Dion-Jay (DJ) Brookter

• Office: Supervisor, District 10
• Election Date: November 3, 2026
• Candidate: Dion-Jay (DJ) Brookter
• Due Date: March 12, 2026
• Printable Version

Thank you for seeking GrowSF's endorsement for the November 3, 2026 election! GrowSF believes in a growing, beautiful, vibrant, healthy, safe, and prosperous city via common sense solutions and effective government. Our work includes running public opinion polls to understand what voters want, advocating for those changes, and ensuring that the SF government represents the people.

The GrowSF endorsement committee will review all completed questionnaires and seek consensus on which candidates best align with our vision for San Francisco.

Please complete this questionnaire by March 12, 2026 so we have enough time to adequately review and discuss your answers.

• Your Policy Goals
• Your Leadership
• The Issues
• Public Safety
• Substance abuse
• Mental Health
• Small Business
• Housing
• Transit Infrastructure
• Budget
• Personal
• Thank you

Your Policy Goals

We’d like to get some details about your high-level goals and how you intend to use your elected office to achieve them.

What policies do you hope to change or preserve by running for Supervisor, District 10? Please be specific, and list them in order of priority.

1. Deliver housing that meets real community needs while preventing displacement.
   • District 10 has major redevelopment opportunities, including the Hunters Point Shipyard, Candlestick Point, and Pier 80. My top priority is ensuring these projects deliver deeply affordable housing, workforce housing, and mixed income communities that benefit existing residents. Growth should strengthen community stability rather than displace the people who built our neighborhoods. This also includes building more housing along commercial corridors and near transit, particularly along the Third Street corridor, while strengthening tenant protections, foreclosure prevention programs, and housing stability resources for renters and homeowners.
2. Make city government work more effectively.
   • San Francisco’s permitting, planning, and contracting processes are often slow, duplicative, and confusing. I will work to streamline approvals for housing that serves community needs, improve coordination across city departments, and strengthen oversight to ensure projects move from approval to construction without unnecessary delays.
3. Improve neighborhood safety through prevention, accountability, and community partnerships.
   • District 10 continues to face persistent gun violence and public safety challenges. My approach combines effective policing, strong community partnerships, and sustained investment in prevention and youth opportunity programs.
4. Deliver environmental justice and healthier neighborhoods.
   • District 10 has carried disproportionate environmental burdens for decades. I will prioritize independent verification and full accountability for the Hunters Point Shipyard cleanup and ensure redevelopment improves environmental health and quality of life for existing residents.

Why those policies?

District 10 has historically faced a combination of housing instability, environmental harm, and economic exclusion. Addressing these issues requires policies that stabilize existing communities while also allowing the city to grow and invest in the district.

Housing, safety, economic opportunity, and environmental health are interconnected. When residents can remain in their homes, access good jobs, and live in safe neighborhoods, communities become stronger and more resilient.

Explain why your #1 goal is your #1 goal.

Housing stability is the foundation for thriving communities. District 10 has historically experienced some of the highest foreclosure rates in San Francisco, disproportionately affecting working class families and communities of color. At the same time, major redevelopment projects are reshaping the district. Ensuring that new housing delivers real affordability and that existing residents can remain in their homes is essential to maintaining stable and diverse neighborhoods.

How will you build the coalition and political capital to enact your #1 goal? What obstacles will you face, and how will you overcome them? Will the power of the office of Supervisor, District 10 be enough to achieve this goal?

Building the coalition to achieve this goal starts with genuine engagement and honest conversations across the full range of stakeholders involved in housing policy. I believe effective leadership requires talking to everyone who has a stake in the outcome. That includes residents, tenant advocates, small property owners, labor unions, community-based organizations, housing developers, and city agencies.

Too often housing debates happen in silos, and progress requires bringing those groups together early rather than after decisions have already been made.

In District 10, there is broad agreement that housing stability and affordability are critical priorities. The challenge is often aligning different perspectives on how to achieve those goals. My approach will be to focus on shared outcomes. That means ensuring that new housing contributes to affordability, protects existing residents from displacement, and delivers real community benefits such as local hiring, infrastructure improvements, and public amenities.

The biggest obstacles will likely include political polarization around housing policy, community mistrust created by past redevelopment projects, and bureaucratic delays that prevent projects from moving forward even after approvals. Overcoming these challenges requires transparency, consistent community engagement, and strong oversight to ensure that commitments are actually delivered.

The office of Supervisor provides meaningful tools to advance this work. Supervisors shape land use policy, approve major development projects, oversee city agencies, and help determine budget priorities. While the role cannot solve every challenge alone, it provides significant leverage to build partnerships, convene stakeholders, and ensure housing policies translate into real projects and real stability for residents.

Will the power of the office of Supervisor, District 10 be enough to achieve the other goals?

Yes, the office of Supervisor provides significant tools to advance these goals. Supervisors shape land use policy, vote on development projects, set budget priorities, and conduct oversight of city departments.

At the same time, many of these issues require collaboration with the Mayor, other members of the Board of Supervisors, and city agencies. Progress depends on building partnerships and aligning priorities across government.

Used effectively, the office has meaningful leverage to move these goals forward while ensuring District 10 residents are represented in citywide decisions.

San Francisco has areas of procedural and legislative bloat, making it hard for the city to serve its residents effectively. Give three examples of legislation that should be repealed.

