We All Belong in Alameda County
Measure A1 is Alameda County’s voter-approved General Obligation Bond to create and preserve affordable housing for the residents most in need: seniors, veterans, people with disabilities, families, and frontline workers.
What is Measure A1, and why did we need it?
We have a housing crisis in Alameda County. Between 2010 and 2015, state and federal funding for affordable housing decreased by 89%, and when California ended redevelopment in 2012 the County lost $58 million annually for affordable housing efforts. The County and its cities faced a shortfall of more than 60,000 homes affordable to low‑income families.
Alameda County stepped up. In November 2016, voters overwhelmingly approved the Measure A1 General Obligation Bond, 73% in favor, providing $580 million to create or preserve at least 3,800 affordable homes countywide. The bond funds must be used for “the purchase and improvement of real property to create and preserve affordable housing.”
Every A1 dollar leveraged roughly seven more from state, federal, and private sources, building $3.4 billion of construction investment in Measure A1 projects on the County’s gap capital. As of June 30, 2024, the Annual Report 5 cutoff, 70% of the bond ($405.5 million) had been expended; the live expenditure dashboard carries the total to $441.2 million (76%) through FY24/25, with administration held to 7.9% of spending against the 10% authorization. All the while, A1 has helped families buy homes, kept seniors safely in the homes they own, and moved people experiencing homelessness into permanent housing.
“In the face of a rising housing crisis, Measure A1 has been instrumental in providing critically needed affordable housing for individuals, families, and homeless residents throughout Alameda County. We have also ensured complete transparency through independent audits and taxpayer oversight.”
– Supervisor Wilma Chan, District 3 · Chair, Housing Subcommittee
How the $580 million bond is allocated
The $580 million bond by program. Board actions moved $10 million from Renew AC to AC Boost (FY2023–24) and $14.0 million from Homeownership Development to the OakDays and Edes Avenue conversions (FY2024–25); transfers net to zero against the $580 million total.
Measure A1 serves seniors, veterans, people with disabilities, families, frontline workers, and people exiting homelessness in all five supervisorial districts, reaching every city in the County through its rental and homeownership programs together.
The story of Measure A1
Ten years after voters said yes, Measure A1 has grown from a countywide vote into a full family of housing programs. The story runs from the collapse of redevelopment funding through the 73% vote, the first buildings, a pandemic pivot that turned hotels into homes, and a reinvestment plan now carrying the work into its second decade. Twelve chapters, each with the moment it marks.
Read the full ten‑year story
Redevelopment ends; funding collapses
California dissolves redevelopment agencies, costing Alameda County $58 million a year for affordable housing. State and federal funding falls 89%, leaving a shortfall of more than 60,000 affordable homes.
Voters approve Measure A1 with 73% support
The $580 million General Obligation Bond passes, with a goal of creating or preserving at least 3,800 affordable homes. The Board of Supervisors establishes an independent Oversight Committee to review expenditures and report.
$580M Bond
Program policies adopted; implementation begins
HCD, in consultation with community leaders, stakeholders, and the public, designs the program framework: a Rental Development Fund with Base City and Regional Pool allocations, homeownership programs, and an acquisition fund for nimble preservation. Hello Housing is selected as AC Boost administrator through competitive RFP; Habitat for Humanity East Bay/Silicon Valley is recruited to run Renew AC.
RentalHomeownership
First bonds sold; AC Boost lotteries launch
The County issues the first series of A1 bonds. AC Boost conducts its first two application lotteries in May 2019, and Rental Development RFPs commit funds rapidly to a countywide project pipeline.
Issuance 1
The first Measure A1 building is completed
Coliseum Connections opens beside the Coliseum BART station in Oakland. 110 mixed‑income homes and Measure A1’s first completed development, an emergency‑funded project that broke ground before the first bonds were even sold. Grayson Apartments in Berkeley and La Vereda in San Leandro follow within the year, beginning a steady rhythm of openings that continues today.
Rental
The acquisition fund splits into two programs
The original $35 million acquisition allocation is restructured into the Innovation & Opportunity Fund: a $25 million Acquisition & Opportunity Fund providing over‑the‑counter predevelopment and site‑acquisition loans to pre‑approved developers, and a $10 million Innovation Fund reserved for new approaches to affordable rental housing.
