NYSTOM VILLAGE
RICHMOND HOUSING AUTHORITY
REQUEST FOR QUALIFICATIONS
Submitted by
Eden Housing, Inc. & Community Housing Development
Corporation
August 21, 2024
+
Eden Housing & CHDC Richmond Housing Authority
2 Request for Qualifications
Au
gust 21, 2024
S
ubmitted via PlanetBids
G
abino Arredondo
Nannette Beacham
Richmond Housing Authority
623 S. 37th Street
Richmond, CA 94804
D
ear Mr. Arredondo and Ms. Beacham:
E
den Housing is a vested stakeholder in Contra Costa County. Having recently completed its 16th affordable housing community in the County, of which one is in Richmond and one is under construction, they understand the cultural depth, economic financial strengths and challenges as well as the real estate landscape of this area of the state more than most developers. It is this fact that we have strongly crafted our community engagement strategy so heavily rooted in active and transparent engagement.
CH
DC is a pillar in the Richmond community and provides a broad range of affordable housing opportunities and services to enable low- and moderate-income residents to gain essential community benefits, better housing and financial stability. As an active vested stakeholder in Richmond, CHDC owns 6 housing communities in the City of Richm ond.
Their unique approach to community development engages residents at the grassroots level and ensures that the whole neighborhood benefits from the affordable housing and neighborhood services provided.
A
rchitects FORA has specialized almost exclusively in affordable housing for over 40 years.
As a practice, they believe everybody deserves a place to call home. Their mission is to create vibrant, resilient, and equitable housing at all scales. Architects FORA is keen to design for the vibrant populations who call their buildings home. As architects first and foremost, they understand the design process and how to get useful design feedback. They understand what questions and feedback will be useful at the early design stages and beyond. They are practiced in communicating complex architectural concepts to the community in inclusive, accessible ways. They understand what questions and feedback will be useful at the early design stages and beyond. And most importantly, they are invested not in just shaping the building, but how the buildings we create shape the lives of those who live in them.
E
ngage FORA was born from Architect’s FORA’s core belief that design is better with diverse voices at the table. Since its inception, Engage FORA has successfully led engagement projects in scenarios where Architects FOR A was also the project designers and where they were not. They have developed a highly varied toolkit of events and exercises to dig deep into the communities where they work, reaching for the deep values that have crafted that place. Our approach process is described below.
Eden Housing & CHDC Richmond Housing Authority
3 Request for Qualifications
F
or this project, we propose using these two FORA teams from under one roof to execute this blended approach. Both Architects FORA and Engage FORA will craft a frictionless community engagement and entitlements plan, which is key to conducting a thorough yet expedited process that will actually use community input to define the project vision.
O
ur development plan’s infancy stage is born of an integrated design and community engagement process with the creation of our entire development and design team. An overlaid and interwoven set of processes will blend seamlessly into two matter of fact promises we make to you.
1. Begin entitlements of Phase I of the project by 2/01/2025; and
2. Plan for a minimum of 110 homes in Phase I.
F
rom successfully navigating the entitlement process many times before, we will employ a number of strategies to ensure we have a smooth and efficient approval experience. • Se
nsible sequencing to avoid re-work: Conduct community engagement process before submitting for formal approval. This sequence will allow the project team to i
ncorporate community feedback from the beginning and avoid revising the plans and re-doing work after submitting to the City and starting the review process over. • N
o surprises: We will hold an extremely collaborative series of meetings with Housing Authority and City staff leading up to our planning application so the package we submit to the City includes every shred of detail and information we know planning staff will be looking for to deem our application “complete” on the first submission
• Real-time, collaborative problem solving: In addition, we will meet regularly with our Agency and City partners post-submission (will aim for every other week depending on City staff capacity) to review any issues that come up as they arise. • In
ter-organizational buy-in: A rapid review and approval timeline with full c
ommitment from the City and all members of the project team to the agreed-upon turnaround times for comment and response.
When we approach the community, it will be important to balance leaving the project concept open-ended to let community stakeholders imprint on the design at a fundamental level, but also provide enough structure to generate a development plan that is feasible and executable. As such, the perfect community engagement plan often begins with an idea of “what” is going to be created. We have started to formulate a design vision for the site that will be refined with the community’s input.
W
e know from lived experiences that a development that welcomes in the neighborhood and connects to the existing fabric is an asset to the community. Many sites are challenged
Eden Housing & CHDC Richmond Housing Authority 4 Request for Qualifications
by adjacent property and other environmental factors that exist which can create tension and challenges for the community.
Our proposed housing development will be geared toward the redevelopment of Nystrom Village with 110 homes for replacement housing. We intend to accomplish this by relocating residents from Block D to the other remaining blocks and beginning with new construction at this location. This will minimize to the greatest extent possible the disruption of the residents’ lives by moving them into a vacant unit located on Blocks A, B and C. The residential buildings will comprise a minimum of 110 one-bedroom, two-bedroom and three- bedroom homes.
We appreciate your consideration and sincerely hope that we can co -develop with you to create new affordable housing for the residents of Richmond. Any questions concerning the proposal may be directed to Dixie Baus, Director of Real Estate Development at [email protected] or Joanna Griffith, Asst. Director of Real Estate Development at [email protected].
Respectfully submitted,
Don Gilmore
Andrea Osgood Don Gilmore
Chief of Real Estate Development Executive Director
Eden Housing, Inc. CHDC
Eden Housing & CHDC Richmond Housing Authority
5 Request for Qualifications
DEVELOPMENT TEAM
Our vision is to work in coordination with Richmond Housing Authority and co- develop the site with CHDC. When selected, we will work with the designees of RHA to craft a Memorandum of Understanding that outlines the roles and responsibilities and business structure. All proposed structures must be approved by Eden Housing, Inc.’s and CHDC’s Board of Directors.
Co- Developer: Eden Housing, Inc.
22645 Grand Street
Hayward, CA 94541
Established May 2, 1968
A California Nonprofit public benefit corporation
Point of Contact: Dixie Baus
Director of Real Estate Development
[email protected]
Phone: 408-891-2606 (mobile)
510-247-8166 (office)
Authorized Representative: Andrea Osgood
Executive Vice President and Chief of Real
Estate Development
[email protected]
Phone: 510-247-8103
Co- Developer: Community Housing Development Corporation (CHDC) 1535 Fred Jackson Way, Ste. A
Richmond, CA 94801
Established May 31, 1990
A California Nonprofit public benefit corporation
Point of Contact: Joanna Griffith
Asst. Director of Real Estate Development
[email protected]
Phone: 510-812-2557(mobile)
Authorized Representative: Donald Gilmore
Executive Director
[email protected]
Phone: 510-247-8103
Eden Housing & CHDC Richmond Housing
Authority
6 Request for Qualifications
ABOUT EDEN HOUSING
E
den Housing is one of the oldest and most experienced affordable housing non- profit organizations in California and is based in Hayward. Since our inception in 1968 (5 5 years in operation), Eden has developed, acquired, or rehabilitated more than 12,600 affordable homes and currently provides homes to more than 22 ,000 lower-income residents. As a mission-driven non-profit, we serve low - and moderate-income families, seniors, and people living with disabilities. Incomes of our residents typically range from 20% to 60% of the area median income.