1. Conditional Use Requirements for Housing in Areas Where Residential Development Is Permitted

San Francisco should repeal conditional use requirements for 100 percent affordable housing projects in areas where residential development is already permitted. In several zoning districts, affordable housing projects must still obtain conditional use authorization from the Planning Commission even when residential uses are allowed. This adds additional hearings, staff reports, and potential appeals that can delay projects without improving outcomes. When a development is entirely affordable and financed with public subsidies, these extra procedural steps duplicate existing oversight and slow the delivery of housing. Eliminating conditional use requirements for fully affordable housing would create a clearer and more predictable path from proposal to approval.

2. Fragmented Interdepartmental Permit Reviews

San Francisco should repeal procedural requirements that force affordable housing projects and small businesses to navigate separate permit reviews across multiple city departments. Both affordable housing developments and small businesses must often obtain approvals from agencies such as the Department of Building Inspection, Public Works, the Fire Department, and the Department of Public Health. Because these reviews frequently occur sequentially rather than concurrently, applicants can spend months moving between departments before receiving final approval. Establishing coordinated interdepartmental review and concurrent permitting would reduce delays while maintaining safety and regulatory standards.

3. Duplicative Inspections and Licensing Requirements

San Francisco should eliminate redundant inspection and licensing requirements that require businesses and development projects to undergo overlapping regulatory processes. Small businesses in particular often face multiple inspections that address similar safety and compliance issues across different departments, while many must also maintain separate permits and renewal schedules with duplicative paperwork. Consolidating inspections and creating unified licensing and renewal systems would maintain strong oversight while reducing administrative burdens for local businesses and improving efficiency across city government.

What is an "out there" change that you would make to state/local government policy, if you could? For the purpose of this question, you are not constrained to the office of Supervisor, District 10.

An “out there” change I would pursue is a major expansion of municipal or social housing. The state and city should aggressively invest in publicly owned housing that is permanently affordable and cross subsidized across different income levels, rather than relying primarily on tax credit financing and private market development.

Today, much of our affordable housing system relies on complex tax credit structures that make projects difficult to finance and slow to deliver. At the same time, the private market tends to produce housing at price points that reflect extremely high land, labor, and construction costs. This leaves many working households earning too much to qualify for traditional affordable housing but not enough to comfortably afford market rate rents.

Municipal housing offers a different model. Publicly owned housing can include a mix of income levels, where moderate rents from middle income households help subsidize deeply affordable units. This cross subsidized approach can help deliver housing for households earning roughly 80 to 120 percent of area median income, the “missing middle,” including teachers, nurses, firefighters, police officers, service workers, and blue collar families who should be able to afford to live in San Francisco.

New financing tools could support this model. For example, a public bank could provide low cost loans for land acquisition or predevelopment, earning modest returns while recycling repayments into future housing projects.

Treating housing more like public infrastructure, similar to transit or schools, would allow the state and cities to steadily expand the supply of permanently affordable homes and provide greater stability for working families.

Your Leadership

We’d like to learn more about your leadership style and plan to execute effectively once you assume office.

When in office, how would you balance the needs of the electorate with the demands of special interests? Where do you foresee this being the biggest challenge?

My responsibility as Supervisor would be to represent the residents of District 10 and the broader public interest. Listening to a wide range of stakeholders is important, but decisions must ultimately reflect what is best for the community as a whole.

Balancing these interests starts with transparency and open communication. I believe in meeting with everyone, including community organizations, labor, small businesses, advocates, and developers, but also making sure the voices of everyday residents are heard and taken seriously in the decision-making process.

The biggest challenge will likely arise around major development and land use decisions. These projects often involve competing priorities, including housing needs, economic development, environmental concerns, and neighborhood stability. Different groups may advocate strongly for their interests, and it is the role of the Supervisor to weigh those perspectives and focus on outcomes that benefit the district and the city over the long term.

My approach will be to stay grounded in clear policy goals, maintain transparency in how decisions are made, and prioritize solutions that strengthen communities while allowing the city to grow and function effectively.

When in office, how would you balance the needs of your district with the needs of the city? Where do you anticipate this being the biggest challenge?

As Supervisor, I would center the needs of District 10 residents while considering the impact on the city as a whole. I love this district and am committed to making sure its residents, businesses, and neighborhoods thrive. District 10 has long been underfunded and under-resourced, and I will fight to ensure its unique challenges and opportunities are fully represented in citywide policies.

The biggest challenge will be balancing citywide priorities with local needs. I will build coalitions with fellow Supervisors, city agencies, and community groups, using relationships and collaboration to ensure District 10 benefits from city resources while also contributing to solutions that strengthen San Francisco overall.

How do you think the day-to-day management of a Supervisor’s office can be improved? How do you plan to run your office?

I believe that each supervisor’s office will vary by district. Our office will involve a mix of constituent services, policy work, administration and coordination with our local city agencies.

If you could measure the success of your term by 1 metric, and 1 metric only, what would that metric be?

Constituent service satisfaction

The Issues

Next, we will cover the issues that voters tell us they care about. We hope to gain a better understanding of your policy positions, and we hope that you use this opportunity to communicate with voters.

Public Safety

What is the #1 public safety issue today? Why do you believe this is the #1 issue?

The number one public safety issue in District 10 is gun violence. It affects our families, businesses, and the sense of safety in our neighborhoods. Public safety is about care, consistency, and community, not neglect. I love District 10 deeply and have seen how our residents are too often left behind, underserved, and under-resourced. My approach centers on prevention and investment in the people and places that make our neighborhoods safe and welcoming.

