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CITY of BRISBANE
Thursday, August 31st, 2023 at 2:00PM ● Hybrid Meeting
Brisbane City Hall, Large Conference Room, 50 Park Place, Brisbane, CA The public may observe/participate in the Subcommittee meetings by using remote public comment options or attending in person. Subcommittee members shall attend in person unless remote participation is permitted by law. The Subcommittee may take action on any item listed in the agenda.
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Affordable Housing Subcommittee Agenda
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SUBCOMMITTEE MEMBERS:
Mayor Davis, Councilmember Lentz
ROLL CALL
A. Consider any request of a City Councilmember to attend the meeting remotely under the “Emergency Circumstances” of AB 2449
PRESENTATIONS AND DISCUSSION ITEMS
B. Review the Draft Affordable Housing Strategic Plan
PUBLIC COMMENT
ADJOURNMENT
2 File Attachments for Item:
B. Review the Draft Affordable Housing Strategic Plan
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Draft AHSP Page 1 of 3
Printed on 50% recycled paper Providing for Today, Preparing for Tomorrow
CITY COUNCIL SUBCOMMITTEE AGENDA REPORT
Meeting Date: 8/31/2023
From: John Swiecki, Community Development Director
Subject: Review of Draft Affordable Housing Strategic Plan Background
In August 2021 the City contracted with ECONorthwest (ECONW) to prepare an Affordable Housing Strategic Plan (AHSP). The primary goals of the AHSP are:
• Work with the Council and community to identify programmatic funding goals, objectives, and priorities for the City’s current affordable housing fund balance of approximately $4 million;
• Evaluate options for ongoing revenue streams for future affordable housing development;
• Review preliminary updated inclusionary and density bonus ordinance recommended by the Planning Commission;
• Identify options for administering the City’s current and future inventory of deedrestricted affordable housing units; and • Develop affordable housing strategies specifically for the Baylands subarea of the City.
In March 2022 ECONW led a goal setting workshop with Council regarding funding priorities and principles. In June 2022, ECONW met with this subcommittee to review and vet the guiding principles from the March 2022 workshop, consider funding priorities for current fund balance (approximately $4 million) and future funds, and review options for new revenue sources. The resulting direction from this subcommittee included:
- Affirmation of AHSP guiding principles as endorsed by the full city council (see Discussion section below)
- Prioritize using existing fund balance to construct new units - Pursue commercial nexus fee as primary source of new revenue Work on the Baylands component of the work program has run in parallel to the work on the bulk of the AHSP, tracking with the draft Baylands Specific Plan process.
The draft AHSP was published on the City’s website on August 18, 2023 and is summarized below.
Discussion
Subcommittee Review
The purpose of the subcommittee’s review of the draft AHSP is for staff and consultant ECONorthwest to give an overview of the content and intended function of the AHSP, 4 B.
Draft AHSP Page 2 of 3
Printed on 50% recycled paper Providing for Today, Preparing for Tomorrow engage in questions or discussion with the subcommittee, and package any subcommittee recommendations with the draft AHSP to the full Council for review and adoption, with amendments as needed, at a future public meeting. While the AHSP is intended to implement the 2023-2031 Housing Element, it is not a part of the General Plan. It will be used primarily to support future budget preparation and guide staff’s workplan related to affordable housing development and preservation.
AHSP Purpose and Content
While the AHSP is intended to implement the 2023-2031 Housing Element, it is not a part of the General Plan. It will be used primarily to support future budget preparation and guide staff’s workplan related to affordable housing development and preservation.
The draft AHSP is comprised of four sections:
1. Introduction: Provides context for the AHSP and presents the guiding pillars of the AHSP to:
• Increase production of affordable housing.
• Preserve existing housing stock.
• Provide access to housing for persons with special needs. • Leverage private and outside investment.
• Increase implementation capacity.
2. Summary of Housing Needs: This section provides a brief overview of the City's need for affordable housing, consistent with the 2023-2031 Housing Element.
3. Analysis of Funding Alternatives: This section provides a robust evaluation of existing and potential revenue sources to fund the City's affordable housing production, preservation, and management goals. Revenue sources fall under two umbrellas:
− Internal: These sources include nexus fees applied to new residential or commercial development, tax increment financing, or inclusionary housing in-lieu fees. These internal sources are further evaluated as to their suitability for Brisbane based on a variety of factors, including ease of implementation, political palatability, revenue potential, flexibility, and potential for adverse impacts (unintended consequences).
Based on this evaluation, the report recommends the City pursue the following revenue sources:
o Update nexus and feasibility study for commercial nexus fee (this work is in progress by ECONorthwest)
o Adopt an amended inclusionary housing ordinance with a calibrated in-lieu fee (this work is also in progress)
o Explore a tax increment financing district in the Baylands. o Utilize development agreements to capture value from new development proposals.
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Draft AHSP Page 3 of 3
Printed on 50% recycled paper Providing for Today, Preparing for Tomorrow − External: These sources include federal, state, local and philanthropic funding sources. As these sources typically depend on having an active project, no specific programs are recommended. Rather, the City should consider the potential for each source on a project-specific basis as projects arise.
4. Strategies and Actions: This section is an action plan for the City to achieve its affordable housing goals that complements and expands upon programs in the adopted 2023-2031 Housing Element. The actions are organized around the five pillars of the AHSP (see Introduction summary) and are primarily financial in nature, or directly related to tailoring the City’s financial investment in constructing new and preserving existing affordable housing. These actions are evaluated in terms of their administrative impact (staff time), financial impact, and timeframe for implementation keyed to the eight-year 2023-2031 Regional Housing Needs Allocation (RHNA) timeframe.
Next Steps
The AHSP and subcommittee recommendations will be scheduled for review by the full City Council later this fall.
Attachments
1. Draft Affordable Housing Strategic Plan (hyperlink)
_________________________
John Swiecki, Community Development Director
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Affordable Housing
Strategic Plan
City of Brisbane
August 15, 2023
Prepared for: City of Brisbane
Final Report
9415 Culver Boulevard
Suite 248
Culver City, CA 90232
503-222-6060
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Acknowledgements
Brisbane City Council members (2023):
Karen Cunningham
Madison Davis*
Cliff Lentz*
Coleen Mackin
Terry O’Connell
*Denotes Affordable Housing Subcommittee members
City Staff:
Clay Holstine, City Manager
John Swiecki, Community Development Director
Julia Ayres, Senior Planner
Angel Ibarra, Management Analyst/Deputy City Clerk
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Table of Contents
1. INTRODUCTION.................................................................................................................................................... 1
2. SUMMARY OF HOUSING NEEDS......................................................................................................................... 4
3. ANALYSIS OF FUNDING ALTERNATIVES............................................................................................................. 7
4. STRATEGIES AND ACTIONS...............................................................................................................................19 APPENDIX A: SUMMARY OF FUNDING PROGRAMS .................................................................................................33 APPENDIX B: ANALYSIS OF INCLUSIONARY HOUSING POLICIES ............................................................................50 APPENDIX C: IHO PROJECT CASE STUDIES ..............................................................................................................58 10 B.
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11 B.
Introduction City of Brisbane
ECONorthwest 1
1. Introduction
Local Context
The City of Brisbane is a small town on the San Francisco Peninsula, just south of San Francisco in the Bay Area. The city encompasses approximately 3.4 square miles of land area and is home to roughly 4,851 residents. Historically, most of Brisbane’s residential development has occurred in Central Brisbane, which is largely built-out with low-rise commercial and residential development. During the 1990s through mid-2010s, the Northeast Ridge development added 499 housing units. Additions to the housing stock have been limited since.
In recent years, regional economic growth has placed increased pressure on the Bay Area’s housing market, and housing production has not kept pace. This has resulted in a shortage of housing in Brisbane and the region which has seen apartment rents and home prices increase at a much faster rate than income growth, decreasing affordability on the margin.
These economic conditions also come at a time of transformation for the city. The Baylands Subarea is a 660-acre brownfield redevelopment site. In 2018 the City approved ballot measure JJ and adopted a general plan amendment which allows for 1,800 to 2,200 housing units in the Baylands. The city is reviewing a Specific Plan draft for the Baylands submitted by the developer that proposes residential development at the high end of the permitted density range under the General Plan. While the Baylands offers a generational opportunity to improve Brisbane’s housing supply, the project itself comes with its own growth pressures. The Specific Plan proposal also includes 7 million square feet of commercial space, which will create additional pressures on the housing market resulting from the increased workforce. The Baylands will have to include a variety of housing types at all income levels for housing affordability pressures to be mitigated.
Connection to the Housing Element and Implementation Time Frame
The Housing Element is one of the required elements of the General Plan under California law.
It is the document that guides the city’s policies and decisions with respect to housing development, rehabilitation, and preservation. All jurisdictions in California are required to update the Housing Element on an 8-year planning cycle. Every Housing Element features a Housing Plan that includes policies and programs the City will implement over the planning cycle, with the goal of accommodating its state-mandated Regional Housing Need Allocation (RHNA). The City has adopted its Housing Element for the current planning cycle (6th Cycle).
Over this planning cycle, the City has a requirement to accommodate 1,588 housing units, 500 of which are to be affordable for lower-income households. The Housing Plan references the strategies identified in this Affordable Housing Strategic Plan (AHSP) to guide implementation 12 B.
Introduction City of Brisbane
ECONorthwest 2
of programs designed to meet affordable housing needs. The time frame of the AHSP’s strategies is keyed to the 8-year planning cycle of the Housing Element.
Housing Challenges in Brisbane
Some of the challenges to providing affordable housing and housing stability in Brisbane are driven by local factors, while others are driven by larger market forces and are not explicitly unique to the City. This AHSP uses both quantitative and qualitative approaches to identify what the greatest challenges to housing production are in Brisbane. This included a technical review of market data, demographics, and housing needs alongside input from City staff and the City Council’s Affordable Housing Subcommittee. Chapter 4 of the 2023-2031 Housing Element provides a detailed analysis of both governmental and nongovernmental constraints to housing development in Brisbane. Key challenges include:
▪ A lack of housing supply and diversity in housing types. ▪ Competition for funding sources to support affordable housing development. ▪ Accelerating housing price/rent escalation impacts on affordability. ▪ Demand pressure created by expanding economic and commercial uses locally. ▪ Architectural pattern and land use are inconsistent with current market realities. ▪ Lack of vacant developable land.
▪ A need to respond to a shifting state regulatory environment. ▪ Accelerating cost of construction.
▪ Balancing need for new housing with the community’s desire to preserve the scale of development characterized by Brisbane’s historic development pattern.
The evaluation of these housing challenges in Chapter 2 informed the development of the guiding principles and actions in this AHSP.
Guiding Principles for the AHSP
Brisbane is committed to addressing the housing needs of its low to moderate-income families, workforce, and persons with special needs. The overarching principles for the AHSP are to build more housing, diversify housing options, and target resources to less advantaged households. Brisbane uses these principles to ensure that affordable housing strategies in Brisbane:
▪ encourage public and private collaboration;
▪ support the stability of the workforce across all income levels; ▪ are considerate of the built environment and existing community character; ▪ provide opportunities for Brisbane’s residents to stay housed in the community; ▪ support health, safety, and economic mobility; and
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Introduction City of Brisbane
ECONorthwest 3
▪ accommodate households with special housing needs, including seniors and persons with disabilities.
Pillars of the AHSP
Built on the foundation provided by the AHSP’s guiding principles, the five “pillars” of the plan provide the strategic framework for AHSP. These pillars organize the strategic actions in the AHSP. Other housing-related policies are included in the City’s housing plan chapter of the General Plan Housing Element. The AHSP includes strategies that:
Increase production of affordable housing. Housing affordability is a direct function of housing production. These strategies remove barriers to housing production and provide incentives and direct actions to reduce costs and encourage desired housing types.
Preserve existing housing stock. These strategies include actions to preserve assets that Brisbane already has and protect the existing housing stock.
Provide access to housing for persons with special needs. The City’s analysis of housing needs identified a growing need to provide a variety of housing types to accommodate special needs populations, especially senior households. These strategies include actions to increase access to affordable housing options for these groups.
Leverage private and outside investment. The City does not have the resources to solve its housing challenges on its own. These strategies include actions to increase the pool of funding sources and leverage investment from private sources.
Increase implementation capacity. These strategies include actions to increase the city’s ability to implement housing policies through increased efficiency and strategic partnerships.
Organization of This Report
This report is organized around three main sections. The first section is a brief overview of existing housing needs and conditions in Brisbane. Because the timing of the AHSP overlapped with the Housing Element Update, this section
pulls key findings from the housing needs
section of the Housing Element. The second
section is an analysis of potential funding
alternatives to increase resources for affordable
housing production and programs. The third
section includes strategic actions and priorities
for investing in existing and emerging resources
for affordable housing programs developed in
coordination with multiple stakeholders,
including City staff and the Affordable Housing Subcommittee. .
Report Organization
▪ Summary of Housing Needs
▪ Evaluation of Funding Sources
▪ Affordable Housing Strategies
▪ Appendix A: Summary of Funding
▪ Appendix B: Analysis of the Inclusionary Housing
Ordinance
▪ Appendix C: IHO Case Studies
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Introduction City of Brisbane
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2. Summary of Housing Needs
The following narrative is a summary of key conditions relating to affordable housing conditions derived from the Housing Needs Assessment in Chapter 2 of the 2023-2031 Housing Element. The Housing Needs Assessment (HNA) identifies the need for more affordable housing in the city, particularly for special needs populations such as seniors, persons with disabilities, large households, female-headed households, and homeless individuals. The HNA outlines various programs and resources in place to increase the supply of affordable housing, including partnerships with affordable housing developers and nonprofit organizations, the Brisbane Housing Authority’s Low- and Moderate-Income Housing Fund, and rehabilitation and repair programs. A high-level summary of the HNA findings in the Housing Element are included below.
Affordable Housing
Housing costs in Brisbane are high, and many residents experience housing cost burden.
▪ In Brisbane, about 17% of households earn below 30% of the area median income, while 23% earn between 31% and 50% of the area median income (Table 2-32). ▪ Nearly 90% of rental households with a family member with a disability had the highest level of housing problems, which includes cost burdening, regardless of income level (Table 2-31).
▪ The average household size in Brisbane is relatively small at 2.27, and housing units with 3-4 bedrooms account for approximately 41% of all housing units within the City (Table 2-3).
A majority of Brisbane's housing stock is single-family homes. ▪ There is a need for more affordable housing in Brisbane, particularly for low- and very low-income households.
▪ About 59% of all large family households in Brisbane experienced at least one housing problem, while 43% were cost burdened (HUD's 2015-2019 CHAS, Table 2- 31).
Brisbane has several programs and resources in place to increase the supply of affordable housing.
Housing element policies and programs:
▪ The City’s 2023-2031 Housing Element sets forth policies and programs aimed at increasing the supply of affordable housing, particularly for very low-income and lowincome households. These policies and programs include zoning changes, density bonuses, and financial incentives for developers to build affordable housing. 15 B.
Introduction City of Brisbane
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Brisbane Housing Authority’s Low- and Moderate-Income Housing Fund ▪ The Brisbane Housing Authority has established a Low- and Moderate-Income Housing Fund that can provide financial assistance to developers of affordable housing projects, fund the City’s acquisition of sites for housing development, or provide direct assistance to low-income households for stable housing. The current fund balance is primarily the resulting profit from the sale of properties formerly held by the dissolved Redevelopment Agency, wherein the title was transferred to the Housing Authority.
When the City adopts revisions to its inclusionary housing ordinance, which will include adoption of an in-lieu fee, additional funds may be generated by in-lieu fees paid by developers who opt not to include affordable units in their projects.
Partnerships with affordable housing developers and nonprofit organizations ▪ The City partners with affordable housing developers and nonprofit organizations to help develop and maintain affordable housing units in the city. These partnerships provide additional resources and expertise to help increase the supply of affordable housing.