E
den’s work goes beyond building high quality
buildings, as we strive to create strong communities
for the residents who live in our housing and a
permanently affordable, high -quality asset for the
cities we partner with. Under the Eden Housing
umbrella, Eden Housing Management, Inc. (EHMI)
provides quality onsite management and maintenance of our affordable homes, and Eden Housing Resident Services, Inc. (EHRSI) offers free onsite support services and programs to help ensure our residents succeed. EHMI and EHRSI often receive commendations f rom our partners who know and see firsthand the work we do – including city staff, neighbors, police departments, and financial investors.
T
ogether, the integrated company brings a combined package of experience and expertise which covers the spectrum of activities involved in developing, owning, managing, and servicing a high -quality housing development. This combined effort assures that the quality design and construction of the project is preserved through the careful long-term maintenance of the property and ongoing care and service to residents.
T
hroughout Eden’s 5 5-year history, Eden has been actively adapting to and influencing the affordable housing industry in California. We strive to shape housing policy every year and innovate new financing structures with every project to ensure the long-term success of our properties, and in turn, our residents. Eden Housing was the first developer in the State of California to receive tax credits – for our 54- unit Cypress Glen affordable family housing development – and we have been continually successful at acquiring 9% and 4% tax credit allocations for our projects.
E
den’s pipeline has grown, and we continue to add to California’s inventory of affordable housing as housing costs reach a critical point in our history. We are highly experienced in obtaining affordable housing financing through HUD and HCD, as well as local housing authority, county, and city resources. We recognize that our success rests largely on our partnerships with local governments and community organizations – from early local project approvals to long term resident services – and seek to continually strengthen these relationships.
E
den Housing has nearly 5 50 employees, and its main office is in Hayward, CA. Eden is consistently named one of the Top 50 affordable housing companies in the nation by 163
Properties owned or managed.
Eden Housing & CHDC Richmond Housing Authority
7 Request for Qualifications
Affordable Housing Finance Magazine, the leading national publication that ranks and reviews affordable housing.
Eden Housing Management, Inc.
Eden Housing Management, Inc. (EHMI) is the property
management non-profit affiliate of Eden Housing and
manages the properties developed and owned by Eden
Housing. EHMI was established in 1984 and has 40 years
of experience in the field of affordable housing
management, currently managing 10,008 homes across
over 152 properties.
The EHMI management model focuses on three main pillars:
1. Focus and expertise in affordable housing
First and foremost, Eden Housing Management is a non -profit management company that specializes in affordable housing. We recognize and appreciate the many ways that affordable housing is unique and tailor our operations to best address the needs of the populations we serve, and the complex compliance required.
Eden Housing properties are financed with a multitude of affordable housing sources, including a wide range of US Department of Housing and Urban Development (HUD) funds, California Housing and Community Development (HCD) funds, California Tax Credit Allocation Committee (TCAC) tax credits, tax -exempt bonds, redevelopment agency funds, and conventional mortgages. EHMI is well -versed in the complex compliance required for the variety of affordable housing financing and maintains excellent relationships with these federal, state, and local government agencies and commercial lenders and investors. Through careful attention to concerns as they arise, strong communication, and consistently sound managerial practices, EHMI far exceeds management industry standards and maintains a portfolio-wide vacancy rate of 1 percent.
2. Integrated model with development, operations, and resident services
Throughout our properties, we have seen the benefits of integrating development, property management, and resident services under the Eden Housing umbrella. Keeping developments within the same organization allows for a seamless transition between development and propert y management, as well as a high caliber of communication between property management and resident services on a regular basis. Other advantages of the integrated model include:
Property operations and resident services staff provide invaluable insight to the development process, as they see first-hand how properties operate and building systems and materials age over time. Additionally, asset management and accounting staff acutely understand property financials over the lifetime of a development. As such, each $1M
in scholarships provided
to more than 620
California residents
Eden Housing & CHDC Richmond Housing Authority
8 Request for Qualifications
new construction and rehab project continues to build on – and benefits from – the expertise and cross-pollination of ideas among the Eden departments.
Eden Housing management and resident
services work in tandem to effectively manage
our properties and support our residents. One
example of such collaboration is National
Night Out, an annual event that brings
residents, staff, neighbors, the police
department, and elected officials together to
celebrate community relationships as well as
improve neighborhood safety.
3. Commitment to sustainability
We recognize that how we operate our buildings has a direct impact on the health of the environment, of our residents, and of property finances. As such, Eden is dedicated to environmental responsibility and has incorporated this commitment into its everyd ay operations. In 2009, Eden launched a comprehensive green initiative to lower usage and operating expenses for water, electricity, gas, and trash. We performed utility audits at 100 percent of our properties, engaged in comprehensive capital planning, an d leveraged more than $10 million to green our portfolio. Eden Housing also participates in the Solar on Multifamily Affordable Housing (SOMAH) program, an initiative that provides incentives for installing solar panel systems that benefit low-income tenants and property owners in California. Eden Housing current ly has SOMAH -funded solar power systems installed or planned at 19 sites, which together generate more than $1.2 million in first year savings for the nonprofit and its residents.
In 2023, Wells Fargo’s provided a grant to Eden Housing to assist in making considerable strides in creating sustainable affordable housing within their existing housing stock and promoting energy efficiency measures. This grant enabled Eden Housing to conduct energy audits at 25 of our aging affordable housing sites across the state, resulting in the eventual retrofit of 3,588 units and a reduction of 8,902 metric tons of CO2 emissions across their portfolio.
To further our green efforts and ensure continued progress, Eden has an interdepartmental Green Steering Committee (GSC), which is responsible for Eden’s green strategic planning efforts. The GSC has played an instrumental role in executing all our green initiative activities, including training modules for staff and residents and the creation of Eden’s Operations and Maintenance Manual. One of our main goals is to keep our green education goals on the forefront to encourage positive green behav ior. Our committee meets bi-weekly and is a resource for all staff on an on-going basis.
9,500
residents participating in Eden Housing
services, including youth and economic
empowerment programs.
Eden Housing & CHDC Richmond Housing
Authority
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Eden Housing’s Development success
Eden Housing’s robust development pipeline has enabled the team to open (and re-open after renovation) numerous projects in the last decade, with many more to follow in the coming years. We have developed, acquired, and preserved 12,681 affordable homes to date and own or manage 163 properties. Innovation is a major feature of our projects, including our dedication to sustainability and our integrated model with development, operations, and resident services. The following pages provide a list of new construction projects that are under construction or were completed in the last five years, as well as two detailed profiles on projects we find are most comparable.
