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. Today we are pleased to unveil the year one progress report that 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. 

Progress toward expansion goals:

• 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. 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. 

Learn more about the Year One Progress:

Take a deep dive into the Home by the Bay: Year One Progress Report

Other supporting documents:

• Year One Progress Report Presentation Deck
• Home by the Bay - Year 1 Progress Report PDF

Home by the Bay is San Francisco’s five-year, equity-driven plan to prevent and end homelessness, guiding the Department of Homelessness and Supportive Housing’s work from 2023 to 2028. The Year 2 progress report highlights measurable gains in housing, shelter, prevention, and cross-departmental coordination through Mayor Daniel Lurie’s Breaking the Cycle initiative.

The Year Two progress report shows:

• 4,989 people moved from homelessness into permanent housing between July 2024 and June 2025, bringing the two-year total to 10,300 people, achieving 34% of the five-year housing goal.
• 8,033 people received homelessness prevention services in Year 2, with 15,186 people assisted since the start of Home by the Bay (84% of the five-year prevention target).
• 93% of people who exited homelessness remained stably housed for at least 12 months.
• Equity analysis confirmed persistent racial disparities, guiding the establishment of new equity goals and metrics to monitor progress.

Progress toward system expansion targets:

• Shelter expansion: 615 new shelter beds added since July 2023 (toward the five-year target of 1,075).
• Permanent housing: 935 new permanent supportive housing and rapid-rehousing units added (toward the target of 3,250).
• Prevention services: Capacity added to serve 1,533 additional households (toward the target of 4,300).

Additional Year Two highlights include:

• Launch of the City’s Neighborhood Street Teams to strengthen street response and reduce 911 calls.
• Expanded behavioral health and substance use treatment beds, overdose-prevention training, and the RESTORE program.
• Improved system performance through a new Performance Measurement Plan, expanded data integration, and the Multi-Year Procurement Plan.
• Opened 42 youth housing units and 60 cabins for older adults, advanced PSH improvements, and lowered permanent supportive housing vacancy rates to 8.5%.
• Engaged more than 11,000 households in problem-solving services and expanded shallow subsidies to reduce rent burdens.

Looking ahead:

In Year 3 (FY 2025–26), HSH and its partners will open more than 450 new permanent housing units, expand prevention services for families and youth, implement youth- and family-specific addenda to the Home by the Bay plan, scale behavioral health integration, and launch new equity-driven initiatives to continue advancing Goal #2.

Learn more about Year Two progress:

Take a deep dive into the Home by the Bay: Year Two Progress Report

Other supporting documents:

• Year Two Progress Report Presentation Deck (coming soon)
• Home by the Bay - Year 2 Progress Report PDF
• Home by the Bay: Youth Addendum
• Home by the Bay: Equity Addendum

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.

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.

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.

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.

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.

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.

• 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.

• Developed with input from multiple City departments.
• Reviewed and considered relevant plans and reports.

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.