Rehabilitation and repair programs
▪ Thanks to a recent Federal grant, the City will offer rehabilitation and repair programs that will help low-income homeowners make necessary repairs to their homes beginning in 2024. These programs will help to improve the quality and safety of existing housing stock and can help prevent displacement due to unsafe living conditions.
Human Investment Project (HIP) Housing’s transitional housing program ▪ The City of Brisbane contributes to HIP Housing’s transitional housing program for the homeless and extremely low-income households. The program provides temporary housing and supportive services to help individuals and families transition to permanent housing.
Collaboration with the County of San Mateo
▪ The City of Brisbane collaborates with the County of San Mateo to develop programs that provide shelter and services for the homeless. This includes participating in the San Mateo County Continuum of Care and other regional efforts to provide homeless shelters, transitional housing, and supportive housing for homeless households.
Special Needs Populations
▪ About 9% of Brisbane's total population has a disability, and 22% of households have a family member with a disability (2016-2020 ACS, HUD's 2015-2019 CHAS, Table 2-32).
Individuals with disabilities may require a variety of housing types. ▪ This may include rent-subsidized housing, tax credit–financed special-needs housing, modified single-family homes, inclusionary units within larger developments, Section 8 vouchers, and housing specially modified for the medically fragile. 16 B.
Introduction City of Brisbane
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Large households may have difficulty finding adequately sized affordable housing. ▪ Large households, defined as households containing five or more persons, may have difficulty finding adequately sized affordable housing due to the limited supply of sufficiently sized units to accommodate their needs.
▪ Additionally, larger housing units tend to be more expensive, which can present an affordability challenge for families on a tight budget. This can be further compounded by discrimination and other barriers faced by families with children in the housing market.
Female-headed households may face additional barriers to finding affordable and safe housing.
▪ This can be attributed to higher living expenses and limited resources for childcare and job training services.
▪ Approximately 46% of all female-headed households with children were living below the poverty line (Table 2-33).
Homelessness is a continuing and growing crisis in California, and many individuals and families are without permanent housing largely due to a lack of affordable housing.
▪ The number of people experiencing homelessness in San Mateo increased by 21% from 2017 to 2019 but remains less than the homeless individuals counted in 2011 and 2013 (Section 2.1.6).
▪ In San Mateo County, 305 homeless individuals reported being challenged by severe mental illness, and of those, approximately 62% are unsheltered (Figure 43 of Appendix D).
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Analysis of Funding Alternatives City of Brisbane
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3. Analysis of Funding Alternatives
Purpose and Context
The City of Brisbane (the City), like other jurisdictions across California, is navigating a housing market that continues to experience housing prices outpacing incomes, demand outpacing supply, and new regulatory environments (e.g., new housing element laws) that direct jurisdictions to increase production of affordable housing. Simultaneously, long-time residents feel cautious about new development, while newer residents and lower-income residents struggle to find affordable housing near their workplaces.
The dissolution of redevelopment agencies in California has left a void in direct local funding sources for affordable housing. This chapter of the AHSP includes an evaluation of potential funding sources the City may consider to fund its affordable housing programs. The timing couldn’t be better for the City to take on this challenge. State and federal administrations have taken note of a national housing crisis, transforming the policy and funding environment. At the same time, Brisbane finds itself on the path of new commercial growth in its commercial districts and mixed-use development in the Baylands Subarea. The reimagining of the Baylands1 as an urban district specifically will create a new generation of opportunity for Brisbane residents. This presents both an opportunity and a responsibility for the City to leverage public and private investment to deliver a variety of housing types at all income levels.
Affordable housing funding sources are available to the City from federal, state, local, and nongovernment entities to aid the implementation of the AHSP. Potential funding falls into two broad sources:
• Internal: Sources of revenue that are generated by fees, fines, transfers, and taxes via the regulatory powers of the local jurisdiction. The use of revenue is determined by state and local laws and includes a range of services that can be provided to the public. • External: Sources of funding that are obtained by a local jurisdiction for various uses (e.g., affordable housing development) through an application process, typically a Notice of Funding Availability (NOFA). Funding is generated from government entities (Federal, State, County) or nongovernment entities (foundations, corporations, etc.) with the commonality between funding sources being that none originate via the regulatory powers of the local jurisdiction.
1 The Baylands is an approximately 660-acre subarea of the City located directly east and north of Central (developed) Brisbane. This subarea is currently undergoing a specific planning process to allow for development of 1800-2200 residential units and up to 7 million square feet of commercial development. 18 B.
Analysis of Funding Alternatives City of Brisbane
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Internal (local) Revenue Sources
Locally controlled funding sources may collect revenue from fees, tax increment set-asides, discretionary local revenues, and other sources. Below are descriptions of each revenue source.
Dedicated Fees
Dedicated housing fees include commercial linkage fees, housing impact fees, and in-lieu fees from inclusionary housing ordinances. Each of these fees produce revenue needed to address increased housing demand created by additional jobs that are produced through commercial and residential development.
Commercial Linkage Fees and Affordable Housing Impact Fees The City can charge developers a fee that would help accommodate the increased demand for affordable housing created because of new commercial development. The rationale behind commercial linkage fees is that increased economic activity creates affordable housing need that should, in part, fall on private development to accommodate. A commercial linkage fee can be assessed on all nonresidential development or specific development types. It is applied on a per-square-foot basis. Affordable housing impact fees function similarly by assessing a fee on market-rate residential development.
Suitability for Brisbane: Linkage and impact fees as a value-capture mechanism work best in markets that are experiencing robust growth (or about to) and exhibit strong real estate market fundamentals. This is clearly the case in Brisbane looking forward. Brisbane also does not have major political barriers to implementing impact fees.
Using these mechanisms for funding may have downside risks. If fees are set too high, then they can have the adverse effect of stagnating development activity altogether. In areas where there are market substitutes, impact fees may also crowd out investment that will divert to other cities. However, Brisbane’s growth outlook is tied to local competitive advantages, and many cities in San Mateo County also have commercial linkage or impact fees. This reduces the risk of crowding out investment.
Implementation Steps: To establish a linkage fee, a nexus study must first be completed. 2 The purpose of the nexus study is to establish the connection between the proposed fee and the development the fee is to be imposed on. In 2015, as part of a countywide effort, the City initiated a feasibility study with consultants to evaluate the feasibility of a commercial linkage fee and housing impact fee. The feasibility study for the commercial linkage fee was updated in 2020. 3 The City has already initiated a new nexus study to calculate an updated housing impact fee appropriate for the current demographic and development landscape. This process will be 2 Terner Center for Housing Innovation. 2020. Improving Impact Fees in California: Rethinking the Nexus Study Requirement. https://ternercenter.berkeley.edu/wp-content/uploads/2020/12/Nexus_Studies_November_2020.pdf 3 Vernazza Wolf Associates. 2015. Commercial Linkage Fee Nexus Study. City of Brisbane. 19 B.
Analysis of Funding Alternatives City of Brisbane
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completed in 2023. In addition to required nexus studies, the City should evaluate if a phasing schedule or exemptions for specific development types are appropriate.
In-lieu Fees from an Inclusionary Housing Ordinance
Brisbane currently has an inclusionary housing ordinance (IHO) that requires set-asides for affordable housing. An evaluation and recommendations with respect to Brisbane’s updated ordinance draft is included in Appendix B. An in-lieu fee as a part of an IHO would waive the affordable unit requirements for housing developers that opt in, so long as they pay a fee instead. These fees, along with the commercial linkage fees, would fund the Housing Authority’s Low- and Moderate-Income Housing fund that nonprofit housing developers could access as a source of capital for their affordable housing projects in the city.
Suitability for Brisbane: Lackluster development activity in Brisbane is more likely to be a function of limited developable land in Central Brisbane than potential constraints of the IHO.
That said, offering an alternative to providing inclusionary units on-site is good policy and required by state law for rental housing. The most common alternative used by cities in California is an in-lieu fee. It is recommended that Brisbane offer a fee as an alternative.
However, development in Central Brisbane is likely to be small scale in perpetuity. We would not consider the revenue-generating capacity of in-lieu fees to be significant. Therefore, in setting an appropriate fee level, the City should consider affordable housing objectives for Central Brisbane. If delivery of units in Central Brisbane is preferred over control of funding resources, then the City should provide incentives to ensure that it is financially feasible for developers to deliver new residential projects with on-site affordable housing units.
Implementation Steps: To establish an in-lieu fee, the City should conduct an analysis to determine an appropriate fee level and/or any exceptions. A fee that is too high will not be a viable alternative for development that is infeasible with the IHO requirements. A fee that is too low will encourage developers to only use the fee and could result in less affordable housing production than could have occurred. The city can include in-lieu fees alongside other alternatives in the adoption of its IHO ordinance, such as providing off-site affordable housing units and incentives (e.g., density bonuses, tax abatements, and reduced parking requirements).
Tax Increment Financing
Redevelopment agencies (RDA) were dissolved in California in 2012. RDAs were formerly one of the primary tools for jurisdictions to raise resources for affordable housing using tax increment financing (TIF); tax increment financing is a value-capture mechanism that generates revenue by capturing a share of the increase in total assessed value from the time the district is first established. As property values increase in the district, a share of the increase in property taxes can be used to fund projects or affordable housing or pay off bonds against the revenue.
However, some tax increment financing tools are still available in California, although they have yet to be broadly implemented. The most common types are Enhanced Infrastructure 20 B.
Analysis of Funding Alternatives City of Brisbane
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Finance Districts (EIFD), Community Revitalization Investments Areas (CRIA), and Infrastructure Financing Districts (IFD), described in Figure 2 below.
Figure 2: TIF Revenue Generating Stream Analysis
CRIA
Community Revitalization &
Investment Authority
(2015)
IFD
Infrastructure
Financing District
(1990-1991)
EIFD
Enhanced
Infrastructure
Financing District
(2014)
IRFD
Infrastructure &
Revitalization
Financing District
(2014)
Taxing Entities Any local taxing entity except schools
Control Separate governing body
Sponsoring
community
legislative body
Public Financing
Authority
Sponsoring
community
legislative body
Voter Approval No Yes 2/3 of voters or
landowners No Yes 2/3 of voters or landowners
Property
Requirement
No blight requirement,
Income and economic limits
No blight or specific
restrictions
No blight or specific
restrictions
No blight or specific
restrictions. Can be
noncontiguous
Affordable
Housing
Requirement
25% of $, housing
replacement, inclusionary
Housing
replacement,
inclusionary
Housing
replacement
Housing
replacement,
inclusionary
Eligible Activities
• Rehab infrastructure
• Provide affordable
housing
• Acquire property
• Issue bonds
• Make loans or grants.
Focus on
infrastructure and
public facilities
investments.
• Transportation Infrastructure
• Water and wastewater treatment
• Public facilities (libraries, childcare, parks)
• Brownfield restoration and mitigation
• Acquisition, construction, and rehab of
housing for affordable housing.
• Commercial and industrial structures.
• Transit priority
projects
• Port infrastructure
(SIFD)
• Finance
planning/design
• Implement
Sustainable
Communities
Strategy
Can the entity
supplant existing
facilities/
services?
No limitation No No Yes, if facilities are
nonfunctional
Suitability for Brisbane: Value-capture mechanisms only work when there is future development that triggers reassessment of property values and subsequent increased property tax revenue. As such, establishing a district on all or part of the Baylands Subarea could be appropriate given the expected development within the subarea pursuant to the Baylands Specific Plan. This tool is likely not suitable for Central Brisbane due to the fragmented property ownership and other constraints limiting wide-scale redevelopment of older properties.
One of the limitations of these tools is that they require voluntary participation by taxing entities within the TIF districts. While cities can contribute a share of the property tax revenue it receives from the district, this typically does not provide meaningful revenue and needs to be 21 B.
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supplemented with other taxing entities opting in. A city can partner with the county on the TIF district to capture a portion of the county’s share of property tax in the district, and Los Angeles and Orange Counties have partnered with cities on districts before. Education districts are prohibited from participating in a TIF district. The potential in Brisbane may also be limited by Measure JJ, which requires development in the Baylands to be cost neutral to the City. This may limit the City’s ability to opt in to a tax increment financing district in the Baylands.
Implementation Steps: To establish a district such as an EIFD, the boundaries of contributing taxing districts must be identified. All non-school taxing districts that are contributing their tax revenues must approve the creation. In the case of an IFD or IRFD, voter approval is required.
For all the mechanisms, having community support is crucial because the community can halt a TIF district through a vote or a protest. Afterward, a feasibility study must be completed to assess future property values and the tax increment structure for involved agencies, in addition to identifying other sources of funds besides the funds generated from the district. Finally, cities must complete a plan detailing program investments.
Public Safety Vital Services Sales Tax
Local jurisdictions in California are allowed to adopt local sales tax measures above and beyond the state sales tax rate. For example, in 1988 San Mateo County voters approved Measure A (a half-cent sales tax for transportation facilities and roads) and in 2019 Measure M created a similar tax also for transportation (congestion relief). Some jurisdictions have elected to also create local tax rates for public safety and vital services (PSVS). Some cities define investment in affordable housing under this classification. In one example, voters in the City of Bakersfield approved Measure N in 2018 to create a one-cent PSVS sales tax. In 2021, the City adopted a resolution to use $5 million in PSVS funds annually to capitalize an Affordable Housing Trust Fund.
Suitability for Brisbane: The income generating potential could be high. In 2021 Brisbane had over $435 million in taxable transactions.
4 A half-cent tax on this amount would raise $2.1
million annually. Looking forward, increases in commercial development in Brisbane for the Baylands and Sierra Point will drive taxable transactions considerably higher, as these developments will bring a significant amount of employees to the city and increase the daytime population. While sales tax revenues benefit from capturing nonresident spending, they also have a disproportionate impact on lower-income residents who spend a larger share of their incomes on taxable goods and services.
Implementation Steps: Establishing a PSVS sales tax would require a ballot measure for local approval. Brisbane’s total sales tax rate is already 9.375%. There are 21 cities in San Mateo County with the same sales tax rate as Brisbane and 10 cities that currently have a higher rate (the current highest rate is 9.875%); however, no jurisdiction is lower than Brisbane. 4 https://www.cdtfa.ca.gov/dataportal/charts.htm?url=TaxSalesCRCityCounty 22 B.
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Discretionary Local Revenues
Discretionary local revenues are nonrestricted funds that the local government can choose to use for a variety of uses, typically maintained in the City’s General Fund. However, discretionary local revenues are typically already reserved for other services provided by the city. Use of existing/projected general fund revenue for affordable housing would require diversion from other spending priorities.
Suitability for Brisbane: Brisbane is a fiscally prudent City with consistently balanced budgets and conservative reserve funding policies to ensure the City can balance its budget in times of economic recession and decreased general fund and special fund revenues. The COVID-19 pandemic led to significant decreases to the City’s general fund revenues, particularly in the areas of transient occupancy tax (TOT), as hotel stays dropped precipitously, and sales tax also with the exit of one of the City’s highest sales tax revenue generators. As a result, the City dipped in to reserves to adopt a balanced budget without any service disruptions or staffing reductions. Considering the anticipated slow return to “normal” tax revenues for the coming years, and given the City’s overall economic philosophy of maintaining existing levels of service and staffing, there do not appear to be meaningful opportunities for the City to reprogram existing general funds to affordable housing.
Implementation Steps. To use discretionary local revenues, the City would need to identify the amount of funds needed and how funds would be used for affordable housing purposes (e.g., gap financing, land acquisition, rehabilitation, etc.). The City would then need to consider its budget priorities to determine which funds are the most viable sources to pull from and how much funding can be dedicated to affordable housing purposes.