Project Year Completed Units Location
Pacific Station North Under
Construction
130 Santa Cruz
La Vista Under
Construction
176 Hayward
Mitchell Park Under
Construction
53 Palo Alto
La Avenda Under
Construction
100 Mountain View
Timber Street Under
Construction
79 Newark
Ruby Street Under
Construction
72 Castro Valley
Tabasa Gardens 2024 53 Watsonville
The Randall 2023 41 Healdsburg
Residences at Vivalon 2023 67 San Rafael
Loro Landing 2022 62 San Leandro
The Starling 2022 70 Alameda
Canyon Flats 2021 71 Fremont
Reilly Station 2021 61 Fremont
Warm Springs Village 2020 132 Fremont
Corsair Flats 2020 60 Alameda
4,475
MIRAFLORES SENIOR APARTMENTS
Richmond, California
MIRAFLORES SENIOR APARTMENTS
Richmond, California
Project Name Miraflores Senior Apartments
Project Type Affordable Senior Rentals
Location 150 South 45th Street, Richmond, CA 94804
Site Details 1.56 acres / 51 units per acre
Unit Count
80 - Total Affordable Rental Apartments
79 - 1 bedroom units @ 600+ sf
1 - 2 bedroom manager’s unit
Completion Date May 2018
Development Cost $38.1 million
Developer Eden Housing, Inc. and Community Housing
Development Corporation
Architect HKIT Architects
General Contractor James E. Roberts-Obayashi Corp.
www.edenhousing.org
Miraflores Senior Apartments comprises 1.56 acres of
a 14-acre site that was formerly used as flower
nurseries from the early 1900s to 2006. The site is
historically significant because three Japanese
American families that owned and operated the
commercial nurseries were interned during WWII.
They managed to keep the nurseries maintained and
returned after their release to work for several more
decades in the flower industry.
Mi
raflores Apartments is a 2 story, elevator-serviced
building that includes a community room designed
as a living room with a warming kitchen and
television seating area, a computer lab, an exercise
room, a laundry room, a bike storage room, and a
private courtyard with raised planters for resident
gardening, picnic-style seating, benches and
extensive bay friendly landscaping.
The c
ommunity also has a new public park that
honors the history of the Japanese-American flower
industry, with a bicycle and pedestrian path that
connects Park Plaza to the Richmond Greenway and
the McDonald Avenue Commercial District. Some of
the original structures commemorating the rich
history of the Japanese-American flower industry
were relocated and will be preserved within the
master development.
HANA GARDENS
El Cerrito, California
HANA GARDENS
El Cerrito, California
Project Name Hana Gardens
Project Type Affordable Senior Rentals
Location 10860 San Pablo Avenue, El Cerrito, CA 94530
Site Details 0.96 acres / 66 units per acre
Unit Count
63 - Total Affordable Rental Apartments
62 - 1 bedroom units @ 600+ sf
1 - 2 bedroom manager’s unit
Completion Date November 2018
Development Cost $30.9 million
Developer Eden Housing, Inc.
Architect Van Meter Williams Pollack
General Contractor Midstate Construction
www.edenhousing.org
Hana Gardens provides senior housing while
honoring the area's Japanese heritage. The
community has two four-story buildings and a single-
story stone-faced former florist shop that was
preserved and transformed into a resident
community room. A second community room opens
onto an outdoor courtyard garden with raised
planters, a picnic area and benches. Other features
include a fitness room, a computer lab, laundry
facilities and bike storage. Half of the homes are fully accessible to people with disabilities. The El Cerrito
Senior Center is conveniently located on the ground
level—with transit, and safe bicycle and pedestrian
paths nearby.
Hana Gardens also has a beautiful public plaza
honoring the Japanese influence on the flower
industry, with historical narrative panels and a
timeline along the sidewalk. Eden partnered with the
Japanese American Citizens League and the El
Cerrito Historical Society on this project.
PACIFIC STATION NORTH
Santa Cruz, California
PACIFIC STATION NORTH
Santa Cruz, California
Project Name Pacific Station North
Project Type Affordable Family Rentals
Location 902 Pacific Avenue
Santa Cruz, CA 95060
Site Details .68 acres / 188 units per acre
Unit Count
128 - Total Affordable Rental Apartments
12 – Studio units @ 420 square feet
51 - 1 bedroom units @ 480 square feet
33 - 2 bedroom units @ 720 square feet
32- 3 bedroom units @ 950 square feet
Completion Date Anticipated September 2026
Development Cost $118,968,015
Developer Eden Housing, Inc. and For the Future Housing, Inc.
Inclusionary Partner None
Architect Humphreys & Partners Architects
General Contractor Echelcon, Inc.
www.edenhousing.org
Pacific Station North Apartments is a 128-unit
family community in downtown Santa Cruz. This
development completes the final phase of
Pacific Station, a large-scale, transit-oriented
redevelopment program located between
Pacific Avenue and Front Street in downtown
Santa Cruz. With funding from the City of Santa
Cruz, the Affordable Housing & Sustainable
Communities (AHSC) program, and the Infill
Infrastructure Grant (IIG) program, the project
will construct 128-units of affordable housing at
Pacific Station North Apartments, ground floor
retail and commercial space, a new METRO bus
transit hub, a pedestrian paseo, and key
infrastructure to serve the entirety of the Pacific
Station redevelopment.
All units are affordable to households earning
between 30% - 60% of the Santa Cruz County
Area Median Income.
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ABOUT CHDC
Overview
As a community-based nonprofit developer of affordable homes for sale and rental, CHDC creates high quality housing options . For over 33 years CHDC has provided a range of community services that improve neighborhoods and the lives of neighborhood residents. CHDC is especially known for its comprehensive approach to revitalizing neighborhoods by address ing community needs such as lack of affordable housing, reducing/stopping illegal dumping, remediating environmental hazardous conditions, and collaborating with a wide range of partners who are committed to creating healthy, safe neighborhoods.
Community building and engagement are key components of CHDC’s mission to create and sustain vibrant communities that make positiv e impacts on the lives of community residents by providing high quality affordable housing and neighborhood programs and services. CHDC’s community services help to reduce illegal dumping, prevent crimes, and offer support to residents seeking employment, access to medical services and educational services through referrals, programs, and classes.
CHDC’s programs and services promo te active engagement and enjoyment of life to families and older adults in the community. CHDC was instrumental in the completion of the Filbert Street and Macdonald Avenue improvement plans implemented by the City of Richmond. These improvements included traffic calming measures such as wider sidewalks and narrower roadways, curb bulb-outs, and improved stripping for pedestrian crossings. Other neighborhood upgrades included installation of handicapped curb cuts, better lighting, new street seating, and installation of street trees. These improvements enable low-income communities to realize their vision of a vibrant and welcoming place to call home. To achieve that goal, CHDC supports local leadership through education and professional development, and facilitates on-going volunteer activity and community events such as neighborhood clean-ups, community block parties, and tabling events.
CHDC’s home base is in Richmond, but its service areas include Alameda, Contra Costa, and Solano counties, and the cities of Richmond, Oakland, Berkeley, Hayward, and Vallejo, California.
