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New Housing for the Homeless Opens on Valencia

New Housing for the Homeless Opens on Valencia

 

Mission Local 
November 3, 2016 
By Laura Wenus

 

San Francisco’s Department of Homelessness and Supportive Housing announced Wednesday that 244 new permanent supportive housing units will come online over the next three months – 50 of them in the Mission District.

 

Valencia Street’s Crown Hotel, where units came online October 27 and prospective tenants are currently viewing its apartments, is one of three hotels now becoming available to help house people living on the streets and in shelters. The others will open later this year, and all three are managed by the Tenderloin Housing Clinic.

 

The units are aimed at housing individuals who have been homeless for a year or more and have disabling conditions, with some units reserved for veterans. Tenants are selected through a local coordinated entry program for federally subsidized units, and residents pay a third of their income, no matter the income.

 

In supportive housing units, residents have access not just to a permanent roof over their heads but on-site social services – which include case management to help tenants access entitlement benefits, health care, or even education depending on their needs.

 

Click here to read the full article. 

Success Stories

Outreach

In February 2021, a collaborative city and nonprofit team made up of: SFHOT, VA, Felton ICM and EMS6, worked together to house a vulnerable senior with schizophrenia who had been homeless in the Mission for 45 years. Bob* experienced homelessness when his first episode of schizophrenia began at the age of 30 years old. He lost everything: his job, family and stability. When Bob initially became homeless, he lived in his van for several years until he became ill and unable to maintain his vehicle. Through the journey of his return to stabilization, and outreach from SFHOT, Bob was in and out of hospital stays until the VA found Bob a SIP which could accommodate his ADL’s. After many attempts of housing offers, Bob successfully moved into the permanent supportive housing.

Problem Solving

Tanya* a mother escaping domestic violence with two young children came to San Francisco seeking a better life. She and her children spent five months at the Hamilton Family Shelter. Overwhelmed and struggling, she reached out to her mother in Georgia, who in turn contacted Homeward Bound for help. In a matter of days, Homeward Bound was able to get Tanya and her children safely on a Greyhound bus home to Georgia. Tanya called her Homeward Bound case manager from every state until she was reunited with her grateful mother. Once a client is reunited with friends, family or loved ones, Homeward Bound follows-up with phone calls and outreach.

During the holiday season, the Homeward Bound Team was called by a local hospital to engage with a client named Joe. Joe was homeless in San Francisco and had been using emergency hospital services consistently for general weakness. Joe was extremely confused and soft spoken and it was challenging for the team to understand him. It was finally determined that Joe was from Texas and Joe gave the team permission to contact his family. San Francisco law enforcement reached out to Texas police to track down Joe’s son. Within a short timeframe Joe’s son called asking for details on Joe’s condition and about arrangements to get Joe home to Texas. Joe’s weak condition was of great concern to the Homeward Bound team and the consensus was that Joe would not be able to tolerate a three day bus ride home.

A phone call was made back to Joe’s son to see if he could come out earlier than planned. He agreed and booked a plane ticket immediately stating that he would arrive at SFO and stay the night. He would then rent a vehicle and drive back with Joe. Upon the Darrival of his son, Joe was very overwhelmed with emotion and was relieved that he was there. The Homeward Bound Team was able to assist the nurse in getting Joe ready for his trip home to Texas and walked Joe and his son to their car while wishing them a safe journey.

“Moments like these overpower so much of the heartache we see,” said Homeward Bound team member, Charlene Gandy. “We were determined to find a way to get Joe back to his family and it was powerful to witness this reunion.”

Coordinated Entry

Barry*, a San Francisco native, recently moved into his new home after experiencing homelessness for over two years.  After his divorce, Barry alternated between couch-surfing, staying in shelters, and living on the streets.  He suffered a stroke, which resulted in him having significantly limited mobility and difficulty speaking.  During the COVID-19 pandemic, Barry received a room at a Shelter-in-Place hotel operated by Episcopal Community Services.  With the assistance of Adult Coordinated Entry, he secured permanent supportive housing, and he says he is delighted to “move forward and live my life” now that he has housing stability.

Shelter

Kelly* was excited to pick new baby blue sheets for her first night at the City’s newly opened Lower Polk TAY (18-24) Navigation Center. She’s looking forward to taking advantage of the services offered through Third Street Youth Center & Clinic and Success Centers and one day hopes to attend law school here in San Francisco.

HSH first encountered 39-year-old, Thomas*, through the Encampment Resolution Team in October 2019. Thomas was born in the U.S. but raised in Hong Kong with his Mother until the age of 17. He moved back to the U.S. alone to attend college at San Francisco State. Starting a chapter all alone continents away from any family members had its ups and downs.