Local Affordable Housing Trust Fund
A local affordable housing trust fund (LAHTF) is not necessarily a new funding source but more of a mechanism for aggregating funding from various sources with a dedicated plan for sustainable management and disposition. Trust funds have the advantage of flexibility compared to other sources of revenue that have stricter use requirements.5 While the method of administration varies (government or private nonprofit), an affordable housing trust fund is designed so that there is an ongoing stream of revenue. State matching funds are also available.
Suitability for Brisbane: The primary advantages of an LAHTF are flexibility, control of investments, and opportunities for leveraging other funding sources. If Brisbane creates new local funding streams, creating a local trust fund could be a good administrative mechanism.
Brisbane is already a member agency of HEART of San Mateo, a regional housing trust fund organized as a JPA with all San Mateo cities and the county as member agencies. However, contributing city funds beyond its operational commitment is not likely to have positive return 5 Institute for Local Government. 2007. Establishing a Local Housing Trust Fund: A Guide for California Officials. 23 B.
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in terms of new affordable housing development in the City limits due to the regional nature of HEART’s funding programs.
Implementation Steps. The City would first conduct a feasibility study to identify one-time and long-term funding sources, understand the composition of the funds and where they were being received from, recommendations for use of funds based on the affordable housing strategic plan, and near-term actions for expansion and/or implementation. Voter approval isn't required, and the fund can be established by Council resolution.
Evaluation
In considering adoption of local funding sources, the City should consider the balance of implementation and administration against revenue-generating potential and suitability to meet the City’s affordable housing goals. In the matrix below, we summarize and categorize each of the funding tools above with respect to the following criteria:
Ease of Implementation. Difficulty in administrative process of implementing, considering requisite research/studies and approval process.
Political Palatability. Consideration of political/community sensitivities.
Revenue-Generating Potential. Order of magnitude potential for generating revenue for affordable housing programming.
Flexibility. Consideration of use of funds. Some funds may be limited to a specific purpose.
Potential Adverse Impacts. Consideration of downside risks and unintended consequences.
Potential adverse impacts could include disruptions to real estate markets impacting feasibility, distributional impacts of funding and benefits, or other factors.
Figure 3: Revenue Generating Stream Analysis
Funding Source Ease of
Implementation
Political
Palatability
Revenue
Potential
Flexibility Adverse Impact
Risk
Commercial
Linkage Fee Moderate Low Barrier Potentially High Mixed High Housing Impact
Fee Moderate Low Barrier Mixed Mixed High
IZ In-Lieu Fee Low Barrier Low Barrier Low Mixed Uncertain Tax Increment
Financing Challenging Challenging Mixed/ Uncertain Low Low PSVS Tax Challenging Challenging High High Moderate
LAHTF Low Barrier Low Barrier Uncertain High Low
Discretionary
Revenues Moderate Moderate Low High Moderate
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Recommendations
There is no one appropriate path to selecting a set of consistent revenue tools for affordable housing. The selection of revenue tools is largely based upon a combination of a city’s affordable housing goals and priorities and the trade-offs a city is willing to make to achieve those goals and priorities. The evaluation framework above provides some context to these trade-offs from which we derive the following recommendations:
Update Nexus Studies for Linkage and Impact Fees
A commercial linkage fee program could be successful in Brisbane given the expected and planned commercial developments. The City should conduct the necessary research to update its nexus studies to identify an appropriate fee level. In order to increase the chances of a successful fee program while not negatively impacting development the City should select a fee rate that is well below the maximum supportable rate to minimize risk of market disruption.
Adopt the Inclusionary Housing Ordinance with an In-Lieu Fee Including an in-lieu fee as an alternative in the City’s IHO is recommended. The City should conduct the necessary nexus study to establish a legally defensible fee.
Do Not Study an Affordable Housing Impact Fee
An Affordable Housing Impact Fee on residential development would operate like an inclusionary in-lieu fee. Because the City is implementing an in-lieu fee, an impact fee is not necessary.
Evaluate Opportunities for Discretionary Revenues
A low-barrier action would be to explore discretionary spending priorities to determine if there is capacity for additional investment for affordable housing. This could be identification of onetime allocations or ongoing allocations. Identified revenues could be used to capitalize a local housing trust fund.
Engagement with Taxing Districts
Tax increment districts work well when investments in an area directly benefit the development in that area. This is the case with the Baylands. An EIFD in all or part of the Baylands would be able to provide investment in infrastructure as well as resources for affordable housing. The City should begin engaging with taxing districts to determine the potential opt-in rate and assess revenue-generating potential.
Evaluate Potential for Development Agreements
Under any of the local revenue sources evaluated, a significant share of future revenues will be derived out of future development activity at the Baylands. The Baylands currently does not 25 B.
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have underlying entitlements. Ensuring that development in new districts like the Baylands meet the objectives of the local community is often better resolved through negotiated development agreements rather than broad stroke policies. The City should explore its opportunities and the trade-offs associated with specially negotiated agreements vis-à-vis local value-capture mechanisms.
External Funding Sources
There are a variety of federal, state, local, and philanthropic housing programs that the city can pursue independently or through a partnership with a developer to increase affordable housing production. This section details these funding sources, organized by the type of entity providing the grant or program. See the Appendix A for a detailed table of all funding sources.
Federal and State Funding
US Department of Housing and Urban Development (HUD) Funds: HUD has several grant programs available for cities and nonprofit organizations for development of affordable housing and provision of housing services. Most directly relevant to the City of Brisbane would be the Community Development Block Grant (CDBG), which awards grants to cities and states annually to fund housing and economic development for low- and moderate-income people.6 As a non-entitlement area, Brisbane would not be eligible to receive funds directly from HUD but could receive the CDBG funding that HUD provides to the state or to San Mateo County.
The City could also partner with nonprofit organizations to apply for the HOME Investment Partnership program, which would allow them to acquire, construct, or rehabilitate housing suitable for target populations. Though HUD also administers an Assisted Living Conversion program and an Emergency Capital Repairs program—both of which are similar in purpose to the HOME Investment Partnership program—these two programs have not issued notices of funding availability in recent years. If the City was interested in helping provide housing services, it could also partner with nonprofit organizations to apply for the Emergency Solutions Grant program, Housing Opportunities for Persons with AIDS, or Shelter Plus Care grants.7
California Housing Finance Agency (CalHFA) Funds: The CalHFA offers housing assistance programs, conventional loans, and other loan and grant programs directly to recipients who need housing assistance. The City could recommend these programs in addition to any housing services it already provides. The MyHome Assistance program offers housing assistance for both first time and low- and moderate-income homebuyers, and the Section 811 Project Rental 6 US Department of Housing and Urban Development.
https://www.hud.gov/program_offices/comm_planning/CDBG/faqs 7 US Department of Housing and Urban Development. 2020. HUD Programs. https://www.hud.gov/sites/dfiles/Main/documents/HUDPrograms2020.pdf 26 B.
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Assistance program provides rental assistance for lower-income households.8 The CalHFA and CalPLUS loan programs provide first mortgage loans insured through private mortgage insurance. Recipients of these loans must meet CalHFA income limits for the program and complete homebuyer education counseling.9 CalHFA also offers an ADU grant, which provides up to $25,000 to reimburse predevelopment costs associated with the construction of an ADU.10 The borrower’s income level must be below 80% of the Area Median Income (AMI) or meet other listed income requirements instead.
California Housing and Community Development (HCD) Funds: California HCD provides grants to organizations for housing assistance programs that meet a variety of needs for different populations. Many of the programs give grants and low-interest loans to cities, counties, and nonprofit community development organizations to achieve new construction, rehabilitation, acquisition, and preservation of affordable housing within a jurisdiction. The Golden State Acquisition Fund, Multifamily Housing Program, and the Affordable Housing and Sustainable Communities Program represent just a few of these grants.11 California HCD also awards funding to local governments and nonprofits for them to offer loan programs and other housing services such as relocation, housing navigation, transitional housing, and veterinary services. Many programs are tailored to partnerships between a local government and a developer; see the external funding spreadsheet in the Appendix for program specifics.
Office of State Treasurer: The Office of State Treasurer administers two California Tax Credit Allocation Committee (CTCAC) funds and one California Debt Limit Allocation Committee fund. One CTCAC fund provides a Low-Income Housing Tax Credit for persons seeking housing, developers building housing, and owners and managers of existing tax credit projects.12 The other CTCAC fund offers a Historic Rehabilitation Tax Credit to entities providing or developing rental housing rehabilitation, mixed-use projects, and seismic strengthening projects. Among other programs, the CDLAC has a Qualified Residential Rental Project program that assists developers of multifamily rental housing units with acquisition and construction of new units or with purchase and rehabilitation of existing units.13 Regional Funding
The City of Brisbane can utilize the following funding sources that are made available through San Mateo County; most beneficiaries of this funding are developers. Through these sources the 8 CalHFA. MyHome Assistance Program. https://www.calhfa.ca.gov/homebuyer/programs/myhome.htm and CalHFA. Section 811 Rental Assistance. https://www.calhfa.ca.gov/multifamily/section811/index.htm 9 CalHFA. Conventional Program. https://www.calhfa.ca.gov/homebuyer/programs/conventional.htm 10 CalHFA ADU Grant Program. https://www.calhfa.ca.gov/homebuyer/programs/adu.htm 11 California HCD. Programs: Active. https://www.hcd.ca.gov/grants-funding/active-funding/index.shtml 12 CTCAC. Low-Income Housing Tax Credit. https://www.treasurer.ca.gov/CTCAC/tax.asp 13 CDLAC. Qualified Residential Rental Project program. https://www.treasurer.ca.gov/cdlac/applications/qrrp/index.asp 27 B.
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City can strengthen its role as an information clearinghouse for developers and residents that are eligible for assistance programs.
San Mateo County Department of Housing: The primary source of local funding for the city is available through the San Mateo County Department of Housing. In addition to several individual-level voucher and assistance programs, the San Mateo County Department of Housing also offers a few programs that help developers increase affordable housing. The No Place Like Home program uses bond proceeds to invest in the development of permanent supportive housing for persons who need mental health services and are experiencing or are at risk of homelessness.
14 If the City were to invest in an affordable housing development effort, these two programs could be particularly useful.
San Mateo Affordable Housing Fund: In 2021, California approved $57 million in funds for this program to help developers acquire and preserve the affordability of existing multifamily buildings within the County that are rented at below-market rates and are not currently subject to rent restrictions.15 The fund is administered by the County’s Department of Housing.
Housing Endowment and Regional Trust of San Mateo County (HEART): HEART administers a QuickStart Loan and a SemiPerm Loan for developers that create and preserve affordable housing. While QuickStart provides short-term, quick-turnaround loans to help developers with the early stages of project development, the SemiPerm Loan program offers a 15-year loan for developers with more complex project needs and owners of existing affordable housing developments that need to preserve affordability or need rehabilitation.16 Philanthropic Funding
There are several local philanthropic organizations that provide grants to nonprofit housing developers to fund affordable housing development. While the City is not the recipient of the funding, it is still valuable for the City to know about these programs in order to consider a comprehensive approach to its affordable housing strategy and to be informed for discussions with developers and nonprofit agencies.
Bay’s Future Family of Loan Funds provides two different grant programs that nonprofit housing organizations can apply to. The City could offer to invest in a nonprofit affordable housing development that makes use of the Bay’s Future Fund or Community Housing Fund.
The Bay’s Future Fund is a $500 million loan fund that serves five counties in the Bay Area and invests in affordable housing serving families making 0-120% of the Area Median Income.17 Similarly, the $150 million Community Housing Fund provides loans to five Bay Area counties, 14 San Mateo Department of Housing. No Place Like Home. https://housing.smcgov.org/no-place-home 15 San Mateo Affordable Housing Fund. https://housing.smcgov.org/ahf9-nofa 16 HeartofSMC. Developer Loans. https://www.heartofsmc.org/programs/for-developers/ 17 The Bay’s Future Fund. Bay’s Future Fund. https://baysfuture.org/wp-content/uploads/2021/03/BFF-1-Pager_FIN-1- 3-10-21-PBF-Website.pdf
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including Alameda, Contra Costa, San Francisco, San Mateo, and Santa Clara Counties, for affordable housing projects and supportive housing built for extremely low-income families. 18 The Housing Industry Foundation’s Renovation Program supports nonprofit agencies in San Mateo and Santa Clara Counties by completing small and large-scale renovations at no cost to the agency so that agencies can focus their budgets on running programs.19 Eligible nonprofit agencies must provide either permanent, transitional, or temporary housing and safe environments for individuals and families experiencing homelessness.
The Bay Area Preservation pilot program and Housing for Health fund recently came to fruition due to a partnership between Enterprise Community Partners and Kaiser Permanente.
The two partners have dedicated $50 million toward the Bay Area Preservation pilot program and another $85 million for a private equity Housing for Health Fund, both of which have so far helped preserve 814 homes.20 These programs are available to several counties, including San Mateo, with 51 percent of funds targeted to the city of Oakland. The programs will help developers acquire and preserve existing affordable rental housing and prevent displacement of residents from their homes. While these programs do not target resources to cities, it is important for cities to know these programs exist when thinking about all of the tools that can be used to implement their affordable housing strategy.
The Apple Affordable Housing Fund was similarly developed through a partnership between Apple and the Housing Trust Silicon Valley. In 2021, the fund supported developers in creating affordable housing units, with priority given to those that are developed for vulnerable populations at the lowest AMI levels.21 The units will have long-term affordability restrictions. 18 The Bay’s Future Fund. Community Housing Fund. https://baysfuture.org/wp-content/uploads/2020/12/CHF-1- Pager_FIN.pdf
19 Housing Industry Foundation. Renovation Program. https://www.hifinfo.org/programs/renovation-project/ 20 Enterprise Community Partners. 2019. Enterprise and Kaiser Permanente Announce New Funds. https://www.enterprisecommunity.org/blog/enterprise-kaiser-permanente-announce-new-funds 21 Housing Trust Silicon Valley. Apple Affordable Housing Fund: A New Commitment to Affordable Housing. https://secureservercdn.net/198.71.233.138/gzl.ab0.myftpupload.com/wp-content/uploads/2021/03/Apple-AffordableHousing-Fund-RFI-Preview-FINAL-PDF.pdf 29 B.
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4. Strategies and Actions
The AHSP strategies and actions set forth in this Section bridge the policies of the City’s Housing Element to the pillars established in Section One, resulting in a high-level blueprint that sets a direction for affordable housing programs over the 8-year RHNA cycle. They include 21 strategic actions organized by the five foundational pillars of the plan. These are actions designed to move Brisbane forward in addressing its identified affordable housing challenges.
Strategies and actions are intended to complement existing and proposed housing strategies and programs in the City’s Housing Element Housing Plan. In the strategies below, relevant Housing Element programs are identified. These strategies were developed through ▪ coordination with the Affordable Housing Subcommittee; ▪ insights from City Staff;
▪ technical analysis presented in this Plan and its appendices; and ▪ research on best practices from other communities across the state.
A.Increase production of affordable housing
Housing affordability is a direct function of housing production. These strategies remove barriers to housing production and provide incentives and direct actions to reduce costs and encourage desired housing types.
A-1: Subsidize Affordable Housing through Direct Funding (2.D.1; 2.E.6; 2.F.4) Through this strategy, the city will establish methods to subsidize the costs of affordable housing development through financial incentives and direct subsidy. The city will establish guidelines for the share of existing funding sources like the Low/Mod Housing Fund and new funding sources implemented through this AHSP that should be dedicated to direct funding through fee subsidies, predevelopment and construction grants or loans, or land donation or subsidy alongside Strategy A-5 below.
Actions:
▪ Annually develop estimates of funding sources and resources that are available and should be reserved for direct investment in affordable housing. ▪ In coordination with Strategy (E-1), create informational materials to distribute to affordable housing developers about city resources for affordable housing. ▪ Advertise public land available for land donation through RFQs and RFPs as sites are available.
