Hercules City Council
May 12, 2026

PREPARED FOR: CITY OF HERCULES | JANUARY 14, 2026
352326$/ )25
CITY OF HERCULES
NOTICE  OF FUNDING

AVAILABILITY
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ASSESSOR’S  PARCEL  NO.  404- 490- 102-5 & 404-490-101- 7



P. 619.282.6647 | F. 619.640.7119
3111 Camino del Rio North, Suite 800 | San Diego, CA 92108

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:ĂŶƵĂƌLJϭϰ͕ϮϬϮϲ

dŝŵŽƚŚLJZŽŽĚ͕/W
ŽŵŵƵŶŝƚLJĞǀĞůŽƉŵĞŶƚŝƌĞĐƚŽƌ
;ϱϭϬͿϳϵϵͲϴϮϱϭ
ƚƌŽŽĚΛŚĞƌĐƵůĞƐĐĂ͘ŐŽǀ

Z
͗>ĞƚƚĞƌŽĨ/ŶƚĞƌĞƐƚ

ĞĂƌDƌ͘ZŽŽĚ

ŽŵŵƵŶŝƚLJ,ŽƵƐŝŶŐtŽƌŬƐ;,tͿŝƐƉůĞĂƐĞĚƚŽƐƵďŵŝƚƚŽdŚĞŝƚLJŽĨ,ĞƌĐƵůĞƐĂŶĂƉƉůŝĐĂƚŝŽŶĨŽƌŝƚƐ ,ŽƵƐŝŶŐ^ƵĐĐĞƐƐŽƌ>ŽǁͲĂŶĚDŽĚĞƌĂƚĞͲ/ŶĐŽŵĞƐƐĞƚ&ƵŶĚƐǁŚŽƐĞEK&ǁĂƐƌĞůĞĂƐĞĚŽŶKĐƚŽďĞƌϴ ƚŚ͕
ϮϬϮϱ͘

