DATA STORY

Our City, Our Home Fund Annual Report FY25

San Francisco voters approved the creation of the Our City, Our Home (OCOH) Fund in 2018 to increase housing and services for people experiencing homelessness. This report provides data and information about the number of households served, the amount of service capacity sustained and added to the system, as well as the total budget and expenditures for funded programs in Fiscal Year 2024-2025 (FY25). The OCOH Fund supports four service areas: Permanent Housing, Mental Health, Homelessness Prevention, and Shelter & Hygiene. The dashboards below contain information about the Fund overall and the specific programs within each of the four service areas.

Controller's Office

Summary of FY25

  • In FY25, the City and County of San Francisco (City) invested approximately $331 million through the OCOH Fund to expand housing and services for people experiencing homelessness, serving over 40,000 households and individuals and adding nearly 600 new units of capacity.
  • Most of the spending in the Fund supported Permanent Housing operations, and this service area also saw the highest rate of positive outcomes (96%).
  • In FY25, the largest expansion in capacity was driven by housing programs, particularly Rapid Rehousing (RRH) and Scattered Site shallow subsidies.
  • Demographic data gathered for over 30,000 households served through the investments confirmed the Fund’s reach across diverse racial, gender, sexual orientation, and age groups.

FY25 Financial Summary

Data notes and sources

The OCOH Fund is a continuing fund which allows unspent funds to carry forward into the following year automatically.

Financial data included in the dashboard was extracted from the City’s financial system after the close of the fiscal year books and all adjustments related to the year-end close occurred.

For more detailed information on the OCOH Fund budget, visit the About OCOH page.

Mental Health – FY25 Expenditures:

In the category of Overdose Prevention, expenditures for certain programs were incurred in FY24 but not recorded until FY25 due to the delayed submission of invoices by contractors.

Permanent Housing Advanced Clinical Services (PHACS):

Homelessness Prevention funds were used to support a portion of programming related to delivering behavioral health and clinical services in permanent supportive housing (included within the “Case Management” category across OCOH Fund dashboards). While the Homelessness Prevention portion of the funding is reported in the financial dashboards, program information about capacity, clients served, and outcomes from this program are reported within the “Case Management” category in the Mental Health service area section of this report.

Permanent Housing – FY25 Expenditures:

HSH reports Permanent Housing data by population type (Adult, Family, or Transitional Aged Youth (TAY)). This financial data is combined in the dashboards but the breakdown by population is available to the public in a table format found as an Excel file attached to the online report.

Permanent Housing – Remaining Balance

Some of the remaining balance under Permanent Housing Acquisition was reallocated to the Permanent Housing Operations remaining balance. This is because HSH received reimbursements from the State for acquisition expenditures. Those reimbursements are being used to fund ongoing operations at the acquired permanent supportive housing sites.

Homelessness Prevention – FY25 Expenditures:
Spending on targeted homelessness prevention increased in FY25 because MOHCD’s state funding to support SF Emergency Rental Assistance Program (SF ERAP) expired, leading them to spend more from the OCOH Fund.

Total Budget, Spending, and Balance

Total Budget

The City budgeted nearly $1.5 billion in the OCOH Fund from FY21 through FY25. In that period, the City spent approximately $1.2 billion. The remaining balance of about $329 million will be used for programming in FY26 and beyond. This amount includes certain funds already encumbered into contracts for these purposes.

Total Expenditures

Total expenditures within the OCOH Fund have increased year-over-year since FY21 as departments have continued implementation of multi-year spending plans. In FY25, the City spent nearly $331 million across all service areas, representing a $14 million increase from FY24.

In FY25, Permanent Housing Operations saw the largest share of City expenditures, at more than $110 million. This represented a $30 million increase in spending in this category from FY24.

During FY25, the City spent nearly $51 million on acquisition, construction, and rehabilitation costs for Mental Health Treatment facilities ($26 million) and Permanent Supportive Housing (PSH) sites ($24 million). The Department of Public Health (DPH) acquired an Assisted Living facility and used the OCOH Fund to construct and open the Crisis Stabilization Unit. The Department of Homelessness and Supportive Housing (HSH) allocated acquisition funding towards major rehabilitation at an existing PSH site and the development of a new family housing site. Permanent Housing Acquisition expenditures were significantly lower than the previous fiscal year. Acquisition funding is typically one-time or project-based and therefore likely to fluctuate from year to year.

