Agenda Packet — Hercules City Council, May 12, 2026 (part 1 of 3)

Tuesday, May 12, 2026
5:00 PM
City of Hercules
111 Civic Drive
Hercules, CA 94547
City Council
Mayor Chris Kelley
Vice Mayor Alex Walker-Griffin
Council Member Dilli Bhattarai
Council Member Tiffany Grimsley
Council Member Dion Bailey
Patrick Tang, Interim City Manager
Christie Crowl, City Attorney
Eibleis Melendez, City Clerk
Meeting Agenda
SPECIAL MEETING 5:00 P.M. REGULAR MEETING - 7:00 P.M
(or immediately following Special Meeting)
In-Person in Council Chambers or Via Zoom:

ID: 832 9035 8245 Passcode: 571966 Audio: 1-669-900-6833 1 City Council Meeting Agenda May 12, 2026
See last pages of agenda for information regarding meeting procedures To view webcast of meetings, live or on demand, go to the City's website at www.ci.hercules.ca.us I. SPECIAL CLOSED SESSION – CALL TO ORDER - ROLL CALL - 5:00 PM A. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A COUNCIL MEMBER TO

PARTICIPATE IN A MEETING REMOTELY DUE TO JUST CAUSE OR EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449
II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
III. CONVENE INTO CLOSED SESSION
The Hercules City Council will meet in Closed Session regarding the following:

1. 26-114 Pursuant to Government Code section 54957: Public Employment (City Manager)
IV. SPECIAL MEETING - Roll Call - 5:30 PM (or immediately following Special Closed Session)
V. PUBLIC COMMUNICATION - OPEN SESSION MEETING ITEMS
VI. COMMITTEE INTERVIEWS

1. 26-109 General Plan Advisory (GPAC) Committee Interviews RECOMMENDATION:

Conduct interviews for eligible candidates which have applied for the General Plan Advisory Committee.

VII. REGULAR MEETING - ROLL CALL - 7:00 PM (or immediately following Special Meeting)
VIII. REPORT ON ACTION TAKEN IN CLOSED SESSION
IX. PLEDGE OF ALLEGIANCE
VI. MOMENT OF SILENCE
VII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS

1. 26-115 Proclamation - World Lupus Day
Attachments: Proclamation
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2 City Council Meeting Agenda May 12, 2026
VIII. AGENDA ADDITIONS/DELETIONS
IX. PUBLIC COMMUNICATIONS
This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

Individuals wishing to address the City Council are asked to complete a form indicating the name and address of the speaker and the general topic to be addressed. Speakers must make their comments from the podium and will be allowed 3 minutes to discuss their concerns. All public comments are recorded and become part of the public record. A limit of 30 minutes will be devoted to taking public comment at this point in the agenda. If any speakers remain at the conclusion of the initial 30 minute period, time will be reserved at the conclusion of the meeting to take the remaining comments.

X. PUBLIC HEARINGS
XI. CONSENT CALENDAR

1. 26-107 Meeting Minutes for the Regular Meeting of April 28, 2026 Attachments: Meeting Minutes for the Regular Meeting of April 28, 2026

2. 26-106 Accept the Investment Report for the Quarter Ending March 31, 2026 RECOMMENDATION:

Accept the Investment Report for the Quarter Ending March 31, 2026 Staff Report
Attach 1 - Quarterly Investment Report
Attachments:

XII. DISCUSSION AND/OR ACTION ITEMS

1. 26-104 General Plan Advisory Committee At-Large Appointments RECOMMENDATION:

By minute action, appoint five (5) to seven (7) at-large community representatives to the ad-hoc General Plan Advisory Committee to serve until the comprehensive General Plan update is adopted.

Attachments: Staff Report
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3 City Council Meeting Agenda May 12, 2026

2. 26-105 Housing Asset Funding Proposals: Community HousingWorks (Bayline); Satellite Affordable Housing Associates (Sycamore Crossing); Eden Housing (Victoria Green)
RECOMMENDATION:

Receive a report on the three proposals received from affordable housing developers to the City’s Notice of Funding Availability for $5 million in Housing Asset Funding for affordable housing development. This item is for information only.

Staff Report
Attacg 1 - RSG Memo
Attach 2 - RSG Presentation
Attach 3 - CHW Proposal
Attach 4 - SAHA Proposal
Attach 5 - Eden Housing Proposal
Attachments:

3. 26-103 Budget Workshop: Fiscal Year (FY) 26-27 City of Hercules Proposed Annual Budget
RECOMMENDATION:

The staff recommends that the City Council receive the budget presentation, review the preliminary budget documents, and the financial forecast for FY 26-27. This discussion should also cover the additional budget request outlined in Attachment 1, which details significant changes and the economic implications of each adjustment.

Staff Report
Attach 1 - FY 26-27 List of Additional Budget Request
Attach 2 - FY 26-27 Proposed General Fund - Fund Summaries Attach 3 - FY 26-27 Proposed Special Revenue - Fund Summaries Attach 4 - FY 26-27 Proposed Sewer Enterprise - Fund Summaries Attach 5 - FY 26-27 Proposed Internal Service - Fund Summaries Attach 6 - FY 26-27 Proposed Debt Service - Fund Summaries Attach 7 - FY 26-27 Proposed Capital Improvement Projects (CIP) - Fund Summaries Presentation
Attachments:

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4 City Council Meeting Agenda May 12, 2026

4. 26-110 Allocation of $1,000 for Juneteenth Event 2026; Amendment to Flag Policy; Approval of Juneteenth and Pride Flag Raising for 2026 and Annually
RECOMMENDATION:

City Council should receive a presentation on the proposed Juneteenth event at the library and direct staff to allocate $1,000 for the event. The Council should further consider approving a minor amendment to the City’s flag policy and the raising of the Juneteenth and Pride flags this year as well as annually.

Staff Report
Attach 1 - City of Hercules Flag Policy - Proposed Amendment Attachments:

5. 26-108 Acceptance of the Falcon Way Pavement Rehabilitation Project RECOMMENDATION:

Adopt a resolution accepting the Falcon Way Pavement Rehabilitation Project as complete for a total amount of $773,946.26 and authorizing the filing of the Notice of Completion with the Contra Costa County Recorder’s Office.

Staff Report
Attach 1 - Resolution
Attach 2 - Notice of Completion
Attach 3 - Falcon Way Project Location
Attachments:

XIII. PUBLIC COMMUNICATIONS
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

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5 City Council Meeting Agenda May 12, 2026
XIV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

AND FUTURE AGENDA ITEMS
This is the time for brief announcements on issues of interest to the community. In accordance with the provisions of the Brown Act, matters which do not appear on this agenda but require City Council discussion may be either (a) referred to staff or other resources for factual information or (b) placed on a future meeting agenda.

1. Regional Committee
a. Contra Costa Mayors Conference
b. Hercules/ Pinole - WasteWater Management
c. League of Cities
d. Water Emerg. Transportation Authority
e. WCCIWMA
f. WCCTAC
g. West Co. Mayors & Supervisors Assoc. Meeting
h. WestCat
I. MCE
j. CCTA
k. East Bay Wildfire Coalition of Governments

2. City Council Committees and Subcommittees
a. Econ. Dev. Subcommittee
b. Traffic and Public Safety Committee
c. East Bay Economic Development Alliance

3. Commission Liaisons
a. Community & Library Services Commission
b. Finance Commission
c. Planning Commisison
XV. ADJOURNMENT
The next Regular Meeting of the City Council will be held on Tuesday, Ma 26, 2026 at 7:00p.m. in the Council Chambers.

Agendas are posted in accordance with Government Code Section 54954.2(a) or Section 54956.

Members of the public can view electronic agendas and staff reports by accessing the City website at www.ci.hercules.ca.us and can receive e-mail notification of agenda and staff report postings by signing up to receive an e-notice from the City’s homepage. Agendas and staff reports may also be obtained by contacting the City Clerk at (510) 799-8200 (Posted: May 7, 2026)
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INSTRUCTIONS ON HOW TO PARTICIPATE AND WATCH THE HERCULES CITY COUNCIL AND PLANNING

COMMISSION HYBRID MEETINGS
Attend in Person: Hercules City Council Chambers – 111 Civic Drive, Hercules, CA 94547 Attend via Zoom Teleconference: Details provided below and zoom webinar login, passcode and phone numbers provided on the agenda cover.

How to Submit Public Comments
In Person: Attend meeting at the Hercules City Council Chambers, fill out a public speaker card located on the side table and submit it to the City Clerk.

Via Zoom: Members of the public may submit a remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-900-6833 or +1-929-205-6099 or +1-253-215-8782.

Written Comments Submitted Electronically: All comments received before 3:00 p.m. the day of the meeting will be provided to the City Council prior to the meeting and posted to the City’s agenda website and located by clicking on the “meeting details” tab. Written comments received after 3:00 p.m. will be provided to City Council and posted to the agenda website the following day. Written comments will not be read aloud during the meeting. Email comments to [email protected]. Please indicate which item on the agenda you are commenting on in the subject line of your email.

Written comments submitted in person or via mail: Additional ways to provide your public comment is to either drop off your comment in person to the front desk receptionist located in the City Hall lobby or to mail your comment to City of Hercules, ATTN: City Clerk – Public Comment (Meeting Date), 111 Civic Drive, Hercules, CA 94547 in time to reach the City Clerk no later than 3:00 p.m. on the day of the meeting or you can submit your comment by telephone by calling (510) 799-8208 no later than 3:00 p.m. on the meeting date.

If you need assistance with public comment, please contact: Eibleis Melendez, City Clerk at [email protected] or by calling (510) 799-8200.

All public comments will become part of the official meeting record. As email containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email. The City cannot guarantee that its network and/or the website will not be uninterrupted. To ensure that the City Council receives your written comments, you are strongly encouraged to submit your comments in writing in advance of the meeting by 3:00 p.m. on the day of the Council or Commission meeting.

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7 City Council Meeting Agenda May 12, 2026

OTHER WAYS TO WATCH THE MEETING
Live on Channel 28: City Council meetings will replay the following Thursday at 7:00 p.m. and Saturday at 1:00 p.m.

Planning Commission meetings will replay the following Wednesday at 7:00 p.m. and Saturday at 9:00 a.m.

Video Streamed Live on the City’s Website:

To view City Council and Planning Commission meeting videos online go to: Hercules Meeting Videos.

Instructions to view Live or On-Demand Videos from the City’s website:

1. Go to: Hercules Meeting Videos or https://hercules.legistar.com/calendar.aspx.

2. Locate the desired meeting and date.

3. Click the associated “Video” link (Video status is as follows):

Video = Video is available for on demand viewing.

In Progress = Video is available for viewing during live recording.

Not Available = Video is either unavailable or has not been recorded.

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THE HERCULES CITY COUNCIL ADHERES TO THE FOLLOWING POLICIES,

PROCEDURES AND REGULATIONS REGARDING CITY COUNCIL MEETINGS

1. SPECIAL ACCOMMODATIONS: In compliance with the Americans with Disabilities Act, if you require special accommodations to participate at a City Council meeting, please contact the City Clerk at 510-799-8208 at least 48 hours prior to the meeting.

2. AGENDA ITEMS: Persons wishing to add an item to an agenda must submit the final written documentation 12 calendar days prior to the meeting. The City retains the discretion whether to add items to the agenda. Persons wishing to address the City Council otherwise may make comments during the Public Communication period of the meeting.

3. AGENDA POSTING: Agendas of regular City Council meetings are posted at least 72 hours prior to the meeting at City Hall, the Hercules Swim Center, Ohlone Child Care Center, and on the City’s website (www.ci.hercules.ca.us),

4. PUBLIC COMMUNICATION: Persons who wish to address the City Council should complete the speaker form prior to the Council's consideration of the item on the agenda.

Anyone who wishes to address the Council on a topic that is not on the agenda and is relevant to the Council should complete the speaker form prior to the start of the meeting. Speakers will be called upon during the Public Communication portion of the meeting. In accordance with the Brown Act, the City Council may not take action on items not listed on the agenda. The Council may refer to staff any matters brought before them at this time and those matters may be placed on a future agenda.

In the interests of conducting an orderly and efficient meeting, speakers will be limited to three (3) minutes.

Anyone may also submit written comments at any time before or during the meeting.

5. CONSENT CALENDAR: All matters listed under Consent Calendar are considered to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Council or a member of the public prior to the time the City Council votes on the motion to adopt.

6. LEGAL CHALLENGES: If you challenge a decision of the City Council in court, you may be limited to raising only those issues you or someone else raised at the meeting or in written correspondence delivered at, or prior to, the meeting. Actions challenging City Council decisions shall be subject to the time limitations contained in Code of Civil Procedure Section 1094.6.

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9 INTRODUCTIONS/PRESENTATIONS/

COMMISSION REPORTS

AGENDA ITEMS

1. 26-115
10 PROCLAMATION
RECOGNIZING MAY 10, 2026 AS WORLD LUPUS DAY

IN THE CITY OF HERCULES
WHEREAS, lupus is a severe and unpredictable autoimmune disease that can cause life- threatening damage to any organ in the body; and WHEREAS, lupus is a global health problem that affects millions of young women, men, and children of all nationalities, races, ethnicities, genders, and ages worldwide; and
WHEREAS, there remains low public awareness and understanding of lupus symptoms and health effects relative to its significant impact on the lives of people with lupus; and WHEREAS, many primary care physicians are not fully aware of all of the signs and symptoms of lupus, causing people with lupus to suffer for many years before they can obtain a diagnosis and begin treatment; and
WHEREAS, people with lupus need access to medical specialists and high-quality multidisciplinary care, including emotional, psychological and social care; and WHEREAS, there is an urgent need to develop tools that will improve patient and physician communications; and
WHEREAS, medical research efforts to find the causes of lupus, create useful tools to monitor disease activity, and develop more targeted and tolerable treatments are underfunded in comparison with diseases of similar magnitude and severity; and WHEREAS, there is a deep, unmet need worldwide to educate and support individuals affected by lupus, including their family members and caregivers, NOW, THEREFORE, BE IT PROCLAIMED, that I, Chris Kelley, Mayor of the City of Hercules, on behalf of the entire City Council, recognize May 10, 2026, as World Lupus Day on which lupus organizations around the globe call attention to the need for increases in public and private sector funding for medical research on lupus, education programs for health professionals and patients, and improved access to quality medical care for people with lupus.

In witness whereof, I hereunto set my hand and cause the seal of the City of Hercules to be affixed this 12th day of May 2026.
__________________________________
Chris Kelley, Mayor
11 CONSENT CALENDAR

AGENDA ITEMS

1. 26-107

2. 26-106
12 111 Civic Drive City of Hercules Hercules, CA 94547
Meeting Minutes
City Council
Mayor Chris Kelley
Vice Mayor Alex Walker-Griffin
Council Member Dilli Bhattarai
Council Member Tiffany Grimsley
Council Member Dion Bailey
Patrick Tang, Interim City Manager
Christie Crowl, City Attorney
Eibleis Melendez, City Clerk
Tuesday, April 28, 2026 6:00 PM
SPECIAL MEETING 6:00 PM REGULAR MEETING - 7:00 PM
In-Person in Council Chambers or Via Zoom:

Zoom ID: 844 3196 9944 Zoom Passcode: 471002
Zoom Phone Number: 1-669-900-6833
I. SPECIAL CLOSED SESSION – CALL TO ORDER - ROLL CALL - 6:00 PM A. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A COUNCIL MEMBER TO

PARTICIPATE IN A MEETING REMOTELY DUE TO JUST CAUSE OR EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449
Council Member Grimsley was not present during roll call but did attend Closed Session.

Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley

Present: 5 -
II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
NONE
III. CONVENE INTO CLOSED SESSION
The Hercules City Council will meet in Closed Session regarding the following:

City Attorney, Christie Crowl, read the title of the item to be discussed in Closed Session. Council and Staff convened into Closed Session.

1. 26-101 CONFERENCE WITH LEGAL COUNCIL - ANTICIPATED LITIGATION Initiation of litigation pursuant to Government Code Section 54956.9(d)(4) - 1 case.

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IV. REGULAR MEETING – CONVENE TO OPEN SESSION - ROLL CALL - 7:00 P.M.

Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley

Present: 5 -
V. REPORT ON ACTION TAKEN IN CLOSED SESSION
City Attorney Crowl stated that no reportable or final action was taken in Closed Session.

VI. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Council Member Bhattarai.

VII. MOMENT OF SILENCE
Mayor Kelley requested a Moment of Silence for Hercules resident, Christopher Todd Abundis, who recently passed away.

VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS

1. 26-095 Proclamation - National Library Week April 19-25, 2026 Attachments: Proclamation
Mayor Kelley read the proclamation. Hercules Library Manager, Alison Peters, accepted the proclamation and made remarks. Council made remarks.

2. 26-102 National Volunteer Week
Parks and Recreation Director, Christopher Roke, acknowledged National Volunteer Week by recognizing all of our City volunteers and expressed his thanks for their time and dedication to the city.

3. 26-098 Presentation - Phillips 66 Rodeo Renewable Energy Complex Attachments: Presentation
Sr. Special Projects Administrator, David Schoenthal, from Phillips 66 presented. Council asked questions and made remarks.

IX. AGENDA ADDITIONS/DELETIONS
NONE
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X. PUBLIC COMMUNICATIONS
NONE
This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

XI. PUBLIC HEARINGS
NONE
XII. CONSENT CALENDAR
MOTION: A motion was made by Council Member Bailey, seconded by Vice Mayor Walker-Griffin to adopt the Consent Calendar. The motion carried by the following vote:

Aye: 5 - Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley

1. 26-100 Meeting Minutes for the Special Closed Session Meeting of April 7, 2026 Meeting Minutes for the Special Closed Session Meeting of April 7, 2026
Attachments:

APPROVED

2. 26-096 Meeting Minutes for the Regular Meeting of April 14, 2026 Attachments: Meeting Minutes for the Regular Meeting of April 14, 2026

APPROVED
XIII. DISCUSSION AND/OR ACTION ITEMS

1. 26-059 Presentation from Contra Costa County Representative on the Contra Costa County Regional Alternative Compliance (RAC) Joint Powers Authority
RECOMMENDATION:

Council is asked to receive the presentation on the Contra Costa County Regional Alternative Compliance (RAC) Joint Powers Authority.

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Staff Report
Attach 1 - RAC System Overview
Attach 2 - RAC System Fact Sheet
Attach 3 - RAC JPA Joint Powers Agreement
Presentation
Attachments:

Public Works Director, Glenn Dombeck, introduced the item. A representative from Contra Costa County presented. Council asked questions and provided comment. Director Dombeck and the County Representative provided a response. Public Comment was provided by Tanya Little via Zoom. This was an informational item. No action was taken.

2. 26-097 Landscaping and Lighting Assessment Districts - Approval of Preliminary Engineer’s Reports and Declaring the City Council’s Intention to Levy and Collect Assessments for Fiscal Year 2026/27
RECOMMENDATION:

City staff is recommending City Council adopt the following resolutions:
a. A resolution for the preliminary approval of the Engineer’s Report and declaring the City Council’s intention to levy and collect assessments for Fiscal Year 2026/27 within the Citywide Landscaping and Lighting Assessment District No. 83-2, which is comprised of Benefit Zone Nos. 1, 2, 3&4, 5A, 5B, 5C, 6, 7, 8, 9, and 10, and setting a public hearing for June 23, 2026;
b. A resolution for the preliminary approval of the Engineer’s Report and declaring the City Council’s intention to levy and collect assessments for Fiscal Year 2026/27 within the Victoria by the Bay Landscaping and Lighting Assessment District No. 2002-1 and setting a public hearing for June 23, 2026;
c. A resolution for the preliminary approval of the Engineer’s Report and declaring the City Council’s intention to levy and collect assessments for Fiscal Year 2026/27 within the Hercules Village Landscaping and Lighting Assessment District No. 2002-2 and setting a public hearing for June 23, 2026;
d. A resolution for the preliminary approval of the Engineer’s Report and declaring the City Council’s intention to levy and collect assessments for Fiscal Year 2026/27 within the Baywood Landscaping and Lighting Assessment District No. 2004-1 and setting a public hearing for June 23, 2026; and
e. A resolution for the preliminary approval of the Engineer’s Report and declaring the City Council’s intention to levy and collect assessments for City of Hercules Page 4
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Fiscal Year 2026/27 within the Bayside Landscaping and Lighting Assessment District No. 2005-1 and setting a public hearing for June 23, 2026.

Staff Report
Attach 1 - Resolution - FY26-27 Citywide
Attach 2 - Resolution - FY26-27 Victoria By the Bay
Attach 3 - Resolution - FY26-27 Hercules Village
Attach 4 - Resolution - FY26-27 Baywood
Attach 5 - Resolution - FY26-27 Bayside
Attach 6 - LLAD Preliminary Engineer's Reports 2026-27
Attachments:

Public Works Director, Glenn Dombeck, introduced the item. Francisco and Associates presented. Council asked questions and provided comment. Director Dombeck and Francisco and Associates provided a response. No public comment. Action was taken on this item. This action also sets the Public Hearing for June 23, 2026.

MOTION: A motion was made by Council Member Bhattarai, seconded by Vice Mayor Walker-Griffin to adopt Resolution 26-023(Citywide LLAD). The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
MOTION: A motion was made by Council Member Bhattarai, seconded by Vice Mayor Walker-Griffin to adopt Resolution 26-024(Victoria By The Bay LLAD). The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
MOTION: A motion was made by Council Member Grimsley, seconded by Vice Mayor Walker-Griffin to adopt Resolution 26-025(Hercules Village LLAD). The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
MOTION: A motion was made by Vice Mayor Walker-Griffin, seconded by Council Member Grimsley to adopt Resolution 26-026(Baywood LLAD). The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
MOTION: A motion was made by Vice Mayor Walker-Griffin, seconded by Council Member Grimsley to adopt Resolution 26-027(Bayside LLAD). The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
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3. 26-099 Fiscal Year 2026-2027 Co-sponsored Special Events and Request for Additional Budget Allocation of $10,000
RECOMMENDATION:

Staff recommends that the City Council receive an update on special events co-sponsored by the city and the Bay Front Chamber of Commerce for the next FY 26-27 and that the Council approve an additional $10,000 to account for increased costs.

Staff Report
Attach 1 - Cultural Festival recap - 2022-23
Attach 2 - Cultural Festival recap - 2023-24
Attach 3 - Cultural Festival recap - 2024-25
Attachments:

Parks and Recreation Director Christopher Roke, presented the Staff Report. Council asked questions and provided comment. Director Roke provided a response. No public comment. Action was taken on this item.

MOTION: A motion was made by Council Member Bailey, seconded by Vice Mayor Walker-Griffin to allocate $55,000 for Community Events for the FY 26-27 .

The motion carried by the following vote:

Aye: Council Member Dilli Bhattarai, Council Member D. Bailey, Mayor C. Kelley, Vice Mayor A. Walker-Griffin, and Council Member T. Grimsley 5 -
XIV. PUBLIC COMMUNICATIONS
NONE
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

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XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

2. City Council Committees and Subcommittees
a. Econ. Dev. Subcommittee
b. Traffic and Public Safety Committee
c. East Bay Economic Development Alliance

3. Commission Liaisons
a. Community & Library Services Commission
b. Finance Commission
c. Planning Commisison
Interim City Manager Tang, mentioned a few city updates. No announcements from City Attorney Crowl.

1. Regional Committees
Council Member Bailey reported out on the Marin Clean Energy(MCE) Board Meeting. Council Member Grimsley reported out on the Hercules/Pinole Wastewater Subcommittee Meeting

2. City Council Committees and subcommittees
No reports were provided

3. Commission Liaisons
No reports were provided
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Council Members also reported out on events that they attended throughout the city and county.

There were no future agenda item request made by Council.

XVI. ADJOURNMENT
Mayor Kelley adjourned the meeting at 9:13pm.
_________________________________
Chris Kelley, Mayor
Attest:
_______________________________
Eibleis Melendez, City Clerk
City of Hercules Page 8
20 CONSENT CALENDAR

AGENDA ITEMS

2. 26-106
21 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 12, 2026
TO: Mayor and Members of the City Council
VIA: Patrick Tang, Interim City Manager
SUBMITTED BY: Edwin Gato, Director of Finance
SUBJECT: Accept the Investment Report for the Quarter Ending March 31, 2026
RECOMMENDED ACTION:

Accept the Investment Report for the Quarter Ending March 31, 2026 EXECUTIVE SUMMARY:

Pursuant to California Government Code section 53646 and the City’s Investment Policy, a quarterly report and certification shall be provided to the City Council, City Manager, and City Independent Auditor. The Quarterly Investment Report shall include a complete description of the portfolio, the type of investments, the issuers, maturity dates, par value, and dollar amounts invested in all securities. The report must ensure that investments were made consistently with the City’s Investment Policy and that the City will meet its expenditure obligations for the next six months. The Quarterly Investment Report for the quarter ending March 31, 2026, is provided as Attachment 1.

BACKGROUND:

To ensure compliance with state law and municipal policies, the City is mandated to present quarterly investment reports that provide a comprehensive overview of the City’s investment portfolio to the City Council, City Manager, and City Auditor. The authority to manage investments, reinvestment, sales, or exchanges of securities is delegated to the Finance Director, who concurrently holds the position of City Treasurer.

In accordance with the Investment Policy, the City Treasurer has the option to delegate certain fiduciary responsibilities to an external investment management firm. It is important to note that any investment manager engaged for this purpose must adhere to fiduciary 22 obligations as stipulated by the Securities and Exchange Commission under the Investment Advisor Act of 1940.

To effectively address the specialized services and expertise required for a diverse array of investment options, the City has engaged with the Local Investment Agency Fund (LAIF) as well as experienced investment managers from PARS.

ANALYSIS:

This report provides a comprehensive overview of the City's investment portfolio for the quarter ending March 31, 2026. It is prepared in compliance with California Government Code Section 53646 and adheres to the City's Investment Policy. The report encompasses all cash and investments managed by the City, along with City-related investments held by bond trustees for debt service obligations and funds in the irrevocable trust with PARS for pension and other post-employment benefits (OPEB). Additionally, it includes detailed information on each security's investment type, issuer, maturity date, cost, and current market value.

The City participates in the LAIF, a money market fund overseen by the State Treasurer.

LAIF includes multiple governmental agency participants and holds securities managed by its administrator. This fund provides local agencies with a mechanism to invest cash held in a treasury pool, allowing for same-day withdrawals to facilitate cash flow needs while earning interest from the Pooled Money Investment Account (PMIA). Moreover, investments managed by bond trustees are conducted in accordance with the terms of individual bond indentures.

As of March 31, 2026, the average yield of the pooled investment portfolio, prior to adjustments for fluctuations in market value, is reported at 5.31%. This yield exceeds the two-year U.S. Treasury Note rate of 3.79% and the average monthly rate of 3.82% for the LAIF. The market value of the pooled portfolio stands at negative $1,135, indicating a decrease of 0.0015% from its book value. Given that the City does not intend to sell its pooled investment portfolio securities before maturity, this decision will not impact on the overall yield.

Amount
Market Over/(Under) Average
Investment Type Value Cost Yield
Petty Cash $2,005 - 0.00%
Cash in Bank 8,537,619 - 0.00%
Local Agency Investment Fund (LAIF) 59,236,494 ($1,136) 3.83% Irrevocable Trust (Pension) 2,750,580 - 8.59%
Irrevocable Trust (OPEB) 3,248,412 - 8.59%
Investments with Bond Trustees 2,190,127 - 3.52%
Total Portfolio $75,965,237 ($1,136) 5.31%
23 As of March 31, 2026, 77.98% of the total investment portfolio is allocated to the Local Agency Investment Fund (LAIF). Within this allocation, 78.7% is comprised of U.S.

Treasuries and agency notes, while 10.8% is invested in certificates of deposit (CDs) and bank notes. The remaining 10.6% is distributed among various other investment types. For a comprehensive overview, including economic summaries and detailed information, please refer to the Investment Portfolio Summary Report included in Attachment 1.

The City strategically manages its idle cash from all operating funds on a pooled basis to optimize returns. Earnings are allocated to each fund based on their respective average cash balances. It is important to note that the timing of revenue collections—such as property taxes, business licenses, and franchise taxes—can significantly influence quarterly investment income throughout the year. At present, the City maintains adequate cash reserves to meet anticipated obligations over the next six months.

In compliance with Governmental Accounting Standards Board (GASB) Statement 40, the City is required to recognize the fair market value of its investments at the conclusion of each fiscal year. The market values noted in this report are sourced from the State Controller’s office for the Local Agency Investment Fund (LAIF) and from the City’s registered investment managers and bond trustees for all other investment vehicles. It is important to acknowledge that these market valuations are subject to daily fluctuations.

The distinction between market value and historical cost, referred to as Unrealized Investment Gains and Losses, represents temporary variances and does not reflect cashrelated transactions. Given that the City intends to hold its investments until maturity, at which point they will be redeemed at par value, any unrealized gains or losses will be reported exclusively at the end of the fiscal year in the City’s Comprehensive Annual Financial Report.

The total cash and investments reported include several components that are classified as unrestricted. Within the City’s General Fund, this amounts to $23.6 million (31%), while the Internal Service Funds contribute an additional $1.5 million (2%). It is essential to recognize that a portion of these funds is committed to pre-existing obligations or allocated for specific purposes. Conversely, the remaining $50.9 million, representing 67% of the City’s cash and investments, is restricted for designated uses by applicable federal, state, or local regulations.

FISCAL IMPACT:

This is an information report with no fiscal impact.

ATTACHMENTS:

1. Quarterly Investment Report
24 INVESTMENTREPORT
FORTHE

QUARTER ENDING
MARCH 31,2026

CITY OF HERCULES, CALIFORNIA
2025-2026

FISCAL YEAR
25 CITY OF HERCULES

FINANCE DEPARTMENT
111 CIVIC DRIVE
HERCULES, CALIFORNIA 94547-1771
PHONE: 510-799-8200
May 12, 2026
Honorable Mayor and Members of the City Council:

I hereby affirm that the investment portfolio, as of March 31, 2026, complies with all relevant state laws and conforms to the City’s investment policy. The anticipated revenues from ongoing City operations, coupled with the available liquidity from cash deposits, sufficiently cover the City’s expenditure requirements for the upcoming months.

As of March 31, 2026, the City possesses adequate financial resources to meet its expenditure obligations for the next six months.

Sincerely,
Edwin Gato
Finance Director/City Treasurer
26 City of Hercules, California
Investment Portfolio Summary Report
For the Quarter Ended March 31, 2026
Book % of Average Market
Value Total Yield Value
Cash on Hand $2,005 $2,005
Cash on Deposit 8,537,619 8,537,619
Total Cash on Hand 8,539,624 11.24% 0.00% 8,539,624
Local Agency Investment Fund (LAIF) 59,237,629 77.98% 3.83% 59,236,494 Irrevocable Trust (Pension) 2,750,580 3.62% 8.59% 2,750,580 Irrevocable Trust (OPEB) 3,248,412 4.28% 8.59% 3,248,412 Investments with Bond Trustees 2,190,127 2.88% 3.52% 2,190,127 Total Portfolio $75,966,372 100.00% 5.31% $75,965,237
Amount over (under) Market Value vs. Book Value ($1,135) % of Portfolio -0.0015%
Investments by Type
Cash on Hand
LAIF
Irrevocable Trust
(Pension)
Irrevocable Trust
(OPEB)
Investments with
Trustees
27 City of Hercules
Detail for Investment Portfolio Summary Report
For the Quarter Ended March 31, 2026
(DAYS)

BOOK MARKET PURCHASE MATURITY LIFE TO REMAINING PAR MARKET

DESCRIPTION VALUE YIELD DATE DATE MATURITY LIFE VALUE VALUE

CASH ON HAND
PETTY CASH 2,005.00 0.00% 2,005.00 $2,005.00

CASH IN BANK
MECHANICS BANK - GENERAL CHECKING 4,783,155.48 0.00% 4,783,155.48 4,783,155.48 MECHANICS BANK - HERCULES RDA 3,558,334.95 0.00% 3,558,334.95 3,558,334.95 MECHANICS BANK - PD ASSET SEIZURE 196,128.40 0.00% 196,128.40 196,128.40 TOTAL AND AVERAGES 8,537,618.83 8,537,618.83 8,537,618.83

LOCAL AGENCY INVESTMENT FUND (LAIF)
LAIF 59,237,629.19 3.83% 1/1/2026 3/31/2026 89 - 59,237,629.19 59,236,493.66

IRREVOCABLE TRUST (PENSION/OPEB)
US BANK MUTUAL (PARS-OPEB) 3,248,412.15 8.59% 1/1/2026 3/31/2026 89 - 3,248,412.15 3,248,412.15 US BANK MUTUAL (PARS-PENSION) 2,750,580.34 8.59% 1/1/2026 3/31/2026 89 - 2,750,580.34 2,750,580.34 TOTAL AND AVERAGES 5,998,992.49 8.59% 89 - 5,998,992.49 5,998,992.49

INVESTMENTS WITH BOND TRUSTEES
THE BANK OF NEW YORK (BNY) JM 05 1 RESERVE
FUND 55,797.47 0.00% 1/1/2026 3/31/2026 89 - 55,797.47 55,797.47

THE BANK OF NEW YORK (BNY) MELLON TRUST
HERCULES PFA WW INTEREST ACCT 21 A 2,887.50 0.00% 1/1/2026 3/31/2026 89 - 2,887.50 2,887.50

THE BANK OF NEW YORK (BNY) MELLON TRUST
(HERCULES PFA 09 REVENUE FUND) 810,319.53 3.52% 1/1/2026 3/31/2026 89 - 810,319.53 810,319.53

THE BANK OF NEW YORK (BNY) MELLON TRUST
(HERCULES PFA 09 DEBT SERV PRIN ACCT) 250,492.92 3.52% 1/1/2026 3/31/2026 89 - 250,492.92 250,492.92

THE BANK OF NEW YORK (BNY) MELLON TRUST
(HERCULES PFA 09 DEBT SERV INT ACCT) 150,414.50 3.52% 1/1/2026 3/31/2026 89 - 150,414.50 150,414.50

THE BANK OF NEW YORK (BNY) MELLON TRUST
(HERCULES PFA 09 RESERVE FD) 920,215.00 3.52% 1/1/2026 3/31/2026 89 - 920,215.00 920,215.00 TOTAL AND AVERAGES 2,190,126.92 3.52% 90 - 2,190,126.92 2,190,126.92 TOTAL INVESTMENT REPORT $75,966,372.43 5.31% 89 - $75,966,372.43 $75,965,236.90 28 City of Hercules, California
Investment Portfolio Summary Report
For the Quarter Ended March 31, 2026
% of
Cash Description Book Value Total
Bond Trustee $2,190,127 3%
Irrevocable Trust 5,998,992 8%
Restricted 42,675,361 56%
General Fund 23,594,978 31%
Internal Service Funds 1,506,914 2%
Total, Book Value $75,966,372 100%
Restricted:

Wastewater 17,830,795
Successor Housing 6,428,337
Development Impact Fees 3,408,351
Capital Projects 4,477,822
Landscape & Lighting 1,790,839
SB1 RMRA 2,079,145
Gas Tax & Measure J "Street" 1,143,875
Successor Agency 3,558,335
Solid Waste 916,079
Agency Fund 696,405
Asset Seizure 57,523
COPS Program 287,855
42,675,361
Bond Trustee
3%
Irrevocable Trust
8%
Restricted
56%
General Fund
31%
Internal Service Funds
2%
Cash by Fund
29 March 3.826
February 3.871
January 3.931
December 4.025
November 4.096
October 4.150
PMIA Average Life(1): 261
LAIF Fair Value Factor(1): 0.999980831
PMIA Daily(1): 3.82
PMIA Quarter to Date(1): 3.92
LAIF Apportionment Rate(2): 3.98
LAIF Earnings Ratio(2): 0.00010906180047888
LAIF Administrative Cost(1)*: TBD
Treasuries

56.86%
Agencies

21.79%
Certificates of
Deposit/Bank Notes

10.77%
Time
Deposits

3.31%
Commercial
Paper

6.52%
Corporate
Bonds

0.59%
Loans

0.16%
Notes: The apportionment rate includes interest earned on the CalPERS Supplemental Pension Payment pursuant to Government Code 20825 (c)(1) .
*The percentage of administrative cost equals the total administrative cost divided by the quarterly interest earnings. The law provides that administrative costs are not to exceed 5% of quarterly EARNINGS of the fund. However, if the 13-week Daily Treasury Bill Rate on the last day of the fiscal year is below 1%, then administrative costs shall not exceed 8% of quarterly EARNINGS of the fund for the subsequent fiscal year.