ŽŵŵƵŶŝƚLJ,ŽƵƐŝŶŐtŽƌŬƐʹƉƉůŝĐĂŶƚͬKǁŶĞƌͬĞǀĞůŽƉĞƌ
ŽŵŵƵŶŝƚLJ,ŽƵƐŝŶŐtŽƌŬƐŝƐĂŚŝŐŚůLJƌĞƐƉĞĐƚĞĚĚĞǀĞůŽƉĞƌĂŶĚŽǁŶĞƌͲŽƉĞƌĂƚŽƌŽĨĂĨĨŽƌĚĂďůĞĂŶĚ ǁŽƌŬĨŽƌĐĞŵƵůƚŝĨĂŵŝůLJƌĞƐŝĚĞŶƚŝĂůĐŽŵŵƵŶŝƚŝĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞƐƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ͘ƐĂŵŝƐƐŝŽŶͲĚƌŝǀĞŶ ƉƵďůŝĐďĞŶĞĨŝƚϱϬϭ;ĐͿϯ͕,tĨŽĐƵƐĞƐŽŶŝƚƐƌĞƐŝĚĞŶƚƐ͛ǁĞůůͲďĞŝŶŐĂŶĚŚĞĂůƚŚĂŶĚĞĚƵĐĂƚŝŽŶĂůŽƵƚĐŽŵĞƐ͕ ŽĨĨĞƌŝŶŐĐŽŵƉƌĞŚĞŶƐŝǀĞƌĞƐŝĚĞŶƚƐĞƌǀŝĐĞƐŝŶĂĚĚŝƚŝŽŶƚŽŚŝŐŚͲƋƵĂůŝƚLJŚŽŵĞƐ͘tŝƚŚŶĞĂƌůLJϰϬLJĞĂƌƐ͛ǁŽƌƚŚ ŽĨĞdžƉĞƌŝĞŶĐĞƐĞƌǀŝŶŐŽƵƌĐŽŵŵƵŶŝƚŝĞƐ͕,t͛ƐƉŽƌƚĨŽůŝŽŝŶĐůƵĚĞƐƚŚĞĂǁĂƌĚͲǁŝŶŶŝŶŐϭϮϬͲĂƉĂƌƚŵĞŶƚ ^ĂůǀĂƚŽƌĐŽŵŵƵŶŝƚLJŝŶ^ĂĐƌĂŵĞŶƚŽĂŶĚƚŚĞϯϲϲͲĂƉĂƌƚŵĞŶƚWĂƌŬƐĂƚ&ŝŐ'ĂƌĚĞŶŝŶ&ƌĞƐŶŽ͘/ŶƚŽƚĂů͕,t ŚĂƐŵŽƌĞƚŚĂŶϱ͕ϭϬϬĂƉĂƌƚŵĞŶƚƐŝŶϱϯĐŽŵŵƵŶŝƚŝĞƐ͕ǁŝƚŚĂŶŽƚŚĞƌϭ͕ϱϬϬĂƉĂƌƚŵĞŶƚƐŝŶƚŚĞƉŝƉĞůŝŶĞ͕ ŝŶĐůƵĚŝŶŐƵƉĐŽŵŝŶŐĚĞǀĞůŽƉŵĞŶƚƐŝŶZŽĐŬůŝŶ͕^ĂĐƌĂŵĞŶƚŽ͕ĂŶĚƚŚĞĂLJƌĞĂ͘ 
ƐĂŚŝŐŚůLJĞŶŐĂŐĞĚĚĞǀĞůŽƉŵĞŶƚƉĂƌƚŶĞƌǁŝƚŚƚŚĞĐŝƚŝĞƐĂŶĚĐŽƵŶƚŝĞƐǁŚĞƌĞŝƚǁŽƌŬƐ͕,tďƌŝŶŐƐĂ ĚĞĞƉďĞŶĐŚŽĨĚĞǀĞůŽƉŵĞŶƚƚĂůĞŶƚ͕ĂƐǁĞůůĂƐĨŝŶĂŶĐŝĂůƐƚƌĞŶŐƚŚĂŶĚƐƚĂďŝůŝƚLJ͘tŝƚŚĂƚĞĂŵŽĨϮϮ ĚĞǀĞůŽƉŵĞŶƚƉƌŽĨĞƐƐŝŽŶĂůƐ͕,tƉƌŽǀŝĚĞƐĂŚŝŐŚůĞǀĞůŽĨĐŽŵŵƵŶŝƚLJĞŶŐĂŐĞŵĞŶƚĂŶĚƌĞƐƉŽŶƐŝǀĞŶĞƐƐ ƚŽŽƵƌĂŐĞŶĐLJĂŶĚĨŝŶĂŶĐŝĂůƉĂƌƚŶĞƌƐ͘dŚƌŽƵŐŚLJĞĂƌƐŽĨŚĂƌĚǁŽƌŬĂŶĚĐĂƌĞĨƵůĨŝŶĂŶĐŝĂůŵĂŶĂŐĞŵĞŶƚ͕ ,tŚĂƐďƵŝůƚĂƌĞƐŝůŝĞŶƚďƵƐŝŶĞƐƐŵŽĚĞů͕ďĂĐŬĞĚďLJƐƵďƐƚĂŶƚŝĂůŽƉĞƌĂƚŝŶŐƌĞƐĞƌǀĞƐ͕ĂƐǁĞůůĂƐĂŚŝŐŚͲ ƉĞƌĨŽƌŵŝŶŐƉŽƌƚĨŽůŝŽ͕ĂŶĚƐĞůĨͲĨŝŶĂŶĐĞƐŵŽƐƚŽĨŝƚƐƉƌĞĚĞǀĞůŽƉŵĞŶƚǁŽƌŬĨŽƌŶĞǁŐƌŽƵŶĚͲƵƉ ĚĞǀĞůŽƉŵĞŶƚ͘/ƚŝƐĂŵĞŵďĞƌŽĨƚŚĞƉƌĞƐƚŝŐŝŽƵƐEĞŝŐŚďŽƌtŽƌŬƐŵĞƌŝĐĂŽƌŐĂŶŝnjĂƚŝŽŶ͕ǁŚĞƌĞŝƚ ŵĂŝŶƚĂŝŶƐĂŶĞdžĞŵƉůĂƌLJƌĂƚŝŶŐ͕ĂŶĚĂůƐŽŚĂƐĂŚĂƌŝƚLJEĂǀŝŐĂƚŽƌĨŽƵƌͲƐƚĂƌƌĂƚŝŶŐ͘ 
>W^ƌĐŚŝƚĞĐƚƵƌĞͲƌĐŚŝƚĞĐƚ