Unfortunately, his feelings of loneliness turned into depression which led to addiction and then homeless in 2011. Thomas worked odd jobs off and on, but they were hard to keep while living on the streets. After nine years of being on the streets of San Francisco, he accepted help from the San Francisco Homeless Outreach Team. He expressed himself to the team with the powerful statement, “I can’t do this anymore.”

HSH was able to get Thomas connected with shelter services. When his reservations ended, he went back to the streets. On nights it was too cold to be in a tent, he would stay in a vehicle with friends. During the day, he would work odd jobs to save up enough to purchase a car where he would sleep.

It was a perilous journey for him. He lost many cellphones sleeping outside so it would sometimes be months that he would be out of contact. The San Francisco Homeless Outreach Team was finally able to support him and he was placed in a stabilization room at the Kean hotel earlier this year and from there HSH was able to work with him toward permanent housing .

A huge success milestone was achieved in September 2021 when Thomas was permanently housed at the El Dorado Hotel. He also went on to connect with an organization that helps people secure employment opportunities. Although it was not a simple or quick turnaround, it was a great success, and he is extremely thankful for the San Francisco Homeless Outreach Team and all the other organizations that helped him on this journey to his goals: housing and employment.

Housing

86-year-old Grant (U.S. Navy), and his daughter, Regina, 65 (U.S. Air Force Reserve), are celebrating a very special Father’s Day. It’s their first Father’s Day living together in the new Maceo May permanent supportive housing for Veterans, managed by the nonprofit Swords to Plowshares. Grant joined the Navy as a young man before finishing college and launching a decades-long successful career in the Computer Software business. However, his struggles with memory loss and other health issues eventually spiraled into homelessness.

Like her Dad, Regina was drawn to military service and joined the Air Force Reserve in the mid-1970s. After her military service, Regina struggled as a young single mother in San Francisco. Despite working as a Nursing Aid, her safety net of savings depleted quickly when she had to rely on hotel accommodations when affordable apartments were inaccessible. In 2016, she connected with social services who referred her to Swords to Plowshares’ Service Center at 1060 Howard Street. When she shared her story at a support group there, a Swords to Plowshares staffer immediately acknowledged her identity as a veteran and connected her with housing support. “Swords offered so much care and support that I could start crying,” says Regina.  

After briefly bunking with her dad in his cramped one-bedroom during the pandemic, Regina and Grant took Swords to Plowshares staff’s advice and applied to their newest housing development, the Maceo May Apartments. Located on Treasure Island, its 104 units include multi-room residencies for veterans with families. Father and Daughter moved in May 2023, quickly after the building opened. Now they have their own bedrooms, a private bathroom, and a kitchen. Regina describes the offer as, “winning the lottery.”   

“To put an end to veteran homelessness in San Francisco, programs need to include housing that can provide for families,” says Colleen Murakami, Chief Development Officer at Swords to Plowshares. “It’s an honor to be able to provide a dignified place for families like Regina and Grant to stay connected.” 

Today, father and daughter enjoy folding laundry together, taking in the view on the second-floor observation deck, and socializing with other Veterans. “My favorite word is fun,” says Grant. “And it is fun living here.” 

Over the holidays we were able to transition, Brenda*, a 59 year old woman, who had been homeless her entire life, from a SIP hotel into permanent supportive housing. Brenda signed her lease on December 30th and rang in the new year in her new home. One of Brenda’s greatest joys is finally being able to cook again. Nonprofit Brilliant Corners provided the woman with kitchenware and she was able to cook her favorite dish, collard greens. As an older homeless woman who uses a walker, Brenda struggled on the streets and had trouble hanging onto her belongings and phone. Today, with stable permanent housing, Brenda is grateful to make homecooked meals to drop off for her friends.

Caressa, a 40 year old Asian Filipino transgender woman experiencing homelessness, spent most of January in the hospital with COVID before recovering in temporary housing at a Shelter-in-Place hotel. While grateful for the medical care, she longed for a more permanent residence. In late March, just before she celebrated Easter, Caressa got her wish and was approved for a permanent supportive housing unit at the Granada Hotel, a hotel purchased though the State’s Project Homekey funding. In addition to her unit, Caressa receives caregiving services twice a week through Homebridge. Homebridge provides care, laundry service, and cleaning to keep Caressa’s space neat and tidy. Caressa also receives meal delivery every afternoon. Her favorite meals include tuna casserole, lasagna and fish sticks. She’s especially appreciative of the regular diet of vegetables and fruit. “It’s a relief to have food and a stable place to live,” says Caressa. “Thank God I have a roof over my head and don’t have to be out in the cold.”


