San Francisco is working to strengthen how its homelessness response system delivers coordinated services by improving how internal systems support access to housing and care. The FUSE Executive Fellow will align workflows, clarify roles, and strengthen coordination across the Department of Homelessness and Supportive Housing by developing a clear and sustainable operating model. Ultimately, this work will improve access to timely, responsive support and strengthen long-term outcomes for residents across San Francisco. This fellowship is part of FUSE's two-year model, with Year One focused on advancing coordination, strategy, and early implementation, and Year Two focused on building on this progress to deepen impact and support sustained, long-term outcomes.
This fellowship is pending legislative approval by the City & County of San Francisco.
Fellowship Dates: October 26, 2026 - October 20, 2028Salary: This project is part of a collaboration between FUSE and Coro California in service to the City and County of San Francisco. The selected candidate will be hired as a FUSE Executive Fellow and will also have the opportunity to enroll in the Coro San Francisco Executive Fellows Experience, which provides additional networking, training, and leadership development designed to strengthen project impact.
The fellow will receive FUSE employment benefits and an annual salary of $95,000 from FUSE. Fellows who choose to participate in the Coro experience will receive a separate annual stipend of $70,000 from Coro. Participation in the Coro experience is optional. If participating in the Coro experience, the combined annual compensation would total $165,000 before taxes.
PROJECT BACKGROUNDCoordinated and effective service delivery systems are essential to supporting residents experiencing homelessness and advancing equitable access to housing and care. These systems ensure that individuals and families can move efficiently from outreach to shelter to stable housing, supported by clear processes and aligned teams. For residents navigating housing instability, many of whom are from communities of color disproportionately impacted by systemic barriers, timely and reliable access to services plays a critical role in improving health, stability, and long-term outcomes. When cities invest in strong internal systems that enable seamless coordination across programs, they not only improve service delivery but also strengthen trust, reduce barriers to access, and create more responsive and effective support systems.
In San Francisco, the Department of Homelessness and Supportive Housing (HSH) leads a comprehensive, citywide effort to address homelessness through housing, outreach, prevention, and supportive services. Established in 2016, the department brought together staff and programs from multiple City departments into a single system. Since that time, HSH has experienced significant growth in both funding and its portfolio of housing and services, while staffing and organizational structures have not kept pace. As a result, there is a need to reassess how core functions are structured and aligned to support effective implementation at scale. In particular, several newer or evolving divisions-including Planning, Performance, and Strategy; Compliance, Capacity Building, and Equity; and newly envisioned roles like the Director of Strategic Initiatives -present an opportunity to clarify roles, responsibilities, and how these functions best support Programs in delivering core services. At the same time, the department is navigating a constrained budget environment that may require adjustments to staffing, program ownership, and priorities. Together these dynamics create a need to realign the department's operating model to ensure that roles, workflows, and coordination mechanisms are clear, sustainable, and responsive to both current conditions and future changes.
San Francisco will partner with FUSE to strengthen internal systems of operations that support coordinated service delivery across HSH. The FUSE Executive Fellow will: conduct a comprehensive listening tour, landscape analysis, and assessment of current workflows and cross-divisional coordination; develop a clear and cohesive operating model that defines roles, responsibilities, and decision-making processes; design practical tools and processes to support implementation; and pilot improvements in collaboration with staff. Ultimately, this partnership will enable HSH to operate more efficiently and cohesively, ensuring that its growing system of services delivers more consistent, responsive, and equitable outcomes for residents experiencing homelessness across San Francisco.
PROJECT APPROACHBeginning in Fall 2026, the FUSE Executive Fellow will work with the City and County of San Francisco's Department of Homelessness and Supportive Housing (HSH) to strengthen and streamline internal systems that enable coordinated service delivery across the department. The fellow will focus on improving alignment between the Planning and Strategy and Programs divisions, helping to clarify roles, strengthen workflows, and support more consistent and efficient implementation of HSH's strategic priorities. Through this work, the fellow will advance the department's ability to deliver timely, responsive, and equitable services to residents experiencing homelessness.
During the first 90 days, the fellow will conduct a comprehensive discovery phase to build a deep understanding of HSH's current operating environment. The fellow will lead a structured listening tour with stakeholders across HSH, including leadership and staff from Planning and Strategy, Programs, Compliance, and other relevant divisions, as well as select external partners where appropriate. This process will capture insights how work currently flows across teams, where coordination challenges exist, how roles and responsibilities are currently defined and executed in practice, and areas of overlap or gaps in needed functions. The fellow will also conduct a landscape analysis and review key materials, including the department's strategic plan, organizational documents, and existing workflows and tools. In parallel, the fellow will research best practices from comparable public sector agencies and complex service delivery organizations to identify effective models for cross-functional coordination and operational design. Based on these insights, the fellow will synthesize key findings and present concepts for evolving and refining the project approach for review and approval by HSH leadership before advancing to the next phase of work.
