Tim brings more than 30 years of nonprofit executive experience to the role, along with a strong understanding of HomeRise, its people, and its mission. He previously served as HomeRise’s Interim CEO from November 2022 to June 2023, providing leadership and guidance during a period of organizational transition.

Throughout his career, Tim has helped nonprofit organizations navigate moments of change, strengthen their operations, and remain focused on the communities they serve. His most recent interim leadership positions include serving as Interim CEO of St. Vincent de Paul Society of San Francisco and Openhouse, both valued partners in the Bay Area’s housing and homelessness response system.

Tim has also served as CEO of several Bay Area nonprofits supporting youth, seniors, and families. His experience spans finance, operations, development, direct service, leadership transitions, and organizational turnarounds.

He began his nonprofit career at Larkin Street Youth Services, where he provided direct care to young people experiencing homelessness. That early experience continues to shape his commitment to housing and services that help people build stability and move forward.

“I began my career working alongside young people experiencing homelessness, and thirty years later my belief is unchanged: a home changes everything,” Tim said. “I am returning to 51ÁÔĆćbecause I am committed to supporting its residents and the team members who serve them.”

During his first weeks, Tim plans to focus on listening and learning from the people who know 51ÁÔĆćbest. “My first weeks will be spent listening and learning from staff, volunteers, partners, and community members,” he said. “I look forward to reconnecting and helping guide 51ÁÔĆćthrough this next transition.”

Tim holds dual bachelor’s degrees in Psychology and Sociology from Pitzer College and a Master of Arts in Psychology from Humboldt State University.

51ÁÔĆćalso extends its gratitude to Leo Levenson, who served as Acting CEO during the leadership transition while continuing in his role as Chief Financial Officer. His steady leadership helped ensure that the organization continued moving forward, and he will now return his full attention to his responsibilities as CFO.

The 51ÁÔĆćBoard of Directors will continue leading the search for a permanent CEO. In the meantime, the Board is confident that Tim, together with the 51ÁÔĆćleadership team, will provide the experience, stability, and focus needed to guide the organization through this transition.

Please join us in welcoming Tim back to HomeRise.

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JoAnn Rodriguez and Dorena Rodriguez of Enterprise Community Partners, along with Kelly Edwards of J.P. Morgan, visited Jazzie Collins Apartments. JoAnn also toured Rene Cazenave Apartments and Edward II. Malcolm Wells of National Equity Fund visited Mission Bay.

These visits were an opportunity to showcase the communities we operate and to deepen the relationships that make our mission possible.

Affordable and permanent supportive housing developments like ours often rely on Low-Income Housing Tax Credits (LIHTCs), the largest source of affordable housing financing in the United States. Created by the Tax Reform Act of 1986, the program has helped place more than 3.5 million affordable units in service nationwide and accounts for roughly 90% of all newly built affordable rental housing.

Here’s how it works: the federal government distributes tax credits to each state, and state housing agencies award them to developers through a competitive process. Developers sell those credits to investors, often banks, in exchange for upfront funding to build or rehabilitate the property. That funding reduces how much the project needs to borrow, which keeps rents affordable for low-income residents. In return, the housing must stay affordable for at least 30 years.

Partners like Enterprise Community Partners, J.P. Morgan, and National Equity Fund play a vital role in this ecosystem, helping turn federal tax credits into the real-world capital that allows 51ÁÔĆćto build, rehabilitate, and sustain homes for formerly unhoused residents.

Beyond financial investment, our partners bring long-term commitment, technical expertise, and a shared belief that housing changes lives.

We are equally grateful to the many 51ÁÔĆćteam members who helped make each visit welcoming and successful: Larry August, Maria Beeler Olsen, Danesha Bishop, Lucille Bonner, Christy Duhart, Jet Doye, Brett Dresden, Chris Escatiola, Phaedra Freeman, Veronica Garcia, Bri Gibson, Marlin Godfrey, Georgina Gomez, Janea Jackson, Sparkle Jernigan, Shavaughn Johnson, Leo Levenson, Karen Martinez, Bridgett Moore, Jared Parker, Tyriesha Racklin, Marie Reyes, Hugh Russell, Muhammad Sheikh, David Williams, Brandon Wiley, and Beck Xathavisouk.

Their collaboration across leadership, housing operations, resident services, compliance, and maintenance reflects the team effort behind every successful 51ÁÔĆćcommunity.

