HomeMy WebLinkAbout8.3 Attch 2 ULI Tech Advisory Panel Rpt dated July 2011 ATTACHMENT 2
About ULI's Technical Assistance Panels
ULI San Francisco Technical Assistance Panel Program(known as"TAP")is an
extension of the national Urban Land Institute(ULI)Advisory Services Panel Program.
About ULI's Advisory Services Panels provide strategic advice to clients(public agencies
and nonprofit organizations)on complex land use and real estate development issues.
The program links clients to the knowledge and experience of ULI and its membership.
About Established in 1947,the Advisory Services Program has completed over 500 panels
in 47 states,12 countries,and on 4 continents.The Advisory Services Program has
Team Assignment and Piocess been successful due to its comprehensive,pragmatic approach to solving land use
challenges.
Site Context Each panel team is composed of highly qualified professionals who volunteer their
time to ULI.They are chosen for their knowledge of the panel topic and screened to
P�oposed New Development ensure their objectivity.ULI's interdisciplinary panel teams provide a holistic look at
development problems,A respected ULI member who has previous panel experience
Vision chairs each panel.
3
Local San Francisco Bay Area TAPS are held over the course of two days in the
Stakeholder Questions
client's community.A detailed briefing book is given to each TAP participant prior
to the day of the TAP.The TAP begins with a tour of the study area either by bus and
+ on foot,is followed by a briefing by the client and others,and then transitions into
+++ private interviews and panel discussion regarding the client's issues and questions.and Threats
At the end of the TAP,the panel provides a Power Point presentation to the client and
SWOT Analysis invited guests summarizing the panel's observations and recommendations.Within
ten weeks,a final written report is delivered to the client.The final report presents
highlights of the panel's independent review and contains a diverse set of ideas and
Recommendations suggestions that may or may not ultimately make sense for the community for which it
was prepared.
Relevant Case Studies
Participants About ULI
The Urban Land Institute's mission is to provide leadership in the responsible use of
land and in creating and sustaining thriving communities worldwide.Founded in 1936,
the ULI is a non-profit organization of land-use professionals with 27,000 members
in 95 countries(www.uli.org),including 1,800 in the greater San Francisco District
Council(www.ulisf.org).ULI San Francisco serves the greater Bay Area with pragmatic
land use expertise and education.
Team Assignment and Process
The City of Dublin,using their recently passed Downtown Dublin Specific Plan
(Specific Plan)as a guide,aims to improve the vitality of their downtown.The panel
was asked how to prioritize the execution of the Specific Plan.The TAP process
consisted of a day of site tours,stakeholder interviews,a panel discussion,and a
r r presentation the following morning.
bu institute
ULI San Francisco
Site Context
The Downtown Dublin Specific Plan Area is bounded generally by Village Parkway
on the east,Amador Valley Boulevard on the north,San Ramon Road on the west,
and Interstate 580 on the south.The Specific Plan is an aggregate of all or a major
portion of five existing plans:San Ramon Road Specific Plan,Dublin Downtown
Plan,Downtown Core Specific Plan,West Dublin BART Specific Plan,and the
Village Parkway Specific Plan.
Collectively,these plans are zoned for the additional development of nearly 3.2
million square feet of non-residential development,740 dwelling units,and 150
hotel rooms.Since 2000,when a majority of these plans were adopted,258,734
square feet of non-residential development and 54 residential units have been
constructed. In addition,617 multi-family residential units have been entitled and
309 of the units are currently under construction.
This Specific Plan focuses on strengthening the development standards and design
guidelines and providing greater direction as to future land uses,creating three
distinct districts in the Plan—Transit-Oriented District,Retail District and Village
Parkway District.Most of the attention has been directed to the Transit-Oriented
District south of Dublin Boulevard.Specifically,transit-oriented developments are
encouraged within walking distance of the recently opened West Dublin/Pleasanton
Bay Area Rapid Transit(BART)Station.
1
At present,Downtown Dublin largely functions as a regional retail area comprised
of a number of large-format"power centers"with ancillary smaller specialty
retail sales and services.These retailers(such as Target,Ross,and Marshalls)
represent a unique niche in the regional marketplace and attract patrons from the
entire Tri-Valley region which includes the cities of Dublin,Pleasanton,Livermore,
San Ramon,and Danville.The Specific Plan encourages new development
and improvements to existing developments to create a more walkable,urban
environment and to enhance the City's tax base.
