org www.lnlandre.org Spring 2016 Performance Report for Inland Regional Center Every year, the Department of Developmental Services (DDS) contracts with regional centers in California to serve consumers and families. And, every year DDS looks at how well the regional centers are doing. This report will give you information about your regional center. Last year, at Inland Regional Center (IRC) we served about 29,800 consumers. The charts on page 2 tell you about the consumers we serve. You'll also see how well we are doing in meeting our goals and in fulfilling our contract with DDS. At IRC, we want to improve every year, do better than the state average, and meet or exceed the DDS standard. As you can see in this report, we did well in the following areas: • IRC proudly reports a decrease in consumers living in state developmental center. • IRC continues to decrease the number of children living in large facilities. • IRC reports a decrease in adults living in large facilities. Although IRC reports a decrease in children living in large facilities, the state average is lower. IRC will continue to work diligently to meet or strive to be lower than the state average goal. We hope this report helps you learn more about IRC. If you have any questions or comments, please contact us! This report is a summary. To see the complete report, go to: www.lnlandrc.org or contact Inland Regional Center at (909) 890-3000. Sincerely, Sanmprx..t_..._or..% Lavinia Johns , Executive Director Inland Regional Center Summary Performance Report for Inland Regional Center, Spring 2016 1 Who uses IRC? These charts tell you about who IRC consumers are and where they live. WHERE IRC CONSUMERS LIVE Family/ Foster Home ILS/SLS Agency 2% Other 6% CCF/ICF 1 �' 11% ' O 22-51 yrs 35% AGE OF IRC CONSUMERS 52+ yrs 8% 0-2 yrs 12% PRIMARY DIAGNOSIS OF IRC CONSUMERS Epilepsy Severe/Profound Intellectual Disabdrty Mild/Moderate Intellectual Home of Disability Parent/ Guardian 80% 3-5 yrs 8% Autism Cerebral Palsy 18 07% 13 10% 26.66% 19 09% ETHNICITY OF IRC CONSUMERS African White American 30% 11% Asian 2% 58 00% 6-21 yrs 37% Other Hispanic 16% 41% How well is IRC performing? This chart tells you about 5 areas where DDS wants each regional center to keep improving. The first column tells you how IRC was doing at the beginning of 2015. And, the second column shows how IRC was doing at the end of 2015. To see how IRC compares to the other regional centers in the state, compare the numbers to the state averages (in the shaded columns). Regional Center Goals (based on Lanterman Act) December 2014 December 2015 State Average IRC State Average IRC Less consumers live in developmental centers 0.42% 0.13% 0 36% 0.10% More children live with families 99.04% 98.89% 99.15% 98.96% More adults live in home settings* 77.30% 77.04% 78.04% 77.77% Less children live in Targe facilities (more than 6 people) 0.07% 0.22% 0.06% 0.14% Less adults live in large facilities (more than 6 people) 2.96% 1.47% 2.78% 1.35% * Home settings include. independent living, supported living, Adult Family Home Agency homes, and consumers' family homes. Summary Performance Report for Inland Regional Center, Spring 2016 2 Did IRC meet DDS standards? Read below to see how well IRC did in meeting DDS compliance standards: Areas Measured Last Period Current Period Passes independent audit Yes Yes Passes DDS audit Yes Yes Audits vendors as required Partially Met Partially Met Didn't overspend operations budget Yes Yes Participates in the federal waiver Yes Yes CDERs and ESRs are updated as required (CDER is the Client Development Evaluation Report and ESR is the Early Start Report. Both contain information about consumers, including diagnosis.)* 92.28% 93.38% Intake/Assessment timelines for consumers age 3 or older met 88.11% 92.34% IPP (Individual Program Plan) requirements met 99.87% 98.32% IFSP (Individualized Family Service Plan) requirements met 98.71% 97.98% and ESR currency percentages were weighted based on the regional center's Status 1 and Status 2 caseloads, to arrive at a composite score. IRC has chosen to include consumer employment as a local measure in their performance contract. The chart below shows how well IRC is performing on increasing consumer employment performance compared to their prior performance and statewide average: Areas Measured* StateiRC Average State Average IRC Jan through Dec 2014 Jan through Dec 2015 Percentage of adults in day services, that interact with people without disabilities: None 8% 8% 9% 10% Few 60% 61% 59% 60% Most 18% 17% 18% 17% All 14% 14% 14% 14% Percentage of adults who engage in paid work: Less than 10 hours/week 8% 4% 8% 4% 10-25 hours/week 10% 8% 9% 7% 26-39 hours/week 6% 10% 6% 9% 40+ hours/week 1% 1% 1% 1% Percentage of adults earning: Below minimum wage 62% 76% 60% 76% Minimum wage 21% 13% 23% 13% Above minimum wage 16% 10% 16% 10% Salaried 1% 0% 1% 0% ata is taken from the CDER. Summary Performance Report for Inland Regional Center, Spring 2016 3 • IRC will continue to work at increasing the percentage of adults in day services that interact with people without disabilities. • IRC will continue to support and increase the percentage of adults who engage in paid work. • IRC will continue to work at decreasing the percentage of adults earning below minimum wage and increase the amount of adult earning minimum wage. Want more information? To see the complete report, go to: www.inlandrc.orq or contact Inland Regional Center at (909) 890-3000. Summary Performance Report for Inland Regional Center, Spring 2016 4 INLAND REGIONAL CENTER PURCHASE OF SERVICES (POS) DATA FISCAL YEAR (FY) 2014-2015 Pursuant to Trailer Bill, AB 1472 enacted on June 27, 2012, the purchase of service data for Fiscal Year 2014-2015 is now available on Inland Regional Center's Internet website at www.inlandrc.org. Por favor repase los datos de Compra de Servicios de Inland Regional Center del alio fiscal 2014-2015, con respecto a la diversidad. Inland Regional Center will be conducting public meetings regarding the Fiscal Year 2014-2015 purchase of service data in early 2016. Please watch the IRC calendar for places, dates and time. Centro Regional del Interior llevara a cabo reuniones publicas en relacion con el alio fiscal 2014-2015 sobre los datos de Compra de Servicios de 2016. Por favor, ver el calendario IRC de lugares, fechas y horas . You may also send in any questions or comments at www.inlandre.org. Tambien puede enviar preguntas o comentarios al www.inlandre.org MANZANITA PLAZA Borrower To -Be -Formed California limited partnership F Administrative General Partner To -Be -Formed California limited liability company, a single -purpose affiliate of CIC 0.005% interest Managing General Partner California Housing Federation, a California nonprofit public benefit corporation 0.005% interest Chariman of the Board President/CEO Toni Callicott Steve von Rajcs Member Manager Sage Won Investment Chelsea Investment Corporation, a CIC affiliate Corporation 100% Interest Investor Limited Partner To -be -determined tax credit investor 99.99% interest Developer Vice President Chelsea Investment Corporation, a Daniel Schenkel California for-profit corporation r 1 1 President CEO/Treasurer Vice President Secretary Cheri Hoffman James Schmid Charles Schmid Lynn Schmid Response to Request for Proposals for Development of Affordable Housing in the City of Temecula 1411117"M1I Alllll 117 iH Palomino Villas Wolf Valley Road & Daviana Way SERVING SENIORS May 16, 2016 (r1 CHELSEA INVESTMENT CORPORATION TABLE OF CONTENTS Executive Summary A. Development Entity B. Financial Capacity C. Examples of Comparable Projects D. Proposed Development Appendix of Exhibits: 1. Organizational Chart 2. Services Agreement & Plan 3. List of Litigation 4. Serving Seniors Annual Report 5. CIC Schedule of REO 6. Preliminary Architectural Drawings 7. Pro Forma EXECUTIVE SUMMARY Serving Seniors and Chelsea Investment Corporation ("CIC") are pleased to submit a proposal for consideration as the development partners for affordable housing in Temecula. We have assembled a development and design team that combines strong local knowledge and experience with nationwide resources and superior financial strength. Our proposal is for the development of Palomino Villas (tentative project name), a 50 unit 100% affordable community of one- and two-bedroom apartments on the site located south of Wolf Valley Road and Daviana Way. Designed in a Craftsman architecture style, the two- story development would complement the aesthetics of the surrounding neighborhood and provide 52 spaces of onsite parking. The community would be owned by a to -be -formed limited partnership made up of Serving Seniors, a California nonprofit, as managing general partner; a single purpose to -be -formed CIC affiliate as administrative general partner; and a tax credit investor limited partner. The financing strategy for the development combines funding from the state's Affordable Housing and Sustainable Communities (AHSC) program with non-competitive 4% tax credits. Our development team is led by CIC, and includes both local Temecula consultants as well as partners that CIC has worked with to develop over 80 affordable communities throughout the southwestern United States. Onsite resident services would be provided by Serving Seniors, an organization that has been providing successful and innovative programs to the senior population since 1970. CIC has significant experience developing high quality affordable housing. In addition to a service provider and design team, we will identify debt and equity providers for the proposed development that have suitable financing terms and experience. We understand the human impact of projects such as this—it is an extremely important factor when choosing a development partner. Beyond