On a statewide level, our services include a Transportation program that provides electric vehicle ownership grants to low -income and disa dvantaged communities. Working in partnership with the California Air Resources Board, we provide gr ants up to $7,500 per client to purchase hybrid electric, plug -in electric, or battery electric vehicles.
Implementation of the electric vehicle program is consistent with CHD C’s “Green Initiatives” program which recognizes that sustainability and managing the environmental footprint of its properties is a critical component of its preser vation mission. In 2016 CHDC launched its “Green Strategy” to weave ‘green’ throughout its development, property management and operations practices. Its “Green Goals” include developing a comprehensive “green” standard of living that embraces energy -saving
Eden Housing & CHDC Richmond Housing Authority
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retrofits, energy efficiency and “green ” building design and construction guidelines, as well as educating staff and residents on “green” standards and practices.
CHDC is a BIPOC-led community services provider and affordable housing developer with Property Management (Community Property Management Corporation) and lender (Community First Lending) affiliates that actively support its affor dable housing pipeline and completed projects.
In the production of our affordable housing, we meet with community members and stakeholders to ensure meaningful public involvement and give current residents a clear voice in the development process. CHDC develops single family homes; multi -unit affordable rental projects; and mixed-use projects with commercial as well as residential opportunities.
We are recognized as a leading affordable homeownership developer. Our Homebuyer department provides first-time homebuyer downpayment assistance and is staffed by NeighborWorks and HUD-certified housing counselors. Services include pre -and post- purchase counseling, financial fitness, pre -foreclosure, mortgage relief, and financial capabilities education and counseling. These Homebuyer services have leveraged millions of dollars in funding within low-income, BIPOC, and underserved communities.
CHDC develops housing for families of all sizes and ages, seniors, and people with disabilities. We emphasize affordability for people with incomes below 80% of the area median income.
CHDC Completed Developments
CHDC has developed, co-developed or acquired a total of 961 affordable housing units in the Richmond area. These include 226 new or rehabilitated homes for first time buyers with low or moderate incomes. Homeownership project sizes range from scattered -site infill homes to an 87-home subdivision. We have also completed or acquired 735 units of rental housing, some of which are planned to offer residents a future ownership interest through a mutual housing organizational structure.
CHDC has applied for and received tax credits for the following projects in the last 5 years:
Legacy Court (43 family units)
New Construction
Richmond, CA
Construction Start: 2024
Friendship (50 senior units)
New Construction
Oakland, CA
Construction Start: 2024
Hacienda Heights (150 senior
units)
Substantial Rehab
Richmond, CA
Construction Start: 2023
Barrett Terrace (115 family units)
Substantial Rehab
Richmond, CA
Construction Start: 2022
Properties in CHDC's Development Pipeline
CHDC is one of four developers selected by the Contra Costa County Housing Authority through an RFQ process to redevelop Phase I of the North Richmond Las Deltas public housing project. The RFQ solicited proposals to acquire and convert County Housing Authority scattered site public housing units to affordable ownership housing models.
CHDC will demolish and clear four duplex parcels for conversion to affordable single- family f irst-time homebuyer units, using public and private funding. Phase II will redevelop the Las Deltas main campus, converting approximately 200 public housing units to RAD rental and/or affordable ownership housing.
CHDC currently has an estimated 600 residential units, in homeownership, rental and mixed-use projects, in various stages of planning and construction.
EDEN REFERENCES
Local Government & Agency References
Linda Smith, City Manager, City of
Dublin
(925) 833-6650
[email protected]
Melanie Mintz, Community
Development Director, City of
El Cerrito
(510) 215-4339
[email protected]
Consuelo Hernández, Deputy
County Executive
(408) 510-8595
[email protected]
gov.org
Brian Johnston, California HCD
(916) 263-6108
[email protected]
Bonnie Lipscomb, Economic
Development Director, City of
Santa Cruz
(831) 747-6899
[email protected]
m
Lender Investor References
Jeff Bennett, Senior Vice President,
Wells Fargo
(415) 396-0966
[email protected]
m
James Vossoughi, Executive Director
– Community Development
Banking, Affordable Housing
JPMorgan Chase & Co.
(510) 468-6722
[email protected]
Todd Fabian, Managing Director
West Region National Equity
Fund
(213) 240-3144
[email protected]
CHDC REFERENCES
Local Government & Agency References
Lina Velasco
Community Development Director
(510) 620-6706
[email protected]
Joseph Villarreal
Executive Director
Contra Costa County Housing Authority
(925) 957-8011
[email protected]
Lender Investor References
Sonia Rahm
Director
Citi Community Capital
(213) 239-1726
[email protected]
Richard Shea
Senior Vice President
CREA
(858) 386-5199
[email protected]
James Vossoughi
Executive Director
Chase Bank
(510)468-6722
[email protected]
Dana D. Chestnut
Chief Lending Officer
Community Housing Capital
(404) 373-5662
[email protected]
Inman Rouce
Senior Relationship Manager
(714) 222-9174
[email protected]
HISTORIC PRESERVATION
Restoring Five (5) Buildings to a viable condition for adaptive reuse will be a balancing act between many competing desired improvements in the overall redevelopment. Eden and CHDC plan to take a comprehensive approach that investigates core building systems, utilities, building envelopes and future use experience to evaluate which buildings will be most advantageous to preserve. Generally, we will work together to create a tiered and prioritized scope of work that will guide the project scoping as the budget is refined.
Below are the major areas where we anticipate investigating and focusing the work:
• Energy Efficiency Upgrades: We will install energy-efficient improvements such as installing energy-efficient windows, insulation, LED lighting, and energy -efficient appliances. These upgrades can reduce utility costs that directly impact end users while enhancing their comfort.
• Accessibility Upgrades: To every extent possible, we will endeavor to meet accessibility guidelines to empower residents and visitors with mobility challenges.
This may include installing ramps and making bathrooms more accessible.
• Preserving Historic Features: Because the apartment buildings have historical and architectural significance, to the extent possible, we will preserve and restore the features to maintain the building's character while also meeting modern standards.
• Upgrading Utilities: We will assess plumbing, electrical systems, and heating, ventilation, and air conditioning (HVAC) to determine whether upgrades or replacements are necessary.
• Addressing Safety Concerns: We will conduct a thorough safety assessment and develop a plan to address any safety hazards. This may involve installing security measures, fire safety upgrades, and ensuring compliance with building codes.
Ultimately, the best preservation approach to adaptive reuse is one that balances physical upgrades, social considerations, and financial viability. By taking a holistic approach, we plan to preserve the property’s historical significance, improve livability, and ensure the long-term affordability and sustainability of the housing.
ENERGY EFFICIENCY PLAN
We recognize that how we operate our buildings has a direct impact on the health of the environment, of our residents, and of property finances. As such, Eden and CHDC are dedicated to environmental responsibility and have incorporated this commitment into our everyday operations. In 2009, Eden launched a comprehensive green initiative to lower usage and operating expenses for water, electricity, gas, and trash. We performed utility audits at 100 percent of our properties, engaged in comprehensive capital planning, and leveraged more than $10 million to green our portfolio. Our efforts included retrofitting 27 properties for solar systems, replacing low flow fixture replacements, and resident education programs and trainings.