>W^ƌĐŚŝƚĞĐƚƵƌĞнĞƐŝŐŶŚĂƐĂϰϲнͲLJĞĂƌŚŝƐƚŽƌLJŽĨƉƌŽǀŝĚŝŶŐĐƌĞĂƚŝǀĞĚĞƐŝŐŶƐŽůƵƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚ ĂůŝĨŽƌŶŝĂ͘/ŶƚŚĞůĂƐƚϭϬLJĞĂƌƐƚŚĞŝƌĨŝƌŵŚĂƐĚĞƐŝŐŶĞĚŽǀĞƌϮϬ͕ϬϬϬƵŶŝƚƐŽĨŵƵůƚŝͲƐƚŽƌLJŵĂƌŬĞƚƌĂƚĞ ƌĞƐŝĚĞŶƚŝĂůĂŶĚĂĨĨŽƌĚĂďůĞƉƌŽũĞĐƚƐ͘dŚĞŝƌĂƌĐŚŝƚĞĐƚƐĂŶĚŝŶƚĞƌŝŽƌĚĞƐŝŐŶĞƌƐǁŽƌŬƐŝĚĞͲďLJͲƐŝĚĞƚŽĐƌĞĂƚĞ ĞŶŐĂŐŝŶŐŝŶƚĞƌŝŽƌƐƉĂĐĞƐƚŚĂƚďƵŝůĚĐŽŵŵƵŶŝƚLJĂŶĚĞŶĐŽƵƌĂŐĞƌĞƐŝĚĞŶƚƐƚŽĞŶũŽLJƚŚĞƉůĂĐĞƐƚŚĞLJůŝǀĞ͕ P. 619.282.6647 | F. 619.640.7119
3111 Camino del Rio North, Suite 800 | San Diego, CA 92108 chworks.org
ǁŽƌŬĂŶĚƉůĂLJ͘ZĞĐĞŶƚĨĨŽƌĚĂďůĞ,ŽƵƐŝŶŐƉƌŽũĞĐƚƐŝŶĐůƵĚĞ^ƵŶƌŝƐĞWŽŝŶƚĞǁŚŝĐŚŝŶĐůƵĚĞĚϰϳƵŶŝƚƐŝŶ ŝƚƌƵƐ,ĞŝŐŚƚƐŝŶϮϬϮϯ
н,ŽŶƐƚƌƵĐƚŝŽŶʹ 'ĞŶĞƌĂůŽŶƚƌĂĐƚŽƌ
н,ŽŶƐƚƌƵĐƚŝŽŶŝƐĂ ĂLJƌĞĂŐĞŶĞƌĂůĐŽŶƚƌĂĐƚŽƌŝŶĐŽŶƚŝŶƵŽƵƐŽƉĞƌĂƚŝŽŶƐŝŶĐĞϭϵϴϭ͕ŬŶŽǁŶĨŽƌ ŵĂŝŶƚĂŝŶŝŶŐƵŶƵƐƵĂůůLJŚŝŐŚƐƚĂŶĚĂƌĚƐŽĨĐƌĂĨƚƐŵĂŶƐŚŝƉĂŶĚƉƌŽĨĞƐƐŝŽŶĂůŝƐŵ͘dŚĞŝƌǁŽƌŬŝŶĐůƵĚĞƐ ŽĐĐƵƉŝĞĚĂŶĚǀĂĐĂŶƚƌĞŚĂďŝůŝƚĂƚŝŽŶ͕ŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶ͕ĂŶĚƚĞŶĂŶƚŝŵƉƌŽǀĞŵĞŶƚƐ͘dŚĞƐĞƉƌŽũĞĐƚƐĂƌĞ ƉƌŝŵĂƌŝůLJŽĐĐƵƉŝĞĚǁŝƚŚĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͕ǁŝƚŚŵĂŶLJƉƌŽũĞĐƚƐĂůƐŽĐŽŶƚĂŝŶŝŶŐůĂƌŐĞƐĐŽƉĞƐŽĨǁŽƌŬĂƚ ŽĐĐƵƉŝĞĚĐŽŵŵƵŶŝƚLJďƵŝůĚŝŶŐƐ͕ĐŽŵŵĞƌĐŝĂůƐƉĂĐĞ͕ŽĨĨŝĐĞƐ͕ĂŶĚƐŝƚĞǁŽƌŬ͘^ŝŶĐĞϭϵϵϴƚŚĞLJŚĂǀĞ ĐŽŵƉůĞƚĞĚŽǀĞƌϱ͕ϭϬϬƵŶŝƚƐŚŽƵƐŝŶŐĨŽƌƐĞŶŝŽƌƐ͕ůŽǁͲŝŶĐŽŵĞŝŶĚŝǀŝĚƵĂůƐĂŶĚĨĂŵŝůŝĞƐ͕ŝŶĚŝǀŝĚƵĂůƐǁŝƚŚ ƐƉĞĐŝĂůŶĞĞĚƐ͕ĂŶĚĂƚͲƌŝƐŬǁŽŵĞŶ͘/ŶƚŚĞůĂƐƚƚŚƌĞĞLJĞĂƌƐ͕ ŽǀĞƌΨϭϬϬŵŝůůŝŽŶŝŶƌĞŚĂďǁŽƌŬŝŶƚŚĞ ĂLJ ƌĞĂ͘
KEDͲ WƌŽƉĞƌƚLJDĂŶĂŐĞƌ
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ZĞŐŝŽŶĂůĞŶƚĞƌĨŽƌ
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A. DEVELOPMENT
TEAM’S EXPERTISE