Source:
(1) State of California, Office of the Treasurer
(2) State of California, Office of the Controller
PMIA Average Monthly
Effective Yields(1)
PMIA/LAIF Performance Report
as of 03/31/26
Daily rates are now available here. View PMIA Daily Rates Quarterly Performance
Quarter Ended 03/31/26
Chart does not include $829,000.00 in mortgages, which equates to 0.001%. Percentages may not total 100% due to rounding.

Pooled Money Investment Account
Monthly Portfolio Composition (1)
3/31/26
$165.3 billion
30 DISCUSSION AND/OR ACTION ITEM

AGENDA ITEMS

1. 26-104

2. 26-105

3. 26-103

4. 26-110

5. 26-108
31 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 12, 2026
TO: Mayor and Members of the City Council
VIA: Patrick Tang, Interim City Manager
SUBMITTED BY: Timothy Rood AICP, Community Development Director SUBJECT: General Plan Advisory Committee At-Large Appointments RECOMMENDED ACTION:

By minute order, appoint five (5) to seven (7) at-large community representatives to the ad-hoc General Plan Advisory Committee to serve until the comprehensive General Plan update is adopted.

BACKGROUND:

On October 14, 2025, the City Council approved a resolution creating an ad-hoc General Plan Advisory Committee (GPAC) to provide guidance throughout the process of updating the City’s General Plan. The GPAC includes representatives of the City’s Planning, Finance, and Community & Library Services Commissions and the Hercules Historical Society, who have been appointed by those bodies to the GPAC. In addition, the GPAC is to have five to seven at-large community representatives to be appointed by the Council.

As detailed in previous reports, the general flow of GPAC meetings will be approximately every two months over a roughly two-year period, and related to the phases of work, as listed below:
• Meeting #1: Introduction to the project and the role of the GPAC • Meeting #2: Issues, opportunities, community priorities • Meeting #3: Focus areas and development vision
• Meeting #4 and #5: Land use options
• Meeting #6: Preferred land use options
32 • Meeting #7: Land use designation changes and development standards • Meetings #8 and #9: Policy development
• Meeting #10: Responses to comments on the Public Review Draft Elements and Draft EIR
For each GPAC meeting, the consultants will prepare agendas and meeting materials, facilitate the meetings, and provide summary notes. All the meetings will be open to the public and include time for public input and participation. City staff responsibilities will include meeting logistics and communication with GPAC members, identifying meeting spaces, and providing support during the meetings.

The GPAC will provide recommendations to the City Council and is not a decisionmaking body. Following adoption of the updated General Plan, anticipated for early in 2029, the GPAC will be dissolved.

A call for applications to the GPAC went out in April 2026 and included direct outreach to past applicants to other commissions, news articles on the City website and in the Hercules Herald e-newsletter, and a postcard direct mailing to every home and business in Hercules. Applications were due April 30, 2026.

ANALYSIS:

Eleven (11) applications were received. The Council held a Special Meeting earlier this evening, May 12, 2026, to conduct interviews for all eligible applicants.

By roll call vote, the Council may appoint five (5) to seven (7) community representatives.

Any Hercules community member may be appointed to these positions, but the Council may wish to consider appointing representatives reflecting the City’s diverse population, such as seniors, youth, parents, business owners, and representatives of non-profit organizations and other community groups.

FISCAL IMPACT:

There is no fiscal impact associated with this item.
33 DISCUSSION AND/OR ACTION ITEM

AGENDA ITEMS

2. 26-105
34 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of May 12, 2026
TO: Mayor and Members of the City Council
VIA: Patrick Tang, Interim City Manager
SUBMITTED BY: Timothy Rood AICP, Community Development Director SUBJECT: Housing Asset Funding Proposals: Community HousingWorks (Bayline); Satellite Affordable Housing Associates (Sycamore Crossing); Eden Housing (Victoria Green)
RECOMMENDED ACTION:

Receive a report on the three proposals received from affordable housing developers to the City’s Notice of Funding Availability (“NOFA”) for $5 million in Housing Asset Funding for affordable housing development. This item is for information only.

BACKGROUND:

The City of Hercules (“City”) serves as the Housing Successor Agency (“Housing Successor”) to the former Hercules Redevelopment Agency (“Redevelopment Agency”).

The Housing Successor’s Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”) had a $6.2 million cash balance as of June 30, 2025. The balance is primarily from loan repayments related to homeowner and developer loans issued by the former Redevelopment Agency.

Housing Asset Funds may be used on a variety of project development costs with the following restrictions:
• At least 30% must be spent assisting extremely low income rental households earning 30% or less of the AMI. No more than 20% may be spent on low income households earning 60% to 80% of the Area Median Income (“AMI”). • Moderate and above moderate-income households (above 80% AMI) may not be assisted with Housing Asset Funds.
35 • Housing Asset Funds may be used to assist senior units if no more than 50% of rental units assisted by any City funding source are restricted for seniors.

All affordable housing units developed with this funding source must be income restricted for at least 55 years. All deed-restricted affordable housing units within Hercules City limits are subject to the City’s Affordable Housing Policy.

The City issued a Notice of Funding Availability (“NOFA”) in October 2025 inviting developers to submit proposals to develop affordable housing utilizing up to $5 million in Housing Asset Funds. Three proposals were received, as shown in Table 1.

Table 1:

Developer Proposals
Developer
Community
HousingWorks
(“CHW”)
Satellite Affordable
Housing
Associates
(“SAHA”)
Eden Housing
(“EDEN”)
Project Name Bayline Apartments Sycamore
Crossing
Victoria Green
# of Units 83 100 66
new
units
+132
rehab
units
City staff and RSG, Inc. (“RSG”) evaluated each proposal based on the following criteria, as descried in the NOFA:
 developer qualifications and experience,
 financial capacity,
 alignment with community and Housing Element goals,
 project readiness and economic viability, and
 project eligibility and affordability.

RSG scrutinized development pro formas for each proposal and found they all have reasonable cost assumptions that comply with California Tax Credit Allocation Committee rent limits, operating expense minimums, and reserve requirements.

Below is a summary of each proposed development:

Bayline Project
Community HousingWorks submitted a proposal in response to the NOFA for a modified version of its Bayline project on Bayfront Boulevard (Waterfront Blocks F & G) (Attachment 3). This site is located within the Waterfront District Master Plan (WDMP) area and is subject to the WDMP development standards, However, the site is not within the Bayfront project and is not covered by the Bayfront project’s development agreement, affordable housing plan implementation agreement, or parking operations agreement. 36 By way of background, in May 2025, CHW submitted a preliminary application invoking California Senate Bill 35 (SB 35) for a five-story 100% affordable housing development that included 107 units and 87 parking spaces. SB 35, enacted in 2017, streamlines affordable housing approvals in cities and counties failing to meet state housing targets.

The law aims to accelerate housing construction. It requires "ministerial" (nondiscretionary) approval for qualified multi-family developments with at least 10%–50% affordable units, bypassing lengthy CEQA reviews. Ministerial approvals are required by state law to be made at the staff level for qualifying projects and are made without a public hearing.

Following a required community meeting held in June 2025 and conclusion of the required tribal consultation, Community HousingWorks revised their design to reduce the building height from five stories to four stories and reduce the number of units to 83. In February 2026, CHW submitted a full application for ministerial approval of the revised four-story project under SB 35. Although no parking is required for affordable housing units under the City’s Waterfront District Master Plan, the project proposes 87 parking spaces accessed from a rear alley, along with a landscape buffer with trees.

The City denied the SB 35 application in March 2026 because the site does not meet the urban surroundings requirement of Government Code Section 65913.4(a)(2)(B) to qualify for streamlined ministerial approval. Less than 75% of the perimeter of the site abuts land developed or previously developed with urban uses. Government Code Section 65913.4(m)(13) defines “urban uses” as: “any current or former residential, commercial, public institutional, public park that is surrounded by other urban uses, parking lot or structure, transit or transportation passenger facility, or retail use, or any combination of those uses.” The prior use of the vacant parcels surrounding the site was industrial.

Industrial use is not included within this statutory definition of urban uses.

Although the project did not qualify for streamlined ministerial review under SB 35, the City noted that CHW was free to resubmit the project under the standard discretionary review process. The project proposed in CHW’s NOFA response appears to be consistent with the revised SB 35 application (i.e. 4 stories, 83 units) and would require one or more discretionary approvals, including but not limited to Planning Commission approval of a Design Review Permit.

Sycamore Crossing Former Hotel Site
Satellite Affordable Housing Associates (SAHA) submitted a proposal for a 100-unit, 5- story multifamily affordable housing development on the portion of the Sycamore Crossing site previously entitled as a Hampton Inn Hotel (Attachment 4). One hundred (100) surface parking spaces would be provided. No development review application for this project has been submitted. The approval pathway for this project may also include discretionary approvals, including but not limited to amendment of the Sycamore Crossing Planned Development Plan and a Design Review Permit.
37 Victoria Green
Eden Housing, which owns and operates the existing Victoria Green affordable housing development within Victoria by the Bay, submitted a proposal for 66 new senior housing units and common amenities in new three-story buildings on the portion of the site that is currently project open space and the project’s clubhouse, along with the rehabilitation of 132 existing units (Attachment 5). All existing parking would be preserved, but no additional parking would be added. No development review application for this project has been submitted. The approval pathway for this project may also include discretionary approvals, including but not limited to amendment of the New Pacific Properties Specific Plan and a Design Review Permit.

ANALYSIS:

RSG’s evaluation memo (Attachment 1) presents key components of each development proposal for the City Council’s consideration. RSG will present their analysis, and staff and RSG will be available for questions.

City staff and RSG recommend funding one project, versus splitting the $5 million award between multiple projects. This approach ensures the best opportunity for the funded project to be more competitive for other key funding sources and, thus, have a higher chance of successful and timely development.

Tonight’s presentation is for information only. Staff and RSG plan to return to the City Council on May 26, 2026 with a recommendation and request for direction to enter into exclusive negotiation with one of the three developers for the award of the Housing Asset funding.

FISCAL IMPACT:

There is no fiscal impact from this informational item. There is sufficient funding for the NOFA award and the City’s anticipated legal and consultant expenses in the Housing Successor’s Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”). The Housing Asset Fund houses all former redevelopment agency housing assets and is subject to expenditure requirements detailed in Health and Safety Code (“HSC”) Section 34176.1. The City oversees expenditure of the Housing Asset Fund. 38 ATTACHMENTS
Attachment 1 – RSG evaluation memo
Attachment 2 – RSG presentation
Attachment 3 – CHW proposal
Attachment 4 – SAHA proposal
Attachment 5 – Eden Housing proposal
39 To: Timothy Rood, Community Development Director

CITY OF HERCULES
From: Suzy Kim and Mark Sawicki, Directors
RSG, INC.

Date: April 28, 2026
SUBJECT: REVIEW OF DEVELOPMENT PROPOSALS: HERCULES HOUSING SUCCESSOR AGENCY NOFA (2026)
The City of Hercules (“City”) serves as the Housing Successor Agency (“Housing Successor”) to the former Hercules Redevelopment Agency (“Redevelopment Agency”). The Housing Successor’s Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”) had a $6.2 million cash balance as of June 30, 2025. The balance is primarily from loan repayments related to homeowner and developer loans issued by the former Redevelopment Agency.

The City issued a Notice of Funding Availability (“NOFA”) in October 2025 inviting developers to submit proposals to develop affordable housing utilizing up to $5 million in Housing Asset Funds.

Three developers submitted proposals as shown in Table 1.

Table 1:

Developer Proposals
Developer Community Housing
Works (“CHW”)
Satellite Affordable
Housing Associates
(“SAHA”)
Eden Housing (“EDEN”)
Project Name Bayline Apartments Sycamore Crossing Victoria Green # of Units 83 100 66
new units
+132
rehab units
City staff and RSG, Inc. (“RSG”) evaluated each proposal based on the following criteria, as described in the NOFA:
 developer qualifications and experience,
 financial capacity,
 alignment with community and Housing Element goals,
 project readiness and economic viability, and
 project eligibility and affordability.

RSG scrutinized development pro formas for each proposal and found they all have reasonable 40 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 2 ends

cost assumptions that comply with California Tax Credit Allocation Committee rent limits, operating expense minimums, and reserve requirements.

Table 2 presents key components of each development proposal for City Council’s consideration.

Factors to consider in making a decision include:
 Number of affordable units at deepest levels of affordability  Number of new residents based on bedroom count
 Progress towards Regional Housing Needs Allocation (RHNA)  Progress towards Housing Element goals
 Income and age limit restrictions on local Housing Fund source  Positive cash flow projections to cover expenses and debt service  Development timeline elements: site control, funding commitments, development application status
 Funding one project versus splitting $5 million among multiple projects. Funding one project will make it more competitive for other funding sources and give it a higher chance of successful and timely development.

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore
Crossing
Victoria Green
Location Bayfront
Boulevard
Sycamore Ave. &
San Pablo Ave.

Paradise Drive
(near Victoria Crescent W)
APN 404-490-102-5
404-490-101-7
404-020-098
404-020-099
404-030-050
Population Served Individuals and
families
(62 units)
Persons with
Intellectual and
Developmental
Disabilities (IDD)
(21 units)
Individuals and
families
(100 units)
Seniors
(66 new
units)
Reserve the
right to change
if it conflicts
with existing
regulatory
agreements
Individuals
and families
(132 existing
units)
Unit Type 1, 2, and 3 bed Studio, 1, 2, and 3
bed
Studio and 1
bed
Studio, 1, 2,
and 3 bed
41 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 3 ends

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore
Crossing
Victoria Green
Number of Units by Income Level:

New Units New + Rehab
30% AMI 29 11 7 21
50% AMI 16 30 45 85
60% AMI 27 58 13 67
80% AMI 10 23
Manager 1 1 1 2
# of Units 83 100 66 198
# of Permanent
Supportive Housing Units 0 0 0 0
Weighted Average
Bedroom Size

1.74 1.69 0.71 1.69
Est. Resident Count 269 260 92 508
Target Income Levels as % of Total Units:
30% AMI 35% 11% 11% 11%
50% AMI 19% 30% 69% 43%
60% AMI 33% 59% 20% 34%
80% AMI 12% 0% 0% 12%
Manager 1% 1% 1% 1%
Weighted Average
Affordability Level
49% AMI 54% AMI 50% AMI 53% AMI
Building Size and Scale:

Total Building Square
Footage 95,980 102,660 46,681
Number of Buildings 2 1 1 new
Number of Stories 4 5 3
42 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 4 ends

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore
Crossing
Victoria Green
Development Cost:

New Units New + Rehab
Total Development Cost
(net of land)
$60,430,339 $77,897,924 $34,427,523 $40,427,523
Total Development Cost
per Unit (net of land)
$728,076 $778,979 $521,629 $204,179
Developer Fee (net of
contributions)
$2,800,000 $3,842,078 $5,919,086
Total Amount of City
Funding Requested
$5,000,000 $5,000,000 $5,000,000
City Funding per Unit $60,241 $50,000 $75,758 $25,253
Development Costs
Include Prevailing Wage
Yes Yes No
Site Control Yes, owns site Yes, with execution
of Purchase & Sale
Agreement by May
2026 with final
option expiring Dec
2026
Yes, owns site
Cash Flow Positive NOI,
Maintains 1.15
debt service
coverage that
increases each
year,
Soft loan
repayments begin
in Year 11
Positive NOI,
Maintains 1.15 debt
service coverage
that increases each
year,
Soft loan
repayments begin
in Year 7
Negative NOI after 24 Years,
Debt service coverage
declines after Year 12,
No soft loan repayments
43 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 5 ends

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore Crossing Victoria Green
Sources of Funding:

Federal LIHTC Equity (4%) $31,319,886 $24,979,955
Federal LIHTC Equity (9%) $24,357,564
Federal Home Loan Bank Aff
Hous Prog (AHP)
$1,500,000
HCD: Aff Hous and Sust
Comm ("AHSC")
$17,303,893 $26,350,208
HCD: Multifamily Housing
Program ("MHP")
$7,722,481
Contra Costa Co. (HOME) $2,529,197 $2,135,143
Contra Costa Co. (Measure X) $458,865
City of Hercules $5,000,000 $5,000,000 $5,000,000
East Bay Regional Center $3,150,000
Deferred Developer Fee $1,400,000 $1,145,213 $2,351,804 Seller/Developer Carryback
Loan
$15,697,047
Income from Operations $734,878
GP Capital Contribution $4,538,944 $100
Permanent Loan $8,047,000 $11,454,378 $11,422,618
Total Sources $62,246,519 $81,308,629 $70,044,026
Developer Qualifications and Experience:

Years of Experience Nearly 40 years Over 50 years 58 years Development Portfolio
Developed over
5,100 apartments in
53 communities,
with 1,500 units in
the pipeline
Completed 75
affordable communities
in the Bay Area. House
over 4,000 residents
Developed or rehabilitated
over 12,930 units statewide
Other Factors Submitted SB 35
development
application
If SAHA is unable to
secure AHSC
allocation, its alternate
plan is HCD MHP
funding. To be
competitive for MHP
projects on public land,
SAHA asks City to
purchase development
site and lease to SAHA
to shield City from
property responsibilities
before closing.

Simultaneous resyndication
and rehabilitation of
existing project to leverage
tax credits in support of
new construction
1/4 of construction budget
for rehab;
3/4 of budget for
construction of new units
44 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 6 ends

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore
Crossing
Victoria Green
Housing Successor Compliance:

Minimum 30% @ 30% AMI, Maximum 20% @ 60-80% AMI
Number of 30% AMI Units 29 11 7 21
Housing Asset Fund
Subsidy Per 30% AMI Unit
$172,414 $454,545 $714,286 $238,095
Total Development Cost Per
Unit (net of land)
$728,076 $778,979 $521,629 $204,179
Can Allocate Full Request to
30% AMI (Per Unit Funding
Less than Total Dev Cost)
Yes Yes No No
SB 341 Compliance by
Income Level
Complies, can
allocate all funding
to 30% AMI
Complies, can
allocate all
funding to 30%
AMI
Subsidy per
30% AMI unit
exceeds
development
cost
Subsidy per
30% AMI unit
exceeds
development
cost
Percent Senior Units 0% 0% 100% 33%
SB 341 Compliance by Age Yes Yes Exceeds 50% maximum for seniors
Alignment with Community Goals / Housing Element Needs:

Senior Housing Project
(Program H2-3)
no no yes
Alternative Housing Model
(Program H2-5)
no no no
Housing Choice Vouchers
(Program H1-3)
no no no
Housing for Persons with
Special Needs (Program H4-
1)
yes no yes
Policy 1.5 Encourage
development of new special
needs housing for seniors,
single parents, families, large
families, the disabled,
including those with
developmental disabilities, and
extremely low-income
households
yes yes yes
45 Timothy Rood, Community Development Director

CITY OF HERCULES
April 29, 2026

Page 7 ends

Table 2
Developer Proposal Summary
Developer CHW SAHA Eden
Project Name Bayline
Apartments
Sycamore
Crossing
Victoria Green
Policy 1.6. Use density
bonuses and other incentives
to facilitate the development of
new housing for extremely low,
very low- and low-income
households in conformity with
State law
yes yes yes
Policy H4.5 Encourage
housing serving special needs
such as elderly and disabled
yes no yes
RHNA Fulfillment:
# of Units That Fulfill Remaining RHNA Need (2025 remaining need) Very Low or 50% AMI
(343 Units)
45 41 52 106
Low or 80% AMI
(196 Units)
37 58 13 90
Moderate or 120% AMI (125
Units)
0 0 0 0
Above Moderate
(309 Units)
0 0 0 0
46 Review of Proposals
To Fund Affordable Housing
Development
Hercules Housing Successor Agency
May 12, 2026
47 NOFA and Responses
05/12/2026 Hercules Housing Successor Agency
Notice of Funding Availability (NOFA) issued in October 2025 $5 Million available from the Low- and Moderate-Income Housing Asset Fund of the Housing Successor to the former Hercules Redevelopment Agency
Three (3) Developers responded:
- Community Housing Works (CHW)
- Satellite Affordable Housing Associates (SAHA)
- Eden Housing (EDEN)
2 48
Proposal Evaluation Criteria
☑ Developer qualifications and experience
☑ Financial capacity
☑ Alignment with Housing Element and community goals
☑ Project readiness and economic viability
☑ Project eligibility and affordability
☑ Reasonable cost assumptions
☑ Compliance with California and Federal funding requirements and rent limits
05/12/2026 Hercules Housing Successor Agency 3
49 Additional Review Factors
✩ Number of affordable units at deepest levels of affordability ✩ Number of new residents based on bedroom count
✩ Progress towards Regional Housing Needs Allocation (RHNA) ✩ Progress towards Housing Element goals
✩ Income and age limit restrictions on local Housing Fund source ✩ Positive cash flow projections to cover expenses and debt service ✩ Development timeline elements: site control, funding
commitments, development application status
05/12/2026 Hercules Housing Successor Agency 4
50 RSG Findings:
 All of the projects and developers are worthy of support.  All developers have considerable experience and reputations.  All of the projects provide additional needed housing at varying levels of affordability.
 All of the projects are projected to be completed at a reasonable development cost.
 It is better to fund one project than split the $5 million available to multiple projects.
 The funded project will be more competitive for other funding sources.  The funded project will have a higher chance of successful and timely development.
05/12/2026 Hercules Housing Successor Agency 5
51 Developer Proposal Comparison Summary
Developer CHW SAHA EDEN
Project Name Bayline Apartments Sycamore Crossing Victoria Green Location Bayfront Boulevard Sycamore & San
Pablo Ave.

Paradise Drive (near Victoria
Crescent W)
Population Served
(units)
Individuals and
families (62)
Persons with
intellectual and
development
disabilities (21)
Individuals and
families (100)
New Units:

Seniors (66)
Existing Units:

Individuals and
families (132)
Unit Type 1, 2, and 3 bed Studio, 1, 2, and 3 bed Studio and 1 bed
Studio, 1, 2, and
3 bed
05/12/2026 Hercules Housing Successor Agency 6
52 Developer Proposal Comparison Summary
05/12/2026 Hercules Housing Successor Agency
Developer CHW SAHA EDEN
Number of Units by Income Level:

New Units New + Rehab
30% AMI 29 11 7 21
50% AMI 16 30 45 85
60% AMI 27 58 13 67
80% AMI 10 23
Manager 1 1 1 2
# of Units 83 100 66 198
Weighted Avg Bedroom Size 1.74 1.69 0.71 1.69
Est. Resident Count 269 260 92 508
Target Income Levels as % of Total Units:
30% AMI 35% 11% 11% 11%
50% AMI 19% 30% 69% 43%
60% AMI 33% 59% 20% 34%
80% AMI 12% 0% 0% 12%
Manager 1% 1% 1% 1%
Weighted Avg Affordability 49% AMI 54% AMI 50% AMI 53% AMI 7 53
Developer Proposal Comparison Summary
05/12/2026 Hercules Housing Successor Agency
Developer CHW SAHA EDEN
Total Building Sq Ft 95,980 102,660 46,681
Number of Stories 4 5 3
New Units New + Rehab
City Funding Requested $5,000,000 $5,000,000 $5,000,000 City Funding per Unit $60,241 $50,000 $75,758 $25,253
Total Development Cost
(net of land) $60,430,339 $77,897,924 $34,427,523 $40,427,523 Cost per Unit (net of land) $728,076 $778,979 $521,629 $204,179 Net Developer Fee $2,800,000 $3,842,078 $5,919,086
Include Prevailing Wage Yes Yes No
Site Control Yes, owns site
Yes, with execution of
Purchase & Sale
Agreement
Yes, owns site
Cash Flow Positive NOI,
Maintains 1.15 debt
service coverage,
Soft loan repayments
begin in Year 11
Positive NOI,
Maintains 1.15 debt
service coverage,
Soft loan repayments
begin in Year 7
Negative NOI after 24 Years,
Debt service coverage declines
after Year 12,
No soft loan repayments
8 54
Developer Proposal Comparison Summary
05/12/2026 Hercules Housing Successor Agency
Developer CHW SAHA EDEN
Housing Successor Compliance: Minimum 30% @ 30% AMI, Maximum 20% @ 60-80% AMI New Units New + Rehab
Number of 30% AMI Units 29 11 7 21
Housing Asset Fund Subsidy
Per 30% AMI Unit $172,414 $454,545 $714,286 $238,095
Total Development Cost Per
Unit (net of land) $728,076 $778,979 $521,629 $204,179
Can Allocate Full Request to
30% AMI (Per Unit Funding Less
than Total Dev Cost)
Yes Yes No No
SB 341 Compliance by Income
Level
Complies, can
allocate all funding to
30% AMI
Complies, can
allocate all funding
to 30% AMI
Subsidy per
30% AMI unit
exceeds
development
cost
Subsidy per
30% AMI unit
exceeds
development
cost
Percent Senior Units 0% 0% 100% 33%
SB 341 Compliance by Age Yes Yes Exceeds 50% maximum for seniors
9 55
Developer Proposal Comparison Summary
05/12/2026 Hercules Housing Successor Agency
Developer CHW SAHA EDEN
Alignment with Community Goals / Housing Element Needs:

Housing Choice Vouchers (Program H1-3) no no no
Senior Housing Project (Program H2-3) no no yes
Alternative Housing Model (Program H2-5) no no no
Housing for Persons with Special Needs (Program H4-1) yes no yes Policy 1.5 Encourage development of new special needs
housing for seniors, single parents, families, large
families, the disabled, including those with developmental disabilities, and extremely low-income households
yes yes yes
Policy 1.6. Use density bonuses and other incentives to facilitate the development of new housing for extremely low, very low- and low-income households in conformity
with State law
yes yes yes
Policy H4.5 Encourage housing serving special needs
such as elderly and disabled
yes no yes
10 56
Mark Sawicki
Director
[email protected]
Suzy Kim
Director
[email protected]
57 PREPARED FOR: CITY OF HERCULES | JANUARY 14, 2026
352326$/ )25

CITY OF HERCULES

NOTICE OF FUNDING

AVAILABILITY

BAYLINE APARTMENTS
ASSESSOR’S PARCEL NO. 404- 490-102-5 & 404-490-101- 7
58 P. 619.282.6647 | F. 619.640.7119
3111 Camino del Rio North, Suite 800 | San Diego, CA 92108 chworks.org
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3111 Camino del Rio North, Suite 800 | San Diego, CA 92108 chworks.org
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60 A. DEVELOPMENT
TEAM’S EXPERTISE

OVERVIEW OF

DEVELOPMENT ENTITY
61 Community HousingWorks

QUALIFICATIONS
Community HousingWorks (CHW) is a
nationally recognized 501(c)(3) nonprofit
organization that believes “opportunity begins
with a stable home.” Founded and headquartered
in San Diego County in 1988, Community
HousingWorks develops and owns life-changing
affordable apartment communities with residentcentered services for working families, older adults, and people with disabilities to forge
stronger futures.

CHW has successfully developed new and
renovated existing multi-family, affordable rental
apartments in urban, suburban and rural
communities in California and Texas. With 5,185 rental apartments operating in 54 communities statewide as of November 2025, and with 338 units currently in construction and another 2,500+ apartments in predevelopment, CHW proudly serves more than 12,000 residents each year. CHW is an exemplary member of the national NeighborWorks Network®, a founding member of the Housing Opportunities Collaborative, an award-winning affiliate of UnidosUS, and the national Housing Partnership Network.

In addition to developing quality, cost-effective apartment communities, CHW distinguishes itself from other developers with outcome-based programs for our residents. CHW delivers innovative, nationally recognized onsite programs to residents to give people the knowledge and tools to achieve their goals and dreams. As a result, many adult residents are able to get out of debt, improve their credit, and start a practice of saving for the future, all of which are critical elements to forging pathways out of poverty. Youth have a safe place to learn and grow, to improve their reading ability, and have a better opportunity to succeed in school. Our board of directors, donors, and fund-raising programs help support the cost of these services.

Community HousingWorks best illustrates our approach with the following graphic of impact on residents:

North Santa Fe | Vista, CA
62 DEVELOPER EXPERIENCE
Since 1988, CHW’s Housing and Real Estate Development Department has established a successful track record as an innovative real estate developer. Our rental developments thrive both in higher income “high opportunity” communities, such as Carlsbad and suburban Poway, and also revitalize neighborhoods and change lives in urban core communities.

Developments like Kalos (San Diego), North Santa Fe (Vista), Mission Cove (Oceanside), Paradise Creek (National City), La Costa Paloma (Carlsbad), and Solara (Poway) illustrate CHW’s experience with largescale new construction, complex sites, master plans, challenging site conditions from alluvial soils bordering blue line stream creeks to contaminated soil. We are experienced in construction types including Type V, Type III modified over Type I- the form that is comparable to the future of infill housing. The successful development and operation of these rental communities demonstrate our capacity to acquire, design, purchase land, obtain entitlements, finance, build and operate residential properties. Unlike some affordable housing nonprofits whose portfolio list has thousands of units where they were not the primary developer but only the tax-exempt partner to secure property tax exemptions, CHW has been the sole developer, or the lead partner, in the development of all communities in our portfolio, with the exception of Paradise Creek where we were a substantial partner.

PORTFOLIO OVERVIEW
In the last several years, CHW grew by over
40%, transforming itself into a powerhouse
recognized by Affordable Housing Finance
Magazine as number 44 of the “Top 50
Affordable Housing Developers” nationwide
in 2020 (we were also selected on the list in
2014 and 2016).

Community HousingWorks’ portfolio is
valued at nearly $1 billion. In
December 2024, CHW had Unrestricted Net
Assets of $191 million. We maintain a cash
position covering at least six months of
operations and derive our income from
diverse funding sources including
governments, foundations, corporate grants, individual donors, developer fees, and asset management fees.

The diversity of funding sources and business lines has allowed CHW to be resilient and grow significantly.

Kalos | San Diego, CA
North Park Seniors | San Diego, CA
63 PROJECT FINANCING STRENGTH
CHW has been recognized for many forms of innovation including finance, design, and resident services programming. As the 2010 recipient of Novogradac’s Journal of Tax Credits “Developments of Distinction for Innovative HUD Financing” award, CHW has clearly demonstrated our ability to innovate and create replicable templates for complex financing. We have a successful record of obtaining competitive financing from sources including private lenders, Low-Income Housing Tax Credit ( L I H T C ) investors, the U.S. Department of Housing and Urban Development (HUD), a n d the State of California. These include awards from the Transit Oriented Development (TOD), Infill Infrastructure (IIG) Program, MultiFamily Housing Program (MHP), and t h e Affordable Housing Sustainable Communities (AHSC or Cap and Trade). Additionally, CHW has won Federal Home Loan Bank’s (FHLBank) Affordable Housing Program (AHP) multiple times from both the San Francisco and Atlanta Districts. CHW has received over 30 tax credit allocations from the California Tax Credit Allocation Committee (CTCAC), and has strong access to capital, both debt and equity, from internal and third-party sources. Our financial strength and development success recently allowed us to attract an equity investment (not tax credits) of $13 million to help purchase a community of 198 apartments (NEF/Morgan Stanley Fund) in Concord, California.

Undertaking: Innovative HUD Finance
Exemplar: Turnagain Apartments
In this acquisition and substantial renovation in Fallbrook, CHW was able to combine an unusual HUD finance program, the Low-Income Housing Preservation and Resident Homeownership Act of 1990 (LIHPRHA), with low-income housing tax credits. As essentially the first project to succeed in deciphering how HUD could do this in order to preserve aging, affordable apartments and extend the affordability restrictions, we created new policy at HUD. Our counsel’s brief was reviewed and accepted by HUD’s chief counsel in Washington, D.C., we were able to obtain income protection vouchers for our residents as well as a new, project-based Section 8 contract that reflected subsidy rents based on both hard and soft debt. An expected challenge was the meltdown of the financial markets: we closed financing on October 3, 2008, the day that the headlines in the Wall Street Journal read “On the edge of an abyss”. Nevertheless, we were able to continue with our lender and investor, complete the project on time and on budget, and provide improved homes for the 80 families who live there. After this project, CHW was able to use this model for two other San Diego County LIHPRHA projects and we paved the way for other affordable housing developers to be able to preserve former LIHPRHA projects.

COST EFFICIENCY, SCHEDULE, AND ENTITLEMENTS
CHW works with top architects to design apartment complexes that fit seamlessly into the existing community and complement and enhance the surrounding homes and neighborhoods. Our cost-effective designs are attractive and responsive to community needs and context. A study by Keyser Marston Associates, “Construction Cost Comparison Analysis – Affordable vs. Market Rate Development,” released by the San Diego Housing Commission in 2011, highlighted our cost-conscious design achievements, favorably comparing Kalos Apartments (our 83-unit, four-story, wood frame with a concrete podium in San Diego’s North Park neighborhood) to several other local developments.

Undertaking: On Time, Under Budget, Stellar Costs by Industry Norms Exemplar: North Santa Fe Apartments
CHW’s family development in Vista is an example of our experience and qualifications regarding cost efficiency and budget construction performance illustrating that, in addition to rehab projects, CHW excels at new construction. Constructed by Sun Country Builders, costs were below other tax credit developments.

The city selected CHW through an RFQ process in July 2012. By the following June, CHW had completed full design and entitlements on a complicated site for a 68-unit podium (underground garage) construction 64 and had the readiness to apply for a competitive tax credit allocation in July 2013. After learning that CHW’s 9% tax credit application won, we successfully completed construction documents and pulled grading and building permits prior to closing in March 2014. This exhibited our experience in obtaining entitlements and working successfully with a city for both housing development as well as permits.

The project received a Green Point Rated certification of 201 points (Platinum), one of the top seven scores ever recorded in California, and was constructed early while under budget, despite having additional environmental remediation. Savings were used to add photovoltaic panels for common area energy mitigation. We applied for and won AHP finance from the Federal Home Loan Bank (FHLB) of San Francisco for $670,000; as we neared completion with project savings, we returned the award to the FHLB, undisbursed. The final project costs were virtually identical, within $19,000, to the projections provided to the city in the original RFQ. Moreover, the project was 100% occupied by income-qualified residents within 10 days of the Certificates of Occupancy in July 2015.

