Streets and Rights-of-Way

• Street resurfacing: Repaved and maintained 918 street blocks, maintaining the City's Pavement Condition Index at 74 for 2021.
• Curb ramps: Constructed 2,104 curb ramps.
• Street structures: Inspected 188 and repaired 70 street structures.
• Street tree planting and establishment: Inspected 53,949 trees and maintained 22,500 trees.
• Sidewalk improvement and repair: Inspected the sidewalk condition of 60 blocks and repaired more than 93,235 square feet of sidewalks.

Public Utilities Commission

• Opened new Southeast Community Center as a cultural center for the city’s southeast communities. This facility features workplaces, community rooms, and other open space amenities is a community hub with programing and social services. 
• Completed five Regional Water System projects.
• Completed Alameda Creek Diversion Dam Fish Passage Facility.
• Completed construction of the East Bay Regional Park District Water System.
• Completed the San Andreas Pipeline No. 2 Replacement project.
• Completed approximately 88% of construction of the San Francisco Westside Recycled Water Project.
• Completed construction of several groundwater wells and treatment facilities. 
• Replaced 13 miles of water mains in San Francisco.
• Continued progress towards completion of the Sewer System Improvement Program (SSIP), now about 52% complete overall. 
• Continued construction of the New Headworks Replacement Project with completion of Scope 1 and 2. 
• Continued construction of the new Biosolids Facility Project with completion of Scope 1 for demolition and utility relocation.
• Completed the first of five annual Hetch Hetchy system shutdowns for construction of the Mountain Tunnel Improvements Project. 
• Completed Access Improvements at O’Shaughnessy Dam.
• Completed approximately 25 metered Wholesale Distribution Tariff (WDT) interconnections. 
• Completed the installation of four solar electric projects.
• Completed maintenance and repairs of the substations serving the San Francisco Airport.
• Completed the substructure installation of all conduits and vaults running along Bay Corridor Transmission Distribution area. 
• Negotiated limited Settlement on Service to Affordable Housing projects. 
• Launched the CleanPowerSF Heat Pump Water Heater incentive program. 
• Began enrolling customers into the CleanPowerSF SuperGreen Saver program.
• Developed and launched the Solar Inverter Replacement Program. 

Department of Public Health

• Commenced investments for Mental Health San Francisco, including construction, acquisition, development, improvement, expansion, rehabilitation, and preservation of priority properties. 
• Acquired properties for Crisis Stabilization Unit and Overdose Prevention Program at 822 Geary St./629 Hyde St.
• Completed renovations for Overdose Prevention Program at 444-6th St.
• Completed Drug Sobering Center site lease and renovation. 
• Completed programming and schematic planning for Chinatown Public Health Center seismic retrofit with 100% construction documents targeted for completion by Summer 2023.
• Completed construction documents and permitting for renovation of M&O Wings of Laguna Honda Hospital. Project will relocate approximately 400 DPH staff from 101 Grove St. and employees from leased buildings and other seismically poor buildings in the Civic Center area.  
• Completed construction documents to relocate Adult Immunization Travel Clinic from 101 Grove to 27 Van Ness Ave.
• Construction progressed at new Public Health Lab at Zuckerberg San Francisco General with completion targeted for early 2024.
• Completed construction of Maria X Martinez Health Resource Center with successful clinic relocation from 101 Grove in September 2022. 
• Completed Southeast Health Center Phase 2 construction of new 20,000 square feet with clinic opened July 2022. 
• Completed Maxine Hall Health Center seismic retrofit and modernization with clinic re-opened in October 2021. 
• Completed Castro Mission Health Center seismic retrofit and modernization with clinic re-opened August 2022.
• Commenced seismic upgrade to Building 3 at Zuckerberg San Francisco General (ZSFG) with ADA improvements and new finishes for administrative functions. 
• Continued ZSFG Building 5 improvements including electrical work, demolition, Phase I seismic retrofit, and space expansions.
• Continued ZSFG Psychiatric Emergency Services expansion and renovation with early demolition and hazardous material abatement underway.
• Achieved 85% construction on UCSF Research Building at ZSFG with relocation of UCSF staff into the new Research Facility phased from Summer 2023 to Fall 2023.
• Completed feasibility study for Laguna Honda Simon Theatre Cooling Center to provide a safe meeting space for residents on extremely hot days.
• Completed installation of dry fire suppression system in the Laguna Honda Hospital server rooms. 
• Completed Nurse Office Emergency Power Project at Laguna Honda Hospital to provide partial emergency power with full emergency power project planned. 
• Removed fuel tank that fed former gas boiler that was replaced with an electric unit at Laguna Honda Hospital.