This includes expanding community-based ambassador programs, supporting violence prevention and youth programs, and ensuring survivors of domestic violence have access to culturally competent legal services. Clean, well-lit streets, safe parks, and reliable transit are also public safety measures because they show our community is valued and cared for. By prioritizing District 10, restoring resources, and partnering with community organizations, we can reduce gun violence while fostering trust, safety, and opportunity for everyone who calls this district home.

What power would you have to solve this issue?

As Supervisor, I would have the power to direct City resources, advocate for sustained funding, and hold departments accountable to the needs of District 10. I can prioritize community-based programs, support violence prevention initiatives, and ensure public spaces are clean, well-lit, and cared for. I can champion policies that expand legal protections for survivors, strengthen youth programs, and improve transit and pedestrian safety. While the office cannot solve gun violence alone, it provides meaningful tools to invest in the people, places, and partnerships that make our neighborhoods safer and show District 10 is valued, loved, and not left behind.

What three things would you change about how SFPD operates?

Hire and retain officers with strong ties to District 10. Officers who live in or have deep connections to the communities they serve are better able to build trust, de escalate conflicts, and respond to neighborhood concerns. Recruiting officers who are invested in the success of the community helps strengthen relationships between residents and law enforcement.

Address chronic understaffing and reform overtime practices. Persistent staffing shortages and excessive overtime, including “10(b)” jobs, drive up costs, strain officers, and undermine effective policing. Ensuring adequate staffing levels, tightening overtime rules, and supporting officer well being will improve morale while strengthening public safety.

Strengthen transparency and accountability. Clear oversight and responsible use of city resources are essential to rebuilding public trust. Enforcing accountability standards, preventing abuses such as outside security work while calling in sick, and maintaining strong transparency measures will help ensure SFPD operates with integrity and serves residents effectively.

What small change do you think would have the biggest impact?

Should San Francisco…	Yes	No
Try to achieve “full staffing” for SFPD? (Defined as about 2,100 officers, according to the City)	X
Arrest and prosecute street-level fentanyl dealers?		X
Investigate, arrest, and prosecute fentanyl distribution ringleaders (like organized crime and cartel members)?		X
Arrest and prosecute street-level vendors of suspected stolen goods?		X
Investigate, arrest, and prosecute the leaders of theft rings and fencing operations?		X

When considering appointments to the Police Commission, which sets SFPD's use of force guidelines, what do you consider to be important in the candidate? Please include what you believe the ideal candidate’s views are on the following: public drug use, sidewalk vending (including food and stolen goods), use of police technology (drones, AI), and shoplifting.

As a former police commissioner who has worked on setting use-of-force guidelines the individual must balance public safety, legal requirements, officer safety, and community trust. The role also requires several key characteristics:

• Community Awareness & Empathy
• Continuous Training
• Strong Ethical Integrity
• Commitment to Accountability
• Knowledge of Law & Constitutional Rights
• Evidence-Based Decision Making
• Emphasis on De-Escalation
• Transparency
• Leadership & Cultural Influence
• Crisis & Risk Management Skills

Substance abuse

In general, how should the City handle people who are abusing drugs on City sidewalks?

The City should respond with public health centered outreach combined with clear expectations about public safety and shared space. People who are using drugs on sidewalks are often experiencing untreated addiction, mental health conditions, or homelessness. The City should deploy multidisciplinary street teams, including clinicians, peer specialists, and outreach workers, to connect individuals to treatment, shelter, and supportive housing.

At the same time, sidewalks must remain safe and accessible. The City should expand low barrier treatment options, crisis stabilization, and drop in care so that when outreach teams engage someone using drugs in public, they have somewhere immediate to bring them. Enforcement alone does not solve addiction, but consistent engagement, treatment pathways, and housing stability can reduce public drug use while helping people recover.

If someone is passed out from drugs on the sidewalk, how should the City respond?

If someone appears unconscious due to drug use, the City should treat the situation first and foremost as a medical emergency.

Emergency responders or specialized crisis teams should be dispatched to assess the individual, administer overdose reversal medication such as Naloxone if needed, and transport the person to medical stabilization or sobering centers. After the immediate crisis is addressed, there should be a warm handoff to treatment providers and case managers, ensuring the individual is connected to detox services, medication assisted treatment, mental health care, and housing support.

The goal should be stabilization and continuity of care, rather than simply clearing the sidewalk and leaving the person without follow up support.

Do you support the creation of safe consumption sites in San Francisco? If so, please detail how they should be run. If not, please explain a viable alternative.

I support carefully regulated supervised consumption services as part of a broader public health strategy, provided they are implemented with strong oversight, community engagement, and clear pathways into treatment.

These sites should be medically supervised facilities where individuals can use pre obtained drugs under the supervision of trained staff who can intervene in the event of an overdose and connect participants to treatment, primary care, housing resources, and recovery programs. They should include on site medical staff and overdose prevention, immediate access to detox referrals and medication assisted treatment, hygiene facilities and basic health care, strong neighborhood management plans and data transparency, and clear metrics for evaluating effectiveness.

Supervised consumption services should not stand alone. They must be paired with expanded treatment capacity, recovery housing, and outreach so that the system actively helps people move toward recovery.

Do you support sober housing? Why or why not?

Yes, I support sober housing as a critical part of the recovery continuum.

Many people leaving detox or treatment programs relapse because they return to environments where substance use is common. Sober housing provides stable, drug free living environments with peer support and accountability, which significantly improves recovery outcomes.

