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Mayor Lurie’s recently proposed Family Zoning Plan increases the likelihood that San Francisco will meet its state-set goal to build 82,069 new homes. The plan would remove regulatory obstacles to building dense multifamily housing in most neighborhoods and create new opportunities to build housing near schools, businesses, and transit. Critically, it would remedy historic patterns of segregation by dismantling hallmarks of exclusionary zoning in the city’s northern and western neighborhoods.

On May 1, Oakland’s interim mayor will roll out the city’s proposed 2025–2027 budget, which will look to address a $280 million projected deficit over the next two years. As Oakland navigates this moment of leadership transition, policymakers, administrators, employee unions, and community must work together to find creative ways to reduce spending and grow revenues. Although the structural budget deficit cannot be closed in this budget cycle, the city can pass a balanced budget that commits to sound financial practices, lays the foundation for reforms to Oakland’s governance structure, and builds the city’s capacity to grow economic prosperity for all Oaklanders.

Procuring goods and services is a critical facet of San Francisco’s operations, totaling more than a third of the city’s annual budget. Although the system aims to enhance service delivery and foster sustainable practices, its web of regulations results in a process that takes months or even years, limits competition, and increases costs for public goods and services. We talked to SPUR’s Nicole Neditch about how San Francisco can make its procurement system more effective, equitable, and responsive to community needs.

Drastic cuts in the Bay Area’s transit services are all but guaranteed absent a regional transit funding measure. Senate Bill 63 would authorize several counties to place a tax measure on the November 2026 ballot in an effort to avoid such cuts. ���ϴ�����strongly supports the bill because it represents a practical and politically realistic framework to keep the region’s largest transit operators from going over a fiscal cliff.

Getting gas heating out of homes is a big part of meeting the climate challenge. But doing so means ensuring that those with the least means and greatest pollution burdens are not left behind in the transition to clean heating. Cost support, technical support, educational resources, and community engagement can make the transition equitable.

California has set a goal for San Francisco to build 82,069 new homes by 2031. Doing so will mean changing restrictive zoning policies that are currently hindering sufficient housing construction and keeping historic patterns of segregation in place. If the city fails to update its zoning, it risks losing state funding and local control over housing development. ���ϴ�����provides a primer on the state’s housing element law and what it means for San Francisco.

On April 15, Oaklanders will vote on a proposed measure to raise the city’s sales tax from 10.25% to 10.75%, potentially generating an additional $29.98 million in net annual revenue for the city’s General Fund over 10 years. While Measure A is a regressive tax that will not solve Oakland’s structural deficit on its own, ���ϴ�����believes this additional revenue source will help prevent fiscal insolvency and protect against further reductions in public safety services.

Oakland city leaders must close a $129 million shortfall in this year’s budget and eliminate an additional $280 million deficit projected over the next two years. Now, policymakers, administrators, employee unions, and Oaklanders must work together to reduce spending and grow revenues. To support the process, ���ϴ�����provides a primer on the city’s budget-setting process, where its revenue comes from, and how that money is spent.

Former ���ϴ�����board member Wells Whitney died on February 4. A research scientist with degrees from Harvard and MIT, he and a small group of other “techies” formed a ���ϴ�����Telecom Technology Task Force in 1999 to advocate for fairness and inclusion in digital infrastructure. Their work helped San Francisco bridge the digital divide by requiring cell phone providers to offer affordable access across the city.

George A. Miller, ���ϴ�����board member from 2015 to 2022, member of the Finance Committee, and past member of the Ballot Analysis Committee, died on February 4, two days before his 89th birthday, as he was preparing to rejoin the ���ϴ�����Board of Directors for another term. George was one of a kind — a deep thinker, an urbanist, an environmentalist, a brilliant investment strategist, and an irreverent raconteur who was smart enough not to take himself too seriously. He will be greatly missed.

On February 3, David Friedman joined the ���ϴ�����staff as interim president and CEO. A leader in the engineering field, David is deeply committed to SPUR’s mission and the transformative power of public policy. He shares a look at SPUR’s policy agenda for 2025, including high-impact initiatives in housing, planning transportation, sustainability and resilience, and governance.

Bay Area downtowns have faced significant social and economic challenges since the COVID-19 pandemic. In a new brief, SPUR’s Erika McLitus and Sujata Srivastava explore how cultural districts can play a transformative role in breathing new life into these urban landscapes. We asked them about the potential of cultural districts to both enhance the vibrancy of downtown areas and promote equity and belonging, ultimately paving the way for a more resilient urban future.

���ϴ�����President and CEO Alicia John-Baptiste will be leaving ���ϴ�����to take on a newly created policy chief role with the San Francisco Mayor’s Office. On February 3, she will join Mayor Daniel Lurie’s administration as Chief of Infrastructure, Climate & Mobility. The position reports directly to the mayor and is part of a restructuring intended to help break down silos and reduce complexity in city government.