Together, these partnerships help bring people home.

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Anniversaries invite reflection, but 2025 was not about nostalgia. It was about execution. We advanced a clear, actionable strategic plan that sharpened our focus on housing stability, operational excellence, and long-term sustainability so our work is focused, measurable, and built to last.

And we delivered results that matter. In 2025, vacancy rates decreased to 5%, surpassing the City’s Department of Homelessness and Supportive Housing (HSH) goal of 7%, at a time when double-digit vacancy rates are common across the industry. Even more importantly, our housing retention rate remained at 98%, well above an 85% benchmark commonly used in supportive housing.

We also expanded our reach. In 2025, 51ÁÔĆćserved an additional 294 residents reflecting both growing need and our ability to respond with consistent, high-quality support.

We strengthened the community behind this work, too. Donor retention increased to 64% (up from 31%; industry standard is 35% – 45%) and we welcomed 44 new donors, engaged 32 corporate partners, and activated 92 new volunteers.

Now let’s turn momentum into sustainability. If you believe homelessness is solvable, back the work that’s producing measurable outcomes. 

• Donate today to keep housing stable and services strong. 
• Volunteer to bring real capacity to our teams and community spaces. 
• Follow 51ÁÔĆćon and and amplify: share this post, comment, and tag someone who should be part of the solution. 

Every action widens the circle of support and keeps more neighbors housed.

With Sincere Gratitude,

   Janéa Jackson, CEO

The post 2025: A Year of Milestones, Momentum, and Measurable Impact at HomeRise appeared first on HomeRise.

At HomeRise, we believe a stable home is the foundation for lasting change. For 35 years, we’ve provided Permanent Supportive Housing with on-site services to help end homelessness in San Francisco. Today, we serve 1500 residents at 18 properties through housing, development, management, and wraparound care. Additionally, 51ÁÔĆćmaintained a 98% housing retention rate, and saw a 300% increase in participation in voluntary programs.

As I mark two years as CEO, I’m proud of our progress amid major challenges. When I stepped in during 2023, the pandemic had exposed deep flaws in the PSH system and shaken public trust. But I also saw resilience—and the opportunity to lead with focus, restore stability, and renew belief in our mission.

What We’ve Accomplished

Our turnaround strategy has been grounded in three guiding principles: people, process, and procedures. These have shaped every move we’ve made over the last two years.

1. People First:  We’ve filled over 100 critical roles, restructured core teams, and cultivated a culture rooted in purpose and accountability. Our frontline staff—including property managers, resident service coordinators, and maintenance workers—have remained steadfast, even as we’ve navigated change together.
2. Smarter Processes:  We improved vacancy tracking, accelerated unit turnover, and introduced tighter operational workflows. As a result, our vacancy rate dropped from over 18% to 6.7%—well below national averages for supportive housing, which often exceed 10%. In several high-need buildings, unit turnaround times were cut by more than half.
3. Stronger Procedures:  We enhanced internal controls, addressed longstanding compliance concerns, and strengthened documentation across the organization. We’ve also taken a firmer stance on aligning services with real-world needs, including escalating and addressing urgent behavioral health concerns quickly and appropriately to protect both the residents and the broader community.

Ultimately, we’ve expanded mental health, case management, and family services, responding to rising post-pandemic needs with trauma-informed, culturally responsive care and clear safety protocols that promote trust, compassion, and accountability.

What Comes Next

The work isn’t done. In fact, in today’s climate, it’s getting harder. Misconceptions about PSH are being used to undermine funding and public confidence. But data—and lived experience—prove otherwise: PSH works. It saves lives, restores dignity, and offers a real path forward.

That’s why we’re doubling down in three key areas:

1. Stronger Integration with Health & Behavioral Services: We’re expanding partnerships with healthcare and mental health providers to deliver more comprehensive, wraparound support for residents.
2. Reimagining Our Business Model: We’re undertaking a comprehensive feasibility study to evaluate our housing portfolio, identify opportunities for cost savings, and explore strategic partnerships—including the potential for 51ÁÔĆćto serve as a third-party property management provider in the greater Bay Area. Our aim: to build a more resilient, forward-looking HomeRise.
3. Telling Our Story: We’re working to reclaim the narrative around supportive housing. Through transparency, storytelling, and advocacy, we’ll show why PSH is not only effective—it’s essential.