Proposed New Development
Several new projects are either under construction or have been entitled in the
Specific Plan Area.The most significant development is the opening of the West
Dublin/Pleasanton BART Station.The station is located within the median of
Interstate 580,with pedestrian access north and south over both sections of the
freeway.By 2013,the project is projected to accommodate 8,600 users per day.
Within the City of Dublin,a 713-space parking garage has been constructed at the
southern terminus of Golden Gate Drive for BART commuters.As part of the BART
I project,a joint development project with a 150-room hotel and 7.500 square feet
of retail space has been planned(Stage i Development Plan),in addition to the
309 multi-family residential units(Essex)which are under construction we st of
nt and west of the BART station project is an existing
Golden Gate Drive.Adjacent to P 1 9
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225,500 square feet one-story warehouse facility(the Prologis site,formerly
AMB).This property has been entitled for development of 308 multi-family
residential dwelling units and a 150,000 square feet office building.Associated with
these developments,St.Patrick Way will be extended,providing a vehicular and
pedestrian connection between Golden Gate Drive and Regional Street.
Other various residential,office and mixed-use developments have been
conceptually discussed with the City of Dublin,but no formal applications have
been submitted.
The Vision
The goal of the Downtown Dublin Specific Plan is:Downtown Dublin will be a vibrant and dynamic commercial and mixed-use center
that provides a wide array of opportunities for shopping,services.dining,working,living and entertainment in a pedestrian-friendly and
aesthetically pleasing setting that attracts bath local and regional residents.
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Parcel Size and Building Footprint—Downtown Dublin Specific Plan
Stakeholder Interviews
} 1 The immediate area has a number of institutional
stakeholders and individual property owners.Due
to the time constraints of this process,individual
resident stakeholders were not consulted by the TAP,
,> but local retail experts and property owners were
,. interviewed.Stakeholders engaged by the TAP:
• Councilmember Don Biddle
Mike Costa,Terranomics
• John Eudy,Essex Development
Mayor Tim Sbranti,City of Dublin
• Michael Schafer,Burlington Coat Factory
• Felicia Studstill,Mayfield Gentry,Dublin Place
• Sandra Weck,Colliers
TAP
Issues to Be Explored
The panel was asked a series of questions by the City of Dublin
,,.. during the process that helped to guide the analysis and final
recommendations.The City posed four specific issues for the
panel to address
1. Identify ways to spend Community Benefit Program in-lieu
funds to attract business and customers.
2. Prioritize physical improvements necessary to make
Downtown Dublin vibrant(attract business and retail)and
pedestrian friendly.
3. Evaluate the current mix of retailers in Downtown Dublin and
provide suggestions on retail categories that will improve the
t; vitality of the downtown.
4. Evaluate emerging technology trends to determine whether
the use of technology will further enhance the Downtown
n Dublin area(eg WiFi.apps.etc)
1. Identify ways to spend Community Benetit Program (CBP) in-lieu funds to
attract business and customers.
Currently,the CBP is structured to apply to development that is in excess of the permitted amount.The panel suggested the City
consider application of the program to all development,including development in East Dublin.The funds could be best invested on
catalytic projects preferably within the TOD subarea first.While a movie theater would be a good nighttime use,it is very expensive
to construct,and the panel suggested that the funds could help incentivize a theater or other entertainment venue perhaps through
the subsidy of development costs.Another good use of funds would be a downtown park or outdoor event space located on or
adjacent to Golden Gate Drive as it leads to BART.Funds could also be Used to subsidize small tenant improvement through grants
or loans.Lastly,CBP funds could help clean up store fronts and facade improvements
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TAP on Site
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The panel felt that developing additional retail on pads
along Dublin Blvd .as well as other physical improvements - . •
such as parallel parking to slow traffic,streetscape = •
improvements and bicycle lanes are key to make Oublir.
Blvd.more pedestrian friendly.
The City should also undertake streetscape redesign c,
Golden Gate Drive to reinforce the pedestrian connect
between Dublin Blvd and BART
As a pilot project for streetscape improvements on
these mayor thoioughfares-the panel suggested partrir .
restriping and lane change improvement on tillage
Parkwa y,Further details on these physical impr
and others are highlighted in the recommend:
section that follo;^;s s 8-1'
3. Evaluate the current mix of retailers in Downtown Dublin and provide
suggestions on retail categories that will improve the vitality of the downtown.
