Palo Alto City Council
January 21, 2025

October 29, 2024
Offer for:

Downtown affordable housing, lot t
city of palo alto
planning and development services department

Primary Contact:

Felix AuYeung, Vice president of Business Development
(510) 426-5667 | [email protected]

Rendering of Scheme A2, Lot T

TABLE OF CONTENTS
Section Page
Cover Letter
1 Project Description 1
2 Plans 5
3 Evaluation of Parking Options and Impacts 24
4 Financial Information 26
Proforma – Option A1
Proforma – Option A2
Proforma – Option B
Proforma – Option C
5 City Contribution 30
6 Project Schedule 35
7 Team and Experience 36
8 Additional Information 52
Appendix 56

1. Project Description
Lot T is a landmark development opportunity for the City of Palo Alto, creating optimally located affordable housing for families in the heart of downtown. We are grateful to the City for dedicating public land for public good, and future residents will further increase the vitality and foot traffic downtown.

Our proposed development will include a minimum of 61 homes and up to 77 homes depending upon the scenario, 100% of which will be affordable to households between 30- 60% of Area Median Income (AMI). In response to the diversity of housing needs in Palo Alto, MidPen is proposing a range of units from studios to 3-bedroom rental homes, with at least 50% of the homes with 2 and 3 bedrooms to accommodate families. There is a tremendous need for affordable family housing as evidenced in our own portfolio. In the last 13 months, MidPen has boasted an occupancy rate of nearly 99% for our 128-property portfolio. During our three property lease ups over the past 6 months at Foon Lok East in Oakland, Bienestar Plaza in Santa Cruz, and Midway Village Phase I in Daly City, we received a total of 9,426 applications for 328 units, nearly 30 applications for every available new home. Our development concept is to maximize the potential of Lot T, activating this prime corner at Kipling and Lytton with a beautiful new housing community to meet the need.

Our affordability targeting is informed by Palo Alto’s Regional Housing Needs Allocation, which shows significant unmet needs for housing at the Very Low Income (VLI) level. Our proposal would target at least 20% as Extremely Low Income (ELI) and an additional 30% as VLI, with an overall building average of below 50% AMI. Workers holding many jobs important to the Palo Alto economy in the healthcare, education, services, and public sectors would be served by our proposal.

1 Per the City’s Housing Element, the current job to resident ratio is over 3:1, reflecting the City’s importance as a job center and highlighting the need for expanded local housing opportunities for the workforce. Based on Housing Element data, there are currently few rental opportunities for units that are 2 bedrooms or larger, making it challenging for families to live in Palo Alto. Average market rent and affordability data below show that the current rental stock is out of reach for ELI and VLI households.

Unit Type
Average
Market
Rent
Income
Needed to
Afford
Median
Income for
Unit Size
(1.5/BR) % of Median
Studio $2,395 $95,800 $129,000 74%
1 $2,750 $110,000 $138,200 80%
2 $3,600 $144,000 $165,900 87%
3 $4,950 $198,000 $191,650 103%
Per the City’s RFRP, we provided the three options requested with differing approaches to parking – residential parking, residential and replacement public parking, and no parking – that impact the building design, cost, and marketability. For the residential parking scenario, we provided two alternatives reflecting a minimum viable parking ratio and a p
referred parking ratio based on current needs seen in the market by MidPen and the Ci
ty’s evaluation of car ownership. As shown in the summary chart on the next page, our scenarios differ in the parking approach, which in turn impacts unit yield. All scenarios are proposed at 7 stories but vary in the treatments of semi-subterranean level, ground floor and second floor. All scenarios provide resident amenity spaces including a sizeable community room and residential courtyard and feature our robust resident services programs for families that support our residents in stability, resilience, and economic growth, described in detail in the Team and Experience section of this response.

In all the scenarios provided, we incorporated key design principles informed by the City’s goals and the neighborhood context. Our building massing balances the stated goal of maximizing homes on the site while creating a facade that forms a bridge to the diverse building typologies present around the neighborhood, which range from low to high-density.

The building’s facade responds to cues in the surrounding residential vernacular, incorporating elements in our materials, color palette, and landscaping that will connect the new building. The building’s massing is broken into two smaller components with a break along Kipling and transparency in between. This feature, in addition to the step back above 5 stories, responds to the adjacent building types and enables the building to serve as an “in between” element bridging density and typologies observed in the neighborhood. 2 We took a sensitive approach that
will activate and beautify the
streetscape, with a sizeable
ground-level open greenspace
included in the scenarios with
residential parking and no
parking. All scenarios feature an
active corner with the
lobby/entrance at the
Lytton/Kipling intersection and
facade modulation along Kipling.

Families living in this new building
will be able to enjoy robust
community amenities, including a
private, protected courtyard,
community room, after school program for school-aged children, and secure bike parking.

The proposed building’s design of two blocks breaks up the density not only by floor but also by block, forming unit clusters that will enhance the livability of the resident experience.

Our proposed units are larger than the TCAC minimums and have been shaped by a robust design, construction, and operations evaluation process to get to preferred, cost-efficient unit types.

Unit Type Unit Sq Ft TCAC Minimum SF
Studio 416 300
1 Bedroom 585 450
2 Bedroom 858 700
3 Bedroom 1,118 900

The chart below outlines the Project Options studied. Site Plans and additional details are provided in the Plans section of this response. Tradeoffs are described in the Evaluation of Parking Options and Impacts section.

3 Option A1 –
Single Level of
Residential
Parking
Option A2 –
Two Levels of
Residential
Parking
Option B –
Residential +
Public Parking
Option C – (No)
Minimal
Parking
Target Population
Families and
Individuals
Families and
Individuals
Families and
Individuals
Families and
Individuals
Residential Units 73 73 61 77
Studios 13 13 11 13
1 Bedrooms 21 21 17 21
2 Bedrooms 21 21 18 24
3 Bedrooms 18 18 15 19
Affordability
Levels 30-60% AMI 30-60% AMI 30-60% AMI 30-60% AMI
Parking Spaces 36 51 52 5
Residential
Parking 36 51 30 0
Parking Ratio 0.5 0.7 0.5 0
Public Parking 0 0 32 0
Building Stories 7 7 7 7
Building Height 72’ 75’ 74’ 72’
Gross Building
Area 93,500 sf 104,500 sf 98,600 sf 89,200 sf
Rentable Area 55,800 sf 55,800 sf 46,700 sf 59,500 sf
Construction
Type (Wood and
Concrete)
2 Levels Type IA
/ 5 Levels Type
IIIA
3 Levels Type IA
/ 5 Levels Type
IIIA
2 Levels Type IA
/ 5 Levels Type
IIIA
2 Levels Type IA
/ 5 Levels Type
IIIA

4 2. Plans
Celebrating the In-between
Palo Alto’s downtown is distinctive and vital, known as a regional job center and retail destination. Its architecture is diverse in style and scale, with examples of neighboring craftsman and modern structures. Amid this context, Lot T presents the opportunity to develop a prototypical, replicable design that integrates into the fabric, transforming an underutilized city parking lot adjacent to the commercial core into much needed affordable housing.

The design solution comprises two clear building forms organized around central outdoor landscape spaces populated by fruit trees, and ties to the existing neighboring context are formed via accents of materiality and color. Light and airy external bridges connecting the upper floors provide separation to the main private residential courtyard beyond, creating a pleasant oasis for residents and providing an engaging façade with modulation and transparency.

This design was developed specifically with Lot T in mind and driven by the concept of celebrating the ‘in-between’. While site-specific, this general strategy could be applied to several similar city-owned lots as the City evaluates future opportunities to expand housing opportunities downtown.

In-between: Urban Scale
On an urban scale, Lot T finds itself ‘in-between’
the true commercial core of University Ave and
the adjacent residential Downtown North
neighborhood. Straddling these zones provide
numerous benefits for the residents of this
project including walkability, access to high
quality public transit, proximity to jobs and
services, and access to Palo Alto’s signature
experience of walking along beautiful tree-lined
streets en route to one of the many local city
parks.

5 In-between: Building Scale
Along those lines, a fundamental
aspect of what makes Palo Alto
beautiful and peaceful is its
relationship to landscape, outdoor
space, and particularly the space
‘in-between’ buildings. This project
is defined by a series of courtyards
providing the residents a direct
connection to the outdoors and
creating a welcoming frontage for
the community at large. Our
design approach provides an
engaging streetscape, with space for a
street-level courtyard envisioned in our
preferred scenarios. This greenspace
along the street and the private
residential courtyard provides
opportunities to integrate fruit trees such
as plum, persimmon and orange that
would be a nod to the history of the area
known for its rich soil and bountiful
orchards. Another nod to the existing
context occurs through the focused use of
materiality and color, pulling from the lap
siding and blue tones of the historic
craftsman style bungalows across the
street to highlight the outdoor spaces
within the project (front stoop,
courtyards).

6 In-between: Form & Celebration

Finally, these affordable housing units provide much needed opportunities for a demographic constituent that is in its own way ‘in-between’. Lower-income families have historically not been afforded the chance to live in and be a part of everyday life in Palo Alto, even though many of them work in the area in various service-related industries.

Rather than having to endure multi-hour commutes that rob time from their family lives, having the ability to live life as part of the community they serve builds on Palo Alto’s legacy of evolution and cultural diversity. The Lot T housing community reflects Palo Alto’s downtown housing goals in championing economic diversity and inclusion. Palo Alto has always been a wonderful place to call home and Lot T will expand possibilities for households who would otherwise not have access.
***
Together, the strategies outlined above culminate in a design that is both specific to place, but also easily adaptable to similar future sites. In all applications, however, they strive to celebrate the numerous ‘in-between’s that make Palo Alto a unique and desirable community to live and grow up, work and visit.

Please see the following pages for neighborhood context and design options proposed.

7 L O T T P A L O A LT O | MIDPEN HOUSING
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October 28, 2024
15MIN
W
ALK

UNIVERSITY AVE

HAMILTON AVE

L YTTON AVE

PROJECT
SITE
C O N T E X T M A P S | PA L O A LT O N E I G H B O R H O O D N

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S U S T A I N A B I L I T Y | F E A T U R E S & O P P O R T U N I T I E S

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ALALALALALL ELECTRTRTRTRTRICICICICICICIC

BUBUBUBUBUBUILILILILILILDIDIDIDIDIDINGNGNGNG

LOW FLOW

FIXTURES

ON-SITE

ALTERNATATATATIVIVIVIVIVIVEEEEEE

ENERERERGYGYGYGYGYGY

BIBIOSOSOSOSOSOSWAWAWAWAWALE

HEALTHY &

RENEWABLE

MATERIALS

BICYCLE

FRIENDLY

ECOLOGY
The urban ecology will be based on concepts of resilience , harnessing climate adaptive strategies:
• Biodiversity through native plants.
• Bay Friendly landscape principles will be followed.
• Preserve existing trees where possible
• Podium outdoor space residential restorative garden

HEALTH & WELLNESS
Design that supports health and well-being of residents a nd the surrounding community is an integral component of a sustainable community.
• Daylight will be maximized within the units.
• Ventilation and Indoor Air Quality with high efficiency filtration. • Materials - mindful to avoid red-list free materials based on their Health Product Declarations (HPD’s) and Environmental Product Declarations (EPD’s).
• Entry court and podium courtyards connect with Nature , natural light, air and mental wellbeing while encouraging interaction between the residents.