The final cost for North Santa Fe Apartments, completed in 2015, was $297,000/unit, significantly below the cost of most other tax credit affordable developments. Data provided by California Tax Credit Allocation Committee (CTCAC) indicates that for 2015, the average cost per unit for new construction was $390,000 per unit.

COMPLEX ENTITLEMENTS AND MASTER PLANS
CHW has tackled the creation of master plans and innovation in entitlements in order to maximize feasibility for affordable homes while preserving the sense of place and community.

Undertaking: Innovative Entitlements and Partnership
Exemplar: North Park Seniors
In this land acquisition and new construction completed in 2017, CHW addressed the complexity of finance, and entitlements, as well as working closely with a community partner. In a market transaction, CHW acquired a site bifurcated by Texas Street as well as a nonconforming office building. Innovatively assessing the zoning and density bonus, we were able to provide part of the site for 118 market-rate apartments and transfer the density bonus to the other site for 76 affordable senior apartments. We creatively “cracked” the entitlements within the City of San Diego to transfer the density bonus on the combined sites to a new senior site. North Park Seniors played a substantial part in improving the City’s Density Bonus law. The senior apartments are open to all, with an affirming and supportive environment for the LGBTQ senior community. The community also shelters formerly homeless seniors in eight permanent supportive housing apartments. The spirit of the project is reflected in the corner art installation, “You Are Home”, which embraces the pedestrian landscape and is a landmark of pride and dignity for all the residents. As a result of this project, CHW has creatively reviewed entitlements to achieve more affordable homes and continues to include permanent supportive homes in most new projects. 65 SUSTAINABILITY LEADER: OPERATING COST EFFICIENCIES, RESIDENT HEALTH CHW is committed to sustainability as a benefit both for resident health, and mitigation of project operating costs and as a triple bottom line for climate protection. Nationally noted as an innovator and leader in sustainability, our landmark Solara development (2007) exemplifies CHW’s track record in this area.

Undertaking: First near Zero Net Energy, Fully Powered by PV, Policy Leader Exemplar: Solara
Prior to there being a LEED for Homes program, but following the USGBC LEED checklists that existed for commercial properties, CHW achieved the first virtual net zero energy project, a pilot project of the California Energy Commission (CEC). In this development, CHW pioneered sustainable design and construction including the integration of renewable energy. At that time (completion in 2007), there was no template, we were the first affordable developer to attempt near net zero energy and the first apartment community in California to be fully powered by PV as certified by the California Energy Commission (CEC). The challenges included learning new technology, bringing both our design and construction teams up the learning curve, and succeeding in being a replicable template that was soon imitated. The successful implementation of this technology moved the California PUC to provide virtual net metering for photovoltaics, making such “work” for multifamily. As a result of this project, every new CHW project is built and operated sustainably.

As a national leader in the field of sustainable design and development, CHW has made it our business to know how to access financial incentives to lower the cost of installing energy and water conservation technologies, we have lead the industry in using green technologies to lower operating costs and to provide them as amenities. CHW has been awarded for our commitment to renewables, we have photovoltaic panels providing electricity in almost 20 of our apartment communities. CHW’s sustainable design and construction practices seek to promote a healthy environment and provide thermal comfort and utility savings for our residents. High-performance buildings reduce our carbon footprint, minimize the use of natural resources, and perhaps most importantly, significantly lower utility and maintenance costs over time.

We are thoughtful and careful in our selection of sustainable elements, looking at long-term operating cost efficiencies from water and energy performance enhancements, but also mindful of operating costs for unit interiors such as plank flooring versus carpet in apartments, using no-VOC paints to prevent allergy and asthma, particularly in seniors. We have been recognized with numerous national and statewide awards for sustainability.

STRONG COMMUNITY PARTNER
Community HousingWorks prides ourselves on being a strong partner of cities, community groups, and a good neighbor. We have extensive experience in working with community groups to achieve win-win Solara | Poway, CA
66 success. There are several recent examples of this: working with the Cortez Hill neighborhood in downtown San Diego for affordable apartments in an upscale neighborhood; purchasing land in a revitalizing area of Sacramento that borders a high-opportunity neighborhood that has previously been opposed to affordable housing and working to achieve their support for Salvator Apartments which opened in 2023; and the work over the last 13 years in National City.

Undertaking: Community and City Partner to Create Neighborhoods Exemplar: Paradise Creek Apartments and Park
Paradise Creek was a 10-year saga from selection of the team by the city in a competitive RFP in November 2008, to completion of Phase II in late 2018. It is an infill, transit-oriented community intended as a bridge and catalyst for the renewal of the West Side neighborhood. The project is located less than two blocks from a major transit hub in National City, CA. National City has the lowest incomes in the County of San Diego and the West Side area of the Paradise Creek project has the lowest incomes in the city.

The story of Paradise involves the evolution and then degradation of a working-class neighborhood over years of contamination by military operations on the Bay, paint, and plating shops intermixed with aging single-family homes. It started with resident grassroots fight for empowerment and economic/environmental justice and reflects the effects of community, government, and private sector/investment working collaboratively to overcome significant site conditions and financial challenges in order to solve multiple problems—health, housing need, empowerment of a low income largely immigrant community, neighborhood revitalization, creation of a cornerstone that sets the standard for new development. CHW with Related California built a two-phase 201-unit apartment community, and funded the recently completed new city park adjacent to the tidal creek, Paradise Creek. In that, the project completed environmental remediation of the site from years of city public works and bus operations where there were metal street sweepings as well as soil saturated by VOCs. With support from California DTSC, US EPA and other agencies, and with funding that included the first AHSC loan in the County of San Diego, the success for the 201 families who live at Paradise Creek continues with CHW’s life-changing resident services.

Designing a project that fits the environment, either natural or urban landscape, results in one that “fits” with all stakeholders. Close and honest communication is critical to success. Finally, holding the vision and mission, that the real stakeholders are the residents who will call this their home. 67 A. DEVELOPMENT
TEAM’S EXPERTISE

IDENTIFICATION/DESCRIPTION

OF EQUITY PARTNERS
68 P. 619.282.6647 | F. 619.640.7119
3111 Camino del Rio North, Suite 800 | San Diego, CA 92108 chworks.org
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ƐƚŚĞ&KŽĨŽŵŵƵŶŝƚǇ,ŽƵƐŝŶŐtŽƌŬƐ͕/ĂŵǁƌŝƚŝŶŐƚŽƉƌŽǀŝĚĞǇŽƵǁŝƚŚĂĐůĞĂƌŽǀĞƌǀŝĞǁŽĨ ŽƵƌƐƚƌĂƚĞŐŝĐĂƉƉƌŽĂĐŚƚŽĞŶƐƵƌŝŶŐǁĞŚĂǀĞƚŚĞŶĞĐĞƐƐĂƌǇĐĂƉŝƚĂůƚŽŵĞĞƚŽƵƌĐŽŵŵŝƚŵĞŶƚƐ͘ KƵƌƐƚƌĂƚĞŐǇŝƐŵƵůƚŝͲĨĂĐĞƚĞĚĂŶĚƌĞůŝĞƐŽŶƚŚĞĨŝŶĂŶĐŝĂůƐƚƌĞŶŐƚŚĂŶĚůŝƋƵŝĚŝƚǇŽĨƚŚĞ'ƵĂƌĂŶƚŽƌ ĞŶƚŝƚǇ͕ŽŵŵƵŶŝƚǇ,ŽƵƐŝŶŐtŽƌŬƐΘĨĨŝůŝĂƚĞƐ͘KƵƌƉƌŝŵĂƌǇƐŽƵƌĐĞƐŽĨĐĂƉŝƚĂůĨŽƌƌĞƉĂǇŵĞŶƚǁŝůů ďĞĂƐĨŽůůŽǁƐ͗
ϭ͘ KƉĞƌĂƚŝŶŐůŝƋƵŝĚŝƚǇŽĨΨϴ͘ϰŵŝůůŝŽŶĂƚϭϬͬϯϭͬϮϬϮϱ
Ϯ͘ ŽĂƌĚͲĚĞƐŝŐŶĂƚĞĚƌĞĂůĞƐƚĂƚĞĐĂƉŝƚĂůĂĐĐŽƵŶƚůŝƋƵŝĚŝƚǇŽĨΨϯ͘ϰŵŝůůŝŽŶĂƚϭϬͬϯϭͬϮϬϮϱ ϯ͘ >ŽŶŐͲƚĞƌŵŽƉĞƌĂƚŝŶŐƌĞƐĞƌǀĞůŝƋƵŝĚŝƚǇŽĨΨϭϭ͘ϭŵŝůůŝŽŶĂƚϭϬͬϯϭͬϮϬϮϱ ϰ͘ ŶŶƵĂůŽƉĞƌĂƚŝŶŐƌĞǀĞŶƵĞƐĨƌŽŵƌĞĂůĞƐƚĂƚĞĚĞǀĞůŽƉŵĞŶƚĂĐƚŝǀŝƚŝĞƐ͕ƌĞĂůĞƐƚĂƚĞ ŽǁŶĞƌƐŚŝƉĞĂƌŶĞĚĨĞĞŝŶĐŽŵĞ͕ĐŽŶƚƌŝďƵƚĞĚƌĞǀĞŶƵĞ͕ĂŶĚŝŶǀĞƐƚŵĞŶƚŝŶĐŽŵĞǁŚŝĐŚĂƌĞ ĞǆƉĞĐƚĞĚƚŽƌĞĂĐŚΨϭϴ͘ϴŵŝůůŝŽŶďǇϮϬϮϱ͛ƐǇĞĂƌĞŶĚ͘
dŚĞƐĞƐŽƵƌĐĞƐŽĨĐĂƉŝƚĂůĂƌĞƵƚŝůŝǌĞĚĨŽƌŽƵƌƐƚĂŶĚĂƌĚďƵƐŝŶĞƐƐŽƉĞƌĂƚŝŽŶƐ ĂƐĂĚĞǀĞůŽƉĞƌ͘ ƉƌŽũĞĐƚƐƉĞĐŝĨŝĐĞƋƵŝƚǇƉĂƌƚŶĞƌǁŝůůďĞƐĞůĞĐƚĞĚƚŽũŽŝŶƚŚĞĚĞĂůĂĨƚĞƌĂƐƵĐĐĞƐƐĨƵůƚĂǆͲĐƌĞĚŝƚ ĂƉƉůŝĐĂƚŝŽŶ͘&ƌŽŵƚŚĞƌĞǁĞǁŝůůŐŽƚŽŵĂƌŬĞƚƚŽŽƵƌƚƌƵƐƚĞĚƉĂƌƚŶĞƌƐƐƵĐŚĂƐEĂƚŝŽŶĂů ƋƵŝƚǇ
&ƵŶĚ͕tĞůůƐ&ĂƌŐŽ͕ZĞĚƐƚŽŶĞ͕ĂŶĚŽƚŚĞƌƐ͕ƐŽĂƐƚŽĞŶƐƵƌĞƚŚĞƉƌŽũĞĐƚƌĞĐĞŝǀĞƐĐŽŵƉĞƚŝƚŝǀĞ ĞƋƵŝƚǇƉƌŝĐŝŶŐƚŚĂƚǁŝůůĞŶƐƵƌĞŝƚƐůŽŶŐƚĞƌŵĨŝŶĂŶĐŝĂůŚĞĂůƚŚ͘ ^ŚŽƵůĚǇŽƵŚĂǀĞĂŶǇƋƵĞƐƚŝŽŶƐŽƌƌĞƋƵŝƌĞĨƵƌƚŚĞƌŝŶĨŽƌŵĂƚŝŽŶ͕ƉůĞĂƐĞĚŽŶŽƚŚĞƐŝƚĂƚĞƚŽ ĐŽŶƚĂĐƚŵĞĚŝƌĞĐƚůǇ͘
^ŝŶĐĞƌĞůǇ͕
ƌŝĂŶ<ĂǇ
ŚŝĞĨ&ŝŶĂŶĐŝĂůKĨĨŝĐĞƌ
ŽŵŵƵŶŝƚǇ,ŽƵƐŝŶŐtŽƌŬƐ
69 '(9(/230(17
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70 and sustainability practices means
your project will meet the
highest standards.

Development Team
71 'HYHORSPHQW7HDPŜV
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Resumes of Key Team Members
.(9,1/(,&+1(5| LEAD

PROJECT MANAGER
Senior VP of Housing and Real Estate Development
ϯ͕ϱϬϬнƵŶŝƚƐŽĨĂīŽƌĚĂďůĞŚŽƵƐŝŶŐ
25 yearsŽĨƌĞĂůĞƐƚĂƚĞĚĞǀĞůŽƉŵĞŶƚ
$3 billionŽĨĂŐŐƌĞŐĂƚĞĐĂƉŝƚĂůŝǌĂƟŽŶŽĨĂƉĂƌƚŵĞŶƚƐ
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ĂīŽƌĚĂďůĞŚŽƵƐŝŶŐĂŶĚWϯƉƌŽũĞĐƚƐĂĐƌŽƐƐĂůŝĨŽƌŶŝĂ
ĂŶĚEĞǁzŽƌŬ͘,ĞŚĂƐǁŽƌŬĞĚĐůŽƐĞůǇǁŝƚŚƚŽƉͲƟĞƌ
ĚĞƐŝŐŶƚĞĂŵƐ͕ůĞŐĂůĂĚǀŝƐŽƌƐ͕ĂŶĚŽƉĞƌĂƚŽƌƐƚŽĚĞůŝǀĞƌ ŽǀĞƌϯ͕ϱϬϬƵŶŝƚƐ͘<ŶŽǁŶĨŽƌďƵŝůĚŝŶŐƐƚƌŽŶŐƉƵďůŝĐͲ
ƉƌŝǀĂƚĞĐŽĂůŝƟŽŶƐ͕<ĞǀŝŶŚĂƐƐƵĐĐĞƐƐĨƵůůǇĂĚǀĂŶĐĞĚ
ĐŚĂůůĞŶŐŝŶŐƉƌŽũĞĐƚƐŝŶǀŽůǀŝŶŐƐƵƌƉůƵƐůĂŶĚ͕ŚŝƐƚŽƌŝĐ
ƌĞƵƐĞ͕ĂŶĚůĂǇĞƌĞĚĮŶĂŶĐŝŶŐ͘/Ŷ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂ͕
ŚĞŚĂƐŐƵŝĚĞĚĞīŽƌƚƐƚŚƌŽƵŐŚĞŶƟƚůĞŵĞŶƚ͕ĨƵŶĚŝŶŐ͕
ĂŶĚĐŽŶƐƚƌƵĐƟŽŶǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐĚĞĞƉĐŽŵŵƵŶŝƚǇ
ĞŶŐĂŐĞŵĞŶƚͶĞĂƌŶŝŶŐƚƌƵƐƚĨƌŽŵĞůĞĐƚĞĚŽĸĐŝĂůƐ͕
ƌĞƐŝĚĞŶƚƐ͕ĂŶĚƐƚĂŬĞŚŽůĚĞƌƐĂůŝŬĞ͘
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SAN FRANCISCO, CA
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ĨĞĚĞƌĂůůĂŶĚŝŶƚŽĂǁĂƌĚͲǁŝŶŶŝŶŐ
ƉƵďůŝĐƉĂƌŬƐƉĂĐĞŝŶƉĂƌƚŶĞƌƐŚŝƉ
ǁŝƚŚƚŚĞEĂƟŽŶĂůWĂƌŬ^ĞƌǀŝĐĞ͕
ĞůĞĐƚĞĚŽĸĐŝĂůƐ͕ĂŶĚŶŽŶƉƌŽĮƚ
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ƌĞƐƚŽƌĞĚŚĂďŝƚĂƚƐ͕ƉƌĞƐĞƌǀĞĚŚŝƐƚŽƌŝĐ
ďƵŝůĚŝŶŐƐ͕ĂŶĚĐƌĞĂƚĞĚƉĞƌŵĂŶĞŶƚůǇ
ĂĐĐĞƐƐŝďůĞŽƉĞŶƐƉĂĐĞͶĂĚǀĂŶĐŝŶŐ
ĞƋƵŝƚǇ͕ƐƵƐƚĂŝŶĂďŝůŝƚǇ͕ĂŶĚůŽŶŐͲƚĞƌŵ
ƐƚĞǁĂƌĚƐŚŝƉ͘
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NEW YORK, NY
DĂŶĂŐĞĚƉƌĞƐĞƌǀĂƟŽŶĂŶĚĂĚĂƉƟǀĞ
ƌĞƵƐĞƐƚƌĂƚĞŐŝĞƐĨŽƌŚŝƐƚŽƌŝĐĂůůǇ
ƐŝŐŶŝĮĐĂŶƚƐŝƚĞƐƚŚƌŽƵŐŚƉƵďůŝĐͲ
ƉƌŝǀĂƚĞƉĂƌƚŶĞƌƐŚŝƉƐŝŶǀŽůǀŝŶŐ
ĨĞĚĞƌĂůĂŐĞŶĐŝĞƐ͕ĐŽŵŵƵŶŝƚǇ
ŐƌĂŶƚŵĂŬĞƌƐ͕ĂŶĚƉŚŝůĂŶƚŚƌŽƉŝĐ
ƉĂƌƚŶĞƌƐ͘ĞůŝǀĞƌĞĚƌĞƐŝůŝĞŶƚ
ŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚĂĐƟǀĂƚĞĚƉƵďůŝĐ
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ƌĞǀĞŶƵĞŵŽĚĞůƐƚŚĂƚĞŶƐƵƌĞĚ
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CALIFORNIA
ŝƌĞĐƚĞĚŵŝǆĞĚͲƵƐĞĂīŽƌĚĂďůĞ
ŚŽƵƐŝŶŐĚĞǀĞůŽƉŵĞŶƚƐƚŚĂƚ
ĐŽŵďŝŶĞĚ>/,dĮŶĂŶĐŝŶŐ͕^ƵƌƉůƵƐ
>ĂŶĚĐƚƚƌĂŶƐĨĞƌƐ͕ĂŶĚƉƵďůŝĐ
ĨƵŶĚŝŶŐǁŝƚŚĐŽŵŵƵŶŝƚǇͲĮƌƐƚ
ĂŵĞŶŝƟĞƐ͘WƌŽũĞĐƚƐĚĞůŝǀĞƌĞĚϯ͕ϱϬϬн
ƵŶŝƚƐĂŶĚĐŽͲůŽĐĂƚĞĚƉĂƌŬƐ͕ĐůŝŶŝĐƐ͕
ƚƌĂĚĞƐƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƐ͕ĂŶĚ
ŵƵůƚŝŵŽĚĂůƚƌĂŶƐŝƚ͘
.(<352-(&7+,*+/,*+76
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93 RI )RUZDUG 3ODQQLQJ
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ĨŝŶĂŶĐĞĞǆĞĐƵƚŝǀĞǁŝƚŚŵŽƌĞƚŚĂŶϮϬǇĞĂƌƐ
ŽĨĞǆƉĞƌŝĞŶĐĞŝŶŵƵůƚŝĨĂŵŝůǇĂŶĚ
ĐŽŵŵĞƌĐŝĂůĚĞǀĞůŽƉŵĞŶƚ͕ǁŝƚŚĂƐƚƌŽŶŐ
ĞŵƉŚĂƐŝƐŽŶĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͘ƐsŝĐĞ
WƌĞƐŝĚĞŶƚŽĨĐƋƵŝƐŝƚŝŽŶƐΘ&ŽƌǁĂƌĚ
WůĂŶŶŝŶŐĂƚŽŵŵƵŶŝƚǇ,ŽƵƐŝŶŐtŽƌŬƐ
;,tͿ͕ŚĞŚĂƐůĞĚƚŚĞƐƚƌĂƚĞŐŝĐĞǆƉĂŶƐŝŽŶŽĨ
ƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶ͛ƐĚĞǀĞůŽƉŵĞŶƚƉŝƉĞůŝŶĞ͕
ĂĚĚŝŶŐŶĞĂƌůǇϮ͕ϬϬϬĂĨĨŽƌĚĂďůĞƵŶŝƚƐĂĐƌŽƐƐ
ŶŝŶĞĂůŝĨŽƌŶŝĂĐŽƵŶƚŝĞƐĂŶĚŝŶƚŽdĞǆĂƐ͘/Ŷ
ƚŚŝƐƌŽůĞ͕ŚĞŽǀĞƌƐĞĞƐůĂŶĚĂĐƋƵŝƐŝƚŝŽŶ͕
ĞŶƚŝƚůĞŵĞŶƚ͕ĚĞƐŝŐŶ͕ĨŝŶĂŶĐŝĂůƐƚƌƵĐƚƵƌŝŶŐ͕
ĂŶĚĞĂƌůǇĨĞĂƐŝďŝůŝƚǇƉůĂŶŶŝŶŐ͘
,ŝƐĐĂƌĞĞƌƐƉĂŶƐƉƌŝŶĐŝƉĂůŝŶǀĞƐƚŵĞŶƚ͕ĂƐƐĞƚ
ŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚĐĂƉŝƚĂůŵĂƌŬĞƚƐĂĚǀŝƐŽƌǇ
ĨŽƌƌĞĂůĞƐƚĂƚĞŽƉĞƌĂƚŝŶŐĐŽŵƉĂŶŝĞƐĂŶĚ
ĂƐƐĞƚƐ͘KǀĞƌƚŚĞĐŽƵƌƐĞŽĨŚŝƐǁŽƌŬ͕ŚĞŚĂƐ
ďĞĞŶĚŝƌĞĐƚůǇŝŶǀŽůǀĞĚŝŶŵŽƌĞƚŚĂŶΨϴϬϬ
ŵŝůůŝŽŶŝŶŵƵůƚŝĨĂŵŝůǇŝŶǀĞƐƚŵĞŶƚ͕ΨϰϮϱ
ŵŝůůŝŽŶŽĨĚĞďƚĨŝŶĂŶĐŝŶŐƐ͕ĂŶĚƉŽƌƚĨŽůŝŽ
ŵĂŶĂŐĞŵĞŶƚĞǆĐĞĞĚŝŶŐΨϮ͘ϱďŝůůŝŽŶ͘
^ŝŶĐĞũŽŝŶŝŶŐ,tŝŶϮϬϭϲ͕ŚĞŚĂƐĂĚǀĂŶĐĞĚ
ƉƌŽũĞĐƚƐƚŚĂƚŝŶĐůƵĚĞƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶ͛ƐĨŝƌƐƚ
ŐƌŽƵŶĚͲƵƉĚĞǀĞůŽƉŵĞŶƚƐŽƵƚƐŝĚĞ^ĂŶŝĞŐŽ
ŽƵŶƚǇ͕ŚĞůƉŝŶŐĞƐƚĂďůŝƐŚĂďƌŽĂĚĞƌƌĞŐŝŽŶĂů
ƉƌĞƐĞŶĐĞĂŶĚůĂǇŝŶŐƚŚĞĨŽƵŶĚĂƚŝŽŶĨŽƌ
ĐŽŶƚŝŶƵĞĚĞǆƉĂŶƐŝŽŶ͘
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hŶŝǀĞƌƐŝƚǇ
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DĂƌŝƐĞůĂŝƐĂŶĂĐĐŽŵƉůŝƐŚĞĚĂĨĨŽƌĚĂďůĞ
ŚŽƵƐŝŶŐƉƌŽĨĞƐƐŝŽŶĂůǁŝƚŚϭϱǇĞĂƌƐŽĨ
ĞǆƉĞƌŝĞŶĐĞŝŶƚŚĞĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ
ŝŶĚƵƐƚƌǇ͕ŝŶĐůƵĚŝŶŐϱǇĞĂƌƐŝŶƌĞĂůĞƐƚĂƚĞ
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73 SAMANTHA ISSEL
Associate Director of Housing
and Real Estate
In her current role, Samantha supports
process improvement and
standardization across the
organization, leads early planning for
affordable housing
developments, and manages at least
one project. She also advances
partnerships with public agencies and
negotiates consultant and
funding agreements to move projects
forward
Prior to joining CHW, Samantha spent
11 years at Lument on both the
Affordable Housing Production and
FHA Underwriting teams. During her
tenure at Lument, she transaction
managed and underwrote over
$1.5B in multifamily debt, spanning 100
+ transactions and 12,000+ apartment
homes. Samantha served as the cochair of ORIX USA's DE&I Talent and Leadership Development Task Force
from 2021-2023 and
Lument's CREW Partnership Team from
2023-2024.

EDUCATION:

BA, Real Estate & BA, Finance, Knauss
School of Business
hŶŝǀĞƌƐŝƚǇŽĨ^ĂŶŝĞŐŽ

SOCHIATA VUTTHY
Chief Operation Officer
(CHW - Achieve)
.

Sochiata Vutthy brings over 17 years of
experience in real estate development
and operations. Starting as an intern
with the California Coalition for Rural
Housing Internship Program, she joined
CHW after graduating from San Diego
State University. At CHW, she advanced
from assistant
project manager to director of asset
management, gaining expertise in real
estate finance, housing policy,
sustainable building, operations,
leadership, and strategic planning
Outside of CHW, Sochiata serves on
the board of directors for the
California Housing Partnership and
participates in advisory councils
focused on sustainability, renewable
energy efficiency programs, and
developing a diverse pipeline of talent
for the future of affordable real estate
development
EDUCATION:

Executive MBA, UCLA Anderson
School BA, Public Administration &
Urban Studies (emph. City Planning)

ALEXIS JOHNSON
Associate Director of Supportive
Housing (CHW - Achieve)
Alexis Johnson manages
partnerships and programs that
provide housing stability for
vulnerab.
le populations, including
homeless individuals, seniors, and
survivors of domestic violence
With a Master’s in Clinical Mental
Health and over 1,500 hours
of free therapy to underserved
communities, Alexis has been
instrumental in launching six
supportive housing programs in San
Diego.

Her experience in program
development and collaboration with
the CHW Development team
strengthens housing solutions for atrisk populations affordable housing.

EDUCATION:

MA, Clinical & Mental Health,
Midwestern State University
BS, Human Services, Old Dominion
University
74 LPAS
Architecture + Interior Design
Oakland | Sacramento
Affordable Housing
75 LPAS

OFFICES ABOUT
723 S Street, #150
Sacramento, CA 95811
10 Clay Street, Suite 250
Oakland, CA 94607
415.213.0335
STAFF
43 Professionals
15 Licensed Architects
6 Interior Designers
30,000+
Affordable and Market-Rate Units Completed
For over 47 years, LPAS has specialized in the
design of affordable and market-rate housing
in the Bay Area and Sacramento regions.

We have completed over 7,000 new units
in the Bay Area within the past five years.

We offer fully integrated architecture
and interior design services, with our
teams working seamlessly together to
create spaces that inspire connection
and enrich everyday life.

LPAS is currently working with
several prominent affordable housing
developers including BRIDGE Housing,
RCD, Eden Housing, Mercy Housing,
EAH, MidPen, Jamboree, CHIP,
and Christian Church Homes.
76 LPAS
On Broadway Affordable Housing
Sacramento, CA

ARCHITECTURE INTERIOR DESIGN
LOCATION Sacramento, CA
CLIENT EAH Housing
VALUE $50,200,000
BUILD 165,888 sf, 140 units, 5 stories,
4 stories wood frame
over a one story on grade podium
SITE 1.2 acres
DENSITY 117 units/acre
STATUS Under Construction
FUNDING SOURCE AHSC / 4% TCAC
On Broadway Avenue sits a 1.2 acre site that borders
Broadway, 19th Street, X Street, and the railroad tracks next to the Broadway light rail station in Sacramento. Designed to be affordable apartments consistent with TCAC Large Family standards, the City’s Central City Neighborhood Design
Guidelines, and EAH Standard Specifications and Program, this project will incorporate development/design concessions consistent with CA State Density Bonus allowances. It will also be designed to maximize density within a Type IIIA wood frame construction over one story Type 1A concrete.
77 LPAS
North Berkeley BART Affordable
Housing Apartments
Berkeley, CA

ARCHITECTURE INTERIOR DESIGN
In 2022, BART, in partnership with the City of Berkeley, issued a joint Request for Proposals (RFP) to develop an equitable, mixed-use, mixed-income, transit-oriented project at the North Berkeley BART station. BRIDGE Housing was selected as the project’s developer, and LPAS was later chosen as the architect through a separate RFP process.

This development is the first of four planned multifamily affordable housing projects as part of the broader North Berkeley BART Transit-Oriented Development (TOD) initiative.

Designed to serve individuals and families earning between 21% and 70% of the Area Median Income (AMI), the project will provide 124 affordable rental units. The planned unit mix includes 18 studios, 42 one-bedroom units, 32 two-bedroom units, and 32 three-bedroom units.

LOCATION Berkeley, CA
CLIENT BRIDGE Housing
BUILD 124 units, 8 stories
SITE .0459 acres
DENSITY 270 units/acre
STATUS In Design
FUNDING SOURCE 4% TCAC
City of Berkeley Housing Load
HCD Multifamily Housing Program
Affordable Housing for Sustainable Communities
78 LPAS
Arden Way Affordable Housing
Sacramento, CA

ARCHITECTURE INTERIOR DESIGN
Identified as a State Surplus site for affordable housing, this project was won through a competitive RFP process. The
mixed-use development features ground level retail, access to public transportation, shopping, and a neighborhood park.

Community amenities for residents include a lounge, laundry, mail/parcels, support and administration offices, bike storage, courtyard, and a children’s play area.

LOCATION Sacramento, CA
CLIENT BRIDGE Housing
BUILD 124 units, 5 stories,
1 - 3 bedroom units ranging from 598 - 1,210 sf,
575 sf retail kiosk,
3,245 sf child care center
SITE 1.28 acres
DENSITY 97 units/acre
STATUS Under Construction
FUNDING SOURCE CalHFA / 4% TCAC
79 80

INTRODUCTION
D+H Construction is a San Francisco Bay Area general contractor in continuous operation since 1981, known for maintaining unusually high standards of craftsmanship and professionalism. Early in the company’s history, our projects primarily consisted of exclusive custom home remodels and additions, where quality craftsmanship was expected. Since then, the scope of our work shifted to large-scale apartment rehabilitation, new multi-unit affordable housing, and commercial construction maintaining those high standards.

For over 40 years, D+H has helped non-profit developers provide affordable housing that bears our mark of expert craftsmanship, quality materials, and attention to design. Above all, it is our commitment to customer service and customer experience that set us apart from others in the industry. We are proud of our high rate of customer satisfaction as demonstrated by repeat business and client referrals. We’ve experienced great success working as the negotiated general contractor on multi-family affordable housing projects, many of which are funded by government agencies and HUD, as well as tax credits. We understand our role as a general contractor is to not only build a quality product, it’s also to be an active partner with the project team – from the design and preconstruction phase, through construction and closeout.

We are frequently involved in projects working as the selected general contractor in the predevelopment phase to provide extensive planning and revision before construction begins. We have successfully worked with both owners and lenders, and we have a good understanding of what the developer needs from a contractor for these types of ventures.

Today, our work includes occupied and vacant rehabilitation, new construction and tenant improvements. These projects are primarily occupied affordable housing, with many projects also containing large scopes of work at occupied community buildings, commercial space, offices, and sitework. Since 1998 we have completed over 5,100 units housing for seniors, low-income individuals and families, individuals with special needs, and at-risk women. In the last three years we have performed over $100 million in rehab work in the San Francisco Bay Area.

The following provide background information about D+H Construction’s experience. We also invite you to view our website at www.dh-construction.com, which summarizes and illustrates many of our past projects.

If you have any further questions or require any additional information, please do not hesitate to call.

We hope to participate in future construction projects with you.

Sincerely,
Jansen Lum
Partner
81 D+H Construction December 2024

ABOUT US
Who We Are
From fourth-generation contractors to licensed architects to experienced project managers and field personnel, the D+H Construction team is here to make your construction project a success.

Close principal involvement distinguishes D+H and promotes the teamwork between owner and contractor we are known for. Both the D+H principals are longtime Bay Area residents and are committed to supporting and partnering with organizations that work to expand affordable housing and strengthen communities and resources for residents in the greater Bay Area. x Marshall Snow – President, Partner. A fourth-generation contractor, Marshall has been involved in construction for over twenty years. Email: [email protected] x Jansen Lum – Partner. A licensed architect, Jansen has been involved in all aspects of construction, from design to completion of construction. Email: [email protected] Under the leadership of its principals the D+H team of project management and administration professionals, superintendents, carpenters and laborers take pride in being trustworthy partners to our project teams.

Commitment to Customer Service
Customer service is the cornerstone of D+H Construction’s business. We are proud of our company’s high rate of customer satisfaction as demonstrated by repeat business and client referrals. x In the past twenty years, we have been very successful working as the negotiating general contractor on many multiple-unit construction projects. We offer a full range of preconstruction services including detailed job estimates with an eye toward cost effectiveness, value engineering, and project management.
x We are well-known in the industry for our collaborative approach to project planning and resolving issues be it evaluating cost saving opportunities, addressing supply-chain shortages, or rephasing for relocation needs.
x As our references will confirm, we are always available to discuss and review scheduling, change in scope of work, and addressing the needs of residents and staff during construction. x We have worked effectively with HUD and other government agencies funding our projects, and we have worked on jobs where compliance with local hiring programs was required.

Diverse Construction Experience
We have participated in new construction and rehabilitation project of all construction types. In the past decade we have worked on several Type-I high-rise buildings in Oakland and San Francisco, historic buildings in downtown Oakland, major seismic upgrades with steel moment frames and Fiber Reinforced Polymer (FRP) systems, and wood-framed Type-V buildings. We are experienced in unit and site accessibility requirements, energy-savings and green building measures, and site infrastructure including new and upgraded PG&E services.
82 D+H Construction December 2024
New Construction
In recent years, D+H Construction has had great opportunities to bring our quality construction services and partnership approach to new construction projects.
Villas on 4th – In 2023, D+H Construction completed construction of a 4-story, 94-unit permanent supportive housing site in San Jose with PATH Ventures. Villas on 4th houses chronically homeless seniors, age 55 and above. The building is Type V construction over posttension podium, totaling 67,670 square feet. Total construction cost was $31.4 million. This project was a joint venture with Vaquero Construction with D+H providing the construction site supervision.
Fremont Family Apartments - In Fall 2024, D+H Construction completed construction of Fremont Family Apartments, a 3-story, 54-unit development with Abode Housing. This project, located in the city of Fremont’s Northgate neighborhood, provides permanent supportive housing for formerly homeless families. The building is Type V construction totaling 60,950 square feet. Total construction cost was $32.9 million. This project was a joint venture with Vaquero Construction, with D+H providing both project and construction management during construction.

Complex and Comprehensive Rehabilitation
The majority of our work continues to be rehabilitations of existing affordable multi-family housing properties. Our undertakings have been more complex and challenging in scope and scale as our clients look to maximize limited resources to replace full building systems at the end of useful life and create healthy and safe communities for the long-term. Ranging from Type I to Type V in building construction types, many of our recent rehabs includes comprehensive replacement of MEPs and full building envelopes, upgrades in PG&E electrical service, new HVAC systems to improve comfort and indoor air quality, energy off-set systems including photovoltaics and solar hot water systems, site and building accessibility improvements and complete interiors upgrades of fixtures and finishes. Some projects even weave new construction within the rehab like Ellis Gardens where we constructed a 2,400 addition to provide much need community space.

