1. home and garden

2015-2017
THE UNITED VOICE FOR AFFORDABLE HOUSING
MISSION STATEMENT
The California Housing Consortium is a non-partisan
advocate for the production and preservation of housing
affordable to lower and moderate income Californians.
VISION STATEMENT
Every Californian has a safe, affordable place to call home.
CALIFORNIA HOUSING CONSORTIUM
30141 Agoura Road, Suite 205 Agoura Hills, CA 91301
(818) 735-9551 | calhsng.org
400 Capitol Mall, Suite 900 Sacramento, CA 95814
(916) 930-5248
DEAR SUPPORTERS,
Every Californian should have a safe, affordable place
to call home.
In 2017, the California Housing Consortium (CHC) will
celebrate our 20th Anniversary. Looking ahead to that
momentous milestone, the CHC Board of Directors and
staff dedicated 2014 to formulating a three-year Strategic
Plan to guide the organization. While moving CHC forward
is important, we are always mindful of our mission to be a
nonpartisan advocate for the production and preservation
of housing affordable to lower and moderate income
Californians.
Our three year-long plan will help our organization grow,
thrive and prosper. We are excited to chart CHC’s course for the future and know that the time spent
in this effort will benefit CHC and the affordable housing community. We will have a clearer focus in
Sacramento and Washington DC as well as some identifiable organizational improvement goals.
We will work to achieve our key initiatives through collaboration, education, research and expansion.
The California Housing Consortium has worked hard over the past few years to be wellpositioned to help lead an affordable housing policy discussion with senior legislative and
administration leaders in Sacramento as well as with our members and the public at large.
Through this work we have remained ever mindful of our guiding purpose: to serve as a
nonpartisan advocate that gives a voice to those who may not otherwise have one.
We appreciate your past support and look forward to continuing our relationship with you.
We know we cannot achieve our goals all alone. If you are taking the time to read our plan,
thank you for doing so. The path to success requires many, including you.
Please join us on the journey and share in our vision of one day providing every Californian with
a safe, affordable place to call home.
Sincerely,
Ray Pearl
Executive Director
MAKE AFFORDABLE HOUSING
A TOP STATE PRIORITY
While the problem of high housing costs in California is an
important economic and public policy issue, it has yet to receive
the level of attention that it deserves. Research suggests that
access to affordable housing can improve educational outcomes,
increase health and well-being, boost economic activity, and lower
social service costs for state and local governments, among other
benefits.1 However, one million low-income California households
do not have access to an affordable place to call home.
If California wishes to improve its overall quality of life and promote
economic and environmental sustainability, then it must make
affordable housing for low- and moderate-income residents a priority.
Our organization’s expertise and experience will play an integral role
in making this issue a priority for legislators, and the voting public
through education, collaboration, and relationship-building.
7th & H Community Space,
Mercy Housing.
GOAL 1. Establish Affordable Housing as a Legislative Priority
STRATEGIES
•Educate elected legislators
•Build relationships with other interest groups such as those in education, health, public safety,
transportation, and the environment
•Address the concerns of interest groups that oppose affordable housing
•Coordinate with regional housing advocacy groups on statewide housing issues
GOAL 2. Establish Affordable Housing as an Executive Priority
STRATEGIES
•Educate constitutional officers and appointed officials
•Build productive relationships with the CA Business, Consumer Services and Housing Agency;
Treasurer’s Office; and Strategic Growth Council
•Educate the CA Department of Finance on the long-term, cost-saving benefits of
affordable housing
GOAL 3. Build Public Support for Affordable Housing
STRATEGIES
•Develop a marketing campaign to help tell the story of affordable housing
•Develop new metrics to convince voters of the value proposition of affordable housing
California Department of Housing and Community Development, California Tax Credit Allocation Committee, California Housing Finance Agency, and California Debt
Limit Allocation Committee. “Affordable Housing Cost Study: Analysis of the Factors That Influence the Cost of Building Multi-Family Affordable Housing in California.”
October 6, 2014. Accessed December 2014, http://www.hcd.ca.gov/hpd/docs/FinalAffordableHousingCostStudyReport-with-coverv2.pdf.
