Erwin Tam

• Office: Community College Board
• Election Date: November 3, 2026
• Candidate: Erwin Tam
• Due Date: August 10, 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 delivered 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.

This questionnaire will be published on growsf.org, and so we hope that you use this opportunity to communicate with voters.

Please complete this questionnaire by August 10, 2026 so we have enough time to adequately review and discuss your answers.

Note: This questionnaire will use the initialism “CCSF” when referring to the Community College of San Francisco.

• Your Goals
• Executive Leadership
• The Issues
• Personal
• Thank you

Your 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.

The Community College Board of Trustees have three major responsibilities as the governing body of CCSF: (1) hiring, evaluating, and holding the Chancellor accountable to achieving CCSF’s mission, (2) ensuring fiscal solvency and long term institutional sustainability, and (3) setting policy, mission, and strategic direction that makes CCSF a valued community institution. What do you believe is your most relevant experience, perspective(s), or idea(s) that makes you uniquely qualified to be an effective Trustee?

I am a fourth-generation San Franciscan and a former CCSF student. My career over the past 25 years has been helping public agencies deliver essential services as a municipal financial advisor. I have successfully worked with over 30 community colleges across California on financing plans. My professional experience is a strong foundation to provide the governance that an important institution like CCSF needs.

How do you intend to use your experience to make CCSF stronger? Please name 1-3 goals you have for your term as Trustee.

Increase financial transparency and accountability

CCSF has faced a continual threat of closure through insolvency or accreditation challenges. CCSF’s own multiyear projections show a structural deficit of $9.2 million starting next year that will grow to $24.9 million by 2030. The projections include a 2% annual increase in FTES (Full-time equivalent students) and no salary increases. I will ensure that the Board of Trustees and all CCSF’s stakeholders are aware of the scale of the financial challenges that must be addressed.

As a Trustee, I will also ask for transparency regarding CCSF’s management letter sent to the Board. In that letter, (PSD CL 1 3 Audit Engagement Letter Yellow Book) there were significant risks in three areas: Management override of controls, Revenue recognition, and Improper use of restricted resources. I will ask for clarity on what the auditor meant when it wrote “Management may override the District’s controls in order to modify the financial records with the intent of manipulating the financial statements to overstate the District’s financial performance or with the intent of concealing fraudulent transactions.” [Emphasis added]

In addition, CCSF’s accreditation review is scheduled for 2030, with a site-visit in fall 2030. The road to successful accreditation begins with a comprehensive Midterm Report due next year in 2027.

With a clear plan, we can end the cycle of waste and mismanagement at CCSF.

Build Bridges with Key Organizations and Stakeholders

I will communicate openly and transparently within the shared governance model CCSF. This includes communication with the Chancellor, Students, Faculty, Staff, and Administrators.

Outside of CCSF, one of the key stakeholders is the San Francisco Unified School District. I will work with the Board to request that the Chancellor and the Vice Chancellor of Academic and Institutional Affairs work with the school district’s counterparts (the Superintendent and Deputy Superintendent for Educational Services) to improve alignment with educational pathways and outcomes.

I will also work with the Board, the Commissioners of the Board of Education, and the Board of Supervisors to see if there is interest in resuming the Joint Committee on Education between all three organizations. Lastly, I will work with the Community College League of California to ensure that San Francisco’s voice is heard at the State level.

Keep CCSF’s Promises

CCSF has made long-term promises to its faculty and staff with regards to retirement health benefits. In the past when financial problems surfaced, money reserved for retiree health benefits was instead spent to fund operating deficits. CCSF should keep its promises to its current employees and retirees on retiree health.

Will the power of the office of the Board of Trustees be enough to achieve these goals?

In part, yes. Many of the financial provisions are within the power of the Board, however, this is all dependent on the State’s finances being steady to fund Proposition 98 consistently. If the State’s revenues decrease, there will likely be financial impacts on CCSF.