OVERVIEW OF

DEVELOPMENT ENTITY
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 resident-
centered 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

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 large- scale 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

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, Multi- Family 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 and had t he 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.

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

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.

A. DEVELOPMENT
TEAM’S EXPERTISE

IDENTIFICATION/DESCRIPTION

OF EQUITY PARTNERS
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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PROJECT MANAGER
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ĂůŝĨŽƌŶŝĂ͕^ĂŶŝĞŐŽ

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 co-
chair 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 at-
risk populations affordable housing.

EDUCATION:

MA, Clinical & Mental Health,
Midwestern State University
BS, Human Services, Old Dominion
University

LPAS
Architecture + Interior Design
Oakland | Sacramento
Affordable Housing
LPAS

ABOUT OFFICES
723 S Street, #150
Sacramento, CA 9581 1
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.

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.

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

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

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 uni ts 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
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.

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.
ƒ Villas on 4
th – 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 4 th houses chronically homeless seniors, age 55 and above. The building is Type V construction over post- tension 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.
ƒ 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:
ƒ FRP (Fiber Reinforced Polymer) for numerous precast concrete buildings ƒ Structural steel reinforcement of masonry buildings
ƒ Elaborate moment frame installations (multi-story frames and soft story conditions) ƒ Diaphragm strengthening
ƒ Shotcrete walls
ƒ Micropiles installed in constrained existing conditions ƒ Building shoring and underpinning
ƒ Added foundations and grade beams
ƒ Shear walls in concrete and wood framed buildings
ƒ Dry rot repair and replacement of primary structural members 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.