FY25 Operating Expenditures

In FY25, the City spent nearly $278 million on the operations of OCOH-funded programs across the four service areas, representing a $55 million increase from FY24. These expenditures were highest for Permanent Housing’s Scattered Site ($42 million) and Site-Based ($38 million) PSH programs. Mental Health’s Treatment Bed Operations ($30 million) and Homelessness Prevention’s Targeted Homelessness Prevention program ($25 million) expenditures followed closely.

Spending on Site-Based PSH programs grew by $16 million between FY24 and FY25, largely due to the opening of two new sites for Transitional-Aged Youth (TAY), as well as rehabilitation of those and other sites. Spending on the Targeted Homelessness Prevention increased by $10 million year-to-year, though program operations did not expand. Instead, the City exhausted previously available state and federal funding for emergency rental assistance, and in FY25, more fully relied on the OCOH Fund to sustain this programming. While other services and programs also saw increased spending levels in FY25 compared to the prior year, this was largely due to ongoing implementation and planned expansions of existing programs.

FY25 Program Summary

Data notes and sources

Households Served – individuals, clients, or self-defined family groups

The number of households served is not de-duplicated across all service areas. Households may receive services in more than one program.

The level of services offered in different programs varies widely based on household needs. For example, Permanent Housing programs provide more comprehensive services to households, whereas Homelessness Prevention services can be less intensive.

Permanent Housing – Households Served

Following a thorough data review and cleaning process, HSH identified and corrected discrepancies in previously reported figures. As a result, the FY25 annual report reflects slight differences in households served values compared to those reported in the FY24 version. FY24 households served data, and year-over-year percentage change reflect this revision.

HSH reports Permanent Housing data by population type (Adult, Family, or Transitional Aged Youth (TAY)). This data is combined for the purposes of reporting on households served across services areas but the breakdown by population is available to the public in a table format found as an Excel file attached to the online report.

Mental Health – Households Served

The City provides behavioral health services at the client level. This differs from other OCOH Fund service areas, where data are reported at the household level.

Households served data excludes client engagements from the Community Living Room program under Mental Health Drop-In Services. DPH reported 35,106 unduplicated client engagements for this program in FY25.

This report includes clients in behavioral health residential facilities that received at least 20% of their funding from the OCOH Fund. All clients served in those facilities during the reporting period are counted in this report. The City used the OCOH Fund during the reporting year to support additional facilities beyond those reported here; the clients served through those facilities have been excluded due to the OCOH Fund representing less than 20% of the overall City funding for the facility.

The number of clients served was un-duplicated within each program, but not across all Mental Health programs. Clients may receive services in more than one program. The sum of clients served by program may be greater than the total number of unique clients served.

Assertive Outreach – Assertive Outreach includes the following programs: Street Health, which is provided through SFDPH, as well as the Street Crisis Response Team (SCRT) and Street Overdose Response Team (SORT), which are delivered through the City’s Fire Department. In June 2025, SORT and SCRT were consolidated into a single street crisis team led by the Fire Department. FY25 data reflects households served through both programs prior to their consolidation.

Treatment Beds

Mental Health Treatment Beds is a wider category of residential care and treatment that includes the following bed types: Locked Sub-Acute Treatment (LSAT), Psychiatric Skilled Nursing Facility (PSNF), Residential Care Facility (also known as Board and Care), Cooperative Living for Mental Health (Co-op), and Crisis Stabilization Unit (CSU).

Substance Use Treatment Beds is a wider category of residential care and treatment that includes the following bed types: Drug Sobering Center, Residential Step-Down, Managed Alcohol Program (MAP), and Rapid Engagement Shelter and Treatment for Opioid Recovery (RESTORE).

Justice-Involved Treatment Beds is a wider category of transitional housing and treatment that includes the following bed types, delivered through the partnership between DPH and the San Francisco Adult Probation Department (APD): Minna Project and HER (Healthy Evolving Radiant) House Expansion,

Please visit the Glossary for additional terms and definitions.

Capacity Added – newly acquired shelter beds or rooms, subsidy slots, transitional housing units, and permanent housing units

Programs with variable capacity, such as Homelessness Prevention, were not included in this reporting. Homelessness Prevention programs offer grants and services that are flexible based on need. Similarly, case management and overdose prevention and substance use treatment services in the Mental Health service area increased capacity but did not add a specific number of units or slots.