Dante grew up in San Francisco with his extended family, including his Grandmother. As an adult his life became less stable and through a series of low level offenses, he became involved in the Community Justice Court (CJC) program. Although Dante began to stabilize, his housing situation became precarious and he spent time in shelters and sleeping rough on the streets. After graduating from the CJC program the judge and staff helped Dante connect with the city’s Emergency Housing Voucher program, which provides assistance in finding housing within 90 days. Dante recalls this as one of the greatest moments of his life. After three years of very dark times, including an infected almost amputated leg, Dante was on a journey to housing. He found his dream home in the Nob Hill neighborhood and is grateful to have his own kitchen and private bathroom. Dante says the best thing about having a home is that he can know focus on his health and take better care of himself. He is looking forward to getting back to work and possibly going to school to become a counselor. Dante would like to help others and give back to the San Francisco community that supported him when he needed it most
.

David T. was born and raised in San Francisco. Growing up in the Visitacion Valley projects, he played a lot of sports and thought he was going to be a pro baseball player. But despite his parent’s warnings not to get involved with drugs, David was soon in a cycle of using and selling. After the family home burned down, everything was gone and David found himself experiencing homelessness. David spent several years in a work program, but with his addiction increasing he was terminated from the program. Due to his health needs, David was outreached to and invited into the Shelter in Place (SIP) hotel program. Says David, “If it wasn’t for the SIP program, I don’t know where I’d be.” As part of the SIP program wind down, David was offered permanent supportive housing at 835 Turk Street. “When I walk through these front doors, I’m home,” David says of his new home. Today, David takes what he calls a safe walk – up the street to St. Mary’s Cathedral where he says he talks to God. He also visits the nearby park where he played baseball as a teenager. With stable housing, David is able to work on his detox plan to enter a 90-day program. “Without stable housing, I couldn’t get healthy,” said David. “Now that I’m home, I’m really feeling better.”

Originally from Ecuador, Rosa C, 67, lived on Church Street in San Francisco with her husband for 25 years. They raised their five children in the family friendly Noe Valley neighborhood. When Rosa’s husband passed away, she stayed on in their apartment, but the sudden death of her landlord soon led to her displacement. Although she fought the eviction in court, she was eventually forced to move out. A priest helped Rosa find a one room apartment in the Bayview, but the rent increased every month. The situation was not sustainable. Looking for housing stability, Rosa, who worked full time, took her savings, and purchased a used RV. She parked the RV in the Bayview and lived a block from her former apartment. An adult son stayed with her and helped with the vehicle payments.
The San Francisco Homeless Outreach Team (SFHOT) helped Rosa connect with the Bayview Vehicle Triage Center (VTC), where Rosa was able to safely park her RV and immediately begin accessing services. The Urban Alchemy team at the VTC made Rosa feel at home and provided much needed meals while she continued to work full-time.
On her birthday there was an unexpected knock on her RV door from Catholic Charities staff who Rosa calls, “God’s angels”. They told her about an Emergency Housing Voucher program that would allow Rosa to move into an apartment. Fearful of leaving her RV and the only stability she had known for more than a decade at the VTC; she nonetheless viewed the opportunity as “God’s blessing” and went to look at apartments. She found her new one bedroom home in the bustling Excelsior neighborhood using her Emergency Housing Voucher.
Nonprofit Bayview Hunters Point Foundation stepped in and supplied furniture, bedding, housewares and everything Rosa needed to turn her apartment into a home. Rosa says she’s relieved to leave the cold and uncertain street life behind. She feels safe in her new home and loves the social interactions with her neighbors. “That’s how I live,” she says today. “Happy and grateful to God for the good people he put in front of me and for the city that helped me.”

Housing Ladder

Fareedah Shabazz, the first tenant housed via Flexible Housing Subsidy Pool, had been back and forth between homelessness and incarceration for ten years, and most recently was residing at a Shelter-In-Place (SIP) Hotel in San Francisco. Despite barriers to housing, Fareedah’s case managers and housing coordinators worked diligently to ensure Fareedah was welcomed to her new home with open arms.

When longtime San Francisco landlord Wayne H. got a call from Brilliant Corners, a non-profit partner in the City’s Flexible Housing Subsidy Pool, he was intrigued. Wayne initially decided to limit his entry into the Flex Pool housing portfolio with just two vacant 1-bedroom apartments. “Sometimes people just need a helping hand,” says Wayne. Now, there is a growing, successful partnership between Wayne and Brilliant Corners. “If I had a concern, Brilliant Corners was hands on and responsive and that made the Flex Pool appealing to me,” explains Wayne. “Property managers don’t want to marginalize the tenants. We want to cultivate trust and sometimes a third party helps with that.” Today, Wayne has 20 rental units in the City’s Flex Pool program and he shares his positive Flex Pool landlord experience with other landlords. “It feels good to be helping and changing lives by getting people into housing,” says Wayne. “We’re all just people and everyone needs a place to call home.”

