In the race for San Francisco mayor, Daniel Lurie made headlines with his bold commitment to establish 1,500 shelter beds within six months of taking office.
However, many critics from the city’s political establishment deemed this target unrealistic.
As it turns out, they were right.
Lurie is unlikely to meet the initial benchmark of 1,500 shelter beds within six months.
Instead, a revised directive has emerged, shifting the goal to having 1,500 beds either fully operational or in the planning stages by July.
To illustrate the impact of these changes, consider the classic joke about the accountant who absconded with all accounts payable.
The distinction between having money available and simply having invoices is similar to the difference between a fully operational shelter bed and one that exists merely as a concept.
In San Francisco, Lurie’s criteria for what constitutes a ‘shelter bed’ has broadened significantly.
He now includes 361 beds that were ‘in the pipeline’ during Mayor London Breed’s tenure in his count toward the ambitious 1,500 shelter bed goal.
Additionally, he has extended the timeline originally set for this target.
Such political maneuvering may be perceived as typical behavior from seasoned politicians.
However, Lurie had initially portrayed himself as a non-political candidate, making the shift in language and focus all the more peculiar.
Interestingly, failing to meet the initial deadline isn’t necessarily bad news.
In fact, focusing on a sensible approach rather than rushing the process could prove to yield better results in the long run.
There are certainly worse outcomes than missing an arbitrary deadline: hastily constructed, overcrowded shelters that fail to provide adequate services would be a far greater problem.
Fortunately for city officials who prioritize homelessness solutions, Team Lurie appears to be taking a measured approach.
Instead of merely pushing for rapid expansions of shelter beds, they are reportedly evaluating the types of behavioral health services required and addressing those needs at the outset.
The common tradition of simply boxing people into crowded shelters may temporarily alleviate visibility issues for the housed population, but Lurie’s strategy seeks to foster a more supportive environment that genuinely addresses the needs of the homeless population.
One seasoned homelessness professional emphasized that this thoughtful approach holds promise: ‘Hey, it might actually work.’
Today’s homeless individuals often face a higher prevalence of health issues and disabilities, with many being seniors who require more tailored assistance than traditional bunk bed setups can provide.
Consequently, on-site healthcare services in shelters are becoming increasingly vital in order to mitigate expensive visits to emergency rooms.
Though Lurie’s decision to broaden the definition of ‘shelter bed’ to include options such as interim housing and stabilization/treatment beds may seem like a convenient accounting strategy, city officials argue otherwise.
Opting to invest in more comprehensive and valuable services, rather than simply creating warehouses of bunk beds, represents a more significant undertaking guided by real data.
An example of this effort is the recently opened crisis stabilization center at 822 Geary St., which offers just 16 beds specifically for individuals who would otherwise require emergency care or incarceration.
However, each of these beds comes at a substantial cost: $7.3 million annually, or approximately $1,353 per bed per day, not accounting for additional security expenses.
Consequently, including such costly beds in the 1,500 goal isn’t so much a financial sleight of hand as it is a necessary investment tailored to improve immediate circumstances.
Future developments in shelter beds will be under Lurie’s administration, and maintaining a focus on quality over quantity remains the priority.
Kunal Modi, Lurie’s policy chief, highlighted this shift in focus, stating, ‘We’re very focused on the right types of beds, not just any beds, so that we have the right places for folks to go.’
The overall aim is to improve the number of quality shelter options as well as find new ways to reach those in need.
This substantial goal became even more evident with Project Home Run, which aims to add 2,500 units of interim bridge housing within Lurie’s first two years in office.
While the 1,500 shelter bed metric has captured media interest, this larger initiative surrounding housing can potentially have a far greater impact.
Even with adjustments to goals and timelines, Lurie’s administration remains committed to generating more shelter beds.
In particular, there’s a focus on maximizing the existing properties to increase shelter capacity where individuals are already present.
For instance, the Jerrold Commons site in Bayview stands to gain significant new bed capacity through a planned new structure.
Although the city faces challenges in identifying new locations for homeless shelters, the obstacles might further compound if the Board of Supervisors decides to pass pending legislation introduced by District 5 Supervisor Bilal Mahmood concerning ‘geo-equity.’
Mahmood’s proposed ordinance seeks to ensure that shelter and behavioral health services are more evenly distributed across the city, rather than concentrated in areas like the Tenderloin.
The legislation requires each supervisor to identify a site for shelters or behavioral health centers within their district by 2026, also implementing additional review processes to regulate the opening of new locations near existing ones.
Reports indicate that the mayor’s office is not pleased with this legislation, which aims to restrict Lurie’s ability to swiftly establish new shelter sites.
It warrants noting that Mahmood, along with other supervisors, previously granted Lurie significant unilateral powers to tackle homelessness.
As such, the proposed changes create a tension between empowering the mayor’s office and further complicating efforts to address the homelessness crisis.
In response to concerns about equity in service distribution, Mahmood contends that his actions are justified, stating, ‘This isn’t about not trusting the mayor. I campaigned on geographic equity all of last year.’
Despite Mahmood’s rational argument and planned initiatives, potential restrictions on the location and timing of new shelters pose significant hurdles for the mayor’s objectives.
Navigating such complex issues often leads to slow government processes, reflecting the prevailing frustrations many have with bureaucratic inertia.
While the fictional world of ‘Star Trek’ might depict rapid problem-solving with ease, reality rarely aligns with such fantastical expectations.
The nuances and challenges of governance mean that if Lurie didn’t grasp that before, he certainly does now.
Nevertheless, voters largely did not elect Lurie based on his political experience, presenting a unique opportunity to connect with the community.
His energetic presence at numerous events and consistent activity on platforms like Instagram have contributed to a favorable public perception.
Given his current standing, Lurie is well-positioned to frame a narrative that acknowledges the need for realistic expectations while continuing to push for progress.
On his 100th day in office, Lurie stated, ‘I’m never going to apologize for setting ambitious goals — San Franciscans deserve nothing less.’
He clearly conveys that while not every target may be met, the pursuit of solutions will remain consistent with his administration’s mission.
If the city can successfully file 1,500 shelter beds ‘into the pipeline’ by the revised July deadline, many will consider that a commendable achievement.
Ultimately, if the administration demonstrates tangible progress and addresses the root causes of homelessness, public support will likely follow.
As Benjamin Franklin once noted, ‘honesty is the best policy’—a sentiment that remains relevant in today’s political landscape.
It is crucial for Mayor Lurie to maintain transparency about what can realistically be accomplished and communicate the ongoing efforts to bring about meaningful change.
image source from：https://missionlocal.org/2025/04/san-francisco-homeless-shelter-1500-beds-daniel-lurie/