ENERGY EFFICIENCY &

RENEWABLE ENERGY
The project will rely on these passi v e strategies to reduce energy use and operational carbon:
• Reduce cooling loads from direct solar exposure on south/west elevations
• High performance glazing and windows to reduce heat gain. • High-density exterior wall and roof insulation.
• Cool roofs, courtyard planting and non-reflective paving.

WATER CONSERVATION & REUSE
Water Conservation strategies that will be explored:
• Irr i
gation water collection via cisterns and podium bio-retention planters.
• Bioswales along the sidewalk to further slow and filter water runoff.
• Use of ultra low-flow and dual flush fixtures to go above and beyond code.

EDUCATION AND DISCOVERY
Telling the stories and lessons-learned of the sustainabi lity visions, connects residents to place.
• The design can actively engage and educate occupants . • The front courtyard can function as an outdoor museum for educational purposes to tell a story of the history of the area to the residents and the public.
24 22
L O T T P A L O A LT O | MIDPEN HOUSING
Palo Alto, California
October 28, 2024

C R A F T S M A N N E I G H B O R SH O U S I N G R E F E R E N C E S P R E C E D E N T I M A G E R Y | L O O K & F E E L

A C T I V E C O U R T Y A R D

KIKU CROSSING

SHIRLEY CHISHOLM VILLAGE

KIKU CROSSING

SHIRLEY CHISHOLM VILLAGE
25 23

3. Evaluation of parking options and impacts
Lot T is a fantastic opportunity that also presents challenges because of the relatively small size and constraining dimensions of the site that make it difficult to park efficiently, leading to more costly building typology to maximize housing at 7 stories. We studied many approaches to parking on the site, described below. Parking cost assumptions in our proforma are based on general contractor information and current projects in the construction bidding process. The summary chart provided in this section demonstrates the impact of the different parking approaches on project costs and gap funding needs.

Option A: Residential Parking Only
A1: Single level of residential parking at the ground level, accessed off Lytton, which can accommodate 36 stalls. This scenario has 73 units and what MidPen would consider the lowest feasible parking ratio of 0.5:1 spaces/unit.

A2: Two levels of residential parking (partial basement and ground level), which can accommodate 51 total stalls, with 25 in the partial basement and 26 on the ground level. A ramp down would be accessed off Lytton and ramp up off Kipling. This scenario also has 73 units and what MidPen would consider the preferred higher parking ratio of 0.7:1 spaces/unit based on demand at similar properties. This approach adds 3’ to the building height over option A1 (75’ vs. 72’).

Option B: Residential Parking and Replacement Public Parking Ground level public parking garage with 32 spaces reflective of the parking utilization data shared. This garage would have a separate entry and exit on Kipling for flow and easy connection to the street. Note that this is less than the full replacement count in order to provide residential parking on the second level, which will have 30 spaces for residents with access off of Lytton. This option has the lowest unit count at 61 and what MidPen would consider the lowest feasible parking ratio of 0.5:1 spaces/unit. If the City were amenable, we propose that the public spaces be available for overnight use by residents, similar to an approach we are taking at Kiku Crossing. This scenario would result in the elimination of the street-level open greenspace along Kipling to accommodate garage parking. The 2 levels of podium parking and 5 levels of residential result in an overall building height of 74’.

Option C: (No) Minimum Parking
This option features no dedicated residential or public parking on site. However, we proposed 5 spaces on the building’s ground floor to support residents (drop offs, accessible parking), staff, visitors, and possibly car-share spaces. This scenario maximizes the units on site with 77. However, based on our experience, the lack of any residential parking would present significant challenges for residents and in the lease up process, and impact feasibility and operational sustainability. We would need to explore off-site parking options. 24 Options
Summary Table A1 A2 B C
Affordable Units 73 73 61 77
Total Parking Spaces 36 51 62 5

Podium Spaces
Residential 36 26 30 5
Public 0 0 32 0
Cost/Stall $55,000 $55,000 $55,000 $60,000

Partial Submerged Spaces
Residential 0 25 0 0
Public 0 0 0 0
Cost/Stall -- $80,000 -- --

Parking Cost
Residential $1,980,000 $3,430,000 $1,650,000 $300,000
Public $0 $0 $1,760,000 $0
Total $1,980,000 $3,430,000 $3,410,000 $300,000

TDC w/Net Developer Fee $64,882,237 $67,038,185 $58,167,019 $66,199,386 TDC/Unit $888,798 $918,331 $953,558 $859,732
City Gap Funds $10,142,863 $10,536,469 $9,434,434 $10,188,781 City Gap/Unit $138,943 $144,335 $154,663 $132,322

MidPen is an expert in tackling the redevelopment of publicly owned land with ambitious programming needs. We are proud of our approach to development, which is tailored to the needs of specific sites and local communities. As an owner, property manager, and services provider, we take a long-term, holistic view with a goal of creating communities that fit in seamlessly and operate sustainably. We look forward to further discussion and refinement of these scenarios to arrive at the preferred development concept.

25 4. financial information
Financing Approach
MidPen gets the job done! While the financing approach varies from project to project, year to year, MidPen is adept at working with our public partners to navigate the constantly changing financing environment to chart a path forward. MidPen’s approach to financing projects is based on the following principles:
• Ensure long-term financial sustainability
• Maximize leverage of local funding sources
• Maximize competitiveness and viability of financing structure • Ensure flexibility and responsiveness in the financing approach to enable us to be nimble to pursue multiple opportunities
In line with the City’s stated desire to achieve maximum density and yield, we are proposing a 7-story building that will create at least 61 homes and up to 77 homes, financed with tax-exempt bonds and 4% Low-Income Housing Tax Credits (LIHTC). After entitlement approval, we will work with the City to leverage its funding and identify and compete for other funding sources at that time.

Our team is highly experienced and successful in securing public sources of funding. Since 2020, MidPen Housing successfully financed 24 new construction projects, leading to construction starts for 9 communities funded with competitive 9% LIHTC, 12 communities funded with tax-exempt bonds and 4% LIHTC, and 3 developments using the new California Housing Accelerator Fund. MidPen financed one of the State’s first 9%/4% hybrid projects at Brooklyn Basin in Oakland, as well as a LIHTC/moderate-income hybrid at Shirley Chisholm Village in San Francisco, demonstrating our capability with complex and groundbreaking funding approaches. This is a testament to both the sheer dedication of our staff to execute professionally on complicated applications and our nimble approach to securing funding. For each project, we conduct a thorough analysis of program regulations to identify the sources that will be the best fit. Additionally, MidPen’s financial strength and track record enable our projects to secure top of the market tax credit pricing and favorable debt terms.

The scenarios provided in this response assume 4% LIHTC, a conventional mortgage supported by rental income, State funding, a General Partner equity contribution of a portion of the 4% LIHTC allowable developer fee to the project, deferred developer fee, and the City’s land contribution and gap funding as critical pieces of the puzzle that enable us to compete successfully for competitive resources. Our proforma summaries for each scenario are included at the end of this section and reflect a City gap need of approximately $130-$150K/unit depending on scenario.
26 Our team has shown great success in accessing traditional affordable housing sources and newer funding streams, such as Affordable Housing and Sustainable Communities (AHSC), Veterans Housing and Homeless Prevention (VHHP), and Infill Infrastructure Grant (IIG).

We often evaluate and maintain eligibility for multiple financing paths to ensure our projects can proceed even if the financing environment changes. Because state funding regulations change every year, MidPen will collaborate with the City to target sources that best fit at the time just prior to funding applications.

Our proforma is a realistic projection of current gap funding needs in that it is based on real-time, relevant construction pricing and modeled using current operating and services budgets. We are also not assuming any project-based voucher (PBV) support at this time, given that the timing of a future PBV RFP from the Housing Authority is unknown. To the extent there is interest in serving at risk or homeless families in the future, PBV’s would be a helpful source in enabling the project to support a larger conventional mortgage. Another source we are not showing for conservatism is any Santa Clara County funding given the lack of current resources available. Again, should this evolve, this project could be poised to be competitive for County-level resources. To the extent available, we would pursue funding through the Stanford Affordable Housing Fund to fill some of the financing gap. This is a source we have been awarded for our Colibri Commons development in East Palo Alto, which is currently under construction.

We thoughtfully implement cost controls at every step of the development process (design, procurement, construction, operations). MidPen has established internal processes and procedures including our own Building Guidelines that document design best practices for units and buildings. Many of our best practices come from the Values Analysis (VA) process, which involves meetings at each of the design development phases in which we evaluate the design’s efficiency. The VA meetings include the development team, architect, construction management consultant, and critical property operations and services staff.

Additionally, the Lifecycle Milestone Process is a series of check-ins at critical points in each project's lifecycle with participation across MidPen's organization. Our goal is to ensure that this is a development we can deliver and maintain as a community asset for years to come.

27 Financial Strength
MidPen’s commitment to serving low-income residents is supported by our operational and financial strength and consolidated total assets that are worth over $2.9 billion. This strong financial position enables MidPen to partner with some of the most respected, long- standing tax credit investors in the industry and means MidPen commands top pricing from lenders and investors, further enhancing our ability to secure the resources needed for our projects at the most competitive prices. Most recently, MidPen has secured direct investments with Wells Fargo, Bank of America, U.S. Bank, and First Citizens Bank (Silicon Valley Bank) to finance our pipeline. These investors, plus CalHFA, are just a few examples of MidPen's trusted financial partners with whom we would consider working for debt or equity for the Project.

Additionally, MidPen maintains $72 million in unrestricted cash and liquid investments, which we deploy to further our mission impact and affordable housing goals, in part as predevelopment and acquisition bridge loans to assist our pipeline projects with land acquisition, pre-development activities, and accelerating draws waiting for reimbursements, when needed. Our ability to fund all predevelopment expenses means that we can more quickly advance projects without waiting to secure outside sources. These assets also provide us with significant resources to manage and maintain our current communities, support new development, and maintain a solid financial position in times of economic uncertainty.