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.

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.

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
Apartments
1 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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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]

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.

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.

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 prior performance 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 2023Data Source: Employment Development Department Quarterly number of individuals with earned income 31,413 2,252 32,132 2,326 Percentage of individuals with earned income 15.40% 17.43% 15.20% 17.53% Average annual wages $13,198 $15,896 $14,251 $17,120
Annual earnings of individuals compared to people with all disabilities in California 2021 2022 Data Source: American Community Survey, 2022 five-year estimate $30,783 $29,382 National Core Indicator Adult In-Person Survey* July 2017-June 2018 July 2020-June 2021 Percentage of adults who reported having integrated employment as a goal in their IPP 29% 20% 35% N/A Paid Internship Program 2021-22 2022-23
Data Source: Paid Internship Program Survey CA Average RCEB CA Average RCEB Number of adults who were placed in competitive, integrated employment following participation in a Paid Internship Program 1,527 60 2,650 117
Percentage 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 $16.55 Average hours worked per week for adults who participated in a Paid Internship Program 15 19 14 16 Competitive Integrated Employment
Data Source: Competitive Integrated Employment Incentive Program Survey Average wages for adults engaged in competitive, integrated employment, on behalf of whom incentive payments have been made $15.63 $16.04 $16.51 $17.35 Average hours worked for adults engages in competitive, integrated employment, on behalf of whom incentive payments have been made 22 24 21 22
Total 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.

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’sethnicity 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% Summary Performance Report for Regional Center of the East Bay, Summer 2024 6 Per capita purchase of service expenditures by individual’sprimary 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 $27,310
Spanish 4,253 4,493 $8,400 $9,546
All Other Languages 473 444 $7,365 $9,104
Cantonese Chinese 458 452 $21,863 $25,793
Mandarin Chinese 299 297 $16,288 $22,194
Vietnamese 291 293 $11,164 $12,267
Tagalog 274 285 $21,234 $24,935
American Sign Language 149 172 $47,511 $61,083
Arabic 151 155 $5,664 $6,201
Hindi (Northern India) 115 113 $7,915 $11,648
Farsi (Persian) 109 111 $24,114 $23,011
Other Asian 91 85 $10,233 $13,363
Korean 84 85 $20,872 $24,410
Portugese 43 63 $5,236 $7,017
Cambodian 50 51 $15,453 $13,719
Urdu (Pakistan India) 49 48 $16,216 $16,509
Other Indo-Iranian Language 43 46 $11,140 $15,125
Mien 41 41 $9,717 $9,392
Other Latin 30 33 $6,446 $8,353
Summary Performance Report for Regional Center of the East Bay, Summer 2024 7 Per capita purchase of service expenditures by individual’sprimary 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
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%
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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ůĞĂƐŝŶŐŽĸĐĞ͕ůĂƵŶĚƌLJĨĂĐŝůŝƟĞƐ͕ĂŶĚ
ďŝŬĞƐƚŽƌĂŐĞ

