Every time we take on a new project, our approach gains more support and our results get talked about.
Urban Alchemy attempts to respond to media requests when appropriate and when workable with the organization’s schedule. On a case-by-case basis, we may be able to accommodate a media walkthrough of our service areas to help provide a better understanding of the challenges faced by our communities and the work our Practitioners undertake every day. Inquires may be made through theContact page on the Urban Alchemy website.
On-site, unscheduled interviews
At times members of the public or individuals claiming to represent media will film and interview our Practitioners in the street. Please know that UA’s mission of community transformation and our approach of positive engagement extends to all members of the community at all times. Practitioners try to assist members of the public with questions when appropriate or find a UA supervisor who can assist. For questions on UA policy, procedures or other UA-related matters, we ask that the media and public refer to the UA FAQs on the website. General inquiries and media inquiries may be made through theContact page on the website.
Video and photography
Urban Alchemy Practitioners understand that they are often performing their work in public spaces, and at those times they make no attempt to interfere with the public’s right to film or photograph in those public spaces.
Additionally, at times members of the media arrange to shadow UA Practitioners in their work, and UA will facilitate the photographer/ videographer needs while at the same time asking that the media to please respect the privacy and consent of our guests.
UA prides itself on its consistent and overwhelming positive interaction with the community. However, on some occasions there have been videos posted by members of the public on social media or other outlets that potentially show a UA interaction with the public that does not meet our high standards of positive engagement and is not in compliance with UA policy. Please know that such potential interactions by UA Practitioners are taken seriously by the organization and its leadership. These occurrences are investigated by UA and disciplinary action is taken when warranted. It is also the case that videos posted showing an out-of-compliance interaction may be missing a context, either through editing or unavailable footage, that is needed in order to develop a thorough and accurate assessment of events. UA strives to always gain such necessary context in its investigative inquiries and asks that members of the public bring the same consideration of context when filming or posting any video.
Urban Alchemy discloses its financial information as required under San Francisco city ordinance 12L.5.
The documents are available here for download.
Urban Alchemy is a nonprofit social enterprise. Our mission is to transform people and places through respect and compassion to heal communities challenged by the intersection of extreme poverty, mental illness, addiction, and homelessness.
When individuals are suffering in our public spaces, Urban Alchemy offers solutions. When a neighborhood, street, or intersection earns a reputation as a place to avoid, we turn it around. Urban Alchemy staff, known as Practitioners, create a peaceful and supportive presence, helping our communities rebuild a sense of pride through engagement and services.
Since our founding in 2018, Urban Alchemy has grown into a thriving organization employing more than 1,000 people and serving thousands daily. We provide a variety of services in cities throughout Northern and Southern California and are in the process of expanding nationally.
Most Urban Alchemy employees, including leadership, experienced long-term incarceration. When fully embraced, this life experience — including the difficult personal inner work it requires — holds the possibility of producing people with extraordinary emotional intelligence, exceptional social skills, and unique leadership qualities.
The name Urban Alchemy references the process of spiritual and social transformation that our Practitioners engage in, both internally and in practice with all members of the public. Our Practitioners actively assess, engage, and serve some of the most traumatized and vulnerable individuals in our urban centers. This requires that we be impeccable with our spirit, our words, and our actions. Meeting people where they are often takes our Practitioners to some dark places, but they are armed with a powerful resolve that communicates caring, safety, non-judgement, and kindness. The engagements we have uplift and empower people who are struggling and also provide our Practitioners the opportunity to learn and grow.
Urban Alchemy offers four core services designed to meet the needs of the people and places in our communities:
Community Engagement and Outreach: calming neighborhoods and public spaces by forming bonds with residents, promoting positive behavior, and connecting people to services; this work includes placing outreach workers and community ambassadors in neighborhoods, and providing first-responders to non-emergency 911 calls related to homelessness, mental health, and addiction as an alternative to the police
Interim Housing: operating safe camping, safe parking, tiny homes, hotels, and other types of client-centered, low-barrier alternatives to sleeping in public spaces
Hygiene Services: providing and monitoring safe, clean, and welcoming public bathrooms and mobile showers that offer dignity to those in need while improving public health
Street Cleaning: removing garbage and debris from streets and other public spaces, restoring a sense of dignity to neglected communities so people can take pride in their neighborhoods
Our effectiveness has been widely recognized as demonstrated by the increasing demand for our services. In just three years we went from a small program in San Francisco to a thriving social enterprise with more than 1,000 staff operating in multiple cities.