The City should expand sober housing options that are affordable and accessible to people exiting treatment, integrated with job training and supportive services, structured but not overly restrictive, and available in multiple neighborhoods to avoid concentration.

Sober housing helps bridge the gap between treatment and long term independence, and it is one of the most effective tools for sustaining recovery.

Would you continue or change the city’s harm reduction policies that distribute drug use paraphernalia beyond clean needles, such as pipes, foil, etc.?

Harm reduction policies should continue, but they should be paired more closely with treatment engagement and public accountability.

Providing safer use supplies can reduce disease transmission, injuries, and other health risks. However, these programs should be structured so that distribution is integrated with outreach, health screening, and pathways into treatment and recovery services.

Improvements should include stronger connections between harm reduction programs and treatment referrals, data collection on health outcomes and service uptake, distribution tied to engagement with outreach teams or health services, and clear communication with neighborhoods about goals and results. The goal of harm reduction should always be reducing immediate harm while creating opportunities for recovery.

Mental Health

Should San Francisco amend our current laws around mental health crisis intervention to better help people suffering on the streets? If yes, why and how? If not, why not?

Yes. The City should strengthen its response to mental health crises by prioritizing public health approaches that connect people to care and services. Public safety solutions must address underlying needs, including mental health, substance use, and housing instability, rather than defaulting to punishment.

The City should expand crisis response teams and outreach that can assess people in crisis and connect them to appropriate medical care, mental health services, substance use treatment, and supportive housing. Mental health and substance use treatment should also be better integrated with housing and supportive services to ensure continuity of care and long-term stability for people transitioning out of homelessness.

What aspects of San Francisco’s conservatorship policies would you change?

Our priority should be strengthening the continuum of care so people can access help earlier and remain connected to treatment and supportive services. Expanding access to mental health care, substance use treatment, supportive housing, and other services can help prevent people from reaching the point of crisis.

When individuals are struggling with severe mental illness or addiction, the response should focus on stabilization, treatment, and pathways to recovery. Policies should ensure people are connected to ongoing care, housing support, and community-based services that promote long-term stability.

Some have argued that San Francisco should place people who are experiencing mental health crises on the streets into involuntary mental health holds at psychiatric facilities. Do you agree or disagree with this view? Please explain why or why not. If you agree with this view, please outline some guardrails and oversight the City must provide to prevent abuse. If you disagree with this view, please outline your preferred alternative solution as well as any drawbacks it might have and oversight it might need.

Mental health crises should be treated as health and safety emergencies. When someone is in crisis, the City should ensure trained responders assess the situation and connect the individual to appropriate medical care, mental health treatment, and supportive services.

The goal should be stabilization and continuity of care, not simply responding to the immediate crisis without follow-up support. People should be connected to mental health services, substance use treatment, housing, and supportive programs that provide a path toward long-term stability.

Small Business

What would you change about the process of new retail business formation in San Francisco, across zoning, permitting, renovations, fees, and financing? Please be as specific as possible.

The City should streamline permitting, licensing, and inspections to reduce the costs, delays, and administrative hurdles that many small businesses face. Complicated processes and long timelines make it harder for entrepreneurs, especially immigrant-, women-, and minority-owned businesses, to open and operate.

The City should expand access to capital, business incubators, and technical assistance so small businesses have the resources they need to launch and grow. Many entrepreneurs struggle to access financing or navigate the regulatory system, and targeted support can help address those barriers.

Programs that activate vacant storefronts and commercial spaces should be strengthened. Initiatives like the Vacant to Vibrant program have shown that temporarily activating empty storefronts can help small businesses test locations, bring life back to commercial corridors, and reduce long-term vacancies.

The City should also invest in neighborhood commercial corridors by improving cleanliness, lighting, and street activation. Safe, clean, and welcoming streets attract customers and create the conditions for small businesses to succeed while supporting local economic recovery.

Which of these types of businesses should be permitted by-right vs require special government approval?	Allowed	Needs Permission
Bars that don’t serve food		X
Bars that serve food	X
Vice businesses (strip clubs, liquor stores, etc.)		X
Formula retail (Starbucks, Safeway, Whole Foods, etc)		X
Cafes & restaurants	X
Professional offices		X

If San Francisco adopted policies that allowed all non-vice businesses to open without special hearings, what would you do to help local small businesses compete with large national chains?

I would expand support for local small businesses so they can thrive alongside larger national chains. That includes increasing access to capital, technical assistance, and business incubators, especially for immigrant-, women-, and minority-owned businesses. I would strengthen neighborhood commercial corridors by improving cleanliness, lighting, and street activation to attract foot traffic and customers. Programs like Vacant to Vibrant can be scaled to help small businesses test locations, reduce long-term vacancies, and bring life back to storefronts. Protecting long-standing local businesses through targeted grants, technical support, and commercial rent protections ensures that neighborhood-serving businesses remain anchors in District 10 and other communities across San Francisco.

Should San Francisco…	Yes	No
Reduce the time to obtain all permits to open a new business to no more than 3 months	X
Reduce the cost of obtaining permits to open a new business	X
Reduce the number of activities which must obtain permits, and expand the number of by-right activities	X
Try to attract businesses of all sizes to the City?		X

If you want to explain any positions above, please feel free:

Housing

Do you believe that San Francisco has a shortage of homes? Why or why not?