&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!
&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
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
KŶƐŝƚĞƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐĨŝŶĂŶĐŝĂůĐůĂƐƐĞƐ͕ĐŽŶƚŝŶƵŝŶŐ ĞĚƵĐĂƚŝŽŶ͕ŵĞŶƚĂůŚĞĂůƚŚ͕ĂŶĚĞŶŐĂŐĞŵĞŶƚĂĐƚŝǀŝƚŝĞƐ
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
.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!
&ƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚĂdžĐƌĞĚŝƚƐŽƌ
ŐŽǀĞƌŶŵĞŶƚŝŶĐĞŶƟǀĞ
ƉƌŽŐƌĂŵƐƵƐĞĚ͗
Ăů,&DŝdžĞĚ/ŶĐŽŵĞWƌŽŐƌĂŵ͖ŝƚLJ
ŽĨEĂƟŽŶĂůŝƚLJ͖ĂůŝĨŽƌŶŝĂdĂdžƌĞĚŝƚ
ůůŽĐĂƟŽŶŽŵŵŝƩĞĞ͖ŽŶƐƚƌƵĐƟŽŶͬ
WĞƌŵĂŶĞŶƚ>ŽĂŶ
īŽƌĚĂďŝůŝƚLJƌĞƐƚƌŝĐƟŽŶƐ͗
ϱϱLJĞĂƌƐ͕ϯϬͲϳϬйD/
dĂƌŐĞƚƉŽƉƵůĂƟŽŶ;ƐͿƐĞƌǀĞĚ͗
^ĞŶŝŽƌƐĂŶĚ&ĂŵŝůŝĞƐ
^ŝnjĞŽĨƚŚĞĚĞǀĞůŽƉŵĞŶƚ͗
ϭϰϱƵŶŝƚƐ͖ϰŇŽŽƌƐ͖ϭϵϭ͕ϯϳϭƐĨ
dLJƉĞŽĨĐŽŶƐƚƌƵĐƟŽŶ͗
EĞǁĐŽŶƐƚƌƵĐƟŽŶ͕^ĞŶŝŽƌ
dLJƉĞsͬdLJƉĞ/
ŽŶƐƚƌƵĐƟŽŶƐƚĂƌƚĂŶĚ
ĐŽŵƉůĞƟŽŶĚĂƚĞ͗
:ƵŶĞϮϬϮϮʹEŽǀĞŵďĞƌϮϬϮϰ
Total development value:

Ψϴϱ͕ϲϱϯ͕ϬϴϮ
/Ĩ>

ĐĞƌƟĮĞĚů͗
>

ĞƌƟĮĞĚͲ'ŽůĚ
ĂƚĞŽĨĂĐƋƵŝƐŝƟŽŶĂŶĚƚLJƉĞ͗
ƉƌŝůϭϬ͕ϮϬϭϯ͕'ƌŽƵŶĚ>ĞĂƐĞ
KƚŚĞƌĂŵĞŶŝƟĞƐ͗
W
ĐĞŶƚĞƌ;ϰϬŬ^&Ϳ͕ĨĞĚĞƌĂůůLJ
ƋƵĂůŝĮĞĚŚĞĂůƚŚĐĞŶƚĞƌ;ŽƉĞŶƚŽ
ƚŚĞƉƵďůŝĐͿ͕ĐŽŵŵƵŶŝƚLJƌŽŽŵ͕
ĐŽŶĨĞƌĞŶĐĞƌŽŽŵ͕ĐŽŵƉƵƚĞƌůĂď͕
ĮƚŶĞƐƐƌŽŽŵ͕ůĞĂƐŝŶŐŽĸĐĞ͕
ůĂƵŶĚƌLJƌŽŽŵ͕ƐĞĂƟŶŐĂƌĞĂ͕
ĐŚŝůĚƌĞŶ͛ƐƉůĂLJĂƌĞĂ
,ĞĂůƚŚĂŶĚǁĞůůŶĞƐƐƐĞƌǀŝĐĞƐ
ĐŽͲůŽĐĂƚĞĚ͗
WƌŽŐƌĂŵŽĨůůͲ/ŶĐůƵƐŝǀĞĂƌĞĨŽƌ
ƚŚĞ
ůĚĞƌůLJ;W
ͿŝƐĂDĞĚŝĐĂƌĞĂŶĚ
DĞĚŝĐĂŝĚƉƌŽŐƌĂŵƚŚĂƚƉƌŽǀŝĚĞƐ
ĐŽŵƉƌĞŚĞŶƐŝǀĞŵĞĚŝĐĂů͕ƐŽĐŝĂů͕
ĂŶĚůŽŶŐͲƚĞƌŵĐĂƌĞƐĞƌǀŝĐĞƐƚŽŚĞůƉ
ŽůĚĞƌĂĚƵůƚƐŵĞĞƚƚŚĞŝƌŚĞĂůƚŚĐĂƌĞ
ŶĞĞĚƐǁŚŝůĞƌĞŵĂŝŶŝŶŐŝŶƚŚĞŝƌ
ĐŽŵŵƵŶŝƚLJƌĂƚŚĞƌƚŚĂŶŵŽǀŝŶŐƚŽĂ
ŶƵƌƐŝŶŐŚŽŵĞ͘
A. DEVELOPMENT
TEAM’S EXPERTISE
COMMUNITY HOUSING WORKS’