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▪ Create an incentive program comprised of waivers and grants that is available for market-rate development to encourage inclusionary set-aside rates above the minimum thresholds included in the Inclusionary Housing Ordinance A-2: Support for Middle Housing (2-A-5; 2-A-6; 2-A-10; 2-D-2; 2-E-2; 2-E-3) Middle housing types offer the opportunity to deliver low and moderately priced housing naturally in units that are not regulated. Through this program the City will take actions through changes in land use, dedication of financial resources, and regional coordination to encourage the development of middle housing types.
Actions:
▪ Conduct an analysis of zoning districts to identify where a reduction of minimum lot sizes may be appropriate to encourage development of tiny homes, rowhomes, bungalows, or other similar developments and adopt new zoning where appropriate.
The analysis should consider the potential intersection of ministerial lot splits permitted under Government Code Section 66411.7 and should consider site characteristics including but not limited to topography, improved right-of-way widths, and proximity to transit and community amenities.
▪ Create a comprehensive Accessory Dwelling Unit fee waiver program and program funds through the biennial budget process. Publicize the program through means specified in the 2023-2031 Housing Element.
▪ Discuss and identify options for contributing funds to a regional ADU loan program with 21 Elements and San Mateo County HEART for homeowners to construct an ADU that is held affordable for extremely low-income households for 15 years. Market to Brisbane property owners through means specified in the 2023-2031 Housing Element. ▪ In the absence of a regional ADU loan program, evaluate the feasibility and impact of developing a City ADU construction loan program with funding supplemented by CalHome funding annually or as notices of funding availability are released. The evaluation could include a comprehensive review of similar ADU loan programs in other jurisdictions in the Bay Area, an analysis of typical ADU construction costs in Brisbane and return on investment calculations for ELI household rental payments, and consideration of site characteristics that may be appropriate (e.g., steep slopes, substandard rights-of-way).
A-3: Encourage Innovative Construction Types
Construction costs across the Bay Area have increased rapidly over the last decade, constraining development and making affordable housing development marginally less feasible. Through this strategy, the city will implement regulatory changes to enable and encourage the use of innovative construction typologies and materials. Examples include modular housing and cross-laminated timber. The technologies are being increasingly explored to reduce construction costs and subsidies required for affordable housing.
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Actions:
▪ Review the existing zoning and building codes and development standards to identify barriers to innovative construction typologies.
▪ Explore zoning and building code amendments to allow and encourage innovative construction types.
A-4: Establish a Fee Deferral Program for 100% Affordable Development The City imposes fees on development to mitigate the impact on public services that development creates. Collectively, fees can add considerable cost to a development project.
Through this strategy, the city will create a fee assistance program to incentivize desired development types in the form of deferrals or waivers. This program could be supported through the city’s Low/Mod housing fund or through newly established resources identified in this plan.
Actions:
▪ Establish a fee deferral program for 100% affordable projects that allows developers to pay fees at certificate of occupancy rather than at permitting. (Implements programs
2.D.1 and 2.F.7.)
▪ Establish guidelines and funding allocations for a program that will waive or discount fees for inclusionary units offered in addition to minimum set-asides.
A-5: Acquire and Assemble Developable Sites (2-F-3)
Through this strategy, the City will create processes to identify, purchase, and dispose of public land for affordable housing development. The purpose of this strategy is to use the city Low/Mod housing fund to strategically assemble sites that are more feasible for affordable housing development and to draw down the cost of affordable housing through land subsidy.
Actions:
▪ Identify any existing surplus parcels owned by the city that could be used for affordable housing. Explore adjacent parcels to assess opportunities for site assemblage. ▪ Create a process to monitor land/site listings and opportunities annually and do proactive outreach to landowners.
▪ Evaluate and select a robust menu of alternatives to constructing affordable housing units through the inclusionary housing ordinance update. ▪ When a site or sites are assembled, sell or lease publicly owned land at below-market rates to incentivize affordable housing development, in compliance with the Surplus Lands Act.
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B. Preservation
These strategies include actions to preserve assets that Brisbane already has and to protect the existing housing stock.
B-1: Protect Naturally Occurring Affordable Housing
Through this strategy, the City will provide funding and financing alternatives for the acquisition or rehabilitation of existing unsubsidized low-income housing units (“naturally occurring affordable housing”) to increase the supply of deed-restricted affordable housing and help low-income households stay in their homes. This strategy would explore alternatives for rent protection measures and expanding rehabilitation programs for lower-income units.
Implementation of this strategy should include collaboration with developers and nonprofit organizations with technical and financial expertise in addition to outreach with tenants and community groups.
Actions:
▪ Develop a preservation substrategy that includes developing an inventory of target properties and nonprofit partners.
▪ Provide direct funding to nonprofit organizations and/or the Brisbane Housing Authority to acquire and convert properties.
B-2: Preserve Existing Deed-Restricted Units (3-A-1)
Through this strategy, the City will subsidize deed-restricted projects that may be at risk of conversion to market rate due to expiring covenants. This strategy will require collaborating with existing property owners, developers, and potential mission-driven nonprofit organizations. It may also require local financial commitments for funding or financing acquisition or rehabilitation.
Actions:
▪ Create a database of deed-restricted properties in Brisbane that includes unit count, affordability level, and expiring covenant dates.
▪ Establish an early warning/monitoring system for deed-restricted units at risk. ▪ Make funding available for expiring deed-restricted projects.
B-3: Provide Tenant and Homeowner Education and Support (3-A-1) Through this strategy, the City will directly provide or subsidize housing education services for low-income tenants and homeowners. This strategy commonly requires collaboration with a nonprofit organization or partner with the specialized expertise to provide these services.
Actions:
▪ Evaluate the range of needs and services that would be most beneficial to Brisbane residents through community outreach.
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▪ Allocate funding sources to organizations that provide homeowner financial literacy training, foreclosure counseling, tenant-landlord mediation, home sharing matching and facilitation, and rehabilitation program technical assistance. (1.A.2) B-4: Establish a Rehabilitation and Retrofit Program (3-A-4; 4-B-2) Through this program, the City will establish a retrofit and rehabilitation program with the goal of preserving the existing lower-income housing stock (including naturally occurring affordable housing) and improving health and safety. This program will provide loans or grants to qualifying landlords and property owners.
Actions:
▪ Program earmarked Federal grant funds received in FY 2021-2022 to provide financial assistance in the form of loans or grants to retrofit existing units for low-income and special-needs households.
▪ Explore the viability and effectiveness of funding and participating in established Countywide rehabilitation programs as Federal grant funds are expended.
C. Provide access to housing for persons with special needs The City’s analysis of housing needs identified a growing need to provide a variety of housing types to accommodate special-needs populations, especially senior households. These strategies include actions to increase access to affordable housing options for these groups.
C-1: Ensure that the Baylands Development offers a variety of housing types and affordability levels (2-B-1)
Redevelopment of the Baylands Subarea into a new mixed-use neighborhood is the greatest opportunity to provide a variety of housing types that meet a broad range of housing needs in Brisbane. Through this strategy, as a part of development agreements and approval of the Baylands Specific Plan, the city will ensure that the Baylands development includes provisions to provide units for seniors or persons with disabilities or other special needs, as well as lowerincome households.
Actions:
▪ Negotiate an agreement with the Baylands developer to include housing units aligning with community need identified in the 2023-2031 Housing Element. ▪ Adopt the Baylands Specific Plan once terms are mutually agreeable.
C-2: Expand incentives for projects serving special populations Through this strategy, the City will offer additional incentives to projects that include units that serve households with special needs. Additional incentives could include fee waivers, density bonuses, expedited approvals, or direct investment through grants or loans. 34 B.
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Actions:
▪ Develop and adopt incentives policy for special-needs housing projects.
C-3: Mitigate Displacement (4-A-1; 4-A-B)
Growth pressures alongside increases in housing costs create growing risk of displacement, particularly among Brisbane’s most vulnerable residents, which includes seniors on fixed incomes and persons with special housing needs. Through this strategy, the City will prioritize funding for antidisplacement programs to protect existing residents, including:
First-Time Homebuyer Program
Provide financial assistance to low- and moderate-income first-time homebuyers to assist with down payments, closing costs, inspection fees, or other associated costs.
Rental Assistance Program
Rental assistance is among the most effective ways to prevent displacement and housing insecurity by providing financial assistance in the form of rental payments or partial rent payments to lower-income tenants at risk of eviction.
Local Preference Guidelines
Local preference programs ensure that local resources are going to local or regional residents.
The city will develop a local preference policy that will give preference to applicant households that meet program criteria to the maximum extent allowed by the law.
Actions:
▪ Create and maintain a repository of programs other than the ones offered by the city that offer assistance for first-time homebuyers.
▪ Engage with major employers to build support for an Employer-Assisted Housing (EAH) component to the First-Time Homebuyer Program.
▪ Update the First-Time Homebuyer Program guidelines to calibrate with current market conditions, build in flexibility as market conditions change, and evaluate available funding sources to capitalize the program.
▪ Identify target renter households most susceptible to displacement through community outreach, surveys, or review of third-party data and displacement risk metrics. ▪ Look to peer cities for successful case studies and create guidelines and processes for an ongoing local rental assistance program for targeted households. Capitalize and scale the program based on funding sources available through local and exogenous sources as they are available.
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▪ Adopt local preference guidelines for affordable housing using local resources that incorporate flexibility in terms of target households and affordability levels to complement the City’s RHNA.
D. Leverage private and outside investment
The City does not have the resources to solve its housing challenges on its own. These strategies include actions to increase the pool of funding sources and leverage investment from private sources.
D-1: Establish a Commercial Affordable Housing Impact Fee Impact fees are only effective when market-rate activity is already occurring, which is the current condition in Brisbane’s commercial market. Through this strategy, the city will establish a new funding source to support affordable housing production and programs by adopting a Commercial Affordable Housing Impact fee. State law regulates how cities may impose impact fees and requires impact fees to be adopted based on findings of a nexus between the development, appropriateness of the fee size, and how funds are used.
Actions:
▪ Update the City’s Commercial Nexus Study and Feasibility Study. ▪ Adopt fee and implementation guidelines.
D-2: Explore Alternatives for Additional Funding Sources Through this strategy, the City will build upon the analysis in Chapter 3 of this strategic plan to create new funding sources for affordable housing.
Actions:
▪ Track exogenous funding programs annually and apply for grants as eligible. ▪ Adopt policies to implement new local funding programs identified in Strategy D-3 (InLieu Fees for Inclusionary), Strategy D-1 (Commercial Linkage Fee), and other identified sources as legally and politically feasible.
D-3: Amend the Inclusionary Housing and Density Bonus Ordinances (2-E-4) Through this strategy, the City will draft and adopt an update to its inclusionary housing ordinance and density bonus ordinance consistent with the recommendations of this strategic plan. These updates will amend set-aside and affordability levels to be better calibrated with market conditions and comply with current State law. The inclusionary ordinance update will also implement a range of alternatives, including an in-lieu fee, to providing affordable housing units.
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Actions:
▪ Draft and adopt updated inclusionary and density bonus ordinances.
E. Increase implementation capacity
These strategies include actions to increase the City’s ability to implement housing policies through increased efficiency and strategic partnerships.
E-1: Proactively Attract Affordable Housing Investors (2-F-2) In coordination with Strategy E-3 (Create a Database of the Regional Affordable Housing Ecosystem) and Housing Element program 2.F.2, through this strategy the City will develop ongoing relationships with nonprofit housing development corporations and for-profit affordable housing developers to build development expertise in Brisbane and align local opportunities with developer and investor resources.
Actions:
▪ Explore the feasibility of an initial developer familiarization tour of the city and strategic opportunity sites.
▪ Create marketing cut sheets for publicly owned sites that are suitable for affordable housing and available resources for affordable housing funding.
E-2: Property Owner Outreach (2-F-1)
In coordination with Strategy A-5 (Acquire and Assemble Developable Sites) and Strategy E-1 (Proactively Attract Affordable Housing Investors), through this strategy the City will proactively engage with existing property owners in the PAOZ-1 and PAOZ-2 overlay districts and other areas the Housing Element identifies as opportunity sites. This engagement will serve to encourage private redevelopment and connect interested property owners with affordable housing developers.
Actions:
▪ Create an initial database of priority sites and owner contacts in the PAOZ-1 and PAOZ2 overlay zones. ▪ Submit letters of interest or conduct direct outreach to discuss redevelopment, sale, and partnership opportunities.
E-3: Create a database of the regional affordable housing ecosystem Through this strategy, the City will gain a better understanding of the affordable housing ecosystem in its region. This will allow the city to prioritize investment decisions, conduct proactive outreach to developers and nonprofit organizations, and make connections between different groups.
37 B.
Strategies and Actions City of Brisbane
ECONorthwest 27
Actions:
▪ Document the network of the affordable housing ecosystem in the region. Update biennially.
E-4: Advocate for legislation
Through this strategy, the City will participate in local and regional efforts to advocate for state legislation that provides resources and policy reform in support of affordable housing.
Actions:
▪ Annually track housing bills in the California legislature. ▪ Offer letters of support where appropriate.
E-5: Expand Administrative capacity by entering into shared agreements (7-A-6) The City has a small staff with limited administrative capacity to oversee and maintain its affordable housing programs. Through this strategy, the City will join other cities in San Mateo County in an agreement to share housing staff to support management of the City’s belowmarket-rate housing inventory.
Actions:
▪ Enter into a contract agreement with other San Mateo cities for shared housing program management services.
Summary Table of Strategies and Actions
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
A. Increase Production of Affordable Housing
A-1: Subsidize Affordable Housing through Direct Funding (2-D-1; 2-E-6; 2-F-4) Annually develop estimates of
funding sources and resources
that are available and should be
reserved for direct investment in
affordable housing.
Finance;
Community
Development
HCD, 21
Elements
Moderate Low Annually
Advertise public land available
for land donation through RFQs
and RFPs as sites are available.
Community
Development;
City Manager
Brokers Low Low Ongoing
In coordination with Strategy (E1), create informational materials to distribute to
affordable housing developers
about city resources for
affordable housing.
Community
Development;
City Manager
Developers
and Brokers
Low Low Ongoing
Create an incentive program
comprised of waivers and grants
that is available for market-rate
development to encourage
Community
Development;
City Manager
None High High Years 1-3
38 B.
Strategies and Actions City of Brisbane
ECONorthwest 28
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
inclusionary set-aside rates
above the minimum thresholds
included in the Inclusionary
Housing Ordinance.
A-2: Support for Middle Housing (2-A-5; 2-A-6; 2-A-10; 2-D-2; 2-E-2; 2-E-3) Create a comprehensive
Accessory Dwelling Unit fee
waiver program.
Community
Development;
City Manager
21 Elements,
HCD, San
Mateo County
Moderate ModerateHighYears 1-3
A-3: Encourage Innovative Construction Types
Review the existing zoning code
and development standards to
identify barriers to innovative
construction typologies.
Explore zoning code
amendments and new
ordinances to allow and
encourage innovative
construction types.
Community
Development
None Low Low Years 1-3
A-4: Establish a Fee Deferral Program for 100% Affordable Development Establish a fee deferral program
for 100% affordable projects that
allows developers to pay fees at
certificate of occupancy rather
than at permitting.
Community
Development;
City Manager
None Moderate Moderate Years 3-5
Establish guidelines and funding
allocations for a program that will
waive or discount fees for
inclusionary units offered in
addition to minimum set-asides.
Community
Development;
City Manager
None Moderate ModeratehighYears 3-5
A-5: Acquire and Assemble Developable Sites (2-F-3)
Identify any existing surplus
parcels owned by the city that
could be used for affordable
housing. Explore adjacent
parcels to assess opportunities
for site assemblage.
Community
Development;
City Manager
Property
owners,
brokers
Low Low Years 1-3
Create a process to monitor
land/site listings and
opportunities annually and do
proactive outreach to
landowners.
Community
Development;
City Manager
Brokers; San
Mateo County
HEART
(shared
housing staff
program)
Low Low Years 1-3
Evaluate and select a robust
menu of alternatives to
constructing affordable housing
units through the inclusionary
housing ordinance update.