Another MidPen advantage is our deep knowledge of and critical influence on funding regulations, coupled with our creativity on structuring viable deals and our agility to pivot when circumstances or competition rules change, to best position a project for funding success. We leverage our deep LIHTC affordable housing experience and real-time knowledge of financing sources for affordable rental housing and site-wide infrastructure.

Our team works nimbly to constantly explore new and creative funding streams that efficiently leverage local, State, and Federal sources. Innovation in financing is foundational to our approach; we often evaluate and maintain eligibility for multiple financing paths to ensure our projects can proceed even if the financing environment changes, which it invariably does every year without fail. MidPen is also pursuing alternative financing options to reduce traditional public subsidies with private, philanthropic investment capital. This work includes active projects with Housing Trust Silicon Valley and the San Francisco Housing Accelerator Fund, to pursue projects that otherwise would be infeasible without MidPen’s willingness to innovate and experiment.

28 Prevailing Wage Experience
We understand that this project will be subject to prevailing wage requirements, which are common on nearly all our projects. The General Contractor (GC) that MidPen selects will play an integral role in ensuring that we meet the workforce and labor goals outlined by our local partners. MidPen employs a rigorous GC selection process, and we consider a range of criteria when evaluating GC proposals, such as the GC’s track record for completing construction projects on time and on budget, managing its subconsultants, and meeting local labor goals. We would utilize these criteria during the GC selection process for Lot T to ensure that the project is completed on time and meets all requirements.

An example of our solid foundation with GCs is our work with Nibbi Brothers on four phases of development at Brooklyn Basin in Oakland to ensure that each phase met State prevailing wage and Federal Davis-Bacon wage requirements, as well as local business/local resident hiring programs.

Land Value
The parcel is currently zoned Public Facilities, which allows for multi-family use on housing element opportunity sites. The value of this parcel is impacted by its small size and height limit. The most analogous site that MidPen has developed recently is our Kiku Crossing community in Downtown San Mateo, also a former city-owned surface parking lot but a larger scale site (over 2 acres across the two combined parcels). When this was appraised in 2020 with an as-is value based on a density of 50 units/acre, the value was $258/square foot. MidPen searched for comparable sales in Palo Alto and more broadly in Santa Clara County and San Mateo County, looking for sites between .25-.75 acre on vacant land zoned for residential use. Our search yielded few true comparable sales but pointed to a value in the range of $150-$250/square foot or approximately $7-11MM/acre. The need for any replacement public parking reduces the land value.

29 5. city contribution
In addition to the land contribution, gap financing from the City is required in order to deepen affordability and develop the site. Based on project needs and a rough division of gap funding needed, we are proposing a total City financial contribution ranging from approximately $130K-$150K/unit, depending on the scenario, up to $10.5MM. This contribution would be leveraged 6:1 by other regional, state, and federal resources. Given the timing of the project, these funds would need to be committed by 2027 to be competitive in seeking HCD sources and LIHTC. The exact City contribution may vary depending on other available resources when entitlements are approved and the project is ready to apply for non-City funding.

A1 A2 B C
Affordable Units 73 73 61 77
TDC w/Net Developer Fee $64,882,237 $67,038,185 $58,167,019 $66,199,386 TDC/Unit $888,798 $918,331 $953,558 $859,732
City Gap Funds $10,142,863 $10,536,469 $9,434,434 $10,188,781 City Gap/Unit $138,943 $144,335 $154,663 $132,322

30 Palo Alto Lot T - Opt A1

PROJECT SUMMARY
LAND CONSTRUCTION SOURCES total per unit
Acreage 0.44 acres Construction Loan 41,115,699$ 563,229$ Yr 1 Yr 5 Yr 10 Yr 15 Yr 30 Density 165 units/acre Tax Credit Investor Proceeds 5,050,336$ 69,183$ 2020 2024 2029 2034 2049 # of Stories 7 GP Equity 6,135,376$ 84,046$ Effective Gross Income 1,464,455$ 1,616,485$ 1,828,904$ 2,069,237$ 2,996,872$ City of Palo Alto 10,142,863$ 138,943$ Operating Expenses (730,000)$ (837,692)$ (994,915)$ (1,181,647)$ (1,979,671)$ BUILDING total 62,444,275$ 855,401$ Services Expenses (130,000)$ (149,178)$ (177,177)$ (210,430)$ (352,544)$ Residential (Leasable) 55,835 sf Reserves (36,500)$ (36,500)$ (36,500)$ (36,500)$ (36,500)$ Circulation & Common 15,367 sf PERMANENT SOURCES total per unit Net Operating Income 563,955$ 589,115$ 616,312$ 636,660$ 624,157$ Garage 13,680 sf Amortizing Permanent Loan 5,856,169$ 80,221$ Debt Service (490,396)$ (490,396)$ (490,396)$ (490,396)$ (490,396)$ Tax Credit Investor Proceeds 33,668,909$ 461,218$ Net Cash Flow 41,059$ 62,303$ 83,931$ 97,852$ 118,413$ PARKING GP Equity 6,135,376$ 84,046$ DCR 1.15 1.20 1.26 1.30 1.27 # of parking spaces 36 Deferred Developer Fee 362,845$ 4,970$ # of residential spaces 36 City of Palo Alto 10,142,863$ 138,943$ residential parking ratio 0.5 HCD/Other 15,214,295$ 208,415$ # of public spaces 0 total 71,380,458$ 977,814$ Start month 0 UNIT MIX Start year 0
Unit Type # Units Average Rent USES Construction mos. 22 Studio 13 1,301$ ACQUISITION total per unit per SF Lease up mos. 3 1-Bedroom 21 1,620$ Acquisition 295,758$ 4,051$ $ 3 Conversion mos. 4 2-Bedroom 20 1,913$ Hard Cost 50,879,410$ 696,978$ $ 599 3-Bedroom 18 2,141$ Architecture and Engineering 2,203,260$ 30,182$ $ 2 6 Manager's Units 1 Construction Financing 5,337,378$ 73,115$ 63$ Total Unit Count 73 Permanent Financing 104,562$ 1,432$ $ 1 Operating Expenses $10,000 per unit Average Affordability AMI 49% 1,750$ Legal 200,500$ 2,747$ $ 2 Annual Escalation 3.5% Reserves 331,749$ 4,545$ 4$ Resident Services Fee $1,781 per unit FINANCING ASSUMPTIONS Other Soft Cost 3,137,968$ 42,986$ 37$ Replacement Reserves $500 per unit Developer Fee 8,889,872$ 121,779$ $ 105 Debt Admin Fees $4,000 Debt Coverage Ratio 1.15 TOTAL DEVELOPMENT COSTS 71,380,458$ 977,814$ $ 841 Construction Rate 6.83% TDC Net Developer Fee 64,882,237$ 888,798$ $ 764 Permanent Rate 6.54%
Perm Loan Amortization 35 yrs. DEVELOPER FEE
TAX CREDIT ASSUMPTIONS 15% of TDC 9,732,336$
Total Fee 8,889,872$
Credit & Equity 33,668,909$ GP Equity 6,135,376$ Price/ Raise 0.95$ Deferred Developer Fee 362,845$ Basis Boost Yes Net Developer Fee 2,391,651$
Tax Credit Eligible 100%

OPERATING & SERVICES EXPENSE

CASH FLOWSITE, BUILDING AND UNIT DETAILS SOURCES

SCHEDULE ASSUMPTIONS
31 31
Palo Alto Lot T - Opt A2

PROJECT SUMMARY
LAND CONSTRUCTION SOURCES total per unit
Acreage 0.44 acres Construction Loan 42,379,679$ 580,544$ Yr 1 Yr 5 Yr 10 Yr 15 Yr 30 Density 165 units/acre Tax Credit Investor Proceeds 5,231,234$ 71,661$ 2020 2024 2029 2034 2049 # of Stories 7 GP Equity 6,485,021$ 88,836$ Effective Gross Income 1,464,455$ 1,616,485$ 1,828,904$ 2,069,237$ 2,996,872$ City of Palo Alto 10,536,469$ 144,335$ Operating Expenses (730,000)$ (837,692)$ (994,915)$ (1,181,647)$ (1,979,671)$ BUILDING total 64,632,403$ 885,375$ Services Expenses (130,000)$ (149,178)$ (177,177)$ (210,430)$ (352,544)$ Residential (Leasable) 55,835 sf Reserves (36,500)$ (36,500)$ (36,500)$ (36,500)$ (36,500)$ Circulation & Common 15,367 sf PERMANENT SOURCES total per unit Net Operating Income 563,955$ 589,115$ 616,312$ 636,660$ 624,157$ Garage 19,630 sf Amortizing Permanent Loan 5,822,121$ 79,755$ Debt Service (490,396)$ (490,396)$ (490,396)$ (490,396)$ (490,396)$ Tax Credit Investor Proceeds 34,874,891$ 477,738$ Net Cash Flow 41,059$ 62,303$ 83,931$ 97,852$ 118,413$ PARKING GP Equity 6,485,021$ 88,836$ DCR 1.15 1.20 1.26 1.30 1.27 # of parking spaces 51 Deferred Developer Fee 362,845$ 4,970$ # of residential spaces 51 City of Palo Alto 10,536,469$ 144,335$ residential parking ratio 0.7 HCD/Other 15,804,704$ 216,503$ # of public spaces 0 total 73,886,050$ 1,012,138$ Start month 0 UNIT MIX Start year 0
Unit Type # Units Average Rent USES Construction mos. 23 Studio 13 1,301$ ACQUISITION total per unit per SF Lease up mos. 3 1-Bedroom 21 1,620$ Acquisition 295,758$ 4,051$ $ 3 Conversion mos. 4 2-Bedroom 20 1,913$ Hard Cost 52,778,577$ 722,994$ $ 581 3-Bedroom 18 2,141$ Architecture and Engineering 2,203,260$ 30,182$ $ 2 4 Manager's Units 1 Construction Financing 5,623,769$ 77,038$ 62$ Total Unit Count 73 Permanent Financing 104,221$ 1,428$ $ 1 Operating Expenses $10,000 per unit Average Affordability AMI 49% 1,750$ Legal 200,500$ 2,747$ $ 2 Annual Escalation 3.5% Reserves 331,129$ 4,536$ 4$ Resident Services Fee $1,781 per unit FINANCING ASSUMPTIONS Other Soft Cost 3,140,539$ 43,021$ 35$ Replacement Reserves $500 per unit Developer Fee 9,208,297$ 126,141$ $ 101 Debt Admin Fees $4,000 Debt Coverage Ratio 1.15 TOTAL DEVELOPMENT COSTS 73,886,050$ 1,012,138$ $ 813 Construction Rate 6.83% TDC Net Developer Fee 67,038,185$ 918,331$ $ 738 Permanent Rate 6.54%
Perm Loan Amortization 35 yrs. DEVELOPER FEE
TAX CREDIT ASSUMPTIONS 15% of TDC 10,055,728$
Total Fee 9,208,297$
Credit & Equity 34,874,891$ GP Equity 6,485,021$ Price/ Raise 0.95$ Deferred Developer Fee 362,845$ Basis Boost Yes Net Developer Fee 2,360,432$
Tax Credit Eligible 100%