We have hundreds of thousands of engagements with people each year and continue to improve our data collection and reporting. However, statistics do not fully illustrate the transformative effects that Urban Alchemy has on the staff we employ, people we serve, and communities we heal. Clickhereto see Urban Alchemy in action andherefor a video describing our work in more detail.
Urban Alchemy is a true social enterprise and receives over 97% of our funding from contracts. Government agencies, universities, community groups, and businesses often struggle to address chaotic conditions in public spaces and to support those who are suffering the most. Those looking for effective alternatives to conventional social services and ineffective security efforts contract with Urban Alchemy to restore dignity and peace one person at a time. We currently have 20 contracts for approximately $50 million with organizations in both Northern and Southern California.
As a new, fast-growing organization, philanthropic donations have not kept pace with our expansion. Urban Alchemy is working to increase our fundraising so we can invest in our infrastructure and have capital to grow. We will continue to focus on being a sustainable social enterprise rather than a charity. However, we also continue raising money to support our organizational development and growth. Clickhere for more information on donating to Urban Alchemy.
Urban Alchemy’s contracts with many familiar names such as: the City & County of San Francisco, the City of Los Angeles, the City of Oakland, the City of Sausalito, UC Hastings; the Tenderloin Community Benefit District; the Mid-Market Foundation; Supreme; the San Francisco Public Library; the Library Foundation of Los Angeles, and BART.
Urban Alchemy’s leadership team is made up of experts who bring decades of wisdom from a wide range of experiences, communities, and backgrounds.
Dr. Lena Miller, Chief Executive Officer. Dr. Miller is the co-founder and chief executive officer of Urban Alchemy and the founder and former executive director of Hunters Point Family (Urban Alchemy’s former parent company). She is also the founder and former director of the Bayshore Navigation Center. Dr. Miller grew up in Bayview Hunters Point and is a San Francisco native and current resident. Dr. Miller has master’s degrees in both social work and psychology and completed her PsyD (Doctor of Psychology) at the University of San Francisco in 2020. She has more than 20 years of experience providing effective services to low-income and homeless youth, adults, and families. Dr. Miller provides oversight and guidance to the teams responsible for the management, monitoring, and evaluation of all Urban Alchemy’s services and administration.
Bayron Wilson, Chief Operating Officer. Mr. Wilson is Urban Alchemy’s co-founder and chief operating officer. He is a native of San Francisco’s Bayview Hunters Point community and has a bachelor’s degree in business administration from Grambling University. When Mr. Wilson returned home from college, he was not able to escape the chaos and violence that plagued the community and was incarcerated for over 10 years. He has more than 15 years of experience working with formerly incarcerated individuals to reenter the workforce and reestablish social stability. He has managed nonprofit organizations that utilize social entrepreneurship to develop employment opportunities for individuals who encounter multiple barriers to employment. Mr. Wilson oversees all program operations and Urban Alchemy.
JaLynne Santiago, Chief Financial Officer.Ms. JaLynne Santiago manages accounting, financial management, budgeting, and financial planning for Urban Alchemy. She obtained her bachelor’s degree in accounting from Florida A&M University. Ms. Santiago has many years of experience as a financial professional in the nonprofit sector and a broad range of expertise including accounting, budgeting, and grant management. She is proficient in Sage, QuickBooks Products including Point-of-Sale, MAS 200, Great Plains, Peachtree, IconCMO, ACS full cycle accounting, full cycle payroll, cash flow management and business planning. Ms. Santiago is a forward thinking, visionary CFO. Her ability to develop strategic, financial, and operational procedures and systems have led to business readiness and growth. She deftly applies her skills and experience to help plan for Urban Alchemy’s rapid growth.
Mike Anderer, Chief Systems Engineer. Mr. Anderer is responsible for optimizing administrative and operational systems at Urban Alchemy including but not limited to contract negotiations and management, reporting and data management, external partnerships, and more. Mr. Anderer has 30 years of experience as an educator, community organizer, and nonprofit leader. After graduating with a degree in molecular biology from Princeton University, he pursued a career in teaching and education. It was in Chicago, in the 2000s, while co-founding and leading two schools, that Mike lived in vibrant communities on the South and West sides of Chicago and directly experienced the trauma of violence, addiction, and hopelessness. Mike brought his lived experience to Bay Area in 2012. Prior to joining Urban Alchemy, Mr. Anderer was the Founding President of Cristo Rey De La Salle High School in Oakland and Vice President at De Marillac Academy in the Tenderloin. In addition to a BS in Molecular Biology, Mike has master’s degrees in both educational Leadership and theology. He has extensive experience in nonprofit management and community development.