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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
Curre nt Asse ts:

Cash and cash equivalents $ 34,683,813 $ 39,810,202
Investments 9,721,454 11,731,006
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 Asse ts:

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 31,283,662 31,034,917
Noncurrent Liabilities:

Lease liability 4,008,685 4,719,688
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
20232024
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
Re ve nue and Support:

Contributions – Contributed Revenue $ 558,020 $ 1,093,677 $ 1,651,697 $4 3 9 , 8 9 9 $ 1,376,750 $1 , 8 1 6 , 6 4 9 Developer fees 4,005,657 - 4,005,657 9,667,405 - 9,667,405 Grants 441,890 - 441,890 921,973 -9 2 1 , 9 7 3
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 , 3 7 4 , 4 9 4 Program income 304,966 - 304,966 301,920 - 301,920
Rental income 73,579,723 - 73,579,723 64,475,464 - 64,475,464 Net 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 Expense s:

Program Se rvice s:

Asset management 2,390,204 - 2,390,204 2,347,035 -2 , 3 4 7 , 0 3 5 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 P rogram Services 110,076,367 - 110,076,367 103,118,492 - 103,118,492 Supporting Se rvices:

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
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 Othe r Revenue and (Expense):

Loan forgiveness and recovery 11,239 - 11,239 493,760 - 493,760 Obligation 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 Rec onciliation of net assets
Without donor restriction
Beginning of year, as previously reported $ - $- $- $ 147,530,753 $- $ 147,530,753 Adjustment 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
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 $8 3 1 , 0 6 9 $ 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 1,359,092 Temporary 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 61,374 639,865 Telephone/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 l oss - 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 ServicesProgram Services
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
Pe rsonne l Expense s:

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 67,235 661,183 Telephone/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 Supplie s 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 67,626 Accounting (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 l oss - 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 , 4 2 2 , 1 8 7 $ 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 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 fl ows from operati ng acti vi ti es:

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

Unrealized gains from inves tments (1,038,248) (782,837) Unrealized gains on derivative financial instrum ents (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 ex penses (245,850) (485,376)
L oans receivable, net 5,080 22,540
Deposits (98,052) 79,934
Increase (decrease) in liabilities:

Accounts payable and accrued ex penses 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 cas h and restricted cas h 4,573,616 (1,483,477) Cas h and res tricted cash at beginning of year 72,889,051 74,372,528 Cas h and res tricted cash at end of year $ 77,462,667 $ 72,889,051 Supplem entary inform ation:

Cas h 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 equipm ent $ 6,154,139 $ 12,574,409 Increase in accounts receivable - other and increase in notes payable $ - $ 713,260 2024 2023
A. DEVELOPMENT
TEAM’S EXPERTISE

CONCEPTUAL

PROJECT PROPOSAL
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 costs

1. 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

Unit Mix Chart
Unit Count Bedroom
Type AMI
21 1 30% (IDD Population)
52 30%
33 3 0 %
31 5 0 %
10 2 50%
33 50%
81 6 0 %
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:

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 transit- oriented 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
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.