Using the insights gathered during discovery, the fellow will design and implement strategies to strengthen HSH's internal operating model and improve coordination across divisions. Recommendations will be phased to distinguish between near-term improvements that can be implemented within existing staffing and resources, and longer-term opportunities that may require additional capacity, structural changes, or expanded investment. This work will include mapping core workflows and handoffs between divisions, clarifying roles and ownership of key functions and initiatives, and establishing clear decision-making and accountability structures. The fellow will develop practical tools and processes such as standardized project management frameworks, workflow templates, and communication protocols to support consistent execution across the department.
Additionally, the fellow will work closely with HSH leadership and staff to pilot these improvements, gather feedback, and refine approaches to ensure they are effective and feasible within existing capacity. The fellow will facilitate ongoing collaboration across teams to align stakeholders, support adoption, and ensure that new processes are integrated into daily operations. As needed, the fellow may also engage other divisions and external partners, including community-based organizations, to support alignment and implementation.
By the end of the fellowship, HSH will operate with a clearer and more cohesive internal system that supports stronger coordination, more consistent execution, and improved alignment across divisions. This scope reflects Year One priorities, and the fellow and City will collaborate during the fellowship to define the scope and focus for Year Two based on progress and emerging opportunities. Staff will have a shared understanding of roles, responsibilities, and workflows, supported by practical tools that guide day to day operations and cross-functional collaboration. These improvements will strengthen the department's ability to implement its strategic plan, respond to emerging priorities, and deliver services more efficiently and effectively. To ensure sustainability, the fellow will work with HSH leadership to embed new processes into existing practices, build internal ownership, and establish mechanisms for ongoing refinement and accountability. This work will leave the department better positioned to continue evolving its operating model and strengthening outcomes for residents experiencing homelessness over time.
EXPECTED DELIVERABLESBy Fall 2027, the Executive Fellow will have produced the following:
- Developed an Internal Operating Model for HSH - Assessed current organizational structure and recommend adjustments or clarifications needed to better align functions and capacity with evolving system needs. Designed a comprehensive model that defines roles, responsibilities, decision-making structures, and cross-divisional workflows to strengthen coordination between divisions and support more consistent service delivery.
- Designed Standardized Tools and Process Documentation - Conducted an exhaustive review of all existing departmental tools, templates, and process supports-including workflow systems, project trackers, communication platforms, and data-management resources-to assess functionality, gaps, and alignment with current operational needs. Developed clear recommendations for optimizing tool usage, retiring outdated resources, and integrating tools into well-designed workflows to ensure they are applied consistently and effectively. Building on this assessment, created a comprehensive suite of standardized tools and documentation, such as workflow maps, project management frameworks, and communication protocols, to strengthen operational consistency, streamline execution, and enhance day-to-day performance across the department.
- Established a Change Management and Implementation Plan - Developed a structured plan to support adoption of new systems and processes, including staff guidance, training approaches, and mechanisms to reinforce accountability and continuous improvement.
- Piloted and Refined Priority Workflow Improvements - Executed new processes in collaboration with HSH staff, incorporating feedback to ensure solutions are practical and aligned with existing capacity.
- Developed a Performance and Evaluation Framework - Established key metrics and feedback loops to assess system effectiveness, track progress over time, and support ongoing refinement of internal operations and service delivery.
KEY STAKEHOLDERS- Executive Sponsor - Marion Sanders, Chief Deputy Director, San Francisco Department of Homelessness and Supportive Housing
- Project Supervisor - Sarah Locher, Deputy Director for Planning, Performance & Strategy, San Francisco Department of Homelessness and Supportive Housing
QUALIFICATIONS- Synthesizes complex information into clear and concise recommendations and action-oriented implementation plans.
- Develops and effectively implements both strategic and operational project management plans.
- Generates innovative, data-driven, and result-oriented solutions to complex challenges.
- Respond quickly to changing ideas, responsibilities, expectations, trends, strategies, and other processes.
- Communicates effectively verbally and in writing and excels in active listening and conversing.
- Fosters collaboration across multiple constituencies to support more effective decision-making.
- Establishes and maintains strong relationships with diverse stakeholders, both inside and outside of government, particularly community-based relationships.
- Embraces differing viewpoints and implements strategies to find common ground. Demonstrates confidence and professional diplomacy while effectively interacting with individuals at all levels of various organizations.