Community
Development;
Planning
Commission;
City Council
None Moderate Low Years 1-3
When a site or sites are
assembled, sell or lease publicly
owned land at below-market
rates to incentivize affordable
housing development in
compliance with the Surplus
Lands Act.
Community
Development;
City Manager
Brokers,
developers
Moderate High Years 5-8
B. Preservation
B-1: Protect Naturally Occurring Affordable Housing
39 B.
Strategies and Actions City of Brisbane
ECONorthwest 29
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
Develop a preservation
substrategy that includes
developing an inventory of target
properties and nonprofit partners
Community
Development
None Low Low Years 3-5
Provide direct funding to
nonprofit organizations and/or
the Brisbane Housing Authority
to acquire and convert
properties.
Finance; City
Manager; City
Council
Nonprofits,
Housing
Authority
Moderate High TBD (see
comment in
strategy text
above)
B-2: Preserve Existing Deed Restricted Units (3-A-1)
Create a database of deedrestricted properties in Brisbane that includes unit count,
affordability level, and expiring
covenant dates.
Community
Development
San Mateo
County
HEART
(shared
housing staff
program)
Low Low Years 1-3
Establish an early
warning/monitoring system for
deed-restricted units at risk.
Community
Development
San Mateo
County
HEART
(shared
housing staff
program)
Low Low Years 1-3
Make funding available for
expiring deed-restricted projects.
Community
Development;
City Manager;
City Council
Property
owners,
Nonprofits,
Developers;
Housing
Authority
Moderate High Years 3-5
B-3: Provide Tenant and Homeowner Education and Support (3-A-1) Evaluate the range of needs and
services that would be most
beneficial to Brisbane residents
through community outreach.
Community
Development
HUD
rehabilitation
grant
consultants;
community
members
Moderate Low Years 1-3
Allocate funding sources to
organizations that provide
homeowner financial literacy
training, foreclosure counseling,
tenant-landlord mediation,
homesharing matching and
facilitation, and rehabilitation
program technical assistance.
City Manager;
Finance
Special
needs
groups,
nonprofits
Moderate Moderate Ongoing
B-4: Establish a Rehabilitation and Retrofit Program (3-A-4; 4-B-2) Program earmarked Federal
grant funds received in FY 2021-
2022 to provide financial
assistance in the form of loans or
grants to retrofit existing units for
low-income and special needs
households.
Community
Development
Property
owners;
consultant
team
Moderate Low Ongoing
Explore the viability and
effectiveness of funding and
participating in established
Countywide rehabilitation
programs.
Community
Development;
City Manager:
Finance; City
Council
San Mateo
County
Low Moderate As needed
C. Provide access to housing for persons with special needs, specifically seniors 40 B.
Strategies and Actions City of Brisbane
ECONorthwest 30
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
C-1: Ensure that the Baylands offers a variety of housing types and affordability levels (2-B-1) Negotiate an agreement with the
Baylands developer to include
housing units aligning with
community need identified in the
Housing Element Update.
City Baylands
developer
Moderate Low Years 1-3
Approve the Baylands Specific
Plan once terms are mutually
agreeable.
City Baylands
developer
Low Low Years 1-3
C-2: Expand Incentives for projects serving special populations Develop incentives policy for
special needs housing projects.
Community
Development;
City Manager;
City Council
Nonprofit
organizations;
affordable
housing
developers
Moderate High Years 3-5
C-3: Displacement (4-A-1; 4-A-2)
Create and maintain a repository
of programs exogenous to the
city that offer assistance for firsttime homebuyers.
Community
Development
San Mateo
County
HEART
(shared
housing staff
person);
Nonprofit
organizations
Low Low Years 1-3
Engage with major employers to
build support for an EmployerAssisted Housing (EAH)
component to the First-Time
Homebuyer Program.
Community
Development;
Economic
Development;
City Manager;
Finance
San Mateo
County
HEART
(shared
housing staff
person);
Major
employers
Moderate Low Years 1-3
Update the First-Time
Homebuyer Program guidelines
to calibrate with current market
conditions, build in flexibility as
market conditions change, and
identify funding sources to
capitalize the program.
Community
Development;
City Manager;
City Council
San Mateo
County
HEART
(shared
housing staff
program);
Housing
Authority?
Moderate High Years 1-3
Identify target renter households
most susceptible to
displacement.
Community
Development
Nonprofit
organizations,
community
Low Low Years 1-3
Create guidelines and processes
for an ongoing local rental
assistance program for targeted
households. Capitalize and scale
the program based on funding
sources available through local
and exogenous sources as they
are available.
Community
Development;
City Manager;
City Council
San Mateo
County
HEART
(shared
housing staff
person);
Nonprofit
organizations,
Housing
Authority
High High Years 3-5
Adopt local preference guidelines
for affordable housing using local
resources that incorporate
flexibility in terms of target
households and affordability
Community
Development;
City Council: City
Manager
San Mateo
County
HEART
(shared
Moderate Low Years 1-3
41 B.
Strategies and Actions City of Brisbane
ECONorthwest 31
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
levels to complement the City’s
RHNA.
housing staff
person)
D. Leverage private and outside investment
D-1: Establish a Commercial Nexus Fee
Update the City’s Commercial
Nexus Study and Feasibility
Study.
Community
Development
Contract
consultants
Low Low Years 1-3
Adopt fee and implementation
guidelines.
Community
Development;
City Council; City
Manager;
Finance
None Low Low Years 1-3
D-2: Explore Alternatives for Additional Funding Sources Track exogenous funding
programs annually and apply for
grants as eligible.
City HCD Moderate Low Ongoing
Adopt policies to implement new
local funding programs identified
in Strategy D-3 (In-Lieu Fees for
Inclusionary), Strategy D-1
(Commercial Linkage Fee), and
other identified sources as
legally and politically feasible.
City Community Low Low Ongoing
D-3: Amend the Inclusionary Housing and Density Bonus Ordinances (2-E-4) Draft and adopt updated
inclusionary and density bonus
ordinances.
Community
Development;
City Council
None Low Low Years 1-3
E. Increase implementation capacity
E-1: Proactively Attract Affordable Housing Investors (2-F-2) Explore the feasibility of an initial
developer familiarization tour of
the city and strategic opportunity
sites.
Community
Development;
City Manager
Affordable
housing
developers,
property
owners,
brokers
Moderate Low Ongoing
Create marketing cut sheets for
publicly owned sites that are
suitable for affordable housing
and available resources for
affordable housing funding.
Community
Development
None Low Low Ongoing
E-2: Property Owner Outreach (2-F-1)
Create an initial database of
priority sites and owner contacts
in the PAOZ-1 and PAOZ-2
overlay zones.
Community
Development
Brokers,
property
owners
Low Low Years 1-3
Submit letters of interest or
conduct direct outreach to
discuss redevelopment, sale,
and partnership opportunities.
Community
Development;
City Manager
None Low Low Years 3-5
E-3: Create a database of the regional affordable housing ecosystem Document the network of the
affordable housing ecosystem in
the region. Update biennially.
Community
Development
San Mateo
County
HEART
(shared
Moderate Low Years 1-3
42 B.
Strategies and Actions City of Brisbane
ECONorthwest 32
Strategy Responsible
Department(s)
Partners Administrative
Impact
Financial
Resources
Time
Frame
housing staff
person); 21
Elements
E-4: Advocate for legislation
Annually track housing bills in
the California legislature.
Community
Development
None Low Low Ongoing
Offer letters of support where
appropriate.
Community
Development;
City Council; City
Manager
None Low Low As needed
E-5: Expand Administrative capacity by entering into shared agreements (7-A-6) Enter into a contract agreement
with other San Mateo cities for
shared management services.
Community
Development;
City Council; City
Manager
21 Elements,
San Mateo
County
HEART
Low Moderate Years 1-3
43 B.
Appendix A: Summary of Funding Programs
ECONorthwest reviewed various federal, state, local, and philanthropic funding sources available to the City of Brisbane. The following table provides a general description and a list of eligible projects for each grant and loan program.
Agency Program Description Eligible Projects
Federal Funds
US HUD AssistedLiving
Conversio
n Program
To provide private nonprofit
owners of eligible developments
with a grant to convert some or all
of the dwelling units in the project
into an Assisted-Living Facility
(ALF) for the frail elderly
1. Physical conversion of existing
project units, common and services
space
US HUD Communit
y
Developm
ent Block
Grants
Grant awarded to the City
annually on a formula basis to
fund housing and economic
development for low- and
moderate- income persons.
1. Affordable housing construction
2. Economic Development
3. Historic preservation
4. Property acquisition for housing
5. Housing rehabilitation
6. Public services and facilities
7. Code enforcement
8. Fair housing activities
US HUD Emergenc
y Capital
Repairs
Program
Provides grants for substantial
capital repairs to eligible
multifamily projects that are
owned by private nonprofit
entities
1. Rehabilitation
2. Modernization
3. Retrofitting
US HUD HOME
Investmen
t
Partnershi
p Program
Grant program specifically for
housing.
1. Single-family or multifamily
housing
acquisition/rehab/construction
2. CHDO Assistance
3. Administration
US HUD Emergenc
y
Solutions
Grant
Program
Grant awarded on an annual
formula basis for shelter and
services to homeless persons.
1. Homelessness prevention
2. Continuum of Care
3. Operating expenses
US HUD Housing
Opportuni
ties for
Persons
with AIDS
Funds available countywide for
supportive services and housing
for persons with HIV/AIDS.
1. Rental assistance
2. Social services
3. Housing
US HUD Shelter
Plus Care
(S+C)
Grants for rental assistance, in
combination with supportive
1. Tenant-based rental assistance
2. Sponsor-based rental assistance
3. Project-based rental assistance
44 B.
Appendix A City of Brisbane
ECONorthwest 34
Agency Program Description Eligible Projects
services from other sources, to
homeless people.
California
HFA
CalFHA
MyHome
Assistance
Program
1. First-time homebuyers
2. Occupy property as primary
residence
3. complete homebuyer education
counseling and obtain certificate of
completion through eligible
organization
4. Meeting CalHFA income limits for
the program.
5. Be single-family, one-unit residents,
including approved
condominium/PUDs (guest houses,
granny units, and in-law quarters may
be eligible)
6. Manufactured housing
7. Condominiums must meet the
guidelines of the first mortgage
California
HFA
CalHFA
Conventio
nal Loans
Various programs providing
lower-cost loans, such as a 30-year
fixed, interest-only PLUS, 40-year
fixed
1. First-time homebuyers
2. Low- and moderate- income
homebuyers
California
HFA
CalPLUS
Conventio
nal Loans
1. Occupy the property as a primary
residence; nonoccupant coborrowers
are not allowed.
2. Complete homebuyer education
counseling and obtain a certificate of
completion
3. Meet CalHFA income limits for this
program.
4. Be a single-family, one-unit
residence, including approved
condominium/PUDs
5. Guest houses, granny units and inlaw quarters may be eligible
6. Condominiums must meet the
guidelines of the first mortgage
7. Manufactured housing is permitted
8. Leaseholds/Land Trusts and Co-ops
are not permitted
California
HFA
ADU
Grant
Program
1. Borrower(s) income < 80% AMI per
Fannie Mae lookup tool or
2. Borrower(s) income < the CalHFA
income limit and property is located in
a Qualified Census Tract** or
45 B.
Appendix A City of Brisbane
ECONorthwest 35
Agency Program Description Eligible Projects
3. Borrower(s) income < the CalHFA
income limit and the CLTV > 80%
California
HFA
Section
811 Project
Rental
Assistance
Section 811 Project Rental
Assistance offers long-term
project-based rental assistance
funding from the U.S. Department
of Housing and Urban
Development (HUD through a
collaborative partnership among
the California Housing Finance
Agency [CalHFA]), Department of
Health Care Services (DHCS),
Department of Housing and
Community Development (HCD),
Department of Developmental
Services (DDS) and California Tax
Credit Allocation Committee
(TCAC).
1. Rental assistance for lower-income
households
CalHCD National
Housing
Trust
Fund
National Housing Trust Fund is a
permanent federal program with
dedicated source(s) of funding not
subject to the annual
appropriations. The funds can be
used to increase and preserve the
supply of affordable housing, with
an emphasis on rental housing for
extremely low-income households
(ELI households, with incomes of
30 percent of area median or less).
1. New construction
State Funds
CalHCD Affordable
Housing
and
Sustainabl
e
Communit
ies
Program
The AHSC funds land use,
housing, transportation, and land
preservation projects that support
infill and compact development
and reduce greenhouse gas (GHG)
emissions.
1. Affordable Housing
Developments
2. Housing-Related Infrastructure
3. Sustainable Transportation
Infrastructure
4. Transportation-Related
Amenities
5. Program Costs
CalHCD CalHOME CalHOME makes grants to local
public agencies and nonprofit
corporations to assist first-time
homebuyers in becoming or
remaining homeowners through
deferred-payment loans. Funds
can also be used to assist in the
1. Predevelopment, site development,
and site acquisition for development
projects.
2. Rehabilitation and acquisition and
rehabilitation of site-built housing, and
rehabilitation,
repair, and replacement of
manufactured homes
46 B.
Appendix A City of Brisbane
ECONorthwest 36
Agency Program Description Eligible Projects
development of multiple-unit
ownership projects
3. Down payment assistance,
mortgage financing, homebuyer
counseling, and technical assistance
for self help
CalHCD California
Emergenc
y
Solutions
and
Housing
The CESH Program provides grant
funds to eligible applicants for
eligible activities to assist persons
experiencing or at risk of
homelessness. Eligible applicants
are Administrative Entities (AEs)
(local governments, nonprofit
organizations, or unified funding
agencies) designated by the
Continuum of Care (CoC) to
administer CESH funds in their
service area.
1. Housing relocation and stabilization
services (including rental assistance)
2. Operating subsidies for permanent
housing
3. Flexible housing subsidy funds
4. Operating support for emergency
housing interventions
5. Systems support for homelessness
services and housing delivery systems
6. Development or updating a
Coordinated Entry System
(CES), Homeless Management
Information System (HMIS), or
Homelessness Plan
CalHCD Golden
State
Acquisitio
n Fund
(GSAF)
GSAF was seeded with $23 million
from the Department’s Affordable
Housing Innovation Fund.
Combined with matching funds,
GSAF makes up to five-year loans
to developers
1. Acquisition or preservation of
affordable housing
CalHCD Home
Investmen
t
Partnershi
ps
Program
HOME assists cities, counties, and
nonprofit community housing
development organizations
(CHDOs) to create and retain
affordable housing for lowerincome renters or owners. At least 50 percent of the amount is
awarded to rural applicants and 15
percent is set aside for CHDOs.
Funds are available in California
communities that do not receive
HOME funding directly from the
U.S. Department of Housing and
Urban Development.
1. Housing rehabilitation, new
construction, and acquisition and
rehabilitation, for single family &
multifamily projects
2. Predevelopment loans to CHDOs
3. Must benefit lower-income renters
or owners
CalHCD Housing
for a
Healthy
California
HHC provides funding on a
competitive basis to deliver
supportive housing opportunities
to developers using the federal
National Housing Trust Funds
(NHTF) allocations for operating
reserve grants and capital loans.
1. NHTF Uses: Acquisition and/or new
construction
2. SB2 Applicants: Counties SB2 Uses:
Acquisition, new
construction or reconstruction and
rehabilitation,
administrative costs, capitalized
47 B.
Appendix A City of Brisbane
ECONorthwest 37
Agency Program Description Eligible Projects
operating subsidy reserves (COSR)
and rental subsidies
CalHCD HousingRelated
Parks
Program
The Housing-Related Parks
Program funds the creation of new
parks and recreation facilities or
improvement of existing parks and
recreation facilities that are
associated with rental and
ownership projects that are
affordable to very low- and lowincome households.