Gratitude

This progress wouldn’t be possible without the unwavering support of our staff, residents, partners, funding partners, and Board. Your trust and commitment have fueled this turnaround—and your belief in our mission continues to inspire us.

Join Us

The last two years were about stabilization. The next two are about transformation. At HomeRise, we don’t just provide housing—we walk alongside our residents, staff, and city to build something better.

If you believe in the power of permanent supportive housing, we invite you to stand with us. Every dollar helps change lives.

Thank you for being part of the journey.

— Janéa Jackson, CEO

The post Two Years at HomeRise: Building Stability, Driving Impact, and Looking Ahead appeared first on HomeRise.

What began as a simple initiative to offer blood pressure screenings has evolved into a dynamic program supporting nutrition education, chronic disease prevention, and social connection. Now in its fourth year, the program runs twice annually and has become a cornerstone of holistic care for 51ÁÔĆćresidents.

From Screenings to Smoothies—Meeting Resident Needs

The student nurses begin each session with a Welcome Brunch, allowing residents to meet the new team and learn what to expect. From there, the interns offer weekly services that go far beyond routine check-ups.

For many residents, blood pressure checks are their first step toward engaging with the healthcare system. Some discover dangerously high readings for the first time and, with the nurses’ support, get immediate referrals for medical intervention—averting strokes or other serious complications. Nurses also help residents enroll in health plans and set up appointments with primary care providers, reducing reliance on emergency rooms for non-urgent care.

For JB Butler, a longtime resident at the Senator, these weekly visits with student nurses Allen and Ali became a lifeline. Like many underserved individuals, JB had long struggled to navigate the healthcare system and manage multiple chronic conditions. Each Tuesday, he would stop by to check his blood pressure—once critically elevated—now within a healthy range thanks to consistent monitoring and support. The nurses also offered guidance on managing his diabetes through diet, making it easier to take small, sustainable steps toward better health.

One week, JB mentioned pain and swelling in his finger. Allen and Ali took his concern seriously and helped schedule a medical appointment. The surprising diagnosis? A small stone lodged in his knuckle, requiring surgery. Without the nurses’ intervention, JB might have continued to suffer needlessly. Instead, he received care and resolution. “The nurses always help me with appointments and understanding the procedures that I need,” he shared. “I trust them, and they are always welcoming and happy to see me. For me, these are important conversations that I need to have as I age and the changes that my body is going through.”

Stories like JB’s also leave a lasting impression on the student nurses. As Allen reflected, “Working at the Senator can be very challenging, but it is some of the most fulfilling work I have done.”

As the program has grown, nutrition education has taken center stage. With the help of donated ingredients from local farmers markets and food rescue partners like ExtraFood, nurses lead interactive sessions where residents prepare meals and smoothies while learning about heart-healthy, diabetes-friendly eating. These shared activities have led to open discussions around chronic health issues, better shopping habits, and practical meal planning strategies residents can carry forward.

Each cohort adapts its services to meet the specific needs of the residents at their assigned site. Some groups have introduced new resource binders with updated information on local services. Others have offered informal sessions on topics like end-of-life planning or navigating mental health care. A standout initiative has even included baking and decorating healthy cupcakes together—a creative way to support nutrition while building community.

A Model for Connection, Care, and Replication

In addition to providing essential health education, the program has become a valuable tool in reducing social isolation—particularly among seniors and new residents. Isolation can significantly impact both physical and mental health, increasing the risk of conditions such as hypertension, cognitive decline, and depression. The weekly nurse-led sessions give residents something to look forward to: conversation, laughter, and the joy of sharing stories and meals together.

Reminiscing has emerged as a spontaneous and recurring theme during group activities. Residents frequently share memories from their past, discovering new connections and common ground with others who live in the building. These small moments of recognition and friendship help residents feel more at home in their communities and more empowered in their wellness journeys.

The program ends with a Goodbye Brunch, offering a chance for reflection and gratitude. While each group of student nurses is different, they leave behind healthier residents, updated wellness resources, and a community better equipped to care for itself.

Thanks to its flexible and responsive design, the SFSU nursing partnership is already being replicated across multiple 51ÁÔĆćsites, including Cambridge Apartments and 666 Ellis, in addition to the Senator Hotel. With each semester, the program strengthens—not only supporting residents but also shaping the next generation of public health professionals. Many nursing students finish their internships inspired to pursue careers in community health, a reflection of the powerful impact this work has on their professional outlook.