San Francisco faces a shortage of homes, particularly those affordable to low- and middle-income residents. For decades, the city added jobs and population faster than it built housing, while construction costs, land constraints, and limited public funding slowed the production of new homes. The result has been high rents, rising home prices, and long waiting lists for affordable housing.

Addressing this shortage requires focusing on the kinds of housing that the market does not reliably produce on its own. Expanding publicly funded affordable housing, strengthening tenant protections, and using public land for housing development are essential to ensuring that teachers, service workers, families, and longtime residents can continue to live in the city. Our housing strategy must prioritize stability and affordability while increasing the number of homes available to the people who need them most.

Do you believe that housing prices are set by supply and demand constraints? Why or why not?

Housing prices are influenced by supply and demand, but housing markets do not operate like typical markets for consumer goods. The cost of building housing is heavily shaped by structural factors such as the price of land, construction labor, building materials, and financing. In San Francisco, land is extremely scarce and expensive, construction labor and materials are costly, and high interest rates significantly increase the cost of financing new housing. These factors create a high floor on the cost of producing new homes regardless of demand.

Because housing is a basic human need, relying on market forces alone will not produce housing that is affordable to most working families. Public policy, therefore, plays a critical role in shaping housing outcomes. Expanding public investment in affordable housing and prioritizing long-term affordability can help ensure that teachers, service workers, families, and longtime residents are able to continue living in the city.

Do you think Mayor Lurie’s Family zoning plan is too ambitious or not ambitious enough? Why?

Mayor Lurie’s Family Zoning plan focuses primarily on zoning changes, but zoning alone does not address the central challenge of housing affordability: funding the construction of affordable homes. Zoning is only one piece of the housing puzzle, and by itself it is unlikely to trigger a large wave of new development. Housing production is heavily influenced by broader economic conditions, including interest rates and the cost of key inputs such as land, labor, and building materials. When these costs are high, new housing projects are difficult to finance regardless of zoning rules.

Research increasingly shows that increasing supply alone is not sufficient to solve housing affordability, particularly in high-cost cities like San Francisco. Housing costs are also closely tied to income inequality and the lack of sustained public investment in affordable housing. Zoning reform should therefore be paired with significant funding for affordable housing production and policies that ensure new homes are accessible to residents.

For these reasons, the question is less whether the plan is too ambitious or not ambitious enough, and more whether it addresses the most important barriers to affordability. Without stronger public investment in affordable housing and strategies to reduce development costs, zoning changes alone are unlikely to deliver the level of affordability that San Francisco residents need.

Do you believe that building more housing is the #1 way to reduce the cost of living in San Francisco? Why or why not?

Building more housing in general is important, but it is not the single most effective way to reduce the cost of living in San Francisco. Housing costs are influenced by many factors beyond the number of units built, including the cost of land, construction labor, building materials, and financing. When these inputs are extremely expensive, as they are in San Francisco, even large increases in market rate housing production do not necessarily translate into homes that are affordable to working families.

Housing affordability has also been shown to be closely tied to income inequality and decades of underinvestment in publicly funded affordable housing. The private market tends to produce housing at price points that reflect these high development costs, which means many teachers, service workers, and middle income families are priced out regardless of how much market rate housing is built.

Reducing the cost of living therefore requires a broader strategy. That includes significantly expanding public investment in permanently affordable housing, reducing health care costs, improving access to good paying jobs and quality transit, and much more. Increasing housing production can be part of the solution, but without sustained public investment and policies that prioritize affordability, it will not by itself make San Francisco affordable for families and the working class.

Should any of the following be exempt from CEQA, Discretionary Review, and Conditional Use permits?	Should be exempt	Should not be exempt
Homeless shelters		X
Affordable housing	X
Market rate housing		X

In general, is it too hard, just right, or too easy to…	Too hard	Just right	Too easy
Expand your home (adding new stories, rooms, decks, etc)		X
Renovate your home (update bathroom, kitchen, etc)	X
Demolish your home and redevelop it into multifamily housing		X
Redevelop things like parking lots and single-story commercial into multifamily housing		X
Build subsidized housing	X
Build market-rate housing		X
Build homeless shelters (including navigation centers and “tiny homes”)		X

If you want to explain any positions above, please feel free:

Transit Infrastructure

Do you believe the MUNI funding crisis should be solved by taxes alone? Why or why not?

The funding crisis facing the San Francisco Municipal Transportation Agency and the San Francisco Municipal Railway should not be resolved by taxes alone. Reliable public transit is essential for economic mobility, workforce participation, and neighborhood stability, particularly in communities like District 10 where many residents rely on transportation to reach jobs, schools, healthcare, and essential services. Stable public transportation is important, but the city should pursue a balanced strategy that combines sustainable revenue, operational improvements, and investments that connect residents to opportunity.

Transit policy should also reflect the City’s broader commitment to workforce development and economic opportunity. Reliable transportation connects residents to apprenticeship programs, training opportunities, and jobs across sectors such as construction, maritime industries, healthcare, and public service. When transit works well, it strengthens access to these pathways and supports the long-term economic mobility of working families. Investments in transit reliability are therefore not only transportation policy but also economic policy that supports workers and small businesses.

Should it be the policy of San Francisco to build a citywide protected bike lane network? Why or why not?