1
INCREASE FUNDING FOR THE PRODUCTION AND
PRESERVATION OF AFFORDABLE HOUSING
While the crisis in housing affordability continues to grow, investment in affordable homes in
California by the state and federal governments has been reduced by over $1.5 billion annually since
2011. Although we have successfully advocated for state investment in the Affordable Housing and
Sustainable Communities Program, the Veterans Housing and Homeless Prevention Program, and the
Multifamily Housing Program, we are still far from achieving the level of investment we need to address
this growing imbalance in the housing market. Therefore, we seek to preserve and expand funding,
at both the state and federal levels. We intend to accomplish this through education, initiatives, and
alliances, joining our advocacy voice with those of like-minded organizations to bring this issue both
the attention and funding it demands.
CHANGE IN CALIFORNIA’S MAJOR AFFORDABLE HOUSING FUNDING SOURCES BY FY 2007/08 – 2012/13
FUNDING SOURCES
FY 07/08
FY 12/13
% CHANGE
State Housing Bonds Prop. 46 & Prop 1C
776, 281, 035
48,911,000
-94%
Redevelopment Funds for Affordable Housing
1.079,157.125
0
-100%
Federal CDBG Funds
456,494,879
367,204,607
-20%
Federal HOME Funds
236,393,040
127,115,742
-46%
TOTAL
2,548,326,079
543,231,349
-79%
SOURCE: California Housing Partnership Corporation. “How California’s Housing Market is Failing to Meet the Needs of Low-Income Families:
Recommendations to the Leaders of the State of California.” February 2014.
1050 B,
Affirmed Housing
GOAL 1. Expand Sources of State Funding
STRATEGIES
•Pursue a comprehensive combination of funding initiatives
•Build and maintain affordable housing coalitions which take
unified policy positions
GOAL 2. Preserve and Expand Federal Funding
STRATEGIES
•Make sure California’s perspective is strongly represented in Washington D.C.
• Educate elected and appointed federal officials
• Build alliances with other affordable housing groups with similar
federal goals
BROADEN POLICY REACH
The elimination of redevelopment agencies in 2011 not only impacted the funding of affordable housing
in the state, but also altered the way our members are able to deliver needed affordable housing
throughout California. As a representative of the development, building, financial, and public sectors, we
are uniquely positioned to effectively impact land-use policies and regulations related to the production
and preservation of affordable housing. By demonstrating in concrete terms the many benefits of
affordable housing, we will not only expedite the process for its further production and preservation, but
also encourage the reinforcement and expansion of existing state programs.
GOAL 1. Remove Barriers and Increase Tools and Opportunities for the
Production and Preservation of Affordable Housing
STRATEGIES
•Identify issues to lead on, engage in, and sign onto related to regulatory reform, land use policy,
or any other approach that would help the production or preservation of affordable housing.
•Clarify and refine process for taking positions on legislation
GOAL 2. Ensure that Existing State Programs Are Working Effectively
STRATEGIES
•Influence integral state agencies such as Dept of Housing and Community Development, Tax Credit
Allocation Committee/CA Debt Limit Allocation Committee, Transportation Agency, Strategic
Growth Council, Dept of Health Care Services, Dept of Veterans Affairs and the Energy Commission
•Identify programs that could be expanded to benefit affordable housing production and preservation
Half Moon Village,
MidPen Housing
ENHANCE INTERNAL CAPACITY AND
ORGANIZATIONAL MANAGEMENT
Organizational self-improvement, based on detailed introspection, will
ensure the success of the California Housing Consortium’s priorities,
goals, and strategies. Our Board of Directors will be focusing on
organizational dynamics in order to highlight the things we do well and
determine which areas require improvement.
As we approach our 20TH anniversary, we intend to continue to build
upon the strong foundation we have already laid, ensuring that our
organization will be ready to address any and all future challenges. We
believe that our growth as an organization, both in regards to resources
and efficacy, is key to increasing CHC’s ability to affect change in
Sacramento and Washington D.C.