Kirkpatrick “KP” Tyler, Deputy Chief of Governmental and Community Affairs. Mr. Tyler is responsible for leading government and community relations in the cities where Urban Alchemy operates. He is also the lead for Urban Alchemy’s expansion in Los Angeles. He has been trained and cultivated to provide the highest levels of service, advocacy, and community engagement. Through his life experience, educational development, and career achievements, Mr. Tyler emerged as a leader in the public service community. With a diverse background, his strong convictions for human rights, personal responsibility, strategic partnership building, and talent for problem solving, Mr. Tyler is a force to be acknowledged within the national, local and community arenas. Most recently, Mr. Tyler worked for Los Angeles Mayor Eric Garcetti, managing community relations in south Los Angeles, which includes the Skid Row neighborhood.
Ann Kwon, Director of Human Resources. Ms. Ann Kwon is responsible for implementing and promoting Urban Alchemy’s organizational values by managing human resource operations. Ms. Kwon has over 20 years of experience in human resources, having worked for startup and publicly traded technology companies. She has managed US and international human resources, payroll, and stock operations with a focus on the project management of system implementations. Ms. Kwon was instrumental in working with company leadership to scale and expand global operations at a large corporation. In addition to working with global corporations, Ms. Kwon has nonprofit experience as the former operations director and executive director for two Oakland-based organizations. Prior to joining Urban Alchemy, Ms. Kwon held a position with a major consulting firm handling and managing project-focused human resources work for technology and nonprofit clients. Ms. Kwon has a bachelor’s degree and is also SHRM-SCP certified.
Jeff Kositsky, Director of Advancement. Mr. Kositsky is helping facilitate Urban Alchemy’s growth. He is leading efforts to raise raising private donations, grants, and investments to advance Urban Alchemy’s mission. He is also helping lay the foundation for Urban Alchemy’s expansion to cities around the country. Jeff has been leading social service organizations for over 20 years. During this time, he worked on homelessness, affordable housing, economic development, community organizing, and public policy. Jeff is proficient in many aspects of organizational management including government relations, nonprofit leadership, fundraising, finance, strategic planning, human resources, and program evaluation. Jeff served as the Executive Director of two large nonprofit organizations that serve people experiencing homelessness. He was the founding director of the City and County of San Francisco’s Department of Homelessness and Supportive Housing and first director of the city’s Healthy Streets Operations Center.
In February 2022, Urban Alchemy had 996 employees – 650 working in the Bay Area and the rest in the organization’s other service areas in Southern California.Urban Alchemy staff, known as Practitioners, receive extensive training and ongoing support to help ensure their success.
As of November 2021, 91% of Urban Alchemy staff are Black people or people of color, and 96% have been incarcerated and/or experienced homelessness. These shared experiences create a deep bond and a spirit of mutual support that leads to thriving employees who do outstanding work. Practitioners bring deep passion and commitment to their work because it is often their communities that are suffering the most. Through their experience and training, Urban Alchemy staff know how to practice kindness and connect with people who are struggling in a way that helps transform trauma into resilience.
Urban Alchemy does not hire sex offenders or those who have been convicted of harming women or children.
Urban Alchemy focuses on providing people who were incarcerated with meaningful opportunities to give back to their communities. We offer living-wage jobs with benefits as well as a career path both within and outside of our organization. Many of our Practitioners advance within Urban Alchemy and others are recruited to work at other organizations.
In our experience, the best people to facilitate the kind of healing we envision are those who understand what it means to harm a community. Most Urban Alchemy employees, including leadership, experienced long-term incarceration. Employers aren’t bending over backwards to hire people who were incarcerated, but at Urban Alchemy, their skills are sought-after. Many of our staff have spent 10+ years in a confined environment where their survival depended on the ability to read and relate to people in unpredictable situations. Incarceration taught Urban Alchemy staff instincts you can’t learn in a classroom.
The work that Practitioners do is part of their own healing process. Providing individuals with opportunities to give back to their communities is a powerful way to help people exiting prison to re-enter society. Urban Alchemy’s hiring practices are a win-win for the communities we serve. We create meaningful jobs for formerly incarcerated people while leveraging their unique skills to improve conditions in our neighborhoods.