In FY25, HSH adjusted its capacity calculation methodology to exclude office spaces and legacy tenants from total program capacity. HSH modified FY24 capacity numbers to align with its revised methodology. FY24 capacity data and year-over-year percentage change reflect this revision.

Beds associated with RRH extension programs are not included in reported capacity data for RRH.

Though the City first funded Scattered Site Shallow Subsidy programs in FY24, the programs did not offer any beds until FY25, and so all capacity in this program was added in FY25.

DPH adjusted its capacity calculation methodology for Residential Step-Down (RSD) beds in FY24 and FY25 to more accurately reflect the share of total RSD beds supported by the OCOH Fund.

Total Capacity – the number of sustained and added capacity units for Mental Health, Shelter and Hygiene, and Permanent Housing service areas since the start of the OCOH Fund.

Total capacity calculations may vary by program and service area. Departments provide a snapshot based on max capacity to align with OCOH-funded budget calculations. Capacity is based on the maximum number of units that could be funded based on the current year’s budget.

Positive Outcomes – OCOH Fund programs vary in how they track or define outcomes

Permanent Housing – Positive Outcomes
The Department of Housing and Urban Development (HUD) defines which outcomes from permanent housing programs are considered positive or successful. Positive outcomes include staying in permanent supportive housing or leaving the housing program and going to another permanent housing situation. Other outcomes include leaving the program and going into a skilled nursing facility or substance use treatment program, moving in with family or friends on a temporary basis, going to jail or prison, or returning to homelessness. A full list of exit destinations are included on pages 34 and 35 of HUD’s System Performance Measures Programming Specifications.

The percent of households with a positive outcome in permanent housing programs is calculated by dividing the number of households retained in a program or with a positive exit destination by the total number of households served. Per HUD, clients that are deceased or exit to certain living situations like hospitals or long-term care facilities are excluded from the measure.

HSH reports Permanent Housing data by population type (Adult, Family, or Transitional Aged Youth (TAY)). This data is combined for the purposes of reporting on households served across services areas but the breakdown by population is available to the public in a table format found as an Excel file attached to the online report.

Mental Health – Positive Outcomes
Data on Mental Health programs’ client outcomes was unavailable for this report. DPH does not yet provide structured outcome data that can be reported on consistently across OCOH Fund programs in the Mental Health service area. However, the department provides certain selected outcome measures related to specific services. DPH publishes a collection of dashboards showing trends in drug overdoses and substance use services in San Francisco, which are updated on a regular basis.

Homelessness Prevention – Positive Outcomes
In Homelessness Prevention programs, retaining housing or exiting to other housing is a positive outcome.

Problem Solving and Targeted Homelessness Prevention Services treat every encounter as a positive outcome and are therefore excluded from this report.

Shelter and Hygiene – Positive Outcomes
Shelter and Hygiene programs only consider outcomes for clients that exit: exits to housing or other shelter or treatment programs are considered positive. Many clients who exited Shelter and Hygiene services had no exit destination listed in the data system as program staff often do not know where a client is exiting to, and this data gap impacts the positive outcome rate of this service area.

Please note that the Shelter and Hygiene positive outcomes exclude outcomes for the program offering Temporary Hotel Vouchers to survivors of domestic violence due to different calculation methodologies.

Please visit the Glossary for additional terms and definitions.

FY25 Households & Clients Served, Capacity, and Outcomes

Summary

OCOH Fund programs served more than 40,000 households and clients in FY25, nearly 3,000 more than in the previous fiscal year. In this period, programs added nearly 600 net new units of capacity, bringing the total capacity to more than 5,600 units of housing, shelter or treatment beds. Of all households served by programs that track outcomes, more than 10,000 households (73%) had a positive outcome through an OCOH Fund program.

Households and Clients Served

Programs in the Mental Health service area track data at the client level rather than household level. As such, Assertive Outreach programs served nearly 9,000 clients in FY25. This represents a slight decline from FY25 – about 300 fewer clients. This was due to the City’s effort to consolidate Street Health teams and use a focused, neighborhood-based approach to ensure that individuals with the most acute behavioral health challenges have a path toward stability. In contrast, Case Management programs served nearly 5,000 clients in FY25, an increase of nearly 1,000 clients over FY24, due to staffing and programming increasing toward budgeted levels.