meeting the needs of the City's sustainable development goals, objectives, and policies, Serving Seniors and CIC are committed to providing existing and future tenants with a community they feel happy to call their home. During the development process, we will invite the community to create a forum where individuals can voice their comments, concerns, and recommendations for building and development improvements. Enclosed are our qualifications, capabilities, and experience, as well as detailed descriptions of the proposed development. A. DEVELOPMENT ENTITY The proposed development would be owned by a to -be -formed California limited partnership consisting of Serving Seniors, a California nonprofit public benefit corporation as managing general partner, a to -be -formed California limited liability company (an affiliate of Chelsea Investment Corporation) as administrative general partner, and a tax -credit investor limited partner. Please see the proposed organizational chart in the Appendix as Exhibit 1 for more detail. Serving Seniors Serving Seniors is transforming the aging experience for low income seniors with their highly successful and innovative programs that help seniors live independently for as long as possible. Since 1970, Serving Seniors has been a leading provider of programs and services for low-income seniors. They are one of the few organizations in the country that provide such a broad base of vital services to a vulnerable, at -risk population of older adults. Their innovative approach to providing wrap-around services—including nutrition, case management, health education, housing, and lifelong learning—has earned national recognition as a model for keeping seniors healthy and independent. Through their continuum -of -care model, they provide nutritious meals, health education, social services, case management, affordable supportive housing and lifelong learning opportunities. Each program plays a critical role in the mission of helping seniors live healthy and fulfilling lives. Serving Seniors' President and CEO, Paul Downey, is a champion for seniors, having been invited by President Obama to participate in the White House Conference on Aging in 2015, and is currently serving as Chair of the California Commission on Aging. Under Paul's leadership, Serving Seniors has developed hundreds of apartments for low-income seniors and is responsible for development of the Gary and Mary West Senior Wellness Center, which was funded by a grant from the Gary and Mary West Foundation. The Wellness Center provides meals, health and supportive services, educational programs, and case-management—all at no cost to low-income seniors. As the service provider for Palomino Villas, Serving Seniors would be responsible for pre-screening residents, as wells as identifying and providing the onsite services that best address the needs of the residents. Such services can include but are not limited to providing meals, health education, social services, case management, and lifelong learning opportunities. Please see the Services Agreement and Plan included in the Appendix as Exhibit 2 for more details. References Mayor Kevin Faulconer City of San Diego City Administration Building 202 C Street, 11th Floor San Diego, CA 92101 (619) 236-6330 kevinfaulconer@sandiego.gov Supervisor Ron Roberts County of San Diego 1600 Pacific Highway Room 335 San Diego, CA 92101 (619) 531-5544 ron-roberts@sdcounty.ca.gov Sandra K. Fitzpatrick Executive Director, California Commission on Aging 1300 National Drive, Suite 173 Sacramento, CA 95834 (916) 419-7591 sfitzpatrick@ccoa.ca.gov A. DEVELOPMENT ENTITY (continued) Chelsea Investment Corporation Chelsea Investment Corporation was organized in 1984, and has focused on affordable housing since 1992. Chelsea provide financial engineering, development, asset management and property management services to clients and specialize in partnering with service-oriented not-for-profit organizations to provide affordable housing to their clients. They are experts in the affordable housing sector as a result of the hard work of our team of professionals who identify and implement timely and cost effective solutions to the many challenges of the affordable housing market niche. Having developed nearly 10,000 affordable units, at a cost of nearly $1.7 billion, Chelsea surpasses the level of experience necessary to develop affordable housing in today's complex financing environment. They have received numerous honors and awards for their work in affordable housing. In 2015, they were recognized as the Builder of the Year by the Building Industry Association of San Diego, in a competition that included developers of market -rate and affordable housing, and their Alpha Square project in downtown San Diego was recognized as the Affordable Housing Project of the Year. Chelsea is annually included among the Top 50 Affordable Housing Developers in the country by Affordable Housing Finance magazine. Jim Schmid, CEO, founded Chelsea in 1984. Jim is an attorney with an advanced degree in tax law and has extensive experience in all areas of development and management of commercial and residential properties. He served as the 2014 Chairman of the San Diego chapter of the Building Industry Association. As CEO, Jim is responsible for strategic management of Chelsea and all of its affiliated companies. Cheri Hoffman, President, has been part of the Chelsea development team since 1994. She has participated in the financing and development of more than 40 affordable apartment communities involving over one billion dollars in financing. Cheri is an authority in financial structuring incorporating tax credits, tax exempt bonds, HOME, Proposition 46, Proposition 10 (including the Multifamily Housing Program), USDA and AHP funding sources. Key personnel for this development also include Jordan Penn, Chief Development Officer, and Tim Baker, Project Manager. As Chief Development Officer, Jordan has overall responsibility for turnkey development of Chelsea's affordable rental housing projects. The scope of his work includes property acquisition and entitlement, financial structuring, design and construction oversight, and marketing and lease -up. A member of the Chelsea development team since 2004, Jordan has extensive experience securing and closing multiple forms of local, state, federal, and private financing. He holds a BA degree in Sociology from the University of California, Los Angeles, and a JD from the University of California, Hastings College of the Law. As Project Manager, Tim works with the finance, construction, and lease -up teams to coordinate closing, oversee construction and ensure that the project leases -up on time with qualified tenants. Tim has over 20 years of experience in affordable housing development, commercial real estate development and financing. In the affordable housing field, he has worked for a local non-profit developer and a state-wide non-profit developer of affordable housing resulting in the development of over 600 units. Tim holds a BA degree in History with a Minor in Business from University of Notre Dame, an MBA from University of San Diego, and a Master of City Planning from UC Berkeley. Design Team Hedenkamp Architecture + Planning. Hedenkamp Architecture leads the design team for Palomino Villas, with 30 years of experience in affordable housing and equal time working alongside Chelsea on numerous award-winning designs. A. DEVELOPMENT ENTITY (continued) VSL Engineering. Richard Valdez is a Temecula -based civil engineer with over 30 years of experience in civil/site design, entitlement processing and construction surveying in projects throughout Colorado, Arizona, and Southern California. David Neault & Associates. Based in Temecula for the past 28 years, David Neault has had the honor of designing many projects throughout the Temecula Valley, including Harveston, Margarita Community Park Special Needs Playground, Summerhouse, and Highgate Senior Housing. Brice Kittle, Development Consultant Brice has been a part of the development of over 1,500 single family detached and attached homes in the City of Temecula. As president of Sheffield Homes, Brice was a partner with the City of Temecula utilizing Neighborhood Stabilization Program (NSP) federal funds to acquire, refurbish and sell foreclosed homes to income -restricted buyers. Of the over $30,000,000 in NSP funding Sheffield received from the County of Riverside, over $5,000,000 was used in the City of Temecula on more than 20 homes. Over 20% of this NSP funding from the County was utilized for very -low-income buyers. Emmerson Construction, Inc. Emmerson was formed in 2000 to construct housing for Chelsea and its affiliates. Thus, Emmerson's goals are squarely aligned with the developer and owner: the creation of quality cost-efficient housing delivered safely, on time, and on budget. Emmerson has assembled a team of professionals with several decades of combined experience on a variety of product types and has completed some fifty projects including new construction and renovation of garden -style, podium, and mid -rise buildings and high-rise renovation. Emmerson's projects have won numerous awards, including the San Diego Building Industry Association Affordable Housing Project of the Year, the San Diego Housing Federation Ruby Award, and numerous sustainability awards including the prestigious LEED Platinum certification. CIC Management, Inc. A Chelsea affiliate, CIC Management manages the Chelsea property portfolio and is responsible for compliance, reporting, and long-term asset management. Legal Counsel General Counsel: Nkechi Odu, Esq. With a background of representing lenders and equity investors in the financing of affordable housing and developments throughout the country, Nkechi provides advice