Seismic and Structural Experience
Our experience over the past 10 years includes significant structural/seismic upgrade designs of increasing complexity installed under physically constrained and occupied areas. Our successful execution of these complicated designs is the result of advance planning and nuanced understanding of the sequence and consequential work involved as they often drive other scope. We have extensive experience with a variety of structural systems including:
FRP (Fiber Reinforced Polymer) for numerous precast concrete buildings Structural steel reinforcement of masonry buildings
Elaborate moment frame installations (multi-story frames and soft story conditions) Diaphragm strengthening
Shotcrete walls
Micropiles installed in constrained existing conditions Building shoring and underpinning
Added foundations and grade beams
Shear walls in concrete and wood framed buildings
Dry rot repair and replacement of primary structural members 83 D+H Construction December 2024

OUR SERVICES
Pre-Construction Services
The most successful projects begin with pre-construction, and we’re here for the full length of the project, from planning and bidding through construction, and on to continued support when the building is complete.

Organization and thoroughness have been the key to our success. This begins with a complete review of the plans and specifications, site conditions, and extensive review of subcontractor bids. Our bid proposals are based on the CSI with a comprehensive narrative description and extensive clarifications, which help the owner anticipate some of the unknowns that invariably come up during a construction project. With this format it also enables us to show the owner material costs, labor costs, and subcontractor suggestions – all of which help greatly during the value engineering period. At D+H, we approach value engineering the same way we write our proposals and schedules, which is a complete review of all bid documents and subcontractor bids, giving us a thorough understanding of all the details of the overall project.

An important factor in construction, in particular rehabilitation work, is not only what is on the drawings, but what is not shown that may be affected by the adjacent work. To determine this as much as possible, in addition to performing our own constructability reviews, we lead a series of small subcontractor walks through the project to see what other items may be affected that are not shown on the drawings.

Construction Management
At D+H, we aim to be your partner throughout the project, and beyond. We believe it’s in everyone’s interest that the collective effort is charted in detail, in order to align efforts and address any outstanding issues. We go the extra mile, emphasizing transparency, and encouraging a sense of mutual responsibility.

From preliminary schedules from before the job begins to weekly updates for a current construction schedule, to a standard format for all weekly construction meeting agendas and notes, to standardized logs for change orders RFI’s, and submittals, we employ a systemic approach helps all parties stay on track and alerts them to any tasks that need to be accomplished to maintain the schedule.

Post-Construction
Our commitment to ensure a project is successful continues well after the construction phase is complete. We plan for a smooth post-construction experience throughout the course of construction.

We aim to address all potential issues before a project is complete. Effectively managing internal punchlists and close-out checklists, along with the use of collaborative technology in the field, provides team members the tools to resolve issues quickly. Our goal is to deliver a complete, fully functional project, which allows our clients to utilize their buildings and immediately experience the benefits of a successful project. In addition to a complete set of closeout and as-built documents, we perform video training for the operation and maintenance needs of all building systems for the owner and facility teams to reference over time.
84 D+H Construction December 2024

OUR SPECIALIZED EXPERIENCE
Occupied Rehab & Resident Disruption
Many of our projects are occupied or partially occupied during construction. One of the first items we look at is the most efficient way to schedule construction that will be the least disruptive to the tenants.

If relocation/phasing is available, we recommend working either floor by floor or by building or wing – the idea being to localize the construction work as much as possible and minimize the disruption of building services (water, heat and electrical) to tenants remaining onsite during construction.

Subcontractor and Workforce Relations
Over the past fifteen years, D+H has developed relationships with reliable and responsive subcontractors. As we work throughout the Bay Area, from Healdsburg to San Jose, San Francisco to Baypoint, retaining and growing our diverse subcontractor base with experience in the different jurisdictions has been critical to our success in managing local inspector and agency expectations. Many are qualified Local and/or Small LBE/MBE/WBE enterprises. They know that we require their best performance and in turn, we always deal fairly, recognize our obligations and pay promptly.

We are familiar with all pertaining regulations, and we have extensive experience working with projects that have State and Federal Davis-Bacon wage standards, along with local subcontracting and local and disadvantaged workforce hiring requirements.

Green Building
D+H is a Certified Green Building Professional and we have worked on numerous projects with Green requirements and energy efficiency/sustainability in mind. The majority of our projects have included one, or several, of the following:
x TCAC sustainable building requirements x Air-quality management plans x CALGreen x Solar PV & thermal systems
x Green Point Ratings x Hydronic heating systems
x LEED certification x High Efficiency boilers
x Energy rebate programs
Several of our projects have been recognized for achievements in Green Building:
x Erna P. Harris Apartments
x Magnolia Terrace
- 2011 GreenBuilder Home of the Year Award
- 2012 PCBC Gold Nugget Award in the category of Renovated or Restored Residential Project Overall Firm Capacity
Over the last five years, D+H has completed an average of approximately $54,000,000 per year of construction work. Our current bonding capacity is presently $75,000,000 for a project with an aggregate work limit program of $200,000,000.
85 Affordable Housing Experience
D+H Construction has been constructing affordable housing throughout the Bay Area since the mid-1980s.

Working closely with our partners to significantly improve the quality of housing is our primary focus at D+H.

The following is a partial list of the major non-profit developers we’ve worked with and maintain a strong working relationship:
x Satellite Affordable Housing Associates (SAHA): 640 units x Eden Housing: 1,534 units
x EAH Housing: 652 units
x Tenderloin Neighborhood Development Corporation (TNDC): 483 units x Resources for Community Development (RCD): 320 units
x East Bay Asian Local Development Corporation (EBALDC): 328 units x Homerise (formerly Community Housing Partnership): 158 units With a portfolio of over 5,100 completed units of affordable housing, D+H Construction has extensive experience in multifamily projects financed from various public affordable housing programs administered by the State, HUD, and local county and city agencies. Many projects have also been tax credit financed, with 9% or 4% credits with tax-exempt bonds issued by CDLAC.

We have established systems and procedures to administer our compliance with the requirements of the various funding programs including but not limited to:
x Contracting with Section 3 businesses, or local, small, minority or women-owned businesses x Workforce hiring for Section 3, local residents and Skilled and Trained Workforce x Certified Payroll via electronic submission using Elations or LCPtracker x State and Federal Prevailing Wages
x Design requirements including laundry ratios, common space and unit square footage minimums.
x Minimum requirements for accessible, hearing and visually impaired units. x Minimum construction standards for energy efficiency, landscaping, roofs, etc. x Readiness to Proceed and Placed in Service deadlines (CTCAC) x 14% cap for builder overhead, profit and general requirements.

Completing Project On Time and On Budget
D+H Construction is typically invited to join a project team during the design phase. This is a preferred approach for us as we can contribute our experience and expertise in estimating, scheduling, planning and value engineering to guide the project. As a result of our participation in preconstruction, we have a track record for completing projects on time and on budget. In many cases we have returned substantial buyout savings or other credits to Owners which can be used for added scope and upgrades. In cases where we are not brought onto the team in the early design phases we are still able to propose allowances and value engineering to mitigate cost overruns during construction for the Owner. 86 The following is a sample list of affordable housing projects completed by D+H in the last 10 years.

Completed Project Client # of Units, Type Contract Amount Villas at 4th PATH Ventures 94, Family $31,411,653
Ambassador Hotel1 TNDC 134, Special Needs $38,563,343
Healdsburg Scattered
Sites
Burbank Housing 90, Family $14,878,379
Apollo Hotel Mission Housing Development Corp. 80, Special Needs $4,011,821 Beth Asher SAHA 49, Family $9,226,104
Ritz Hotel1 Tenderloin Neighborhood Development Corp.
(TNDC)
88, Special Needs $15,821,891
Wesley Manor Santa Clara Methodist Retirement Foundation 156, Senior $10,016,328 Quail Run Eden Housing 200, Family $19,453,079
Hookston Senior Apts. 1 Satellite Affordable Housing Associates (SAHA) 100, Senior $14,515,763 Posada de Colores1 Unity Council 100, Senior $9,839,069 270 Turk TNDC 86, Family $3,185,690
San Pablo Hotel1 East Bay Asian Local Development Corp. 144, Senior $13,999,363 Madison Park
Apartments1
East Bay Asian Local Development Corp. 98, Senior $14,238,657 Fellowship Plaza1 EAH Housing 150, Senior $35,582,533
Casa Montego1 SAHA 80, Senior $8,855,085
Ellis Gardens1 TNDC 96, Senior/Disabled $31,275,098
666 Ellis1 HomeRise 100, Senior/Disabled $12,846,909
Carena Scattered Sites Resources for Community Development 144, Family $12,109,591 Rotary Plaza Apartments1 ABHOW/Beacon 182, Senior $20,250,496 Cambrian Center Eden Housing 153, Senior $31,237,939
University Avenue
Cooperative Homes
Resources for Community Development 47, Family $10,642,182 Montgomery Plaza Eden Housing 50, Senior $1,985,234
Eldridge Gonaway Resources for Community Development 40, Family $8,319,631 Ridgeview Terrace1 The John Stewart Company 101, Family $11,274649 Satellite Central1 SAHA 150, Senior $8,565,675
Stuart Pratt1 SAHA 44, Senior $3,772,626
Unity Homes Unity Homes, Inc. 94, Family $10,105,005
1 Indicates Low Income Housing Tax Credit financed.
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91 Summary Performance Report for Regional Center of the East Bay, Summer 2024 1 Summer 2024
Performance Report for Regional Center of the East Bay
Every year, the Department of Developmental Services (DDS) contracts with regional centers in California to serve individuals and families. And, every year DDS looks at how well the regional centers are doing. This report will give you information about your regional center.

Last year, at Regional Center of the East Bay (RCEB) we served about 26,000 individuals. The charts on page two tell you about the individuals we serve. You’ll also see how well we are doing in meeting our goals and in fulfilling our contract with DDS.

At RCEB, we want to improve every year, do better than the state average, and meet or exceed the DDS standard. As you can see in this report, we did well in meeting most DDS compliance standards for audits, maintaining expenditure within our budget and participation in the federal Medicaid Waiver. Our intake and assessment timelines for individuals age 3 and older lengthened as the pool of qualified psychologists needed for initial assessments was not readily available. However, RCEB has experienced a recent improvement in this area which should impact progress in keeping up with eligibility moving forward. Supporting positive employment outcomes continues to be a priority as evidenced by the higher than average wages for adults in the Paid Internship Program consistent with wages in the larger community.

In reviewing our data on reducing disparities and increasing equity, we found few changes in expenditures for any groups compared to their percentage in the regional center population by age and from year to year. In this data, we continue to be especially interested in the data on children served both under Early Start and Lanterman. Expenditures in these groups are not significantly impacted by different residence types and these comparisons are more valid.

We hope this report helps you learn more about RCEB. If you have any questions or comments, please contact us!
This report is a summary. To see the complete report, go to: www.rceb.org Or contact Ronke Sodipo at (510) 618-7708
Lisa Kleinbub
Director, Regional Center of the East Bay
Regional Center of the East Bay
Lisa Kleinbub, Executive Director
San Leandro, CA 94577
500 Davis Street, Suite 100
Phone: 510-618-7705 • Fax: 510-678-4100
E-mail: [email protected]
92 Summary Performance Report for Regional Center of the East Bay, Summer 2024 2 Who uses RCEB?
These charts tell you about who RCEB individuals are and where they live.

How well is RCEB performing?
This chart tells you five areas where DDS wants each regional center to keep improving.

The first column tells you how RCEB was doing last reporting period, and the second column shows how RCEB was doing at the end of fiscal year 2024.

To see how RCEB compares to the other regional centers in the state, compare the numbers to the state averages (in the shaded columns).

Regional Center Goals
(based on Lanterman Act)
Last Reporting
Period
(December 2022)
Current Reporting
Period
(June 2024)
State
Average RCEB State Average RCEB
Fewer individuals live in developmental centers 0.06% 0.07% 0.05% 0.06% More children live with families 99.61% 99.40% 99.69% 99.58% More adults live in home settings 83.01% 79.39% 83.86% 80.44% Fewer children live in large facilities (more than 6 people) 0.03% 0.00% 0.02% 0.00% Fewer adults live in large facilities (more than 6 people) 1.67% 1.75% 1.46% 1.44% Notes: 1) Individuals can be included in more than one diagnosis category. 2) Residence Types:

CCF/ICF is Community Care Facility/Intermediate Care Facility; ILS/SLS is Independent Living Services/Supported Living Services. 3) Home settings include independent living, supported living, Adult Family Home Agency homes, and individuals’ family homes. 4) Green text indicates the RC remained the same or improved from the previous year, red indicates the RC did not improve. 93 Summary Performance Report for Regional Center of the East Bay, Summer 2024 3 Did RCEB meet DDS standards?
Read below to see how well RCEB did in meeting DDS compliance standards:

Areas Measured Last Reporting
Period
Current
Reporting Period
Passes independent audit Yes Yes
Passes DDS audit Yes Yes
Audits vendors as required Met Met
Didn’t overspend operations budget Yes Yes
Participates in the federal waiver Yes Yes
CDERs and ESRs are updated as required (CDER is the Client Development Evaluation Report and ESR is the Early Start Report. Both contain information about individuals, including diagnosis.)

92.26% 99.33%
Intake/Assessment timelines for individuals age 3 or older met 77.67% 70.53% IPP (Individual Program Plan) requirements met 98.71% 94.41% IFSP (Individualized Family Service Plan) requirements met 87.7% 90.1% Notes: 1) The federal waiver refers to the Medicaid Home and Community-Based Services Waiver program that allows California to offer services not otherwise available through the Medi-Cal program to serve people (including individuals with developmental disabilities) in their own homes and communities. 2) The CDER and ESR currency percentages were weighted based on the RC’s Status 1 and Status 2 caseloads to arrive at a composite score. 3) N/A indicates that the regional center was not reviewed for the measure during the current period.
94 Summary Performance Report for Regional Center of the East Bay, Summer 2024 4 How well is RCEB doing at getting individuals working?The chart below shows how well RCEB is performing on increasing individual employment performance compared to their priorperformance and statewide averages:

Areas Measured Time Period CA RCEB CA RCEB
Individual Earned Income ( Age 16 to 64 years): Jan through Dec 2022 Jan through Dec 2023 Data Source: Employment Development DepartmentQuarterly number of individuals with earned income 31,413 2,252 32,132 2,326Percentage of individuals with earned income 15.40% 17.43% 15.20% 17.53%Average annual wages $13,198 $15,896 $14,251 $17,120Annual earnings of individuals compared to people with all disabilities in California 2021 2022Data Source: American Community Survey, 2022 five-year estimate $30,783 $29,382National Core Indicator Adult In-Person Survey* July 2017-June 2018 July 2020-June 2021Percentage of adults who reported having integrated employment as a goal in their IPP 29% 20% 35% N/APaid Internship Program 2021-22 2022-23Data Source: Paid Internship Program Survey CA Average RCEB CA Average RCEBNumber of adults who were placed in competitive, integrated employment following participation in a Paid Internship Program 1,527 60 2,650 117Percentage of adults who were placed in competitive, integrated employment following participation in a Paid Internship Program 12% 5% 10% 9%Average hourly or salaried wages for adults who participated in a Paid Internship Program $15.08 $16.12 $15.96 $16.55Average hours worked per week for adults who participated in a Paid Internship Program 15 19 14 16Competitive Integrated EmploymentData Source: Competitive Integrated Employment Incentive Program SurveyAverage wages for adults engaged in competitive, integrated employment, on behalf of whom incentive payments have been made $15.63 $16.04 $16.51 $17.35Average hours worked for adults engages in competitive, integrated employment, on behalf of whom incentive payments have been made 22 24 21 22Total number of Incentive payments made for the fiscal year for the following amounts:** $3,000 25 68 804 41$2,500 42 90 849 6$2,000 55 87 1,031 52 *Regional centers receive an 'N/A' designation within the table if fewer than 20 people responded to the survey item. 95 Summary Performance Report for Regional Center of the East Bay, Summer 2024 5 How well is RCEB doing at reducing disparities and improving equity?These tables show you how well the regional center is doing at providing services equally for all individuals.Percent of total annual purchase of service expenditures by individual’s ethnicity and age Age
Group Measure
American
Indian or
Alaska Native
Asian Black/African American Hispanic Native Hawaiian or Other Pacific Islander White Other Ethnicity or Race 21-22 22-23 21-22 22-23 21-22 22-23 21-22 22-23 21-22 22-23 21-22 22-23 21-22 22-23 Birth to 2 Individuals 0% 0% 18% 15% 9% 9% 34% 35% 0% 0% 13% 13% 26% 27% Expenditures 0% 0% 18% 14% 8% 9% 32% 37% 1% 0% 14% 12% 28% 28%3 to 21 Individuals 0% 0% 21% 21% 12% 12% 29% 29% 0% 0% 18% 17% 19% 20% Expenditures 0% 0% 20% 20% 16% 16% 21% 21% 0% 1% 24% 22% 17% 19%22 and older Individuals 0% 0% 15% 16% 21% 21% 16% 17% 0% 0% 37% 36% 10% 10%Expenditures 0% 0% 12% 13% 20% 20% 11% 11% 0% 0% 48% 47% 8% 9% 96 Summary Performance Report for Regional Center of the East Bay, Summer 2024 6 Per capita purchase of service expenditures by individual’s primary language(for primary languages chosen by 30 or more individuals only) Language Count of UCI Per Capita Purchase of Service Expenditures 2021-22 2022-23 2021-22 2022-23
English 18,816 20,413 $24,656 $27,310Spanish 4,253 4,493 $8,400 $9,546All Other Languages 473 444 $7,365 $9,104Cantonese Chinese 458 452 $21,863 $25,793Mandarin Chinese 299 297 $16,288 $22,194Vietnamese 291 293 $11,164 $12,267Tagalog 274 285 $21,234 $24,935American Sign Language 149 172 $47,511 $61,083Arabic 151 155 $5,664 $6,201Hindi (Northern India) 115 113 $7,915 $11,648Farsi (Persian) 109 111 $24,114 $23,011Other Asian 91 85 $10,233 $13,363Korean 84 85 $20,872 $24,410Portugese 43 63 $5,236 $7,017Cambodian 50 51 $15,453 $13,719Urdu (Pakistan India) 49 48 $16,216 $16,509Other Indo-Iranian Language 43 46 $11,140 $15,125Mien 41 41 $9,717 $9,392Other Latin 30 33 $6,446 $8,353 97 Summary Performance Report for Regional Center of the East Bay, Summer 2024 7 Per capita purchase of service expenditures by individual’s primary language (for primary languages chosen by 30 or more individuals only) Language Count of UCI
Per Capita Purchase
of Service
Expenditures
2020-21 2021-22 2020-21 2021-22
English 17,703 18,816 $24,102 $24,656
Spanish 3,890 4,253 $8,314 $8,400
All Other Languages 447 473 $6,727 $7,365
Cantonese Chinese 465 458 $19,132 $21,863
Mandarin Chinese 278 299 $15,622 $16,288
Vietnamese 293 291 $9,663 $11,164
Tagalog 283 274 $19,889 $21,234
Arabic 152 151 $5,772 $5,664
American Sign Language 145 149 $54,017 $47,511
Hindi (Northern India) 102 115 $8,329 $7,915
Farsi (Persian) 109 109 $29,645 $24,114
Other Asian 95 91 $9,770 $10,233
Korean 90 84 $17,634 $20,872
Cambodian 51 50 $13,042 $15,453
Portuguese 43 43 $4,801 $5,236
Urdu (Pakistan India) 51 49 $14,634 $16,216
Other Indo-Iranian Language 49 43 $7,614 $11,140
Mien 41 41 $7,697 $9,717
Russian 35 32 $12,530 $8,516
98 Summary Performance Report for Regional Center of the East Bay, Summer 2024 8 The tables below provide information on National Core Indicator survey results regarding services, satisfaction, and family outcomes, analyzed by race and ethnicity.

Overall, are you satisfied with the services and supports your family member currently receives?
(Response: Always/Usually, Child Family Survey: 2021-22) Ethnicity/Race RCEB All California Regional Centers
Total Respondents 275 5,589
Race Unknown 71% 62%
American Indian/Alaska Native N/A 80%
Asian 63% 64%
Black/African-American 50% 67%
Native Hawaiian/Pacific Islander N/A 87%
White 56% 62%
Other 38% 58%
Hispanic or Latino 55% 65%
Mixed Race 55% 67%
Overall 56% 65%
Overall, are you satisfied with the services and supports your family member currently receives?
(Response: Always/Usually, Adult Family Survey: 2021-22) Ethnicity/Race RCEB All California Regional Centers
Total Respondents 497 8,302
Race Unknown 65% 64%
American Indian/Alaska Native 100% 79%
Asian 69% 73%
Black/African-American 64% 76%
Native Hawaiian/Pacific Islander 50% 66%
White 61% 74%
Other 0% 62%
Hispanic or Latino 74% 76%
Mixed Race 43% 73%
Overall 64% 74%
99 Summary Performance Report for Regional Center of the East Bay, Summer 2024 9 Overall, are you satisfied with the services and supports your family member currently receives?
(Response: Always/Usually, Family Guardian Survey: 2021-22) Ethnicity/Race RCEB All California Regional Centers
Total Respondents 481 4,670
Race Unknown 34% 48%
American Indian/Alaska Native 50% 67%
Asian 79% 81%
Black/African-American 70% 72%
Native Hawaiian/Pacific Islander N/A 100%
White 85% 82%
Other 50% 79%
Hispanic or Latino 71% 73%
Mixed Race 77% 78%
Overall 78% 78%
Notes
Asian category includes: Asian Indian, Cambodian, Chinese, Filipino, Hmong, Japanese, Korean, Laotian, Other Asian, Thai, and Vietnamese
Native Hawaiian/Polynesian category includes Guamanian, Native Hawaiian, Other Pacific Islander, and Samoan
White category includes Russian and White
N/A means that there were no respondents for the category National Core Indicator survey responses reflect only the opinion of the regional center individuals that responded to the survey. For more details on the National Core Indicator survey, contact the regional center.

Want more information?
To see the complete report, go to: www.rceb.org
Or contact (510) 618-6100
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DĂƌŝƐĞůĂ&ƵůůĞƌ͕ŝƌĞĐƚŽƌĞǀĞůŽƉŵĞŶƚʹ,t
ϲϭϵͲϲϬϰͲϵϵϰϲ
ŵĨƵůůĞƌΛĐŚǁŽƌŬƐ͘ŽƌŐ
DŝǆŽĨŚŽƵƐŝŶŐĂŶĚƐĞƌǀŝĐĞƐŝŶĐůƵĚĞĚŝŶƚŚĞdevelopment:
ĨĨŽƌĚĂďůĞŚŽŵĞƐǁŝƚŚϭϰWĞƌŵĂŶĞŶƚ^ƵƉƉŽƌƚŝǀĞ,ŽƵƐŝŶŐ
ƵŶŝƚƐƐƵƉƉŽƌƚĞĚďǇŽŶƐŝƚĞĐĂƐĞŵĂŶĂŐĞŵĞŶƚĂŶĚƌĞƐŝĚĞŶƚ ĂŵĞŶŝƚŝĞƐƐƵĐŚĂƐĐŽŵƉƵƚĞƌĂĐĐĞƐƐ͕ŵĞĞƚŝŶŐƌŽŽŵƐ͕ƉůĂǇ ĂƌĞĂƐ͕ĂŶĚĐŽŵŵƵŶŝƚǇŐĂƚŚĞƌŝŶŐƐƉĂĐĞƐ͘
102
&ƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚĂǆĐƌĞĚŝƚƐŽƌ
ŐŽǀĞƌŶŵĞŶƚŝŶĐĞŶƟǀĞƉƌŽŐƌĂŵƐ
used:
^ĂŶŝĞŐŽ,ŽƵƐŝŶŐŽŵŵŝƐƐŝŽŶ
ĂƉŝƚĂů͖ϴϳWƌŽũĞĐƚͲĂƐĞĚsŽƵĐŚĞƌƐ͖
ϰйdĂǆƌĞĚŝƚƐ͖ŝƚǇŽĨ^ĂŶŝĞŐŽ
W>,
īŽƌĚĂďŝůŝƚǇƌĞƐƚƌŝĐƟŽŶƐ͗
ϯϬйD/͖ϭϬϬйĂīŽƌĚĂďůĞ
dĂƌŐĞƚƉŽƉƵůĂƟŽŶ;ƐͿƐĞƌǀĞĚ͗
ϴϳWƌŽũĞĐƚͲĂƐĞĚsŽƵĐŚĞƌƐ͕ŝŶĐůϭϰ
WĞƌŵĂŶĞŶƚ^ƵƉƉŽƌƟǀĞ,ŽƵƐŝŶŐΛ
ϯϬйD/;EŽŶͲƚĂƌŐĞƚĞĚͿ
^ŝǌĞŽĨƚŚĞĚĞǀĞůŽƉŵĞŶƚ͗
ϴϴƵŶŝƚƐ͖ϱŇŽŽƌƐ͖Ϭ͘ϰͲĂĐƌĞƐŝƚĞ
dǇƉĞŽĨĐŽŶƐƚƌƵĐƟŽŶ͗
EĞǁŽŶƐƚƌƵĐƟŽŶ
dǇƉĞsǁŽŽĚͲĨƌĂŵĞǁŝƚŚdǇƉĞ/
ĐŽŶĐƌĞƚĞƉŽĚŝƵŵďƵŝůĚŝŶŐ
ŽŶƐƚƌƵĐƟŽŶƐƚĂƌƚĂŶĚ
ĐŽŵƉůĞƚŝŽŶĚĂƚĞ͗
:ƵŶĞϮϬϮϯͲKĐƚŽďĞƌϮϬϮϱ
Total development value:

Ψϰϰ͕ϵϯϲ͕ϭϳϳ
/Ĩ>

ĐĞƌƟĮĞĚ;ŽƌŝŶƚĞƌŶĂƟŽŶĂů
ĞƋƵŝǀĂůĞŶƚͿ͗
dŚĞƉƌŽũĞĐƚǁŝůůƌĞĐĞŝǀĞ'ƌĞĞŶWŽŝŶƚ
ZĂƚĞĚĐĞƌƟĮĐĂƟŽŶ
ĂƚĞŽĨĂĐƋƵŝƐŝƟŽŶĂŶĚƚǇƉĞ͗
:ƵůǇϮϬϮϮĨƌŽŵŝƚǇŽĨ^ĂŶŝĞŐŽ
KƚŚĞƌĂŵĞŶŝƟĞƐ͗
ZĞƐŝĚĞŶƚĐŽŵƉƵƚĞƌůĂď͕ĐŽŶĨĞƌĞŶĐĞ
ĂŶĚŵĞĞƟŶŐƌŽŽŵ͕ŵƵůƟͲƉƵƌƉŽƐĞ
ƌŽŽŵ͕ĐŚŝůĚƌĞŶ͛ƐƉůĂǇĂƌĞĂ͕
ďĂƌďĞƋƵĞƐǁŝƚŚŽƵƚĚŽŽƌƐĞĂƟŶŐ͕
ůĞĂƐŝŶŐŽĸĐĞ͕ůĂƵŶĚƌǇĨĂĐŝůŝƟĞƐ͕ĂŶĚ
ďŝŬĞƐƚŽƌĂŐĞ
103
&RPSOHWHGLQ
$PDQHFHU$SDUWPHQWVRƑHUV

/(('*ROGFHUWLƒHG
DƑRUGDEOHKRPHVLQWKH
/LQGD9LVWDQHLJKERUKRRG
RI6DQ'LHJRZLWKSURJUDPV
DLPHGDWIRVWHULQJƒQDQFLDO
PRELOLW\KHDOWKDQGZHOOQHVV
DQGHGXFDWLRQDOVXFFHVV
'HVLJQHGIRUIDPLOLHVDQG
veterans, this development
SURYLGHVDEOHQGRIPRGHUQ
amenities and essential
services, creating a
supportive environment in a
YLEUDQWFRPPXQLW\
Amanecer Apartments
WƌŽũĞĐƚůŽĐĂƟŽŶ͗
^ĂŶŝĞŐŽ;>ŝŶĚĂsŝƐƚĂͿ͕ĂůŝĨŽƌŶŝĂ
EĂŵĞĂŶĚƚĞůĞƉŚŽŶĞŶƵŵďĞƌĨŽƌƚŚĞĚĞǀĞůŽƉĞƌ͛Ɛ
ůĞĂĚ͗
DĂƌŝƐĞůĂ&ƵůůĞƌ͕ŝƌĞĐƚŽƌĞǀĞůŽƉŵĞŶƚʹ,t
ϲϭϵͲϲϬϰͲϵϵϰϲ
ŵĨƵůůĞƌΛĐŚǁŽƌŬƐ͘ŽƌŐ
DŝǆŽĨŚŽƵƐŝŶŐĂŶĚƐĞƌǀŝĐĞƐŝŶĐůƵĚĞĚŝŶƚŚĞ
development:

KŶƐŝƚĞƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐĨŝŶĂŶĐŝĂůĐůĂƐƐĞƐ͕ĐŽŶƚŝŶƵŝŶŐ ĞĚƵĐĂƚŝŽŶ͕ŵĞŶƚĂůŚĞĂůƚŚ͕ĂŶĚĞŶŐĂŐĞŵĞŶƚĂĐƚŝǀŝƚŝĞƐ
Amanecer is the 2025 winner
of Circulate San Diego’s
Innovation Award!
104
&ƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚĂǆĐƌĞĚŝƚƐŽƌ
ŐŽǀĞƌŶŵĞŶƚŝŶĐĞŶƟǀĞƉƌŽŐƌĂŵƐ
used:
^ĂŶŝĞŐŽ,ŽƵƐŝŶŐŽŵŵŝƐƐŝŽŶ͖
ŽƵŶƚǇŽĨ^ĂŶŝĞŐŽŝŶŶŽǀĂƟǀĞ
,ŽƵƐŝŶŐdƌƵƐƚ&ƵŶĚ͖ĂůŝĨŽƌŶŝĂ
,ŽƵƐŝŶŐĂŶĚŽŵŵƵŶŝƚǇ
ĞǀĞůŽƉŵĞŶƚ͕DƵůƟĨĂŵŝůǇ,ŽƵƐŝŶŐ
WƌŽŐƌĂŵ͖ĂůŝĨŽƌŶŝĂdĂǆƌĞĚŝƚ
ůůŽĐĂƟŽŶŽŵŵŝƩĞĞ͖ĂůŝĨŽƌŶŝĂ
Ğďƚ>ŝŵŝƚůůŽĐĂƟŽŶŽŵŵŝƩĞĞ͖
ŽŶƐƚƌƵĐƟŽŶͬWĞƌŵĂŶĞŶƚ>ŽĂŶ͖s^,
sŽƵĐŚĞƌƐ
īŽƌĚĂďŝůŝƚǇƌĞƐƚƌŝĐƟŽŶƐ͗
ϱϱǇĞĂƌƐ͕ϭϬϬйD/
dĂƌŐĞƚƉŽƉƵůĂƟŽŶ;ƐͿƐĞƌǀĞĚ͗
&ĂŵŝůǇĂŶĚsĞƚĞƌĂŶƐ
^ŝǌĞŽĨƚŚĞĚĞǀĞůŽƉŵĞŶƚ͗
ϵϲƵŶŝƚƐ͖ϱŇŽŽƌƐ͖ϵϲƉĂƌŬŝŶŐƐƉĂĐĞƐ͕
ϲϰ͕ϬϯϯƐĨ
dǇƉĞŽĨĐŽŶƐƚƌƵĐƟŽŶ͗
EĞǁĐŽŶƐƚƌƵĐƟŽŶ
dǇƉĞsͬdǇƉĞ/
ŽŶƐƚƌƵĐƟŽŶƐƚĂƌƚĂŶĚ
ĐŽŵƉůĞƟŽŶĚĂƚĞ͗
KĐƚŽďĞƌϮϬϮϬͲĞĐĞŵďĞƌϮϬϮϮ
Total development value:

Ψϱϰ͕ϯϭϮ͕Ϭϳϵ
/Ĩ>

ĐĞƌƟĮĞĚ;ŽƌŝŶƚĞƌŶĂƟŽŶĂů
ĞƋƵŝǀĂůĞŶƚͿ͕ĂƚǁŚĂƚůĞǀĞů͗
>

ĞƌƟĮĞĚͲ'ŽůĚ
ĂƚĞŽĨĂĐƋƵŝƐŝƟŽŶĂŶĚƚǇƉĞ͗
KĐƚŽďĞƌϮϬϭϲ͕WƵƌĐŚĂƐĞ
KƚŚĞƌĂŵĞŶŝƟĞƐ͗
DƵůƟƉƵƌƉŽƐĞƌŽŽŵ͖ĐŽŵŵƵŶŝƚǇ
ƌŽŽŵǁŝƚŚĐŽŵƉƵƚĞƌůĂď͖ŵĞĞƟŶŐ
ƌŽŽŵƐ͖ůĞĂƐŝŶŐŽĸĐĞ͖ďŝĐǇĐůĞ
ƉĂƌŬŝŶŐ͖ŽƵƚĚŽŽƌĐŽƵƌƚǇĂƌĚǁŝƚŚ
ĐŚŝůĚƌĞŶ͛ƐƉůĂǇĂƌĞĂ͖ďĂƌďĞƋƵĞƐǁŝƚŚ
ŽƵƚĚŽŽƌƐĞĂƟŶŐĂŶĚŽƉĞŶƐƉĂĐĞ͖
ϰƚŚŇŽŽƌƚĞƌƌĂĐĞ͖ĐŝƚƌƵƐŽƌĐŚĂƌĚ͖
ĮƚŶĞƐƐƌŽŽŵ
105
3XHVWDGHO6ROZDVFRPSOHWHG
LQDQGSURYLGHV