Since that time, Eden has continued to closely monitor utility usage at all our properties and seek new ways to improve utility efficiency. We have partnered with a third-party service to monitor our energy and water usage at each property, analyze the data, and identify key targets for usage reduction. In 2015, we reduced our water usage by 20% across the portfolio.
To further our green efforts and ensure continued progress, Eden has an interdepartmental Green Steering Committee (GSC), which is responsible for Eden’s green strategic planning efforts. The GSC has played an instrumental role in executing all of our green initiative activities, including training modules for staff and residents and the creation of Eden’s Operations and Maintenance Manual. One of our main goals is to keep our green education goals on the forefront to encourage positive green behavior.
Our committee is a resource for all staff on an on-going basis.
RESIDENT ENGAGEMENT &
RELOCATION
Over the past two decades, community members of the Nystrom Village neighborhood and surrounding area have contributed a great amount of time, effort, and ideas for a variety of large transformative projects. The community engagement for this neighborhood has spanned over 10 years.
At the project start, our team would be keen to learn about that process and what activities the community has already participated in for Nystrom Village. We would use the previous engagement to inform how we should interact with the neighborhood. In addition, this will help us eliminate redundant activities, if any, and give us insights to prevent engagement fatigue.
We will work with City and RHA staff, learn from our stakeholder interviews, and adapt as we go to ensure all those interested in the project are able to participate. Many of our community engagement projects have included multi-lingual events with interpreters and translated content. We deeply value the importance of creating an INCLUSIVE process by finding ways for all voices to be heard via written translations, verbal interpretation, graphic-heavy presentations, gathering input verbally and in written format in person and asynchronously.
We will ensure events are planned at accessible public gathering locations; we will work with City and RHA staff and learn from our stakeholder interviews which events, locations, and times will be best to engage. Places such as City Hall, MLK Park, local schools, or properties we own in close proximity are all great venue options. We also know the importance of hosting workshop events on days and times that work for the community members - sometimes providing the same workshop at different times - and incorporating child care so that families can easily participate as well.
Eden and CHDC commit to promoting resident housing stability and working with RHA and its residents to form frameworks and strategies for this revitalization effort to prevent permanent displacement of the existing qualified residents and households.
Please note that we are assuming the vast majority of existing households qualify to be LIHTC households from an income standpoint. We would need to revisit this with RHA if there are many over-income households, which we do not expect, making it infeasible to finance the project under common affordable housing funding programs.
We recognize the success of Phase I is dependent upon offering re-homing opportunities to the existing residents of Nystrom Village. Two main goals will be in the forefront of this process:
1. Occupy as many homes as possible prior to applying to HUD for RAD conversion;
2. Relocate the least amount of households by vacating Block D as the primary project site.
Figure 1: Current occupancy. Source: RHA - August 2024
Figure 2: After RAD approval and prior to demolition of Block D
PROJECT CONCEPT
Our proposed concept tries to work around existing properties that may be harder to relocate, reconstruct or preserve, while still maintaining the required timeline to redevelop the property. In doing so, we could potentially construct a 110 -unit family affordable development which also features a large shared common space so that community service activities could continue to function at the location. The two-building development is organized with podium parking allowing for vehicular traffic to be minimized within the community to create a walkable neighborhood.
Likely, the community will provide housing opportunities that offer one-, two- and three- bedroom homes serving “large families”. To design this to the optimally available financing options, 25% of all units must be two bedrooms and an additional 25% of th e units must be three bedrooms. The average of all rents will need to remain at or below 60% of the Area Medium Income.
Figure 3: Site Plan for Nystom Village Redevelopment
Figure 4: Block D - Floor Plan Layouts
Figure 5: Block D - Fit Study with Site Massing
MARKETING PLAN
We recognize the historic importance of Nystrom Village both physically and symbolically for this community. As part of the initial planning process, we envision finding opportunities for the residents to share their stories and experiences with us and our design team so that the neighborhood transformation can be informed by their experience and the outcome is positive and meaningful for this community.
The initial engagement will mold and help create the Marketing Plan for eventual lease up of the community. We will use this to act as a catalyst for continued redevelopment of the Village area plan to help realize the vision this community has held for many years.
The final marketing plan will be submitted to RHA for final approval prior to implementation.
RESIDENT SERVICES
Eden Housing Resident Services, Inc. (EHRSI) was established in 1995 as a 501(c)(3) nonprofit affiliate of Eden Housing, Inc. to provide resident services programming to properties in the Eden Housing portfolio. EHRSI provides a wide range of services and enrichment programs designed to meet the needs of our diverse resident population.
We believe that housing is a foundation for life change. Our goal is for families is to create pathways out of poverty by providing them with housing stability and programming to help them reach their goals. For seniors and special needs, including homeless populations, Eden’s goal is to provide a place to age with dignity in their own home. We strive to inspire hope by providing high-quality, relevant, and impactful service coordination and program offerings that create stability and a path to economic empowerment for residents.
Eden’s portfolio includes 145
managed properties. For all
sites, services are organized
around six core areas of focus
including housing stability,
education, health & wellness,
economic empowerment,
community engagement, and
technology access. Services are
client-focused and respond to
the specific needs of each
housing community. We have
established goals for each of the
focus areas as follows.
Services range from offering one-on-one support to providing workshops and hosting community- wide events. There are three primary levels of services coordination which include an on-site Resident Services Coordinator and/or Case Management, special programs only such as an afterschool program or technology training, or access to an Information and Referral Hotline staffed during regular business hours.
EHRSI’s model of service delivery is unique in that we utilize in-house paid staff members as well as contract with other third-party providers to provide quality services.
EHRSI currently contracts with over a dozen third party service providers and has an in- house Director of Community Partnerships to oversee and manage those relationships.
EHRSI Primary Goals
Focus Area
Seniors &
Households
with Special Needs
Families
Housing
Stability
Maintain their housing for
the remainder of their life.
Remain housed until enough resources
are accumulated to successfully transition
into less
subsidized housing.
Economic
Empowerment
Maintain existing
income/assets and increase
income when possible by
accessing available financial
benefits and taking
advantage of discount
programs.
Increase assets and income, access
available financial benefits, and reduce
debt.
Education
Improve their ability to
navigate the systems
affecting their life (health
care, social security,
transportation, etc.)
(Adults) Improve their knowledge and
ability to find employment and increase
their ability to advance in their career.
(Children) Improve their educational out-
comes and trajectory through
participation in quality early childhood,
afterschool & youth programs. (Parents)
Improve their ability to advocate for their
children in school and be engaged in their
child’s educational development.
Health &
Wellness
Increase their knowledge of access to health care systems, preventative health measures, nutrition, and mental health resources.
Community
Engagement
Improve community participation and engagement within the property and with the larger community and develop residents to be advocates and leaders in their community.
Technology
Access
Improve their understanding of how to utilize technology to achieve self-identified goals
and increase access to the internet.