What is an existing Board of Trustees, or CCSF policy, you would like to reform?

BP8.01 is the District’s Budget policy. The Board has a reserve policy of between 5% and 9% of unrestricted general fund revenues. The policy also mentions that the District is committed to meeting the California State Chancellor’s Office and the Government Finance Officers Association (GFOA). GFOA generally recommends two months of unrestricted reserves or 16.7%.

On August 6, 2026, the California State Auditor released a report on California Community College Reserves. (2025-108 California Community Colleges Reserve Funds - California State Auditor)

CCSF was one of the colleges interviewed by the Auditor. The report states: “However, because San Francisco’s current reserve policy sets a low reserve level as its maximum threshold, San Francisco acknowledged that its reserve policy maximum may not be sufficient to support operations during fiscal emergencies. It further stated that it is currently working with its board to update its reserve policy to clarify policy language and to determine an appropriate reserve level.” [Emphasis Added]

As a GFOA member, and if elected as a member of the Board, I would want to reform this policy in alignment with the entire Board, the Chancellor, and in alignment with the State Chancellor’s Office.

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 the Board of Trustees.

I would seek better alignment and understanding with our elected positions and the Californians they represent. California has many layers of government and if Californians do not understand the areas of functional responsibility, we will be unable to hold our elected officials accountable

Executive Leadership

Please describe your experience running or governing large organizations, managing teams (including hiring, firing, and performance management), driving cultural change and clear communication throughout all levels, effective financial management (budgets, reporting, audit, etc.), and any other relevant experience you will bring to this office.

Currently, I am the Director of Financing at the California Housing Finance Agency (CalHFA) and the Chief Financial Officer of the CalHFA Mortgage Relief Program. In my role, I oversee a team of 40 talented professionals that manage the financial operations of the Agency, including the controllership, investments and treasury management, capital markets, financial risk management, operating budget, financial planning and analysis, and data analytics. The Agency’s last audit showed $5 billion in assets.

I lead CalHFA’s financial strategy, which started with new financial policies adopted by the Board in 2022. My team reduced the time to produced CalHFA’s audited financial statements by 200 days over the past few years, receiving clean, unmodified opinions. We have changed our approach to financial risk, addressing inflation and higher costs. Since 2021, my team has saved Californians over $120 million which can be deployed to further the Agency’s mission. All the team’s efforts have resulted in four ratings upgrades over four years, achieving the Agency’s highest ratings ever.

CalHFA has been awarded three times by the National Council of State Housing Agencies for Awards in Program Excellence. The finance team has won more awards in the past three years than in all the 47 prior years of the Agency’s history.

One of the most critical roles for the Board of Trustees is to hire/fire, evaluate, and hold accountable the Chancellor. Please describe your experience working with an executive leader to hold them accountable.

Note: Please remember that this questionnaire will be public, so do not include any personally identifiable information.

I served six years as President and Treasurer, and a member of the Executive Committee for the Chinese Historical Society of America (CHSA). CHSA is a 501(c)3 organization that runs a museum and learning center in San Francisco’s Chinatown.

In that role, the Board of Directors maintained supervisory responsibility over the Executive Director. This included performance evaluations, and as needed, hiring and firing.

In general, how do you approach making difficult decisions that you deem necessary even if unpopular? Please share a relevant example, if applicable.

In any decision, I start with clearly identifying the underlying issue, goals, and objectives. I then would use facts and data to determine the potential alternatives. During this process I would use plain communication with stakeholders to ensure transparency in the decision.

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.

Please describe the current budget allocation of CCSF.

The following budget allocation answer was developed in conjunction with my CCSF Slate, including Elijah Ball and Monroe Lace.