San Francisco should work toward a citywide network of protected bicycle lanes because safe and affordable transportation options help residents access jobs, education, and neighborhood services. Expanding protected bike infrastructure also aligns with broader goals of creating connected, walkable, and transit accessible neighborhoods. Investments in safer streets should be implemented equitably so that historically underserved neighborhoods receive the same level of infrastructure and safety improvements as other parts of the city. The City should also prioritize meaningful community engagement so residents, small businesses, and neighborhood organizations have a real voice in determining where bike lanes are placed and how street designs are implemented. Improving bicycle infrastructure can support public health, reduce transportation costs for families, and strengthen access to neighborhood commercial corridors and small businesses.

Is Vision Zero the right goal? Why or why not?

The goal of Vision Zero is the right one. No one should lose their life or suffer severe injury simply for walking, biking, or traveling through their neighborhood. In District 10, improving pedestrian safety on high injury corridors is a priority. This means redesigning dangerous intersections, improving crosswalk visibility, expanding traffic calming measures, and ensuring safer street design that slows vehicle speeds. These investments reflect the belief that every resident deserves to travel safely in their community and that public infrastructure should protect people first.

Should San Francisco prioritize buses over car traffic by creating more bus-only lanes and directing traffic enforcement officers to ticket drivers who ignore the restrictions?

San Francisco should prioritize buses by expanding bus-only lanes and ensuring they are respected. Reliable and frequent transit service is essential for working families, seniors, youth, and people with disabilities who depend on it every day to reach jobs, school, healthcare, and other essential services. When buses are stuck in the same traffic as cars, trips become slower and less predictable, which makes it harder for people to get where they need to go on time.

Creating more bus-only lanes allows buses to move more quickly and consistently, improving travel times for the thousands of riders who rely on transit each day. This is especially important in District 10, where many residents depend on the San Francisco Municipal Railway to access opportunity across the city. Improving the speed and reliability of major routes serving the district, including the T Third Street line and the 15 Bayview Hunters Point Express, helps connect residents to jobs, training programs, schools, and neighborhood services.

Bus lanes are only effective when they are respected, which is why clear and consistent enforcement is necessary. Ensuring that drivers follow bus lane restrictions helps protect transit travel times and makes sure the investment in transit infrastructure actually benefits riders. Prioritizing buses ultimately means prioritizing the residents who rely on public transportation every day.

Budget

San Francisco is facing a large budget deficit due to declining tax revenues from our struggling downtown. What would your approach be to fix this?

San Francisco’s budget deficit reflects deeper economic challenges tied to downtown office vacancies and reduced commercial activity. Addressing the deficit requires both responsible fiscal management and a strategy to strengthen the city’s long-term economic base.

The most sustainable way to stabilize the city’s finances is by investing in economic opportunity and workforce development that connects residents to good-paying, family-sustaining careers. San Francisco should expand paid apprenticeships, union-linked training programs, and workforce pathways connected to sectors such as construction, healthcare, clean energy, maritime industries, and public service. When residents have access to stable jobs and career advancement, it strengthens local economies and supports the city’s long-term revenue base.

At the same time, the city must support small businesses and neighborhood commercial corridors that are central to economic recovery. Expanding access to capital, technical assistance, and streamlined permitting can help small businesses grow and fill vacant storefronts. Activating commercial corridors and supporting local entrepreneurs helps rebuild economic activity across the city.

Finally, the city must review spending carefully and prioritize programs that deliver clear results for residents. Public resources should focus on services that improve quality of life, including public safety, housing stability, reliable transit, and economic opportunity. Addressing the deficit requires a balanced approach that supports economic recovery while ensuring public funds are used effectively.

City Hall staffing has grown 27% while the city’s population has stayed stagnant. Would you support right sizing city government to rebalance the budget? Why or why not? Compare SF to other cities & counties.

San Francisco should regularly review staffing levels and program performance to ensure city government is operating efficiently and delivering results for residents. Any effort to right size the government should be thoughtful and strategic rather than relying on across-the-board cuts.

San Francisco does employ more public workers per resident than many large cities. In part, this is because the city functions as both a city and a county and operates major systems such as public health services, transit, and regional infrastructure. These responsibilities mean San Francisco’s workforce will naturally look different from cities that rely more heavily on regional or state systems.

At the same time, residents expect City Hall to use public resources responsibly. Departments and programs should be evaluated to ensure they are meeting their goals and delivering meaningful outcomes. Where administrative duplication or inefficiencies exist, the city should streamline operations and modernize systems so resources can be focused on services residents rely on most.

That includes ensuring adequate staffing for critical services such as public safety, transit operations, sanitation, and public health. These functions are essential to safe, clean, and well-maintained neighborhoods.

The goal should be a city government that is accountable, effective, and focused on delivering real results for residents while maintaining fiscal responsibility.

District-Specific Questions

Do you have a 100 day plan for when you take office? If yes, list your top three deliverables, and the metrics you will use to measure progress by Day 100.

Yes. My first 100 days will focus on actions that deliver visible progress in safety, economic opportunity, and accountability in development.

First, I will convene a District 10 workforce and economic opportunity summit bringing together labor unions, employers, community organizations, trade schools, and workforce partners to align training programs with real job pipelines connected to major development projects in the district. This includes projects at Hunters Point Shipyard, Candlestick Point, and Pier 80. By Day 100, the goal is to establish formal partnerships and publish a workforce implementation roadmap with clear local hiring and apprenticeship targets.

Second, I will launch a District 10 commercial corridor action plan focused on the Third Street corridor and surrounding neighborhood business districts. This effort will work with the Office of Economic and Workforce Development to reduce permitting delays, expand access to capital and technical assistance for small businesses, and activate vacant storefronts. By Day 100, I will publish baseline metrics including corridor vacancy rates, average time to open a business, and the number of available storefronts.