Human Services and Homelessness and Supportive Housing

• Completed construction of two Navigation Centers: Lower Polk Transition Age Youth Navigation Center and the Bayview SAFE Navigation Center.
• Acquired 888 Post, the site of the Lower Polk Transition Age Youth Navigation Center using 2020 Health and Recovery G.O Bond proceeds. 
• Completed rehabilitation work at the Hamilton Family Shelter at 260 Golden Gate.
• Began scoping rehabilitation work at two other City-owned emergency shelters to commence in summer 2023.
• Completed accessibility assessments of the three City-owned emergency shelters sites, funded in partnership with the Mayor’s Office of Disability.
• Acquired six buildings with 625 units of permanent supportive housing for people experiencing homelessness. 

Office of the City Administrator 

• Acquired 822 Geary and 629 Hyde for the Department of Public Health’s Behavioral Health Program.
• Acquired 1236 Carroll for the San Francisco Fire Department’s new Fire Training Facility relocating from Treasure Island. 
• Acquired seven properties for the Department of Homeless and Supportive Housing.
• Converted City Hall domestic hot water to be electrically generated.
• Completed 25 Van Ness and commenced 1 South Van Ness All Gender Restroom Conversions.
• Submitted creek restoration permit for 500 Log Cabin Ranch.
• Completed Phase II and relocation of the District Attorney out of the Hall of Justice and into 350 Rhode Island, which is a LEED Gold building.
• Completed relocation of Adult Probation out of the Hall of Justice and into 945 Bryant Street.
• Completed Animal Care and Control relocation to 1419 Bryant Street. The facility offers training space and increased resilience to power disruptions.
• Completed improvement project at the Treasure Island Administrative Building to repair spalling concrete, repaint front façade and enhance the lobby space.
• Opened new exhibit space at Treasure Island Museum.

Department of Technology

• Connected over 8,096 units in 63 affordable housing sites with free broadband internet access over the last 4.5 years through the Fiber to Housing (FTH) Project.
• Expanding FTH to an additional 5,700 units in 54 affordable housing buildings before the end of the fiscal year 2023. 
• Installed over five miles of fiber backbone cable and preparing an additional 19 miles for fiber cable installation before the end of fiscal year 2023.

Office of Community Investment & Infrastructure 

• Mission Bay: Constructed 18 open space parcels totaling over 24 acres, over 39,000 linear feet of streets and underground utilities, four storm water pump stations and one sanitary sewer pump station.
• Transbay: Completed the redesign and construction portion of Folsom Street between Clementina and Tehama.  
• Shipyard Candlestick: Constructed 14 open space parcels with approximately 9,000 linear feet of streets and underground utilities.

Port

• Completed work at Crane Cove Park, a seven-acre bayfront park with a beach, a large lawn area, a picnic area with tables, and direct access to the water for wading and kayak launching. 
• Constructed new roadway in the southern waterfront extending 19th Street to the Pier 70 development project site.
• Improved the Pier 1 backup generator to ensure electrical reliability to the Port’s Emergency Operations Center. 
• Upgraded the fire suppression system at Pier 26. 
• Completed the police berth at Hyde Street Harbor. 
• Integrated racial equity impacts in the most recent capital project selection process.

Planning Department

• Completed the Southeast Rail Station Study (SERSS) exploring options for future station locations on the Caltrain corridor in southeastern San Francisco. 
• The Housing Element was approved by the Planning Commission and Board of Supervisors in January 2023. The Housing Element 2022 Update is San Francisco's first housing plan centered on racial and social equity.

Treasure Island Development Authority 

• Street Improvement Permits (SIPs) were issued and final subdivision maps were recorded for the first three subphases on Yerba Buena and Treasure Islands. Right-of-way improvements under the SIP are nearly complete.
• Completed construction of the first residential development on Yerba Buena Island. Residents’ move-ins began in June 2022. 
• Completed new water storage reservoirs on Yerba Buena Island.
• Completed geotechnical improvement of new wastewater treatment plant and electrical switchyard site. Construction of the plant is anticipated in 2024. 
• Secured $20 million for affordable housing and transportation improvements under the Affordable Housing and Sustainable Communities (AHSC) grant program.
• Secured $30 million for roadway improvements on Yerba Buena Island under the Infill Infrastructure Grants (IIG) program. 
• Received five land transfers from the Navy comprising 336 of the 463 acres to be transferred. 