CASH FLOWSITE, BUILDING AND UNIT DETAILS SOURCES

SCHEDULE ASSUMPTIONS

OPERATING & SERVICES EXPENSE
32 32
Palo Alto Lot T - Opt B

PROJECT SUMMARY
LAND CONSTRUCTION SOURCES total per unit
Acreage 0.44 acres Construction Loan 36,535,625$ 598,945$ Yr 1 Yr 5 Yr 10 Yr 15 Yr 30 Density 138 units/acre Tax Credit Investor Proceeds 4,509,317$ 73,923$ 2020 2024 2029 2034 2049 # of Stories 7 GP Equity 5,385,097$ 88,280$ Effective Gross Income 1,221,316$ 1,348,105$ 1,525,257$ 1,725,688$ 2,499,311$ City of Palo Alto 9,434,434$ 154,663$ Operating Expenses (610,000)$ (699,989)$ (831,367)$ (987,404)$ (1,654,246)$ BUILDING total 55,864,473$ 915,811$ Services Expenses (130,000)$ (149,178)$ (177,177)$ (210,430)$ (352,544)$ Residential (Leasable) 46,735 sf Reserves (30,500)$ (30,500)$ (30,500)$ (30,500)$ (30,500)$ Circulation & Common 13,547 sf PERMANENT SOURCES total per unit Net Operating Income 446,816$ 464,438$ 482,213$ 493,354$ 458,021$ Garage 11,400 sf Amortizing Permanent Loan 4,518,821$ 74,079$ Debt Service (388,536)$ (388,536)$ (388,536)$ (388,536)$ (388,536)$ Tax Credit Investor Proceeds 30,062,113$ 492,822$ Net Cash Flow 25,780$ 39,485$ 51,691$ 56,406$ 54,137$ PARKING GP Equity 5,385,097$ 88,280$ DCR 1.15 1.20 1.24 1.27 1.18 # of parking spaces 62 Deferred Developer Fee 226,985$ 3,721$ # of residential spaces 30 City of Palo Alto 9,434,434$ 154,663$ residential parking ratio 0.5 HCD/Other 14,151,651$ 231,994$ # of public spaces 32 total 63,779,101$ 1,045,559$ Start month 0 UNIT MIX Start year 0
Unit Type # Units Average Rent USES Construction mos. 22 Studio 11 1,383$ ACQUISITION total per unit per SF Lease up mos. 3 1-Bedroom 17 1,624$ Acquisition 295,758$ 4,848$ $ 4 Conversion mos. 4 2-Bedroom 17 1,839$ Hard Cost 45,220,381$ 741,318$ $ 631 3-Bedroom 15 2,163$ Architecture and Engineering 2,203,260$ 36,119$ $ 3 1 Manager's Units 1 Construction Financing 4,759,945$ 78,032$ 66$ Total Unit Count 61 Permanent Financing 91,188$ 1,495$ $ 1 Operating Expenses $10,000 per unit Average Affordability AMI 49% 1,746$ Legal 200,500$ 3,287$ $ 3 Annual Escalation 3.5% Reserves 275,900$ 4,523$ 4$ Resident Services Fee $2,131 per unit FINANCING ASSUMPTIONS Other Soft Cost 2,794,627$ 45,814$ 39$ Replacement Reserves $500 per unit Developer Fee 7,937,541$ 130,124$ $ 111 Debt Admin Fees $4,000 Debt Coverage Ratio 1.15 TOTAL DEVELOPMENT COSTS 63,779,101$ 1,045,559$ $ 890 Construction Rate 6.83% TDC Net Developer Fee 58,167,019$ 953,558$ $ 811 Permanent Rate 6.54%
Perm Loan Amortization 35 yrs. DEVELOPER FEE
TAX CREDIT ASSUMPTIONS 15% of TDC 8,725,053$
Total Fee 7,937,541$
Credit & Equity 30,062,113$ GP Equity 5,385,097$ Price/ Raise 0.95$ Deferred Developer Fee 226,985$ Basis Boost Yes Net Developer Fee 2,325,459$
Tax Credit Eligible 100%

CASH FLOWSITE, BUILDING AND UNIT DETAILS SOURCES

SCHEDULE ASSUMPTIONS

OPERATING & SERVICES EXPENSE
33 33
Palo Alto Lot T - Opt C

PROJECT SUMMARY
LAND CONSTRUCTION SOURCES total per unit
Acreage 0.44 acres Construction Loan 42,131,401$ 547,161$ Yr 1 Yr 5 Yr 10 Yr 15 Yr 30 Density 174 units/acre Tax Credit Investor Proceeds 5,152,745$ 66,919$ 2020 2024 2029 2034 2049 # of Stories 7 GP Equity 6,228,680$ 80,892$ Effective Gross Income 1,550,309$ 1,711,251$ 1,936,123$ 2,190,546$ 3,172,563$ City of Palo Alto 10,188,781$ 132,322$ Operating Expenses (770,000)$ (883,593)$ (1,049,431)$ (1,246,395)$ (2,088,146)$ BUILDING total 63,701,607$ 827,294$ Services Expenses (130,000)$ (149,178)$ (177,177)$ (210,430)$ (352,544)$ Residential (Leasable) 59,527 sf Reserves (38,500)$ (38,500)$ (38,500)$ (38,500)$ (38,500)$ Circulation & Common 16,105 sf PERMANENT SOURCES total per unit Net Operating Income 607,809$ 635,980$ 667,016$ 691,221$ 689,373$ Garage 1,900 sf Amortizing Permanent Loan 6,375,803$ 82,803$ Debt Service (528,529)$ (528,529)$ (528,529)$ (528,529)$ (528,529)$ Tax Credit Investor Proceeds 34,351,632$ 446,125$ Net Cash Flow 46,779$ 71,034$ 96,500$ 114,279$ 145,496$ PARKING GP Equity 6,228,680$ 80,892$ DCR 1.15 1.20 1.26 1.31 1.30 # of parking spaces 5 Deferred Developer Fee 415,145$ 5,391$ # of residential spaces 5 City of Palo Alto 10,188,781$ 132,322$ residential parking ratio 0.1 HCD/Other 15,283,171$ 198,483$ # of public spaces 0 total 72,843,212$ 946,016$ Start month 0 UNIT MIX Start year 0
Unit Type # Units Average Rent USES Construction mos. 22 Studio 13 1,326$ ACQUISITION total per unit per SF Lease up mos. 3 1-Bedroom 21 1,620$ Acquisition 295,758$ 3,841$ $ 4 Conversion mos. 4 2-Bedroom 23 1,858$ Hard Cost 51,900,371$ 674,031$ $ 669 3-Bedroom 19 2,169$ Architecture and Engineering 2,203,260$ 28,614$ $ 2 8 Manager's Units 1 Construction Financing 5,457,861$ 70,881$ 70$ Total Unit Count 77 Permanent Financing 109,758$ 1,425$ $ 1 Operating Expenses $10,000 per unit Average Affordability AMI 49% 1,756$ Legal 200,500$ 2,604$ $ 3 Annual Escalation 3.5% Reserves 351,710$ 4,568$ 5$ Resident Services Fee $1,688 per unit FINANCING ASSUMPTIONS Other Soft Cost 3,253,856$ 42,258$ 42$ Replacement Reserves $500 per unit Developer Fee 9,070,137$ 117,794$ $ 117 Debt Admin Fees $4,000 Debt Coverage Ratio 1.15 TOTAL DEVELOPMENT COSTS 72,843,212$ 946,016$ $ 940 Construction Rate 6.83% TDC Net Developer Fee 66,199,386$ 859,732$ $ 854 Permanent Rate 6.54%
Perm Loan Amortization 35 yrs. DEVELOPER FEE
TAX CREDIT ASSUMPTIONS 15% of TDC 9,929,908$
Total Fee 9,070,137$
Credit & Equity 34,351,632$ GP Equity 6,228,680$ Price/ Raise 0.95$ Deferred Developer Fee 415,145$ Basis Boost Yes Net Developer Fee 2,426,312$
Tax Credit Eligible 100%

CASH FLOWSITE, BUILDING AND UNIT DETAILS SOURCES

SCHEDULE ASSUMPTIONS

OPERATING & SERVICES EXPENSE
34 34

6. project schedule
The following schedule outlines key
milestones and is informed by our
experience on similar projects. Below we
describe risks inherent to affordable
housing development projects and
opportunities we see to mitigate delays.

Risks: The most significant risks to meeting
this timeline are potential delays in the
project’s early stages of engagement and
approvals as well as the competitive and
limited nature of the gap funding needed for
the project which could entail multiple
applications and cycles. MidPen is very
familiar with these risks and mitigates
them on our projects in several key ways.

We proactively engage with our partners
and communities to try to minimize process
delays and have the
internal resources to invest predevelopment
funding to get to shared and executable
visions as early as possible in the process.

We have an excellent track record of
securing gap funding and structuring
projects to be competitive for all feasible
paths.

Time saving opportunities: If selected,
MidPen would explore opportunities with
the City to pursue state enabled
streamlining tools which would have a
meaningful impact on project schedule. We
have used these new tools on 8 recent
projects, involving significant learning and
coordination with our local partners and
legal experts. We would bring this
experience to the table in the hopes of
realizing significant time savings.

Milestone Duration Start End
RFP Submission 29-Oct-24
Interviews 8 days 12-Nov-24 21-Nov-24
Developer Selection 16-Dec-24
Exclusive Negotiating Agreement (ENA) 3 months Dec-24 Mar-25 Disposition and Development Agreement (DDA) 9 months Mar-25 Dec-25 Design, Community Outreach, Entitlements
Community Outreach & Stakeholder Engagement 3 months Mar-25 June-25 Schematic Design 3 months Apr-25 July-25
Submit Entitlement Application Aug-25
Entitlement Approval (Streamlined) 12 months Aug-25 Aug-26 DD Drawings 4 months Sept-26 Dec-26
50% CDs 2 months Jan-27 March-27
85% CDs 2 months March-28 May-28
Financing
HCD Application Due 2 months May-27 July-27
HCD Award Dec-27
Tax Credit Application Submission April-28
Tax Credit Award 3 months August-28
Construction Loan Closing 6 months Aug-28 Feb-29
Construction
Start of Construction Feb-29
Construction Completion 22 months Feb-29 Dec-31
100% Occupancy 4 months Jan-32 April-32
35 7. team and experience
MidPen Housing Corporation
In 1970, Stanford University students and Silicon Valley businesspeople, aware of the racial and economic discrimination in housing and how it affected low-income individuals and families, committed to making meaningful and long-lasting change. The fruit of their work became MidPen Housing Corporation (MidPen) we know today as one of the nation’s leading 501(c)(3) non-profit developers, owners, and managers of high-quality affordable housing.