Third, I will establish a District 10 infrastructure and redevelopment accountability process for major development sites including Hunters Point Shipyard and Candlestick Point. This will include regular public briefings and transparent reporting on housing, infrastructure, and community benefit commitments.

By Day 100, I will release a public project status dashboard showing timelines, housing delivery milestones, and infrastructure commitments.

District 10 includes some of the City’s largest entitled redevelopment sites, including Hunters Point Shipyard and Candlestick Point. What actions would you take to accelerate safe, accountable delivery of housing, parks and infrastructure on these sites?

District 10 is home to some of the City’s biggest redevelopment spots, like Hunters Point Shipyard and Candlestick Point, and it is time these projects actually deliver for the people who live here. I am talking about safe housing, real parks, schools that serve our kids, and infrastructure that actually works for our neighborhoods. That means setting up community oversight boards to track every step, from permits to construction milestones to environmental safety, so nothing slips through the cracks. Developers should hit clear benchmarks, and residents should be at the table from day one, shaping every aspect of the projects. City departments need to work together and we can use tools like low-interest loans from a potential SF Public Bank to make sure developers meet their commitments, especially when it comes to affordable units, local hiring, and environmental cleanup. Every project should leave a tangible benefit for the people who have lived here for decades and for the next generation

Given the Mayor’s Family Zoning Plan was passed, what changes do you want to see in D10’s housing production between 2026-2030 (at all income levels)? What can you do as Supervisor to ensure the new zoning actually turns into permits, construction starts, and completed projects?

Given that the Family Zoning Plan did not rezone District 10, and that District 10 has historically delivered a disproportionate share of the city’s housing production, the district has already carried much of the city’s housing responsibility. Housing production should be more evenly distributed across San Francisco so that every district contributes to meeting the city’s housing needs.

That said, we should continue prioritizing the construction of housing affordable to working- and middle-income residents. Between 2026 and 2030, I would like to see increased investment in permanently affordable housing in District 10, particularly on publicly owned land and sites that can accommodate larger projects.

As Supervisor, I would focus on ensuring that projects move efficiently from approval to construction. That includes streamlining permitting across departments, eliminating redundant approval steps for publicly funded affordable housing, and coordinating inspections so projects can move forward without unnecessary delays.

Zoning alone does not produce housing if projects cannot move through the approval process or secure financing. By improving coordination across city agencies and continuing to invest in affordable housing, we can help ensure that zoning capacity translates into real permits, construction starts, and completed homes.

Many longtime residents fear being priced out as the Bayview becomes more desirable. What policies would you support to help existing homeowners, while still welcoming new housing and investment? Please be specific and name funding sources, responsible agencies, and metrics you will track.

Many longtime residents are concerned about being displaced as the Bayview continues to develop. I am committed to helping them stay in their homes and neighborhoods. Key strategies include expanding property tax relief for seniors and long-term homeowners, providing low-interest refinancing through city-supported programs, and promoting community land trusts to maintain permanently affordable housing. Success will be measured by the number of homeowners able to remain in their homes, the number of affordable units preserved, and trends in displacement. I will also advocate for stronger renter protections and policies that limit speculative practices so that families, seniors, artists, and long-term residents can continue to live and thrive in District 10.

What will you do to support D10’s commercial corridors? And what metrics would you target by 2030 (e.g., median time to open, # of new business openings, corridor vacancy rate, etc.)?

District 10’s commercial corridors are vital to the health of our neighborhoods. I will work to reduce barriers for small businesses, making it faster to obtain permits, easier to access financing, and simpler to open doors. We will also expand small-business support programs, including incubators and low-interest municipal loans, to help local entrepreneurs thrive. By 2030, I aim to reduce the time it takes to open a business, increase annual new business openings, and reduce vacancy rates along key corridors. Regular engagement with business owners will ensure city support meets real-time needs, and local hiring incentives and training programs will help economic growth benefit District 10 residents.

Bayview’s gun-violence rates remain persistently high. What is your plan to reduce violent crime while rebuilding trust between SFPD and the community?

Addressing gun violence in Bayview requires a focus on both safety and community trust. I will expand community policing and violence interruption programs, working closely with local leaders, schools, and nonprofits to address conflicts proactively. Foot patrols will increase visibility and strengthen relationships between residents and the SFPD. Success will be measured not only by reductions in shootings and assaults but also by increased community engagement, expanded youth programs, and improved perceptions of safety. Investments in mental health, trauma-informed services, and restorative justice programs will also be prioritized to address the underlying causes of violence.

Do you support expanding foot patrols in District 10?

Yes, I support expanding foot patrols in District 10. Increasing foot patrols improves community safety while fostering trust and communication between residents and the SFPD. Foot patrols allow officers to respond quickly to incidents, engage with the community, and build relationships that make neighborhoods feel safer. I would prioritize assigning officers who come from the community and reflect the people who live here, so residents feel understood and represented. We would track metrics such as the number of patrol hours in priority areas, community satisfaction surveys, and changes in violent crime rates to ensure these patrols are effective and responsive to resident needs.

District 10 has borne the brunt of the City’s environmental burdens — power plants, shipyards, freeways, contaminated groundwater, and illegal dumping. What specific environmental-justice policies would you pursue for residents of D10, and what measurable impact would you target by 2030?