The Board of Trustees approved CCSF’s Tentative Budget for FY2026-27 on June 25, 2026. The tentative budget included $204.4 million of unrestricted revenue (down $4.7 million from the prior year, or -2.2%). Unrestricted expenditures were $199.4 million (an increase of $14.0 million from the prior year or 7.5%). Transfers out to other funds were $4.3 million (down $8.1 million from the prior year or -65.1%). This resulted in unrestricted net income of $581,645 (down $10.5 million from the prior year or -94.8%).

Unrestricted fund expenditures consist mainly of personnel costs, including academic salaries ($72.9 million), classified salaries ($46.4 million), and benefits ($60.6 million). In total unrestricted personnel costs are $179.9 million or 88.2% of the overall unrestricted expenditure budget. The remaining expenditures consist of $17.5 million for services and other operating, $1.3 million for supplies and materials, $0.8 million for equipment and $4.3 million transfers out.

The tentative budget included $80.2 million of restricted revenue (an increase of $31.7 million from the prior year, or 65%). Restricted expenditures were $63.7 million (an increase of $25.1 million from the prior year or 65%). Transfers out to other funds were $16.5 million (an increase of $6.7 million or 68%). A significant increase of state funding of 72% was the primary driver of the increase in restricted revenue.

Restricted fund expenditures consist mainly of personnel costs, including academic salaries ($15.3 million), classified salaries ($19.1 million), and benefits ($11.4 million). In total restricted personnel costs are $45.8 million or 71.9% of the overall restricted expenditure budget. The remaining expenditures consist of $11.4 million for services and other operating, $3.6 million for supplies and materials, $2.9 million for equipment and $16.5 million transfers out.

CCSF’s parcel tax also contributes significantly to the operations of the College with $19.8 million in revenue. Parcel tax expenditures consist of personnel costs, including academic salaries ($4.1 million), classified salaries ($7.8 million), and benefits ($4.7 million). The remaining expenditures consist of $3.1 million for services and other operating, $0.1 million for supplies and materials, and $0.1 million for equipment.

CCSF has faced repeated fiscal instability. What do you see as the structural drivers of CCSF’s financial challenges? And what will you do, as Trustee, to ensure CCSF moves toward long-term fiscal sustainability?

CCSF remains near the lowest rated districts in the State, costing San Franciscans an estimated additional $30 million. In FY2015-16 the District’s total revenues (unrestricted) was $205.9 million supporting 22,540 FTES. Last year in FY2025-26, the District’s total revenues (unrestricted) was $209.0 million supporting 16,848 FTES. Overall revenues have been flat for at least a decade, with declining enrollment.

The State Chancellor’s Office has a SCFF dashboard that shows the reliance on hold harmless or stability funding by District. (SCFF Data Trends and Insights | California Community Colleges Chancellor's Office) According to that dashboard, “if the share of Funding Protections is diminishing this indicates that the District is becoming less reliant on hold harmless or TCR stability protection.”

For non-basic aid districts, CCSF has increased from 6.6% to 19.1% over the past four years, showing an increased reliance on hold harmless, while the hold harmless amount will be flat going forward. This creates a fiscal cliff for CCSF.

I will use my financial background as a Trustee to help create a plan to move CCSF towards long-term financial sustainability.

San Francisco’s economy and the workforce landscape is changing. What new, existing, or re-imagined programs do you believe CCSF should prioritize over the next four years to ensure its students are getting a valuable education?

Under the 10+1, the Academic Senate is the originating body for curriculum changes. As a member of the Board of Trustees, I would ask the Chancellor and the Academic Senate to review current course offerings and impacted courses. What is the alignment between the current course offerings and the City’s economic future.

I do not come with preconceived notions as to specific courses or programs. I trust that the Chancellor, faculty, and staff are experts in providing programs for CCSF. However, I would ask questions such as: Does the current course offering support the Trades? Does the current course offering support individuals wanting to transfer to a 4-year institution? Does the current course offering support the technological reality for 2026 and beyond?

How should the Board evaluate and hold the Chancellor accountable? Please name one or two measurable performance expectations you would prioritize.