Our Mission is to provide safe, affordable housing of high quality to those in need; to establish stability and opportunity in the lives of residents; and to foster diverse communities that allow people from all ethnic, social, and economic backgrounds to live in dignity, harmony, and mutual respect. MidPen consists of three distinct corporations working closely together to promote and achieve this mission:

MidPen Housing Corporation drives all development efforts including property acquisition, planning, design, construction, historic renovation, and existing property rehabilitation. It also houses all administrative functions: Finance, Human Resources, and Information Technology.

MidPen Property Management Corporation provides extensive experience in all aspects critical to property management including compliance, operations, training, facility maintenance and community relations to 137 communities and nearly 10,000 homes.

MidPen Resident Services Corporation provides and coordinates onsite support programs to help our residents advance, which include but are not limited to:
computer and vocational training, academically based after school programs for youth, financial capabilities classes, health and wellness programs, and community referrals.

36 MidPen’s Housing Development Team
MidPen’s dedicated Development
Team, consisting of 45+ employees,
expertly manages the interconnected
stages of the complete development
process: community engagement,
assemblage of financing, design and
entitlements, construction, and
lease‐up.

Our pipeline is characterized by
innovative residential infill projects
that are designed to meet the needs
of the communities in which they are
located. MidPen continues to expand
the limits of what is possible in the affordable housing industry by proving new concepts in meeting the diverse housing needs in the greater Bay Area. Through close, effective collaboration with local partners, MidPen creates vibrant communities that revitalize neighborhoods, harmoniously integrate a variety of uses, and optimize infill sites through innovative, thoughtful, and beautiful design.

Given our deep roots on the Peninsula and Silicon Valley, the majority of MidPen’s communities are in San Mateo and Santa Clara counties. MidPen owns and operates 45 family, senior, and supportive communities, 3,768 homes, in Santa Clara County alone. In the areas surrounding Palo Alto, MidPen has 4 communities in Redwood City, 5 communities in East Palo Alto, 5 communities in Menlo Park, and 10 communities in Mountain View. MidPen’s first community in Palo Alto was Page Mill Court in 1997, creating 24 homes for adults with developmental disabilities. MidPen then acquired Palo Alto Gardens in 1999, a 156-unit affordable housing community serving families and seniors.

Our talented and experienced team has experience maximizing the potential of key infill housing sites like Lot T. We are well-versed in the design and construction of buildings similar to what we are proposing here, with extensive experience developing Type V/I and Type III/I buildings. In the past 5 years, we have successfully financed 24 new construction communities. We are proud that over the past 3 years, project construction costs have a variant of less than 1% from construction contract to cost certification, reflecting the success of our pre-construction Value Analysis process and our ability to complete projects on budget. We are focused on quality and long-term success of our buildings. MidPen employs a rigorous design and predevelopment process that ensures efficiency and beauty of design, cost-effective and durable construction, and advanced green building features.

MidPen’s developments are award-winning and nationally recognized. We are proud to have received many awards for our communities, including: Global Award for Excellence Groundbreaking at Paseo Estero, Oakland
37 from the Urban Land Institute, Green Building Award from Sustainable San Mateo County, and Gold Nugget Grand Award from the Pacific Coast Builders Conference.

MidPen is committed to our role as an affordable housing developer and long term owner of our communities. As a result, in the mid-1980s, MidPen formed our own property management company to ensure the financial and physical sustainability of our communities. MidPen Property Management Corporation (MidPen Property Management) currently manages nearly 10,000 homes in 137 communities throughout the Bay Area.

MidPen Property Management will serve as the property management agent for the proposed affordable housing community. Our management company includes a team with extensive experience in all aspects critical to property management including compliance, operations, training, facility maintenance, and community relations. We take great pride in keeping our communities safe, beautiful, and well maintained. Our properties range from single-family homes to large multi-family complexes in urban areas. All integrate nicely into the surrounding community.

MidPen Property Management
MidPen’s approach to property management is based on four core values:

1. Be Good Neighbors: MidPen Property Management strives to ensure that every community we manage benefits not only our residents but the surrounding neighborhood as well.

2. Enhance Residents’ Lives: Management staff responds to individual and community needs with an unwavering commitment to customer service.

3. Implement Sustainable Operations and Maintenance: MidPen Property Management engages in building retrofits to improve energy efficiency, water conservation, indoor air quality, utilizes drought-resistant landscaping and green cleaning products, and trains residents on environmentally friendly household practices.

4. Serve Diverse Populations: MidPen Property Management strives to employ and train staff with expertise in managing the wide variety of property types developed by MidPen to ensure that we uphold the same high standard of service for every resident we serve.

It is essential to our team that we set new communities up for success, both for the residents of those communities and their neighbors. MidPen Property Management is involved in the development process from day one through our development lifecycle check- ins, which engages departments across the organization. This has contributed to our successful track record in marketing, lease up, and ongoing operations of our properties.

Property Management and MidPen Resident Services Staff work side-by-side at our properties to provide comprehensive on-site management and services, developing a strong rapport and effective communication systems. The average tenure of MidPen Property 38 Management staff is 6 years. Stable staffing ensures the long-term sustainability of the property and our residents.

Below are some highlights of our property management approach:

Tenant Retention: It is essential to our team that we set new communities up for success, both for the residents of those communities and their neighbors. We continually invest in our properties to ensure they remain high-quality, desirable places to live; over 50% of our households have lived at a MidPen property for 8+ years.

Low Barrier Tenant Selection: MidPen practices Inclusive Tenant Screening and makes every effort to screen in households. MidPen does not require applicants to be documented US residents (though Section 8 and Federally funded units do require US Citizenship).

Applicants with credit issues and criminal backgrounds are not automatically screened out.

For credit issues, the length of time past due and the amount past due are considered. For criminal backgrounds, the age and nature of prior criminal justice interactions are considered. In all instances, applicants often qualify when we take the time to look at the specific rather than the statistics. These processes have been adopted in response to systems that often create barriers for those most in need of affordable housing, such as those who are housing cost-burdened and often rely on credit to keep afloat. To increase access to housing opportunities, we maintain an interest list starting approximately 18 months prior to construction completion to provide ample time for individuals and families to prepare for housing opportunities.

Long-Term Sustainability: We are committed to sustainable operations and maintenance.

One example of our commitment to sustainable development can be seen at Edwina Benner Plaza in Sunnyvale (completed in September 2018), where MidPen piloted state of the art equipment to produce domestic hot water using heat pumps instead of natural gas, and to maximize solar generation of on-site electricity for both offsetting the common area load and defraying cost for residents. All our new buildings are also designed to meet a minimum of LEED Gold or GreenPoint Rated Program standards.

Cost-Efficiencies in Operations: There has been a focus on energy savings, notably using rebates and publicly available dollars to replace old appliances with energy star rated appliances, installing low-flow toilets, upgrading HVAC systems, moving away from gas appliances, and entering into power purchase agreements with solar companies to increase solar generation capacity and ensure the PV systems operate efficiently. MidPen also provides robust employee training and education, including employing technology-based solutions, leading to efficiencies in office staff time and savings in maintenance vs. replacement costs.

39 MidPen Resident Services
MidPen Resident Services Corporation (MidPen Resident Services) brings high-quality services directly to residents, free of charge – removing roadblocks such as lack of time, finances, or transportation. The community-based services delivery approach allows service partners to increase participation in programming, multiply their impact at scale, develop programs with a holistic perspective, measure outcomes more accurately, and leverage resources more effectively.

MidPen Resident Services aims to help individuals and families meet needs that extend beyond basic shelter by assisting them in achieving self-sufficiency and a higher quality of life. Our on-site services provide residents with opportunities to improve their financial capabilities, achieve academic success, experience improved health and wellbeing, and become thriving members of their extended communities. In 2024, the impact of these on- site services for San Mateo and Santa Clara County households include:
• 378 households receiving over $900K in tax refunds, by providing education about tax credits like EITC,
Lifetime learning credits, and Saver’s tax credits
• 76% of summer youth program participants maintaining
/ increasing their reading levels, avoiding the regular summer reading loss that many students experience
• 41% of our 2,000+ seniors participate in monthly
cognitive workshops, providing social connections and
life skills for independent healthy living.

We deliver services onsite in partnership with an extensive network of award-winning organizations like Second Harvest Food Bank, JobTrain, Samuel Merritt University, and Balanced Therapy. We also refer residents to community organizations that can meet their individualized needs.

With an annual investment of $10 million, an in-house staff of over 100 professionals, and over 300 third-party service provider partners, MidPen Services leads the affordable housing industry in delivering and coordinating onsite services.

MidPen Resident Services is involved in the development process from day one; this continuous involvement throughout a development’s full lifecycle contributes to a successful track record for creating service plans uniquely tailored to our residents and communities and ensures robust service delivery as early as lease up.
40 MidPen Services ensures equitable access to our economic, educational, and health programming at all our communities, to meet residents’ needs and deliver both tailored programs at each community and higher resident impact and success. Our economic programs expand resident’s financial decisions by providing education around tax credits and match-saving benefit, workforce learn and earn programs that deliver job-enhancing skills, and access to higher-education scholarships. As part of our educational program portfolio, we provide on-site after school and summer youth programming, as well as support families with referrals and stipends for local youth organizations that support youth’s educational, physical, and social development. Families have access to on-site food distributions, as well as one-on-one support to acquire any health-related benefits, like CalFresh, Medi-Caid, etc. Forging partnerships with local agencies to meet the wide variety of resident needs, whether it be public transportation passes, utility assistance, or in-home health support services, is critical to helping tenants maintain stable housing and achieve greater self-sufficiency. MidPen Resident Services staff works with multiple service partners to deliver onsite services and programs that address the needs of our family residents, both in group and individual formats.

We are excited about the opportunity to bring our proven service model to the needs of this proposed family housing community in downtown Palo Alto. The opportunity provided here to create new homes affordable to low-income households provides a platform to stabilize these families and enable them to put down roots in the community. We look forward to the opportunity to tailor our service programming to the needs of our new residents, ensuring that all families have the tools they need, regardless of income, to succeed. Utilizing our Family Services program, adults and youth build strong, healthy families together.