The ‘alchemy’ that we practice is intentional and Practitioners complete a rigorous training program built around Urban Alchemy’s model of using individual engagements to help transform trauma into resilience. The course includes a plethora of critical subjects including conflict resolution, trauma and toxic stress, harm reduction, de-escalation, motivational interviewing, etiquette with guests of all backgrounds, cultural competence, leadership, and emotional intelligence. Practitioners are also trained in Urban Alchemy’s policies and procedures as well as how to connect clients to the services they request. This classroom training is followed-up with on-the-job training by supervisors and directors.
Every Practitioner who is working with the public and wearing our black and green uniform is required to know and understand our core values. We have four core values that guide how we engage with others: respect, integrity, empathy, and empowerment. We have another three values that guide how we carry ourselves: self-discipline, self-control, and self-esteem.
Urban Alchemy Practitioners engage with everyone in a community and make deposits into an “emotional bank account” by building trust with housed and unhoused individuals. When a problem or a crisis occurs, Practitioners can make a withdrawal from their account to help de-escalate a situation, redirect folks toward more positive behavior, and/or connect them to services. One of Urban Alchemy’s many functions is to provide an alternative to police and security. Urban Alchemy does not enforce laws, force people to move, or take responsibility for protecting property. We develop relationships with people and encourage them to treat their neighborhood with respect. We listen to people and promote behavior that protects the health and safety of our public spaces. For example, we might ask people to stay clear of active doorways, to use a public restroom rather than the sidewalks, or to be mindful of where they are using drugs. We believe that engaging in conversations and encouraging folks to care about their neighborhood is a much more effective approach than forcing people to move or having police write tickets to those who cannot afford to pay them.
This approach is part of a larger movement known as community-based public safety. This model has been around since at least the 90s and is rooted in the idea that the nexus of poverty and quality of life in issues should not be addressed by police and security guards. Members of this movement believe that people who are from the community can talk with their neighbors to build trust and create a more peaceful environment. We do this without force or authority because this is the most humane and effective way to address things like blocked sidewalks, people having a mental health crisis, and the need for shelter or other services. While we respect the work of police and security guards, we believe that some issues are best dealt with through respect and compassion, not with the threat of detainment and arrest.
What about the residential programs you oversee? Do you provide security for these facilities?
Urban Alchemy does not use private security in its management of residential programs – such as shelter, tiny homes, safe sleeping, safe parking, etc. — as we believe that this sends the wrong message to the guests and that the security guards are not necessary at residential programs. Homeless people are not any more dangerous or prone to criminality than housed people. In our opinion, using security is unnecessary and does not create a peaceful or safe environment for clients. Security guards can trigger people and make them feel like prisoners rather than participants in programs designed to help them move beyond homelessness.
I have noticed that in some UA municipal contracts and/or presentations to city governments outlining UA programs, the word “security” is used as a service. Doesn’t this contradict your stated approach?
We want to emphasize that ALL nonprofits that run residential programs — providers of shelter, housing, safe sleeping, safe parking, etc.– are responsible for the safety and security of their guests and tenants. Some, but not all, use private security. Because Urban Alchemy (like many other providers) has chosen to not use security guards, the conversation about our work is often framed as providing site management and security. This does not mean we were providing the same services done by security guards.
As context, in the city of our headquarters, San Francisco, we should point out the there is no security at the many permanent housing sites for homeless people (nor does their need to be) and not all shelters have security guards. When, however, a shelter service provider elects to add security, often times these security companies are hired directly by the City.
I have seen media reports that characterize some of your work as “security,” or even UA Practitioners as “security guards.”
We understand this, and work hard to explain to the media how the community-based model works. In our opinion, part of the problem is that society needs to come up with a new way to describe and define complementary strategies to policing. Security guards are trained on the law, on how to arrest people and the use of force. Urban Alchemy staff are trained on engagement, de-escalation, the causes of homelessness, empathy, etc. The idea that Urban Alchemy provides security is a bit ironic given our world view and that fact that 96% of our staff, including most of our program management, were once incarcerated and/or homeless.
We hope, and strive, that Urban Alchemy could be recognized for not treating homeless people like prisoners or running the programs that serve them like jails. Most of our staff were incarcerated and know that being watched by guards is traumatizing and does not build trust or peace. Recognizing that police and security guards can trigger people and are not helpful in all circumstances does not make our staff police or security guards. We are providing an alternative, not trying to replicate traditional enforcement strategies. This approach is part of the organization’s DNA!