Mayor’s Office of Housing and Community Development 

• Distributed more than $200 million via 370 grants to local community-based organizations. 
• Provided $21 million in direct rental assistance to more than 3,000 vulnerable households impacted by the economic downturn of the pandemic via more than a dozen community-based organizations. 
• Celebrated ten groundbreakings and 12 grand openings for affordable buildings totaling 2600 affordable housing units since 2020.
• Converted 665 units from privately owned to permanently affordable through the Small Sites Program.
• Brought low-cost wireless internet to HOPE SF communities through a partnership with The San Francisco Housing Authority and The Department of Technology.

Office of Community Investment & Infrastructure

• Funded and leased 151 newly completed units of affordable housing. 
• Approved $137.8 million in predevelopment and construction loans toward the development of 671 affordable units in Mission Bay South, Transbay, and Hunters Point Shipyard Phase 1. 
• Constructed 140 new affordable housing units in Mission Bay South.  
• Sold approximately 60 affordable units to families earning 80%-100% of Area Median Income (AMI).  

San Francisco Housing Authority

• Sunnydale: Achieved 100% lease up on Phase 1A-1/1A-2 containing 167 apartments with 125 as public housing replacement units. 
• Sunnydale: Progressed on Phase 1A-3 which includes construction of 170 apartments and 20,000 square feet of neighborhood amenities. 
• Sunnydale: Received site permit for Block 1 Community Center in April 2022 with Construction targeted for December 2022.
• Sunnydale: Started construction on Herz Playground Recreation Center in
• November 2022.
• Sunnydale: Received application approval for Megaphase (Blocks 1B, 1C and 3C) by Planning in July 2022 and sent Infrastructure Basis of Design Submittal to Public Works in August 2022. 
• Potrero: Completed Phase 1 with construction of Block X and all 53 public housing replacement units are leased and occupied.   
• Potrero: Commenced construction of 118 permanent replacement units in Phase 2/Block B. 

Treasure Island Development Authority

• Constructed 105-unit Maceo May Apartment project for occupancy in early 2023, providing supportive housing for formerly homeless and low-income veterans. 
• Broke ground on the 138-unit Star View Court, the second 100% affordable housing site on Treasure Island, which will be ready for occupancy in 2024. 

A strong economy and the support of the Mayor, Board of Supervisors, and citizens of San Francisco gave rise to historic levels of capital investment in the years leading up to 2020. Since then, the COVID-19 crisis has led to shortfalls in the Pay-As-You-Go Program. In addition, the success of G.O Bonds up to 2020 and slower projected growth of property values, has led to a constrained G.O. Bond Program, with only $2.02 billion in capacity available for the next 10 years. This is $700 million less than the 2020 Capital Plan before considering large increases in infrastructure needs and extremely high construction costs. As such, the ability of G.O. bonds to fund large-scale projects under current constraints will likely be a topic of discussion. 

As the City moves towards economic recovery, there are new challenges ahead. Federal programs enacted during COVID are coming to an end and it is less likely that large federal and state infrastructure investments will be available. As such, funds that might have been directed to one-time investments may be needed to shore up ongoing programs to avoid service cuts. At the same time, the age of the City’s infrastructure and projected population growth in formerly industrial areas and the Westside per the newly adopted Housing Element of the General Plan represent new infrastructure demands that will become more pressing over time.

The Plan recommends a level of funding of over $41 billion over 10 years. Despite this, the Plan defers nearly $7 billion in identified needs for General Fund departments, assuming recommended Pay-As-You-Go program funding levels as shown in Chart 2.1. 

Chart 2.1

Chart 2.2

Chart 2.3

Years of historic underinvestment in the City’s capital program has resulted in a current facilities backlog of $616 million for General Fund facilities. The backlog is defined as the difference between the total current renewal need and the portion of this need that is funded in the first year of the Plan. The total current renewal need includes both items identified by departments as deferred maintenance, as well as first-year renewal needs. This backlog does not include buildings and sites for Recreation and Parks. While the department has identified a 10-year renewal need of $1.8 billion, funding towards those needs will come from the Recreation and Parks set-aside within the Pay-Go program, as well as the planned 2030 Neighborhood Parks and Open Space G.O. Bond, pending voter approval.