Innovation & Opportunity
Second issuance completes the $580 million
With the 2021 issuance, the entire voter‑approved authorization is in hand. Through the COVID‑19 pandemic, A1’s rapid commitment of funds keeps the multifamily pipeline moving when it is needed most.
Issuance 2
Acquisition funds power Project Roomkey & Homekey
When COVID‑19 made congregate shelters unsafe, Project Roomkey moved unhoused residents into hotel rooms, and Project Homekey offered a once‑in‑a‑generation chance to buy those hotels and make the housing permanent. Measure A1’s Acquisition & Opportunity Fund provided the fast, flexible local capital to leverage the state’s Homekey grants: its first awards converted two Oakland hotels on Edes Avenue, OakDays and Edes Avenue Community Apartments, into 244 permanent homes, including 240 County‑restricted affordable units protected for 55 years, with construction beginning in October 2024. In FY2024/25 the Board reinforced the conversions, moving $14.0 million from Homeownership Development to the Rental Development Fund for OakDays and Edes Avenue. A critical piece of the County’s homelessness response and its permanent housing supply: emergency COVID shelter made lasting, at a fraction of new‑construction cost.
Acquisition & OpportunityHomelessness Response & Housing
Funds move from Renew AC into AC Boost
Responding to demand: deep waitlists of qualified first‑time homebuyers alongside a slower pace of home‑preservation lending, the Board moves $10 million from Renew AC into AC Boost, bringing allocations to $60 million Boost and $35 million Renew, and raises the Renew AC loan ceiling from $150,000 to $200,000. Both programs keep serving their target households.
Homeownership
Tax‑defaulted properties & emerging developers
The Innovation Fund releases its first program dollars: a tax‑defaulted property loan program that returns delinquent parcels to productive affordable use, and a predevelopment program for emerging developers that works to extend the affordable housing pipeline to smaller, community‑rooted builders.
Innovation
SHIFT launches; 10‑Year Housing Plan adopted
The Board adopts the Alameda County 10‑Year Housing Plan (July 22, 2025). HCD launches SHIFT, the Scalable Housing Infill Funding Toolkit, a first‑of‑its‑kind pilot using pre‑permitted designs, streamlined approvals, and recent state law to build 4–16 unit infill projects at roughly 25% below typical subsidized cost. Inspired ADUs is selected as design partner; the first SHIFT funding round is anticipated in 2026.
InnovationRental
Program Income Expenditure Plan
A1 loans repay, and invested bond proceeds earn interest: roughly $48 million in Program Income to date. The Board’s Health Committee recommends (January 26, 2026) a formal expenditure plan reinvesting these returns into proven and innovative programs: affordable rental development, SHIFT, a Cares First Jails Last capital fund, and a senior ADU homeownership program. See the plan ↓
Program Income
Annual Report 5 moves toward publication
Annual Report 5, covering FY22/23 and FY23/24 with data as of June 30, 2024, goes before the Citizens’ Oversight Committee for approval, then to the Board’s Health Committee in September and the full Board of Supervisors in November. The accessible PDF, print edition, and web version publish after approval. Until then, the report is a Draft for Oversight Committee Approval, and this page invites Committee feedback below.
ReportingA decade of Measure A1
November 2026 marks ten years since Alameda County voters approved Measure A1 with 73% support. Ten years on: thousands of homes built and preserved, hundreds of families in first homes, and a reinvestment plan carrying the work into its second decade.
AnniversaryThe Measure A1 program areas
Three program families, one goal: creating and preserving affordable housing for the residents most in need. Each has evolved over the life of the bond, expand “How this program has evolved” to see the story.
The Rental Development Fund
The largest A1 program creates and preserves affordable rental housing for extremely low‑ and very low‑income households across the County. It is split between a $225M Base City Allocation, a share for every city plus the unincorporated area, based on current and future housing need, and a $200M Regional Pool awarded through competitive RFPs in four County regions. The fund serves households at 20% AMI or below, or low‑income households below 60% AMI, from target populations including seniors, people experiencing homelessness, essential workers, veterans, people with disabilities, transition‑aged youth, and people returning from incarceration. Projects stand in 13 of the County’s 14 cities, in the unincorporated communities of Ashland and Castro Valley, and in all five supervisorial districts; Piedmont, which has no A1 rental development, is reached through the homeownership programs. 724 homes were delivered during the reporting period, and 969 more are under construction or in pre‑development. Over each project’s 55‑year term, every dollar of A1 capital returns an average of $10.56 in rent relief to residents.