Mental Health’s Treatment Beds, Drop-In Services, and Overdose Prevention & Substance Use Treatment programs served over 2,500 additional clients between FY24 and FY25. DPH opened two new Treatment Beds programs in FY25 – RESTORE (Rapid Engagement Shelter and Treatment for Opioid Recovery) and the Crisis Stabilization Unit – that increased the number of clients served through Treatment Bed programs.

Within the Homelessness Prevention service area, Targeted Homelessness Prevention Services and Eviction Prevention & Housing Stabilization programs served the most households – nearly 9,000. Some households may receive service in more than one program, and data about households is not deduplicated across programs. In FY25, Targeted Homelessness Prevention Services supported over 200 additional households compared to FY24. In contrast, the number of households served through Eviction Prevention and Housing Stabilization programs experienced a slight decline. The City relies on blended funding for these programs, pairing the OCOH Fund with other revenue sources. Therefore, changes in other revenue is also likely to affect service levels. Homelessness Prevention’s PSH Rental Subsidy and Problem Solving programs also served fewer households in FY25 than FY24 due to these factors.

In the Permanent Housing service area, Scattered Site PSH and Site-Based PSH programs served more than 400 additional households between FY24 and FY25 due to ongoing implementation and planned program expansions, including opening of two new Site-Based PSH sites for TAY.

Within the Shelter and Hygiene service area, the Temporary Hotel Voucher program served more than 100 more households due to program expansion. In contrast, the Trailer Program did not serve any households in FY25 due to the closure of the Pier 94 RV program during the previous year.

Capacity

As of FY25, the OCOH Fund supported more than 5,600 units of capacity, with 75% of this capacity within the Permanent Housing service area. The Fund has supported approximately 4,000 new or sustained units of PSH and RRH, among other types of housing. The Fund also supported more than 1,000 units of shelter capacity and 370 treatment beds in FY25.

In the Permanent Housing service area, Rapid Rehousing programs added the most capacity across all programs in the OCOH Fund – 330 new subsidies, which was more than a 50% increase from FY24. As part of the Safer Families Plan and TAY housing expansions approved in the FY25 budget, HSH funded new Rapid Rehousing subsidies for families, parenting TAY, TAY impacted by violence, TAY exiting Transitional Living Programs, and TAY experiencing homelessness. Scattered Site shallow subsidy programs added 155 new units of capacity through ongoing expansion efforts.

In the Shelter & Hygiene service area, Temporary Hotel Voucher and Cabin programs doubled their capacity since FY24 by adding approximately 140 units of new capacity in each category. As part of the Safer Families Plan approved in the FY25 budget, HSH funded new urgent accommodation vouchers for families, adding significant capacity to the Temporary Hotel Voucher programs. In addition, HSH opened the Commons, a new cabin site in Bayview, during FY25.

Outcomes

In FY25, the Permanent Housing service area had the highest rate of positive outcomes across the OCOH Fund. Across all four program areas, 96% of households retained their housing or exited to other stable housing options.

Within the Homelessness Prevention service area, only two of four program categories report on outcomes – PSH Rental Subsidy and Eviction Prevention & Housing Stabilization. In FY25, 73% of households served by these two programs retained their housing, secured new housing, or found a safe, indoor solution to their housing crisis outside of the Homelessness Response System. City departments continue to work with service providers to strengthen outcome reporting in other program areas.

Programs in the Shelter & Hygiene service area continue to lag in terms of outcomes reported across the OCOH Fund, given that Information on exits from shelter is not always available. The City is working on data improvements to support increased understanding about exits from shelter programs. In FY25, more than 1,300 households exited to housing, shelter, or treatment locations – a 39% positive outcome rate for all households served through programs supported by the OCOH Fund.

FY25 Demographics Summary

Data notes and sources

Households served in HSH programs are de-duplicated within each service area. However, households who received services in both an HSH program, a MOCHD program and/or a DPH program in the same service area may be double counted. Similarly, households served in more than one mental health program may be duplicated in the demographic data.

Please note that any demographic categories reporting less than 10 households are excluded from the report to protect against re-identification.