Robust and Impactful Service Offerings

For Adults:
• Financial capabilities: Use innovation to meet the challenges of residents by creating a goal-based financial literacy program. The program is delivered by MidPen staff and enhanced by financial agency partnerships, opening opportunities for families to build wealth and long-term financial security. • Vocational development: Career counseling, English as a Second Language (ESL) classes, and tuition assistance prepare adults for the Bay Area’s competitive workforce. Targeted employment activities and facilitated access to job training can lead to obtaining living-wage jobs, improved job retention, and increased household income.

For Youth:
• Afterschool and Summer Programs: Our rigorous, research-based afterschool and summer programs equip youth to stay in school and perform at grade level or higher. Capacity-building curricula, group projects, and literacy development augment at-school coursework and prepare students for academic success. 41 • Leadership skills: Youths in our afterschool program can assume leadership responsibility for projects that have positive community impact, including Community Beautification Projects. Youth Leadership participants engage in career and college exploration while exploring connections between academics and the arts.

Thanks to MidPen Resident Services, thousands of residents perform better in school, learn how to use and apply technology, improve English-language fluency, successfully age in place, and receive onsite health screenings. Residents at MidPen communities become more active and give back to their communities.

Community Event at Oroysom Village in Fremont
Community Event at Timberwood in San Jose
Second Harvest Food at Moonridge
in Half Moon Bay
Summer Youth Program
Tutoring Program at Open
Doors in Los Gatos
42 Transportation Demand Management (TDM) and Reducing Reliance on Cars
MidPen is committed to implementing measures to ensure our residents have multiple mobility options, particularly at communities with low or zero parking. Examples of innovative measures we recently implemented include multi-agency transit passes and shared parking agreements. In 2022 the Metropolitan Transportation Commission (MTC) selected MidPen to participate in a three-year no-cost Clipper BayPass Pilot program. 13 MidPen properties including Palo Alto Gardens currently participate in the Pilot, and two new MidPen properties just launched a MidPen-paid Clipper BayPass option for all units.

Resident utilization of public transit passes is enabled by tailored outreach from on-site Resident Services Coordinators, who administer the transit pass program alongside other services aimed to enhance residents’ access to opportunity. MidPen views shared parking as a promising means of address parking needs not by building more parking, but by increasing parking stall utilization. Residents of MidPen’s Bienestar Plaza in Santa Cruz and Kiku Crossing in San Mateo have access to partner organizations’ parking stalls on nights and weekends, which are the non-peak hours for our non-profit and/or municipal neighbors.

Other TDM tools MidPen frequently implements include constructing well-equipped bike rooms, providing discounted bus passes, marketing units as transit oriented and/or no-car units, and partnering with transit agencies on successful Affordable Housing and Sustainable Communities (AHSC) applications that secure funds for housing and transit improvements.

Based on preliminary review of Palo Alto’s existing TDM programs, we propose to explore a menu of options analogous to the Transportation Menu for Kiku Crossing, found in the Appendix, but tailored to the Lytton Avenue site, potentially including:

1. Transit pass program tied to existing Palo Alto TMA programs administered on-site by MidPen Residents Services Coordinators

2. Publicly accessible car share partnership space on-site

3. In scenario B with public parking, enabling resident overnight use of the public spaces

4. Piloting a program with the City similar to San Mateo’s low income monthly permit program

5. Bike room including bike repair station, e-bike charging station and oversize stalls for cargo bikes

43 Design Team Experience
BAR Architects
MidPen is partnering with our longtime collaborator BAR Architects & Interiors on this development. MidPen and BAR have worked on many successful infill projects that have demonstrated robust community engagement, high-quality public and private realm, and timeless design quality that we believe are essential to this project. BAR creates meaningful and engaging environments that enhance their context, function well for users and are cost-effective. A 70-person architectural, interior design and planning firm, they approach each project as an opportunity to develop a compelling solution that exceeds expectations while maintaining the highest standards of design excellence.

Specialist in Affordable Housing

Established in 1966, BAR brings close to 60 years
of proven expertise planning and designing of
affordable, multifamily, and mixed-use
communities throughout the United States and
internationally. This experience includes the
design of over 55,000 units of multifamily housing
in California alone, with projects ranging from low
and mid-rise to high-rise and high density. BAR
has worked with not-for-profit and for-profit
developers to create affordable and market-rate
housing that are embraced by residents and the
surrounding community alike.

MidPen and BAR have worked together on six
affordable multifamily developments: Kiku
Crossing in San Mateo, Shirley Chisholm Village in
San Francisco, Alma Point in Foster City, Chestnut
Square in Livermore, 636 El Camino Real in South
San Francisco, and City Center Plaza in Redwood
City.

In addition to expert design and planning services, BAR provides sophisticated programming, strategic planning for long-term space needs, and approvals strategies — in short, the comprehensive services crucial to successful project development. Each project is designed to integrate a variety of client-specific components, creating cost-effective and highly desirable multifamily housing.

Top: Exterior of Chestnut Square
Bottom: Community room at Chestnut Square
44 Sustainability & Equity
Signatories to the 2030 Commitment to create net zero buildings, sustainable design practices are an integral part of BAR’s design process. A certified Green Business, they have designed buildings to all levels of LEED certification including LEED Platinum, as well as GreenPoint Rated buildings. BAR fully embraces Diversity, Equity and Inclusion (DEI) in their workplace as integral to the firm, the profession and the communities they serve to design better environments. BAR’s active DEI Group helps them educate as well as foster and support change in their firm and beyond.

Community & Recognition
BAR assists in neighborhood revitalization, is active in USGBC, and AIA’s Committee on the Environment (COTE). They work with university faculty to teach classes and provide classroom critiques. Fully committed to the AIA’s Public Architecture 1+ Program, they provide pro bono services and/or volunteer for numerous non-profits, including Habitat for Humanity, BuildOn, Haiti Partners and Blue Bear School of Music. In addition to being the recipient of over 190 design awards, BAR’s projects have been featured in Urban Land, MHN, Architectural Record and numerous other books and publications as case studies representing innovative, cost-efficient, and successful best practices.

However, more impressive than BAR’s award-winning portfolio is the firm’s continued ability to design projects independent of a preconceived style with the goal of long-term community resonance. True to its roots, BAR remains committed to the highest standards of architectural design, environmental sensitivity and client service while maintaining a deeply held belief that, above all, the most important measure of success is client satisfaction.

Specialists in Urban Infill Sites

BAR has extensive experience specializing in urban infill projects, turning underutilized or vacant parcels in dense, established areas into vibrant, functional spaces. BAR’s approach centers on seamlessly integrating new developments into the existing urban fabric, ensuring they enhance the character of the neighborhood while maximizing the potential of the site. With each project, they carefully assess the surrounding context—considering the architectural style, historical significance, and community needs—to create designs that are both innovative and respectful of their environment. BAR’s design philosophy emphasizes sustainability, smart density, and livability. Urban infill presents unique challenges, such as constrained lot sizes, zoning complexities, and community engagement, but the BAR team thrives in turning these challenges into opportunities.

Recent urban infill projects on tight sites include 38 Dolores with 81 units and a Whole Foods Market, that fits contextually at the convergence of three major neighborhoods in the Upper Market area of San Francisco; a multifamily community at 2395 Sacramento, an adaptive reuse and two new additions adjacent to the existing building on an extremely 45 tight site in Presidio Heights in San Francisco; 830 Eddy, a high-density, 137-unit, 13-story multifamily high-rise near the dense Van Ness corridor of San Francisco that incorporated creative unit types to take advantage of unique site dimensions, and negotiated light easements from a neighboring property; and 612 Jefferson in Redwood City, an affordable multifamily condominium development for Habitat for Humanity Greater San Francisco, where floor plans were developed to maximize the buildable footprint while maintaining deference to the close adjacent properties. The vast majority of BAR’s work has been a similar construction type to what is proposed for Lot T, with buildings between 4-7 stories and Type III or Type V over Podium/Type I construction, including recent projects such as Shirley Chisholm Village Affordable Housing, Kiku Crossing Affordable Housing, Middlefield Affordable Housing, 99 Rausch, One Henry Adams, Alchemy by Alta and 38 Dolores. Cut sheets of representative BAR projects are included in the Appendix.

46 Kiku Crossing, San Mateo, County of San Mateo
Project Description
In 2018, MidPen Housing was selected by The City of San Mateo to redevelop two city-owned surface parking lots to replace and expand public parking and add affordable housing opportunities downtown. The design of Kiku Crossing has housing consolidated on one parcel and parking for residential and public uses on the other parcel. This project demonstrates MidPen’s success with public parking design and construction that is high- quality, cost-effective, and integrated into the community.

Project Size

Housing Units: 225
Residential Parking Spaces: 164
Public Parking Spaces: 524 (replacing 235 spaces on surface lots for 289 net new public stalls)
Public Parking Spaces Available for Resident Overnight Use: 86 Overall Area: 1.16 acres for the residential building
Construction Type: 7-story, Type III/Type I
Construction Timeline
Construction Start: January 2022
Construction End: April 2024
Project Team
Project Owner: MidPen Housing Corporation
Property Management: MidPen Property Management Corporation Resident Services: MidPen Services Corporation
Architect: BAR Architects
Contractor: Devcon Construction, Inc.

Project Financing

PERMANENT SOURCES PER UNIT
Amortizing Perm Loan, Tranche A $31,127,500 $189,802
Amortizing Perm Loan, Tranche B $12,839,100 $78,287
Tax Credit Investor Proceeds (4%) $14,627,536 $89,192
City Housing Funds $4,500,000 $27,439
County AHF $6,003,817 $36,609
Infill Infrastructure Grant $5,000,000 $30,488
Subordinate Surplus Cash Debt $6,817,000 $41,567
GP Equity (from MidPen) $5,000,000 $30,488
City Parking Funds $5,000,000 $30,488
Lease Payment Proceeds $10,500,000 $64,024
Total Development Cost $101,414,953 $618,384
Exterior Photo of Kiku Crossing
Interior Courtyard at Kiku Crossing
Community Room at Kiku Crossing
47 Turk, San Francisco, County of San Francisco
Project Description
In May 2021 MidPen was selected by the Department of General Services (DGS) through a Request for Qualifications to develop on the two San Francisco State- owned sites (Turk and Golden Gate). The Turk site consists of a single 0.43-acre parcel under ownership of DGS and will include replacement parking for EDD employees and no residential parking. The project has significant outdoor amenity spaces including a ground level courtyard, upper-level large courtyard, and roof deck, all of which provide opportunities for social gatherings, imaginative play and peaceful meditation. The project has over 1:1 bike parking and includes storage rooms on each floor for convenience. This project demonstrates MidPen’s success in designing and financing housing on tight infill sites, balancing feasible execution and community compatibility.