Neighbors

Thao believes in solving problems. As a matter of fact, he’s made a career out of solving problems for governments across the nation by modernizing operations like public meetings, public records, and public procurement. Thao describes his work as specializing in, “serving the people who serve the people.”  

Thao moved to San Francisco in 2005 as part of the New Orleans Katrina diaspora. He sampled many of the neighborhoods in SF including the Castro, SOMA, Glen Park and Potrero Hill. Thao describes his early years in San Francisco as magical. He sang with the Gay Men’s Chorus and participated in the Leatherman’s Discussion Group. But life was not without its challenges and Thao became caught up in a struggle with substance abuse. With support from friends, family, and the San Francisco recovery community, he came out on the other side with a deeply held commitment to both recovery and service. He says, “I found in San Francisco what it meant to be a part of a community that supports each other.”  

Eventually settling in Lower Nob Hill, the heart of the city, with his husband, Jack, Thao says he, “has seen both wonderful and heartbreaking things” in the most densely populated neighborhood of San Francisco. When a shelter for people experiencing homelessness at 711 Post was proposed, Thao’s neighborhood became very polarized. Says Thao, “I only heard the extremes of both sides, and they were so loud that most of the rest of us couldn’t hear each other.” Thao realized that there was a big gap of citizens in the middle and, in that middle, found a role for him and many others to play in addressing concerns while also helping the community “walk the talk when it came to creating an equitable neighborhood.”  

When asked to spearhead a newly formed Lower Nob Hill Neighborhood Alliance, Thao put his beloved chorus activities on hold to give his full attention to the new endeavor. Working in partnership with city departments, the local police precinct and District Supervisor Aaron Peskin’s office, Thao says, “If we really want to be the San Francisco we know we can be, we need to rally together. We need to hear and help each other.”  

Thao and the Lower Nob Hill Neighborhood Alliance have been a significant factor in the success of the 711 Post Street Shelter. The group continues to support the nonprofit partners operating the shelter while providing helpful suggestions and insights to city departments. Asked to give advice to other neighborhoods, Thao says, “You can create a voice much stronger than your own and affect the positive change you want by actively and directly participating in the process. It takes vigilance, mutual respect, and regular coordination between a cross section of many city departments along with residents, business, and students to lift each other up and achieve what we know we’re capable of achieving”  

Steven C. moved to San Francisco from Oklahoma 40 years ago for a career opportunity. Settling down in the Outer Mission/Excelsior neighborhood with his partner, Steven enjoyed the cosmopolitan feel of the city. An avid singer, he sang with the SF Symphony and with the choir at Grace Cathedral. 

As president of the local Neighborhood Association, Steven worked closely with the local police precinct and District Supervisor to address issues in the neighborhood. Steven is passionate about the issue of homelessness and says, “It makes me sad when people don’t give a darn about their fellow neighbor. We need to have pride and decency toward everyone in the neighborhood.” 

When a pilot Vehicle Triage Center (VTC) was proposed for Balboa Park Upper Yard, Steven was a leading proponent of the program from the beginning. He recalls feeling that it was “awesome to bring 40 people in off the street.” The neighborhood rallied behind Steven’s leadership and overcame initial trepidation about the VTC. The community was so welcoming that they donated a Christmas tree and presents to the appreciative Vehicle Triage guests. Steven would regularly drop off food from the SF Food Bank.  

Steven believes in getting involved and working with the city. His philosophy is to “work with the system and make it better.” When a VTC was proposed for Candlestick Point, Steven shared his positive experience by giving public comment in support of the project.  

Today Steven says that, “the VTC showed the community a solution to homelessness by humanizing and putting a face to the issue of homelessness.” 

*all names changed to protect client privacy

Leadership

Shireen McSpadden, Executive Director

Shireen McSpadden is the Executive Director of the Department of Homelessness and Supportive Housing for the City and County of San Francisco. She was appointed by Mayor London N. Breed in April of 2021, after a nation-wide search.

Her experience and connection to communities helps the Department meet its strategic goals of serving our most vulnerable residents.  Shireen has over 30 years’ experience providing services to people with disabilities and seniors, in both the nonprofit and public sectors. In 2020, she was recognized for her anti-ageism work by Time Magazine, named as one of 16 people and groups fighting for a more equitable America. She has served on several boards and committees including the Glide Foundation, the San Francisco Palliative Care Work Group, the California Association of Area Agencies on Aging and USAging.