The panel recognizes that the current big box retailers are valuable to the City.At the same time there are a lot of opportunities
to create variety with regards to the size of retailers.Similar to what was done with the REI,Sprouts and Elephant Bar parcels,
integration of large format and smaller scale retail would provide more variation.The panel recommends bringing in an economic
firm or retail broker to conduct a detailed gap analysis or,at minimum,explore potential entertainment and dining uses.
4. Evaluate emerging technology trends to determine whether the use of
technology will further enhance the Downtown Dublin area (eg WiFi, apps, etc).
The panel supports implementing free WiFi in the downtown.The panel also feels that the City should introduce a requirement
that developers of new projects implement a Transportation Demand Management Plan(TDMP)reducing minimum parking
requirements and traffic congestion.Aspects of the TDMP should include City Carshare or Zipcar(with development incentives
or reduced parking requirements granted to projects incorporating such car-sharing programs),electronic vehicle preferred
parking and charging stations,and potentially BART ticket and Clipper card validation at the point of sale at various local retailers.
Mobile smart phone applications similar to"DashMob"or"Punchd"could also help drive traffic to local retailers.These mobile
technologies will help supplement and could be synced with the existing upgraded electronic signage for Tri-Valley Transit bus and
BART services that shows real time transit information
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Strengths, Weaknesses, Opportunities and Threats
Strengths Weaknesses
The Specific Plan demonstrates the City's awareness of the One of the major implementation challenges of the Specific
implementation issues that need to be tackled.The panel was Plan is that it includes multiple property owners with different
particularly encouraged by the fact that the City recognizes that motivations.Furthermore,the Specific Plan covers a large and
accommodating traffic should not drive the planning exercise.A more diverse area than a traditional downtown,meaning a single
willingness to tolerate congestion is key to being able to realize set of strategies cannot be applied to the entire area.The creation
the vision of a vibrant downtown. of districts within the downtown that have their distinct character
will be beneficial in the long run.
The Specific Plan area is conveniently located immediately
adjacent to the intersection of two major freeways,1-580 and While there may be a desire to see transformative change in the
1-680.The planning area also benefits from proximity to the newly area,garnering city-wide buy-in to the notion of public investment
built West Dublin/Pleasanton BART Station. as a catalyst may be challenging.The challenge of the Community
Benefit Program is timing.If the program is relied on to fund
The planning area benefits from strong demographics both from some of the key improvements that need to take place it may
an income and education standpoint.Furthermore,the City's take too long or never happen because the money won't come
budget is in relatively good shape and there is a strong set of in until development is well underway.The challenge remains:
existing tenants in the downtown area.The re-tenanting that has How can desired new development get underway without the
come out of the recession further demonstrates that the area has required infrastructure?If there is a sincere city-wide desire to
retail strength.The panel did not perceive resistance from citizens see transformative change it requires utilizing public resources
in the immediate area to what the City is trying to accomplish. to get it going,including consideration of the appropriate use of
debt to finance up-front infrastructure.Lastly,this is an infill area
and how it is approached from a development standpoint is very
different from the greenfield development that has occurred on
the east side of Dublin.
Opportunities Threats
Opportunities abound in response to these challenges.The City The Specific Plan calls for fiscal self-sufficiency,requiring
benefits from a fairly open landscape with a lot of property owners a different approach to public finance,specifically one that
and few buildings.While the abundance of parking is part of the includes upfront public investment and a closer look at some of
retail area's success,some of this"sea of parking"has the potential the available tools including debt financing,which the City has
for development into new structures(some of which may contain historically been averse too.The panel also believes that there is a
parking as mentioned in the Specific Plan),Several opportunities need for more collaborative engagement with developers.
for public-private partnerships with various principals are currently
at play.The panel suggests that the area near the West Dublin City-wide support to invest in the Downtown may be problematic
BART Station has the most immediate potential for development,in given the perceived east and west division.Finally,real estate
contrast to the rest of downtown,such as the Village Parkway area, capital markets are currently fragile.While there is financing for
multifamily and other projects,that window of opportunity may
close soon so there is an impetus to act now.
Strengths Weaknesses
nit tic.