Employee evaluations and accountability should never be a surprise. I would start with a review of the existing goals and metrics for the Chancellor. The two areas that I would concentrate on as a member of the Board of Trustees would be Financial Sustainability and Curriculum. These two areas go hand in hand to ensure that CCSF continues to have another chapter to write in its more than 90-year history.

Imagine that State funding for CCSF declines unexpectedly, and CCSF faces a significant mid-year budget gap. You must choose between: reducing course offerings, drawing down reserves, delaying new hiring or compensation increases, cutting or consolidating low-enrollment programs, and more. How would you approach this decision? What data would you require, and what principles would guide your vote?

I would ask the Chancellor and the Vice Chancellor of Finance and Administration for an estimated time and amount of funding reduction. I would ask for a proposed restated budget and multiyear projection. Further, I would ask staff for any guidance from the State Chancellor’s Office, and the California League of Community Colleges.

I would put students first, by maintaining courses for currently enrolled students.

Reserves are used for unexpected, acute, and temporary funding gaps. Additionally, CCSF could use cashflow borrowing, through the issuance of Tax and Revenue Anticipation Notes (TRANs) to address temporary cashflow issues.

Hiring freezes and do not typically impact students immediately, however, they are also usually insufficient themselves to offset an unexpected revenue decrease. Class consolidation and course offerings would likely be considered through the participatory governance process and may provide some financial savings to reduce the amount of potential disruption.

Personal

Tell us a bit about yourself!

What is your professional background?

I have spent my career as a municipal financial advisor working with public agencies across the State and country helping to deliver essential services to the public. I’ve worked extensively with the City, including Muni, SFPUC, SFO, the Port of San Francisco, and the Asian Art Museum.

Are you currently or formerly enrolled at City College, and/or do you have any children who are currently or formerly enrolled at City College?

I am a former CCSF student. Both of my parents were CCSF Students, with my father transferring and graduating from UC Berkeley.

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

San Francisco has always been home. I went to preschool, elementary school, middle school, and high school in the City. After graduating from UC Berkeley, I returned to work in San Francisco.

What do you love most about San Francisco?

As I mentioned, the City has always been home and all my best memories are from living here:

• One of my earliest memories is riding Muni (83-Pacific) to my grandparent’s place in Chinatown, having lunch, and shopping at the produce markets. We would go back and they would cook a fantastic meal. Also 芋頭糕 on holidays and special occasions.
• My mom spent her career as a public-school teacher and I remember going to the cavernous card catalog room at the old Main Library to check out books. I still go to my local West Portal branch library.
• My parents bought me my first real bike and helmet from Valencia Cyclery. I remember biking down 280 freeway (they closed it… completely) and back during the Great San Francisco Bike Adventure. We also used to ride all the way to Daly City from the Richmond District, through Golden Gate Park, and down the Great Highway.
• I volunteered at the Academy of Science in Golden Gate Park and one of my tasks was to clean the muck out of an enormous behind-the-scenes fish tank. It was kind of gross then, but now it makes for a great story!

What do you dislike the most about San Francisco?

The negativity around politics in the City. Compared to the rest of the country, there is so much more that unites us than divides us. The problem is that little differences and nuances need to be heightened to absurd levels to distinguish candidates for public office. This means that most campaigns use personal attacks rather than a pragmatic approach to make the lives of San Franciscans better.

San Franciscans deserve a government that works at all levels, for all of us.

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

I am a member of the Government Finance Officers Association and Asians Americans in Public Finance. I am the former President and Treasurer of the Chinese Historical Society of America (CHSA). CHSA runs a museum and learning center in San Francisco’s Chinatown and is the oldest organization in the country dedicated to Chinese American history.

Why do you want to run for public office?

I love San Francisco. As a fourth-generation San Franciscan, I believe that I have the right experience to save one of our most cherished institutions.

Thank you

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