As a member of Governor Newsom’s Master Plan for Aging Stakeholder Committee, Shireen helped shape California’s Master Plan for Aging. Shireen was appointed by Secretary Mark Ghaly to California’s Disability and Aging Community Advisory Committee. She also currently serves as a board member for Openhouse, which builds community by centering the voices of LGBTQ+ older adults. She is a founding board member for Capstone Community Solutions, which seek to help build communities through empowerment and indigenous leadership. She recently joined the Leadership Council of the National Alliance to End Homelessness.

Shireen holds a Master’s Degree in Nonprofit Administration from the University of San Francisco.

Marion Sanders, Chief Deputy Director

Marion Sanders, a public administrator and social worker, serves as HSH’s Chief Deputy Director.

 Homelessness is personal to her. Marion’s mother experienced several episodes of homelessness, including multiple stints on Skid Row throughout Marion’s childhood and career in homelessness services. She discovered the core reason for her commitment to ending homelessness in response to a question asked by her professor in a social work seminar course. The question was, “Who are you trying to save?” The answer for Marion, then, was her family. Her answer now is that she is trying to save the family system. 

She has spent the past decade as a systems leader and thought partner in the creation of effective programming and policy designed to remove barriers for people experiencing homelessness in Los Angeles County. She held various roles at the Homeless Outreach Program Integrated Care System (HOPICS); in her latest role as Deputy Director, she was responsible for a $30 million+ portfolio of services, including government and private funders. Marion is one of the original architects of the South LA Coordinated Entry System (CES). She developed the SPA 6 Demographic Report to monitor what homelessness looked like in South LA and keep stakeholders informed.

In 2022, she completed a policy fellowship with Urban Leader Fellows, working with the State of Indiana’s Office of the Chief Equity, Inclusion, and Opportunity Officer on a plan to embed equity and inclusion into the fabric of state government. 

Marion earned her Bachelor of Public Administration from CSU Dominguez Hills, her Master of Public Administration from CSU Long Beach, and her Master of Social Work from the University of Southern California.

Gigi Whitley, Chief Deputy Director for Administration and Finance

Gigi Whitley manages the HSH division responsible for Finance, Contracts, Information Technology, Human Resources, Facilities, and Data and Performance.

Gigi has worked in San Francisco government since 2006, starting in the Mayor’s Budget Office as both an analyst and as Deputy Budget Director. From 2009 to 2014, she served as the Chief Financial Officer and Deputy Director of the Mayor’s Office of Housing and Community Development, implementing the City’s first Housing Trust Fund and protecting more than $100 million in local affordable housing funding after the 2012 dissolution of the San Francisco Redevelopment Agency. During her tenure, she also worked on funding strategies for the HOPE SF Initiative and the plan to transform public housing in San Francisco. Most recently, she served as the Deputy Director for Administration and Finance at the Office of the Assessor-Recorder.

Gigi holds a Master’s degree in Public Policy from the Goldman School of Public Policy, University of California, Berkeley and a Bachelor’s degree from the University of Virginia. Prior to joining the public sector, she spent her early career as a local newspaper reporter in the Washington, D.C. area.

Anthony Bush, Chief Equity Officer

Anthony Bush is serving as the inaugural Chief Equity Officer for the Department. In this new role he will oversee all the training and equity work conducted by the department. His appointment underscores HSH’s commitment to ensuring equity within the homelessness response system.  

Most recently, Anthony was the Director of Diversity and Inclusion at St. Joseph’s Prep, an all-boys Jesuit school in the heart of North Philly. While there, he led student and staff-facing programming that increased community members’ cultural competencies on issues of race, misogyny, sexuality, privilege, and oppression.

Anthony’s passion for social justice began at a young age but was cemented during his senior year of high school when he was selected as a Posse Scholar to attend Dickinson College in Pennsylvania. There he majored in American Studies, and further developed his interest in social justice and identity. His concentration was race, gender, and sexuality. Anthony wrote his senior thesis on how queer black sexuality was silenced in the mainstream media via “No Homo” in hip-hop culture and the DL narrative in film. His thesis advocated for Black Queers to reclaim their voice, and take-up space with increased depictions of successful and nuanced representation in the media.

Anthony is a Los Angeles native, and is very happy being back on the west coast. He hopes his intersectional experience allows him to advocate for substantive change and shift the climate of HSH to ensure our values of Compassion, Courage, and Common-Sense are executed with Equity and Justice at the heart of all we do.

Emily Cohen, Deputy Director for Communications & Legislative Affairs

Emily Cohen serves as the Deputy Director for Communications and Legislative Affairs where she oversees internal and external communications, and legislative affairs.