Homes for people exiting homelessness
Nearly one in three A1 rental homes is committed to people exiting homelessness, the supply the County’s homelessness response places people into.†
How this program has evolved
- 2017–19Base City and Regional Pool RFP rounds launch; funds commit rapidly to the countywide pipeline through the pandemic.
- 2021Full issuance completes the fund; commitments continue as projects close financing and begin construction.
- 2026Under the proposed Program Income Expenditure Plan, $24.4M (56%) of program income is reinvested into affordable rental development, extending the fund beyond the original bond.
The Innovation & Opportunity Fund
Built for speed and experimentation. The Acquisition & Opportunity Fund ($25M) gives pre‑approved nonprofit developers over‑the‑counter, short‑term predevelopment and site‑acquisition loans so they can move as fast as the market to preserve affordability and prevent displacement. The Innovation Fund ($10M) backs new approaches to producing affordable rental housing for the same income levels and target populations as the Rental Development Fund.
How this program has evolved
- 2019–20The original single acquisition allocation is split into two programs: Acquisition & Opportunity, and Innovation, separating fast‑acting preservation capital from a dedicated fund for experimentation.
- 2024Innovation funds are released for a tax‑defaulted property loan program, converting delinquent parcels into affordable housing opportunities.
- 2024–25Innovation funds launch a predevelopment program for emerging developers, lowering barriers for smaller, community‑based builders to enter the affordable pipeline.
- 2025SHIFT launches: pre‑permitted 4–16 unit infill designs, streamlined approvals, and modern state law (SB 9, SB 4) to build below‑market homes at roughly 25% less than typical subsidized cost. First funding round anticipated in 2026, with $7.4M (17%) of program income proposed for SHIFT development.
AC Boost · Renew AC · Homeownership Development
Homeownership is the cornerstone of wealth building for most families. AC Boost (the Down Payment Assistance Loan Program, administered by Hello Housing) makes shared‑appreciation loans of up to $210,000 to first‑time homebuyers at or below 120% AMI who live or work in the County, with preferences for educators and first responders. Renew AC (the Home Preservation Loan Program, administered by Habitat for Humanity EB/SV) provides 1% deferred‑interest loans up to $200,000 so seniors, people with disabilities, and low‑income homeowners can fix health and safety conditions and stay in their homes. The Homeownership Development Program supports the construction of new affordable for‑sale homes. Post‑transfer allocations are $60 million AC Boost, $35 million Renew AC, and $11.0 million Homeownership Development (as of June 30, 2024).
How this program has evolved
- 2018–19Hello Housing selected as AC Boost administrator; first two lotteries held May 3, 2019. Habitat for Humanity launches Renew AC.
- Dec 2023The Board moves $10 million from Renew AC into AC Boost, bringing allocations to $60 million Boost and $35 million Renew, matching homebuyer demand (12,555 households pre‑applied across three lotteries), and raises the Renew AC loan ceiling to $200,000.
- FY23/24A record reporting period: 128 AC Boost loans and $24.7 million disbursed, more than the first three years combined, and 62 Renew AC home repairs (as of June 30, 2024, Annual Report 5).
- TodayProgram to date per the live homeownership dashboard: 270 homebuyers assisted and 174 home repairs funded.
- 2024–25Homeownership Development funds support new for‑sale projects, including transfers supporting projects such as Sequoia Grove.
- 2026The proposed Program Income plan dedicates $3.1M (7%) of homeownership program income to a new senior ADU Homeownership Development Program, financing lot splits and senior‑accessible new homes for up to 20 households.
Projects
All 56 Measure A1 rental developments, mapped. Colors show status, marker size shows Measure A1 investment. Click any marker for its Measure A1 project summary.‡
Project list (accessible text version of the map)
| Project | City | Homes | Status | Summary |
|---|
The next chapter: reinvesting Program Income
Beyond bond proceeds, A1 earns returns: interest on invested proceeds and repayments of rental and homeownership loans. The proposed Program Income Expenditure Plan puts about $43.4 million back to work, with priorities and program models shaped by community feedback and by insights gleaned from ten years of effective administration, aligned with the voter‑approved program and the County’s 10‑Year Housing Plan.