COM
D Y
H
D Y
H
137 SF
STOR.
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
159 SF
OFFICE
149 SF
OFFICE
233 SF

LAUNDRY
348 SF
TRASH 84 SF
RR 225 SF

LAUNDRY
1,058 SF
LOUNGE
183 SF

BIKE STORAGE
378 SF
TRASH
482 SF
LOBBY
427 SF
EQUIP. / STOR.
179 SF
ELEC.
211 SF

BIKE STORAGE
180 SF
ELEC. 328 SF

SERVICE PARTNER
135 SF
FILES
73 SF
RR
73 SF
RR
70 SF
JAN. 200 SF
MPOE
B1A1
SITE & 1ST FLOOR
339 SF

MAINTENANCE SHOP
B6 A1
7 7
8 8
300 SF

COMPUTER RM
43 SF
STOR.
190 SF
MPOE
131 SF
FURNITURE TREATMENT 168 SF
EQUIP.

MAIL
MAIL
169 SF
ELEC. / TELECOM
97 SF
TRASH
172 SF
ELEC. / TELECOM
96 SF
TRASH
A1 B1 B1 C2
B3B2A1A1A1B1
C2
B3
B2A1
A1B1B1
A1A1A1B1
A1
2ND, 3RD & 4TH FLOOR
B5
B4
B1
C1
57 SF
JAN.
54 SF
JAN.
7 7
8 8
0 PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
%$<)5217 $3$57 0(1763/$1 29(59, ( :
1505-0001 11/07/2025
COM
D Y
H
137 SF
STOR.62 SF
RR
879 SF

COMMUNITY SPACE
177 SF

LEASING / MGMT
295 SF

TRANFORMER
86 SF
ELEV. EQUIP.
225 SF

LAUNDRY
1,058 SF
LOUNGE
183 SF

BIKE STORAGE
378 SF
TRASH
179 SF
ELEC.
328 SF

SERVICE PARTNER
135 SF
FILES
73 SF
RR
73 SF
RR
70 SF
JAN. 200 SF
MPOE
43 SF
STOR.
288 SF
STAIR288 SF
STAIR
7 8
8 23' - 11 31/32"
300 SF

COMPUTER RM
168 SF
EQUIP.

LOBBY
MAIL
0 PROJECT NO.
48 12
SCALE: 1/8"=1'-0"
FT
%$<)5217 $3$57 0(17667 )/225 3/$1 ($67
1505-0001 11/07/2025
237, 21 
D Y
H
90 SF
ELEV. EQUIP.
295 SF

TRANSFORMER
202 SF

WORKROOM
159 SF
OFFICE
149 SF
OFFICE
233 SF

LAUNDRY
348 SF
TRASH 84 SF
RR
482 SF
LOBBY
427 SF
EQUIP. / STOR.
211 SF

BIKE STORAGE
180 SF
ELEC.B1A1B6
339 SF

MAINTENANCE SHOP
A1
131 SF

FURNITURE TREATMENT
190 SF
MPOE
0 PROJECT NO.
48 12
SCALE: 1/8"=1'-0"
FT
%$<)5217 $3$57 0(17667 )/225 3/$1 :(67
1505-0001 11/07/2025
169 SF
ELEC. / TELECOM
97 SF
TRASH
A1 B1 B1 C2
B3B2A1A1A1B1
C1
B1
57 SF
JAN.
7 8
8 0
PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
%$<)5217 $3$57 0(1761' 7+ )/225 ($67
1505-0001 11/07/2025
172 SF
ELEC. / TELECOM
96 SF
TRASH
C2
B3
B2A1
A1B1B1
A1A1A1B1
A1
B5
B4
0 PROJECT NO.
8 16 24
SCALE: 1/16"=1'-0"
FT
%$<)5217 $3$57 0(1761' 7+ )/225 :(67
1505-0001 11/07/2025