We seek to partner with local experienced providers
whenever possible, whether through contractual relationships or through memorandums of understanding. EHRSI works with a large range of local community service partners to offer programs, workshops, and presentations to our residents on topics related to the six focus areas. We believe it is critical to integrate our services with services currently provided in the larger community and to help our residents make those connections to ensure a successful transition out of our housing for households where that is appropriate.
EHRSI has experience both beginning services at new properties as well as coming in to provide services at existing properties. In each instance, we take the time to evaluate the needs of the residents by utilizing resident assessments and community meetings. From there, a menu of services is created and offered to residents focusing on the goals outlined above for the six core focus areas. Our staff and partners work hand-in-hand to provide the best programming and services available to residents to help them maintain their housing and reach for their dreams.
OWNERSHIP STRUCTURE
The proposed ownership structure for the project will be a joint venture between Eden Housing and CHDC, with a separate limited partnership for each phase of construction work. At least four phases are anticipated. An Eden-controlled entity will serve as Managing General Partner of each phase, and a CHDC-controlled entity will serve as Administrative General Partner for each phase. A tax credit investor Limited Partner will be admitted at construction financing close for each phase.
Eden and CHDC recognize the importance to RHA that it retains an ownership position, benefit from project economics, and maintain oversight over the redevelopment process. To that end, Eden and CHDC propose that RHA serve as the ground lessor and/or lender through a seller carryback note. This would allow RHA to continue to be part of the project long term and benefit from positive cash flow. Further, RHA will provide oversight throughout the process with a particular emphasis on community outreach and temporary resident relocation.
Eden and CHDC propose having the Right of First Refusal (and/or First Option as applicable) for each phase of development. If neither Eden nor CHDC (nor the two parties together) choose to exercise its option to purchase the property, then RHA would have the next option to purchase.
CA Limited Partnerships
for Affordable Housing
(each phase would have
its own partnership)
Owner of each phase of
Nystrom Village
Eden: Managing General
Partner
Eden will co-lead in planning,
design, construction,
guarantees, and specialize in
property management and
outreach
Limited Partner Investment
(99.99% ownership for 15 years)
CHDC : Administrative
General Partner
CHDC will co-lead in
planning, design,
construction, guarantees,
and specialize in resident
services
Richmond Housing Authority:
Ground Lessor and Lender
Provides oversight to project through
ground lease and seller carryback
as applicable
FINANCE PLAN
Summary of Typical Financing
Permanent Debt: The project will include a permanent mortgage, which is shown in a single tranche that leverages Section 8 overhang. More details on the proposed Section 8 voucher request are below. We have assumed interest rates consistent with the current market for debt. The project contemplates 100 Section 8 vouchers, which are layered spread across all unit sizes and AMIs to enable deeper affordability for this target population. CHDC and Eden’s strong track record with conventional lenders will allow the project to get competitive rates and terms for debt financing.
California HCD Funds: Th e project would likely be a great candidate for the Infill Infrastructure Grant (IIG) program, which is now a combined application with a SuperNOFA process.
Low-I
ncome Housing Tax Credit Equity : We have structured this phase as a bond- financed 4% tax credit execution, a structure that Eden and CHDC have used many times. Though allocation of private activity bonds through CDLAC has grown competitive, our projects have repeatedly competed favorably in recent years, and staff will work closely with our financing experts to structure the deal to maximize the project’s scoring and tiebreaker. Our development team has a strong team of counsel and auditors who can assist us to make sure that as much of the project scope as possible can generate tax credits. It is difficult to predict what the equity pricing will be at the time this project is ready to close. The team is well regarded by both direct investors and tax credit syndicators and routinely obtains highly competitive pricing on each project.
Deferred Developer Fees: C
onsistent with the regulations for projects financed with the 4% tax credit program and assumed state funding, this project assumes a net developer fee payable during the course of construction, a priority deferred developer fee paid from cash flow in the first 12 years, as is customary. Additional developer fee is underwritten as non-priority deferred fee or GP capital. This structure allows the project to maximize eligible basis, which is used to determine the amount of tax credits. Final developer fee in basis is subject to negotiation with the tax credit investor, as well as potentially different fee limits imposed by other funding programs not currently included in the pro forma.
FINANCIAL CAPACITY
As a team, Eden and CHDC maintain a strong corporate financial position and have a long and successful track record at securing financing.
Eden Housing was the first developer in the State of California to receive tax credits and has been continually successful acquiring 9% and 4% tax credit allocations ever since. In the last two years, Eden has closed 15 deals with a variety of debt and equity partners.
Eden has extensive experience with institutional and private financing that includes conventional construction and permanent loans, tax-exempt bonds, and low-income housing tax credits – both the competitive 4% and 9%, and hybrid 4%/9% programs.
Over the past decade, Eden projects have obtained long-term loans totaling over $700,000,000 for its projects. In addition, Eden is currently in construction or in the post- construction stabilization period on 12 projects across the state of California. The construction-period loans for these projects total $295 million and are with a variety of lenders including JPMorgan Chase, US Bank, Wells Fargo, RaboBank, and Union Bank.
Eden has had a strong operating history, meeting or exceeding its budget for the past 10 years. Eden ended last year with the strongest cash position we have had since our inception over 55 years ago. Eden anticipates maintaining a strong position for the next five years, based on our receivables and development pipeline. We are diversifying and enhancing our revenue base and expect that we will be able to maintain a strong financial position into the future.
For your consideration and review, we have included the past three years of audited financial statements for Eden Housing, Inc. and its affiliates and CHDC. Additionally, we have included a letter of recommendation from one of our long-term tax credit investors attesting to our financial strength. These documents are in the Appendix portion of the response.
BUSINESS OFFER
DEVELOPER PROPOSAL:
• Eden and CHDC will seek third-party predevelopment loans and/or grants to fund planning and design before close of construction financing. Our team may request to use the property as security for these loans. In the event that the project does not move forward due to circumstances beyond the developer
team’s control, we will require RHA to reimburse all third- party costs (but not Eden and CHDC’s staff time) based on a pre-approved budget.
• Eden and Related anticipated underwriting the maximum allowed developer fee into the project budget per all applicable regulations (e.g. TCAC, CDLAC and CA HCD). Eden and CHDC will share 100% of any net developer fee and deferred developer fee in the project budget.
• After operating expenses, debt service, an any applicable asset management fees paid “above the line,” net cash flow (i.e., residual receipts) will be split:
o 50% to Eden/CHDC for any deferred developer fee and/or management incentive fee
o 50% to RHA to service seller carryback note and/or ground lease and to any other lenders of soft sources on a pro-rata basis.
• Eden and/or CHDC will provide 100% of the completion and performance guaranty.
• Eden and/or CHDC will provide 100% of the operating deficit guaranty.
SCHEDULE OF
PERFORMANCE
We understand that RHA expects entitlements to be completed by February 2025.
Realistically, this is not possible given the nature of the project, the necessary engagement with the neighborhood and the advance due diligence that must be done on the physical site before the project design can be started. Based upon this observation, we will assume that we will begin the entitlement process by February 2025.