VHQLRUDƑRUGDEOH
DSDUWPHQWVIRUKRXVHKROGV
HDUQLQJRI
WKH$UHD0HGLDQ,QFRPH
/RFDWHGRQDDFUHVLWH
QHDUWUDQVLWVKRSSLQJDQG
SDUNVLWMRLQVWKHDGMDFHQW
$PDQHFHU$SDUWPHQWV
WRFUHDWHDQLQFOXVLYH
LQWHUJHQHUDWLRQDOFRPPXQLW\
LQ/LQGD9LVWDVHFXULQJORQJ
WHUPDƑRUGDELOLW\IRU6DQ
'LHJRŜVVHQLRUVIDPLOLHV
DQGYHWHUDQV
3XHVWDGHO6RO
ǁĂƌĚĚĂƚĞ͗
ĞĐĞŵďĞƌϮϬϮϭ
EĂŵĞĂŶĚƚĞůĞƉŚŽŶĞŶƵŵďĞƌĨŽƌƚŚĞĚĞǀĞůŽƉĞƌ͛Ɛ
ůĞĂĚ͗
DĂƌŝƐĞůĂ&ƵůůĞƌ͕ŝƌĞĐƚŽƌĞǀĞůŽƉŵĞŶƚʹ,t
ϲϭϵͲϲϬϰͲϵϵϰϲ
ŵĨƵůůĞƌΛĐŚǁŽƌŬƐ͘ŽƌŐ
WƌŽũĞĐƚůŽĐĂƚŝŽŶ͗
San Diego, California
ůŝĞŶƚƚǇƉĞ;Ğ͘Ő͕͘ŐŽǀĞƌŶŵĞŶƚ͕ƉƌŝǀĂƚĞƉĂƌƚǇͿ͗
WƌŝǀĂƚĞͬŶŽŶͲƉƌŽĨŝƚ
DŝǆŽĨŚŽƵƐŝŶŐĂŶĚƐĞƌǀŝĐĞƐŝŶĐůƵĚĞĚŝŶƚŚĞ
ĚĞǀĞůŽƉŵĞŶƚ͗
KŶƐŝƚĞƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐ ĨŝŶĂŶĐŝĂůĐůĂƐƐĞƐ͕ĐŽŶƚŝŶƵŝŶŐ ĞĚƵĐĂƚŝŽŶ͕ŵĞŶƚĂůŚĞĂůƚŚ͕ĂŶĚĞŶŐĂŐĞŵĞŶƚĂĐƚŝǀŝƚŝĞƐ
106
Ɖͬϰϰ
&ƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚĂǆĐƌĞĚŝƚƐŽƌ
ŐŽǀĞƌŶŵĞŶƚŝŶĐĞŶƟǀĞƉƌŽŐƌĂŵƐ
ƵƐĞĚ͗
^,;ϱϵWƌŽũĞĐƚͲĂƐĞĚsŽƵĐŚĞƌƐͿ͖
&ŝƌƐƚZĞƉƵďůŝĐĂŶŬ͖ĂůŝĨŽƌŶŝĂdĂǆ
ƌĞĚŝƚůůŽĐĂƟŽŶŽŵŵŝƩĞĞ
īŽƌĚĂďŝůŝƚǇƌĞƐƚƌŝĐƟŽŶƐ͗
ϱϱǇĞĂƌƐ͕ϭϬϬйD/
dĂƌŐĞƚƉŽƉƵůĂƟŽŶ;ƐͿƐĞƌǀĞĚ
Seniors
^ŝǌĞŽĨƚŚĞĚĞǀĞůŽƉŵĞŶƚ͗
ϱϵƵŶŝƚƐ͖ϯŇŽŽƌƐ͖ϱϱƉĂƌŬŝŶŐƐƉĂĐĞƐ͕
ϰϭ͕ϰϬϴƐĨ
dǇƉĞŽĨĐŽŶƐƚƌƵĐƟŽŶ͗
EĞǁĐŽŶƐƚƌƵĐƟŽŶ͕^ĞŶŝŽƌ
dǇƉĞsͬdǇƉĞ/
ŽŶƐƚƌƵĐƟŽŶƐƚĂƌƚĂŶĚĐŽŵƉůĞƟŽŶ
ĚĂƚĞ͗
ƉƌŝůϮϬϮϮͲDĂƌĐŚϮϬϮϰ
dŽƚĂůĚĞǀĞůŽƉŵĞŶƚǀĂůƵĞ͗
Ψϯϲ͕ϲϮϰ͕ϵϱϯ
/Ĩ>

ĐĞƌƟĮĞĚ;ŽƌŝŶƚĞƌŶĂƟŽŶĂů
ĞƋƵŝǀĂůĞŶƚͿů͗
>

ĞƌƟĮĞĚͲ'ŽůĚ
ĂƚĞŽĨĂĐƋƵŝƐŝƟŽŶĂŶĚƚǇƉĞ͗
KĐƚŽďĞƌϮϬϭϲ͕WƵƌĐŚĂƐĞ
KƚŚĞƌĂŵĞŶŝƟĞƐ͗
DƵůƟƉƵƌƉŽƐĞĐŽŵŵƵŶŝƚǇƌŽŽŵ
ǁŝƚŚŬŝƚĐŚĞŶ͕ĐŽŵƉƵƚĞƌůĂď͕ƌŽŽĨƚŽƉ
ƚĞƌƌĂĐĞ͕ĐĞŶƚƌĂůŝǌĞĚůĂƵŶĚƌǇƌŽŽŵ͕
ŵĂŶĂŐĞŵĞŶƚůĞĂƐŝŶŐŽĸĐĞ͕ĐŽŶĨĞƌ-Ğ
ŶĐĞƌŽŽŵ͕ĂŶĚĂŶŽƵƚĚŽŽƌĐŽƵƌƚ-ǇĂƌ
ĚǁŝƚŚďĂƌďĞƋƵĞͬƉŝĐŶŝĐĂƌĞĂ
>ĞĂĚWĂƌƚŶĞƌƐ/ŶǀŽůǀĞĚ͗
^ƚƵĚŝŽ
ƌĐŚŝƚĞĐƚƐ
107
.LPEDOO+LJKODQG0DVWHU
3ODQZDVFRPSOHWHGLQ)DOO
RIDQGLQWHJUDWHV
DƑRUGDEOHKRPHVZLWKYLWDO
health services, including a
3$&(FHQWHUDQGD)HGHUDOO\
4XDOLƒHG+HDOWK&OLQLF
This intergenerational
FRPPXQLW\FRQQHFWVVHQLRUV
to healthcare, housing, and
transportation, promoting
DJLQJLQSODFHZKLOHIRVWHULQJ
IDPLO\ƒQDQFLDOVWDELOLW\LQ
DZDONDEOHWUDQVLWIULHQGO\
QHLJKERUKRRG
.LPEDOO+LJKODQG0DVWHU3ODQ
WƌŽũĞĐƚůŽĐĂƟŽŶ͗
EĂƟŽŶĂůŝƚǇ͕ĂůŝĨŽƌŶŝĂ
EĂŵĞĂŶĚƚĞůĞƉŚŽŶĞŶƵŵďĞƌĨŽƌƚŚĞĚĞǀĞůŽƉĞƌ͛ƐůĞĂĚ͗
DĂƌŝƐĞůĂ&ƵůůĞƌ͕ŝƌĞĐƚŽƌĞǀĞůŽƉŵĞŶƚʹ,t
ϲϭϵͲϲϬϰͲϵϵϰϲ
ŵĨƵůůĞƌΛĐŚǁŽƌŬƐ͘ŽƌŐ
DŝǆŽĨŚŽƵƐŝŶŐĂŶĚƐĞƌǀŝĐĞƐŝŶĐůƵĚĞĚŝŶ
ƚŚĞĚĞǀĞůŽƉŵĞŶƚ͗
KŶƐŝƚĞƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐƉŚǇƐŝĐĂůƚŚĞƌĂƉǇ͕ŚĞĂůƚŚĐůŝŶŝĐ͕ ĂŶĚW
ĐĞŶƚĞƌ
Winner of the SDHF 2025 Ruby
Award for Housing Project of the
Year – New Construction Award!
108
&ƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚĂǆĐƌĞĚŝƚƐŽƌ
ŐŽǀĞƌŶŵĞŶƚŝŶĐĞŶƟǀĞ
ƉƌŽŐƌĂŵƐƵƐĞĚ͗
Ăů,&DŝǆĞĚ/ŶĐŽŵĞWƌŽŐƌĂŵ͖ŝƚǇ
ŽĨEĂƟŽŶĂůŝƚǇ͖ĂůŝĨŽƌŶŝĂdĂǆƌĞĚŝƚ
ůůŽĐĂƟŽŶŽŵŵŝƩĞĞ͖ŽŶƐƚƌƵĐƟŽŶͬ
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109
A. DEVELOPMENT
TEAM’S EXPERTISE
COMMUNITY HOUSING WORKS’

FINANCIAL CAPACITY
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111
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
DECEMBER 31, 2024 AND 2023
Current Assets:

Cash and cash equivalents $ 34,683,813 $ 39,810,202
Investments 11,731,006 9,721,454
Restricted reserves - current portion 3,229,508 2,165,604 Accounts receivable - rent, net 2,831,724 1,467,101
Accounts receivable - other 51,593 713,260
Loans receivable - current portion 1,222,130 -
Prepaid expenses 2,634,623 2,388,773
Total Current Assets 54,374,845 58,275,946
Noncurrent Assets:

Restricted reserves 39,549,346 30,913,245
Loans receivable, net 166,288 174,627
Property and equipment, net 1,151,517,628 1,049,643,606 Right of use assets 12,108,730 12,785,740
Derivative financial instruments 5,233,024 3,326,145
Deposits 208,701 110,649
Other assets, net 1,481,251 794,470
Total Noncurrent Assets 1,210,264,968 1,097,748,482
TOTAL ASSETS $ 1,264,639,813 $ 1,156,024,428
Current Liabilities:

Accounts payable and accrued expenses $ 7,019,449 $ 5,510,661 Accounts payable - construction 8,534,049 11,986,860
Security deposits 2,961,270 2,633,693
Deferred revenue 807,697 548,748
Interest payable - amortized debt 3,793,503 1,578,631
Notes payable - amortized debt 7,460,199 4,939,947
Notes payable - residual receipts debt - 3,179,521
Lease liability - current portion 707,495 656,856
Total Current Liabilities 31,034,917 31,283,662
Noncurrent Liabilities:

Lease liability 4,719,688 4,008,685
Interest payable - residual receipts debt 39,955,579 36,498,870 Notes payable - amortized debt, net 435,005,520 364,607,000 Notes payable - residual receipts debt, net 260,469,541 258,251,772 Total Noncurrent Liabilities 739,439,325 664,077,330
Total Liabilities 770,722,987 695,112,247
Net Assets:

Without donor restrictions
Controlling interest 191,898,870 193,953,002
Non-controlling interest 298,914,653 263,257,273
With donor restrictions:

Time and purpose restrictions 3,103,303 3,701,906
Total Net Assets 493,916,826 460,912,181
TOTAL LIABILITIES AND NET ASSETS $ 1,264,639,813 $ 1,156,024,428

LIABILITIES AND NET ASSETS
ASSETS
2024 2023
112
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF ACTIVITIES
FOR THE YEARS ENDED DECEMBER 31, 2024 AND 2023
Revenue and Support:

Contributions – Contributed Revenue $ 558,020 $ 1,093,677 $ 1,651,697 $ 439,899 $ 1,376,750 $ 1,816,649 Developer fees 4,005,657 - 4,005,657 9,667,405 - 9,667,405 Grants 441,890 - 441,890 921,973 - 921,973
Loan interest and investment income 2,599,522 - 2,599,522 2,395,849 - 2,395,849 Other income 7,036,505 - 7,036,505 6,374,494 - 6,374,494Program income 304,966 - 304,966 301,920 - 301,920 Rental income 73,579,723 - 73,579,723 64,475,464 - 64,475,464Net assets released from restrictions 1,692,280 (1,692,280) - 1,042,781 (1,042,781) - Total Revenue and Support 90,218,563 (598,603) 89,619,960 85,619,785 333,969 85,953,754 Expenses:

Program Services:

Asset management 2,390,204 - 2,390,204 2,347,035 - 2,347,035 Resident Services 5,796,841 - 5,796,841 4,650,007 - 4,650,007 Real estate development 95,698,959 - 95,698,959 91,140,033 - 91,140,033 Rental real estate 5,839,397 - 5,839,397 4,641,197 - 4,641,197 Supportive housing programs 350,966 - 350,966 340,220 - 340,220 Total Program Services 110,076,367 - 110,076,367 103,118,492 - 103,118,492 Supporting Services:

Management and general 1,707,470 - 1,707,470 1,422,187 - 1,422,187 Fundraising 759,342 - 759,342 693,741 - 693,741
Total Supporting Services 2,466,812 - 2,466,812 2,115,928 - 2,115,928 Total Expenses 112,543,179 - 112,543,179 105,234,420 - 105,234,420 Change in Net Assets Before Other Revenue and (Expense) (22,324,616) (598,603) (22,923,219) (19,614,635) 333,969 (19,280,666) 2023
Restrictions Restrictions Total
Without With
Donor Donor
2024
Total
Without
Donor
Restrictions
With
Donor
Restrictions
113
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF ACTIVITIES (CONTINUED)
FOR THE YEARS ENDED DECEMBER 31, 2024 AND 2023
Without With Without With
Donor Donor Donor Donor
Restrictions Restrictions Total Restrictions Restrictions Total Other Revenue and (Expense):

Loan forgiveness and recovery 11,239 - 11,239 493,760 - 493,760Obligation under interest rate swap change 1,906,879 - 1,906,879 313,080 - 313,080 Total Other Revenue and (Expense) 1,918,118 - 1,918,118 806,840 - 806,840 Change in Net Assets (20,406,498) (598,603) (21,005,101) (18,807,795) 333,969 (18,473,826) Net Assets at Beginning of Year, as restated - - - 448,024,725 3,367,937 451,392,662 Net Assets at Beginning of Year 457,210,275 3,701,906 460,912,181 - - - Contributions/(Distributions), net 54,009,746 - 54,009,746 27,993,345 - 27,993,345 NET ASSETS AT END OF YEAR $ 490,813,523 $ 3,103,303 $ 493,916,826 $ 457,210,275 $ 3,701,906 $ 460,912,181 Reconciliation of net assetsWithout donor restriction
Beginning of year, as previously reported $ - $- $- $ 147,530,753 $- $ 147,530,753Adjustment for consolidation of partnerships with controlling interest - - - 42,826,491 257,667,481 300,493,972 Beginning of year, as restated - - - 190,357,244 257,667,481 448,024,725 Beginning of year 193,953,002 263,257,273 457,210,275 - - - Capital contributions, net of distributions & syndication costs - 54,009,746 54,009,746 - 27,993,345 27,993,345 Transfers from non-controlling to controlling interests due to buyouts (310,443) 310,443 - (2,653,406) 2,653,406 - Controlling interests in non-profit corporation, limited liability company and limited partnership earnings (losses) (1,743,689) - (1,743,689) 6,249,164 - 6,249,164 Non-controlling interests in limited partnership earnings (losses) - (18,662,809) (18,662,809) - (25,056,959) (25,056,959)Total net assets without donor restriction 191,898,870 298,914,653 490,813,523 193,953,002 263,257,273 457,210,275 With donor restriction
Beginning of year 3,701,906 - 3,701,906 3,367,937 - 3,367,937 Change in net assets with donor restriction (598,603) - (598,603) 333,969 - 333,969 Total net assets with donor restriction 3,103,303 - 3,103,303 3,701,906 - 3,701,906 Net assets, end of year $ 195,002,173 $ 298,914,653 $ 493,916,826 $ 197,654,908 $ 263,257,273 $ 460,912,181 2024 2023
Interest Interest Total
Non-controlling
Interest
Controlling
Interest Total
Controlling Non-controlling
114
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF FUNCTIONAL EXPENSES
FOR THE YEAR ENDED DECEMBER 31, 2024
Personnel Expenses:

Salaries and wages $ 1,586,045 $ 4,087,683 $- $ 3,513,255 $ 13,246 $ 831,069 $ 241,098 $ 10,272,396 Payroll taxes 119,776 254,259 - 228,945 1,117 83,231 51,140 738,468 Health insurance and other benefits 186,535 447,101 - 472,906 2,680 156,338 93,532 1,359,092Temporary and contract personnel 10,530 54,131 - 42,751 517 38,886 24,474 171,289 Total Personnel Expenses 1,902,886 4,843,174 - 4,257,857 17,560 1,109,524 410,244 12,541,245 Occupancy:

Office rent 95,699 220,721 - 170,604 1,166 90,301 61,374 639,865Telephone/Internet 2,056 5,374 - 7,692 27 2,026 1,318 18,493 Leasehold improvements 8,925 10,987 - 15,865 5,198 15,417 2,781 59,173 Total Occupancy 106,680 237,082 - 194,161 6,391 107,744 65,473 717,531 Insurance 10,512 23,814 - 36,614 148 10,976 6,602 88,666 Supplies and Other Administrative Costs 77,516 239,075 - 243,774 3,967 147,934 101,427 813,693 - - - - Travel 71,479 56,150 - 76,325 967 30,735 7,197 242,853
Professional Fees:

Other professional services 112,772 85,329 - 80,814 55,056 72,151 44,008 450,130 Equipment and computer services 15,922 32,590 - 43,800 302 23,748 16,702 133,064 Accounting (audit) 18,077 41,405 - 63,195 218 16,943 11,620 151,458 Total Professional Fees 146,771 159,324 - 187,809 55,576 112,842 72,330 734,652 Program/Project Expenses:

Program/Project related expenses 1,348 2,827 - 680,872 62,512 31,861 66,055 845,475 Property operation cost 2,144 - 62,466,143 - 183,663 - - 62,651,950 Total Program/Project Expenses 3,492 2,827 62,466,143 680,872 246,175 31,861 66,055 63,497,425 Other Expenses:

Interest 54,023 85,344 - 123,237 2,011 117,504 21,593 403,712 Depreciation and amortization 6,746 5,650 33,232,816 8,159 17,672 7,929 1,430 33,280,402 Contributions to others 10,099 34,786 - 30,589 499 30,421 6,991 113,385 Property loss - 109,615 - -- - - 109,615
Total Other Expenses 70,868 235,395 33,232,816 161,985 20,182 155,854 30,014 33,907,114 TOTAL EXPENSES $ 2,390,204 $ 5,796,841 $ 95,698,959 $ 5,839,397 $ 350,966 $ 1,707,470 $ 759,342 $ 112,543,179 Programs
Asset
Management
Real Estate
Development
Rental
Real Estate
Total
Expenses
Management
and General Fundraising
Resident
Services
Supportive
Housing
Supporting Services Program Services
115
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF FUNCTIONAL EXPENSES
FOR THE YEAR ENDED DECEMBER 31, 2023
Personnel Expenses:

Salaries and wages $ 1,664,880 $ 3,100,831 $- $ 2,887,236 $ 12,784 $ 799,844 $ 275,545 $ 8,741,120 Payroll taxes 111,777 221,464 - 184,457 974 71,388 46,850 636,910 Health insurance and other benefits 209,203 337,803 - 365,106 1,785 131,450 87,369 1,132,716 Temporary and contract personnel 48,795 227,991 - 52,847 503 29,973 7,108 367,217 Total Personnel Expenses 2,034,655 3,888,089 - 3,489,646 16,046 1,032,655 416,872 10,877,963 Occupancy:

Office rent 97,860 238,885 - 168,689 5,381 83,133 67,235 661,183Telephone/Internet 2,438 6,371 - 6,964 27 2,099 1,606 19,505 Leasehold improvements 10,072 12,404 - 17,905 5,867 17,400 3,137 66,785 Total Occupancy 110,370 257,660 - 193,558 11,275 102,632 71,978 747,473 Insurance 3,759 8,973 - 11,316 40 2,950 1,974 29,012
Supplies and Other Administrative Costs 79,346 213,330 - 204,738 3,008 114,046 90,136 704,604 - - - - Travel 59,497 37,437 - 53,970 187 11,940 4,670 167,701
Professional Fees:

Other professional services 8,417 113,937 - 92,787 3,261 16,018 14,830 249,250 Equipment and computer services 8,440 19,033 - 19,773 247 15,271 4,862 67,626Accounting (audit) 4,583 13,446 - 14,793 50 3,955 3,077 39,904 Total Professional Fees 21,440 146,416 - 127,353 3,558 35,244 22,769 356,780 Program/Project Expenses:

Program/Project related expenses 2,488 5,698 - 476,953 83,713 33,142 67,427 669,421 Property operation cost - - 60,362,779 - 194,615 - - 60,557,394 Total Program/Project Expenses 2,488 5,698 60,362,779 476,953 278,328 33,142 67,427 61,226,815 Other Expenses:

Interest 25,822 53,068 - 62,321 14,439 66,727 13,345 235,722 Depreciation and amortization 4,255 7,069 30,777,254 8,302 13,101 8,889 1,778 30,820,648 Contributions to others 5,403 11,104 - 13,040 238 13,962 2,792 46,539 Property loss - 21,163 - -- - - 21,163
Total Other Expenses 35,480 92,404 30,777,254 83,663 27,778 89,578 17,915 31,124,072 TOTAL EXPENSES $ 2,347,035 $ 4,650,007 $ 91,140,033 $ 4,641,197 $ 340,220 $ 1,422,187 $ 693,741 $ 105,234,420 Program Services Supporting Services
Supportive
Asset Real Estate Rental Resident Housing
Expenses
Management Total
Management Development Real Estate Services Programs and General Fundraising 116
The accompanying notes are an integral part of the consolidated financial statements.

COMMUNITY HOUSINGWORKS AND AFFILIATES

CONSOLIDATED STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED DECEMBER 31, 2024 AND 2023
Cash flows from operating activities:

Change in net assets $ (21,005,101) $ (18,473,826)
Adjustments to reconcile change in net assets to net cash provided by operating activities:

Unrealized gains from investments (1,038,248) (782,837) Unrealized gains on derivative financial instruments (1,906,879) (313,081) Depreciation and amortization 33,280,402 30,820,648
Amortization of right of use assets 677,010 658,214
Amortization of permanent loan costs 787,866 758,177
Loan forgiveness and recovery - (493,760)
(Increase) decrease in assets:

Accounts receivable - rent, net (1,364,623) (11,589)
Accounts receivable - other (51,593) -
Prepaid expenses (245,850) (485,376)
Loans receivable, net 5,080 22,540
Deposits (98,052) 79,934
Increase (decrease) in liabilities:

Accounts payable and accrued expenses 1,508,788 2,830,162 Security deposits 327,577 296,171
Deferred revenue 258,949 (69,226)
Interest payable 4,820,914 (776,311)
Lease liability (660,364) (596,112)
Net cash provided by operating activities 15,295,876 13,463,728 Cash flows from investing activities:

Decrease in investments 3,047,800 1,000,000
Decrease in accounts payable - construction (6,378,735) - Increase in loans receivable, net (1,218,871) -
Purchase of property and equipment (131,217,478) (114,259,142) Increase in other assets (847,136) (101,212)
Net cash used in investing activities (136,614,420) (113,360,354) Cash flows from financing activities:

Decrease in accounts receivable - other 713,260 3,951,267 Repayments of notes payable (62,025,681) (46,932,938)
Proceeds from notes payable 134,467,390 115,639,695
Payments of permanent loan costs (1,272,555) (2,238,220) Capital contributions from non-controlling interests 54,650,622 29,198,712 Capital distributions to non-controlling interests (463,593) (536,949) Payments of syndication costs (177,283) (668,418)
Net cash provided by financing activities 125,892,160 98,413,149 Net change in cash and restricted cash 4,573,616 (1,483,477) Cash and restricted cash at beginning of year 72,889,051 74,372,528 Cash and restricted cash at end of year $ 77,462,667 $ 72,889,051 Supplementary information:

Cash paid for interest $ 20,773,732 $ 23,424,371
Noncash investing and financing activities:

Increase in accounts payable - construction and interest payable and increase in property and equipment $ 6,154,139 $ 12,574,409 Increase in accounts receivable - other and increase in notes payable $ - $ 713,260 2024 2023
117
A. DEVELOPMENT
TEAM’S EXPERTISE

CONCEPTUAL

PROJECT PROPOSAL
118
Alignment with Community Housing Needs and City Goals
As documented by California Housing Partnership’s
Contra Costa County 2025 Affordable Housing Needs
Report, 32,296 low-income rents in the county to
not have access to an affordable home, and 76% of
extremely low-income households are paying more
than half of their income on housing costs1
. The
City’s Housing Element provides several goals in
order to help alleviate the affordability crisis in the area, namely by assisting in the provision of housing
that meets the needs of all socioeconomic segments
of the community and providing suitable sites for
housing development which can accommodate a
range of housing by type, size, location, price, and
tenure.

Bayline responds directly to the City of Hercules’ articulated community housing needs and development goals. It:

CHPC.NET/HOUSINGNEEDS
119
Unit Mix Chart
Unit Count Bedroom
Type
AMI
21 1 30% (IDD Population)
52 30%
3 3 30%
3 1 50%
10 2 50%
33 50%
8 1 60%
16 2 60%
33 60%
10 2 80%
12 Manager Unit
Project Description
Bayline is a proposed 83-unit, 100% affordable multifamily housing development located at APNs 404-490-102-5 and
404-490-101-7 on Bayfront Boulevard in Hercules,
California. The project is situated on a 1.18-acre site composed of two contiguous parcels, with full site control secured by Community HousingWorks (CHW) as of May
15, 2025.

Additionally, Community HousingWorks (“CHW”) has
entered an MOU with The Regional Center of the East Bay (“RCEB”) to provide services for 21 households (25%) to support persons with Intellectual and Developmental
Disabilities (IDD) and their families with the tools needed to achieve lives of quality and satisfaction and build
partnerships that result in inclusive communities. RCEB provides advocacy, client program planning, coordination of generic services, and consultation as well as admissions and discharges from the State Developmental
Centers. They provide case management services primarily through their own units and a contracted delegate agency:

La Familia Counseling Services.

Bayline will consist of two four-story buildings offering a mix of one-, two-, and three-bedroom units, with
affordability levels targeted at 30%, 50%, 60%, and 80% of Area Median Income (AMI), including one manager’s unit.

Notably, 21 units (25% of the total) are reserved for
individuals with intellectual and developmental disabilities, supported by a partnership with the Regional Center of the East Bay (RCEB). Please refer to unit mix chart for
affordability breakdown:
120
Project Amenities
As a sustainable, all-electric development, Bayline is targeting a GreenPoint Rated Gold certification with a projected score of 126.9. Amenities include 87 parking spaces, secure bike storage, and 3,200 square feet of ground-floor amenity space potentially including a community kitchen, computer lab, service provider offices, and meeting rooms. A 1,170-square-foot rooftop communal space will offer residents panoramic views of San Pablo Bay. The site is adjacent to the weekly
Bayfront Farmers Market is located within walking distance of the future Hercules Intermodal Transit Hub (The Hercules HUB) whose greater importance to the neighborhood is to be a model for successful transitoriented communities in the area. By providing additional permanent housing for independent living, Bayline looks to build off the success of current community planning efforts and seeks to align itself with the vision of the city.

Gold
GreenPoint
Rating
87 Parking Rooftop
Communal
Space
121
Design Concept
The conceptual design envisions two distinct, but integrated four-story residential buildings arranged to optimize views, access to open space, and pedestrian connectivity. The layout is intended to reinforce the pedestrian scale of Bayfront Boulevard while maximizing unit access to natural light and cross ventilation.

The massing and articulation of the buildings will echo the maritime and industrial heritage of the Hercules waterfront. Materials and color palettes will be selected to evoke a modern coastal aesthetic, balancing the built environment with the adjacent bayfront and civic plaza. Preliminary site plans include publicly accessible paths, secure bike storage, and integration with planned regional mobility infrastructure.

The roof deck, oriented toward the Bay, will serve as a key design feature offering both community space and visual amenity.

Renderings and detailed elevations will be provided in subsequent design phases. The site planning reflects CHW’s deep experience in developing context-sensitive affordable housing that integrates health, sustainability, and access to opportunity.
122
COM
D
Y H
D
Y H
STOR.
137 SF 62 SF
RR
879 SF

COMMUNITY SPACE
177 SF LEASING / MGMT
295 SF TRANFORMER
90 SF
ELEV. EQUIP.
86 SF ELEV. EQUIP.
295 SF TRANSFORMER
202 SF WORKROOM
OFFICE
159 SF
OFFICE
149 SF
233 SF

LAUNDRY TRASH
348 SF 84 SF
RR 225 SF LAUNDRY
LOUNGE
1,058 SF 183 SF BIKE STORAGE
TRASH
378 SF
LOBBY
482 SF
427 SF
EQUIP. / STOR.
179 SF
ELEC.
211 SF

BIKE STORAGE
180 SF
ELEC. 328 SF SERVICE PARTNER
FILES
135 SF
73 SF
RR
73 SF
RR JAN.
70 SF
MPOE
200 SF
B1 A1
SITE & 1ST FLOOR
339 SF

MAINTENANCE SHOP
B6 A1
7 7
88 300 SF

COMPUTER RM
STOR.
43 SF
MPOE
190 SF 131 SF FURNITURE TREATMENT
EQUIP.
168 SF
MAIL
MAIL
169 SF ELEC. / TELECOM
97 SF
TRASH
172 SF ELEC. / TELECOM
96 SF
TRASH
A1 B1 B1 C2
B3 B2 A1 A1 A1 B1
C2B3
B2 A1
A1 B1 B1
A1 A1 A1 B1
A1
2ND, 3RD & 4TH FLOOR
B5
B4
B1
C1
JAN.
57 SF
JAN.
54 SF
7 7
88 0
PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
% $ < ) 5 2 1 7 $ 3 $ 5 7 0 ( 1 7 6 3 / $ 1 2 9 ( 5 9, ( :
1505-0001 11/07/2025
123
COM
D
Y H
STOR.
137 SF 62 SF
RR
879 SF

COMMUNITY SPACE
177 SF LEASING / MGMT
295 SF TRANFORMER
86 SF ELEV. EQUIP.
225 SF

LAUNDRY
LOUNGE
1,058 SF
183 SF BIKE STORAGE
TRASH
378 SF
179 SF
ELEC. 328 SF SERVICE PARTNER
FILES
135 SF 73 SF RR 73 SF RR JAN. 70 SF MPOE 200 SF
STOR.
43 SF
STAIR
288 SF
STAIR
288 SF
7 88
23' - 11 31/32"
300 SF

COMPUTER RM
EQUIP.
168 SF
LOBBY
MAIL
0 PROJECT NO.
48 12
SCALE: 1/8"=1'-0"
FT
% $ < ) 5 2 1 7 $ 3 $ 5 7 0 ( 1 7 6 6 7 ) / 2 2 5 3 / $ 1 ( $ 6 7 1505-0001 11/07/2025
2 3 7, 2 1
124
D
Y H
90 SF ELEV. EQUIP. 295 SF TRANSFORMER
202 SF WORKROOM
OFFICE
159 SF
OFFICE
149 SF
233 SF

LAUNDRY TRASH
348 SF
84 SF
RR
LOBBY
482 SF
427 SF
EQUIP. / STOR.
211 SF BIKE STORAGE ELEC. 180 SF B1 A1 B6
339 SF

MAINTENANCE SHOP
A1
131 SF

FURNITURE TREATMENT MPOE
190 SF
0 PROJECT NO.
48 12
SCALE: 1/8"=1'-0"
FT
% $ < ) 5 2 1 7 $ 3 $ 5 7 0 ( 1 7 6 6 7 ) / 2 2 5 3 / $ 1 : ( 6 7 1505-0001 11/07/2025
125
169 SF ELEC. / TELECOM
97 SF
TRASH
A1 B1 B1 C2
B3 B2
A1 A1 A1 B1
C1
B1
JAN.
57 SF
7 88
0 PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
% $ < ) 5 2 1 7 $ 3 $ 5 7 0 ( 1 7 6 1 ' 7 + ) / 2 2 5 ( $ 6 7 1505-0001 11/07/2025
126
172 SF
ELEC. / TELECOM
96 SF
TRASH
C2B3
B2 A1
A1 B1 B1
A1 A1 A1 B1
A1
B5
B4
0 PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
% $ < ) 5 2 1 7 $ 3 $ 5 7 0 ( 1 7 6 1 ' 7 + ) / 2 2 5 : ( 6 7 1505-0001 11/07/2025
127
128
129
130

RESPONSETONOTICE OF FUNDING AVAILABILITY (NOFA)
Sycamore Crossing Affordable Multifamily Rental Housing City of Hercules
January 14, 2026
131
Contents

1. COVER LETTER 3

2. PROJECT DESCRIPTION 7

3. FINANCING PLAN AND PROFORMA 17

4. PROJECT SCHEDULE 23

5. SAHA 24

6. ADDITIONAL PROJECT TEAM MEMBERS 50

7. RESIDENT SERVICES PLAN 58

8. COMMUNITY OUTREACH 60

9. PRELIMINARY TITLE REPORT 61

10. EVIDENCE OF SITE CONTROL 75

11. FINANCIAL STATEMENTS 76
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 2 132 1/Cover Letter
January 14, 2026
Tim Rood
Community Development Director
City of Hercules
Delivered via email: [email protected]
Subject: Sycamore Crossing Affordable Housing Development NOFA Response Dear Tim:

On behalf of Satellite Affordable Housing Associates (SAHA), I am pleased to present this application for funding assistance to develop a portion of the Sycamore Crossing site at Sycamore Avenue and San Pablo Avenue in partnership with the City. This NOFA presents an exciting opportunity to build 100 permanently affordable homes and make an important contribution toward the City’s affordable housing needs. We would be honored to be selected to partner with the City to create a welcoming community that brings diverse housing opportunities to the people of Hercules.

SAHA is a nonprofit housing development corporation with over 50 years of experience in the field of developing and managing affordable housing. SAHA specializes in creating residential and mixed-use developments throughout the Bay Area for low and very low-income families, seniors, and people with special needs including those experiencing homelessness.

SAHA begins from the idea that every person deserves a home. Our work is inspired by a belief that quality homes and empowering services should be in reach for all members of our community and that despite the many obstacles to providing housing for people with modest incomes and special needs, this goal is possible. We currently house over 4,000 residents.

With a commitment to high-quality design and thoughtful, ongoing supportive services, we empower our residents to build better lives and create healthier, safer neighborhoods. With 75 affordable communities completed in the Bay Area and a pipeline of new projects in development, SAHA is one of the most impactful community-based nonprofit housing organizations in the region.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 3 133 1/Cover Letter

EXPERIENCED TEAM
For the development of the Sycamore Crossing Affordable project, SAHA has assembled an experienced and resourceful team. Satellite Affordable Housing Associates (SAHA) will be the Developer and Owner (through a Limited Partnership structure) and will also provide Property Management and Resident Services coordination. Together with PYATOK architecture + urban design, we are confident we will deliver a highly livable new community where residents thrive.

Pyatok, a firm with which SAHA has previously partnered on several projects including Alta Madrone, Flicker Bird Homes and Ancora Place, has proven expertise designing affordable housing that matches the character of the existing neighborhood.

SAHA Property Management employs a staff of over 115 professionals. Our property managers, assistant property managers, maintenance technicians, and custodians are supported and trained by property supervisors and the Director and Associate Director of Property Management. SAHA PM also include a Compliance Department overseeing the regulatory requirements for our properties. Our Facilities Department oversees capital improvement projects and facilities maintenance technicians.

Our team of more than 30 non-clinical resident service coordinators works at nearly every SAHA site, with the aim of fostering physical, emotional and cognitive health, authentic social connections, and a feeling that we live and work not just in a beautiful apartment building, but in a community where we are each known and valued. For residents with more acute needs, we provide services that allow residents to remain comfortably within their apartments despite changing abilities, and to live as independently as possible.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 4 134 1/Cover Letter
Resident Services begin with case management and meeting basic needs through meal programs, public benefits access, health screening and access to care, and transportation services. From there we address a wide variety of individual needs including help with immigration and naturalization, medical-related planning and services including home health care and advance directives, legal assistance and mediation, and financial education. Activities may include a wide variety of on-site classes and groups including exercise classes, bicycle skills and repairs, quilting and embroidery, drum circles, choirs, dancing, walk groups, book clubs, meditation, intercultural potlucks, men’s groups and ESL classes. Tenants Associations provide a vehicle for socializing as well as advocacy and communication between management and residents.

SAHA Transportation provides wheelchair-accessible van service between many of SAHA’s residential communities and destinations in the community. Residents sign up for and receive transportation to shopping, medical appointments and recreational trips. Among low-income seniors, transportation provides critical access to medical providers and lifeline services, food access, and socialization activities. Transportation thus provides an enormous benefit to the quality of resident life at the buildings it serves, increases independence, and addresses conditions of isolation which create mental and physical health risks for seniors.