Under this Plan, if the City meets the Plan’s funding recommendations, the existing backlog is projected to start trending downward by FY2028. As compared to the current level, the backlog is projected to decrease 22% to over $480 million, as shown in Chart 2.2. To address the remaining gap, the City continues to investigate various approaches, including revising funding benchmarks, leveraging the value of City-owned assets for debt financing, preparing projects for voter consideration at the ballot, forming public-private partnerships, and exploring new revenue sources. 

While the City has made significant progress in improving the quality of its streets in recent years, currently at a Pavement Condition Index (PCI) of 74, a backlog of $382 million remains if the City is to reach a PCI of 83, at which point the year-on-year cost of maintaining the streets declines significantly. Under this Plan, given the funding challenges to the Pay-Go Program due to COVID-19, the streets program has been supplemented with additional funding from Certificates of Participation in FY2024. With these efforts, the PCI is projected to be maintained at 75 over the 10-year period, though the existing backlog is projected to increase to $772 million by FY2033, as shown in Chart 2.3.

Despite the challenges associated with the capital program, there is also reason to be optimistic. The total amount of capital investments exceeds $40 billion for the first time and is a marked improvement over the previous capital plan. Building on lessons learned during the pandemic, San Francisco is committed to building a stronger, more equitable, and resilient future. This includes commitments to increase housing, respond to current hazards like heat, air quality, flooding, and sea level rise through planning documents like the Hazards and Climate Resilience Plan, the Climate Action Plan, and new general plan elements such Public Safety and Resilience, Housing, Transportation, and Environmental Justice. While the investments needed are substantial, the commitment to an open and transparent capital planning process has proven that large challenges can be overcome by working together. 

This Capital Plan puts forth a robust plan that balances maintaining current assets in a state of good repair with investments in major projects to build out of the current crisis. Though there are risks associated with construction costs, a substantial capital backlog, and the scale of need, the City’s capital program is well positioned to respond and deliver a strong program of investment for San Francisco’s recovery.

The funding principles for the Capital Plan are used to make trade-offs between competing needs. They help San Francisco to keep our long-term perspective when it comes time to make choices about major projects and offer a consistent and logical framework for some of the City’s most difficult conversations.

San Francisco strives for racial and social equity across our programs and investments. For capital, this means allocating resources towards expanding equitable access to quality housing, open space, transportation, health, and other public services for Black, Brown, indigenous, and people of color while improving outcomes for all groups experiencing marginalization, including based on gender, sexual orientation, ability, age, and more. In addition, capital planning supports departments in their respective racial equity plans that inform each department’s capital priorities. The 10-Year Capital Plan strives to fund projects that address racial and social disparities and promote equity in the services delivered by the City’s facilities and infrastructure.

FUNDING PRINCIPLE 1: Addresses Legal or Regulatory Mandate

Improvement is necessary to comply with a federal, state, or local legal or regulatory mandate. 

The City faces a wide range of directives and requirements for our facilities, some with significant consequences for failure to perform. Action in these cases is required by law, legal judgment, or court order, or it can proactively reduce the City’s exposure to legal liability. The legal, financial, operating, and accreditation consequences for failure to perform are all weighed when considering these types of projects.

FUNDING PRINCIPLE 2: Protects Life Safety and Enhances Resilience, including Racial Equity 

Improvement provides for the imminent life, health, safety, and/or security of occupants and/or the public or prevents the loss of use of an asset. 

Life safety projects minimize physical danger to those who use and work in City facilities, including protection during seismic events and from hazardous materials. Considerations for these projects include the seismic rating of a facility, the potential for increased resilience in the face of disaster, and the mitigation of material and environmental hazards for those who visit, use, and work in City facilities. Resilience includes eliminating racial and social disparities so that all San Franciscans may recover and thrive no matter the shocks and stresses they face.

FUNDING PRINCIPLE 3: Ensures Asset Preservation and Sustainability

Asset preservation projects ensure timely maintenance and renewal of existing infrastructure.

It is imperative to maintain the City’s infrastructure in a state of good repair so that the City’s operations are not compromised and resources are not squandered by failing to care for what we own. It is also important to support projects that lessen the City’s impact on the environment. Some assets are more critical than others; for example, some facilities provide services that cannot be easily reproduced at another location or serve as emergency operations centers. Considerations for these projects include the effect on the asset’s long-term life, importance for government operations, and environmental impact.