• iii_+ i, rill i'
Opportunities Threats
• Low density and surplus parking creates development uity's reluctance to issue debt for public Impi ovements
opportunity sites can inhibit redevelopment—a revision to this policy may
• Many public-private partnership opportunities be required to achieve the vision
• Accelerate the potential for TOO District as a near tee r i ty wide buy in and financial support#e g.feQsi
transit village with horizontal mixed-use :1.�required t,)ach i-lave do%'11nto;.r7:ision
BART-oriented residential development • D vision bet;jean Fast ind :test Luhi�r f-�;i�ctp"!
r,annang effort Interested oviners in district
• tile,', to captuie currant miaiiket oppc u,
• f agilit`r of COME-I ICTd•ti Or,S:'<zII EMV'<3ct
d ,ejripn}ent opp;.)r€?.i wies
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Recommendations
After the consideration of the stakeholder questions,SWOT analysis,site tour and interviews,the team identified what they felt were the
most pressing issues and resulting recommendations.Many of the panel's ten recommendations focus on improvements needed in the
transit-oriented district and uniting the City's vision with the property owners'.
1. Focus on TOD District, especially F_ The 4-5 key parcels as a catalyst prioritizing development link the BART
The City should take a step further than specific planning and station to the Dublin Place shopping center located north
actually bring together the property owners and interested of Dublin Along '
parties to try and generate a coordinated plan for key BART gar age. entitled Essex housing project.
catalytic properties.These owners include Essex.BART, as potential for plazas ' Las P' ' on
Chabot-Las Positas and Safeway.The City should playa both ' ' ` `at the intersection of
proactive role in creating a unified design vision by funding ' `� Dublin
the design plans for these blocks and by helping address i r ` the Dublin Place
how financial implementation will occur.The City will need to +
development,At panel suggests looking
go beyond what is spelled out in the Specific Plan to create
reinforcing at tire development of St,Patrick Way. gild
successful projects that advance the vision for downtown.
r crossing north-south
The panel suggests the City sit down and have some design Drive becomes point
exercises with the owners of the key parcels to try and
TOD District
paint a shared vision.As part of that,the City may have to
think about public investment that goes along with private
investment,as well as flexibility from a regulatory standpoint
in order to stimulate the private sector's desire to invest. "�
2. Leverage current opportunities n r
for Public-Private Partnerships
The City should continue to work with BART to explore }
alternative near term uses for the BART hotel/restaurant "' '"" ' — M If
site as part of a shared vision.BART's focus on a hotel )
" for that site does not match near-term market potential;it P
would benefit both parties to explore how that parcel can be _.."...
developed sooner rather than later.The panel also suggests /
discussing with BART shared use of their parking garage =s ��,,*,;;� Me-
with nighttime uses that activiate the area focused on the .�,.
upgraded Golden Gate Drive/St.Patrick Way TOD,for
example a movie theater. TOD District Essentials
3. Simultaneously work on
redevelopment of Dublin Place ? �
The TAP spoke with the manager of the Dublin Place and 1 i !
believe that they have a sincere interest in redeveloping their 4---►�
property.The City should simultaneously be talking with �«x
them and offering the same type of collaborative planning �t
effort as would occur elsewhere in the TOD District(see
Recommendation#1).
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TOD District Essentials
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4. Explore opportunities for
entertainment and civic center to
animate public realm and activate
night-time activity in TOD District
The City should investigate future opportunities to activate
the area with additional civic(City,County,other agencies,
etc.)and entertainment options. Evaluate partnership
W options with Chabot-Las Positas College District on the
Crown Chevrolet site to create a public plaza/gathering
space which could be jointly used.Additionally,it and when
the City needs to expand its own footprint,it should consider
a
the downtown first.
Downtown Dublin BART
5. Focus first on residential and
horizontal mixed-use developments,
then retail and office
The City should focus on residential and horizontal mixed
," ` `. ..• >° use on Golden Gate Drive and St.Patrick Way to provide
more residents to support diversified retail.Current limits
on the allowable number of housing units within the TOD
area should be removed.The Prologis(formerly AMB)site
` should be allowed to increase its residential count,with office
development,given the surplus of office space along the 680
corridor,being optional or driven by market needs.In the
panel's experience,vertical mixed use can be problematic,
particularly in the early phases of transforming an area
f ;R through TOD.Too often'A over 1"(4 levels of residential over
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1 level of retail or commercial)scenarios maintain their for
lease signs in the windows of the ground floor retail for years.