District 10 has long borne a disproportionate share of the City’s environmental burdens, including power plants, shipyards, freeways, contaminated groundwater, and illegal dumping. I would prioritize environmental justice policies that address both immediate hazards and long-term health outcomes. Key strategies include stricter enforcement of illegal dumping and hazardous material violations, targeted cleanup of contaminated sites, and expanding air and water quality monitoring in affected neighborhoods. I would also advocate for investment in green infrastructure, community-led environmental planning, and local renewable energy initiatives. Measurable impacts by 2030 would include reduced incidents of illegal dumping, improvements in air and water quality metrics, and increased acreage of publicly accessible green spaces and parks in historically burdened areas.

Despite the addition of the Central Subway, and D10-specific transit upgrades in motion, many improvements are not fully delivered, and residents still experience D10 as “transit-poor” in terms of speed, reliability, and easy connections. What would you do to improve transit in D10? What metrics would you target by 2030?

Transit in District 10 has improved with the addition of the T Line, which now connects Chinatown, SoMa, and downtown to neighborhoods in the northern part of the City. While this provides an important north-south connection, many residents in District 10, particularly in Bayview and Hunters Point, still experience the area as transit-poor in terms of speed, frequency, and east-west connectivity. To address this, I would prioritize expanding local Muni bus service along high-need corridors, increasing service frequency, and improving reliability with dedicated transit lanes and traffic signal prioritization. I would also invest in first- and last-mile connections, including safe pedestrian pathways, protected bike lanes, and shared mobility hubs near transit stops. Community engagement would guide these improvements to ensure service aligns with real travel patterns and daily needs. By 2030, I would target measurable improvements such as reduced average commute times for District 10 residents, higher on-time performance for Muni lines serving the area, increased overall transit ridership, and higher resident satisfaction with local transit access and reliability.

Personal

Tell us a bit about yourself!

How long have you lived in San Francisco? What brought you here and what keeps you here?

I have lived in San Francisco for sixteen years. What brought me here was a conversation I had with a mentor of mine who is a San Francisco native and what keeps me here is because I fell in love with the city in 2014.

What do you love most about San Francisco?

I love my district because it stands out for its sunny weather, vibrant culture, and strong sense of community. Our neighborhoods like Vis Valley, Little Hollywood, Bayview, Potrero Hill and Dogpatch are known for being among the sunniest parts of the city. The district is one of the most culturally diverse areas, with deep roots in communities centered around Bayview–Hunters Point. With community gardens, historic neighborhoods, and evolving waterfront spaces, District 10 reflects the resilience, diversity, and character that makes San Francisco unique.

What do you dislike the most about San Francisco?

I dislike that our city often gets a simplified or negative reputation in national media or online discussions, even though the reality is much more complex.

Tell us about your current involvement in the community (e.g., volunteer groups, neighborhood associations, civic and professional organizations, etc.)

District 10 residents deserve a Supervisor who delivers results — and I have a proven track record of getting things done in my current role as CEO of Young Community Developers. I am results-driven, solution-oriented, and focused on turning community concerns into meaningful action.

I believe representation starts with listening. I am committed to being a Supervisor who is accessible, collaborative, and responsive to the needs of our district. That means engaging directly with residents, partnering with local organizations and small businesses, and working alongside colleagues to move real solutions forward.

District 10 needs leadership that combines accountability with action. I will advocate fiercely for our community, work to secure resources, and ensure that our district receives the attention and investment it deserves. Most importantly, I will lead with integrity and a deep commitment to improving the quality of life for every resident.

Current/Past Associations:

• Workforce Alignment Committee Member - BOS Appointee, Current
  • Current Co-ChairWorking Group #3 Invest in Workforce Development Across the Life Course
• San Francisco Sheriff’s Oversight Board Committee - Mayoral Appointee, 2022-2025
  • Vice President of the Committee
• Alive & Free Omega Boys & Girls Club Former Board Member
• Friends of the Children SF Chapter Former Board Member
• Frandelja Child Enrichment Center Former Board Member
  • Treasurer of the Board
• Chinatown Community Development Corporation Former Board Member
• Urban Alchemy Former Board Member
  • Treasurer of the Board
• San Francisco Police Commissioner - Mayoral Appointee, 2018-2022
• OurWiseMen – Alliance Member – 2016
• Citizens’ General Obligation Bond Oversight Committee – BOS Appointee, 2015
• Eastern Neighborhoods Democratic Club
• D 10 Representative
• Black Young Democrats of San Francisco
• VP of External Affairs, 2015
• Omega Psi Phi Fraternity, Inc., 2013
• Current Active Member

Why do you want to run for public office?

Purpose. Throughout the majority of my adult working life in public service, I’ve come to understand that service is not just what I do — it’s my calling. My career began as a workshop facilitator, where I supported formerly justice-involved individuals participating in the parole system as they worked to secure employment and rebuild their lives. That experience shaped my commitment to service, accountability, and empowerment.

Stepping into a supervisory role feels like a natural progression of that calling. I want to lead in a way that supports both staff and the communities we serve — fostering growth, strengthening collaboration, and ensuring that our work remains rooted in integrity and impact. As a Supervisor, I would be able to mentor others, promote a culture of excellence, and help create systems that not only meet goals but truly make a difference in people’s lives.

Service has always been at the center of my work. Becoming a Supervisor allows me to expand that impact — by guiding teams, supporting professional development, and ensuring that our mission is carried out with compassion, effectiveness, and purpose.

Thank you

Thank you for giving us your time and answering our questionnaire. We look forward to reading your answers and considering your candidacy!