FUNDING PRINCIPLE 4: Serves Programmatic or Planned Needs

This set of projects supports formal programs or objectives of an adopted plan or action by the City’s elected officials. 

Integrated with departmental and Citywide goals and objectives, this funding principle aims to align capital projects with operational priorities. Considerations for this type of project include confirmation that they will contribute to a formally adopted plan or action from the Board of Supervisors or the Mayor.

FUNDING PRINCIPLE 5: Promotes Economic Development

Economic development projects enhance the City’s economic vitality by stimulating the local economy, increasing revenue, improving government effectiveness, or reducing operating costs. 

These projects may have a direct or indirect effect on the City’s revenues or may help to realize cost savings. Considerations for this type of project include the potential for savings, the level of revenue generation (either direct through leases, fees, service charges, or other sources; or indirect, such as increased tax base, business attraction or retention, etc.), and any improvements to government service delivery, such as faster response times, improved customer service, or increased departmental coordination.

Policies, Principles, and Goals

The FY2024-33 Capital Plan responds to the economic shifts that remain from the COVID-19 pandemic and the resultant economic crisis. Retaining a focus to be good stewards of public funds and assets, the Plan preserves San Francisco’s longstanding funding principles for capital. In addition to the Plan’s funding principles, restrictions around issuing debt and setting funding targets for priority programs help San Francisco to demonstrate its intention to invest responsibly and in the areas of greatest need. The Plan’s policies govern the level and distribution of funds that feed into the Plan while the funding principles show how the funds will be prioritized.

Pay-Go Program Policies

The Capital Plan recommends a Pay-Go Program funding level based on the goal of restoring and eventually exceeding pre-pandemic levels of investment in capital. This Plan recommends a General Fund investment of $89 million in FY2024 growing by $30 million per year until FY2028, and $25 million per year thereafter. To address the low level of investment in the first two years, the Capital Plan recommends supporting the Pay-Go program with the issuance of Certificates of Participation in FY2024 and FY2025. This program is the City’s primary source for basic public facilities and right-of-way repairs, an essential function of government that the City is required to deliver.

From FY2015 to FY2020, San Francisco met or exceeded the Capital Plan-recommended funding level for the Pay-Go Program. However, the Program suffered significant cuts as part of the FY2020 rebalancing required to absorb unexpected costs associated with the COVID-19 pandemic. Those cuts were followed by significant reductions in the FY2021 through FY2023 budgets. This Plan aims to put San Francisco on track to build back up to healthy levels of capital Pay-Go spending to ensure a basic state of good repair for public assets. 

The Pay-Go Program policies recommended by the Plan are: 

• The General Fund funding level will be $89 million in FY2024 growing by $30 million per year until FY2028, and $25 million per year thereafter.
• The Street Resurfacing Program will be funded at the level needed to achieve and maintain a “Good” Pavement Condition Index (PCI) score of 75.
• ADA barrier access removal projects and the ongoing curb ramps right-of-way program will continue to be a program priority.
• Restores funding for critical enhancements by providing $5 million in FY2024 and FY2025, followed by $10 million per year thereafter. 

Several voter-determined outcomes over the past four years have affected the Pay-Go Program. Approved set-asides for the Recreation and Parks Department and street trees maintenance without associated revenue sources have resulted in restrictions on General Fund spending. These measures have reduced the flexibility of the Pay-Go Program. 

For more information on the Pay-Go Program, please see Chapter Five: Capital Sources.

Table 2.2

Debt Program Policies

The policy constraint for the General Obligation (G.O.) Bond Program is: 

• G.O. Bonds under the control of the City will not increase long-term property tax rates above FY2006 levels. In other words, G.O. Bonds under control of the City and County of San Francisco will only be used as existing bonds are retired and/or the city's assessed value grows.
• Consistent with the 2022 update of the Five-Year Financial Plan, the G.O. Bond Program assumes growth in Net Assessed Value of -0.24% in FY2024, 1.08% in FY2025, 0.99% in FY2026, 1.34% in FY2027, 1.79% in FY2028, and 3% annually thereafter.

The policy constraint for the Certificates of Participation (General Fund Debt) Program is: 

• The amount spent on debt service in the General Fund Debt Program will not exceed 3.25% of General Fund discretionary revenues.
• Consistent with the Five-Year Financial Plan, the Plan assumes that General Fund discretionary revenues grow 3.30% in FY2024, 3.65% in FY2025, 3.85% in FY2026, 2.33% in FY2027, 1.77% in FY2028, and 2.70% annually thereafter. 