across the spectrum of our operations and is closely involved with structuring and closing new transactions, conversations with outside counsel, lenders, and investors, as well as other transactional matters. Nkechi earned her Juris Doctorate from NYU School of Law and received her B.S. degree from the University of Florida, where she graduated with honors. Outside Counsel: Cox, Castle & Nicholson LLP. CCN attorneys provide comprehensive legal services for all aspects of affordable housing development, finance, syndication, and operation. CCN has been the lead counsel on hundreds of affordable housing projects valued in the billions of dollars, covering transactions in more than thirty states. Please see Exhibit 3 in the Appendix for a List of Litigation in the past five years. B. FINANCIAL CAPACITY Since 1992, Chelsea has developed nearly 10,000 affordable units, at a cost of nearly $1.7 billion. Chelsea surpasses the level of experience necessary to develop affordable housing in today's complex financing environment. Chelsea has extensive experience in financing suburban, urban infill, rural, inclusionary, redevelopment, and acquisition -rehabilitation projects. Of the 10,000 apartment homes developed, 2,435 are located in urban infill environments, 3,399 are located in suburban environments, and 1,847 are located in rural areas. Approximately 2,800 have satisfied inclusionary obligations, 1,400 units are senior housing, and 1,300 units are supportive housing. Additionally, Chelsea has developed ten separate projects through acquisition and rehabilitation. Many of the projects have been developed using soft residual receipts loans through public-private partnerships with local jurisdictions. Chelsea has been selected by numerous public agencies because they understand and have always met two main objectives: the on-time and the on - budget delivery of quality housing. Given their excellent track record and reputation, Chelsea has established long-standing relationships with the nation's leading equity and community -lending institutions. For this project, Chelsea and Serving Seniors will identify a lender and LIHTC equity provider with suitable terms and significant experience. Below are investor and bank references. Please also see Serving Seniors' Annual Report (Exhibit 4) and Chelsea's Schedule of Real Estate Owned (Exhibit 5) in the Appendix. Investor References The Richman Group David Salzman President 599 West Putnam Ave. Greenwich, CT 06830 (203) 869-0900 salzmand©richmancapital.com Municipal Capital Appreciation Fund Richard Corey Principal 320 Park Avenue New York, NY 10022 212-508-9415 rgc@mcapadvisersllc.com Raymond James Kevin Kilbane Vice President 880 Carillon Parkway St. Petersburg, FL 33716 (440) 409-0144 Kevin. Kilbane@RaymondJames.com Union Bank Johanna Gullick Managing Director 200 Pringle Avenue Walnut Creek, CA 94596 310-551-8967 johanna.gullick©unionbank.com Candeur Group Catherine Talbot Partner 555 California Street, 10th FI. San Francisco, CA 94104 415-262-5154 CTalbot@candeurgroup.com I Catherine A. Rodman, Director and Supervising Attorney at the 15th Anniversary Affordable Housing Associates' Celebration of Justice Honoring James J. Schmid and Chelsea Investment Corporation • Quote from T. S. Eliot, 1940 1 • • F • "'Home is where [we] start from.' It gives us sustenance and comfort, and teaches us our first lessons about who we are, and our place in the world. Affordable Housing Advocates honor and thank James J. Schmid and Chelsea Investment Corporation for developing Fairbanks Ridge, Mariposa, The Crossings and Windwood Village Apartments. These projects include extremely low income affordable housing as part of larger, inclusive communities in San Diego County." "With these developments, Jim and Chelsea help to teach the families lucky enough to call these apartments 'Home,' some of the first lessons of home: That you matter, that you are accepted, and that you belong." Bank References Citi Community Capital Richard Gerwitz Managing Director 444 South Flower Street, 29th FI. Los Angeles, CA 90071 (213) 486-7138 richard.gerwitz@citi.com US Bank Kyle M. Hansen Executive Vice President 800 Nicollet Mall - 3rd Floor Minneapolis, MN 55402 (612) 303-3685 kyle.hansen@usbank.com PNC Bank Josh Hamilton Vice President 26901 Agoura Road, Suite 200 Calabasas Hills, CA 91301 818-676-3276 josh.hamilton@pnc.com Bank of America Charmaine Atherton Vice President 333 S. Hope Street, 20th Floor Los Angeles, CA 90071 213-621-4816 charmaine.atherton@baml.com Rabobank Debi Engelbrecht Vice President 618 W. Main Street Visalia, CA 93291 559-735-2275 debi.engelbrecht@rabobank.com C. EXAMPLES OF COMPARABLE PROJECTS Potiker Senior Residence Serving Seniors • Chelsea Investment Corporation New construction of 3 & 5 story, 200 unit affordable, senior SRO apartments. Developer Chelsea Investment Corporation Project Cost $19,209,309 Completion 2002 Date Lender Bank of America Investor Simpson Housing Solutions Units Type Size 200 Studio 380 SF Potiker Senior Residence (PSR), opened in 2002, is comprised of 200 studio units. All units at PFSR serve as affordable housing for impoverished and at -risk elderly residents. All residents must qualify based on their income (which is lower than 35 percent to 45 percent of the Area Median Income). Sering Seniors is the Managing General Partner of Market Square Manor Associates, LP. PFSR provides residents with an economical, safe place to live with a full continuum of services designed to meet the needs of this particular population. PSR has a 7,800 square foot park, a fitness room, social/recreation room, television room, dining room and activities room. Laundry facilities are provided and the facility is fully accessible. 1 C. EXAMPLES OF COMPARABLE PROJECTS (continued) Potiker City Heights Residence Serving Seniors • Chelsea Investment Corporation New construction of a 5 story, 151 unit affordable, SRO and 1 bedroom senior apartments. Developer Chelsea Investment Corporation Project Cost $32,400,000 Completion 2007 Date Lender Red Capital Investor Red Capital Units Type Size 71 Studio 340 SF 80 1 Bdrm 525 SF Potiker City Heights Residence (PCHR) boasts a variety of supportive amenities and "green" eco -friendly features to help save costs, protect the environment, and give seniors a safe and comfortable place to live. PCHR provides easy access to services, which are vital to the health and safety of its residents. In addition to the nutrition, medical, and mental health services provided on-site, residents have access to the surrounding community with bus stops, pharmacies, health clinics and shopping centers nearby. Qualifying residents must be older than 62 -years of age and have an annual income less than 30 percent to 45 percent of the Area Median Income. The building features laundry facilities, a computer lab and library, underground parking and an outdoor park. PCHR has 71 studio units, 79 one bedroom units and one two-bedroom manager's unit. The building' energy-efficient and environmentally friendly features include a high - efficiency heating and cooling system, the use of many recycled materials, energy- saving windows and light bulbs, and roof -mounted solar panels, which help lower energy usage and costs. C. EXAMPLES OF COMPARABLE PROJECTS (continued) Mill Creek Village Pacific Southwest Community Development Corporation • Chelsea Investment Corporation New construction of a 3 -story senior housing complex in a public-private partnership with the City of Bakersfield. Developer Chelsea Investment Corporation Project $23,000,000 Cost Completion Early 2017 Date Lender Rabobank Investor The Richman Group Units Type Size 24 1 Bdrm 593 SF 39 2 Bdrm 916 SF Mill Creek Village is the new construction of a 63 unit affordable seniors housing complex in the City of Bakersfield. The project includes a mix of one and two bedroom units and includes a community room equipped with a kitchen, computer lab, and recreation space, as well as on- site management, and laundry facilities. Chelsea Investment Corporation was selected by the City of Bakersfield in a competitive RFP process to finance and develop the senior housing complex on land owned by the City. Chelsea successfully secured approximately $2.6 million of AHSC funding in State's first-ever AHSC funding round. The project financing also includes an IIG Grant secured by the City of Bakersfield from State HCD. Chelsea worked successfully with the City of Bakersfield to develop this high-quality affordable housing project to fit within the City's Mill Creek linear park development area, and to create a project with walkable access to many amenities within City. The project represents an excellent example of successful public-private partnership, and is the third project developed by Chelsea for the City of Bakersfield. Hedenkamp Architecture designed the project, which also includes a parking structure that will serve as public parking for the community. C. EXAMPLES OF COMPARABLE PROJECTS (continued) Fairbanks Square Pacific Southwest Community Development Corporation • Chelsea Investment Corporation New construction of a 100 -unit affordable senior project. Developer Chelsea Investment Corporation Project Cost $28,315,000 Completion Date January 2015 Lender Citi Community Capital Investor US Bank Units Type Size 88 1 Bdrm 581 SF 12 2 Bdrm 756 SF Fairbanks Square is the development of a 100 -unit affordable housing complex located in the upscale master -planned community of Black Mountain Ranch, in north San Diego County. The project is beautifully integrated within in a single family housing community with access to neighborhood parks and shopping. Fairbanks Square consists of a mix of one- and two-bedroom apartments among two two- story buildings. The project includes a community room with a