Project Size
Housing Units: 92
Residential Parking Spaces: 0
Public Parking Spaces: 32 for EDD employees
Overall Area: 0.43 acres
Construction Type: 8-story, Type I
Construction Timeline
Estimated Construction Start: December 2024
Estimated Construction End: October 2026
Project Team
Project Owner: MidPen Housing Corporation
Property Management: MidPen Property Management Corporation Resident Services: MidPen Services Corporation
Architect: David Baker Architects
Contractor: Cahill Contractor
Project Financing

PERMANENT SOURCES PER UNIT
Amortizing Perm Loan, Tranche A $5,522,606 $60,028
Tax Credit Investor Proceeds (4%) $43,619,298 $474,123
GP Equity $100 $1
Deferred Developer Fee $9,256,854 $100,618
MOHCD $5,000,000 $54,348
LGMG $7,760,753 $84,356
AHSC $22,000,000 $239,130
Infill Infrastructure Grant $1,317,000 $14,315
Total Development Cost $94,476,611 $1,026,920
Rendering of Street Level Massing
Rendering of Exterior Massing
48 Foon Lok East, Oakland, County of Alameda
Project Description
In June 2015, MidPen was selected by Signature Development to be its affordable housing partner at Brooklyn Basin in the development of 465 affordable units on two parcels within the masterplan. Construction consists of four-story wood-frame buildings over two-story concrete podium parking structures. These projects are the result of an innovative and highly collaborative public/private partnership, and what was once an underutilized site has been transformed into a highly livable, walkable, accessible, and beautifully designed district.

Project Size
Phase IV: Foon Lok East
Housing Units: 124
Residential Parking Spaces: 144
Overall Area: 1.15 acres
Construction Type: 6-story, Type III/Type I
Construction Timeline
Construction Start (Phase IV): June 2022
Construction End (Phase IV): February 2024
Project Team
Project Owner: MidPen Housing Corporation
Property Management: MidPen Property Management Corporation Resident Services: MidPen Services Corporation
Architect: HKIT Architects
Contractor: Nibbi Brothers General Contractor
Project Financing
Brooklyn Basin, Foon Lok East, Phase IV

PERMANENT SOURCES PER UNIT
Amortizing Perm Loan, Tranche B $12,262,000 $98,888
City of Oakland $17,992,318 $145,100
CA Housing Accelerator $57,434,094 $531.798
Total Development Cost $87,688,912 $811,935

Exterior Photo of Foon Lok East
Courtyard at Foon Lok East
Common Room at Foon Lok East
49 Midway Village I, Daly City, County of San Mateo
Project Description
In 2017 MidPen was selected by the Housing Authority of San Mateo County through a Request for Proposal for the
redevelopment of Midway Village. Midway Village Phase 1 marks the first phase of the redevelopment and expansion of an existing San Mateo County Housing Authority property that will replace 150 aging and outdated units with 555 new and sustainable apartment homes in Daly City. This project is emblematic of MidPen’s approach to community engagement, with the overall plan resulting from extensive input from residents.

Project Size
Housing Units (Phase I): 147
Residential Parking Spaces: 190
Public Parking Spaces: 0
Overall Area: 3.76 acres
Construction Type: 4 stories, Type V
Construction Timeline
Construction Start (Phase I): September 2021
Construction End (Phase I): December 2023
Project Team
Project Owner: MidPen Housing Corporation
Property Management: MidPen Property Management
Corporation
Resident Services: MidPen Services Corporation
Architect: David Baker Architects
Contractor: Devcon Construction, Inc.

Project Financing

Midway Village, Phase I

PERMANENT SOURCES PER UNIT
Amortizing Perm Loan, Tranche A $49,291,000 $335,312
Tax Credit Investor Proceeds (4%) $60,087,285 $408,757
County AHF $918,842 $6,250
Sponsor Loan $3,575,000 $24,319
Bridge Loan $7,178,080 $48,830
Deferred Developer Fee $11,294,042 $76,830
GP Equity $100 $0.68
Total Development Cost $132,344,349 $900,301
Courtyard at Midway Village I
50 Shirley Chisholm Village, San Francisco, County of San Francisco Project Description
In 2018 MidPen was selected by the City and County of San Francisco through a Request for Proposal to develop affordable teacher housing on a San Francisco Unified School District- owned site. The design is responsive to its mixed-density neighborhood and reflects significant input from the community and SFUSD educators. It is the first educator housing
community for the City and County of San Francisco and
demonstrates MidPen’s experience working in partnership to deliver unique, tailored housing solutions.

Project Size
Housing Units: 135 (35 LIHTC, 100 Moderate)
Residential Parking Spaces: 48
Public Parking Spaces: 0
Overall Area: 0.36 acre
Construction Type: 4 stories, Type V
Construction Timeline
Construction Start: August 2022
Construction End: September 2024
Project Team
Project Owner: MidPen Housing Corporation
Property Management: MidPen Property Management Corporation Resident Services: MidPen Services Corporation
Architect: BAR Architects
Contractor: Cahill Contractor
Project Financing
Shirley Chisholm Village (LIHTC) Shirley Chisholm Village (Moderate)

PERMANENT SOURCES PER
UNIT
Tax Credit Investor
Proceeds (9%)
$24,747,525 $707,072
SVB Perm Loan $751,000 $21,457
MOHCD Deferred
Interest
$93,889 $2,682
GP Capital $100 $2
Total Development
Cost
$28,248,722 $807,106

PERMANENT SOURCES PER UNIT
SVB Perm Loan $24,756,000 $247,560
MOHCD Gap Loan $45,543,792 $455,437
MOHCD Deferred
Interest
$1,880,173 $18,801
Tranche C Loan $4,700,000 $47,000
Tranche C
Deferred Interest
$550,151 $5,501
Total
Development
Cost
$77,430,115 $774,301

Renderings of Shirley Chisholm Village
51 8. Additional Information
Community Engagement Plan
MidPen prides itself in taking a collaborative, authentic, and holistic approach to community engagement to deeply involve existing community members, stakeholders, and potential future residents. The goal of community engagement is to gain insights and inform the team on the development’s size, scope, aesthetic, amenities, and any special populations to be served. We engage using a variety of formats, including in-person meetings, online, print, and video. Our engagement plan for this site would be based on a coordinated approach with the City.

MidPen has extensive experience partnering with a multitude of local jurisdictions and we work closely to navigate the planning, building, community engagement, and financing processes, which are unique to each housing community. We value our deep relationships with local partners as we work together to create high-quality and safe affordable housing that fits in existing communities. As a testament to our commitment to thoughtful design and improving neighborhoods, our communities are regularly recognized as models regionally and nationally. We are eager to continue engaging with project stakeholders to ensure that our vision for this site aligns with that of the community. Our engagement approach is unique for every community but will include the elements described below.

Outreach Plan: MidPen will create a community outreach strategy in consultation with the City of Palo Alto. Our team will work with local community groups, like the neighborhood associations in the Downtown North District of Palo Alto, and non-profits to outreach to the neighborhood and its stakeholders and ensure broad community input is collected.

One-on-One Conversations: MidPen begins every community engagement effort with a series of intentional conversations with potential residents, immediate neighbors, key stakeholders, and community leaders. The purpose of these conversations is to understand their needs, concerns, issues, and desires as we plan this important project. These early conversations help us build relationships based on mutual understanding and establish a strong foundation for future engagement.
52 Neighborhood Open House and Input Gathering: Following the one-on-one meetings, we would hold a Neighborhood Open House. This meeting is an opportunity to introduce the community members to the MidPen team and proposed project, to build trust, listen to concerns, share information, answer questions, and solicit feedback. MidPen is invested in a multi-cultural outreach approach and offers simultaneous translation to neighborhood and workshop participants. The structure of the meeting starts with an initial presentation to ensure that all attendees have a base level understanding of the proposal. Following the presentation, community members are encouraged to visit information stations set up around the room addressing expected topics of interest. Station topics may include MidPen’s mission and history, onsite services, property management, and the lease-up process. Stations will be staffed by project team members including the Property Management, Resident Services, MidPen Development Team, other key project partners, and note takers who record questions and answers at each station. A Frequently Asked Questions (FAQ) document is compiled and published on the project website for attendees to reference.

In subsequent workshops, we further refine the development’s priorities with the community by presenting the trade-offs of various site configurations, building-specific design components and uses of the community serving space. We also provide a broad overview of constraints – both in the built environment and in the realm of financing viability. If we cannot incorporate a specific desired component, we will be clear about why.

It is key for stakeholders to understand the thought process behind the design concept and project programming to ensure our process is transparent and inclusive.

Communication List: MidPen will use its 3-pronged community outreach strategy of direct mail, community advertising, and online presence to maintain a strong line of communication with the community and key stakeholders. We will develop a project website that will house information regarding timeline, upcoming meetings, lease-up, and ongoing operations.

MidPen will also ensure that resources are available to prospective residents. As such, MidPen Management has dedicated staff who provide marketing and lease-up services. For each MidPen property, our team develops unique marketing plans that consider location, future resident populations, and any required preferences. To ensure those least likely to apply are made aware of such housing opportunities, we use a wide variety of marketing methods, including newspaper ads, online advertising, community canvassing, social media, and other avenues as recommended by our local partners. MidPen is committed to making sure prospective residents are equipped with the tools and information to successfully apply to our affordable communities. For all MidPen projects, we ensure that Property Management representatives are present during our predevelopment community engagement meetings to discuss the lease-up process and answer attendees’ specific questions.
53 MidPen understands that an inclusive and collaborative community engagement process during predevelopment enriches the development itself, as it considers and weaves in diverse perspectives and opinions, and it also helps sets the community up for success in the future.

More examples of MidPen’s community engagement can be found in the Appendix.

Public Art
MidPen has successfully integrated public art
into many of our new communities. Our
proposed design provides opportunities to
look at art elements in addition to the public
green space we have designed along Kipling
in Options A and C. We value public art for
placemaking and its ability to build a
connection between residents and their
community. Further, we see public art as an
opportunity for building community
connection by engaging community-based
arts organizations in the public art process. At this site, we would propose to work in collaboration with the City to seek out local artists to showcase their art. MidPen has integrated community centered public art in many of our communities and most recently at our recent Paseo Estero community in Oakland. At Paseo Estero, we worked with successful artist Tommy Wong and Civic Design Studio which commissioned Oakland High School students to produce the art that adorns the hallways at this community.

More information about MidPen’s art component to our properties can be found in the Appendix.