VISION FOR THE DEVELOPMENT
SAHA will transform this vacant 1.9 acre parcel, a portion of the larger Sycamore Crossing site, into a vibrant community of 100 deeply affordable homes targeted to individuals and families including 12 studio apartments, 38 one-bedroom apartments, 25 two-bedroom apartments and 25 three-bedroom apartments. SAHA proposes to develop a five-story building using affordable Type III-A wood-frame construction including surface parking for all units. The design includes numerous family-friendly common area amenities such as an acoustically-insulated music practice room, a bicycle repair station, an outdoor tot play area and wheelchair- accessible raised garden beds in a sunny spot where SAHA’s Resident Services team will expand its successful gardening program.

To fund this transformation, SAHA requests $5M of seed capital from the City of Hercules which will cover approximately 6% of the total development cost. SAHA proposes to leverage this City funding with tried and true funding sources: 4% Federal and State tax credits, California Strategic Growth Council & Department of Housing and Community Development’s Affordable Housing and Sustainable Communities (AHSC) Program, Federal Home Loan Bank of San Francisco’s Affordable Housing Program, deferred developer fee, and a conventional, fixed-rate fully amortizing mortgage.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 5 135 1/Cover Letter

CARE AND COMMITMENT

As a long-term owner manager, SAHA stewards its community assets through generations. All our renovations of our original developments underscore to us the importance of designing buildings with “good bones”: durable construction techniques and timeless, high-quality design. At Sycamore Crossing Affordable, SAHA will participate in the GreenPoint program and aims to achieve the highest Platinum level of certification through the use of a comprehensive suite of environmentally sustainable building features that considers everything from site selection to finish materials, from the foundation to the roof and everything in between. Additionally, SAHA will capitalize on its resident feedback loop to inform design with an eye toward accessibility by people of all abilities and uplifting, light-filled apartments.

We believe we are exceptionally qualified to assist you as a result of our extensive experience developing and managing affordable infill housing for families and special needs groups as well as our long history of collaborative partnerships with Cities and Counties. The attached materials describe in detail SAHA’s vision for this site as well as our experience and capabilities.

If you have questions about our proposal during the NOFA process, please direct them to me by phone 510-809-2754 or email [email protected].

Sincerely,
Eve Stewart

Senior Vice President of Real Estate Development
1835 Alcatraz Avenue, Berkeley, California 94703
[email protected] / 510-809-2754

_______________________________________
“Affordable Homes are the building blocks to
transforming lives.”
-Susan Friedland, SAHA Chief Executive Officer
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 6 136 2/Project Description
On the Sycamore Crossing site, we propose to build a contextual and durable multigenerational community with rich community-centered amenities and wellness resources. The community will include 99 affordable apartment homes for families and individuals along with a host of amenities to support physical and spiritual wellbeing.

NEIGHBORHOOD
The area surrounding Sycamore Crossing in Hercules is centrally located within the city’s primary commercial and civic corridor. The amenity-rich neighborhood includes grocery and pharmacy services along San Pablo Avenue, restaurants and neighborhood-serving retail within walking distance, and nearby civic and recreational resources including Refugio Valley Park and the Hercules Library. According to Walkscore.com, Sycamore Crossing has a Walk Score of 70 out of 100, categorized as Very Walkable so most errands can be accomplished on foot.

Bayside Park is within 0.2 miles and other nearby parks include Duck Pond Park, Frog Pad Park and Ohlone Park. Multiple schools and medical services are located within a short drive. San Pablo Avenue is a major regional arterial providing direct north–south connectivity, with Interstate 80 accessible approximately 0.3 mile to the northeast. The project will be installing a bus stop for Westcat’s C3 & J Routes nearly adjacent to the site at the intersection of San Pablo Ave and Tsushima. WestCAT operates along San Pablo Avenue, offering multiple connections to regional transit and nearby BART stations. The site is 0.4 miles from a high quality transit stop at John Muir Parkway/San Pablo Av and 0.7 miles from the Hercules Transit Center.

SITE
The 1.883 acre, 82,023 square foot site is essentially flat with no notable, special or particularly unique features, topographical or otherwise, that may increase project costs. Its Planned Commercial Residential Mixed Use District (PC-R) zoning designation can accommodate the proposed affordable housing development in conjunction with State Density Bonus Law and will not require rezoning. During the entitlement process, SAHA intends to invoke State Density Bonus Law (California Government Code Sections 65915 – 65918) which essentially requires local jurisdictions to provide waivers and concessions in their application of existing zoning law during the entitlement of new housing developments comprised partially or entirely of affordable housing.

SAHA intends to request concessions/waivers to the zoning requirements around density (units per acre) [check if this is needed], height and parking.

RESIDENT POPULATION
SAHA intends to build an affordable community geared toward large families, with at least half twoand three- bedroom units. One home will be occupied by SAHA staff as required by State law for all communities with 16 or more units. The remaining 99 homes will be affordable for households with incomes at or below 60% of the area median. On average, they will be affordable to households with incomes at or below 50% of the area median.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 7 137 2/Project Description

BUILDING
SAHA proposes to develop 100 apartment homes in a single five-story building. The building will include 12 studio apartments, 38 one-bedroom apartments, 25 two-bedroom apartments and 25 three-bedroom apartments for a total of 175 bedrooms. The units are mostly laid out along double-loaded corridors for efficiency. The community is programmed with ample community space both inside and out. Inside there is a large, approximately 1,350 square foot community room with kitchenette and a computer lab that can accommodate all the residents of the building for hosting community wide meetings, game nights, movie nights and other activities. The Community Room is an indoor-outdoor space that spills out into a spacious courtyard. Wheelchairaccessible raised beds are located in a sunny spot for residents who enjoy growing their own herbs and vegetables. The courtyard also includes a tot play area and landscaping. Located on the ground floor is an acoustically insulated music practice room.

Peace of mind is considered in every aspect of the building and program design. At each floor, the corridors include windows for pleasant views and natural light. Residents will enter the building through a gracious lobby. An adjacent staircase will draw residents in and help encourage an active lifestyle. As safety is also a priority, the manager’s office is located at the main entry to have a view of the front door, the elevators, and the street. A service provider’s office also has a direct view of the entry area.

The size and scale of the building allows for affordable construction costs, as well as efficient operations and maintenance of the building. The building is fitting for its location between two major arterial streets and the proposed 52’ building height is similar to the height of Aventine Apartments across the street. The proposed design is intended to fit seamlessly with the neighborhood context and will step down to relate to the lower density homes proposed immediately to the west. A significant factor in our architect selection of Pyatok is the firm’s particular skill and sensitivity fitting neighborhood context.

GREEN BUILDING & CLIMATE RESILIENCY
This building will pursue an aggressive approach to sustainability and energy efficiency, and score platinum on the GreenPoint Rated scale. The rooftop will include a photovoltaic array. The allelectric building will not use any fossil fuels and will have high efficiency heat pumps to provide hot water as well as air conditioning, and will use heat recapture strategies to minimize any energy losses. Passive strategies like sun-shading of windows, and installing extra insulation and insulated glass, also prevent overheating or excessive heat loss. LED lighting and low-water plumbing fixtures will minimize the use of other resources. The landscaping will include native and low-water plant selections with smart irrigation that limits over-watering when soils are moist or there has been recent rainfall. Stormwater is naturally filtered on-site through raised planters before being released to recharge the groundwater system.

The building will be designed for resiliency due to climate change. Certain electric circuits designated as essential can be powered by battery backup in the event of a blackout, and a City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 8 138 2/Project Description
conventional gas generator in the event of an extended blackout. Electricity will be prioritized to these circuits in the event of a brown out. The community room air conditioning and electricity will be on prioritized circuits so that this room may function as a resiliency hub during extreme weather events. Offices, fire alarm and electronic key fob entry systems will also be on prioritized circuits.

Health of the residents is a priority, with each unit receiving mechanically filtered fresh air and having plenty of operable windows. The courtyard with its communal vegetable garden, ping-pong table, and multiple seating areas, will be pleasant all day long for active and passive activities. In the common areas, rooms and offices have multiple doors for cross-ventilation. The Community Room is an indoor-outdoor space that spills out into a long enclosed patio. Indoor air quality is a priority for the long-term health of residents with the use of natural and durable finish materials with low off-gassing.

SAHA does not currently envision using modular construction techniques for the proposed building simply because cost savings have been inconsistent at recent comparable developments. SAHA will continue to track the industry’s evolution. If conditions mature, or if the City desires, SAHA will gladly perform a cost comparison analysis of modular vs. stick-built construction techniques for the proposed development

COMMUNITY PROCESS
A community engagement process will be necessary to confirm the assumptions made in this conceptual building design. Workshops to interact with the community at large, as well as community stakeholders including neighbors, resident advocates, and other local leaders, will be necessary. Through this process, our development team can identify architectural style choices that are appropriate and representative, and uncover other ways that this new community can truly serve Hercules and become a vital participant in neighborhood life.

Following please find conceptual plans and renderings that include basic site information.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 9 139

ON GRADE

COURTYARD

RES OPEN
SPACE
ENTRY
COURT
+/- 100 TOTAL SURFACE PARKING SPACES

SERVICE
8' - 0" 112' - 0" 6' - 0" 318' - 0"

A A A A
192' - 0"
60' - 0"
60' - 0"
298' - 0"

SYCAMORE CROSSING CONCEPT DESIGN - SITE PLAN
1/14/2026

1.0 OPT. A-1, 5 STORIES
Sycamore Crossing Affordable 10 City of Hercules Notice of Funding Availability / 140
LOBBY

ON GRADE

COURTYARD

RES OPEN
SPACE
ENTRY

COURT S S S S S S S S S
S
S
1 1
1 1 1
ELEC
MPOE
ELEV
0' 25' 100' 50'
13' - 0" 28' - 0" 31' - 0" 126' - 0"
185' - 0" 18' - 0" 95' - 0"
31' - 0" 89' - 0"
50' - 0" 135' - 0" 98' - 0"
2 2 2
TRASH
S
52' - 0"
1 3.0
2 3.0
MECH

LAUNDRY

COMMUNITY

BIKES MAINT
3 3 3
3 3
3 1 1
1 1
1 1
1 1
3 2
2 2
T
ELEV
2 EXTERIOR WALKWAY /

BUILDING SEPARATION
60' - 0" 70' - 0" 60' - 0"
21' - 0" 95' - 0"
8' - 0" 33' - 0" 157' - 0" 18' - 0" 95' - 0"
27' - 0" 6' - 0"
2 42' - 0" 21' - 0" 31' - 0" 21' - 0"
1 2 3 3
3 3
1 1
1 1
1 1
2 2
T
2 2 ELEV

ROOF BELOW

ROOF BELOW
157' - 0"
116' - 0"
33' - 0" 70' - 0" 60' - 0"
6' - 0"

SYCAMORE CROSSING CONCEPT DESIGN - FLOOR PLANS
1/14/2026

2.0 LEVEL 1 FLOOR PLAN
LEVEL 2-4 FLOOR PLAN LEVEL 5 FLOOR PLAN

CONCEPTUAL AREA SCHEDULE

PROGRAM FLOOR AREA
CIRCULATION 15,900 SF
COMMON 5,010 SF
RESIDENTIAL 77,790 SF
SERVICE 3,970 SF
102,660 SF

UNIT SUMMARY
LEVEL STUDIO 1-BR 2-BR 3-BR TOTAL
1 12 5 3 0 20
2 0 9 6 7 22
3 0 9 6 7 22
4 0 9 6 7 22
5 0 6 4 4 14
TOTAL 12 38 25 25 100
OPT. A-1, 5 STORIES
Sycamore Crossing Affordable 11 City of Hercules Notice of Funding Availability / 141
LEVEL 1
0' - 0"
LEVEL 2
12' - 0"
LEVEL 5
ROOF
52' - 0"
42' - 0"
0' 25' 100' 50'
LEVEL 1
0' - 0"
LEVEL 2
12' - 0"
LEVEL 5
ROOF
52' - 0"
42' - 0"

TYPE IIIA
5 STORIES

SYCAMORE CROSSING CONCEPT DESIGN - SECTIONS & MASSING
1/14/2026

3.0 EAST WEST SECTION

NORTH SOUTH SECTION
OPT. A-1, 5 STORIES
MASSING PERSPECTIVE LOOKING EAST ON SYCAMORE AVE.

NOT TO SCALE

MASSING BIRD'S EYE PERSPECTIVE LOOKING NORTHWEST

NOT TO SCALE

MASSING PERSPECTIVE LOOKING NORTH ON OHLONE PLACE

NOT TO SCALE
Sycamore Crossing Affordable 12 City of Hercules Notice of Funding Availability / 142

SYCAMORE CROSSING CONCEPT DESIGN - ELEVATIONS
1/14/2026

4.0 OPT. A-1, 5 STORIES
SYCAMORE AVE. ELEVATION
1" = 30'
Sycamore Crossing Affordable 13 City of Hercules Notice of Funding Availability / 143

SYCAMORE CROSSING CONCEPT DESIGN - ELEVATIONS
1/14/2026

5.0 OPT. A-1, 5 STORIES

OHLONE CREEK PLACE ELEVATION
1" = 30'
Sycamore Crossing Affordable 14 City of Hercules Notice of Funding Availability / 144

SYCAMORE CROSSING CONCEPT DESIGN - STREET PERSPECTIVE
1/14/2026

6.0 OPT. A-1, 5 STORIES

PERSPECTIVE FROM SYCAMORE AT OHLONE CREEK PLACE PERSPECTIVE FROM SYCAMORE LOOKING WEST Sycamore Crossing Affordable 15 City of Hercules Notice of Funding Availability / 145
2/Project Description

CITY OF HERCULES HOUSING GOALS
Sycamore Crossing Affordable would directly advance the City of Hercules’ Affordable Housing Policy by expanding the supply of long-term, deed-restricted housing affordable to very low- and low-income households, consistent with the City’s stated goal of promoting a balanced and economically diverse community. By delivering a substantial number of multi-bedroom units subject to recorded Affordable Housing Covenants for a minimum of 55 years, the project would help address documented housing needs for families while ensuring ongoing compliance with City requirements related to tenant eligibility, affordability levels, occupancy standards, and annual monitoring. As a purpose-built affordable housing project, the development would complement the City’s inclusionary and density bonus programs by producing units that are integrated into the community, built to the highest quality standards, and marketed and administered in coordination with any City requirements, supporting the City’s long-term housing objectives and statemandated affordability goals.

REGIONAL HOUSING NEEDS ALLOCATION (RHNA) NEEDS
The Sycamore Crossing Affordable project’s proposed unit mix would help the City meet its remaining Regional Housing Needs Allocation (RHNA) needs. SAHA’s proposal would provide Hercules 41 of the 344 Very Low income (50% AMI) units and 58 of the 197 Low income (80% AMI) units noted in the City’s NOFA.

PROPOSED UNIT MIX
Affordability Studio One Bdrm Two Bdrm Three Bdrm Total 30% 1 4 3 3 11
50% 6 12 6 6 30
60% 5 22 15 16 58
Managers Unit - - 1 - 1
TOTAL 12 38 25 25 100

LOW AND MODERATE INCOME HOUSING ASSET FUND
The Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”) includes all former redevelopment agency housing assets and is subject to expenditure requirements detailed in Health and Safety Code (“HSC”) Section 34176.1. The City oversees expenditure of the Housing Asset Fund. SAHA has requested the $5.0 million in Housing Asset Funds available for project funding through this NOFA. Based on the 11 extremely low income (ELI) units provided in the project, $1.5 million can be allocated to assist extremely low income rental households earning 30% or less of the AMI with the balance of $3.5 million serving low income households all below 60% of AMI.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 16 146 3/Financing Plan and Proforma
To finance the build-out of the Sycamore Crossing Affordable community, SAHA proposes to use Low-Income Housing Tax Credits and a soft loan from the City of Hercules, along with several other gap sources.

LOW-INCOME HOUSING TAX CREDITS
SAHA anticipates generating approximately $31,319,886 of tax credit equity all from Federal tax credits which includes a 30% boost due to its location in a 2026 Difficult Development Area.

SAHA is assuming an all-in investor pay-in rate of $0.85 per federal tax credit.

CITY OF HERCULES SOFT LOAN
SAHA requests a 55-year soft loan of $5M from the City of Hercules for site acquisition, predevelopment, construction and permanent financing. This funding will cover approximately 6% of the total development cost. We recognize that this is a substantial ask. SAHA keeps abreast of local, regional, state and federal affordable housing funding opportunities and commits to leverage this precious funding opportunistically as much as possible. SAHA has experience with successor agency funding from its experience on Tabora Gardens Senior Apartments and Alta Madrone.

AFFORDABLE HOUSING AND SUSTAINABLE COMMUNITIES (AHSC)
SAHA anticipates receiving a $26,350,208 loan from the California Strategic Growth Council & Department of Housing and Community Development’s Affordable Housing and Sustainable Communities (AHSC) Program.

CONVENTIONAL PERMANENT LOAN
SAHA anticipates originating a $11,454,378, tax-exempt, permanent loan from a to-be-determined private lender. We assume an interest rate of 6.65%.

AFFORDABLE HOUSING PROGRAM
SAHA anticipates that the proposed project will be competitive for $1,500,000 of funding from the Federal Home Loan Bank of San Francisco’s Affordable Housing Program.

DEFERRED DEVELOPER FEE
To round out the funding mix, SAHA proposes to voluntarily defer a $1,145,213 portion of its developer fee to be paid from a priority distribution of surplus cash flow during operations.

CONSTRUCTION LOAN
SAHA will fund construction with a tax-exempt construction loan with a blended interest rate of

6.52%. The projected 32 month term will extend from groundbreaking until conversion to permanent financing at which time it will be paid off with tax credit syndication proceeds, additional soft debt and conventional debt.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 17 147 PROJECT SUMMARY Satellite Affordable Housing Associates (SAHA) Hercules- Sycamore Crossing Large Family LIHTC 99 units plus 1 mgr. unit & 100 surface parking spaces Tax-Exempt Bonds + AHSC + 4% Credits New Construction Non-Rural
Large Family project QCT-No DDA-Yes
Permanent Sources Permanent Uses
Source Amount Rate Amort. $/Unit Use Amount $/Unit
Investor Equity - 4% Federal Credit $ 31,319,886 $ 313,199 Land Costs $ 3,400,000 $ 34,000 AHSC $ 26,350,208 $ 263,502 Permits, Fees, & A/E $ 6,931,204 $ 69,312 Permanent Mortgage $ 11,454,378 6.65% 35 $ 114,544 Construction (Sticks & Bricks) $ 46,694,156 $ 466,942 Developer GP Contribution and Deferred Dev $ 5,684,157 $ 56,842 OffSites $ - $ - FHLB AHP $ 1,500,000 $ 15,000 Legal, Insurance, Etc $ 2,436,073 $ 24,361 Hercules NOFA $ 5,000,000 $ 50,000 Lease-Up Costs $ 360,883 $ 3,609 Reserves $ 901,477 $ 9,015
Financing Costs $ 7,991,172 $ 79,912
Developer Fee (Cash) $ 3,842,078 $ 38,421
Syndicaton Costs, Deferred Fee Etc. $ 6,043,500 $ 60,435 Contingency & Reserves $ 2,708,087 $ 27,081
$ 81,308,629 $ 813,086 $ 81,308,630 $ 813,086
Unit Mix Construction Sources
Bedrooms % of Units # Source Amount $/Unit
Studio 12% 12 Construction Loan $ 63,650,406 $ 636,504
One Bedroom 38% 38 Investor Equity - 4% Federal Credit $ 3,131,989 $ 31,320 Two Bedroom 25% 25 AHSC $ - $ -
Three Bedroom 25% 25 Hercules NOFA $ 5,000,000 $ 50,000 Permanent Mortgage $ - $ -
100% 100 $ 71,782,395 $ 717,824
Affordability/Rents & AMI Levels Operating Expenses
Source AMI Bedrooms # Net Rent UA Expense $ $/Unit
TCAC 30% Studio 6 $772 $67 Administrative $ 95,040 $ 950 TCAC 50% Studio 1 $1,331 $67 Management $ 83,160 $ 832
TCAC 60% Studio 5 $1,611 $67 Utilities $ 89,100 $ 891
TCAC 30% 1 Bedroom 12 $818 $81 Payroll & Payroll Taxes $ 380,160 $ 3,802 TCAC 50% 1 Bedroom 4 $1,417 $81 Insurance $ 71,280 $ 713 TCAC 60% 1 Bedroom 22 $1,717 $81 Maintenance $ 148,500 $ 1,485 TCAC 30% 2 Bedroom 6 $966 $113 Service Amenities $ 95,040 $ 950 TCAC 50% 2 Bedroom 3 $1,685 $113 Taxes $ 23,760 $ 238
TCAC 60% 2 Bedroom 15 $2,045 $113 Monitoring Fees $ 5,940 $ 59 TCAC 30% 3 Bedroom 6 $1,104 $142 Real Estate Taxes $ 594 $ 6 TCAC 50% 3 Bedroom 3 $1,935 $142 Total $ 992,574 $ 9,926 TCAC 60% 3 Bedroom 16 $2,351 $142
Manager 2 bedroom 1 - - Financial Assumptions
Duration Months Loan Tranche Rate
Construction Period 22 mos. Tax Exempt 6.35%
Lease up Period 4 mos. Taxable 6.60%
Total 53.6% 100 Months to Perm. Close 6 mos. Blended 6.52% Construction Loan 32 mos.

Project & Finance Schedule Tax Credit Info
Event Date Notes
Construction Close Oct-28 Basis Boost Yes 2026 DDA
Cert. of Occupancy Jul-30 Opportunity Map Score Low
Perm Conversion May-31 Tax Credit Pricing $0.85
8609s Nov-31
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 18 148 Hercules- Sycamore Crossing Large Family LIHTC
30-Year Cash Flow
Growth Factor / Assumption 1 2 3 4 5 6 7 8 9 10
Income/Expenses All Years Year 1-10 Year 11+ 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 Tenant Rental Income - Affordable 2.50% 3.00% 2,322,790 2,380,860 2,440,381 2,501,391 2,563,926 2,628,024 2,693,724 2,761,068 2,830,094 2,900,847 Misc. Income 1.00% 14,256 14,399 14,543 14,688 14,835 14,983 15,133 15,284 15,437 15,592 ------------------
Gross Scheduled Income 2,337,046 2,395,258 2,454,924 2,516,079 2,578,761 2,643,007 2,708,857 2,776,352 2,845,531 2,916,438 less Vacancy/Collection Loss - Residential 5.00% (116,852) (119,763) (122,746) (125,804) (128,938) (132,150) (135,443) (138,818) (142,277) (145,822) ------------------
Effective Gross Income 2,220,194 2,275,496 2,332,178 2,390,275 2,449,822 2,510,857 2,573,415 2,637,534 2,703,255 2,770,616 ------------------
less Operating Expenses Residential 3.50% (1,030,009) (1,066,059) (1,103,371) (1,141,989) (1,181,959) (1,223,328) (1,266,144) (1,310,459) (1,356,325) (1,403,797) less Operating Expenses/Debt Service Commercial 3.50% 0 0 0 0 0 0 0 0 0 0 less Resident Services 3.50% (112,878) (116,828) (120,917) (125,150) (129,530) (134,063) (138,756) (143,612) (148,638) (153,841) less Property Taxes 3.50% (705) (730) (756) (782) (810) (838) (867) (898) (929) (962) less Replacement Reserves 3.50% (28,219) (29,207) (30,229) (31,287) (32,382) (33,516) (34,689) (35,903) (37,160) (38,460) less Monitoring and Other Ongoing Capital Fees 2.00% (6,558) (6,689) (6,823) (6,960) (7,099) (7,241) (7,386) (7,533) (7,684) (7,838) Ground Lease + State Admin Costs 2.00% (312,547) (318,798) (325,174) (331,678) (338,311) (345,077) (351,979) (359,018) (366,199) (373,523) ------------------
Net Operating Income 729,277 737,183 744,906 752,429 759,732 766,794 773,594 780,111 786,320 792,197 ------------------

HARD DEBT PAYMENTS
Conventional Debt (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) Debt Coverage Ratio 1.16 1.17 1.18 1.20 1.21 1.22 1.23 1.24 1.25 1.26 ------------------
DISTRIBUTABLE CASH FLOW 99,918 107,824 115,547 123,070 130,373 137,435 144,235 150,752 156,961 162,838 less Partnership Management Fee 3.00% (35,000) (36,050) (37,132) (38,245) (39,393) (40,575) (41,792) (43,046) (44,337) (45,667) less Investor Asset Management Fee 3.00% (5,000) (5,150) (5,305) (5,464) (5,628) (5,796) (5,970) (6,149) (6,334) (6,524) Support from Operating Reserves - - - - - - - - - -
=========
Net Cash Flow 59,918 66,624 73,111 79,361 85,352 91,064 96,473 101,557 106,290 110,647 =========
Cash Flow Distribution Initial Distribution %
Deferred Developer Fee 1,145,213 100.0% 59,918 66,624 73,111 79,361 85,352 91,064 96,473 101,557 106,290 110,647 Residual Receipts 100.0% - - - - - - - - - -
Sycamore Crossing Affordable 19 City of Hercules Notice of Funding Availability / 149
Hercules- Sycamore Crossing Large Family LIHTC
30-Year Cash Flow

Income/Expenses
Tenant Rental Income - Affordable
Misc. Income
------------------
Gross Scheduled Income
less Vacancy/Collection Loss - Residential
------------------
Effective Gross Income
------------------
less Operating Expenses Residential
less Operating Expenses/Debt Service Commercial
less Resident Services
less Property Taxes
less Replacement Reserves
less Monitoring and Other Ongoing Capital Fees
Ground Lease + State Admin Costs
------------------
Net Operating Income
------------------

HARD DEBT PAYMENTS
Conventional Debt
Debt Coverage Ratio
------------------

DISTRIBUTABLE CASH FLOW
less Partnership Management Fee
less Investor Asset Management Fee
Support from Operating Reserves
=========
Net Cash Flow
=========
Cash Flow Distribution
Deferred Developer Fee
Residual Receipts
11 12 13 14 15 16 17 18 19 20 21 22
2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2,987,872 3,077,508 3,169,833 3,264,928 3,362,876 3,463,762 3,567,675 3,674,706 3,784,947 3,898,495 4,015,450 4,135,914 15,747 15,905 16,064 16,225 16,387 16,551 16,716 16,883 17,052 17,223 17,395 17,569 3,003,619 3,093,413 3,185,897 3,281,153 3,379,263 3,480,313 3,584,392 3,691,589 3,801,999 3,915,718 4,032,845 4,153,483 (150,181) (154,671) (159,295) (164,058) (168,963) (174,016) (179,220) (184,579) (190,100) (195,786) (201,642) (207,674) 2,853,438 2,938,742 3,026,603 3,117,095 3,210,300 3,306,298 3,405,172 3,507,010 3,611,899 3,719,932 3,831,203 3,945,808 (1,452,930) (1,503,782) (1,556,414) (1,610,889) (1,667,270) (1,725,624) (1,786,021) (1,848,532) (1,913,231) (1,980,194) (2,049,501) (2,121,233) 0 0 0 0 0 0 0 0 0 0 0 0
(159,225) (164,798) (170,566) (176,536) (182,715) (189,110) (195,728) (202,579) (209,669) (217,008) (224,603) (232,464) (995) (1,030) (1,066) (1,103) (1,142) (1,182) (1,223) (1,266) (1,310) (1,356) (1,404) (1,453) (39,806) (41,200) (42,641) (44,134) (45,679) (47,277) (48,932) (50,645) (52,417) (54,252) (56,151) (58,116) (7,994) (8,154) (8,317) (8,484) (8,653) (8,827) (9,003) (9,183) (9,367) (9,554) (9,745) (9,940) (380,993) (388,613) (396,385) (404,313) (412,399) (420,647) (429,060) (437,641) (446,394) (455,322) (464,429) (473,717) 811,495 831,165 851,212 871,637 892,442 913,630 935,204 957,163 979,510 1,002,246 1,025,371 1,048,885 (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359)

1.29 1.32 1.35 1.38 1.42 1.45 1.49 1.52 1.56 1.59 1.63 1.67 182,136 201,806 221,853 242,278 263,083 284,271 305,845 327,804 350,151 372,887 396,012 419,526 (47,037) (48,448) (49,902) (51,399) (52,941) (54,529) (56,165) (57,850) (59,585) (61,373) (63,214) (65,110) (6,720) (6,921) (7,129) (7,343) (7,563) (7,790) (8,024) (8,264) (8,512) (8,768) (9,031) (9,301) - - - - - - - - - - - -
128,379 146,437 164,822 183,536 202,579 221,953 241,656 261,690 282,054 302,747 323,768 345,114 128,379 146,437 - - - - - - - - - -
- 0 164,822 183,536 202,579 221,953 241,656 261,690 282,054 302,747 323,768 345,114 Sycamore Crossing Affordable 20 City of Hercules Notice of Funding Availability / 150
Hercules- Sycamore Crossing Large Family LIHTC
30-Year Cash Flow

HARD DEBT PAYMENTS
Conventional Debt
Debt Coverage Ratio
------------------

DISTRIBUTABLE CASH FLOW
less Partnership Management Fee
less Investor Asset Management Fee
Support from Operating Reserves
=========
Net Cash Flow
=========
Cash Flow Distribution
Deferred Developer Fee
Residual Receipts
23 24 25 26 27 28 29 30
2052 2053 2054 2055 2056 2057 2058 2059
4,259,991 4,387,791 4,519,424 4,655,007 4,794,657 4,938,497 5,086,652 5,239,252 17,745 17,922 18,101 18,282 18,465 18,650 18,836 19,025 4,277,736 4,405,713 4,537,526 4,673,290 4,813,123 4,957,147 5,105,488 5,258,276 (213,887) (220,286) (226,876) (233,664) (240,656) (247,857) (255,274) (262,914) 4,063,849 4,185,427 4,310,649 4,439,625 4,572,466 4,709,290 4,850,214 4,995,362 (2,195,476) (2,272,318) (2,351,849) (2,434,164) (2,519,360) (2,607,537) (2,698,801) (2,793,259) 0 0 0 0 0 0 0 0
(240,600) (249,021) (257,737) (266,758) (276,094) (285,757) (295,759) (306,111) (1,504) (1,556) (1,611) (1,667) (1,726) (1,786) (1,848) (1,913) (60,150) (62,255) (64,434) (66,689) (69,024) (71,439) (73,940) (76,528) (10,139) (10,342) (10,549) (10,759) (10,975) (11,194) (11,418) (11,646) (483,192) (492,855) (502,712) (512,767) (523,022) (533,483) (544,152) (555,035) 1,072,788 1,097,079 1,121,757 1,146,821 1,172,267 1,198,093 1,224,296 1,250,870 (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359) (629,359)

1.70 1.74 1.78 1.82 1.86 1.90 1.95 1.99
443,429 467,720 492,398 517,462 542,908 568,734 594,937 621,511 (67,064) (69,076) (71,148) (73,282) (75,481) (77,745) (80,077) (82,480) (9,581) (9,868) (10,164) (10,469) (10,783) (11,106) (11,440) (11,783) - - - - - - - -
366,785 388,777 411,087 433,711 456,644 479,882 503,419 527,249 - - - - - - - -
366,785 388,777 411,087 433,711 456,644 479,882 503,419 527,249 Sycamore Crossing Affordable 21 City of Hercules Notice of Funding Availability / 151
3/Financing Plan and Proforma
There is relatively little affordable housing funding available in general at the moment. Competition is elevated and therefore we have identified a contingency plan. If SAHA is unable to secure an AHSC allocation, the alternate plan is to pursue HCD’s Multifamily Housing Program (MHP) which would be significantly replenished if the voters approve the $10B State affordable housing bond likely to appear on the November 2026 ballot. The Affordable Housing Bond Act of 2026 passed out of the Senate Housing Committee and advanced to the State Senate Appropriations Committee January 6, 2026.

Under the current MHP scoring rubric, three points are available for projects located on public excess lands. To be competitive for MHP, SAHA asks the City to purchase the development site in 2026 with a portion of these NOFA proceeds, simultaneously provide SAHA a purchase option as well as a predevelopment lease to shield the City from property management responsibilities, and sell it to the limited partnership ownership entity at construction closing. The City would declare the site “exempt surplus land” under Government Code section 54221(f)(1)(A) and seek HCD’s concurrence with this designation. SAHA has successfully utilized this strategy in another jurisdiction.

SAHA can also acquire the site directly but by creating multiple funding paths this strategy would best position the project for success.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 22 152 4/Proposed Project Schedule
Due to the Bay Area’s housing crisis, an expedited timeline is vital. We anticipate being able to complete the project in approximately 4 years.

The development team anticipates utilizing SB 35/423, a streamlined entitlement process, to obtain all necessary land use approvals in a time frame of approximately five months from application to final approval. The development team has employed the SB 35 process successfully on three recent projects. A full Environmental Impact Review (EIR) is not necessary for the proposed development.

Milestone Date
Developer Selection/NOFA award April 2026
Begin Community Engagement May 2026
Acquire Site July 2026
Complete Schematic Design July 2026
Planning Application Submittal July 2026
Planning Approval November 2026
Begin Design Development December 2026
Begin Construction Drawings July 2027
AHSC funding award December 2027
Submit Building Permit Application January 2028
All financing commitments secured May 2028
Close Financing & Start Construction October 2028
Complete Grading December 2028
Complete Wood Framing May 2029
Complete Exterior/Interior Finishes June 2030
Complete Construction August 2030
100% occupancy December 2030
Permanent Financing Conversion June 2031

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 23 153 5/SAHA
Satellite Affordable Housing Associates
(SAHA) will act as the lead Service Provider
and will provide a 0.6 FTE part-time Service
Coordinator to provide onsite services as well
as linkages to community-based services for
all tenants at Sycamore Crossing Affordable.

The following is a detailed description of
services planned for the community.

Satellite Affordable Housing Associates
(SAHA) proposes to develop 100 units of
affordable family rental housing on a site
located at Sycamore Avenue. All units, with
the exception of one manager’s unit, will be
affordable to families with incomes at or
below 60% of the area median. Residents will
enjoy a beautiful community that incorporates
the highest standards of green building and
sustainable design as well as a robust
selection of on-site services and activities to
support family wellness and community
engagement.

Currently SAHA provides outstanding service
coordination to 3,000 tenants at over 75
distinct properties. These services are
essential to our residents, providing a wide
range of supports such as food access
programs, health screenings, benefit
application assistance, system navigation and
advocacy, group exercise classes, and social
events.

The Services Coordinator at Sycamore
Apartments will focus on the following: 1)
individual and family case management, 2)
organizing on-site group activities, and 3)
connecting tenants to community-based
services.

1. CASE MANAGEMENT
The Service Coordinator will provide
individual and family case management
services to residents who are interested in
receiving these services. Case management
services will consist of individual meetings to
establish a plan with follow-up meetings
every few weeks as needed. Individual plans
will emphasize linking tenants to health care
providers, food access programs, life skills
training, employment services, benefit
application and advocacy, and educational
programs. The Service Coordinator will also
offer direct assistance with budgeting,
resolution of late rent payments, connection
to community based providers and
encouragement in participating in social and
community activities.