computer lab and kitchen. Services are provided by Pacific Southwest Community Development Corporation and include adult education and health and wellness programs. Fairbanks Square targets units at 60% and 50% of AMI with rents ranging from $732 to $1,055 per month. D. PROPOSED DEVELOPMENT Development Concept and Services Approach Palomino Villas is a 50 -unit senior community on 1.63 acres, located at the intersection of Wolf Valley Road and Daviana Way. The site is directly across the street from, and has an unobstructed view of Wolf Creek Park. We propose to develop the project with a two-story traditional Craftsman design, which will complement the architectural style of the immediate neighborhood, and be consistent with the upscale design of the Temecula community overall. The development consists of a collection of four buildings surrounding a secure and quiet courtyard, a community building with multipurpose areas, outdoor recreation space, and 52 on-site parking spaces. Though this exceeds the parking normally required for senior housing, our experience owning and managing suburban senior housing communities suggests the need for close to a one-to-one parking ratio. The community will provide a mix of 80% one -bedroom units and 20% two- bedroom units, available to seniors with incomes ranging from 35% to 60% of area median income. Palomino Villas is located in the Wolf Creek Specific Plan (SP -12) and we have designed the development with a density of 30 dwelling units per acre to provide the highest and best use for the property, while maintaining the neighborhood consistency of a two-story residential style. Developing the project at 30 units per acre also allows us to pursue a valuable funding opportunity: the Affordable Housing and Sustainable Communities Program ("AHSC," also known as "Cap and Trade"). This is now the state's largest affordable housing program, and our development team secured over $2.6 million of AHSC funding for a senior housing development in Bakersfield in the program's inaugural round. We realize that developing 30 units per acre on this site will likely require additional entitlement, but we understand from discussions with staff that the City of Temecula would support such a density for a senior housing project on this site. Developing a high-quality senior housing community is about much more than the physical building. Life -enriching services combined with safe, comfortable housing can literally change seniors' lives. We are proud to have Serving Seniors as one half of our development team. Serving Seniors has, over the past 40 years, become a national model for their innovative continuum -of -care approach to improving the lives of the residents of their projects, as well as seniors throughout the community. With programs that address mental and physical health, nutrition, lifelong learning, and physical activities for seniors from all walks of life, Serving Seniors creates senior housing communities that provide residents with far more than a roof over their heads. The comprehensive services provided by Serving Seniors allows residents to lead healthy lives and maintain their independence, all in a place called "home." The services to be offered at Wolf Valley apartments are thoroughly described in Exhibit 2. D. PROPOSED DEVELOPMENT (continued) Business Plan Project Description The City of Temecula's Housing Element indicates that senior citizens comprise 10% of the City's population. The location provides an ideal residential setting to meet the City's senior housing need. The Project will provide 49 units of housing for low- and very -low-income seniors, ranging from 35% of area median income to 60% of area median income for Riverside County. An additional, unrestricted, unit will be provided for an on-site manager. Income -eligible residents at Wolf Creek Apartments will have household incomes ranging from $15,680 to $34,560 annually, and monthly rents will range from $420 to $864. Income Limit 60% One -Bedroom Two -Bedroom Total Units Units Units 20 50% 14 35% Unrestricted 6 40 4 3 2 1 10 24 17 8 1 50 D. PROPOSED DEVELOPMENT (continued) Community Engagement Emmerson Construction is proud to work closely with local businesses, subcontractors, and residents in the communities in which it builds. Local outreach and engagement is fundamental to Emmerson's approach. Emmerson is committed to achieving community benefits through hiring local and disadvantaged firms and persons, and they have completed several projects with Section 3 and other community benefit requirements. Measures taken include targeted advertising, job fairs, partnership with local trade and employment organizations, and cooperation with youth training programs. Ultimately, Emmerson provides communities with more than just affordable housing units. They provide opportunities—for today and tomorrow. COMMITMENT TO SUSTAINABLE COMMUNITIES Serving Seniors — The Gary and Mary West Senior Wellness Center Originally built as an auto dealership in 1937, this 20,253 square foot building remodel is located in downtown San Diego and consists of a seismic retrofit, a 4,500 -square -foot second -floor addition, and complete retrofit of the building exterior. New mechanical, plumbing and electrical systems resulted in exceeding the state's already stringent Title 24 efficiency standards by 45%. The building also achieved LEED Gold certification by the U.S. Green Building Council. Among the sustainability features implemented during and after construction are: • Parking spaces are reserved for low -emission and fuel-efficient vehicles, as well as ride -sharing. • 95% of construction waste was recycled, and recycling facilities are located throughout the building. • Landscaping incorporates recycled materials and low- or no -water plant substitutes. • The concrete walls are made of locally harvested components. • The building utilizes a urethane foam roofing system. Heating and cooling power use has been reduced through super -high efficiency, rooftop package units with gas heating and state-of-the-art "smart" thermostats. • Overall building water use was reduced by half when compared to similar buildings. This equates to an annual water savings of 30,000 gallons per year. • Natural daylighting provides most daytime lighting needs in the dining hall, offices, and recreation rooms. • High efficiency lighting systems reduce building energy consumption by 27%. Chelsea Investment Corporation Chelsea is committed to incorporating sustainable elements into all of our projects, resulting in healthier, environmentally conscious homes for our residents. We implement renewable energy systems, energy- efficient appliances and lighting, low-water landscaping, and renewable materials. In the last three years, Chelsea has developed and built nine LEED Gold- or Platinum -certified apartment communities throughout Southern California. Through good planning and effective management, Emmerson Construction, our in-house general contractor, has built these apartment communities to include such features as recycling/diverting more than half of construction waste and generating onsite renewable energy to offset the project's energy consumption. One of Chelsea's consultants, Brett Tullis with Sillman Wright Architects, noted that, "Chelsea's approach to sustainable design made it easy for us to work within the LEED Criteria." Indeed, we often far exceed the original LEED criteria specified during predevelopment. ow iimi 1 NA NI IM IAlsi1 I, rtii IMO WM IAll MI „„,. i1►4 "1 50 UNITS 40 - 1 BEDROOM, 1 BATH 10 - 2 BEDROOM, 2 BATH ARCHITECTURE & PLANNING ARCHITECT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO. CALIFORNIA 92117 PHONE: 619.316.4472 CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 PALOMINO VILLAS 50 FAMILY APARTMENTS TEMECULA , CALIFORNIA 24'-0" HEDENKAMP 1 , 1 ARCHITECTURE & PLANNING 0 0= KITCHEN FOYER DINING LIVING MIZIM =ME1 mok ■® BATH mi ■1 ■■M■■■■■1 i 1 ■ BEDROOM PATIO / DECK 1 BEDROOM, 1 BATH 560 S.F. ARCHITECT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 r7 36'-0" 1 &LI =■■■1 ■■■■■■■■1 I111. 11 BEDROOM #2 PATIO / DECK FOYER M0 0 �0■ II 1■■■■■■I I M. BATH MEY 1■■■■■■■■1 ommimmiimmmo KITCHEN DINING LIVING 1 M. BEDROOM 2 BEDROOM, 2 BATH 850 S.F. APPLICANT CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT OF: CH ELSEA INVESTMENT CORPORATION 05/16/2016 HEDENKAMP 'I1 ARCHITECTURE & PLANNING PALOMINO VILLAS 50 FAMILY APARTMENTS TEMECULA , CALIFORNIA 60'-0" KITCHEN 00 00 COMMUNITY ROOM COMPUTER ROOM STORAGE STOR HEALTHCARE LAUNDRY ROOM 1111 mom, w■■■ Ifirma ■■ X STORAGE 1111 L -L 111 III 1111 in ri STOR. RENTAL OFFICE MANAGER COMMUNITY ROOM 2,522 S.F. OY ■ ARCHITECT APPLICANT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT OF: CH ELSEA INVESTMENT CORPORATION 05/16/2016 PALOMINO VILLAS 50 FAMILY APARTMENTS TEMECULA , CALIFORNIA aIIIIIIII1111111111111 " IIIIIIIIIIIIIIIIIIIIII1 "illy _E__ng D111 lllllllllllll 111 l lllg 11111111 IIIIIIIIII11 IIIA I WOLF VALLEY ROAD ELEVATION Ilii iiiimuiiiiii lIIT111111111111111111111>5 111111111111!1 IIF II 1111111111111111',1111111 El 11 I1III111I111? I II II 111111111111,',-11 111111111 111111111111ITIIII 1111111111111 1111111111111 IIIIIiIIIII II •IITIIIIIIIIII II IIIITII11IIIII AE11111111111111111I 11111111110111111111 HEDENKAMP 1 , 1 ARCHITECTURE & PLANNING REAR ELEVATION ARCHITECT WILLIAM B. HEDENKAMP 4455 MORENA BOULEVARD, SUITE 114 SAN DIEGO, CALIFORNIA 92117 PHONE: 619.316,4472 APPLICANT CHELSEA INVESTMENT CO. 5993 AVENIDA ENCINAS, SUITE 101 CARLSBAD, CALIFORNIA 92008 PHONE: 760.456.6000 A DEVELOPMENT DF; CHELSEA 05/16/2016 CHELBEA INVE STN r.fl CC HRI=C]RATIONJ Property Name Partnership Name City County State Units Type Year Acquired LIHTC Investor Lender 1 De Anza Hotel 2 St. Regis Park 3 Villa Serena 4 Regency Centre 5 Seabreeze Farms 6 Villa