Prior to rejoining HSH in March 2020, Emily served as Mayor Breed’s Policy Advisor on Homelessness where she focused on local, state, and federal policy to expand and improve the local Homeless Response System.  Before joining the Mayor’s office, she was the Manager for Policy and Special Projects at HSH from 2016-2019. In this capacity, she managed government affairs at the local, state, and national levels for the Department. Emily also supported the communications and community relations work of the Department, as well as serving as the Deputy Director of the Mayor’s Office of Housing, Opportunities, Partnerships, and Engagement (HOPE) under Mayor Ed Lee.

Nikon Guffey, HSH Director of Coordinated Entry, Prevention and Problem Solving

Nikon Guffey is the Director of Coordinated Entry, Prevention, and Problem Solving. She is a Bay Area native who grew up in San Francisco and the Peninsula. She began with the San Francisco Human Services Agency and has over two decades of work experience in social services, as well as non-profit experience as a mental health wellness coordinator. During her time with the San Francisco Human Services Agency she worked closely with family, youth, and young adults and co-lead many dynamic teaming structures, which include the Multi-Agency Services Team (MAST) and the Commercially Sexually Exploited Children (CSEC) Steering Committee for Family and Children Services. Nikon has also guest lectured at the University of San Francisco, Peralta College, and the College of Marin. 

Nikon holds a bachelor’s degree from San Francisco State University in social work; a master’s degree in clinical social work; and is a licensed clinical social worker (LCSW). Nikon values collaborative work and believes that with partnership housing insecurity can be rare, brief, and one-time. 

Dariush Kayhan, Deputy Director for Programs

Dariush has spent his career focused on housing and homelessness, including holding leadership roles at the San Francisco Human Services Agency, the San Francisco Housing Authority, the Mayor’s Office and currently, the Department of Homelessness and Supportive Housing. For over 20 years he has demonstrated his passion for ending homelessness and helping the City achieve its housing justice vision.

While at the Human Services Agency, in addition to managing the homeless system of care, he worked closely with the Mayor’s Office of Housing and Community Development and community-based organizations on the development of over 4,000 units of supportive housing, greatly expanding San Francisco’s supportive housing portfolio.

As Director of Homeless Policy for both Mayor Gavin Newsom and Mayor Ed Lee, he was the Mayor’s point person on citywide homeless policy, program development and overall services coordination.  In this role, he drove numerous citywide homeless initiatives including implementing Project Homeless Connect, the San Francisco Homeless Outreach Team, the Care Not Cash Program and the Hotel Master Lease Program.

While at the Housing Authority, Dariush served on the leadership team that implemented the Rental Assistance Demonstration (RAD) and HOPE SF programs, resulting in the rebuild and rehabilitation of over 3000 units of public housing.

During the pandemic, Dariush was one of the COVID Incident Commanders overseeing housing, shelter, and social services delivery to support a 2,000+ unit Shelter in Place (SIP) hotel portfolio, food delivery, shelter, and oversight of community-based organizations. He subsequently supervised the HSH team that managed the operation and demobilization of all 32 SIP hotels.

As Deputy Director for Programs for HSH, Dariush oversees the entire system of care supporting households experiencing homelessness to receive outreach, find shelter, connect to housing or find other solutions to their homelessness, and to remain stable within the department’s portfolio of over 12,000 units of permanent housing.

Salvador Menjivar, Director of Housing

Salvador Menjivar currently serves as the Director of Housing for the Department of Homelessness and Supportive Housing. In his position he oversees a portfolio of over 8,000 units of Permanent Supportive Housing and hundreds of housing subsidies under the Rapid Rehousing Program. He also oversees the Housing Ladder program and leads both the Family and Youth Implementation teams within HSH. 

Prior to HSH Salvador spent 11 years in the position of Executive Director at Beneficial State Bank Foundation, a socially responsible bank specializing in providing loans that promote affordable housing, renewable energy and financial services in low-income communities. From 1997 to 2007, Salvador served as Executive Director of Hamilton Families in San Francisco, where he pioneered Housing First and Rapid Re-Housing programs for homeless families and individuals. He became a passionate advocate for housing solutions for low income and homeless people during his time as Housing Director and Service Director at Catholic Charities. Salvador holds a degree in Economics and Politics New School University in New York and an M.B.A from the University of San Francisco. He has received several awards, including a local award from the Full Circle Fund for innovation in the development of affordable housing, and a National Achievement Award from the National Alliance to End Homelessness for his work on ending homelessness for families and children. During the last two decades Salvador has served on several Boards of Directors and City Commissions in the cities of San Francisco and Berkeley.

Home by the Bay: 2023-2028 Citywide Strategic Plan

Home by the Bay: An Equity-Driven Plan to Prevent and End Homelessness in San Francisco is the citywide strategic plan guiding the Department of Homelessness and Supportive Housing’s work from 2023 to 2028.

This page provides an overview of the Plan’s goals and key action areas.