Downtown Dublin
r 6. Undertake streetscape redesign
for Golden Gate Drive to enhance
. ! the pedestrian experience and for
,J*4 calming traffic
On Golden Gate Drive allow for one 12'travel lane and bike
lanes in each direction,add on-street parallel parking and
increase the 4'sidewalks to a 10'minimum.Village Parkway
can serve as a pilot project by reducing travel lanes to one-way
Entrance to Dublin Place , in each direction and simply re-striping to allow for diagonal
parking.
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7. Assess downtown public 9. Dedicate staff to manage
improvement financing strategies Capital Improvement Plan
More public improvements and public investment are Redevelopment agencies often implement capital
needed on the front end.To do so the City needs to identify improvements in a very efficient way by identifying
and weave together a multiple range of funding sources. capital needs for an entire downtown area and assigning
Some of these sources may include Assessment Districts a dedicated project manager to implement the various
or Infrastructure Financing Districts,which may evolve capital improvements(CI's)within their individual project
under California law to replace redevelopment project areas. area.Improvements include streetscape improvements,
The City has had discussions in the past about Business undergrounding of utilities,extending trolley lines,building
Improvement Districts but should also explore how to pedestrian bridges and upgrading infrastructure,making
restructure the Community Benefits Plans so those funds are way for future development.The panel recommends the City
more targeted into the downtown area,including potentially create a Capital Improvement Plan(CIP)for the Downtown
capturing funds from the larger City and then focusing them Dublin Specific Plan area and dedicate time and resources,
into downtown. i.e.a project manager potentially housed within the Economic
Development Department,to implement the CIP.Once a CIP is
approved,this person would function independently from the
8. Further reduce fees for targeted uses, City's Building and Public Works Department to implement the
especially restaurants, in downtown capital improvement projects within the Specific Plan area.
The City has done a great job reducing fees in the downtown
area as an incentive,however even at reduced levels they 10. Exempt residential development
can be too high and create an impediment for some uses from CBP payments
especially restaurants and dining uses.The City should
further reduce fees to attract restaurants. Exempting residential development downtown from the CBP
payments could help further incentivize housing where it is
needed most,thereby providing more retail customers within
walking distance.
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Relevant Case Studies
Milipitas Transit Area Specific Plan
The City of Milipitas,CA's Transit Area Specific Plan,adopted The Milpitas Transit Area Specific Plan includes an implementation
in June 2008,is a 437-acre mixed-use plan area that calls for chapter that outlines every capital improvement,the department
up to 7,100 new dwelling units and approximately 1.4M square responsible,the timeframe and the geographic area that benefits
feet of commercial space built over four phases.Phasing will from the improvement.Studies were completed to identify all
depend on residential market factors.The City staff and their road and utility improvements and public services.Detailed
consultant worked extensively with property owners,public infrastructure plans for sewer,wastewater,storm-water,recycled
agencies,community members and other stakeholders in the area water and utilities allowed for the preparation of a detailed
to develop a long-term plan that is visionary and yet grounded in financing and phasing plan and determination of appropriate
market reality. impact fees.This implementation strategy ensures funding for
capital improvements will be available and provides confidence
Two rounds of interviews were held with property owners to to the City and property owners that the Specific Plan will be fully
ascertain each owner's goals and constraints.Contentious issues, implemented.
about the allocation of parks and streets across property lines,
and the distribution of land uses and densities,were resolved Property owners began to implement the Specific Plan even
through ongoing discussions. before it was adopted,suggesting that they had enough
confidence to submit project applications.Together,the City
and project sponsors were able to identify issues and propose
refinements to the Specific Plan.
Applicability to Downtown Dublin
Transit-Oriented Development
• Property owner buy-in
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AfrGiridless Drive
Before and After—Milpitas Transit Area Specific Nan
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Station Park Green, San Mateo
Adjacent to the Hayward Park rail station,Station Park Green
is a 12-acre transit-oriented development with open space,590
units,10,000 square feet of office space and 60,000 square feet of
commercial/retail.
A pedestrian-friendly street grid connects the different uses,
much the same way that the intersection of Golden Gate and St.
Patrick's could be at the Dublin TOD district.Stakeholders worked
closely with the City staff and San Mateo community through
I
public workshops and meetings,ensuring community consensus
and timely approvals of the master plan.