de Las Flores 7 Torrey Highlands 8 Brawley Family 9 Calexico Family 10 Market Square Manor 11 Villa Andalucia 12 Villa Glen 13 Villa Lara 14 Windwood Village 15 Countryside 16 Holtville Gardens 17 Imperial Gardens 18 Mariposa 19 Rancho Buena Vista 20 Rancho del Norte 21 Westmorland Family 22 Brawley Gardens 23 Brawley Senior 24 Heber Woods 25 Fairbanks Ridge 26 The Crossings 27 City Heights 28 Hunters Pointe 29 Villa Dorada 30 Villa Paloma 31 Glen Ridge 32 The Landings 33 Villa Esperanza 34 Willow Glen 35 Beachwind Court 36 Courtyard Terraces 37 Cedar Creek 38 Silver Sage 39 City Place 40 Oakridge 41 The Landings II 42 Verbena 43 Estrella del Mercado 44 Las Brisas 45 ParkTerramar 46 Villa Del Sol 47 Villa Fortuna 48 El Quintero 49 Emperor Estates 50 Iris 51 Fairbanks Commons 52 Casa Hermosa 53 Cesar Chavez 54 Fairbanks Square 55 Versa 56 Alpha Square 4% 57 Alpha Square 9% 58 Independence Point 59 Mill Creek Courtyard 60 Las Palmeras 61 Villa Primavera 62 Westminster Manor 63 Rancho Del Sol 64 Trolley Residential 65 Mill Creek Village 66 Ouchi Courtyard 67 Torrey Vale 68 Duetta 69 Volta 70 Mesa Verde 71 Fairbanks Terrace De Anza Hotel, LP St. Regis Park, LP Serena Sunbow, LP SD Regency Centre LP Longacres at Seabreeze Farms, LP VDLF, LP THA, LP BFA, LP CFA, LP Market Square Manor Associates, LP CIC Villas, LP CIC Villas II, LP VLA, LP CIC PHR, LP CIC Countryside, LP Holtville Gardens, LP IGA, LP CIC Calavera, LP CIC Eastlake, LP Santaluz Family Apartments, LP WFA, LP Brawley Gardens, LP BESA, LP Heber Family, LP CIC Fairbanks, LP CIC Crossings, LP City Heights Square, LP CIC La Costa, LP Calexico II, LP Heber Family II, LP CIC Glen Ridge, LP CIC Landings, LP Calipatria Family Apts., LP CIC Natomas, LP Beachwind Court, LP Dawson Ave. Senior Apts., LP Fanita 48, LP Silver Sage CIC, LP CIC South Mill Creek, LP CIC Oakridge Apts., LP Landings II, LP Verbena San Ysidro, LP Mercado CIC, LP CIC El Centro Family Apts., LP TerramarClC, LP Calexico Andrade, LP Brawley Pioneers, LP De Anza II CIC, LP Dinuba Senior Apartments CIC, LP Iris Apartments CIC, LP Fairbanks Commons CIC, LP Michigan Drive CIC LLLP Vista Montana Coachella, LP Fairbanks Square CIC, LP Versa CIC, LP Alpha Square 4%, LP Alpha Square 9%, LP WJJ CIC, LP Mill Creek Courtyard CIC, LP Las Palmeras Imperial, LP Villa Primavera CIC, LP Westminster Manor, LP Unit 24 CIC, LP Trolley Residential CIC, LP Mill Creek Village CIC, LP Ouchi CIC, LP Torrey Vale CIC, LP F Street Family CIC, LP G Street Seniors CIC, LP Mesa Verde CIC, LP Fairbanks Terrace CIC, LP Calexico Chula Vista Chula Vista San Diego San Diego Calexico San Diego Brawley Calexico San Diego San Diego San Diego Imperial San Diego El Centro Holtville Imperial Carlsbad Chula Vista San Diego Westmorland Brawley Brawley Heber San Diego San Diego San Diego Carlsbad Calexico Heber Carlsbad Chula Vista Calipatria Sacramento Imperial Beach San Diego Santee Lakeside Bakersfield Oakdale Chula Vista San Ysidro San Diego El Centro San Diego Calexico Brawley Calexico Dinuba Encinitas San Diego Hobbs Coachella San Diego San Diego San Diego San Diego San Diego Bakersfield Imperial Calexico San Diego San Diego San Diego Bakersfield San Diego San Diego Chula Vista Chula Vista San Diego San Diego Imperial San Diego San Diego San Diego San Diego Imperial San Diego Imperial Imperial San Diego San Diego San Diego Imperial San Diego Imperial Imperial Imperial San Diego San Diego San Diego Imperial Imperial Imperial Imperial San Diego San Diego San Diego San Diego Imperial Imperial San Diego San Diego Imperial CA Sacramento CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA NM CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA CA San Diego San Diego San Diego San Diego Kern Stanislaus San Diego San Diego San Diego Imperial San Diego Imperial Imperial Imperial Tulare San Diego San Diego Lea Riverside San Diego San Diego San Diego San Diego San Diego Kern Imperial Imperial San Diego San Diego San Diego Kern San Diego San Diego San Diego San Diego San Diego San Diego Senior/9% Family Senior Family Family/9% Senior/9% Family Family/9% Family/9% Senior/9% Family Family Family/9% Family Family Senior Senior Family Family Family Family Family Senior Family Family Family Senior/9% Family Family Family Family Family Family Family Family Senior/9% Family Family Family/9% Family Family Family/9% Family/9% Family Family Family/9% Family/9% Senior Senior/9% Family/9% Family Family Family Senior Senior Family Family/9% Family Senior Family Family Senior Family Family Senior Family Family Family Senior Family Senior 1997 2000 1999 2000 2000 2000 2001 2002 2002 2002 2002 2002 2002 2002 2003 2003 2003 2003 2003 2003 2003 2004 2004 2004 2005 2005 2006 2006 2006 2006 2007 2007 2007 2007 2008 2008 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 2011 2012 2012 2012 2012 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015 2015 2016 2016 2016 2016 The Richman Group Boston Financial Boston Financial Boston Financial N/A The Richman Group N/A The Richman Group The Richman Group Highridge Costa Boston Financial Boston Financial Boston Financial Boston Financial The Richman Group Boston Financial Boston Financial Wentwood Wentwood Boston Financial The Richman Group The Richman Group Boston Financial The Richman Group The Richman Group Boston Financial Wentwood Boston Financial Boston Financial The Richman Group Boston Financial Boston Financial The Richman Group The Richman Group The Richman Group Bank of America Boston Financial Boston Financial US Bank Boston Financial Raymond James The Richman Group Raymond James Boston Financial US Bank Boston Financial The Richman Group The Richman Group The Richman Group Raymond James US Bank The Richman Group US Bank US Bank Raymond James US Bank US Bank US Bank US Bank Raymond James CREA The Richman Group Raymond James Raymond James The Richman Group Union Bank The Richman Group Raymond James Raymond James The CandeurGroup US Bank CHRP Bank of America Bank of America PNC Bank of America Rabobank PNC Rabobank Rabobank Berkadia Wells Fargo Wells Fargo Rabobank US Bank US Bank US Bank US Bank Red Capital Red Capital Wells Fargo US Bank US Bank Citibank US Bank US Bank Berkadia Red Capital Oak Grove Capital USDA US Bank US Bank US Bank CCRC MMA US Bank CCRC US Bank US Bank US Bank Bonneville US Bank Impact CIL LLC Citibank Rabobank US Bank USDA USDA Rabobank Rabobank Citibank Citibank US Bank US Bank Citibank Citibank US Bank US Bank N/A Rabobank USDA Rabobank Union Bank Union Bank Citibank Rabobank Union Bank Citibank Citibank Citibank Citibank Citibank TOTALS 6,147 SERVING Annual Report SENIORS 2014 Transforming the aging experience! Oitt r • libii ii A YEAR IN REVIEW 0 Table of Contents A Note from the President/CEO 1 Who We Are and What We Do 2 Board of Directors 2 Meals 3 Health 3 Lifelong Learning 4 Affordable Housing 5 Supportive Services 5 Advocacy 6 Social Entrepreneurship 6 The Serving Seniors Community: Volunteers, Collaborative Partners, Donors, Staff 7-11 2014 by the Numbers 12 Financials 13 MESSAGE FROM PAUL DOWNEY President & CEO Dear Supporters and Friends, The last time I introduced our Annual Report was in January 2014 and I was President and CEO of an organization called Senior Community Centers. In January 2015 I am very proud to be writing you as the President and CEO of Serving Seniors and we (65 staff members and 17 board members) are proud of our new name and what stands behind it. The name Serving Seniors celebrates 45 years of helping and protecting San Diego's most vulnerable seniors. This is something we literally do 365 days a year with passion, innovation and excellence. With the leadership of past board chair, Rosalie Gerevas and the Branding Task Force chair, Molly Cartmill we worked with two essential ingredients in creating our new brand: 1) a purpose larger than oneself; and 2) a cause. Our new Mission, "helping seniors in poverty live healthy and fulfilling lives" builds on our legacy of leadership and exemplary services. At the same time, it creates a foundation for our future and the challenges we face with a senior population that will double by 2030. I am proud of what we have accomplished and bullish about our future. But we have not done it alone. The generosity of San Diegans is what allows the Serving Seniors team to do extraordinary things every day. The impact we (you and us) have on seniors living in poverty is life -changing and life-saving. We have learned that there is no better way to shape and impact our present and future than through our extraordinary collaborations. The Gary and Mary West Foundation, Sheila and Hughes Potiker, UC San Diego, Sharp Healthcare, San Diego State University, San Diego County, Price Family Charitable Fund, Sempra Energy, Consumer Center for Health Education and Advocacy, Qualcomm and US Bank are just a few of our collaborators. This Annual Report will show just how successfully we have served seniors with Nutrition, served seniors with Affordable Supportive Housing, served seniors with Supportive Services, Wellness and Life Long Learning and served seniors with Advocacy. Please accept my heartfelt "Thank You" to each of you for being part of Serving Seniors' 45 -year story of success, growth and impact. With appreciation, Paul Downey, President and CEO 1 1 2 WHO WE ARE an what we Since 1970, we have served as a family to thousands of seniors in San Diego County by providing meals, health education, housing, social services and much more under the name Senior Community Centers. After a yearlong re -branding process, we underwent a name change to better reflect our mission. Providing the same innovative services, Senior Community Centers became Serving Seniors. xisSenior,��Community ICenters SERVING "fr SENIORS The agency also has a new mission statement: Helping seniors in poverty live healthy