Sustainable Materials and Practices
Green building is integral to our planning and
design approach; MidPen is an industry leader in
the movement toward fossil-fuel free multi-family
buildings. MidPen’s new buildings are designed to
meet a minimum of LEED Gold or equivalent
GreenPoint Rated Program standards. Our team
brings a deep understanding of the nuances of all-
electric buildings — financing criteria, operational
considerations, green rating systems, building
codes, T-24 software, and building skin —
resulting in cost-neutrality or cost-savings for the
project.

Foon Lok East, Oakland
Edwina Benner Plaza, Sunnyvale
54 We propose to incorporate the following design elements that have the benefit of enhancing sustainability:
• The buildings will be all-electric, using heat pumps for domestic hot water heating;
• Interior building finishes will be high-quality, durable, and healthy (minimizing VOCs and off-gassing);
• Green spaces will provide access to outdoor recreation and cleaner air; • The buildings will each include rooftop solar PV;
• To reduce water consumption, we will use low-flow water fixtures, drought resistant landscaping, and enhanced stormwater green infrastructure; • On-grade open spaces allow proper soil volume for robust planting, enhanced stormwater green infrastructure, habitat patches, and resident gardens; • Sustainable features and systems would include renewable energy, fossil-fuel free systems, resource efficiency, and healthy materials; • The buildings will use energy efficient appliances to help residents manage their energy usage.
55 Appendix
I Kiku Crossing Transportation Menu
II Art @ MidPen
III MidPen Community Engagement
IV BAR Project Examples
56 56
APPENDIX I:

Kiku Crossing Transportation Menu

Kiku Garage Resident Parking
Gated Access - Floors 4-5
Lottery Assignment
Register Vehicle with
Community Manager
LIMITED Spaces
Kiku Garage Overnight Parking
Eligible if you do NOT
receive a Resident Space
6PM - 8AM Everyday
Register Vehicle with
Community Manager
Kiku Garage Daytime Permit
Mon - Sat from 8AM - 6PM
No Overnight Parking
$40/Month Low-Income
Parking Permit
Register w/ QR Code Below
Kiku Garage Hourly Parking
Mon - Sat from 8AM - 6PM
$0.75 per Hour
Up to 3 Hours
EV Charging Available
Free Transit Passes
Way2Go Pass = SamTrans
BayPass = Bus/Rail/Ferry
throughout the Bay Area
Register with Services
Coordinator
Caltrain
6 Minute Walk to San Mateo
Caltrain Station
Trains from San Francisco to
Gilroy Every Hour
Biking
268 Secure Bike Parking
Spaces for Kiku Residents
Bike Repair Station at San
Mateo Caltrain Station
Walking
7 Minute Walk to Central Park
12 Minute Walk to Main Library
2 Minute Walk to Bus Stop

KIKU CROSSING TRANSPORTATION MENU
480 E. 4th Ave., San Mateo, CA 94401
How to get around while living at Kiku Crossing?
Kiku Crossing is proud to be a Transit-Oriented Development and provide affordable housing in the heart of Downtown San Mateo. Here is a preview of some of the transportation options available to residents:
***Sign Up for City Low-Income Monthly Permit Program HERE ACTIVE

TRANSIT
DAILY

PARKING

LONG-TERM

PARKING

PARKING SPOT NOT GUARANTEED PARKING SPOT NOT GUARANTEED

APPENDIX II:

Art @ MidPen

ART @ MIDPEN
Diverse Art Types:
 Historic & Cultural Exhibits
 Murals & Mosaics
 Sculptures
 Artful Playset Equipment
 Art for Interior Corridors
 Symbolic Window Art
 Architectural Elements
Intentional Placement of Art in Our Communities
MidPen values public art for its ability to build a connection between residents and their community. Art strengthens the sense of place and contributes to beautification of the public realm while also engaging residents with the neighborhood and its history.

Process Overview
MidPen seeks out local artists who create original works that reflect the history or local geography of the site being transformed.

Step 1: Research and context analysis
Step 2: Outreach to potential local artists and craftspersons, including studio visits
Step 3: Interview and select artists or works, often through a jury that includes the City and local art organization(s) Step 4: Where possible, involve residents in creating the artwork Public and Participatory Artwork
El Camino by Mona Caron | Peninsula Station, San Mateo
Delaware Pacific, San Mateo
The Juggler by Aaron Kerkhove

Intent and Goals
MidPen aims to engage local artists with affordable housing, support the local art economy and display place-relevant artwork in our communities. We recognize the value that stimulating and thought-provoking art brings to our residents and visitors.

Activated Hallways grew out
of the recognition that the “art”
in many housing communities
often consists of space-fillers
with little continuity or purpose.

In striving to make each
community an interesting home
for its residents, MidPen
instead displays the work of
local artists and art students.

MidPen is piloting this
innovative method for sourcing
the art in our community
hallways and the first art
contest, for Van Buren in
Monterey, is nearly complete.

Repose | Denese Sanders
Finding the Art
MidPen hosts a contest seek-
ing art for the interior spaces
of a new community, with
awards ranging in amount
based on size and medium of
the work.

The artwork must in some
way illustrate or reflect the
visual and cultural life of the
City or County where the
project is located. Eligible
artists must live within the
County where the project is
located. A jury (often consist-
ing of representatives from
the City, local art organiza-
tions and architect) then se-
lects the finalists.

Spanish Bay | Sandie Srigley

ACTIVATED HALLWAYS
Unnamed | Emma Foster

APPENDIX III:

MidPen Community Engagement

COMMUNITY OUTREACH overview
Collaboration to build communities
Authentic community outreach is foundational to MidPen’s development approach. Every development opportunity requires a unique and thoughtful community outreach strategy that balances the community’s goals with neighborhood compatibility. Our approach is designed to build trust and arrive at win-win solutions.

TARGETED STAKEHOLDER OUTREACH
MidPen conducts broad outreach
with community stakeholders to
ensure our work compliments and
builds on the community’s vision.

Communication WITH THE CITY
MidPen works with our local
partners to arrive at a shared
strategy for community outreach.

Town hall neighborhood meetings
MidPen often conducts initial
outreach meetings, outside of the
required planning meetings, to
introduce our team to the
community and to hear from the
attendees about their vision, goals
and concerns.

Design charrettes
Rather than arriving with a
proposed plan to present, we set
up stations around the room
featuring different members of our
team. We find this to be an
effective way to get feedback.

Attendees can talk to our experts
and we can focus on their
questions and concerns to inform
our approach.

(half moon bay , ca)
San Mateo County Housing Authority selected MidPen to redevelop the Housing Authority’s existing 60-unit senior housing complex, known as Half Moon Village, into a new integrated Senior “Campus” in Half Moon Bay that would include the existing 64-unit Lesley Gardens senior apartments, a new Senior Center and Adult Day Health Center with 40 units of affordable senior apartments recently completed by Lesley Senior Communities and Mercy Housing, and the 6 acre site that MidPen was selected to redevelop. In 2011, MidPen worked on outreaching to three groups of partners. One group was the campus partners, which was made up of developers and service providers. MidPen worked with the group to hold quarterly meetings where they would discuss and coordinate the sites’ design, circulation and safety. The second group was the existing Half Moon Village residents who were living on the site when MidPen acquired the land. The MidPen project team held community meetings (where translation was provided), tenant question & answer sessions and individual interviews to best understand the needs of the residents that would be living in the new community. Lastly, MidPen reached out to the neighbors that were near the site through individual and community meetings. All feedback collected was used to inform the site layout and buildings’ design and shared with local partners. The outreach approach is reflected in the recognition Half Moon Village has received since being completed in the summer of 2015.

COMMUNITY OUTREACH Case studies
Collaboration to build communities
(alameda, ca)
MidPen Housing is working with Alameda Point Collaborative, Building Futures for Women and Children, and Operation
Dignity in Alameda on a redevelopment of a 14 acre site with the goals of modernizing and increasing housing opportunities.

Throughout the Summer and Fall of 2015, the Development Partners and David Baker Architects created and implemented a highly collaborative resident engagement process that informed the proposed site plan. Engagement opportunities included: monthly meetings with each provider’s residents, focus groups with Development Partners’ staff, community-wide design input meetings, 1-on-1 interviews and other meetings as needed. Over 100 residents participated in each community- wide design input meeting and the Development Partners
received over 600 comments regarding the preferred housing types and ideas for neighborhood design. This feedback was incorporated into the selection of the site location and the building and site layout. Throughout 2017, the Development Partners intend to continue engaging the residents
to receive and incorporate feedback as
the Development Plan is
further developed.

APPENDIX VI:

BAR Project Examples

SHIRLEY CHISHOLM VILLAGE

EDUCATOR HOUSING

SAN FRANCISCO, CA

AFFORDABLE EDUCATOR HOUSING
Created collaboratively with MidPen Housing and the San Francisco Unified School District, this highly sustainable all electric building is projected to reduce energy consumption 30% below code and lower cost of monthly utilities.

Working closely with the community, an existing parking lot playground has been reinterpreted as a public open space along 43rd Avenue including an indoor community space for all to enjoy. Folded vertical and horizontal building planes draw their inspiration from the sand dunes that have historically defined the Sunset neighborhood. These folds break a larger building into a series of smaller pieces that relate to the nearby single family houses.

CLIENT: MIDPEN HOUSING • 159,200 SF • 1.37 ACRE SITE • 135 UNITS UNDER

CONSTRUCTION

MIDDLEFIELD JUNCTION

REDWOOD CITY, CA

CREATING AN INCLUSIVE COMMUNITY
Through the thoughtful location of uses and design of the elevations, the new buildings connect an unusual mix of existing uses including single family homes, a community health center and railroad tracks into a new affordable housing community. A childcare center and a community center for the neighborhood offer social connections and activity into the new development. The existing neighbors are welcomed into the site and the new residents can immediately feel be part of the community. The site plan includes a more “active” building where the residents share their area with community wide uses and a more “private” building where the majority of the resident’s community outdoor space is located.

CLIENT: MERCY HOUSING • 293,460 SF • 3.2 ACRE SITE • 179 UNITS UNDER

CONSTRUCTION

KIKU CROSSING

AFFORDABLE HOUSING

SAN MATEO, CA

DOWNTOWN WITH A MODERN CHARACTER
Re-imagining two city-owned downtown sites, Kiku Crossing has been envisioned to maximize the provision of affordable workforce housing and net new public parking. The design recognizes the commercial district with a modern character, and glazing that reveals the active uses at the ground level. Moving towards the residential neighborhood, the building fronts the neighborhood streets with stoops at ground level and balconies above. Replacement parking and new parking is provided by a structure on the 5th Avenue site, which will have a distinctive character recognizing its adjacency to the Caltrain tracks.

CLIENT: MIDPEN HOUSING • 218,860 SF RESIDENTIAL; 223,180 SF GARAGE • 2.41 ACRE SITE • 225 UNITS