Where the income comes from
| 2019 & 2022 issuance interest earned | ~$43,000,000 |
|---|---|
| Homeownership loan repayments | $3,121,689 |
| Rental development loan repayments | $1,900,569 |
| Interest earned on program loans | $218,538 |
| Total collected to date | $48,240,796 |
| Less administration (10%) | ($4,824,080) |
| Available to allocate to programs | $43,416,716 |
Where it’s proposed to go
The plan reinvests returns into proven strategies while leveraging lessons from A1’s first decade, keeping every dollar working toward the purchase and improvement of real property to create and preserve affordable housing. Recommended by the Board’s Health Committee on January 26, 2026; pending Board adoption.
Built on a decade of lessons: the 10‑Year Housing Plan
Adopted by the Board of Supervisors on July 22, 2025, the Alameda County 10‑Year Housing Plan is grounded in the experience of deploying Measure A1: what a decade of building, lending, and preserving taught the County about moving capital quickly, braiding funding sources, and reaching the households with the deepest needs. The Plan takes stock of a decade of change in the County’s housing landscape and charts an ambitious, inclusive path to efficiently and effectively address our persistent challenges: high housing costs, displacement, and homelessness. The Program Income Expenditure Plan is one of its first implementing actions; each reinvestment priority maps to a Plan strategy, from deepening the rental pipeline to piloting scalable infill and senior homeownership models.
Accountability
The Board of Supervisors built oversight into Measure A1 from day one. Every dollar is tracked, audited, reported publicly, and reviewed in open meetings anyone can attend.
Citizens’ Oversight Committee
An independent committee reviews all Measure A1 expenditures and reports its findings to the Board and the public.
Committee composition
A volunteer body of 15 members representing community stakeholder groups, mandated by the bond measure and empowered by the Board of Supervisors under a Board‑approved committee structure (2016). The Committee reviews expenditures, reviews program outcomes, and compiles the Annual Reports. Meetings are public; the full roster and seat list are posted with the meeting calendar.
Independent audits
Annual independent financial audits verify that bond funds are spent on the purchase and improvement of real property to create and preserve affordable housing.
What the audits cover
Bond funds must be used for “the purchase and improvement of real property to create and preserve affordable housing.” Administration (staff, program administrators, consultants, and bond issuance) is capped at 10% of proceeds over the bond’s ten‑to‑twelve‑year implementation (expected complete FY 2027/28). Administration stands at 7.9% of expenditures to date.
Annual & live reporting
Published Annual Reports document every reporting period since January 2017, complemented by live digital dashboards tracking expenditures, projects, and loans.
Two layers of reporting
The Oversight Committee compiles Annual Reports for each reporting period: program progress, expenditures, and project summaries (published in English, Simplified Chinese, and Tagalog). Between reports, the live dashboards below carry the accounting forward: every expenditure to the Auditor ledger, every rental project’s capital stack, and every homeownership loan, updated as administrator and fiscal data arrive.
Labor compliance
A dedicated program monitors prevailing-wage and local-hire requirements on A1-funded construction and reports results to the Board.
Workforce, by the numbers
Measure A1 construction has generated 4.18 million job hours, 30,762 jobs, and $238.7 million in wages and benefits, every hour at state prevailing wage (as of June 30, 2024, Annual Report 5). Local hire attainment is 41% and equity priority 12% on the Housing Plan (July 2025) basis; the compliance‑system basis runs higher at 43.0% and 22.8%. Projects meeting County thresholds build under a Project Labor Agreement with the Building Trades Council.
Explore the data yourself
Three interactive dashboards track Measure A1 in detail: every expenditure, every project, every loan.
Expenditure Accounting
Cumulative spending by program, fiscal year, and cost center, reconciled to the bond’s $580M authorization. Refreshes as fiscal data arrives and can run past the June 30, 2024 report cutoff.
Open dashboard →Homeownership Programs
AC Boost and Renew AC performance: loans closed, households served, and where they live across the County. Refreshes as administrator data arrives and can run past the June 30, 2024 report cutoff.
Open dashboard →Rental Development (capital accounting)
Every rental development project: units, funding, capital stacks, and leverage from other sources. Refreshes as projects close and can run past the June 30, 2024 report cutoff.
Open dashboard →Reports & resource library
Everything published on the Measure A1 website, in one place.