Home by the Bay plan - 2023 -
Access a full PDF of the Plan.

Home by the Bay One Year Progress Report

The department of Homelessness and Supportive Housing launched our strategic plan one year ago. Our year one progress report showcases our achievements in the first year of this ambitious plan and outlines our priorities for year 2.

The Progress Report Shows:

  • Between July 2023 and June 2024, 5,256 people were supported to move from homelessness to housing.
  • 83% of people who exited homelessness between July 2021 and June 2022 did not return to the
    Homelessness Response System within 24 months.
  • Between July 2023 and June 2024, prevention services were provided to 8,235 people at risk of
    losing their housing and becoming homeless.

The progress report also notes that HSH is making progress on the system expansion goals, including:

  • Added 498 new shelter beds in year one and are on track to reach the goal of adding 1,075 new beds by May 2025. This accomplishment is tied to the Plan’s Goal #1 to decrease unsheltered homelessness.
  • Added 282 new units of housing for people leaving homelessness. This accomplishment is tied directly to Goal #1 to decrease homelessness.
  • Added capacity to serve an additional 600 households with homelessness prevention.

But our work is not done. We must do more while people are suffering on our streets. In year 2 of the implementation of Home by the Bay, we will focus on 12 core initiatives, on developing strategies for specific subpopulations of people experiencing homelessness, and will continue to build on our authentic engagement of people with lived experiences of homelessness to guide this work.

The City is making significant progress and we have more to do, but we cannot do it alone and need
more support from the state and federal government to bring our vision of housing justice to fruition.

Home by the Bay Year One Report

Home by the Bay Year One Report Presentation


The Home by the Bay Plan has five main goals:

Goal #1: Decreasing Homelessness

Reduce the number of people who are unsheltered by 50% and reduce the total number of people experiencing homelessness by 15%.


Goal #2: Reducing Racial Inequities and Other Disparities

Demonstrate measurable reductions in racial inequities and other disparities in the experience of homelessness and the outcomes of City programs for preventing and ending homelessness.


Goal #3: Increasing Number of People Exiting Homelessness

Actively support at least 30,000 people to move from homelessness into permanent housing.


Goal #4: Supporting People to Succeed in Housing

Ensure that at least 85% of people who exit homelessness do not experience it again.


Goal #5: Preventing Homelessness

Provide prevention services to at least 18,000 people at risk of losing their housing and becoming homeless

To achieve these goals, HSH is focusing on:

Quality

Improving our system by:

  • strengthening operations.
  • strengthening outcomes.

Quantity

Increasing the amount of resources available.

The plan advocates for prevention services to serve an additional 4,300 households, 1,075 new shelter beds, and 3,250 new slots of housing.


Strategic Plan Action Areas

Our work is organized into five main action areas.

1. Advancing Racial Equity and Housing Justice

We are focused on structural work to effect change, like:

  • Equity- and justice-focused data and analyses.
  • Collaborative partnerships and decision-making.
  • Building capacity internally and externally.
  • Empowering the leadership of impacted communities and people with lived expertise.
  • Creating or strengthening initiatives for people who are justice involved, transgender, or gender non-conforming.
This action area is tied to Goal #2: Reducing Racial Inequities and other Disparities.

2. Enhancing System Performance and Capacity

The actions in this area will improve the overall quality of the homelessness response system’s infrastructure and flow. 

  • Building and supporting provider capacity and sustainability. 
  • Enhancing performance management and accountability. 
  • Development of desk guides and policies. 
  • Implementing a redesigned Coordinated Entry system. 
  • Strengthening the quality, diversity, and utilization of data. 
  • Improving alignment of citywide strategies and resources.
This action area is tied to every goal in the Strategic Plan.

3. Strengthening Response to Unsheltered Homelessness

Our work in this area will focus on improving services for people on the street. 

  • Capacity Increase: Add 1,075 new shelter beds. 
  • Expand services and resources in outreach, crisis interventions, shelters, and transitional housing. 
  • Address health, behavioral health, and service needs of unsheltered people. 
  • Connect unsheltered people directly to housing. 
  • With other city departments, address community impacts and neighborhood concerns. 
This action area is tied to Goal #1: Decreasing Homelessness and Unsheltered Homelessness.

4. Increasing Successful and Stable Entries into Permanent Housing

Actions in this area will increase the quality and quantity of housing options. 

  • Capacity Increase: Add 3,250 slots of permanent housing (including permanent supportive housing, rapid re-housing, and shallow subsidies). 
  • Improve access to housing, including housing outside the homelessness response system. 
  • Enhance services to support housing stability. 
  • Implement new models for complex care needs. 
  • Expand work to support people to move from supportive housing into other housing they can afford. 
This action area is tied to Goal #1: Decreasing Homelessness and Unsheltered Homelessness, Goal #3: Increasing Exits from Homelessness, and Goal #4: Supporting Success in Housing.