1. Creation of new parks and
recreation facilities or improvement of
existing parks and recreation facilities
CalHCD Infill
Infrastruct
ure Grant
Program
IIG provides grant funding for
infrastructure improvements for
new infill housing in residential
and/or mixed-use projects. Funds
are made available through a
competitive application process.
1. New construction, rehabilitation,
demolition, relocation, preservation,
and acquisition of infrastructure
CalHCD Local
Early
Action
Planning
Grants
The Local Early Action Planning
(LEAP) program assists cities and
counties with planning for housing
through providing over-thecounter, noncompetitive planning grants.
1. Reimbursement for activities that
include the preparation and adoption
of planning documents, process
improvements that accelerate housing
production, and facilitate compliance
in implementing the sixth cycle of the
regional housing need assessment
(RHNA).
CalHCD Local
Housing
Trust
Fund
Program
Helps finance local housing trust
funds dedicated to the creation or
preservation of affordable housing.
1. Loans for construction of lowincome affordable housing projects CalHCD Multifamil
y Housing
Program
(MHP)
MHP makes low-interest, longterm deferred-payment permanent loans to developers of affordable
multifamily rental and transitional
housing projects for lower-income
households.
1. New construction, rehabilitation, or
acquisition and rehabilitation of
permanent or transitional rental
housing, and the conversion of
nonresidential structures to rental
housing
CalHCD Joe Serna,
Jr.,
Farmwork
er
FWHG makes grants and loans for
development or rehabilitation of
rental and owner-occupied
housing for agricultural workers
with priority for lower-income
households
1. Activities incurring costs in the
development of rental housing or
agricultural workers.
CalHCD Mobileho
me Park
Rehabilitat
ion and
Funds awarded to mobile home
park tenant organizations to
convert mobile home parks to
resident ownership.
1. Mobile home park acquisition and
development
48 B.
Appendix A City of Brisbane
ECONorthwest 38
Agency Program Description Eligible Projects
Resident
Ownershi
p Program
CalHCD Pet
Assistance
and
Support
Program
Pet Assistance and Support
provides funds to homeless
shelters for shelter, food, and basic
veterinary services for pets owned
by individuals experiencing
homelessness.
1. Shelter, food, and basic veterinary
services for pets owned by individuals
experiencing homelessness, along with
staffing and liability insurance related
to providing those services
CalHCD Predevelo
pment
Loan
Program
Provide predevelopment capital
loans to finance the start of lowincome housing projects.
1. Construct, rehabilitate, convert, or
preserve low-income housing
2. Site control, acquisition, technical
studies/reports/plans, and fees
CalHCD Permanent
Local
Housing
Allocation
Funds the predevelopment,
development, acquisition,
rehabilitation, and preservation of
multifamily, residential live-work,
rental housing that is affordable
for extremely low, very low, low,
or moderate-income housing,
homeownership opportunities,
accessory dwelling units, assisting
persons who are experiencing or at
risk of homelessness, accessibility
modifications, and efforts to
acquire and rehabilitate foreclosed
or vacant homes and apartments.
1. (Pre)development, acquisition,
rehabilitation, and preservation of
multifamily, residential live-work,
rental housing affordable to extremely
low to moderate-income households &
affordable rental and ownership
housing, including ADUs that meet
the needs of those earning up to 120%
of AMI or 150% of AMI in high-cost
areas.
3. Matching portions of funds placed
into Local or Regional Housing Trust
Funds or funds available through the
Low- and Moderate-Income Housing
Asset Fund.
5. Capitalized Reserves for Services
connected to the preservation and
creation of new permanent supportive
housing.
6. Assisting persons who are
experiencing or at risk of
homelessness.
8. Rapid rehousing, rental assistance,
navigation centers, emergency shelter,
and transitional housing activities
9. Accessibility modifications in lowerincome owner-occupied housing.
10. Efforts to acquire and rehabilitate
foreclosed or vacant homes and
apartments.
11. Homeownership opportunities
(down payment assistance)
12. Fiscal incentives made by a county
49 B.
Appendix A City of Brisbane
ECONorthwest 39
Agency Program Description Eligible Projects
to a city to incentivize approval of
affordable housing projects, or
matching funds invested by a county
in an affordable housing development
project in a city.
CalHCD Regional
Early
Action
Planning
Grant
EAP provides one-time grant
funding to regional governments
and regional entities for planning
activities that will accelerate
housing production and facilitate
compliance in implementing the
sixth cycle of the Regional Housing
Needs Allocation.
1. Developing an improved
methodology for the distribution of
the sixth cycle regional housing needs
assessment (RHNA).
2. Suballocating funds directly and
equitably to jurisdictions or
subregional entities in the form of
planning grants that will
accommodate the development of
housing and infrastructure that
accelerate housing production.
3. Providing jurisdictions and other
local agencies with technical
assistance, planning, temporary
staffing or consultant needs associated
with updating local planning and
zoning documents, expediting
application processing, and other
actions to accelerate additional
housing production.
4. Administrative costs related to the
three main categories listed above.
CalHCD Supportiv
e Housing
Multifamil
y Housing
Program
SHMHP provides low-interest
loans to developers of permanent
affordable rental housing that
contain supportive housing units.
SHMHP funds are for permanent
financing only and may be used for
new construction or rehabilitation of a
multifamily rental housing
development or conversion of a
nonresidential structure to a
multifamily rental housing
development. Eligible use of funds
may include, but are not limited to,
real property acquisition, refinancing
to retain affordable rents, necessary
on-site and off-site improvements,
reasonable fees and consulting costs,
capitalized reserves, facilities for
childcare, after-school care, and social
service facilities integrally linked to
the restricted supportive housing
units. Eligible projects must have a
minimum of five supportive housing
50 B.
Appendix A City of Brisbane
ECONorthwest 40
Agency Program Description Eligible Projects
units or a minimum of 40 percent of
total units must be supportive housing
units, whichever is greater, and must
have associated supportive services for
the intended target population living
in the restricted units, pursuant to
Health and Safety Code Section
50675.14.
CalHCD TransitOriented
Developm
ent
Housing
Program
The TOD program makes lowinterest loans and grants for rental housing that includes affordable
units that are located within onequarter mile of a transit station.
Eligible applicants include cities
and counties, transit agencies,
developers, and redevelopment
agencies. Applications are
accepted in response to a periodic
Notice of Funding Availability.
1. A Rental Housing Development
Project; and/or
An Infrastructure Project necessary for
the development of specified Housing
2. Developments, or to facilitate
connections between these
Developments and the Transit Station.
CalHCD Transition
al Housing
Program
The Transitional Housing Program
allocates $8 million in funding to
counties for the purpose of
housing stability to help young
adults 18 to 25 years secure and
maintain housing, with priority
given to young adults formerly in
the foster care or probation
systems.
1. Identifying and assisting housing
services for this population within
each community
2. Helping this population secure and
maintain housing (with priority given
to those formerly in the state’s foster
care or probation system)
3. Improving coordination of services
and linkages to community resources
within the child welfare system and
the Homeless Continuum of Care
4. Outreach and targeting to serve
those with the most severe needs
CalHCD Veterans
Housing
and
Homeless
Preventati
on
Program
VHHP makes long-term loans for
development or preservation of
rental housing for very low- and
low-income veterans and their
families. Funds are made available
to sponsors who are for-profit or
nonprofit corporations and public
agencies. Availability of funds is
announced annually through a
Notice of Funding Availability.
1. Involve the acquisition and/or
construction or rehabilitation of an
Affordable Rental Housing
Development or Transitional Housing,
or the conversion of an existing
structure into one of these housing
types.
2. Restrict occupancy to the greater of
25 percent of total units in the project
or 10 units to Veterans under VHHP.
However, if a project is determined to
be rural as defined in Health and
Safety Code Section 50199.21, then a
minimum of five units must be
51 B.
Appendix A City of Brisbane
ECONorthwest 41
Agency Program Description Eligible Projects
restricted.
3. Restrict occupancy for at least 45
percent of Assisted Units to Extremely
Low-Income Veterans, with rents not
exceeding 30 percent of Area Median
Income (AMI), calculated in
accordance with TCAC regulations
and procedures. TCAC utilizes the
information published by HUD to
calculate maximum rents and income
limits for California LIHTC projects.
The 2019 limits went into effect on
April 24, 2019.
4. For projects qualifying as
Supportive Housing or Transitional
Housing
Office of
State
Treasurer
California
Tax Credit
Allocation
Committe
e: LowIncome
Housing
Tax
Credits
The CTCAC administers the
federal and state LIHTC Programs.
Both programs were created to
promote private investment in
affordable rental housing for lowincome Californians.
1. Persons Seeking Housing
2. Developers Building Housing
3. Owners and Managers of Existing
Tax Credit Projects
Office of
State
Treasurer
California
Tax Credit
Allocation
Committe
e: Historic
Rehabilitat
ion Tax
Credits
CTCAC and the CA Office of
Historic Preservation also
administer the HRTC program,
which provides a 10-20% one-time
IRS tax credit on eligible
rehabilitation costs for pre-1936
and National Register historic
properties.
1. Rental housing rehabilitation
2. Mixed-use projects
3. Seismic strengthening
4. Ownership housing ineligible
Office of
State
Treasurer
California
Debt Limit
Allocation
Committe
e: Various
Programs
Federal law limits how much taxexempt debt a state can issue in a calendar year for private projects
that have a qualified public benefit.
This cap is determined by a
population-based formula. CDLAC
was created to set and allocate
California’s annual debt ceiling
and administer the State’s taxexempt bond program to issue the debt. CDLAC’s programs are used
to finance affordable housing
developments for low-income
1. Residential Rental Project
Program
2. Single-Family First-Time
Homebuyer Program
3. Home Improvement and
Rehabilitation Program
52 B.
Appendix A City of Brisbane
ECONorthwest 42
Agency Program Description Eligible Projects
Californians, build solid waste
disposal and waste recycling
facilities, and finance direct loans
used by in-need college students
and their parents.
Local Funds
San
Mateo
Affordabl
e Housing
Fund
Affordable
Housing
Fund
Applications for this NOFA,
accessible on the Department of
Housing's website, are reviewed
on a rolling "over-the-counter"
basis until all ARAPP funds have
been committed. The goal of
ARAPP is to acquire and preserve
the affordability of existing
multifamily buildings within the
County that are rented at belowmarket rates and not currently subject to rent restrictions. There is
currently zero funding available
under the ARAPP program as of
March 30, 2019.
1. New Construction Multifamily
Affordable Rental Housing projects
2. Multifamily ResyndicationRehabilitation projects for existing deed-restricted multifamily affordable
rental housing developments
3. Multifamily New Construction
Affordable First-Time
Homeownership projects
4. Supportive Housing Projects which
are Multifamily, New Construction,
Affordable Rental Housing Projects or
Multifamily ResyndicationRehabilitation Projects that designate at least 20% of total project units as
homeless households.
5. Creating units serving HHC-eligible
households, which are households
including one or more persons who
experience chronic homelessness or
who are high-cost health users.
San
Mateo
Departme
nt of
Housing
Farm
Labor
Housing
San Mateo County Supervisor Don
Horsley and the Department of
Housing have prioritized a variety
of projects to understand and
improve our Agricultural
Workforce Housing.
1. The project units must be located in
San Mateo County.
2. The project units must be rented to
farmworkers, or farmworkers and
their families, that meet the following
criteria (“Eligible Farmworkers”): very
low-income (under 50% of Area
Median Income or AMI) and
employed in full-time agricultural
work in San Mateo County during the
agricultural season.
3. Rent and any other housing-related
expenses for the project units must
remain stable for one year after
occupancy and must not exceed 30%
of the farmworker’s gross income for
the duration of the loan.
4. All project units must be used as
53 B.
Appendix A City of Brisbane
ECONorthwest 43
Agency Program Description Eligible Projects
rental housing for farmworkers for the
life of the unit.
San
Mateo
Departme
nt of
Housing
Below
Market
Rate
Housing
The County of San Mateo’s BelowMarket Rate (BMR) Program fulfills several key affordable
homeownership objectives:
1. Increases purchase capacity for
low to moderate-income,
homebuyers that either live and/or
work in the County of San Mateo;
2. Creates a mechanism which
adds permanent affordable
housing in unincorporated San
Mateo County;
3. Provides the resources and
support to assist residents and
individuals who work in the
County to fulfill their dream of
homeownership.
1. All applicants must include a
Preapproval Letter from a lender
2. All applicants must either live
and/or work in San Mateo County
3. Primary residence is San Mateo
County for a minimum of one year,
continuously.
Work in San Mateo County a
minimum of one year over the last two
years. Twenty hours per week,
minimum average, over the course of
the qualifying year.
4. In order to qualify to purchase a
BMR home, the buyer must meet the
following income requirement. San
Mateo County Income limits for 2021
(80 percent Area Median Income):
5. Applicant must not have owned any
real property in the last three calendar
years.
6. Applicant’s Household Composition
must not exceed State limits: 3 persons
for 2-bedroom unit, 4 persons for 3-
bedroom unit.
7. Applicant must be able to show
mortgage readiness, including having
a minimum of 3 percent down
payment.
San
Mateo
Departme
nt of
Housing
Employee
Down
Payment
Assistance
Program
The Employee Down Payment
Assistance Program is an employee
benefit open to all full-time County
of San Mateo and Housing
Authority employees. The
program is designed to encourage
employees to live within the
County, decreasing the
environmental impact and the
physical/emotional effects of a long
commute.
1. County of San Mateo or Housing
Authority employee; and
2. Currently full-time, permanent
employee for at least 18 months; and
3. No income restrictions and cannot
currently own a home in San Mateo
County; and
4. Preapproval letter from San Mateo
Credit Union (required).
San
Mateo
Departme
nt of
Housing
Emergenc
y Housing
Vouchers
The Housing Authority of the
County of San Mateo (HACSM)
has been awarded 222 Emergency
Housing Vouchers (EHVs) from
the U.S. Department of Housing
Eligible individuals/households
include people who meet the
following criteria:
1. Homeless;
54 B.
Appendix A City of Brisbane
ECONorthwest 44
Agency Program Description Eligible Projects
and Urban Development (HUD).
Funding for the EHV Program is
authorized by the American
Rescue Plan Act of 2021.
2. At risk of homelessness;
3. Fleeing, or attempting to flee,
domestic violence, dating violence,
sexual assault, stalking, or human
trafficking; or
4. Recently homeless as stated in EHV
regulations and determined by
homeless services providers.
San
Mateo
Departme
nt of
Housing
No Place
Like
Home
Bond proceeds to invest in the
development of permanent
supportive housing for persons
who are in need of mental health
services and are experiencing
homelessness, chronic
homelessness, or who are at risk of
chronic homelessness.
1.Low-barrier tenant selection
practices that prioritize vulnerable
populations
2. Must offer flexible, voluntary, and
individualized supportive services
3. 0-year County commitment to
provide mental health services &
coordinate access to other communitybased supportive services
4. Must have a minimum of five NPLH
units per project
San
Mateo
Departme
nt of
Housing
Home
Sharing
The Home Sharing Program helps
match “providers” with a spare
room or rooms with “seekers” who
are looking for an affordable place
to live. Some of the seekers are also
willing to exchange household
chores for a reduced rent. Below
are some partial monthly listings
of the housing opportunities
available through this program for
both “providers” and “seekers."
1. Home Seekers must live, work, or
attend school in San Mateo County.
2. Home Providers must reside in San
Mateo County.
San
Mateo
Departme
nt of
Housing
Landlord
Incentive
Programs
The Housing Authority of San
Mateo offers three landlord
incentive opportunities:
1. The Landlord Continuity Bonus:
offered to landlords who have one
of the program participants move
out of a unit but have another
program participant move in
within 60 days. Receive up to one
additional month contract
repayment.