As 51ÁÔĆćcontinues to grow and welcome new leadership, expanding this model to more sites remains a top priority. The goal is to ensure all residents have access to the same level of care, education, and connection—no matter which building they call home.

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These undulating wooden benches do more than catch the eye—they create space for community. With their flowing forms and warm, natural materials, they encourage residents and neighbors alike to slow down, take a breath, and engage with the environment and one another. Whether used for a quiet moment of reflection or a casual conversation between friends, the benches help turn a public plaza into a shared living room.

We’re grateful to TS Studio for their thoughtful approach to design—one that brings both beauty and belonging to the people we serve.

Read the full article at .

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During the visit to HomeRise’s Arnette Watson Apartments (AWA)—an 83-unit building home to families, including 30 children—Supervisor Mahmood met with 51ÁÔĆćCEO Janea Jackson, Board Housing Committee Chair Heidy Braverman, Board Member and Resident Representative Juthaporn Chaloeicheep, and the dedicated AWA staff. This tour offered a glimpse into the “village” that has formed within AWA’s walls, where neighbors look out for one another, children grow and learn together, and families receive the wraparound support needed to thrive. It’s this sense of community that helps break the cycle of homelessness, providing a stable environment for children to blossom and families to rebuild their lives.

Permanent supportive housing has proven to be one of the most effective means to address chronic homelessness. Today’s tour reaffirmed the importance of investing in nonprofit partners who not only provide housing but also cultivate a nurturing environment and comprehensive services that help people regain independence and hope.

Guided by leaders from SHPN, the broader tour shed light on the essential staffing models, infrastructure, and compassionate care needed to operate permanent supportive housing successfully. They also emphasized the challenges providers face—from workforce shortages to underfunding—and called for greater support and policy alignment to scale these community-driven models citywide.

The Supportive Housing Provider Network is a coalition of nonprofit organizations committed to ending homelessness through the provision of safe housing, meaningful connections, and a network of supportive services.

For more information about 51ÁÔĆćand our mission, sign up for our newsletter here.

The post The Power of Community in Breaking the Cycle of Homelessness appeared first on HomeRise.

Throughout April, 51ÁÔĆćis offering a range of workshops and resources designed to build essential money management skills. Topics include budgeting, saving, understanding credit, and navigating financial systems—all geared toward helping participants gain confidence and control over their finances.

“Financial literacy is a foundational skill that everyone deserves access to, especially those working to overcome housing instability,” said Katriel Spiker, Director of Resident Services at HomeRise. “By partnering with these mission-aligned organizations, we’re creating opportunities for learning, empowerment, and sustainable growth.”

These financial literacy initiatives are part of our broader mission to uplift and support the communities we serve. By equipping individuals with practical tools and information, we aim to foster greater independence and resilience.

Let’s work together this Financial Literacy Month to invest in brighter futures—because money matters, and knowledge is power.

For more information about 51ÁÔĆćand our mission, sign up for our newsletter here.

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We extend our heartfelt congratulations to all our Award of Excellence recipients. Your hard work, passion, and leadership make a tremendous impact on 51ÁÔĆćand the community we serve. Thank you for your continued dedication to excellence!

Celebrating Our Award Recipients:

• Mary Briggs
• Lanisha Thomas
• Karen Martinez
• Alicia Robertson
• Maria Fuentes
• Dietrich Heick
• Suriana Budiman
• Britney Bynum
• Gina Withers
• Dale Wilson
• Malik Jones
• Patricia Wooley
• Deborah Jackson
• Maria Gorina
• David Williams
• Kat Spiker
• Eileen Myers
• Leo Levenson

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During the tour, ULI members had the opportunity to learn about the vital role that stable, service-enriched housing plays in addressing homelessness. 51ÁÔĆćstaff, many of whom have lived experience with housing insecurity, shared personal stories about how permanent supportive housing has provided them and others with a pathway to stability and self-sufficiency.

HomeRise’s work demonstrates that housing is more than just shelter—it’s a foundation for rebuilding lives. Hearing directly from those who have benefited from these programs highlights the profound impact of supportive housing on individuals and communities.

The tour also inspired several ULI members to express interest in volunteering and collaborating on future permanent supportive housing projects, reinforcing a shared commitment to advancing innovative solutions for housing stability.

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