5. Preventing People from Experiencing Homelessness

These actions will stop more people from having a housing crisis in the first place. 

  • Capacity Increase: Expand prevention services to serve an additional 4,300 households on top of current capacity between 2023 and 2028. 
  • Strengthen current prevention strategies and targeting. 
  • Enhance housing problem solving services for people at the cusp of homelessness. 
  • Created expanded supply of affordable housing units. 
  • Develop additional upstream prevention strategies. 
This action area is tied to Goal #5: Preventing Homelessness.

Expansion Targets and Cost Projections

We projected the costs of expanding the homelessness response system with these additional prevention, shelter, and housing resources.

Prevention for an additional 4,300 households.

1,075 new shelter beds.

3,250 new slots of permanent housing.

This expansion of the homelessness response system would require:

  • More than $607 million in additional funding during the five-year timeframe of the Plan.
  • More than $217 million in additional funding annually after the Plan’s timeframe. This amount would increase with inflation over time to sustain the new investments.

What Makes This Plan Different?

Equity-Driven Developed with active community engagement/stakeholder input processes and with the partnership of people with lived expertise of homelessness:

• Recruited and compensated Community Liaisons with lived expertise to design and implement engagement activities.

• Held surveys and focus groups with people currently and formerly experiencing homelessness.
Reflects Broad-Based Input• Input sessions with service providers, community leaders & stakeholders representing neighborhood groups, merchant associations, business community, and general public.

• Facilitated planning discussions with the HSH Strategic Framework Advisory Committee; the Local Homeless Coordinating Board; the Our City, Our Home Oversight Committee; and other entities.
Citywide in Scope• Developed with input from multiple City departments.

• Reviewed and considered relevant plans and reports.
Quantitative System Modeling• Used the best available data to project how changing the mix and scale of a packaged investment of shelter, housing, and prevention services will impact homelessness.

Additional Resources

  • Full Home by the Bay Plan
  • Home by the Bay Executive Summary
  • Home by the Bay Community Engagement Key Themes and Findings
  • Archived Strategic Planning

Contact HSH

General Information

  • For general inquiries about the department, please contact the Department of Homelessness and Supportive Housing at 628-652-7700 or dhsh@sfgov.org.  
  • Are you experiencing homelessness? Get information about how to access our services.
  • Do you want to express neighborhood concerns? Learn about our Citywide response systems and the best way to get in touch. 

Key Information for Clients

Client Record Requests

Clients who are requesting a copy of their own client records should submit the Client Records Request form:

  • Via email to hsh.privacy@sfgov.org or
  • Mail/drop off the form at HSH’s main office (440 Turk Street, San Francisco, CA 94102).
  • Form available in: Spanish (español) | Chinese (简体中文) | Filipino.

Email hsh.privacy@sfgov.org with questions.

Participant Grievance Policy

Housing and services providers are required to have an internal grievance procedure to handle complaints. Program participants must try to resolve the issue by raising the grievance directly with their provider. After a participant has exhausted the agency’s internal grievance procedure, the participant can file a grievance with HSH. Get more details in the HSH participant grievance policy, available in English, Spanish, Chinese, and Filipino.

If a participant has reason to believe they received: (1) unsatisfactory services or poor treatment, (2) discrimination occurred, and/or the (3) program/procedure was unfair, they should submit a written grievance with the following information:

  • The type of grievance they are filing (unsatisfactory services/poor treatment, discrimination, or unfair procedures).
  • Names of all relevant staff involved in the grievance.
  • Agency employing the staff.
  • Specific details that resulted in the grievance.

Address the grievance to the Program Division Manager for Housing, Coordinated Entry, or the relevant division and send either:

  • By email: hshgrievances@sfgov.org
  • By mail or dropped off at:
    Department of Homelessness and Supportive Housing
    440 Turk Street
    San Francisco, CA 94102

Other Inquiries

Public Records Requests

Please email HSHsunshine@sfgov.org

Media Inquiries

For media inquiries, please contact the Communications and Legislative Affairs Team via email: HSHmedia@sfgov.org  

Subpoena Services

The Department of Homelessness and Supportive Housing accepts subpoenas for records and appearances related to official Department business only.  No subpoenas concerning personal matters shall be accepted. All subpoenas must be served as per the California Evidence Code and cannot be accepted through mail or electronic delivery.

Subpoenas must be served to City Hall, 1 Dr. Carlton B. Goodlett Place, Room 200

Mailing List

Stay up-to-date with the Department’s news, including information on new resources, changes to programs, inclement weather notifications, and general updates.

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