and fulfilling lives. The new mission had to clearly demonstrate our core values and for us, it is all about changing and saving the lives of seniors struggling to meet their basic needs. I Michelle Sterling, Board Chair Senior Vice President, Human Resources Qualcomm, Incorporated Board of Directors Robert Bernstein - Board VP Finance President RGB Capital Group LLC Molly Cartmill Director, Corporate & Social Responsibility Sempra Energy Martha K. Guy Attorney Law Offices of Martha K. Guy Dale Isaacs CPA Reid, Sahm, Isaacs & Schmelzlen LLP Sydney Johnson Associate Director -Project Management ICON Clinical Research r 1 Paul Sanit Vice President, Senior Financial Advisor Merril Lynch Sandra Lawhon Jerry Schneider President Business Consultant & Philanthropist S&L Financial Carole Lindsey Executive Director Superior Home Care Services, Inc. Lowell Potiker President HSP Group Inc. Arlene Prater Attorney Best Best & Krieger LLP Sam Sherman Partner TencerSherman Greg Starmack President The Starmack Group Gary Wright, Esq. Of Counsel Procopio, Cory, Hargreaves & Savitch LLP hay., a eassibrl h t,sew -Mt, irk nom. art, -Eht,-For�b-E-LtAk brkt s irk buy tlit htlea shyt, his-br -Michelle Sterling, Board Chair We provide balanced, healthy, nutritious meals that offer nourishment and act as medicine for many seniors with chronic health issues. Breakfast and lunch are served 7 days a week at the Gary and Mary West Senior Wellness Center and 5 days a week at 9 congregate dining sites throughout San Diego County. We also deliver meals to homebound seniors. 2014 Highlights MEALS iwrAmm Nutrition Classes. Seniors received lessons on healthy eating taught by health educators from the San Diego Food Bank in a six -part series to fight obesity. They had the chance to speak one-on-one with nutritionists and were given fresh produce after each lesson. "More on the Menu" (MOM). We delivered fresh fruits and vegetables to San Diego's most vulnerable seniors, those who are homebound, isolated and on a low fixed income through MOM, a non-profit program run by the County. This allowed us to supplement their standard Home Delivered Meals with healthy produce and recipes that they could prepare on their own. HEALTH We have two full-time Registered Nurses whose primary goal is to promote healthy aging and advocate for our clients' health care needs through empowerment and education. We believe preventing disease is essential to improving seniors' health and to keeping rising health costs under control. Heart Disease Prevention Classes Led by Registered Nurse, Christine Holcomb Nurse Case Manager, Christine Holcomb, designed a comprehensive Heart Disease Prevention program for San Diego seniors that consists of five one-hour classes focusing on topics such as high blood pressure, high cholesterol, cardiac medications and diet and exercise. Classes kicked off in November with the goal of increasing knowledge about heart disease and empowering seniors to take control of their heart health. >>>>>>>\ Thank you to our wonderful partner, Kaiser Permanente, for making this program possible! 3 L.IFEIIING LEARNING We provide an array of learning opportunities to our seniors in an effort to foster a sense of personal empowerment and ensure continued growth and intellectual stimulation. We believe this leads to a more fulfilling, enjoyable and enriched life. Spotlight on "Feeling Fit" We believe being active is essential to healthy aging so we provide seniors with the opportunity to get moving with a certified group exercise instructor at no cost, six times a week. The Feeling Fit Club is our most popular class and is filled with many regulars like 94 year old Agnes. She is one of the most energetic participants and never misses a class. The one hour class consists of cardiovascular exercises as well as strength training and stretching for a well balanced routine. Agnes can personally attest to the physical benefits of being active in her nineties and she credits her health and vitality to exercise and a balanced diet. Agnes and Patty, Group Exercise Instructor for the Feeling Fit Club. 4 AFFORDABLE HOUSING Providing access to affordable housing has the greatest positive impact on the quality of life for many low-income seniors in San Diego. The seniors who live in our units are provided with quality supportive services that prevent and remove the barriers to independent living. We have two affordable housing units that offer rent far below the average cost of housing in San Diego: Potiker City Heights Residence: 150 affordable studios and one -bedroom apartments Potiker Family Senior Residence (in East Village): 200 studio apartments The lack of affordable housing is the number one economic issue for most of Serving Seniors' clients. SUPPORTIVE SERVICES ' We have a dedicated team of case managers who address a wide array of issues that seniors living in poverty may face. We offer walk-in hours in which seniors can speak with a case manager about any issues they may be dealing with. Senior client with a Social Services Case Manager Our team most commonly helps seniors with: * Securing funds for and arranging transportation * Gathering resources and information on affordable housing * Obtaining and understanding social security benefits * Scheduling appointments with doctors * Reading difficult mail Most importantly, we provide a shoulder to cry on and serve as a family to those who don't have anybody else to rely on. asp mrj rbL a it i--ti-on -.o havz, a high okli l -E ire -thur LMu ZAIS. -Parwin Tahir, MSW Social Services Case Manager 5 ADVOCACY As advocates, we must educate our lawmakers and the public at large about the realities and implications of hunger, lack of affordable housing and a rapidly growing aging population. There needs to be an open dialogue among aging services providers, elected officials and the public in which we ask questions, voice concerns and offer solutions to these issues. Serving Seniors is helping lead the discussion. Our staff regularly meets with elected officials including the Mayor, City Council members and congressional leaders. They are invited to our centers to meet with and hear from our clients. Many of our staff members serve on boards, committees and civic groups. President and CEO, Paul Downey serves on several local, state and national boards including California Commission on Aging (CCoA), County of San Diego Social Service Advisory Board (SSAB) and National Association of Nutrition and Aging Services Programs (NANASP). '..'orities for 2015 Housing. Rents often take 70-75% of a senior's total monthly income. Serving Seniors will aggressively advocate for legislation that increases affordable housing stock -- particularly bills that restore/replace funding lost when Redevelopment Agencies were eliminated in California. Nutrition. More than 10,000 Americans become eligible for Older Americans Act (OAA) meals daily. Our team will work with partners and elected officials to develop strategies to preserve and hopefully, increase funding for senior nutrition programs. SOCIAL ENTREPRENEURSHIP: Expanding the Serving Seniors Funding Model The senior population in the U.S. is expected to double over the next 15 years. This will have a significant impact on the organization and our ability to provide services and meet the needs of seniors in our community. While philanthropy will continue to be the cornerstone of our funding model, we must diversify our streams of income to ensure long-term sustainability. In 2014, the agency implemented new lines of business to generate earned income, a venture that is both pertinent to the sustainability of the organization and supports our mission. These endeavors include: Case Management: Partnering with Managed Care Plans to provide coordinated care to high-risk seniors as part of California's Coordinated Care Initiative Meals: Partnering with organizations to provide healthy, affordable meals Supportive Housing Services: We are expanding our supportive service model to other senior buildings in San Diego Serving Seniors is poised to enter these growing markets with a competitive advantage. We have the knowledge, connection and understanding of both the needs of this population and of the available community resources. 6 THE SERVING SENIORS COMMUNITV We are so fortunate to have an incredible community comprised of donors, volunteers, collaborative partners and a terrific staff that makes the important work we do possible. Volunteers • Our wonderful volunteers provide a wide array of support and contribute in a multitude of ways from serving meals to teaching classes and many even create their own unique volunteer experiences. We are so grateful for the positive energy, enthusiasm and compassion they add to this organization. otlight on CareFusion CareFusion created their very own volunteer experience that allowed their staff to volunteer in a fun and unique way while engaging with seniors. They hosted an intergenerational game day equipped with a photo booth, treats, prizes and awide array of games. Dozens of seniors showed up to play and compete. Everyone enjoyed the action -packed day. G4"t.'