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MESSAGE FROM THE HOUSING DIRECTOR
It's hard to believe we are already a month into 2025. Before we get too far into the year, I want to provide an overview of the Housing Department’s priorities for this year. Throughout 2025, as we work to increase the supply across the housing continuum and end unsheltered homelessness, we will focus on six strategic priorities.
First and foremost, we will be building out a more comprehensive shelter system and adding more than 1,000 managed spaces for our unhoused neighbors, including those living in their vehicles. This work will include new interim housing, hotel conversions, safe parking sites, and a navigation and safe sleeping site. It is critical that we provide managed, safe places for our unsheltered neighbors as we move people away from waterways and public spaces and work to end the era of encampments.
Second, we are cultivating alternative funding sources for the construction of new affordable housing in conjunction with our public and private partners. In the coming months, you will hear more detailed plans for innovative funding to get more projects financed and built so we can transfer people from shelter into permanent housing.
Third, we are taking tangible steps to preserve our existing housing stock. This includes an innovative program to provide funding for property owners to perform seismic updates on thousands of apartment buildings. This program will protect lives, reduce displacement, and prevent homelessness when the next big earthquake hits.
Fourth, we will monitor expenses closely and work with our partners to be good stewards of taxpayer funds. We are focused on cost reductions, expenditure accountability, and clear communication and coordination with our funded partners and providers. We will be smarter and more strategic in taking on new projects as we understand our responsibility to treat taxpayer money as if it were our own.
Fifth, we are revising our regulations and administrative procedures to streamline operations and remove barriers to effective and efficient program management. It is critical that we are consistent and clear in both our expectations and administration of program regulations.
Sixth, we are enhancing communications related to all aspects of the Housing Department’s work. Our intention is to increase transparency and help residents and stakeholders better understand our strategy and our performance, and provide insight into revisions of program regulations and guidelines. We want to be very clear on what we are trying to accomplish and how we are performing against our goals.
Housing and homelessness are two of the greatest challenges of our time. Our Housing Department team is energized and excited about all we can accomplish together through public-private partnerships in 2025. Thank you for subscribing to our newsletter and for your support as we work to make our City more welcoming for everyone.
Erik L. Soliván
Housing Director
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