Annual Reports
Annual Report 1January 2017 – June 2018 (PDF) Annual Report 2July 2018 – June 2019 (PDF) Annual Report 3July 2019 – June 2020 (PDF)Attend an oversight meeting. Measure A1 Committee meetings are open to the public. Agendas, materials, and dates are posted on the Alameda County HCD calendar.
View meeting calendarStakeholder profiles
The people behind the numbers: homeowners, residents, providers, and the workers who build and run A1 housing.
Meet the people of Measure A1
Charlotte
I have always lived here. It’s roots, and it’s history, and it’s memories.
Charlotte grew up in her Hayward home and bought it from her parents. When rain was pouring into her laundry room, Renew AC repaired the roof, siding, windows, and interior, keeping a family home secure for the next generation.
Linda St. Julian
If I sold it, where would I go?
Linda has lived in her 1910 home for more than thirty years, the house her sister bought so their mother would always have a place to live. Renew AC delivered a new roof, an insulated kitchen, and a peaceful blue paint job; the same crew went on to paint three more houses on her block.
Marilyn
A home is like a piggy bank – this is what it looks like to pass wealth on to another generation.
A retired Head Start educator, Marilyn’s renovation brought her electrical up to code, restored her original 1932 cabinets, and replaced a triple‑layered roof. “I can sleep at night without worrying about a wiring fire.”
Jonetta
Since moving into my new apartment, my depression has gotten better… the relief has been great.
After fifteen years in a single room with only a microwave, Jonetta moved into Grayson Street Apartments: 22 affordable homes operated by SAHA, 17 set aside for people with disabilities, supported with $691,394 of Measure A1 funds.
Nancy Pelayo
They walked into their new living room, hugged each other, and they all cried.
With $4.6 million from the Rental Development Fund, MidPen expanded Kottinger Gardens from 50 to 131 senior cottages and apartments serving households from 20% to 60% AMI. Nancy lives on site, managing leasing and building community.
Dr. Christine Ma
One of the most basic ways to feel stable is to know where you will sleep at night.
Dr. Ma cares for children in housing‑unstable families and sees the toll instability takes on health and development. Her prescription is the one A1 exists to fill: “One important way to stabilize a family is to give them a place that they can call home.”
Comment on this draft
This page and Annual Report 5 are drafts for Oversight Committee review. Committee members and the public can send feedback on any section here.
Submitting opens a pre‑addressed email in your mail app; your comment travels in the message body. Feedback goes to Alameda County HCD’s Measure A1 team.
Notes, sources & methodology
* Statistic bases (Annual Report 5 vs. live dashboards)
Every statistic on this page carries a declared basis, shown in its dotted‑underline tooltip: either as of June 30, 2024 (Annual Report 5, Draft for Oversight Committee Approval) or program to date (live dashboard, with its refresh date). The two bases never mix unlabeled on one surface. Headline figures anchor to Annual Report 5; the live dashboards carry each figure forward, and the expenditure dashboard reports $441.2M expended (76% of the bond) through FY24/25 against AR5’s $405.5M (70%) as of the cutoff.
Card figures: Rental Development 57 projects, 4,271 homes, $414.9M committed and 724 delivered (AR5). AC Boost 237 loans and $40.6M disbursed, 68% of the $60M post‑transfer allocation; Renew AC 127 loans, $16.6M committed, $14.9M drawn (all AR5). Innovation & Opportunity 24% expended is live‑basis (expenditure dashboard through FY24/25): $8.2M of Acquisition & Opportunity activity, with no Innovation Fund expenditure line to date. Embedded subsidy figures use the Clean Embedded Subsidy Model ruled values: $2.83B lifetime rent relief ($2.14B in A1‑restricted homes), $10.56 per Measure A1 dollar and $5.84 per local subsidy dollar, each an average of project‑level ratios, nominal and undiscounted over the 55‑year term.
† Formerly homeless units within the 4,271 total
The rollover calls out the 1,360 units committed to formerly homeless households within the 4,271 total, per project population commitments. Population and AMI categories overlap (a supportive unit is typically also a 20% or 30% AMI unit), so a single non‑overlapping breakout is shown rather than a full unit‑mix pie; the complete unit composition by AMI level and population lives on the rental dashboard’s Units & Populations tab. The bond’s “20% at 20%” pledge separately dedicates one in five rental units to households at 20% of Area Median Income.