Applicability to Downtown Dublin -
• Similiar area to site
• Mixed-use"green"transit-oriented development
MIMT
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Panel Chair Ron Golem of SAE Urban Economics specializes in Patrick O'Keefe is the City Manager tot the City of Emeryville:and
project management for complex assignments.including real 11 Executive Director of the Emeryville Redevelopment Agency.He
estate transaction support_transit-oriented development,strategic is responsible for the oversight of eight departments including
business planning and program development for public purposes- Police.Fite.Public Works.C0111111(inity Services.Economic
Prior to joining BAE.Ron served as Real Estate Specialist tot the Development& Housing.Administrative Services.Planning&
National Park Service,formulating strategies forpublic/privale Building and City Clerk,Prior to the 2006 appointment as City
partnerships and negotiating numerous agreements in the Golden Manager.he served as the Director of the Emeryville Economic
Gate National Recreation Area,Ron has also worked for private real Development and Housing Department since 1995-Mr-O'Keeffe
estate development companies as an Asset Manager completing currently oversees a staff of 185 and a$64 4 million annual
successful negotiations for over 150 commercial leases.He has operating budget,including a 534A million annual Redevelopment
managed diverse portfolios of all types of commercial properties Agency budget that funds Economic Development and Capital
totaling in excess of two million square feet, Improvement Programs
David Cropper Managing Director.joined TMG Partners in 2000, Gerry Tierney,Senior Associate with Perkins+Will, has 30 years
He has 25 years of direct feat estate experience in finance of experience in architecture have been focused primarily on
construction,and entitlements.He is responsible for TMG housing and other institutional projects that have requiied deep
Partners'finance arid development activities in the greater Ball expertise in and understanding of regulatory processes and
Atea and is a inetriber of the film's investment Committee, procedutes,as well as code and entitlement issues.His portfolio
He most tocently directed The Grossing I S-31)BI UrIQ,an feature,,a range of projects that demonstrate innovative.client-
award-winning$250 million dollar mixed-use transit-oriented focused solutions across varying project types.Gerry brings
development.is well as 650 Townsend,TMG,s mixed-use office flexibility and experience to each new project,creating individual
and retail project in San Francisco.He has financed over$1 designs tailored to the specific needs of the client user and site.
billion of real estate including construction loans,permanent
loans.CMBS facilities as well as tax-exempt bond and tax credit [man Novin.Assistant Project Manager/Sr.Project Analyst,
Structured financings. joined BRIDGEiBUILD in 2007 and works on both investment
and new construction projects conducting project due diligence
David Johnson formed Christiani Johnson Architects%,vith and providing ongoing support for than redevelopment of the
Richard D Christiani in 1994 and has been the lead designer for MacArthur Transit Village in Oakland,CA Prior to joining RURI)
many of the firm's residential and mixed-use projects,including Iman assisted the Real Estate and Planning Divisions or GCDC
Bridgeview.Oceanview Village,The Potrero.555 Bartlett.4th clovvritown San Diego's redevelopment aim.V�1111 M111101oll-
,ind U,Bryant Place and University Village for the University of redevelopment and atfordable housing protects_including
':alifornia,Berkeley.He has developed particular expertise in nianigement of CCOC s AicGIS operations. He also has pri vlotls
planning high-density urban infril development featuring housing vsark experience v:sth Keyset !Marston Associates`Son Plo,lIo
over I olail office.Iman holds a Bacheiot of SIcience degree in St!ucluial
Enginee,ing,and a Bachelor of Af is degree i'l 0!tlan Studies,and
Keri Lung.Senior Development Consultant iot klidpen Housing Planning tiom tine Unweislt% Captor nia Sin Plege
Got potation.has over 20 years of experience it',the fields of
affordable housing,economic development.and urban planning,
� L I 'S a ra'[I C, S
Keii has been responsible far strategic acquisitions and business
development at TIjidPen Housing Corporation over the past five Michael Jameson
:tears.initiating nine it ansit-or rented Lii ban infill ever Capita D r-, oa,-
800 units in construction in San Mateo Sunn,,,.�aie.San Jose
South San Francisco and Alameda Count;-Ken° as
in helping MidPen vain night.;competitive tax ci-eclots and rather U L al n a nic'I S C 0
scarce public funds resulting in record cno,,-,,th for klialper at i Xiomara Cisneros,Nectol
time v.hen most developers are struggling. Kate White i-ecutive Oil eclo'