Between the date of submittal of this RFQ, several key steps must be understaken and completed, including, but not limited to:
• Investigation and planning of any site remediation;
• Investigation of historic structures;
• Investigation of flood plain and geotechnical requirements; • Agreement of predevelopment loan;
• Agreement of exclusive negotiation agreement;
When site control is granted, we will begin the development activities that encompass entitlments.
Phase 1 Schedule
Milestone Start Month/Year End Month/Year
Selection of Developer August 2024 October 2024
Exclusive Negotiations Agreement October 2024 January 2025 Community Outreach and
Concept Design
January 2025 July 2025
Lease Option Agreement January 2025 July 2025
Schematic Design and
Entitlements
January 2025 December 2025
Local and State Gap Funding
Applications and Awards
July 2026 December 2026
Tax Credit Funding Application
and Allocation
March 2027 May 2027
Full Design and Permitting March 2027 December 2027
Finance Closing June 2027 December 2027
Construction December 2027 December 2029
Lease-Up and Stabilization July 2029 June 2030
C
ERTIFICATIONS
Individual certifications are uploaded separately as they are secured files.
RECEIPT OF ADDENDA
Exhibit A
ADDENDA RECEIVED (If none received, write "None Received"):
Addendum No. Date
Addendum No. Date
Addendum No. Date
Addendum No. Date
Date:
Signature:
Name (Print):
Title:
1 2
8/15/2024
Dixie Lira-Baus
Director of Real Estate Development
3 and 3 (Excel)
6/14/2024
7/23/2024
7/31/2024
APPENDIX
Eden Housing
HACSC
Request for Qualifications
Proj
ect Team Resumes
Eden Housing
Linda Mandolini
President | Eden Housing
Ms. Mandolini has served Eden Housing as a Project Developer, as Director of Real Estate Development, and since 2001, as Executive Director and President. She is guided in her work as President by Eden Housing's active volunteer board of directors.
L
inda oversees affordable housing production, resident support services, and property management components of the
organization. She actively participates in high level conversations and meetings with City Council members and other decision makers. As a rule, she likes to attend public hearings and other high-profile events to speak on behalf of Eden whenever possible.
L
inda is a board member of several local and national affordable housing organizations, listed below. In addition, Linda previously served as a member of the Board of Directors and Chair of the Non-profit Housing Association of Northern California and as a founding Board member and Chair of The Housing Trust of Silicon Valley.
L
inda has been honored with the 2016 SF Business Times Forever Influential Honor Roll, 2014 and 2015 SF Business Times "Bay Area's Most Influential Women" award, 2011 SF Business Times "Northern California Real Estate Women of Influence" award, 2011 Affordable Housing Management Association (AHMA) Pioneer Award, and the 2008 East Bay Business Times "Women of Distinction" award.
Ed
ucation
Wheaton College, BA with honors
Boston University, MBA
P
rofessional Affiliations
Board member – California Housing Consortium
Board member and Vice Chair – National Housing Conference Board member – Enterprise Communities Leadership Council, Advisory Board Member – International Housing Partnership, Steering Committee Member – ULI Workforce Housing Council
Member – Terwilliger Center Advisory Board
Eden Housing
Andrea Osgood
Chief of Real Estate Development | Eden Housing
Ms. Osgood joined the Eden Housing Development team in 2008 and currently leads Eden’s new construction and acquisition efforts. She assists with supervision of Development staff, actively participates in early development activities, and provides guidance and expertise throughout the development process.
S
ince joining Eden, Andrea has developed over 400 new units and overseen the acquisition of 1,400 existing units in six California counties – from Sonoma to San Diego County.
B
efore her career in affordable housing, Andrea worked as a construction management consultant for Capital Projects of UC Berkeley and engaged in every phase of large rehab and new construction projects – from planning and development through funding and construction. She also gained experience in construction litigation and public contracting as a lead paralegal in the construction group of the San Francisco law firm, Hanson Bridgett Marcus Vlahos & Rudy.
Ed
ucation
Pomona College, BA with honors
University of California Los Angeles, MA in Urban Planning P
rofessional Affiliations
Director – Housing Leadership Council of San Mateo County (Board Chair) Director – SV@Home (Treasurer)
Eden Housing
Dixie Baus
Director of Real Estate Development | Eden Housing
As Director of Real Estate Development, Ms. Baus compiles and presents comprehensive deal analysis packages, and underwrites and assesses risk associated with acquisition opportunities for Eden’s Executive Team and selected review committees. Additionally, she participates in high level project structuring and strategic planning, including business plan development and implementation strategies for the Real Estate Development Department. Projects may include new construction, acquisition and rehabilitation, portfolio syndication and joint ventures with other developers.
Dix
ie joined Eden Housing in 2018, bringing 30 years of real estate industry experience in affordable and market-rate multifamily management, development, compliance, asset management and financing. She has participated in the development process of more than sixty transactions across the states of California, Hawaii, Arizona, Missouri, Texas, Illinois, and Florida totaling approximately $2B in total development costs.
D
ixie Baus has a Bachelor of Science in Criminal Justice and numerous professional affiliations including SV@Home and their Coalition of Housers (COHO) Working Group, the Sacramento Housing Alliance Affordable Housing Committee, and East Bay Housing Organizations (EBHO) Oakland committee member. Previously she was an Affordable Housing Representative for both the City of Gilroy General Plan Advisory Committee and the City of Santa Clara General Plan Steering Committee.
Ed
ucation
McNeese State University, Bachelor of Science
P
rofessional Affiliations
SV@Home – Coalition of Housers (COHO) Working Group
Mission City Community Foundation – Board Member
Sacramento Housing Alliance Affordable Housing Committee East Bay Housing Organizations – Oakland Committee
Donald A. Gilmore, Executive Director
As the Executive Director of Community Housing Development Corporation of North Richmond (CHDC) since 1992, Donald Gilmore is known for spearheading comprehensive neighborhood revitalization efforts. Under Don's leadership, CHDC has completed over 1300 units for affordable rental and homeownership; created and operated programs fostering economic and leadership development for neighborhood residents; built diverse partnerships to achieve economic improvement for traditionally disinvested neighborhoods; and extended the company's reach to serve communities in Contra Costa, Alameda and Solano Counties.
As CHDC's first executive director, Don has built the company from an all-volunteer effort to one with a staff of 45 employees and four core programs: Real Estate Development, Homeownership & Asset Building, Community Building and a property management arm that is housed in CHDC's affiliate nonprofit company North Richmond Economic Development Corp.
Most recently, under Don's leadership, CHDC has also added business lines in real estate brokerage services, with a focus on affordability; and lending, with a focus on providing sustainable loan products that build economic security.