GOAL 1. Diversify and Increase Funding Opportunities
STRATEGIES
•Create and implement a fundraising plan
•Expand membership by increasing member value proposition
•Increase networking and educational opportunities for members
GOAL 2. Continue to Attract Leaders to CHC’s
Board of Directors
STRATEGIES
•Develop policies and procedures for BOD, including strategies
for selection, recruitment, orientation of new members, ongoing
education/training, and rotation
•Examine and clarify purpose of Board of Governors
GOAL 3. Develop Internal Processes
“CHC PLAYS
A CRITICAL
LEADERSHIP ROLE
IN ADVOCATING
FOR AFFORDABLE
HOUSING POLICY
IN CALIFORNIA
AND NATIONALLY.
THE IMPACT OF
THE POLICIES WE
ADVOCATE FOR
STRATEGIES
GOES FAR BEYOND
•Use committees and task forces to the fullest capacity
JUST HELPING
•Solve the dilemma of being consensus-driven vs. majority-driven
PUT A ROOF OVER
GOAL 4. Enhance CHC’s Research Capabilities
STRATEGIES
•Investigate establishing a research arm within or affiliated with CHC
•Refine relationship with NHC/Center of Housing Policy to develop
California-specific housing research
PEOPLES’ HEADS.”
—Linda Mandolini,
CHC Chairperson,
President, Eden Housing
2014 BOARD OF DIRECTORS
Linda Mandolini, Chair
President, Eden Housing
Jim Silverwood Vice Chair
President & CEO, Affirmed Housing
Lynn Hutchins, Secretary
Partner, Goldfarb Lipman LLP
Ken Sauder, Treasurer
President & CEO, Wakeland Housing
THANK YOU TO ALL OUR SUPPORTERS
Jeanne Peterson, Policy Co-Chair
Principal, Cohn Reznick
Mary Kaiser, Membership Chair
President, CCRC
Geoff Brown, Immediate Past Chair
President & CEO, USA Properties Fund
Laura Archuleta
President, Jamboree Housing
Orlando Cabrera
Counsel, Squire Patton Boggs
Rebecca Clark
President & CEO, LINC Housing
Justin Cooper
Partner, Orrick, Herrington & Sutcliffe LLP
Leslye Corsiglia
Director, City of San Jose Housing Department
Matt Franklin
President, MidPen Housing
GOLDEN SPONSOR - $15,000+ ANNUAL CONTRIBUTION
BRIDGE Housing
SILVER SPONSOR - $10,000+ ANNUAL CONTRIBUTION
City of San Jose
Eden Housing
Goldfarb Lipman
Highridge Costa Housing Partners
Jamboree Housing
CHC PATRON - $5,000+ ANNUAL CONTRIBUTION
Affirmed Housing
AMCAL Multi-Housing Inc
Ashwood Construction
Bocarsly Emden Cowan Esmail & Arndt LLP
California Association of Local Housing Finance Agencies
California Building Industry Association
Century Housing
Cohn Reznick
Enterprise Community Investment
Highland Property Development
Integrity Housing
National Community Renaissance
Nixon Peabody
Novogradac & Company
Orrick Herrington & Sutcliffe LLP
Rabobank
Red Mortgage Capital
Related California
Sheppard Mullin
The Pacific Companies
USA Properties Fund Inc
Wakeland Housing
Terry Freeman
Principal, Terry Freeman & Associates
Richard Gentry
President & CEO, San Diego Housing Commission
Robin Hughes
President & CEO, Abode Communities
Jim Kroger
Partner, Novogradac & Company LLP
Mary Ellen Shay
President, M.E. Shay & Co
Doug Shoemaker
President, Mercy Housing California
Dianne Spaulding
Executive Director, NPH
Percival Vaz
President & CEO, AMCAL Multi-Housing, Inc.
STAFF
Ray Pearl, Executive Director
Marina Wiant, Policy Director
Nancy Martin, Program Manager
STRATEGIC PLANNING COMMITTEE
Jim Silverwood, Co-Chair
Doug Shoemaker, Co-Chair
Rebecca Clark
Leslye Corsiglia
Ken Sauder
STRATEGIC PLAN CONSULTANTS
Doug Barr
Jeff Goodman