Fund transfers & open flags
Post‑transfer allocations follow Annual Report 5: Board actions moved $10 million from Renew AC to AC Boost (FY2023–24) and $14.0 million from Homeownership Development to the OakDays and Edes Avenue conversions (FY2024–25); transfers net to zero against the $580 million total.
Open flags, both values shown, for ruling: (1) the live homeownership dashboard carries the December 2023 reallocation as $61M Boost / $34M Renew, while Annual Report 5 rules $60M / $35M; this page follows AR5. (2) Annual Report 5 counts 57 rental projects committed; the capital dashboard (v21) carries 56 projects, and the map below plots the dashboard’s 56. (3) The Annual Report 5 brief describes rental projects in “every city”; the capital dashboard (v21) places the 56 projects in 13 of the County’s 14 cities plus Ashland and Castro Valley, with no rental development in Piedmont, while the homeownership dashboard reports households assisted in 15 cities plus the unincorporated County. This page states the dashboard geography and credits every‑city reach to the two program families together. (4) Local hire attainment is 41% with 12% equity priority on the Housing Plan (July 2025) basis; the compliance‑system basis runs 43.0% / 22.8%; both appear with labels in the labor rollover.
‡ Projects map dataset & summary links
All 56 projects, coordinates, unit counts, Measure A1 investment, and statuses come directly from the capital dashboard (v21): coordinates geocoded from the County project websites workbook (4 locations are approximate and say so in the popup), and status derived from construction start and completion dates as of July 1, 2026, 41 completed, 8 under construction, 7 in predevelopment. The minimalist basemap (Esri Light Gray Canvas, with an automatic OpenStreetMap fallback; replacing CARTO Positron, whose free tiles began requiring an API key), status colors, and investment‑scaled markers follow the dashboard’s map conventions.
Summary links: each popup’s primary link is the official Measure A1 project summary from measurea1.acgov.org/rental-project-summaries/, matched by the project name captioned under each summary thumbnail; the developer or partner page appears as a secondary link where one exists. 50 of 56 projects have a published summary; Berkeley Way and BFHP Hope Center share one combined summary. Name variations were reconciled to the dashboard’s project names (e.g., “Bermuda Gardens” = The Manzanita; “Regional Street” = Clover Terraces; “Albany Family” = Verana Hill; “Douglas Ford” = Doug Ford Community Apartments; the summaries page’s “1245 McKay” = the dashboard’s 1247 McKay). Six projects have no summary published yet, noted in their popups: OakDays, Edes Avenue Community Apartments, 15101 Washington Avenue, Stardust Gardens Family Apartments (RESHAP), 95th & International, and the Tri‑Valley REACH ADU project (the summaries page’s Tanager ADUs entry has not been posted).
Sources & notes
Content adapted from measurea1.acgov.org · high‑level accomplishments and Program Income figures from the draft MA1 Program Income Expenditure Plan board letter · SHIFT details from Alameda County HCD announcements (2025) · Oversight Committee composition from the HCD meeting calendar and Administration pages · topline figures verified against the expenditure, homeownership, and rental dashboards (reporting through May–July 2026) · program income “interest earned on program loans” combines rental ($88,919) and homeownership ($129,619) interest lines · leverage of $7 : $1 is non‑County dollars per Measure A1 dollar, consistent with the published Annual Reports; County conduit bonds are classified as private debt · project photography (Casa Sueños, Lazuli Landing, Timber Senior Housing, Edes Avenue, The Vineyard, Depot Community Apartments) and lifestyle imagery from the Annual Report 5 photo set, embedded; stakeholder profile photos from the existing Measure A1 website · projects map basemap tiles © Esri and © OpenStreetMap contributors · the per‑dollar leverage KPI was retired from the headline strip per AR5 alignment; leverage remains described in prose with its basis in this note (non‑County dollars per A1 dollar, capital dashboard) · the feedback form submits via a pre‑addressed email to measurea1@acgov.org; confirm this inbox and submission path before the page goes before the Committee · accessibility: the page was reviewed and revised against Section 508 and WCAG 2.1 AA (the standard California AB 434 applies to public‑agency sites): contrast ratios raised to at least 4.5:1, skip link and main landmark added, statistic bases made keyboard‑operable, data tables given header semantics, an accessible text version of the projects map added, and the feedback form given an inline announced error state.