2. $1,000 bonus for partnering with
the Housing Authority. Available
to landlords who have not
participated in any of the San
Mateo County subsidized housing
NA
55 B.
Appendix A City of Brisbane
ECONorthwest 45
Agency Program Description Eligible Projects
programs for at least 3 years.
3. Landlord "No Loss" Bonus: daily
proration of the full agreed-upon
contract rent from the day the
Housing Authority received the
Request for Tenancy Approval to
the start date of the housing
Assistance Payments contract, up
to one month's contract rent.
Landlords may qualify for more
than one bonus.
Housing
Endowme
nt and
Regional
Trust of
San
Mateo
County
(HEART)
QuickStart
Developer
Loan
The QS Program is designed to
provide short-term, quickturnaround loans to assist with the early stages of project
development.
1. Eligible Activities include
acquisition, predevelopment,
construction or rehabilitation, and
refinancing to preserve affordability.
Other requirements:
2. Funding must be secured by a deed
of trust against an interest in the real
property.
3. Project must be located within the
jurisdiction of the member agencies of
HEART
4. Project must be located in a
jurisdiction that has an adopted
housing element or one that is under
review by State HCD.
Housing
Endowme
nt and
Regional
Trust of
San
Mateo
County
(HEART)
SemiPerm
Loan
Developer
Loan
This program is intended to assist:
(1) developers with more complex
projects needing acquisition and/or
predevelopment funds and which
projects need longer time frames to
complete predevelopment
activities (such as securing
entitlements and other financing
commitments, undertaking
relocation, etc.) before they can
reach construction start; and (2)
owners of existing affordable
housing developments to address
immediate needs, including
refinancing to preserve
affordability, and rehab while
awaiting the necessary time to
lapse before they can seek to
1. Eligible Activities include
acquisition, predevelopment,
construction or rehabilitation, and
refinancing to preserve affordability.
Other requirements:
2. Funding must be secured by a deed
of trust against an interest in the real
property.
3. Project must be located within the
jurisdiction of the member agencies of
HEART
4. Project must be located in a
jurisdiction that has an adopted
housing element or one that is under
review by State HCD.
56 B.
Appendix A City of Brisbane
ECONorthwest 46
Agency Program Description Eligible Projects
refinance with tax credits or other
funding source.
California
HCD
Homekey Homekey is an opportunity for
state, regional, and local public
entities to develop a broad range of
housing types, including but not
limited to hotels, motels, hostels,
single-family homes and
multifamily apartments, adult
residential facilities, and
manufactured housing, and to
convert commercial properties and
other existing buildings to
Permanent or Interim Housing for
the Target Population.
1. Acquisition or rehabilitation, or
acquisition and rehabilitation, of
motels, hotels, hostels, or other sites
and assets, including apartments or
homes, adult residential facilities,
residential care facilities for the
elderly, manufactured housing,
commercial properties, and other
buildings with existing uses that could
be converted to permanent or interim
housing.
2. Master leasing of properties for
noncongregate housing.
3. Conversion of units from
nonresidential to residential.
4. New construction of dwelling units.
5. The purchase of affordability
covenants and restrictions for units.
6. Relocation costs for individuals who
are being displaced as a result of the
Homekey Project.
7. Capitalized operating subsidies for
units purchased, converted,
constructed, or altered with funds
awarded under the Homekey Round 2
NOFA for FY 2021-22.
California
HCD
California
Housing
Accelerato
r
The intent of this program is to
reduce the backlog of projects
“stuck” in the funding pipeline to
accelerate the development of
housing for those most in need.
These funds will be used to fill
funding gaps in shovel-ready
projects that have received funding
under other HCD programs and
have been unable to access lowincome housing tax credits.
California Housing Accelerator
funding will be used to fill the
permanent financing funding gap left
by the inability to obtain tax
credits/bonds for projects with active
HCD funding awards.
Brisbane
Housing
Authority
Low- and
ModerateIncome
Housing
Fund
The Brisbane Housing Authority
administers the Low- and
Moderate-Income Housing Fund,
which helps to fund a variety of
housing programs such as the
First-Time Homebuyer loan
program and grants to assist
NA
57 B.
Appendix A City of Brisbane
ECONorthwest 47
Agency Program Description Eligible Projects
homeowners to maintain and
rehabilitate their homes.
Bay Area
Housing
Finance
Authority
Housing
Protection,
Preservati
on, and
Productio
n
MTC, the Association of Bay Area
Governments (ABAG) and the Bay
Area Housing Finance Authority
(BAHFA) have developed a threepronged approach called the “3Ps.” Together, they are:
Protection for current residents to
avoid displacement
Preservation of existing housing
affordable for lower- and middleincome residents
Production of new housing at all
income levels, especially affordable
housing
NA
Philanthropic Funds
The Bay's
Future,
Family of
Loan
Funds
Bay's
Future
Fund
The Bay’s Future Fund (BFF) is a
$500 million loan fund that serves
five counties in the Bay Area: San
Francisco, Alameda, Contra Costa,
San Mateo, and Santa Clara. BFF
invests in affordable housing
serving a range of incomes, from
extremely low-income individuals
and families to much needed
workforce housing – ranging from
0–120% Area Median Income
(AMI).
1. Be one of five counties in the bay
area (San Francisco, Alameda, Contra
Costa, San Mateo, and Santa Clara).
2. Projects that serve 0-120% AMI
The Bay's
Future,
Family of
Loan
Funds
Communit
y Housing
Fund
The Community Housing Fund
(CHF) is a $150M loan fund
designed to serve five counties in
the Bay Area: San Francisco,
Alameda, Contra Costa, San
Mateo, and Santa Clara. CHF
provides low-cost financing for
affordable housing projects and
supportive housing built for
extremely low-income individuals
and families.
1. Be one of five counties in the bay
area (San Francisco, Alameda, Contra
Costa, San Mateo, and Santa Clara).
2. Projects with at least 20% of their
tenants at 30% AMI or below.
Housing
Industry
Foundatio
n
Affordable
Housing
Initiative
Through our extensive network of
landlords and property
management companies, HIF
matches qualified applicants living
in Santa Clara and San Mateo
NA
58 B.
Appendix A City of Brisbane
ECONorthwest 48
Agency Program Description Eligible Projects
Counties (particularly those in the
education, nonprofit and other
community-based sectors) who fall
in the 50-80% of Average Median
Income (AMI) to affordable
housing at up to 50% below market
rates for up to three years.
Households that are close to this
range will be considered
depending on circumstances and
their overall financial picture
Housing
Industry
Foundatio
n
Emergenc
y Housing
Fund
HIF accepts applications directly
from community members (click
the link on this page) and also
collaborates with a network of
partner agencies that provide
initial screening and supportive
services for those that demonstrate
need and ability to utilize our
emergency housing grants for
sustained stability leveraging up to
$2,500 in support benefiting
households threatened with
homelessness. In 2020, HIF granted
over $900,000 in assistance to help
prevent more than 500 families
from experiencing homelessness
NA
Housing
Industry
Foundatio
n
Renovatio
n Program
HIF supports nonprofit agencies in
San Mateo and Santa Clara
Counties that provide permanent,
transitional, and temporary
housing and safe environments for
individuals and families
experiencing homelessness.
Leveraging our vast network and
resources within the multifamily
industry, HIF completes small and
large-scale renovations at no cost
to our grantees, allowing these
organizations to focus their
budgets on the clients and
communities they serve.
1. Applicant must be a 501(c)3
nonprofit entity that provides housing
and/or shelter and services,
including permanent, transitional, or
emergency housing
2. Facility must be located within
Santa Clara or San Mateo Counties
3. Must serve a population that is
experiencing homelessness and
housing insecurity, including seniors,
veterans, people with disabilities,
victims of domestic violence, and lowincome families
4. The scope of work and its cost must
fall within the overall annual HIF
Renovations budget, taking into
consideration time constraints, codes,
and compliance concerns
5. The scope of work must also be able
59 B.
Appendix A City of Brisbane
ECONorthwest 49
Agency Program Description Eligible Projects
to demonstrate an ability to host a
group of volunteers for a project
service day, usually the last workday,
including tasks such as painting, light
landscaping, cleaning etc.
Enterpris
e
Communi
ty
Partners/
Kaiser
Perm.
Housing
for Health
Fund
$50 million Bay Area Preservation
Pilot and $85 million private equity
Housing for Health Fund seeded
by Kaiser Permanente, currently
helping preserve 814 homes. This
is a multi-investor equity fund.
1. Acquisition and preservation of
existing affordable rental housing and
prevention of residents’ displacement.
2. Supports development of a Health
Action Plan that incorporates design
and operations features into
properties in order to mitigate health
risks
3. Conducts study to determine
specific health needs of residents in
each investment, and annual
surveys will monitor resident health
outcomes over 5-7 years
4. All qualifying developers and
building owner/managers must create
Health Action Plans.
Apple Apple
Affordable
Housing
Fund
Apple has entered into a
partnership with Housing Trust to
implement the Fund. Using the
Fund, Housing Trust will deploy
new solutions, accelerate
construction timelines, and house
families faster by making loans to
qualified developers for affordable
housing in the greater Bay Area.
1. Priority will be given to projects that
will be under construction by
December 31, 2021, and serving the
most vulnerable populations at the
lowest Area Median Income (AMI)
levels. All units developed using
funds from the Fund will have longterm affordability restrictions.
2. Transit-oriented developments that
incorporate sustainable building
methods, efficient use of
resources, and unique aspects that
support residents and the community.
60 B.
Appendix B: Analysis of Inclusionary Housing
Policies
Purpose and Context
In 2019, the Brisbane Planning Commission considered draft updates to the City’s Inclusionary Housing and Density Bonuses Ordinance, originally adopted in 2009. The Commission’s study of the ordinance included both discrete changes to comply with current State law and a broader re-envisioning of the program in light of current and projected housing development patterns in the City. The Planning Commission ultimately recommended an updated ordinance for approval by the City Council. However, the City Council has not yet considered the draft ordinance.
This section reviews the updates to Brisbane’s draft Inclusionary Housing and Density Bonus Ordinance recommended by the Planning Commission in 2019 and provides recommendations that will ensure the ordinance is consistent with the larger goals of the AHSP. As a part of this review, we analyzed inclusionary housing policies across a sample of jurisdictions in the region to inform current best practices and identify alternatives for program design. This review was juxtaposed against case studies of successful mixed-income development projects delivered through inclusionary policies in the region.
Background
Inclusionary housing ordinances (IHO) are a rapidly growing policy used by local governments with goals of increasing affordable housing supply. Through an IHO, cities require or encourage developers to create below-market rental apartments or for-sale homes in connection with the local zoning approval of a proposed market-rate development project. Through an IHO policy, cities across the Bay Area have sought to harness the complex, ever-changing dynamics of market-rate real estate development to achieve a fixed policy objective.
One tool to incent developers to build below-market units is to allow density bonuses, which can enhance feasibility in areas where development is already occurring. The State of California has adopted density bonus regulations that apply to jurisdictions throughout the State regardless of whether those jurisdictions have adopted implementing ordinances. Cities may adopt implementing ordinances that include density bonus provisions that go above and beyond the State’s regulations but may not reduce density bonuses below those permitted by the State. Defined simply, a density bonus allows developers to build larger buildings (in terms of units per acre, height, or floor area ratio) to offset the loss of income in providing below-market rate units. It can improve a development’s financial feasibility so long as the increase in net income outweighs the marginal increase in cost (and While often paired,
inclusionary housing and
density bonuses are two
separate tools with
distinctive goals.
61 B.
Appendix B City of Brisbane
ECONorthwest 51
risk). Below-market-rate units provided through an inclusionary housing program can be used to qualify for a density bonus.
Designing inclusionary housing and density bonus ordinances can be complex and controversial. Local jurisdictions must navigate affordable housing goals and other public benefits while also understanding that the effectiveness of tools is shaped by the local market for housing. If set-aside or affordability requirements are too stringent, local governments run the risk of a net loss of housing supply (both affordable and market rate). This undersupply by extension perpetuates the problem the policy is intended to mitigate. And if requirements are too loose, jurisdictions risk having a policy that is ineffective at meeting local housing objectives and the needs of their residents. Consequently, local jurisdictions must understand the conditions of their respective market to calibrate the policy, mitigate potential adverse impacts, and incent the production of affordable housing.
Brisbane’s Proposed Inclusionary Housing Ordinance
Brisbane’s draft IHO would replace its current sliding scale for inclusionary requirements with a flat share of 15% for both rental and for-sale projects. It would also reduce the minimum project size from six units to five units to align with the State density bonus threshold.
Brisbane’s draft IHO distinguishes affordability requirements by tenure (rental/for-sale), size, and affordability level.
Figure 1: Summary of Draft Brisbane Inclusionary Housing Ordinance Units Rental For-sale
0 to 4 units Exempt Exempt
5 to 10 units 15% set-aside @ 50% AMI 15% set-aside @ 120% AMI 11+ units 15% set-aside @ 60% AMI 10% set-aside @ 120% AMI 5% set-aside at 80% AMI
State law also requires that cities provide at least one alternative to providing on-site units for rental housing projects. Alternatives may include payment of an in-lieu fee, land dedication, providing set-aside requirements off-site, or another negotiated alternative.
Evaluating Inclusionary Trade-Offs: Markings of a Successful Policy
Like other investments, residential development (market rate) competes for capital in a marketplace that balances risk against rates of return. When rates of return in a particular area are low relative to alternative investments, capital flows elsewhere. This presents a challenge for inclusionary policies that require mixed-income development, which adversely impacts development feasibility (through lower net income per unit) unless there are mitigating factors. 62 B.
Appendix B City of Brisbane
ECONorthwest 52
When designing inclusionary policies, jurisdictions must consider the trade-offs associated with different policy levers that may include:
Mandatory vs. voluntary status. Throughout the state, most programs are mandatory, with wide variety in where and when the requirements apply. For example, some mandatory programs apply only in the context of a zoning change. As of November 2021, there are 150 jurisdictions in California with inclusionary housing programs, and less than 20 programs are voluntary.
Set-aside amount. Typically, jurisdictions have set-asides between 10 and 20 percent, but a few places have much higher requirements and some places have sliding requirements based on the number of units in the project or the level of affordability.
Eligibility and term. Most policies in California set income eligibility requirements aimed at households that earn between 60 and 120 percent of AMI.
Types and locations of development. Some policies exempt projects based on project size (number of units) or type (condominium, redevelopment, or adaptive use). Some policies have specific requirements by neighborhood.
Alternatives. Some policies in the state allow developers to make use of in lieu payments into a local housing fund or provide the below-market units off-site.
Incentives. Most policies provide incentives to encourage participation or to offset the impacts of mandatory policies. Common incentives include some combination of direct subsidies, tax abatements, density bonuses, and reduced parking requirements.
In addition to the policy levers identified above, several other factors are also indicative of successful IHO polices. The most important among these is favorable market conditions.
Research from the Urban Land Institute23 found that:
22 Up For Growth Foundation.“ Missed Opportunities: Assessing and Leveraging Requirements, Incentives, & Tradeoffs in Affordable Housing Development.” Policy Brief #1. April 2022. 23 The Economics of Inclusionary Development, 2016. Urban Land Institute.
Observations in Recent Research
In a recent analysis conducted by the Up for Growth Foundation, 22 researchers interviewed advocates,
developers, and practitioners on their opinions and preferences of inclusionary housing policy factors. Key findings included:
• More than half of advocates and nearly three-fourths of practitioners favor maximizing the number of income-restricted units produced under IH policies, even if that means not every building is mixed income.
• More than half of advocates and nearly two-thirds of developers and practitioners favor greater unit set-asides over deeper affordability.
• Advocates were split evenly between maximizing units set aside versus optimizing for the duration of affordability, while most developers and practitioners prioritize maximizing units set aside. 63 B.