2. ON-SITE GROUP ACTIVITIES
The Service Coordinator will develop group
activities available to all residents that include
both educational workshops and social
activities. Educational workshops address a
range of topics such as nutrition, chronic
health conditions, parenting support groups,
as well as safety, disaster preparedness, and
budgeting. Workshops will be hosted in the
building’s spacious community room. Other
planned activities that are very popular with
our residents include dance classes, yoga
and stretching, arts and crafts workshops,
table games, weekly movie nights, and coffee
hour.

For the development of Sycamore Crossing
Affordable, Satellite Affordable Housing
Associates (SAHA) has assembled an
experienced and resourceful team. SAHA will
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 24 154 5/SAHA
be the Developer and Owner (through a
Limited Partnership structure) and will also
provide Property Management and Resident
Services coordination. PYATOK architecture
+ urban design will be the project architect.

DEVELOPER

SAHA is a California 501(c)3 public benefit
corporation with over 50 years of experience
developing, owning, and managing affordable
housing in the Bay Area. Over the years,
SAHA has developed over 75 affordable
apartment communities to serve families,
seniors, and special needs groups. We
specialize in high-density infill development
and work closely with the local community to
plan and design buildings that are contextual
and that will meet the needs of neighborhood
stakeholders as well as future residents. We
have also developed over 40,000 square feet
of retail/commercial space, with the majority
located in mixed-used residential buildings.

As a mid-sized non-profit with a focus on Bay
Area counties, SAHA is able to respond to
local housing needs by creating beautiful,
efficient, and affordable developments that
serve households who would otherwise face
limited or dire alternatives. Our residents are
able to thrive and achieve goals around
health, education, and employment once
they are stably housed. Currently we provide
housing for more than 4,000 residents.

We are proud that year after year our
developments win national recognition for
quality and innovation. A complete list of
awards is provided in Section 5, Experience.

SAHA is led by CEO Susan Friedland and is
overseen by a volunteer Board of Directors
recruited from a diversity of professional and
personal backgrounds. Susan Friedland has
the authority to represent and make legally
binding commitments for the development
entity. SAHA is a HUD-approved Community
Housing Development Organization (CHDO)
with one-third of our Board of Directors
comprised of low-income members. We also
have a goal of significant resident
representation on the Board and currently
three seats are filled by SAHA residents. Our
Board meets regularly on the second
Tuesday of every month to provide strategic
direction and fiduciary oversight for the
organization and its assets. We employ over
200 highly skilled and committed full-time
staff.

Our organization supports three primary
program areas: real estate development,
property management, and resident services.

By acting as owner, developer, property
manager and services coordinator, SAHA is
deeply committed to the long-term health,
maintenance, and quality of each of our
properties and our residents.

SAHA REAL ESTATE DEVELOPMENT

Led by Eve Stewart, Senior Vice President of
Real Estate Development, the SAHA Real
Estate Development team is highly skilled in
all phases of project development including
site acquisition, managing design and
entitlements, securing project financing, and
overseeing construction completion. Each
potential development site is evaluated
closely to ensure it is located near quality-oflife amenities; is eligible and feasible in the current funding environment; and is reflective
of community needs and priorities. On every
project, the architectural team is carefully
selected to ensure it has the right design
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 25 155 5/SAHA
aesthetic for the surrounding neighborhood
as well as the appropriate experience. As a
result of our early and rigorous analysis, we
have an outstanding legacy of completed
projects. A complete project list is included
in this section below, and profiles for recent,
comparable projects are included in Section
5a.

We especially enjoy working in partnership
with local governments and community
members to plan and design housing
communities that meet local affordable
housing needs, integrate into the existing
architectural context, minimize energy and
water consumption, and contribute to the
community at-large. We work with
stakeholders very early in the site planning
and design process to ensure that their
voices are heard. Much of our new
construction work involves close partnership
with local agencies.

SAHA PROPERTY MANAGEMENT

SAHA’s track record for providing
professional, high-quality property
management stretches back to 1971 and
across seven Northern California counties.

We currently manage over 75 properties
serving low-income families, seniors, and
people with special needs with the goal of
ensuring a high quality of life for our residents
and strong property stewardship.

The property management staff of SAHA, led
by Angela Cavanaugh, Vice President of
Property Management, is highly skilled and
experienced in the affordable housing field.

SAHA property management employs 153
full time staff including supervisors, site
managers, maintenance and janitorial staff.

Staff are responsible for providing a wide
range of services including responding to
resident requests and concerns, carrying out
day-to-day maintenance, and coordinating
capital improvements such as roof
replacements. Property Managers monitor
property waiting lists, fill vacancies promptly
when they occur, perform tenant screening,
and carry out annual income certifications.

The many buildings in SAHA’s portfolio
represent a tremendous community asset,
one that staff has pledged to protect. This
commitment and care is evident in the
excellent condition of SAHA’s properties,
including those that have been in operations
for four decades or more. SAHA has created
and implemented preventative maintenance
programs, management control systems, and
emergency preparedness programs for all of
our properties.

During predevelopment, key SAHA staff from
Property Management include Angela
Cavanaugh, VP of Property Management,
and Daniel Ponce, Regional Property
Supervisor. Angela and Daniel will prepare
operating budgets, participate in community
outreach activities, and provide guidance of
fair housing practices and marketing
strategies. Resumes for Daniel and Angela
are included in Section 3b.

SAHA RESIDENT SERVICES
As a housing provider for over 50 years,
SAHA has seen the tremendous impact that
our services program has made in lives of our
residents, helping them to achieve their life
goals and maintain stable housing. Our
program provides personalized, supportive
services to all families and individuals living in
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 26 156 5/SAHA
our housing communities. Currently, SAHA
employs thirty full time services staff and
conducts a robust volunteer program that
incorporates over 250 volunteers per year.

Each of our properties is staffed with resident
service coordinators who provide one-to-one
individualized case management for residents
who need additional support. In addition,
SAHA delivers a comprehensive array of
programs designed to help families and
individuals form and strengthen social
connections, develop new skills, and maintain
the best possible physical, emotional, and
cognitive health. These programs include
social and recreational activities, community
gardening, exercise and health classes, civic
engagement opportunities, after-school
activities, intergenerational interaction, and
service linkages.

SAHA’s team of Resident Services
Coordinators (overseen by a licensed clinical
social worker) work on-site at our properties
to support our residents’ social, emotional,
cognitive, and physical well-being by
providing case management, coordination &
referrals to community-based services and
providers, and through community building
activities.

Resident Services begin with case
management and meeting basic needs
through meal programs, public benefits
access, health screening and access to care,
and transportation services. From there we
address a wide variety of individual needs
including help with immigration and
naturalization, medical-related planning and
services, legal assistance and mediation, and
financial education.

Activities are tailored to meet residents’
needs and interests and may include a wide
variety of on-site classes and groups
including exercise classes, quilting and
embroidery, drum circles, choirs, dancing,
walk groups, book clubs, meditation,
intercultural potlucks, men’s groups and ESL
classes. Tenants Associations provide a
vehicle for socializing as well as advocacy
and communication between management
and residents. For family buildings, on-site
youth programs provide young people a safe
and supportive environment to build skills
and resilience. Our youth development staff
and volunteers provide structured, engaging
programming that focuses on socialemotional learning skills, homework assistance, and positive role models from the
community. SAHA uses the School Age
Program Quality Assessment to guide staff
training, curriculum and the physical
environment. Youth programming includes a
range of activities including homework help,
tutoring, art projects, gardening, cooking,
dance, and storytelling. In addition, SAHA’s
services team organizes a back-to-school
supplies drive and holiday toys drive annually.

This year, we distributed over 300 backpacks
with school supplies to children living in our
properties and in the community at-large.

SAHA has over 30 community gardens and
counting and intends to expand its
successful community gardening program at
the proposed development. This program
gives residents an opportunity to participate
and be part of the community that they live
in. It encourages residents to get outdoors
and stay active. In the senior population, the
community gardens helps reduce social
isolation which has been linked to
depression, declining in mental and physical
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 27 157 5/SAHA
health. The gardening program includes
nutrition education, on-going support and
quarterly check-ins to make sure each
resident’s garden plot is thriving.

During predevelopment, key SAHA staff from
Resident Services include Cristi Ritschel, VP
of Resident Services. Cristi will prepare
services plans & budgets, participate in
community outreach activities, assist with
preparing competitive funding applications
and involve strategic service partners, such
as a third-party services provider for the
potential veteran and formerly homeless
households, as needed to best serve our
target tenant population. Service partners are
not currently anticipated for this project.

Cristi’s resume is provided in Section 3b.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 28 158 5a/Recent Project Experience
Following please find information about recent comparable SAHA developments:
• Ancora Place in Oakland
• Arya in San Jose
• Flicker Bird in Oakland
• The Grinnell in Berkeley
• Monarch Homes in Oakland
• Verana Hill in Albany
• Valor Village in Pinole
SAHA is the developer, owner, property manager and services provider at all these communities.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 29 159 -
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City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 30 160

COMPLETION DATE
November 2023

TOTAL COST
$66,271,111

DENSITY
223 units per acre

NUMBER OF UNITS
87 Total

INCOME LEVELS
30-60% AMI

ARCHITECT
LMS Architects

GENERAL CONTRACTOR
Branagh, Inc.

FINANCING PARTNERS
City of San Jose

HCD AHSC

HCD IIG
JPMorgan Chase
Raymond James
4% Tax Credits

DEVELOPER
SAHA

PROPERTY MANAGER

SAHA PM

SERVICE COORDINATOR
LifeSTEPS

SQUARE FOOTAGE
95,277

BUILDING TYPE
Type I-B

GREEN ELEMENTS
GreenPoint Rated
Platinum
ARYA
500 Almaden Blvd, San Jose
SAHA was selected by the City of San Jose through a competitive RFP process to develop a downtown opportunity site. Arya, located at 500 Almaden Boulevard, consists of 87 units (including one manager’s unit) within a single eight-story building. The unit mix consists of 19 studios, 54 one-bedrooms, and 14 two-bedrooms. Amenities include a spacious community room with a full kitchen and computer lab opening onto a patio and children's playground, central laundry, indoor bicycle storage, and individual workspace on upper floors. The first floor includes an artist studio and class space managed by Local Color, offering regular arts programming and events to Arya residents at no costs.

SAHA successfully collaborated with the City of San Jose to secure $6.1 million in grant funds from HCD AHSC, allowing SAHA to provide Arya residents free VTA SmartPasses and Ford GoBike memberships for the first three years, and to participate in Viva Calle SJ art mural installations along San Jose Streets.

The AHSC grant funds also support the following public benefits: pedestrian and bicycle connection to Arya community, installation of protected Class IV and Class II bike lanes, installation of flashing beacons and curb extensions, lighting improvements, Urban Greening improvements along Woz Way active transportation corridor, and two new VTA electric buses route 66 connecting to Eastridge Transit Center.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 31 161

COMPLETION DATE
December 2025

TOTAL COST
$72,407,981

DENSITY
101 units/acre

NUMBER OF UNITS
76 total

INCOME LEVELS
20-60% AMI

ARCHITECTS
Pyatok Architects &
SmithGroup Architects

GENERAL CONTRACTOR
Nibbi Brothers

FINANCING PARTNERS
City of Oakland
California HCD
California DTSC
BMO Bank
Raymond James

DEVELOPER
SAHA and NAHC

PROPERTY MANAGER
SAHA PM (residential)
NAHC PM (commercial)

SERVICE COORDINATOR
SAHA

SQUARE FOOTAGE
110,445 sq ft

BUILDING TYPE
Type 1-A & Type VA

FLICKER BIRD HOMES
3050 INTERNATIONAL BLVD, OAKLAND
In partnership with Native American Health Center, Satellite Affordable Housing Associates is developing a five-story, mixed-use development for families. NAHC has served the community since 1972, and provides medical, dental, behavioral health and social programs to sixteen sites and fifty-three Head Start programs. NAHC currently owns three properties along International Blvd; with a growing client base and staff, 3050 International will enable NAHC to increase their services. On the ground floor, NAHC will own, manage, and provide a cultural community center, pediatric dental services, Women, Infant, and Children programming, and pediatric and women’s medical services.

The residential space of the building will consist of 76 apartments and associated amenities located on floors two to five of the proposed building. 75 units will be for families earning 20% - 60% AMI. One two-bedroom unit will be an unrestricted manager’s unit. A minimal residential lobby with stairs, mailboxes, bike parking, elevator, and utilities will be located on the ground floor along Derby Avenue. A residential parking entrance will also be located along Derby Avenue. With the inclusion of parking lifts, 28 residential parking spaces will be in the garage. Upstairs on the second floor, are the main activity areas including spacious community room with kitchen, outdoor space, two property management offices, a resident services office, and on-site laundry. The community room and staff offices are within close proximity to each other and adjacent to the spacious podium-level open space. These adjacencies help to foster a strong community and sense of neighborliness among residents and to facilitate indoor-outdoor activities such as gardening, farm-to-table cooking classes, community meals, and children’s activities.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 32 162

COMPLETION DATE
April 2024

TOTAL COST
$48,450,126

DENSITY
205 units per acre

NUMBER OF UNITS
63 INCOME LEVELS
30% - 60% AMI

ARCHITECT
C.M. Wong Architecture

GENERAL CONTRACTOR
Roberts-Obayashi Corp.

FINANCING PARTNERS
City of Berkeley
California DDS
California HCD AHSC,
IIG & Accelerator
Wells Fargo Bank

DEVELOPER
SAHA

PROPERTY MANAGER

SAHA PM

SERVICE COORDINATOR
SAHA

SQUARE FOOTAGE
55,356 (conditioned)

BUILDING TYPE
Podium: Type IA
Floors 2-6: Type IIIA

GREEN ELEMENTS
LEED Platinum

THE GRINNELL
2527 SAN PABLO AVENUE, BERKELEY
The Grinnell is an affordable housing community for families and people with special needs. Twelve homes are prioritized for households with one or more member with intellectual or developmental disability (I/DD). In addition, the building includes ground floor studio/gallery space leased to Creative Growth, an Oakland-based nonprofit arts center that advances the inclusion of I/DD artists in contemporary art.

The Grinnell features ample
indoor and outdoor community
space including the main
community room with
kitchenette on the first floor, a
693 square foot second floor
deck and a dramatic 2,450
square-feet sixth floor deck
with landscaping, games,
several seating areas and
wheelchair- accessible raised
garden beds for resident use.

Both the laundry room and a
165 square-foot lounge are
located directly off of the sixth
floor deck.

Major funding for The Grinnell is provided by the Strategic Growth Council and California HCD's Affordable Housing and Sustainable Communities ("AHSC") program that funds projects that significantly reduce greenhouse gas emissions. In partnership with the City of Berkeley and BART, SAHA received loan and grant funds to improve neighborhood sidewalks, crosswalks, bike lanes and bus stops, buy three new BART train cars and provide bicycle education classes and bus passes to residents of The Grinnell.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 33 163

COMPLETION DATE
January 2021

TOTAL COST
$36,826,385

DENSITY
196 units per acre

NUMBER OF UNITS
51 Total

INCOME LEVELS
20-60% AMI

ARCHITECT
HKIT Architects

GENERAL CONTRACTOR
Nibbi Brothers

FINANCING PARTNERS
City of Oakland
Oakland Housing Authority
Alameda County

HCD AHSC

HCD IIG

FHLB AHP
Silicon Valley Bank
CCRC
4% Tax Credits

DEVELOPER
SAHA

PROPERTY MANAGER

SAHA PM

SERVICE COORDINATOR
SAHA

SQUARE FOOTAGE
42,274

BUILDING TYPE
Type V over Type I

GREEN ELEMENTS
GreenPointRated Platinum

MONARCH HOMES
3268 San Pablo Ave, OAKLAND, CA
Monarch Homes transformed a small vacant infill site (11,000 sq ft) into beautiful homes for low income seniors including veterans and seniors who have experienced homelessness. Although very high density (over 200 units/acre) the design is sensitive to the neighborhood context, stepping down as it approaches single family residences, and provides a stunning new landmark along this stretch of San Pablo Avenue. Amenities include: spacious first floor community with full kitchen room that opens onto ground floor patio & garden; computer lab; on-site Services Coordinators; central laundry; community garden; fourth floor fitness center that opens onto landscaped terrace. Residents receive free AC Transit passes as well as free Ford GoBike memberships for the first three years. In collaboration with AC Transit, BART, and the City of Oakland, SAHA secured $3.3 million in AHSC grant funds to support the following public benefits: installation of Class II bike lanes (1.04 miles in each direction) and road diet; sidewalk improvements; installation of two Ford GoBike stations; station way-finding and digital displays at Macarthur BART; installation of high security smart bike storage system at Macarthur BART; purchase of zero emissions bus for AC Transit Line 57. SAHA also commissioned 40- ft custom mosaic artwork created by local artist Juan Lopez.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 34 164

COMPLETION DATE
January 2025

TOTAL COST
$30,676,000

DENSITY
54 units per acre

NUMBER OF UNITS
33 Total

INCOME LEVELS
30-60% AMI

ARCHITECT
Studio T-SQ., Inc.

GENERAL CONTRACTOR
Huff Construction
Company, Inc.

FINANCING PARTNERS
City of Pinole
County of Contra Costa
State CA HCD IIG & VHHP
Contra Costa County Housing
Authority
The Home Depot Foundation
JPMorgan Chase
Raymond James

DEVELOPER
SAHA

PROPERTY MANAGER

SAHA PM

SERVICE COORDINATOR
SAHA
SHELTER INC.

SQUARE FOOTAGE
30,604 sq ft

GREEN ELEMENTS
GPR Platinum

VALOR VILLAGE
811 SAN PABLO AVE, PINOLE
Valor Village is a thoughtfully designed 33-unit affordable housing community serving veterans, including disabled veterans, who are experiencing homelessness. Situated on a 0.61-acre site, the development reflects a strong commitment to sustainability and resident well-being. Valor Village has achieved GreenPoint Rated Platinum certification and is fully all-electric, supporting long-term energy efficiency and environmental stewardship.

The community offers a mix of 29 one-bedroom units and four two-bedroom units, including one two-bedroom manager’s unit. The ground floor features a welcoming lobby with mailboxes, two property management offices, and a dedicated resident services office. Residents also enjoy access to a spacious community room with a kitchen and computer station, which opens directly onto a beautifully landscaped central courtyard. The outdoor space includes a children’s playground, resident planter beds, and tranquil green areas designed to foster connection, recreation, and relaxation. Vehicle access is provided from San Pablo Avenue, leading to an outdoor parking lot with 20 parking spaces, while exterior bicycle storage encourages active and sustainable transportation.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 35 165

COMPLETION DATE
November 2024

TOTAL COST
$68,900,000

DENSITY

54.8 units per acre

NUMBER OF UNITS
62 Total

INCOME LEVELS
20-60% AMI

ARCHITECT
Van Meter Williams Pollack LLP

GENERAL CONTRACTOR
Oliver and Company

FINANCING PARTNERS
City of Albany
County of Alameda
State CA HCD NPLH

FHLB SF AHP
Alameda Co. Hsng Authority
Housing Trust Silicon Valley
Wells Fargo Bank

DEVELOPER
SAHA

PROPERTY MANAGER

SAHA PM

SERVICE COORDINATOR
SAHA
LifeLong Medical Care

SQUARE FOOTAGE
92,584 sq ft

VERANA HILL
755 CLEVELAND AVE, ALBANY
Verana Hill is a 62-unit affordable housing community for families located on a

1.1 acre site under a long-term ground lease from the City of Albany. Designed with sustainability in mind, Verana Hill has achieved GreenPoint Rated Platinum certification and is fully all-electric. The development includes 2 studio, 23 1- BR, 20 2-BR, and 17 3-BR units. A 672 SF community room opens onto a landscaped courtyard with children’s playground, planter beds for residents, and peaceful green space. The parking garage below provides 62 parking spaces, including 12 Level 2 electric vehicle charging stations.

The building’s L-shaped configuration frames the courtyard and provides a noise buffer from the adjacent freeway. The southern and western façades present a residential character through a vertical rhythm of bays and a thoughtful pattern of windows and material changes. The development includes a laundry room, onsite resident services and third-party case management for the 19 homes setaside for formerly homeless individuals. As an added community benefit, the project also constructed a segment of a City-owned bicycle path, closing a key gap in the City’s active transportation network.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 36 166 5a/Recent Project Experience
Following please find local government references for these developments:

ANCORA PLACE, FLICKER BIRD HOMES & MONARCH HOMES
Christia Mulvey, Housing Development Manager
Housing & Community Development | City of Oakland
Phone (510) 238-3623
Email: [email protected]

THE GRINNELL
Jenny Wyant, Senior Community Development Project Coordinator City of Berkeley
Health, Housing, and Community Services Department
Phone: 510-981-5228
Email: [email protected]

VALOR VILLAGE
Lilly Whalen, MCRP
Community Development Director | City of Pinole
Phone: 510-954-6450
Email: [email protected]

VERANA HILL
Dina Tasini, Community Development Director
City of Albany
Phone:510-528-5769
Email: [email protected]
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 37 167 5b/Resumes
Following please find resumes for the following key individuals:

1. Susan Friedland, Chief Executive Officer

2. Tom Earley, Chief Operating Officer

3. Eve Stewart, Senior Vice President of Real Estate Development

4. Jonathan Astmann, Director of Real Estate Development

5. Angela Cavanaugh, Vice President of Property Management

6. Cristi Ritschel, Vice President of Resident Services City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 38 168 5b/Resumes
Susan J. Friedland
Chief Executive Officer
510/809-2762 [email protected]
Susan Friedland was named SAHA’s Chief Executive Officer after having served as its Executive Director since 2005. Previously, Susan was the Director of Housing Development with Fifth Avenue Committee, a community-based development corporation in Brooklyn, NY. She holds a Masters of City Planning degree from U.C. Berkeley and graduated Phi Beta Kappa with a BA in Urban Studies from Brown University. She received the National Award for Women in Planning from the American Planning Association and was honored by the Girl Scouts for her work promoting green building. Susan was a member of the Board of Directors of the Nonprofit Housing Association of Northern California (NPH), and currently serves on the Board of Directors for Enterprise's Community Leadership Committee and for California Housing Consortium. She supports her local community as Chair of the Albany Music Fund and formerly as a Planning Commissioner.

PROFESSIONAL EXPERIENCE
2004-present SAHA / Affordable Housing Associates, Berkeley, CA Chief Executive Officer Directs regional nonprofit housing development company with 317 employees.

Oversees all aspects of affordable housing development and property management of 75 residential buildings across the Bay Area. Implements and maintains fiscal oversight of organizational resources. Establishes and maintains personnel policy.

Develops and implements organizational business plan. Actively participates in formulating municipal housing policy to implement goals of general and area plans. 1997-2004 Fifth Avenue Committee, Brooklyn, NY Director of Housing Development Managed all aspects of housing development for nonprofit community development corporation, including project concept development, architectural schematic development, financial feasibility assessment, site selection, identification of funding sources, funding application preparation, selection of contractors and architects, coordination with governmental agencies, creation of necessary documents and coordination of loan closing, oversight of construction, and management of rent-up.

Directed the development of 15 multi-unit housing and two community facility projects with over $75 million total capital budget.
1995-1996 U.S. Agency for International Development, Moscow Housing Reform Advisor 1994-1995 Urban Planning Consultant, Berkeley, CA

EDUCATION
Masters of City and Regional Planning, University of California at Berkeley Bachelors of Arts, Urban Studies (Honors Program), Brown University, Phi Beta Kappa, Magna cum laude
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 39 169 5b/Resumes
Tom Earley
Chief Operating Officer
510/809-2742 [email protected]
Tom Earley joined SAHA in 2014 as Chief Operating Officer, bringing more than 23 years of experience in nonprofit management and community design, planning and development. During his 13 years at BRIDGE Housing, Tom worked on a diverse portfolio of mixed-use and mixedincome projects on urban infill sites in the greater Bay Area and took on positions of increasing responsibility. In his most recent role as Officer and Senior Vice President his focus included divisional and organizational platform building and collaborative interdepartmental work models.

Tom’s early career included work for national homebuilder Richmond American Homes, infill developer Panoramic Interests, and the Office of the City Architect for San Francisco. He holds a Master of Science degree in Engineering/Construction Management and a Bachelor of Arts in Architecture degree, both from the University of California at Berkeley.

PROFESSIONAL EXPERIENCE
2014-present SAHA, Berkeley, CA Chief Operating Officer Manage the operations of SAHA. Oversee Resident Services, Property Management, Human Resources, Information Technology and Facilities/Operations groups. Design and implement final merger activities of SAHA’s two successor organizations. Lead development and implementation of strategic plan and development of new programs and business opportunities. Responsible for creating and implementing cross-departmental policies and procedures and monitoring effectiveness. Oversee development and monitoring of departmental, project, and program budgets and forecasting in conjunction with the CFO. 2000-2014 BRIDGE Housing Corporation, San Francisco, CA Senior Vice President Progressive levels of authority and management responsibilities for one of the country’s largest non-profit housing developers and managers. Responsibilities grew from development project management through group operations management to group head. Part of five member executive team with broader organizational leadership responsibilities including strategic planning, budgeting and forecasting, risk management, information technology and human resources. 1998-2000 Richmond American Homes Director of Land and Planning Responsible for land acquisition, due diligence and forward planning for publicly traded homebuilding company. Territory included North Bay, East Bay and Sacramento areas.

EDUCATION
1994 MS Engineering, Construction Management, University of California Berkeley 1991 Bachelor of Arts, Architecture, University of California Berkeley City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 40 170 5b/Resumes
Eve Stewart
Senior Vice President of Real Estate Development
510/809-2754 [email protected]
Eve Stewart has been in real estate development and finance with SAHA since 2003. During her tenure, Eve has directly managed or overseen the completion of 1,800 housing units, financed primarily using low-income housing tax credits (LIHTC) combined with additional State and local funding programs. Eve oversees SAHA's Real Estate Development team and activities. She is responsible for 1,200+ units in SAHA’s predevelopment pipeline and is a member of SAHA's executive team charged with broader organizational leadership functions including strategic planning and budgeting. Eve is a former board member of East Bay Housing Organizations (EBHO), a nonprofit advocacy and policy group and has held leadership roles with EveryOne Home, Alameda County’s initiative to end homelessness. Eve holds a Masters degree in City & Regional Planning from the UNC -Chapel Hill and graduated magna cum laude from Harvard.

PROFESSIONAL EXPERIENCE
2003-present SAHA / Affordable Housing Associates, Berkeley, CA VP Real Estate Development 2000-2003 Economic & Planning Systems, Inc. Senior Associate 2000 Dept. of City & Regional Planning, UNC Teaching Assistant, Real Estate Investment & Affordable Housing Finance (graduate level)

REPRESENTATIVE PROJECTS
The Savoy, Oakland
101 units | Permanent housing for homeless and special needs; mixed use Lakeside Senior Housing, Oakland
92 units | Permanent supportive housing for chronically homeless Strawberry Creek Lodge, Berkeley
150 units | Senior housing
Ashby Lofts, Berkeley
54 units | Mixed-use family housing
Carmen Avenue Apartments, Livermore
30 units | Supportive & Special Needs family housing
Harmon Gardens, Berkeley
16 units | Supportive housing units for transition-age youth

EDUCATION
2000 Master of City & Regional Planning, Real Estate and Housing Development, University of North Carolina at Chapel Hill
1995 Bachelor of Arts, Anthropology/Archaeology, Harvard University, magna cum laude City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 41 171 5b/Resumes
Jonathan Astmann
Director of Housing Development
510/809-2769 [email protected]
Jonathan Astmann has over 20 years of experience in affordable housing management, development and finance. During his tenure at SAHA, Jonathan has managed the development of over 300 units of housing with total development costs over $150 million. Prior to joining SAHA in 2013, Jonathan identified and worked to acquire sites for new affordable housing projects and provided acquisition and underwriting analysis for the National Equity Fund, a non-profit tax credit syndicator. Jonathan holds California Real Estate Broker license #01908574.

PROFESSIONAL EXPERIENCE
2013-present Satellite Affordable Housing Associates, Berkeley CA Sr. PM/Director 2011-2013 Palm Communities, Irvine, CA Project Manager
2010-2011 National Equity Fund, Los Angeles, CA Acquisition and Underwriting Analyst 2004-2009 BRIDGE Housing, San Francisco, CA Assistant Project Manager

REPRESENTATIVE PROJECTS
Sunflower Hill at Irby Ranch, Pleasanton
31 units | Developmentally Disabled
Completed September 2020
Grayson Apartments
23 units | Special Needs housing
Completed October 2019
Tabora Gardens Senior Apartments, Antioch, CA
85 units | Senior and Special Needs housing
Completed March 2018
Arboleda, Walnut Creek
48 units | Family and Special Needs housing
Completed March 2015

EDUCATION
2011 Masters of Business Administration, UCLA, Anderson School of Management 2002 Bachelor of Science with Honors, Urban and Regional Studies, Cornell University City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 42 172 5b/Resumes
Angela Cavanaugh
Vice President of Property Management
510/809-2751 [email protected]
Angela Cavanaugh has worked in the affordable housing industry for over 20 years. She began on the construction and maintenance team of Affordable Housing Associates, and quickly became proficient in all aspects of construction rehabilitation. She was then promoted to Property Manager, a position she held for three years. For the next thirteen years, Angela was Director of Property Management, where she oversaw the operations of the entire Property Management department.

Currently she holds the position of Vice President of Property Management for SAHA, and leads the management of 65 buildings in the SAHA portfolio.

Angela has experience with multiple funding programs such as TCAC, HUD, MHSA and CalHFA, and has extensive knowledge of Berkeley and Oakland rent board regulations and laws.

Throughout her tenure with SAHA, she has developed a keen sense for fair housing practices and works to uphold the mission of Satellite Affordable Housing Associates. Furthermore, Angela has mastered the management of affordable housing with all of its intricate human issues and has developed an intuitive sense of which policies and procedures work to maintain livable and desirable housing in diverse communities.

PROFESSIONAL EXPERIENCE
2000-present SAHA / Affordable Housing Associates, Berkeley, CA VP Property Management Property Manager
1995-2000 Affordable Housing Associates, Berkeley, CA Construction Worker Maintenance Supervisor
1989-1995 Landmark Theatre Corporation, Berkeley, CA Manager City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 43 173 5b/Resumes
Cristi Ritschel
Vice President of Resident Services
510/809-2719 [email protected]
Cristi Ritschel joined SAHA in 2014 as the Associate Director of Resident Services. Prior to SAHA, Cristi worked as a therapist, victim advocate, and program supervisor for Human Options, Inc., a non-profit leader in the field of family violence prevention and intervention. She has worked in various social service settings from group homes, university mental health systems, family violence centers, interdisciplinary coalitions, and community based mental health clinics. She brings her clinical lens and diverse direct service experience to inform the design of service coordination and community engagement programs, staff development, and partnerships to ensure SAHA’s Resident Services department delivers services that are person-centered, inclusive, traumainformed, and impactful. Cristi holds California Clinical Social Worker license #28301.

PROFESSIONAL EXPERIENCE
2014-present Satellite Affordable Housing Associates, Berkeley, CA VP Resident Services 2007-2013 Human Options, Irvine, CA Program Supervisor
Safe Options for Seniors, Center for Children & Families Managed day-to-day program operations at multiple sites including a field-based program for victims of elder abuse, outpatient mental health clinic for children and adult victims of domestic violence and community based family resource centers.

Supervised staff and interns, monitored contracts, wrote grants, built partnerships and coalitions and provided direct clinical services.
2013 California State University, Fullerton, CA Lecturer, Human Services Taught and developed a curriculum for an upper division undergraduate class, created a positive learning environment, collaborated with colleagues, identified outside learning activities in order for students to earn the 40hr Domestic Violence Advocate Certificate, evaluated student performance, and coached students to support their academic achievement.
2009-2010 University of California, Irvine, CA Help Central Line Counselor, Student Affairs Developed a brand new program and services under the direction of the Associate Director, identified community resources, provided social services referrals and resources to support student success.

EDUCATION
2008 Masters of Social Work, California State University, Long Beach 2003 Bachelor of Arts, Human Development, University of California, San Diego City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 44 174 5c/SAHA Project List

SAHA PROJECT LIST
The following communities are all 100% affordable rental housing.

Completion/
Start of
ManagementDevelopment
Name
Address
Number of
Units
Population
Development
Cost
Role of SAHA
Jan-25 Valor Village
811 San Pablo Ave
Pinole, CA 33 Veterans $28 M Developer, Owner, Property Manager, Services Provider
Nov-24 Verana Hill Cleveland Avenue
Albany, CA 62 Family / Special Needs $63 M Developer, Owner, Property Manager, Services Provider Oct-24 Ancora Place 2255 International Blvd.

Oakland, CA 77 Family / Special Needs $78 M Developer, Owner, Property Manager, Services Provider April-24 The Grinnell 2527 San Pablo Avenue
Berkeley, CA 63 Family / Special Needs / IDD $44.9 M Developer, Owner, Property Manager, Services Provider Feb-24 Beth Asher
Renovation
3649 Dimond Avenue,
Oakland, CA 49 Seniors $36.6 M Developer, Owner, Property Manager, Services Provider Nov-23 Arya 500 Almaden Blvd
San Jose, CA 87 Families $66.3 M Developer, Owner, Property Manager, Services Provider Feb-22 Veterans Square 901 Los Medanos St.

Pittsburg, CA 30 Veterans/Experiencing Homelessness $20M Developer, Owner, Property Manager, Services Provider Feb-22 Jordan Court 1601 Oxford St.

Berkeley, CA 35 Seniors/Experiencing Homelessness $28M Developer, Owner, Property Manager, Services Provider Nov-21 Manzanita 2951 Soscol Ave
Napa, CA 51 Family/Experiencing Homelessness $33.2M Developer, Owner, Property Manager, Services Provider April-21 Alta Madrone 1269 Broadway
Sonoma, CA 48 Families/Veterans $29M Developer, Owner, Property Manager, Services Provider Jan-21 Monarch Senior
Homes
3268 San Pablo Ave
Oakland, CA 51
Seniors/ Veterans/
Experiencing
Homelessness
$36.8M Developer, Owner, Property
Manager, Services Provider
July-20
Hookston Senior
Homes
Renovation
80 W. Hookston Rd
Pleasant Hill, CA 100 Seniors $44.9M Developer, Owner, Property Manager, Services Provider July-20 Sunflower Hill at
Irby Ranch
3701 Nevada St.

Pleasanton, CA 31 Intellectual/Developmental Disabilities $23.8M Developer, Owner, Property Manager Nov-19 Camino 23 1245 23rd Ave
Oakland, CA 37 Families $25.3M Developer, Owner, Property Manager, Services Provider City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 45 175 5c/SAHA Project List
Oct-19 Grayson
Apartments
2740 San Pablo Ave
Berkeley, CA 23
Families/ Special
Needs/ TransitionAged Youth$18.2M Developer, Owner, Property Manager, Services Provider
May-19 Redwood Hill
Townhomes
4868 Calaveras Road
Oakland, CA 28
Family / Special
Needs/ Experiencing
Homelessness
$26.2M Developer, Owner, Property
Manager, Services Provider
Feb-19 Valley View 1 Natalie Drive
American Canyon, CA 70
Seniors/ Veterans/
Experiencing
Homelessness
$26.6M Developer, Owner, Property
Manager, Services Provider
Mar-18 Tabora Gardens 3701 Tabora Drive
Antioch, CA 85
Seniors/
Veterans/Special
Needs/ Experiencing
Homelessness
$33.9M Developer, Owner, Property
Manager, Services Provider
Oct-17 Casa Montego
Renovation
1485 Montego
Walnut Creek, CA 80 Seniors $35.9M Developer, Owner, Property Manager, Services Provider Sept-17 Harper Crossing 3132 MLK Jr. Way
Berkeley, CA 42 Seniors $16.3M Developer, Owner, Property Manager, Services Provider Jul-15 Strawberry Creek
Lodge
1320 Addison Street
Berkeley, CA 150 Seniors $23.4M Developer, Owner, Property Manager, Services Provider Feb-15 Arboleda 1550 Third Ave,
Walnut Creek, CA 48 Family / Special Needs/ I/DD $25.8M Developer, Owner, Property Manager, Services Provider Dec-14 Lakeside Senior
Apartments
1507 2nd Ave.

