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| San Francisco Redevelopment Agency (successor agencies) | |
|---|---|
| Name | San Francisco Redevelopment Agency (successor agencies) |
| Formation | 2012 |
| Preceding | San Francisco Redevelopment Agency |
| Headquarters | San Francisco, California |
| Region served | San Francisco |
| Parent organization | City and County of San Francisco |
San Francisco Redevelopment Agency (successor agencies) The San Francisco Redevelopment Agency (successor agencies) refers to the entities and administrative structures created after the dissolution of the original San Francisco Redevelopment Agency in the early 2010s. These successor entities assumed stewardship over former redevelopment project areas, transferred assets, and managed outstanding financial obligations tied to redevelopment assistance and tax-increment financing. The transition intersected with actions by statewide institutions and litigation involving municipal, county, and nonprofit stakeholders.
The original San Francisco Redevelopment Agency traced its roots to postwar urban policy influenced by the Housing Act of 1949, the Federal Housing Administration, and redevelopment models used in New York City and Chicago. Throughout the late 20th century the agency undertook projects in neighborhoods such as Western Addition, Hunter's Point, South of Market (SoMa), Mission District, and Yerba Buena. By the 2000s, controversies over eminent domain, displacement, and infrastructure prompted challenges involving civil rights organizations including the ACLU, neighborhood coalitions, and legislators from California State Assembly and California State Senate. In 2011 the California Legislature enacted legislation dissolving redevelopment agencies statewide, implemented by the California Department of Finance and resulting in the winding down of the San Francisco agency’s operations under statutes tied to budgetary reform in the Jerry Brown administration and disputes with the California Supreme Court.
Following statutory dissolution, successor mechanisms were established in coordination with the City and County of San Francisco, the Office of the Mayor of San Francisco, the Board of Supervisors of San Francisco, and the Controller of San Francisco. Responsibilities were allocated to entities including the Successor Agency to the San Francisco Redevelopment Agency, the Oversight Board created under state law, and municipal departments such as the Mayor's Office of Housing and Community Development. These successor bodies were tasked with administering residual assets, executing enforceable obligations, overseeing completion of previously contracted projects with developers like Forest City Enterprises and Lennar Corporation, and coordinating with regional authorities including the Metropolitan Transportation Commission and the San Francisco Public Utilities Commission.
Governance transitioned from the former agency’s commission model to a hybrid framework involving the Board of Supervisors of San Francisco, an Oversight Board assembled under state dissolution statutes, and city departments charged with asset management. The structure involved fiduciary oversight by the Treasurer & Tax Collector of San Francisco, coordination with the City Attorney of San Francisco on contractual disputes, and reporting to state entities such as the California Department of Finance and California State Controller's Office. Nonprofit stakeholders including Mercy Housing and BRIDGE Housing engaged through memorandum agreements to manage transferred affordable housing projects, while federal partners like the Department of Housing and Urban Development maintained programmatic interactions.
Successor agencies managed conveyance, retention, or sale of major parcels and projects originally developed under the agency, including blocks within Yerba Buena Center for the Arts environs, parcels in Mission Bay, holdings in Parkmerced, and mixed-use developments in South Beach. Assets included land, parking structures, low-income housing units overseen by providers such as Tenderloin Neighborhood Development Corporation, and contracts with cultural institutions like the San Francisco Museum of Modern Art and Asian Art Museum. Transfers required coordination with entities including the San Francisco Port Commission, San Francisco Unified School District, and transportation partners like Caltrain and Bay Area Rapid Transit.
Successor bodies inherited outstanding obligations including tax allocation bonds, contingent liabilities from developer agreements, and portfolio obligations tied to affordable housing covenants. Bond instruments issued during the redevelopment era involved underwriters and trustees connected to firms operating in municipal finance and were subject to oversight by the California Debt and Investment Advisory Commission. Revenue streams from redirected property tax increment were reconciled with county obligations administered by the County of San Francisco Office of the Treasurer & Tax Collector and affected budgetary relationships with the San Francisco General Fund and special districts. Audits and fiscal reports were reviewed by the California State Controller and municipal auditors to determine settlement obligations with school districts and other taxing entities.
Litigation proliferated around dissolution, asset disposition, and claims of contractual breach. Key lawsuits involved the California Redevelopment Association, municipal claimants, and developer plaintiffs asserting rights under development agreements and theories grounded in Contract Clause jurisprudence. Cases proceeded in venues including the California Courts of Appeal and provoked review by the California Supreme Court on statewide dissolution measures. Locally, suits addressed relocation assistance, environmental review obligations under California Environmental Quality Act, and compliance with affordable housing covenants enforced by organizations such as San Francisco Housing Authority and community legal clinics.
The successor framework influenced affordable housing preservation, neighborhood displacement, and public-private partnerships. Outcomes affected projects developed with partners such as MidPen Housing, outcomes in Bayview-Hunters Point, and strategies for inclusionary housing advanced by the Mayor's Office of Housing and Community Development and advocates like Ellen Lee-type community leaders. Transfers to nonprofit operators mitigated risks for some low-income units, while contested asset sales and fiscal constraints limited reinvestment in infrastructure projects tied to transit-oriented developments near Transbay Terminal and Embarcadero. Policy debates involved coordination with state initiatives like Proposition 1C and local measures overseen by the San Francisco Planning Commission and energized stakeholders including neighborhood associations and advocacy groups.
Category:San Francisco organizations