-uSi rk Gvrelbv, oLnd- his Suir-1 anwou-Lt, -rhan GKau.SiDn! 1 THE SERVING SENIORS COMMUNITY Collaborative Partners Accent Home Health Rachael's Women's Center Access to Independence Red Cross Aging and Independence Services (County of San Diego) Regional Continuum of Care Council Alpha Project Regional Task Force on the Homeless Alzheimer's Association San Diego Family Justice Center Cal Western School of Law San Diego Futures Foundation Catholic Charities San Diego Housing Commission City of San Diego Senior Services SDSU Gerontology Program (part of School Community Information Exchange of Social Work) Community Research Foundation SDSU School of Nursing (undergrad) Consumer Center for Health Education and Advocacy SDSU School of Public Health (CCHEA), division of Legal Aid Society SDSU School of Social Work Eat Fresh SDSU School of Speech, Language and Hearing Elder Law & Advocacy Sciences Elderhelp Selfhelp Family Health Centers Sharp Grossmont Hospital Front Porch Sharp Mesa Vista Hospital Glenner Memory Center Sharp Senior Health Clinic (Downtown) Health Insurance Counseling & Advocacy Program St. Paul's PACE Program (HICAP) St. Vincent De Paul Homeless Outreach Team (HOT Team) Traveler's Aid Housing Development Partners UCSD Human Development Program Humboldt State University, School of Social Work UCSD Preventative Medicine Kindred Home Care Union of Pan Asian Communities — Positive Solutions Mental Health America of San Diego County Program Metropolitan Area Providers of Social Services University of New England, School of Social Work National Alliance on Mental Illness (NAMI) University of Southern California, School of Social Work OASIS VA Hospital PATH/Connections Housing West Health Institute PAWS Westminster PAWS'itive Teams >>>>>>>>>>>> 8 Thank you to all of our partners! We couldn't do what we do without you! THE SERVING SENIORS COMMUNITY Donors Thank you to all of our generous corporate, foundation, and individual donors who are committed to helping seniors in poverty live healthy and fulfilling lives. Your gifts provide essential support and help ensure that seniors in our community have the resources they need to remain healthy and independent. eroes Circle This list recognizes supporters who donated $1,000 or more in 2014. Eliot and Sharon Alazraki Dede Alpert Greg Avery Francis Bardsley Robert and Lois Bernstein Stephen C. Beuerle Gary R. Bryant Molly Cartmill Scott Cassidy Rick Cohen Anna M. Curren Julie DeMeules Paul Downey and Mary Curran Downey Cindy Fatica Danah Fayman Carole L. Finch Esther Fischer Doug G. Forsyth Ron and Rosalie Gerevas Martha K. Guy Fred Hallett Robert B. Hallock Marcia A. Hansen David and Sally Harris Richard A. Harris Jerry and Mary Ellen Harris Michael Harris Grace T. Hawkes George M. Hecht Anne Hewel Michael House Dale Isaacs Sydney Johnson Frederick and Cynthia Jorgensen Elizabeth Keadle Julia K. Kelety Patrick Kruer Sandra Lawhon Daniel and Toni Lee Carole Lindsey Darlene Marcos Shiley John Marino Stan and Mary Mazyck Gerald and Betty McIntyre Susan Mercure Ginny Merrifield Kim Merritt Charles and Susan Muha Barbara Mullett Dennis O'Brien Kathy Parker Karen Patterson Elaine M. Phillips Lowell and Julie Potiker Jori Potiker Brown Arlene Prater Robert and Allison Price Paula Renkin Gerald and Christa Reynolds Melanie A. Royles Sarah Marlene Ruiz Carole Sachs Josiah Sand Roland and Rosemary Santoni Marge and Neal Schmale Jerry Schneider Sam Sherman Mark Sherwin and Phil Tursi Shari L. Smith Ann Marie Smith and Mike Feuersinger Greg Starmack Michelle Sterling Jennifer Sutton Z. Marie Sweeney Jeffrey Tidwell Jerome and Carole Turk Jerald L. Van Ert Neal and Carol Vandewalle Nancy L. Vaughan Brent Wakefield and Christopher Aker Craig and Carol Whitwer Scott Williford Tamar Diana Wilson Perry and Ann Wright Andy and Suzan Young The Development Department has made every effort to make these lists inclusive. If you discover an error, please accept our apology and call (619) 486-0606 so we can correct our records. 9 THE SERVING SENIORS COMMUNITY Donors Foundations & Corporations Alliance Healthcare Foundation Allianz Global Investors Capital Arthur & Barbara Bloom Foundation Arthur P. & Jeanette G. Pratt Memorial Fund Bank of America Charitable Foundation California Corporate Benefits Carelst Health Plan Cavignac & Associates Change a Life Foundation Daphne Seybolt Culpeper Memorial Foundation Del Mar Thoroughbred Club Derek Quackenbush Family Fund Dowling & Yahnke, Inc. Elizabeth Lowen Fund Farrell Family Foundation Gary and Mary West Foundation Give With Liberty Hyder & Company Illinois Tool Works Foundation Intuit Foundation John & Mary Rainsford Charitable Foundation Kaiser Foundation Hospitals Kirby, Noonan, Lance & Hoge 10 Ledcor Construction, Inc. Liberty Mutual MAZON: A Jewish Response to Hunger North Island Credit Union Price Family Charitable Fund Qualcomm Matching Gifts Program QUALCOMM, Inc. Foundation Samuel & Katherine French Fund Sempra Energy Foundation Smith Consulting Architects Solar Employee's Holiday Fund Sycuan Band of the Kumeyaay Nation Sycuan Resort & Casino The California Wellness Foundation The Country Friends, Inc. The Cushman Family Foundation The Hartford The Tiano Family Foundation The William and Ruth Tippett Foundation US Bank Valley Services Inc. WebMD Foundation Wells Fargo Wells Fargo Foundation **This list recognizes foundations and corporations who donated $1,000 or more in 2014. THE SERVING SENIORS COMMUNITY Staff Our staff is comprised of passionate individuals dedicated to improving the lives of low-income seniors through innovative programs and services that positively impact seniors and our community. In 2014, Serving Seniors was named the Top Workplace in San Diego in the small business category. We are honored to have earned this title and wear the badge with pride. hmt, momth-Es lAiht,rh im�o� �f mrd �b Lk,avts m� brimmirv- l4i-E11 ?`/ii oLrkd- momth-Es lAihic,h [ tut, mt, '4.6114- tA1-Eh -Lars. -r br(KM, R rta.rdir4 -Anna Owen, Home Delivered Meals Driver TOP WORK PLACES 11 2014 by the numbers >>>>>>>> • 540,914 meals served 4,502 seniors utilized services Aft 2,959 >>>>>>>>>>> healthcare visits 8,947 social service visits 465 >>>>>>>>> have a safe place to call home* 1,035 activities were provided 12 * This number reflects clients served in supportive housing or the Homeless Prevention Program. Income Grant Revenue $3,846,947 Contributions $939,048 Investment Income $452,932 Housing $331,190 Client Donations $255,189 Special Events $255,189 In -Kind $86,400 Other $17,488 Total Revenue $6,222,375 Expenses Nutrition Program $2,916,506 Health & Social Services $1,187,063 Housing $819,419 Management & General $926,376 Fundraising (incl Special Events) $632,669 Total Expenses $6,482,033 Net Assets $18,552,330 2014 FINANCIALS • Grant revenue ® Contributions ■ Investment income ® Housing ■ Special events Client donations riIn-Kind Other ■ Nutrition Program ■ Housing ■ Fundraising ■ Health & Social Services ■ Management & General 13 Thank you for nakng this a GREAT YEAR! SERVING SENIORS 525 14th Street, Suite 200 I San Diego, CA 92101 619-235-6572 I www.ServingSeniors.org Our Federal Tax ID is 95-2850121 Chelsea Litigation — 2012-2016 Maryann Patterson -Gage v. Chelsea Investment Corp, et al. Filed 6/16/11 Sacramento Superior Court Slip & Fall at trash enclosure at Willow Glen property Settled 5/14/13 Harcharan Sandha v. Chelsea Investment Corporation, et al. Filed 10/24/11 San Diego Superior Court Breach of Contract due to lack of quiet enjoyment (noisy neighbors) —Hunters Point property Settled 7/31/12 Sandra Carrara v. Chelsea Investment Corporation Filed 3/14/12 San Diego Superior Court Slip & Fall — City Heights property Settled 12/11/12 Leatrice Price v. Chelsea Investment Corporation, et al. Filed 6/6/12 San Diego Superior Court (Small Claims) Rental Dispute — Regency Centre property Settled 7/27/12 Carolyn Robertson/Lisa Lilly v. Chelsea Investment Corporation, et al. Filed 7/16/12 Kern County Superior Court (Small Claims) Breach of Covenant of Quiet Use & Enjoyment (noise complaints) — Cityplace property Settled 9/6/12 Julie Noel v. Chelsea Investment Corporation, et al. Filed 7/27/12 San Diego Superior Court Slip & Fall — Courtyard Terrace property Settled 3/6/14 Victoria Wills v. Chelsea Investment Corporation, et al. Filed 6/3/14 San Diego Superior Court Slip & Fall — St. Regis Park property Settled 5/18/15 Landon Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 7/23/14 United States District Court, Southern District of California Windwood property—allegations that property rules against unsupervised children is discrimination against families with children Dismissed 4/15/15 (Consolidated) Josephine Harper -Thornton v. Chelsea Investment Corporation, et al. Filed 10/2/14 San Diego Superior Court (Small Claims) Damage to personal property— Fairbanks Ridge property Settled May 19, 2015 Mordecai Levine, et al. v. Chelsea Investment Corporation, et al. Filed 12/17/.14 San Diego Superior Court Erroneously sued Dismissed as to Chelsea defendants 3/3/15 Ethan Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 2/19/15 United States District Court, Southern District of California Allegations that property rules against unsupervised children is discrimination against families with children — 6 properties Dismissed 4/15/15 (Consolidated) Hector Virgen, et al. v. Chelsea Investment Corporation, et al. Filed 3/19/15 San Diego Superior Court Versa Property - A subcontractor was injured by the faulty work of another subcontractor Dismissed as to Chelsea 4/17/15 Landon Whitby, et al. v. Chelsea Investment Corporation, et al. Filed 4/28/15 United States District Court, Southern District of California Allegations that property rules against unsupervised children is discrimination against families with children — 6 properties Consolidation of 2 prior cases — Settled 11/24/15 Manuchehr Riazati v. Chelsea Investment Corporation, et al. Filed 5/30/13, Amended 12/5/14 & 7/20/15 San Diego Superior Court Fairbanks Ridge—General Damages, Negligence Demurrer sustained 12/4/15 without leave to amend Danielle Sullivan v. Chelsea Investment Corporation, et al. Filed 1/12/16 San Diego Superior Court (Small Claims) Versa — Misrepresentation, Failure to Disclose Death in Unit Settled 4/7/16 SUPPORTIVE SERVICES AGREEMENT WOLF VALLEY ROAD SENIOR AFFORDABLE HOUISNG COMPLEX This Supportive Services Agreement ("Agreement") is entered into effective as of April 29, 2016 ("Effective Date") with services to start no later than the Start Date (as defined below), by and between, Chelsea Investment Corporation, a California corporation ("CIC") on behalf of a to -be - formed California limited partnership ("Owner") and Serving Seniors, a California nonprofit public benefit corporation ("Serving Seniors"). 