General Policies

The Capital Plan uses the Annual Infrastructure Construction Cost Inflation Estimate (AICCIE) developed by the Office of Resilience and Capital Planning and approved by the Capital Planning Committee for the first year of the Capital Plan. For this Plan, that figure is 6.0%. Thereafter, the Plan assumes an annual escalation rate of 5.0% unless otherwise noted. 

The City uses a revolving Capital Planning Fund primarily to support pre-development of projects for inclusion in bonds with the expectation that these funds will be reimbursed at bond issuance. 

Departments with major building projects within the Plan's time horizon are expected to develop estimates for the impact on the City’s operating budget as part of project development. Those impacts appear in the Plan to the extent they are known at publication and are further discussed as a standard component of requests made to the Capital Planning Committee. Operating impacts are also considered during the City’s annual budget development process. The financial impact of operations is not recorded in the Plan but is addressed for major projects in the City’s Five-Year Financial Plan.

The Fiscal Year 2024-33 City and County of San Francisco Capital Plan (the Plan) is the City’s commitment to building a more resilient, equitable, and vibrant future for the residents, workers, and visitors of San Francisco. Updated every odd-numbered year, the Plan is a fiscally constrained expenditure plan that lays out anticipated infrastructure investments over the next decade. This document is the product of input from Citywide stakeholders, who have put forth their best ideas and most realistic estimates of San Francisco’s future capital needs. 

Through the application of consistent funding principles and fiscal policies, the Plan prioritizes departmental capital needs within defined fiscal constraints. The result is a road map for investments in San Francisco’s streets, facilities, utilities, parks, waterfront, transportation network, and affordable housing. 

Developed on the centennial of the 1906 earthquake, San Francisco’s first Capital Plan described the City’s renewed dedication to investing in public facilities and infrastructure for FY2007- 2016. Since that first Plan, the City’s commitment to its capital portfolio has grown substantially. In addition to addressing the seismic, modernization, and maintenance needs of City buildings and infrastructure, the Plan has added new challenges related to climate change and affordable housing. 

This FY2024-33 Capital Plan comes at a time of significant change and uncertainty in terms of hybrid work environments and the use of office space, the return of public transit use and tourism, as well as higher interest rates and inflation that are impacting costs and revenue. While COVID-19 appears to be waning, the lasting impacts on capital funding are considerable. This includes three years of significantly lower Pay-As-You-Go program funding along with a reduction in the capacity of the City’s General Obligation (G.O) bond program.       

The current Plan recommends over $41 billion in critical infrastructure improvements over the next 10 years. 

The $41 billion total level of investment recommended here is 9% higher than the previous Capital Plan, which was highly impacted by shortfalls caused by the COVID-19 pandemic, forcing reductions in the General Fund Pay-As-You-Go Program, as well as enterprise department budgets. This increase represents an effort to restore pre-pandemic levels of capital investment in San Francisco, and the recommendations in this Capital Plan reflect confidence in the City’s capacity to navigate near-term budget constraints and administer capital projects and programs in a responsible manner. San Francisco understands that ongoing investment in public assets is an essential function of government and will continue to act as a good steward of the City’s public spaces, facilities, and infrastructure.

This Plan begins to restore the severe COVID-19 induced funding reductions to previous levels by starting at a higher baseline and making large annual increases so that backlogs begin to decline in the second five years of the Plan

San Francisco's voters have approved nearly $5.6 billion in G.O. Bonds since 2008, more than the previous 50 years of G.O. Bonds combined. 

Table 2.1: G.O. Bonds Passed Since 2008

This Capital Plan identifies planned funding of $41.4 billion over 10 years. Despite this, the Plan defers nearly $7 billion in identified needs for General Fund departments. 

San Francisco’s Capital Plan reflects confidence in the City’s capacity to administer our capital program in a responsible and transparent manner that employs best practices in financial management. This includes establishing financial constraints around each funding program to promote its long-term viability, listing unfunded and deferred projects, and establishing funding principles.

Taking care of our capital infrastructure is an important part of building a resilient city. Resilience includes eliminating racial and social disparities so that all San Franciscans may recover and thrive no matter the shocks and stresses they face. The Capital Plan strives to fund projects and programs that address racial and social disparities and promote equity in the services delivered by the City’s facilities and infrastructure.