Appendix B City of Brisbane
ECONorthwest 53
“The single most important factor for an IZ24 policy to achieve its goals is a significant and sustained level of market-rate development in the local market. If a community is not currently experiencing a material amount of new development, an IZ policy will not generate a meaningful number of new workforce housing units.”
Another important consideration is ensuring the policy is responsive to variance in market conditions. Rent levels (and sales prices) vary across a market. All else equal, this means that a uniform IHO policy will disproportionately impact different segments of the same market.
Where the spread between market rents and affordable thresholds are higher, the policy will have a greater adverse impact because it will be harder for new residential projects to pencil.
Finally, policies that include mechanisms to reevaluate and revise the policy over time are best at responding to changes in market conditions over time.
The Role of Incentives in Inclusionary Policy
Unless income potential is sufficiently high to support the inclusion of below-market units in mixed-income properties, development incentives are often required to mitigate or fully offset the loss of income. This is achieved through development incentives. Communities can offer an array of incentives, ranging from density bonuses (required in California law) to zoning variances, fee waivers, or even direct subsidies.
A density bonus is a common incentive used in inclusionary housing programs. It provides an increase in allowed dwelling units per acre, floor area ratio, or height, which typically means that more housing units can be built on a single site. However, in many markets, other land development regulations or market conditions may make density bonuses useless. For example, a bonus that provides additional units per acre, but not additional height, may not result in additional development capacity. For density bonuses to be successful, three considerations should be addressed:
▪ Effects of density bonuses can vary substantially based on market conditions because they are typically only attractive in markets where more square footage will result in greater profitability. Density bonuses will not incentivize developers in markets where new development is less profitable.
▪ Increasing the density or height of a development can nudge projects into a higher-cost category depending on building materials or increased parking requirements. When this is the case, the bonus is not effective.
▪ Increased density may reduce the efficiency of the building or generate layouts that are less appealing, such as reducing natural light, courtyards, or other open spaces which may yield less profitability.
24 The terms Inclusionary Zoning (IZ) and Inclusionary Housing are often used interchangeably. 64 B.
Appendix B City of Brisbane
ECONorthwest 54
IHO Case Studies in Peer Cities
A review of inclusionary housing policies among peer cities provides a comparison of how other communities have addresses similar housing challenges within a similar regional market context. We conducted case studies of seven cities in the region, comparing requirements to Brisbane’s ordinance.
Figure 2: Case Study Summary of Peer City IHO Policies (2022) Colma Daly City Fremont Pacifica San Mateo South San
Francisco
Redwood City Brisbane
(proposed)
Year of
Adoption 2017 2018 2021 2007 2004 2018 2021 N/A
Mandatory
or Voluntary Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Mandatory Min Setaside
Amount
20% of
total
project
units
20% of total
project units
and set-aside
requirement
varies
10% of total
project units
and set-aside
requirement
varies
15% of total
project units
20% of total
project units
10% of total
project units
15% of total
project units
and set-aside
requirement
varies
15% of total
project units25
Max setasideNone
specified Non specified 15% of total project units None specified None specified None specified None specified None specified Lowest
Income
Served
50% AMI 120% AMI 50% AMI 50% AMI 50% AMI 30% AMI 30% AMI 50% AMI Highest
Income
Served
120% AMI 120% AMI 110% AMI 120% AMI 120% AMI 110% AMI 120% AMI 120% AMI Tenure Type For-sale For-sale Rental and
for-sale
Rent and forsaleRent and forsaleRent and forsaleRent and forsaleRent and forsale Term 45 years 55 years 55 years 55 years 55 years 55 years 55 years N/A Types of
development All types
Condominium,
stock
cooperative,
community
apartment, or
attached or
detached
single-family
home
Condominium,
stock
cooperative,
community
apartment, or
attached or
detached
single-family
home
Condominium,
single-family
home, common
interest
development
and mutual
housing
associations
Not specified
Attached or
detached
single-family
home,
condominium,
stock
cooperative
or community
apartment
All types except
ADUs Not specified
Location of
development
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Entire
jurisdiction
Alternatives In-lieu fee off-site units,
donate land off-site units
off-site units, inlieu fee, donate
land
off-site units,
rehab-regulated
units, in-lieu fee,
donate land
Off-site units,
in-lieu fee,
dedication of
land,
construction
of ADUs,
negotiated
funding
off-site units,
donate land,
purchase
existing units
In-lieu fee;
Applicant may
request
approval of an
adjustment to
the
inclusionary
requirements
Incentives
Density
bonus,
other
zoning
variance,
unit
concession
Density bonus
waivers Density bonus
Density bonus,
other zoning
variance, fee
reduction/waiver
Density bonus,
expedited
permitting, fee
reduction/waiver
Offsets may
include
incentives
provided to
the City to
developments
qualifying for
a density
bonus
Density bonus,
fee waiver Density bonus
25 Proposed ordinance requires inclusionary units for rental projects to be targeted to very low-income households.
Proposed ordinance requires inclusionary units for for-sale projects to be targeted toward moderate-income households (five to ten units/lots) and 10% to moderate-income households and 5% to low-income households for 11+ units/lots.
65 B.
Appendix B City of Brisbane
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These case studies revealed the following themes:
▪ Most of the jurisdictions have a constant minimum set-aside consistent with the draft IHO ordinance updates.
▪ All but one city requires a 55-year affordability term.
Colma is the exception, which requires a 45-year term.
▪ Most cities’ IHO covers both rental and for-sale
development. Two cities (Colma, Daly City) target forsale only. ▪ Affordability levels vary across different cities and by tenure. IHO policies that target rental properties are split. Three cities target very lowincome households (50% AMI) or lower and two others target extremely low-income (30% AMI) households.
▪ Set-aside rates are inversely related to affordability level. For example, South San Francisco has the lowest affordability level for rental (30% AMI) but only requires a 10% set-aside at this threshold.
▪ IHO policies that apply to for-sale development are generally targeting moderateincome households (120% AMI) at 15% to 20% set-aside levels. ▪ With a few exceptions, most cities offer a range of alternatives. Allowing affordable units to be built off-site (six cities) and in-lieu fees (five cities) are the most common alternatives. Other options offered include land dedication (five cities), purchase and rehab of existing units (two cities), and specially negotiated alternatives (one city). ▪ Most jurisdictions combine the state-mandated density bonus with at least one other incentive, most commonly a fee waiver and/or zoning variance.
Recommendations for Brisbane
Based on the preceding research and analysis, we propose the following recommendations for Brisbane’s IHO:
Include a review and revise mechanism. The policy should include a specified intermediateterm mechanism (three to four years) to review the effectiveness of the policy to respond to changes in market conditions as appropriate.
Offer more alternatives than just an in-lieu fee. Offering multiple avenues to meet inclusionary requirements is established precedent in the region. A poorly calibrated policy risks stifling development altogether, perpetuating a lack of affordability. Increasing the number of options available as alternatives and incentives to draw from will reduce this risk considerably. Options could include land dedication, off-site development, rehabilitation, or an 26 Local Government Commission. California Inclusionary Factsheet. November 2018 “In California, the requirements in
most inclusionary policies adopted
so far have fallen within the 10-
20% range – 15% being the most
common.”26
- Local Government Commission
66 B.
Appendix B City of Brisbane
ECONorthwest 56
objective process for a negotiated alternative. The city should balance these alternatives against its administrative capacity and/or appetite for direct intervention in affordable housing development.
Allow for-sale projects to meet inclusionary requirements by providing rental units. In markets like Brisbane, the inclusionary requirement has a bigger impact on feasibility in the forsale market. Unless providing ownership opportunities for moderate-income households is a strong priority that cannot be met through another program, the city should consider offering an alternative that lets for-sale development meet inclusionary requirements by including affordable rental units (at lower affordability levels).
Do not adopt a maximum in-lieu fee. If it is a desired alternative (as recommended), the city will conduct a study to assess the maximum feasible in-lieu fee as an alternative. It is strongly recommended that the city does not adopt the maximum fee. The city should consider the trade-offs of meeting production objectives against the risk of disrupting market fundamentals.
Use care in calibrating resale controls for for-sale inclusionary units. A major advantage of inclusionary policies targeting for-sale development is the opportunity to build wealth through ownership of a home. Where resale controls require homes to be resold at an affordable price to another low-income household, these benefits are not realized. The city should take care in crafting an equity sharing policy that provides homeowners the advantages of wealth building but preserves affordability. One way of balancing these interests is a policy that splits equity built through appreciation between the city and the homeowner (typically sunsetting after a period of time). Proceeds to the city can be used to invest in future programs.
Calibrate the policy to conditions in Central Brisbane. The variance in market conditions between Central Brisbane and the Baylands is likely to be considerable. The Baylands is a highly unique development scenario where a negotiated developer agreement is going to be a more effective mechanism to meeting community objectives. As such, the city should consider Central Brisbane the target geography for IHO policies or, alternatively, craft separate requirements for each geography or by development scale.
Prioritize monetary/variance incentives over density bonus (in Central Brisbane). The existing development form in Central Brisbane is generally low density, in part due to parcelization, historical land use, topography, and market conditions. If Central Brisbane is the target geography, then higher-density development that could capitalize on density bonuses is not going to be consistent with the existing development pattern. Density bonuses are likely to be an ineffective incentive in Central Brisbane. The city should alternatively offer monetary incentives such as fee waivers or zoning variances like parking requirements. 67 B.
Appendix B City of Brisbane
ECONorthwest 57
Figure 3: Flexibility of Brisbane’s Proposed IHO Policy 68 B.
Appendix C: IHO Project Case Studies
In this appendix we highlight case studies of successful mixed-income projects developed under inclusionary housing among peer cities. In these case studies we can observe the conditions that resulted in cross-subsidization of affordable units in mixed-income projects derived from policy and market conditions.
150 Charter Street, Redwood City
Website: https://www.redwoodcity.org/city-hall/current-projects/development-projects?id=98 Developer: LMT Home Corporation
Total Units: 72 for-sale units
BMR Units: 11 BMR units
Typology: Multifamily residential
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 15% of total project units
Lowest Income: 30% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: All types except ADUs.
Opt outs: Off-site units, donate land, purchase existing units Incentives: Linkage/Impact Fee Waiver
Tenure Type: Rental and for-sale
69 B.
Appendix C City of Brisbane
ECONorthwest 59
849 Veterans Blvd, Redwood City
Website: https://www.redwoodcity.org/city-hall/current-projects/development-projects?id=59 Developer: Sares Regis Group
Total Units: 83 for-rent units
BMR Units: 7 BMR units
Typology: Multifamily apartments.
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 15% of total project units
Lowest Income: 30% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: All types except ADUs.
Opt outs: Off-site units, donate land, purchase existing units Incentives: Linkage/Impact Fee
Tenure Type: Rental and for-sale
70 B.
Appendix C City of Brisbane
ECONorthwest 60
Greystar IV, Redwood City
Website: https://www.redwoodcity.org/city-hall/current-projects/development-projects?id=62 Developer: Greystar
Total Units: 350 units
BMR Units: 35 BMR units
Typology: Multifamily apartment
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 15% of total project units
Lowest Income: 30% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: All types except ADUs.
Opt outs: Off-site units, donate land, purchase existing units Incentives: Linkage/Impact Fee Waiver
Tenure Type: Rental and for-sale
71 B.
Appendix C City of Brisbane
ECONorthwest 61
401 S Norfolk St, San Mateo City
Website: https://www.apartments.com/401-s-norfolk-st-san-mateo-ca/vlj4y2e/ Developer: Unknown
Total Units: 67 units
BMR Units: 7 BMR units.
Typology: Multifamily apartments.
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 20% of total project units
Lowest Income: 50% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: Unspecified.
Opt outs: On-site units, off-site units, rehab-regulated units, in-lieu fee, donate land.
Incentives: Density bonus, expedited permitting, fee reduction/waiver Tenure Type: Rental and for-sale
72 B.
Appendix C City of Brisbane
ECONorthwest 62
Montara, San Mateo City
Website: https://bridgehousing.com/properties/montara/
Developer: Bridge Housing
Total Units: 68 units
BMR Units: 68 BMR units
Typology: Multifamily apartments.
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 20% of total project units
Lowest Income: 50% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: Unspecified.
Opt outs: On-site units, off-site units, rehab-regulated units, in-lieu fee, donate land.
Incentives: Density bonus, expedited permitting, fee reduction/waiver Tenure Type: Rental and for-sale
73 B.
Appendix C City of Brisbane
ECONorthwest 63
801 Fassler, City of Pacifica
Website: http://www.801fassleravenue.com/
Developer: Samir Sharma
Total Units: 24 units (6 buildings)
BMR Units: 4 BMR units
Typology: Townhome
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 15% of total project units
Lowest Income: 50% AMI
Highest Income: 120% AMI
Term: 55 years
Types of development: Condominium, single-family home, common interest developments, and mutual housing associations.
Opt outs: On-site units, off-site units, in-lieu fee, donate land.
Incentives: Density bonus, other zoning variance, fee reduction/waiver.
Tenure Type: Rental and for-sale
74 B.
Appendix C City of Brisbane
ECONorthwest 64
Embark Apartments, 44762 Old Warm Springs Blvd, Fremont City Website: https://www.apartments.com/embark-apartments-fremont-ca/c2hfn5g/ Developer: Fairfield Residential
Total Units: 422 for-rent units
BMR Units: 102 BMR units
Typology: Multifamily apartment
IHO Parameters:
Requirement: Mandatory
Min set-aside amount: 10% of total project units
Lowest Income: 50% AMI
Highest Income: 110% AMI
Term: 55 years
Types of development: Condominium, stock cooperative, community apartment, or attached or detached single-family home.
Opt outs: On-site units, off-site units
Incentives: Density bonus
Tenure Type: Rental and for-sale
75 B.
Appendix C City of Brisbane
ECONorthwest 65
Projects in Environmental Review Stage in City of Pacifica 570 Crespi Drive, City of Pacifica
The 570 Crespi Drive Project (“Project”) would include development of one two-story mixeduse building (Building A) and two three-story residential buildings (Buildings B and C). The Project site would include the entirety of the 570 Crespi Drive parcel and a portion of the 540 Crespi Drive parcel. The Project would also include a condominium subdivision to create one commercial condominium and 19 residential condominiums. Building A would consist of 3,165 square feet (sf) of commercial space on the ground floor and three residential units on the second floor. Buildings B and C would be three stories each and would contain seven and nine townhomes, respectively, for a projectwide total of 19 units. The buildings would be constructed on the northernmost half of the site, while the southernmost half of the site would remain undisturbed. Construction of the project would require removal of at least two heritage trees, as defined in the Pacifica Municipal Code. Three of the units would be ownership Below Market Rate (BMR) units pursuant to the City’s Inclusionary Ordinance. In addition, the Project would involve off-site improvements, including construction of a new driveway and associated parking spaces within the northern portion of the existing Pacifica Community Center located immediately to the west at 540 Crespi Drive.
• 3 BMR units
• Still in EIR phase
• Confirmed IHO by contacting City of Pacifica
930 Oddstead Blvd, City of Pacifica
In response to the declining school-age population in the area, the Pacifica School District closed the former Oddstad Elementary School in 2005. Since then, the need for affordable housing options for the District’s current and future workforce has increased. The project proposes to demolish the existing, nonoperational elementary school in order to construct 70 residential units, 11 of which will be below-market-rate affordable housing units pursuant to the City of Pacifica Municipal Code, as well as community amenities and other site improvements such as landscaping and parking (Figure 3: Site Plan). To accommodate the proposed development, the project will amend the existing General Plan land use designation from Oddstad School to Low Density Residential, which allows for a density range of 3 to 9 dwelling units per acre. In addition, the site’s zoning designation will be amended from Single-Family Residential (R-1) to Planned Development District (P-D). Entitlements requested from the applicant include the following and are collectively referenced as File No. 2020-009:
• 10 BMR units
• Still in EIR phase
• Confirmed IHO by contacting City of Pacifica
76 B.