1. SCOPE OFWORK The Owner hereby employs Serving Seniors to perform the services defined in the Supportive Services Plan, attached hereto as Exhibit "A" (the "Services"). 2. TERMS AND CONDITIONS 2.1. PERFORMANCE PERIOD The Services shall commence no later than 3 months prior to the project completion date, which is currently anticipated to be March 31, 2018, ("Start Date") and will renew automatically each month. 2.2. EARLY TERMINATION (A) This Agreement may be terminated without cause by either party upon not less than thirty (30) days prior to written notice by either party to the other. 3. FEES 3.1 PARTICIPATION FEE Concurrent with the Project's construction loan closing and the admission of the tax credit investor in to the Partnership as limited partner of the Partnership, Serving Seniors shall receive a one-time fee of $100,000 in connection with its managing general partner role in the Partnership and the Services provided hereunder (the "Participation Fee"). 3.2 OPERATING FEE Owner agrees to pay Serving Seniors a monthly operating fee calculated based on the total completed weeks of service provided each month. Each week of services will be billed at a rate of one thousand dollars ($1,000). Weeks of service begin on Sunday and end on Saturday. Serving Seniors will provide Owner with an invoice each month for the previous month and Owner agrees to pay such invoice within thirty days of receipt. Serving Seniors is responsible for reimbursing Serving Seniors' staff members for mileage, parking and all supply expenses. 4. PLACE OF SERVICE Serving Seniors will perform the services in accordance with this agreement on site at the Wolf Valley Road affordable seniors project located in Temecula (the "Project"). 5. EQUIPMENT Owner is responsible for providing Serving Seniors with an office on site at the Project. Serving Seniors is responsible for providing a laptop/computer and computer technical support and repair for supportive services staff members. 6. INDEMNIFICATION Serving Seniors, at its sole expense, shall indemnify, hold harmless and defend Owner, CIC and its officers, partners, directors, members, associates, employees, residents, lessees, sublessees, agents and secured lenders ("Indemnitees") from and against any and all liability, claims, liens, losses, demands, damages, costs (including reasonable attorneys' fees) and other expenses (collectively, "Claims"), to the extent caused by or resulting from the acts or omissions of Senior Seniors, its respective employees, officers, agents or contractors related to Serving Seniors' performance of Services under this Agreement; provided, however, Serving Seniors shall not be obligated under this Agreement to indemnify any of the Indemnitees for Claims to the extent arising from such Indemnitees' active negligence or willful misconduct. This Supportive Services Agreement is intended by the parties to outline the basic economic deal between the parties. The parties understand that CIC is in the process of negotiating financing for the development of the Project. The parties agree to amend this Agreement as reasonably necessary to satisfy the requirements of a Project lender or investor or to ensure the economic feasibility of the Project. [Remainder of Page Intentionally Left Blank] IN WITNESS WHEREOF, the parties have executed this Agreement to be effective on the day and year first above -written. SERVING SENIORS: a California nonprofit public benefit corporation By: ' aul D wney President & CEO CHELSEA INVESTMENT CORPORATION a California :'orporation By: /14lit Cheri Hoffman President Date: Date: 0 b Serving Seniors -Housing & Resident Services Overview Organization Information Since 1970, Serving Seniors has been transforming the aging experience for low income seniors living in San Diego. Through a collaborative approach to program delivery, our aim is to help seniors live healthy and independent lives for as long as possible. Serving Seniors mission is to help seniors in poverty live healthy and fulfilling lives. Over the years, Serving Seniors has gained a reputation as being one of the premier senior service organizations in the state and country that provides such a broad base of vital services to the vulnerable senior population. Serving Seniors has successfully implemented a "continuum of care" service model that provides low-income seniors with nutritious meals, health and wellness services including medical and social work case management, supportive housing, lifelong learning opportunities, as well as advocating for favorable senior policies in California and nationwide. Each program plays a critical role in the survival, health and independence of seniors in need. Seniors across the county benefit from our programs. Serving Seniors operates two affordable housing complexes, the Gary and Mary West Senior Wellness Center, 10 congregate dining sites, and delivers meals to senior's homes. Services Provided by Serving Seniors at Wolf Valley Road Senior Housing Project Supportive/Resident Services Serving Seniors provides supportive services to the at risk senior population. The supportive service staff members are the link that makes it possible for these seniors to successfully access their physical health, mental health, social services benefits, and entitlements and to learn to advocate for the services they need to live healthy, independent lives. A core part of our values is to increase socialization and decrease isolation among the residents. Our team assists seniors with issues such as accessing health and retirement benefits, arranging visits with health care and mental health care providers and with our community partners, legal and entitlement services, banking and financial options, arranging transportation, home health care options and other services as needed. Nurse Case Management Services An on-site registered nurse provides health screenings, health assessments and case management services. The nurse spends the majority of the day helping seniors manage the complexities of chronic illness, while providing health advice and referrals. Experience has shown that having access to the nurse for minor illnesses helps seniors avoid the major health issues that lead to unnecessary emergency room visits and in some cases, premature institutionalization. We find that seniors who see the nurse regularly live a healthier lifestyle and are able to maintain their independence longer than if they had to navigate the health care system on their own. Lifelong Learning Services Community Education Opportunities Our Community Education Program offers classes/activities designed to engage, educate, and create awareness. These classes may include but are not limited to; fitness including Yoga and Tai Chi, interactive games, health education seminars, art classes, and general mental fitness including travel and trivia. Senior Mobile Technology Lab The Senior Mobile Technology team holds workshops and one -one -one trainings to empower seniors through the utilization of technology. This mobile team travels to senior congregate meal sites, senior housing facilities, and various community and civic sites throughout the county. Civic Engagement This program is designed to engage and empower low-income seniors to address issues that are affecting the personal environment they live in. The participants involved in Civic Engagement meet weekly to identify concerns and build ways to alleviate issues. This program is two -fold in that not only does it address the community's needs but it increases social mobility and overall quality of life among vulnerable populations that participate. The program is run by the members themselves on a voluntary basis, which is invaluable to this demographic and community. Minimizing isolation and creating a sense of community for participants are a result of this involvement. Health Education Seminars We offer periodic informational sessions designed for the senior to take control of their health and learn new ways of preventative tactics and behaviors to increase one's overall health. These include but are not limited to; hearing screenings, fall prevention, blood pressure clinics, and multiple series on the topic of diabetes. Many of these classes are in partnership with our other collaborative partners. Advocacy Programming and Services Serving Seniors' Advocacy Program raises community awareness and provides education to seniors and the community on issues impacting low-income older adults. The goals of the advocacy program include combating ageism, promoting positive depictions of aging, and engaging older adults to become advocates. Summary of Services Tier 1- $1,000 week Service Type # Units/Hours Supportive/Resident Services 12 hours per week Nurse Case Management Services 3 hours per week Lifelong Learning: • Community Education Opportunities • Senior Mobile Technology Lab • Civic Engagement • Health Education Seminars • Advocacy Programming and Services 4 hours per week PALOMINO VILLAS Borrower To -Be -Formed California limited partnership P Administrative General Partner To -Be -Formed California limited liability company, a single -purpose affiliate of CIC 0.005% interest Managing General Partner Serving Seniors, a California nonprofit public benefit corporation 0.005% interest Member Manager Sage Won Investment Chelsea Investment Corporation, a CIC affiliate Corporation 100% Interest Investor Limited Partner To -be -determined tax credit investor 99.99% interest Developer Chelsea Investment Corporation, a