Prior to his leadership at CHDC, Mr. Gilmore worked with the City of Alameda Housing Authority as a Housing Development Specialist, and with Richmond Neighborhood Housing Services as Executive Director. He is a graduate of Harvard University's Achieving Excellence program, holds a bachelor's degree from the College of Idaho and holds numerous professional certifications. He has served on boards of the Non-Profit Housing Association of Northern California, East Bay Housing Organizations, the national Center for Employment Training, the Center for Health of North Richmond, and the Board of Deacons at Bethel Missionary Baptist Church in Oakland, California. Don has been married for 30 years, has two daughters and is a son of the late Carter Gilmore, a former Oakland City Councilman.
Joanna Griffith, Interim Director of Real Estate Development
Joanna Griffith has been with CHDC for over 17 years serving at various capacities. She is currently the Assistant Director of Real Estate Development where she oversees all of the organization's projects. She supervises the real estate development department staff of three project and assistant project managers who work tirelessly to provide affordable housing opportunities to low-income households in Richmond and other cities throughout the East Bay.
She is responsible for overseeing all phases of the development process-from site conception through predevelopment, construction, and lease-up. Ms. Griffith is responsible for preparing and analyzing financial feasibility of projects and developing financial solutions to move projects forward. Ms. Griffith works closely with CHDC's executive director and project committee, which consist of several members of CHDC's board and industry professionals, in developing CHDC's long-term strategic goals and objectives.
Ms. Griffith's accolades include the recent completion of the Lillie Mae Jones Plaza-a $12 million new construction rental development located in Richmond, CA. The project is a joint venture between CHDC and the East Bay Asian Local Development Corporation (EBALDC). The 26-unit
development includes one, two, three, and four-bedroom units serving households with incomes below 45 percent of the area median income. Ms. Griffith was also responsible for the completion of Jelani Park, which consists of 13 affordable single-family, detached three- and four-bedroom homes located just a block from Richmond BART. She is also currently overseeing CHDC's neighborhood stabilization efforts in unincorporated Contra Costa County, the City of Richmond, and the City of Vallejo.
Ms. Griffith's education includes completion of the Local Initiatives Support Corporation's (USC) Housing Development Training Institute (HDTI) and the National Development Council's Rental Housing Development Finance course. In addition, MS. Griffith holds numerous professional certificates from the Neighborhood Reinvestment Training Institute-Real Estate Management, Housing Management for Nonprofits, Design and Specification, Cost Estimation, and Rehab Management.
Norma W Thompson
Norma has been an active participant in the advocacy and development of affordable housing for low and moderate- income households for thirty + years. During that time, she has worked for non-profit and for-profit affordable housing developers and property managers, as well as the Corporation for Supportive Housing where she held a Program Officer position. Norma transitioned to affordable housing finance through local government in 1999. Her work with local government includes Housing Coordinator and Housing Specialist positions at the San Francisco Redevelopment Agency and the Richmond Redevelopment Agency, and Housing Development Manager for the City of Oakland. Norma retired from the City of Oakland in September 2017. She has a BA from the University of California at Berkeley and an MPA from California State University, with an emphasis in Management and Finance. Currently Norma is providing project management services to Community Housing Development Corporation on a part time basis. Her time is primarily committed to working with Real Estate Development staff on the Friendship senior housing project.
////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// 2/ PROPOSED PROJECT TEAM / CUPERTINO MIXED INCOME HOUSING RFO 13 Eden Housing, Essex Property Trust, Architects FORA, & Engage FORA / January 2024 Kate Conley, AIA, NOMA, LEED AP , is a Principal at Architects FORA. She is a licensed architect in California, Colorado, and Washington State.
Kate leads Building Excellence initiatives at FORA, employing her strong technical and design expertise gained from a career studded with award- winning built work and from her world-class mentors in architecture and construction.
Nicole is passionate about co-creating sustainable, equitable, and healthy housing opportunities that synergize with their communities. At FORA, Nicole’s role as Visual Storytelling Specialist and Community Engagement Lead allows her passions for accessible communications and meaningful community engagement to work in unison. She is the driving force behind Engage FORA, ensuring all of our community engagement projects are thoughtfully woven into the design process.
/ PRINCIPAL
Architect, Owner
CA License C34050
AIA, NOMA, LEED AP
[email protected]
Fort Collins, CO
/ ENGAGEMENT LEAD
Associate
Assoc. AIA, LEED GA, NCARB
[email protected]
Troy, NY
ENGAGE FORA: KATE CONLEY
ENGAGE FORA: NICOLE LITTLE
/ Highlights
• Mitchell Park Place: Led blended community engagements and entitlements plan in 10-month timeline from project initiation to entitlements approval in Palo Alto
• Buena Vista: Oversaw 5-workshop resident outreach plan for Buena Vista Mobile Home Park in Palo Alto
• Deep familiarity with the site context in Cupertino as an architect at the firm designing Apple Park
• University housing projects at UC Santa Cruz, San Diego State University, and Stanford University
/ Highlights
• Mitchell Park Place: Crafted and the community
engagement plan that ran simultaneously alongside the
entitlements process
• Buena Vista: Developed and led the resident outreach and engagement plan for a robust 5-workshop series
• Laurel Drive: Led community engagement with community members, Eden Housing, County of Monterey, and City of
Salinas for a new affordable housing development
////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// 2/ PROPOSED PROJECT TEAM / CUPERTINO MIXED INCOME HOUSING RFO 14 Eden Housing, Essex Property Trust, Architects FORA, & Engage FORA / January 2024 Sarah’s passion for design and serving communities drives the commitment to quality and purpose behind FORA’s work. She believes that architecture has the power to create positive social change through an inclusive process informing purposefully designed spaces. She honors the responsibility of designing places people call home and is committed to FORA’s collaborative approach and restorative process.
Victoria is an architect and associate at FORA who is passionate about affordable housing, livable communities, and addressing every task with intention, thoughtfulness, and detailed execution. She listens with curiosity, understands with empathy, and delivers with delight.
Victoria leads housing projects at all scales with the same level of care and attention, from ADU conversions to large 5-story, 150+ unit urban developments.
/ PRINCIPAL
Architect, Owner
CA License C34081
AIA, LEED BD+C
[email protected]
Danville, CA
/ LIVEABLE COMMUNITIES LEAD
Architect, Associate
AIA, USGBC, NCARB
[email protected]
Portland, OR
ARCHITECTS FORA: SARAH VACCARO
ARCHITECTS FORA: VICTORIA VIA
/ Highlights
• Laurel Drive: Led community engagement with community members, Eden Housing, County of Monterey, and City of
Salinas for a new affordable housing development
• Orchard Gardens: Design for a holistic redevelopment of an existing site including new and renovated units in Sunnyvale • Ormondale Elementary and Corte Madera Middle Schools:
Conducting Facilities Master Planning and Programming
workshops for new classroom and outdoor spaces
• Oakland Unified School District Fremont HS Master Plan:
Led master planning and visioning of new campus
/ Highlights
• Auzerais Apartments: Design and construction
administration of a 130-unit Permanent Supportive Housing project with Eden Housing in downtown San Jose
• Woodside Road Family Apartments: Led complex
entitlements process for 86-unit large family development in Redwood City
• Expertise in crafting Livable Communities through dedicated advocacy and research specialization