Race and Ethnicity

Multiracial
In 2023, HUD updated requirements for how HSH collects race and ethnicity data. Before this change, clients selected race and ethnicity separately and were not able to select 'Latine' as their race. After the update, clients could identify as Latine alone and would not be asked to separately identify as a non-Latine race. Because of these data changes, HSH programs may show a lower proportion of Latine heads of household than may be accurate according to how these households may identify.

Within the Mental Health service area, programs delivered by the Fire Department and Adult Probation Department offered clients a multiracial category as an option. DPH clients may select multiple race/ethnicity categories to describe their race/ethnicity, and DPH does not offer a multiracial category as an option. However, current DPH reporting templates only provide a single race/ethnicity selection for clients even if a client selects multiple races/ethnicities; therefore, multiracial data for DPH programs is not available for this report.

Middle Eastern or North African
Data for Middle Eastern or North African households or clients will be reported for departments in which the data has been made available (i.e., HSH, MOHCD, and FIR). Data provided by other departments (i.e., DPH and APD) did not provide this category as an option and/or did not report on clients using this category.

Unknown
The following race and ethnicity categories are combined in Unknown: Other/Not Listed, Missing data, and Doesn’t know or prefers not to answer.

Gender Identity

The following gender categories are combined in Unknown: Other, Choose not to disclose, Unknown, Not listed, Decline to answer.

Some programs provide the option for heads of households or clients to identifying as Transgender to specify if they are “Transgender Male” or “Transgender Female”. For consistency, these categories have been combined into the “Transgender” category.

Sexual Orientation

Sexual Orientation data are not available for heads of household served by the Case Management for Justice-Involved Adults programs within Shelter and Hygiene programs.

Within Mental Health, Assertive Outreach programs managed by the Fire Department (Street Crisis Response Team and Street Overdose Response Team) do not collect sexual orientation data on clients.

The following sexual orientation categories are combined in Data not collected: Questioning/Unsure, Other/Not Listed, Not Listed, Other, Missing data, Decline to answer, Data not collected, and Prefers not to answer.

FY25 Demographics of Heads of Households and Clients

Race & Ethnicity

Across the OCOH Fund, 33% of heads of households and clients served were White, 28% Black or African American, and 18% Latine or Hispanic. While Mental Health programs served a higher share of clients who were White (41%) and slightly lower shares of clients who were Black or African American (24%) and Latine or Hispanic (16%), Permanent Housing programs served a higher share of Black or African American (41%) heads of household and a lower share of White (31%) and Latine or Hispanic (8%) heads of household. Homelessness Prevention programs served the highest share of Asian (9%) heads of households.

Gender Identity

Across the OCOH Fund, 59% of heads of households and clients served were men, 38% women, 2% Transgender, and 1% Genderqueer or gender non-binary. Mental Health programs served a higher share of clients who were Men (66%), while Permanent Housing programs, served a higher share of women (50%), a lower share of men (45%).

Age

Across the OCOH Fund, nearly half of all heads of households and clients served were aged 25-44, with young adults aged 18-24 only accounting for 6% of heads of household or clients served. Homelessness Prevention programs served a higher share of heads of household aged 45 and older than any of the other service areas. Across Permanent Housing and Shelter & Hygiene programs, nearly half of all heads of households served were aged 25-44. However, both service areas served much higher shares of heads of households aged 18-24 than other service areas in the Fund.

Sexual Orientation

In FY25, OCOH Fund programs overwhelmingly served straight/heterosexual heads of households, at 70%, with the share of Gay/Lesbian/Same-Gender Loving heads of household at 7%, Bisexual at 5%, and Other and Questioning/Unsure at 3% each. Permanent Housing and Shelter & Hygiene programs served a higher share of straight/heterosexual heads of households, at 76% and 80% respectively. While Mental Health programs served a lower share of straight/heterosexual clients (58%), this is likely due to these programs not collecting sexual orientation information from a large share of clients.

Additional Resources

Learn more about the OCOH Fund: 

View the prior Fiscal Year (FY24) OCOH Fund Report: 

Appendices

Appendix A_Financial Data_FY25 OCOH Fund Annual Report

Appendix B_Program Data_FY25 OCOH Fund Annual Report

Appendix C_Demographics Data_FY25 OCOH Fund Annual Report

Partner agencies

Homelessness and Supportive Housing
Department of Public Health
Mayor's Office of Housing and Community Development