Oakland, CA 92
Seniors/Special
Needs/Experiencing
Homelessness
$25.0M Developer, Owner, Property
Manager, Services Provider
April-14 Robin Lane
1149 Meadow Lane &
1890 Robin Lane
Concord, CA
16 Family / Special
Needs /MHSA $2.4M Developer, Owner, Property Manager, Services Provider Dec-13 Jack Capon Villa 2216 Lincoln Avenue,
Alameda, CA 18 Special Needs/ I/DD $13.9M Developer, Owner, Property Manager, Services Provider April-13 The Savoy 1424 Jefferson Street
Oakland, CA 101
Special
Needs/Experiencing
Homelessness
$28.0M Developer, Owner, Property
Manager, Services Provider
Mar-13 Valley Oak
Homes
875 Lyon Street
Sonoma, CA 43 Family $17.5M Developer, Owner and Property Manager Mar-13 Kenneth Henry
Court
6475 Foothill Blvd.

Oakland, CA 51 Family $12.3M Developer, Owner, Property Manager, Services Provider Jun-12 Merritt Crossing 609 Oak St.,
Oakland, CA 70
Seniors/ Special
Needs/Experiencing
Homelessness
$28.4M Developer, Owner, Property
Manager, Services Provider
Aug-11 Harmon Gardens 3240 Sacramento St.,
Berkley, CA 16 Transition-Age Youth $6.3M Developer, Owner, Property Manager, Services Provider Apr-11 Fairmount 401 Fairmount Ave.,
Oakland, CA 30 Family/ Special Needs $12.2M Developer, Owner, Property Manager, Services Provider Mar-11 Amistad House 2050 Delaware
Berkeley, CA 60 Seniors $8.4M Developer, Owner, Property Manager, Services Provider City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 46 176 5c/SAHA Project List
Jan-11 Newark Gardens 35300 Cedar Street
Newark, CA 150 Seniors/Special needs $9.4M Developer, Owner, Property Manager, Services Provider Jul-09 St. Patrick’s
Terrace
1212 Center Street
Oakland, CA 66 Seniors $8.8M Developer, Owner, Property Manager, Services Provider Jun-09 Montego Place 1485 Montego
Walnut Creek, CA 33 Seniors $8.0M Developer, Owner, Property Manager, Services Provider Feb-09 Petaluma Avenue
Homes
565-577 Petaluma Ave.,
Sebastopol, CA 45 Family $17.0M Developer, Owner and Property Manager Sep-08 Orchards on
Foothill
2719 Foothill Blvd.,
Oakland, CA 65 Seniors $18.2M Developer, Owner, Property Manager, Services Provider Apr-08
Madison @ 14th
Street
Apartments
160 14th St
Oakland, CA 79 Family/Transition-Age Youth $30.9M Developer, Owner, Property Manager, Services Provider Jan-08 Carmen Avenue
Apartments
2891 Carmen Ave
Livermore, CA 30
Family/Special
Needs/ Experiencing
Homelessness
$12.6M Co-Developer, Co-Owner
and Property Manager
Dec-07 Allston House 2121 7th StBerkeley, CA 47 Family $9.3M Developer, Owner, Property Manager, Services Provider Jul-07 Ashby Lofts 1001 Ashby Ave
Berkeley, CA 54 Family/Special Needs $21.8M Developer, Owner, Property Manager, Services Provider Jul-07 Helios Corner 1531 University Ave
Berkeley, CA 80 Seniors/Special Needs $22.7M Developer, Owner, Property Manager, Services Provider Nov-06 Sacramento
Senior Homes
1501 Blake St.,
Berkeley, CA 40 Seniors $12.1M Developer, Owner, Property Manager, Services Provider Oct-05 Eastside Arts &
Housing
2283 International Blvd.,
Oakland, CA 19 Family $5.0M Co-Developer, Co-Owner and Property Manager Jun-05
University
Neighborhood
Apartments
1725 University Ave.,
Berkeley, CA 27 Family / Special Needs $11.6M
Developer, Co-Owner,
Property Manager, Services
Provider
Dec-04 Oak Street
Terrace
1109 Oak St.,
Oakland, CA 39 Seniors $7.7M Developer, Owner, Property Manager, Services Provider Mar-04 Acalanes Court 1988 Trinity Ave
Walnut Creek, CA 17 Family / Special Needs $7.4M Developer, Owner, Property Manager, Services Provider Apr-05 Fremont Oak
Gardens
2681 Driscoll Road
Fremont, CA 51 Seniors $19.3M Developer, Owner, Property Manager, Services Provider Jan-02 Adeline Lofts 1131 24th St.

Oakland, CA 38 Live WorkArtist Housing $9.5M Developer, Owner, Property Manager, Services Provider Jun-01 Hillegass Avenue
Apartments
2500 Hillegass Ave.,
Berkeley, CA 19 Family $2.5M Developer, Owner, Property Manager, Services Provider Dec-99 Hookston Senior
Homes
80 W. Hookston Rd.,
Pleasant Hill, CA 100 Seniors $8.8M Developer, Owner, Property Manager, Services Provider City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 47 177 5c/SAHA Project List
Sep-98 Shattuck Senior
Homes
2425 Shattuck Ave.,
Berkeley, CA 27 Seniors $2.7M Developer, Owner, Property Manager, Services Provider Aug-98 Ashby Courts
Apartments
1222-1228 Ashby Ave.,
Berkeley, CA 20 Multi-family $0.9M Developer, Owner, Property Manager, Services Provider Sep-97 Prince Street
Apartments
1534 Prince Street
Berkeley, CA 6 Family $0.3M Developer, Owner, Property Manager, Services Provider Nov-96 Sierra Gardens 150-170 Sierra Dr.,
Walnut Creek, CA 29 Family $2.3M Developer, Owner, Property Manager, Services Provider Mar-96 Peter Babcock
House
2350 Woolsey St.,
Berkeley, CA 6 Special Needs $0.5M Developer, Owner, Property Manager, Services Provider Nov-95 Ashby
Apartments
1317 Ashby Ave.,
Berkeley, CA 12 Family $0.5M Developer, Owner, Property Manager, Services Provider Nov-95 Ashby Studios
1303-1311 1/2 Ashby
Ave.

Berkeley, CA
6 Family $0.5M Developer, Owner, Property
Manager, Services Provider
Jul-95 Columbia Park
Manor
1780 Chester Dr.,
Pittsburg, CA 79 Seniors $7.1M Developer, Owner, Property Manager, Services Provider Mar-95 Alcatraz
Apartments
1900 Alcatraz St.

Berkeley, CA 9 Family $0.5M Developer, Owner, Property Manager, Services Provider Dec-94 Allston Commons
828-836 Allston Way &
2203-2207 6th St.

Berkeley, CA
12 Family $0.6M Developer, Owner, Property
Manager, Services Provider
Jul-94 Heart Studios 950 Hearst Ave.

Berkeley, CA 94710 12 Family $0.4M Developer, Owner, Property Manager, Services Provider Apr-93 Newark Gardens
II
35322 Cedar Blvd.

Newark, CA 50 Seniors $4.7M Developer, Owner, Property Manager, Services Provider Jul-87 Casa Montego 1485 Montego,
Walnut Creek, CA 80 Seniors $3.9M Developer, Owner, Property Manager, Services Provider Feb-79 Valdez Plaza 280 - 28th St.

Oakland, CA 150 Seniors/Special Needs $15.2M Developer, Owner and Property Manager Jun-78 Newark Gardens I 35300 Cedar Blvd.

Newark, CA 150 Seniors/Special needs $8.4M Developer, Owner and Property Manager Nov-71 Otterbein Manor 5375 Manila Ave.

Oakland, CA 39 Seniors $2.2M Developer, Owner and Property Manager Jul-71 Lawrence Moore
Manor
1909 Cedar St.

Berkeley, CA 46 Seniors $2.5M Developer, Owner and Property Manager Apr-71 Linda Glen 32 Linda Ave.

Oakland, CA 42 Seniors $2.1M Developer, Owner, Property Manager, Services Provider Feb-71 Saint Andrew's
Manor
3250 San Pablo Ave.

Oakland, CA 60 Seniors $3.0M Developer, Owner, Property Manager, Services Provider City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 48 178 5c/SAHA Project List
Jan-71 Beth Asher 3649 Dimond Ave
Oakland, CA 50 Seniors $2.4M Developer, Owner, Property Manager, Services Provider Jan-71 Saint Patrick's
Terrace
1212 Center St.

Oakland, CA 66 Seniors $7.3M Developer, Owner, Property Manager, Services Provider Apr-69 Park Blvd 4135 Park Blvd.

Oakland, CA 42 Seniors $2.4M Developer, Owner, Property Manager, Services Provider Jan-69 Doh On Yuen 211 Eighth St.

Oakland, CA 48 Seniors $2.8M Developer, Owner, Property Manager, Services Provider Feb-68 Satellite Central 540-21st St.

Oakland, CA 152 Seniors $8.1M Developer, Owner, Property Manager, Services Provider Dec-67 Stuart Pratt
Manor
2020 Durant Ave.

Berkeley, CA 44 Seniors $2.5M Developer, Owner, Property Manager, Services Provider Aug-67 Glen Brook
Terrace
4030 Panama Ct.

Oakland, CA 66 Seniors $3.1M Developer, Owner, Property Manager, Services Provider City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 49 179 6/Additional Project Team Members

GUBB & BARSHAY

Gubb & Barshay LLP, established in 1993 by Natalie Gubb (1948-2016) and Scott Barshay, is widely-known as one of the top law firms specializing in the field of affordable housing. Based in Oakland, California, the firm is recognized nationally for its expertise in the low income housing tax credit program and in other affordable housing finance programs. Gubb & Barshay LLP has been involved in the structuring and closing of over 500 low income housing tax credit program transactions in California and other states on behalf of affordable housing developers. The firm has worked on projects with a wide variety of direct and syndicated investors and negotiated transactions involving nearly every major lender and investor in the area. They have extensive experience on both new construction and acquisition/rehabilitation developments, with a particular expertise in re-syndications of existing LIHTC developments. In addition to their thorough review of the syndication documents, they also closely review the financial projections to structure the transaction to maximize syndication proceeds. They provide all certifications required by tax credit allocating agencies and have acted as special tax counsel on highly specialized tax credit issues.

Erica Williams Orcharton, Partner, will be the attorney for the project. Erica will lead all transactional legal aspects of the project. Erica has extensive experience representing nonprofit affordable housing developers. Erica holds a B.A. in Sociology and a minor in Women’s Studies from Occidental College and a J.D. from the University of Southern California School of Law PYATOK ARCHITECTURE + URBAN DESIGN
PYATOK architecture + urban design is a mission-driven, full-service architectural firm based in Oakland, California. PYATOK specializes in the master planning and design of community-serving projects, including 40 years of experience in affordable housing of all types and scales, as well as market-rate and student housing, transit-oriented mixed-use, and facilities that provide wellness, childcare, and education services. To date, PYATOK has built over 8,000 homes, master planned communities totaling 20,000 homes, and garnered over 100 awards for excellence in design, development, and sustainability. PYATOK’s staff work together under the belief that the best urban communities come about through strong partnership between project sponsors, community, city staff, and an open-minded design team.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 50 180 PYATOK architecture + urban design is a mission-driven, full-service architectural firm based in Oakland, California. We specialize in the master planning and design of community-serving projects, including affordable housing of all types as well as market-rate and student housing, transit-oriented mixed-use, and facilities that provide wellness, childcare, and education services.

Our staff work together under the belief that the best urban communities come about through strong partnership between project sponsors, community, city staff, and an open-minded design team.

Our projects have always focused on meeting the critical demands of their program, local context, schedule, and budget. In our 40+ years of service across the Bay Area and West Coast, PYATOK has built a culture of collaborative leadership and expert project management. We maximize the efficiencies inherent to each construction typology to deliver complex projects on accelerated schedules. We work closely with owners, builders, local authorities, and project stakeholders.

And we leverage cloud-based documentation, BIM, and online PM tools to stay communicative throughout all project phases.

To date we have completed over 8,000 homes, master planned communities totaling 20,000 homes, and garnered over 100 awards for excellence in design, development, and sustainability. Through leading efficiency strategies, cutting-edge modeling processes, and effective participatory design, PYATOK creates attractive, healthy, efficient homes and communities that contribute to their neighborhoods’ vitality.

SERVICES
• Programming
• Conceptual Design
& Site Feasibility
• Architectural
Design Services
• Interior Design
• Construction
Documents
• Construction
Administration
• Physical Needs
Assessment
• Post Occupancy
Evaluations
• Master Planning
• Stakeholder
Engagement
PYATOK architecture + urban design
360 22nd Street, Suite 600, Oakland, CA 94612
(510) 465-7010 | www.pyatok.com
Founded: 1984 (41 years in business) | Staff: 37 | Principals: 7 California S Corporation #2324500 | California Small Business #60262 Member of the International
Living Future Institute Just 2.0
equity disclosure program
since 2019.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 51 181

CONSTRUCTION TYPE
Type V over Type I

UNIT MIX
1 BR = 37% | 2 BR = 38% | 3 BR = 25%

AMENITIES
Residential: Community Room with Kitchen,
Outdoor Space, On-Site Laundry, Services
Offices, Vehicular & Bicycle Parking
Commercial: Medical Clinic and Cultural
Center, Vehicular Parking

DESIGN TEAM
Architect: PYATOK
Health Clinic Interior: SmithGroup
Indigenous Design Consultant: 7 Directions
76 units
107,700
building s.f.
$61.7M
est. constr.
cost

0.75 acres
2025
est. compl.
101
d.u.a.

Flats
unit type

0.37 residential
parking ratio
3050 International will introduce 76 affordable family homes and a ground floor health clinic to a former parking lot site along the busy International Boulevard corridor in East Oakland. PYATOK worked to meet the needs of two partnering clients: nonprofit developer Satellite Affordable Housing Association (SAHA), and Native American Health Center (NAHC), which provides dental, and social programs across the Bay Area.

With the opening of this 13,000-square-foot clinic space, NAHC will be able to expand its East Oakland presence with a cultural community center, pediatric dental services, Women, Infant, and Children programming. The housing component on levels two through five will flank a large podium-level courtyard that adjoins service offices, a community room, and laundry. The project has separate entries and garages for its two uses; the more public clinic and cultural center to be accessed from International, and the residential lobby and garage via Derby Street.

PYATOK was asked to create a unique identity for the building that drew inspiration from American Indian cultural traditions while also being universally appealing for the nonNative Fruitvale residents anticipated to use the clinic. Interweaving colors and materials on the façade mimic the patterns of woven baskets, and art-infused canopies above the building entries echo the flicker feathers of traditional headdresses. 3050 International / Oakland
Affordable Family Housing & Medical Clinic
Client: Satellite Affordable Housing Associates & Native American Health Center GPR
Gold
targeting
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 52 182

CONSTRUCTION TYPE
Type IV (4 stories) over I-A (1 story)

UNIT MIX
Studios = 6% | 1 BR = 32%
2 BR = 36% | 3 BR = 26%

AMENITIES
Ground Floor Events Space, Manager and
Service Offices, Top Floor Community Room,
Laundry, Parking Garage, Bike Room, OnGrade Courtyard with BBQ, Playground, Garden, and Paseo Connection to International
AWARDS
2025 Finalist – Readers’ Choice Award, Urban
Category, Affordable Housing Finance
2025 Award of Merit, Best Affordable Housing
Community (60-100 DUA), PCBC Gold Nuggets

EXECUTIVE ARCHITECT
PYATOK architecture + urban design

ASSOCIATED ARCHITECT
Phillips Win Architecture
77 units
96,400
building s.f.
$50.4M
const. cost

0.89 acres
2024
completion
86 d.u.a.

Platinum
GreenPoint
Flats
unit type

0.26 parking ratio
Ancora Place transforms a 260-foot frontage along East Oakland’s International Boulevard from light industrial and storage to a health-forward, community-focused, 78-home mixed-use affordable housing development. The project furthers the City’s objectives of densifying this new Bus Rapid Transit corridor with a vibrant project including distinctive façade cladding and ground floor murals by area artists. The fivestory, L-shaped building shelters a 14,000-square-foot on-grade courtyard populated with picnic and play areas, a community garden, a performance space, and native and flowering trees. An adjoining ground floor community room includes a kitchen and direct street access for potential use by neighborhood groups. The courtyard includes a streetconnecting paseo, adjoins community organization Eastside Arts, and is equipped for community gatherings.

The project’s early exploration of modular construction led to design efficiencies that saved money in construction. Corridors incorporate windows and views at the ends of hallways and elevator lobbies with sweeping views at each floor’s midpoint. A 20-foothigh courtyard wall and high-STC windows mitigate noise from nearby elevated BART line, I-880, and a local truck route. A layered, undulating façade breaks up the project’s mass and integrates the project into existing scale of the rest of the block.

Ancora Place / Oakland
Affordable Family Housing and Mixed-Use TOD
Client: Satellite Affordable Housing Associates
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 53 183

CONSTRUCTION TYPE
Type III-A over Type I-A

UNIT MIX
1 BR = 54% | 2 BR = 23% | 3 BR = 23%

AMENITIES
Community Room, Fitness Room, Laundry,
Courtyard, Coworking and Meeting Rooms,
Entry Lounge, Bike Room, Management Offices
110
units
104,600
building s.f.

TBD
constr. cost

0.78 acres
2026
est. compl.
141
d.u.a.

Flats
unit type

0.5 parking ratio
The BUSD educator housing at 1701 San Pablo Avenue will be a transformational new multifamily residence in Northwest Berkeley. The project, whose site is shared with the Berkeley Adult School, will create needed, affordable homes for teachers, school district staff, and the broader community. The project will contribute to San Pablo Avenue’s transformation into a transit-oriented mixed-use corridor, taking further advantage of its close proximity to BART, bikeways, and bus routes. California’s density bonus was utilized to maximize unit count while preserving surface parking for BAS and employing massing that respects the adjacent single-family neighborhood.

The project promises to be an important model for educator housing on school district land. Five stories of flats sized between one and three bedrooms will partially enclose an 8,000-square-foot podium-level courtyard. An adjoining community room, fitness space, and central laundry will activate the courtyard and generate opportunities for residents to interact and play. The ground floor podium will include an entrance lounge and management offices, coworking and meeting spaces, a 110-capacity bike room, and a garage naturally ventilated to reduce up-front costs and long-term energy use. The rooftop will include capacity for approximately 50% PV coverage.

Design strategies such as broken-up volumes, stacked bay windows, and a pulled-back (“Mansardesque”) top floor reduce the project’s perceived bulk. The ground floor uses brick and storefront openings to lend a human scale and feel for passersby and the public realm.

Berkeley Unified School District Educator Housing / Berkeley Affordable Educator Housing
Client: Satellite Affordable Housing Associates & Abode Communities LEED
Gold
targeting
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 54 184 85 units
72,100
building s.f.
$19M
constr. cost

3.18 acres
2018
completion

26.7 d.u.a.

Flats
unit type
.68
parking ratio
A collaboration of Satellite Affordable
Housing and the City of Antioch, this new
home for low-income seniors maximizes
both outdoor and indoor socialization
spaces for the residents. It is the first
project built utilizing California’s Veterans
Housing and Homelessness Prevention
Program (VHHP), and sets aside 34 homes
for veterans, including 12 for those exiting
chronic homelessness.

Two building wings frame a 10,000-squarefoot courtyard providing sunlit and shaded spaces for active and passive recreation.

Raised garden beds, seating, and walking
paths are complemented by a four-foothigh weathered steel meditation ring to foster physical and spiritual health for
the new community. Inside, sunny, sevenfoot-wide hallways and view lounges, a community gathering room, computer
room, and recreation room nurture a
thriving senior community.

Tabora Gardens / Antioch
Affordable Senior Housing
Client: Satellite Affordable Housing Associates

CONSTRUCTION TYPE
Type V-A on-grade

UNIT MIX
1 BR = 99% | 3 BR = 1%

AMENITIES
Community Room, TV Lounge, Activity Room,
Library, Mail, Offices, Shade Garden, Laundry
& Lounge Area on all floors
AWARDS
Grand Award, Best Affordable Senior Housing
Gold Nugget, 2019
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 55 185

KEVIN MARKARIAN, AIA, NCARB
Principal
The larger urban context and the diverse set of social challenges related to designing housing and increasing density in cities is the focus of Kevin’s work. High density and transit-oriented areas were key features that attracted him to study, and later practice, architecture in the Bay Area. Kevin specializes in large-scale multifamily projects incorporating BIM technology to create efficiencies amongst team members during all phases of design.

Kevin has accumulated a breadth of work across all multifamily housing types, working directly with a range of communities from affordable to senior and market‑rate. Kevin is a member of East Bay Housing Organizations and SPUR. Prior to joining PYATOK, Kevin was an Associate at David Baker + Partners where his projects spanned across different construction types throughout Northern California.

EDUCATION
Master of Architecture
University of California, Berkeley
Bachelor of Architecture
University of California, Berkeley

REGISTRATION
Registered Architect: California #C32390
Registered Architect: Washington #20108249
NCARB Certified

AFFILIATIONS
American Institute of Architects
East Bay Housing Organizations
SPUR Oakland
AWARDS
Commendation Award
Portland Courtyard Housing Competition, 2007

REPRESENTATIVE PROJECTS

RELATED CALIFORNIA
El Cerrito Plaza BART Parcel A South Affordable Housing, El Cerrito, CA | 75 units 1601 Mariposa Market-Rate Apartments, San Francisco, CA | 299 units* Mayfield Place Affordable Housing, Palo Alto, CA | 70 units* Five88 (Mission Bay Block 7W) Affordable Housing, San Francisco, CA | 200 units*

INSIGHT HOUSING
North Berkeley BART Permanent Supportive Housing, Berkeley, CA | 85 units

RELATED CALIFORNIA & COMMUNITY HOUSINGWORKS
Paradise Creek Affordable Family Housing, Phase I&II, National City, CA | 109&92 units

RELATED CALIFORNIA & HOLLIDAY DEVELOPMENT
El Cerrito Plaza BART TOD Master Plan, El Cerrito, CA | 780 units

SATELLITE AFFORDABLE HOUSING ASSOCIATES & ABODE COMMUNITIES Berkeley Unified School District Workforce Housing, Berkeley, CA | 110 units

CYPRESS EQUITY INVESTMENTS
AERO Apartments Mixed-Use, Market-Rate Housing, Alameda, CA | 200 units Evani Mixed-Use, Market-Rate Housing, Santa Monica, CA | 53 units

SHORENSTEIN PROPERTIES
Jones Berkeley Mixed-Use, Market-Rate Housing, Berkeley, CA | 170 units

CARMEL PARTNERS
The Hayden Market-Rate Housing, Belmont, CA | 177 units

LENNAR URBAN
The Shipyards Block 48, Phase II&III, San Francisco, CA | 307 units

UNIVERSAL PARAGON CORPORATION
Baylands Phase I, Market-Rate Housing, San Francisco, CA | 300 units

WOOD PARTNERS
14th & Alice (226 13th Street) Market-Rate Housing Study, Oakland, CA | 262 units

OAKLAND HOUSING AUTHORITY
Tassafaronga Village Affordable Family Housing, Oakland, CA | 80 units*

SATELLITE AFFORDABLE HOUSING ASSOCIATES & OAKLAND HOUSING AUTHORITY Lakeside Senior Affordable Housing, Oakland, CA | 92 units*

THE CORE COMPANIES
Foundry Commons Market-Rate Housing, San Jose, CA | 238 units* Market Gateway, San Jose, CA | 54 units*

POCKET DEVELOPMENT
300 Ivy Street Market-Rate Condominiums, San Francisco, CA | 58 units*

MIDPEN HOUSING
Station Center Affordable Family Housing, Union City, CA | 157 units*

DOMUS DEVELOPMENT
La Valentina Station Affordable Housing, Sacramento, CA | 63 units* *Project worked on while with a previous firm
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 56 186

EDUCATION
Master of Architecture
University of Oregon
Bachelor of Arts in Architecture
University of California, Berkeley

REGISTRATION
Registered Architect: California

AFFILIATIONS
American Institute of Architects
Sam joined PYATOK in 2015 with a broad range of experience centered around housing and urban design, and combines this experience with seasoned technical skills. At PYATOK, Sam has deepened his familiarity with a mix of multifamily housing work in the Bay Area, ranging from three-unit buildings to 400-unit communities.

Sam infuses his work with a passion for urbanism and the craft of architecture and construction. He leads development of projects from early-stage schematics to construction, recently guiding to completion AERO Apartments in Alameda Point.

After completing a B.A. in Architecture at UC Berkeley, Sam joined the London office of Richard Rogers where he worked on housing and mixed-use master plans. From there, he pursued an M.Arch at the University of Oregon in Portland, focusing on urban architecture. Prior to joining PYATOK, Sam was a designer at Kava Massih Architects, working on a wide range of projects including schools, clinics, adaptive reuse, and affordable and market-rate multifamily housing.

SAM POSTEL, AIA
Senior Associate

REPRESENTATIVE PROJECTS

RELATED CALIFORNIA
El Cerrito Plaza BART Parcel A South Affordable Housing, El Cerrito, CA | 70 units

TENDERLOIN NEIGHBORHOOD DEVELOPMENT CORPORATION (TNDC)
2550 Irving Affordable Family Housing, San Francisco, CA | 90 units

SATELLITE AFFORDABLE HOUSING ASSOCIATES & ABODE COMMUNITIES Berkeley Unified School District Workforce Housing, Berkeley, CA | 110 units

CYPRESS EQUITY INVESTMENTS
AERO Apartments, Mixed-Use, Market-Rate Housing, Alameda, CA | 200 units

SHORENSTEIN PROPERTIES
Jones Berkeley, Berkeley, CA | 170 units

LENNAR URBAN
Hunters Point Shipyard Block 48 Phase II & III, San Francisco, CA | 307 units Hunters Point Shipyard Blocks 53 & 54, San Francisco, CA*

RESOURCES FOR COMMUNITY DEVELOPMENT
Ashland Place, San Leandro, CA*

FAIRFIELD RESIDENTIAL COMPANY LLC
L Seven Apartments, San Francisco, CA*
950 E. Third Street, Los Angeles, CA*

EQUITY RESIDENTIAL
Parc on Powell, Emeryville, CA*

OAKMORE PROPERTIES LLC
Oakmore Lofts, Oakland, CA*

CITY STORAGE OF SAN FRANCISCO
City Storage and Retail with Residential Apartment, Emeryville, CA*

ASHWELL PROPERTY GROUP
CB1 Cambridge Station Masterplan, Cambridge, UK*

HAMMERSMITH & FULHAM PRIMARE CARE TRUST
LIFT White City Apartments and Health Clinic, London, UK*

CANDY & CANDY
Chelsea Barracks Development, London, UK*
*Project worked on while at a previous firm
City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 57 187 7/Resident Services Plan
Satellite Affordable Housing Associates (SAHA) will act as the lead Service Provider and will provide a 0.6 FTE part-time Service Coordinator to provide onsite services as well as linkages to community-based services for all tenants at Sycamore Apartments. The following is a detailed description of services planned for the community.

Residents will enjoy a beautiful community that incorporates the highest standards of green building and sustainable design as well as a robust selection of on-site services and activities to support family wellness and community engagement.

Satellite Affordable Housing Associates (SAHA) will act as the Lead Service Provider and will provide onsite services as well as linkages to community-based services for all tenants at Sycamore Crossing Affordable. Currently SAHA provides outstanding service coordination to 3,000 tenants at over 75 distinct properties. These services are essential to our residents, providing a wide range of supports such as food access programs, health screenings, benefit application assistance, system navigation and advocacy, group exercise classes, and social events.

The Services Coordinator at Sycamore Apartments will focus on the following: 1) individual and family case management, 2) organizing on-site group activities, and 3) connecting tenants to community-based services.

1. CASE MANAGEMENT
The Service Coordinator will provide individual and family case management services to residents who are interested in receiving these services. Case management services will consist of individual meetings to establish a plan with follow-up meetings every few weeks as needed. Individual plans will emphasize linking tenants to health care providers, food access programs, life skills training, employment services, benefit application and advocacy, and educational programs. The Service Coordinator will also offer direct assistance with budgeting, resolution of late rent payments, connection to community based providers and encouragement in participating in social and community activities.

2. ON-SITE GROUP ACTIVITIES
The Service Coordinator will develop group activities available to all residents that include both educational workshops and social activities. Educational workshops address a range of topics such as nutrition, chronic health conditions, parenting support groups, as well as safety, disaster preparedness, and budgeting. Workshops will be hosted in the building’s spacious community room. Other planned activities that are very popular with our residents include dance classes, yoga and stretching, arts and crafts workshops, table games, weekly movie nights, and coffee hour.

The Service Coordinator will also facilitate activities that take advantage of the development’s community garden and shared open space. The Services Coordinator will help to facilitate a City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 58 188 7/Resident Services Plan
resident gardening club, bring master gardeners on-site to teach workshops and assist with planting schedules, and solicit donations of soil, seeds, mulch, and plants from local nurseries.

3. CONNECTING TENANTS TO COMMUNITY BASED SERVICES
The SAHA Service Coordinator will work with all households to identify resources appropriate to their needs. Service Coordinator’s address and follow-up on identified needs with referrals to community resources such as subsidized child care, food distributions, rental assistance, legal services, health care providers, and substance use and mental health treatment.

ON-SITE SPACE FOR SERVICES
Sycamore Crossing Affordable includes several spaces for resident services and activities, including:
• Multipurpose community space. The development includes an approximately 1,350 SF multipurpose community room equipped with full kitchen facilities and a computer lab. The community room provides options for large group meetings and activities as well as opportunities for smaller groups to gather simultaneously (for coffee hour, crafts, book club, etc.) • Services office. The building will include a centrally-located Services Coordinator office with sight lines to the main entryway, providing easy access for residents to meet with the Service Coordinator and visiting service providers. The Service Coordinator will be responsible for arranging activities onsite as well as connecting individuals to any of the number of services within the community.
• Central outdoor courtyard. The proposed development’s central courtyard provides a combination of open space, outdoor seating, a children’s play area and raised garden beds to create gathering areas where every resident may engage in the project’s positive community atmosphere.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 59 189 8/Community Outreach
We believe that participatory community engagement makes projects better, and we can point to many successful features in our buildings that have come about through conversations with the community.

SAHA’s development team will outreach to community members and key constituents to inform the development concept, build community support for a successful entitlement process, and ensure the project becomes an asset for the surrounding community. Input will help determine the project’s final unit mix, architecture, community amenities and affordability levels.

Outreach and engagement will emphasize collaboration with community members, elected officials and neighborhood advocacy groups, beginning with identifying the relevant stakeholders and the best methods for engagement. Incorporating best practices from recent outreach efforts, SAHA will host a series of community meetings to introduce the project to all parties and determine the housing needs of the future residents. Follow up meetings may include one‐on‐one meetings, focus groups, community design workshops and/or open house‐style meetings. To increase reach to those who are not inclined to attend the community meetings, we plan to leverage a variety of outreach and engagement strategies, including meeting community members where they are— distributing flyers along Sycamore Avenue, at community events, local schools, presenting at existing community meetings and maintaining a project web page to communicate progress updates to the general public. Translation services will be available for all meetings and printed materials.

SAHA and Pyatok look forward to developing a community engagement process that is curated to the needs and voices of the stakeholders for this project.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 60 190 9/Preliminary Title Report
Following please find a preliminary title report dated December 16, 2025 for the subject property.

City of Hercules Notice of Funding Availability / Sycamore Crossing Affordable 61 191 CA ALTA COMMITMENT FOR TITLE INSURANCE (07-01-2021)

ISSUED BY

STEWART TITLE GUARANTY COMPANY
NOTICE
IMPORTANT - READ CAREFULLY: THIS COMMITMENT IS AN OFFER TO ISSUE ONE OR MORE TITLE INSURANCE POLICIES. ALL CLAIMS OR REMEDIES SOUGHT AGAINST THE COMPANY INVOLVING THE CONTENT OF THIS COMMITMENT OR THE POLICY MUST BE BASED SOLELY IN CONTRACT.

THIS COMMITMENT IS NOT AN ABSTRACT OF TITLE, REPORT OF THE CONDITION OF TITLE, LEGAL OPINION, OPINION OF TITLE, OR OTHER REPRESENTATION OF THE STATUS OF TITLE. THE PROCEDURES USED BY THE

COMPANY TO DETERMINE INSURABILITY OF THE TITLE, INCLUDING ANY SEARCH AND EXAMINATION, ARE

PROPRIETARY TO THE COMPANY, WERE PERFORMED SOLELY FOR THE BENEFIT OF THE COMPANY, AND CREATE NO EXTRACONTRACTUAL LIABILITY TO ANY PERSON, INCLUDING A PROPOSED INSURED.

THE COMPANY’S OBLIGATION UNDER THIS COMMITMENT IS TO ISSUE A POLICY TO A PROPOSED INSURED IDENTIFIED IN SCHEDULE A IN ACCORDANCE WITH THE TERMS AND PROVISIONS OF THIS COMMITMENT. THE

COMPANY HAS NO LIABILITY OR OBLIGATION INVOLVING THE CONTENT OF THIS COMMITMENT TO ANY OTHER PERSON.

COMMITMENT TO ISSUE POLICY
Subject to the Notice; Schedule B, Part I - Requirements; Schedule B, Part II - Exceptions; and the Commitment Conditions, STEWART TITLE GUARANTY COMPANY, a Texas corporation (the “Company”), commits to issue the Policy according to the terms and provisions of this Commitment. This Commitment is effective as of the Commitment Date shown in Schedule A for each Policy described in Schedule A, only when the Company has entered in Schedule A both the specified dollar amount as the Proposed Amount of Insurance and the name of the Proposed Insured.

If all of the Schedule B, Part I - Requirements have not been met within one year (365 days) after the Commitment Date, this Commitment terminates and the Company’s liability and obligation end.

Countersigned by:

Stewart Title Guaranty Company
5291 California Ave, Suite 300
Irvine, CA 92617
(949) 224-8600
This page is only a part of a 2021 ALTA® Commitment for Title Insurance. This Commitment is not valid without the Notice; the Commitment to Issue Policy; the Commitment Conditions; Schedule A; Schedule B, Part I - Requirements; and Schedule B, Part II - Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form.

The use of this Form (or any derivative thereof) is restricted to ALTA licensees and ALTA members in good standing as of the date of use.

All other uses are prohibited. Reprinted under license from the American Land Title Association.

File No. 25000501058
CA ALTA Commitment For Title Insurance (7-01-2021)

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Hercules City CouncilMay 12, 2026

Hercules City Council
May 12, 2026