Urban Alchemy offers solutions including community engagement and outreach, interim housing, hygiene services and street cleaning. Anytime we offer these services, we always ensure that the scope of work with the employer aligns with our mission, morals and values.
At times we do offer these outreach services in conjunction with Encampment-to-Home interventions performed by municipalities, as do many nonprofits. We are doing so currently (April 2022), for example, in the Venice neighborhood of Los Angeles for the Boardwalk and Westchester Park encampments. We also did so for the Echo Park Lake encampment intervention in March 2020, located in East Los Angeles.
How does moving people in Encampment-to-Home align with UA’s values?
Anytime we sit down with a city government to discuss an outreach scope of work, one of the primary things that we ask for is a long enough timeframe to the engagement so it is not based on simply moving people, and that it gives us the time to evaluate what resources need to be brought to that area to be responsible to the people who are there. We want to know the short- and long-term housing strategy when our teams are there. We are not interested in shuffling people around. We also understand that the people we serve are human beings with their own agency and autonomy, and that they may choose not to use the available temporary shelter or may ultimately decide to exit that shelter if it doesn’t meet their needs. We only provide services in support of Encampment-to-Home interventions if the scope of work aligns with the approach articulated here.
Isn’t a “Housing First” policy better than the temporary shelter that the campers are moving to?
Housing First is a righteous policy. Housing should be available for everyone. But a “Housing First” viewpoint that demands a one-bedroom apartment with full-kitchen, closet space, washer & dryer unit, and outside parking be made available to every person, and until such time only the streets are good enough, isn’t realistic or humane. First, there is a well-known housing shortage. Secondly, people need services in addition to the housing; just putting people into a house is not a viable solution.
Temporary shelters, with access to services, can be an important intermediary step toward housing. Not everyone will use the temporary shelters or services, but that doesn’t discount the efficacy of this approach as part of a comprehensive policy to help the unhoused.
A few points on temporary shelter vs. encampments:
Our first-hand experience from witnessing encampments and from the testimony of our employees many who have lived experience of homelessness, is that these encampments can be very dangerous for the inhabitants — with violence, trafficking, theft, vandalism and drug use. We share a special bond with society’s most vulnerable because we see ourselves in their struggle. We know what it means to be dismissed and disrespected. We recognize the humanity in those who are struggling, and we treat them how we once wished others had treated us.
A new model and approach to temporary shelter is actually one of the greatest opportunities to help the unhoused, and we work closely in these models by operating Safe Sleep villages, Tiny / Container Homes villages and Semi-congregate shelters.
A 2020 SF Coalition on Homeless report found that, “most of those residing in public space are not in fact “service resistant” or “shelter resistant,” since most have utilized services and shelters in the past, and most often, multiple times through multiple points of entry. Instead, our study found that many barriers to shelter were not of homeless people’s own choosing, but rather structural barriers to access, a fragmented system, inadequate shelter conditions, and high rates of unstable and unwanted exits.”(p.30) (Stop the Revolving Door)
Assuming the only path out of homelessness is ongoing housing subsidies is not supported by the facts.
Most homeless people self-resolve without government assistance and many are able to exit homelessness with one-time support such as a security deposit for family. About 30% of the homeless population is chronically homeless and need long-term housing assistance.
For example, an estimated 82,955 people in Los Angeles fell into homelessness during 2019, and an estimated 52,686 people “self-resolved” out of homelessness and approximately 25% were chronically homeless. (source: LAHSA)
I’ve read criticism of the EPL intervention and how ineffective it was. How do you respond?
Some recent academic reports questioned the efficacy intervention at EPL in Los Angeles and were also critical of the outreach and ancillary support to the unhoused provided by nonprofits, including Urban Alchemy. We’ve addressed some the general critique of interventions above, and have outlined below the basic facts of EPL from our perspective:
# The daily homeless count at EPL ranged consistently between 68-72 persons for the three months preceding the intervention in March 2020. Our outreach consisted of picking up trash at the encampment, giving out free food and water, and advising individuals on the temporary housing options available. Our experience was that the overwhelming majority of people at EPL were interested in moving to temporary shelter.
# The report from our UA Practitioners was that the living conditions at EPL were dire. The encampment in our view posed a danger to the campers and the surrounding neighborhoods, and we took at services-first approach to addressing them.
# The homeless count at EPL climbed to roughly 200 persons as the intervention began and individuals were exiting the encampment for temporary shelter and SIP hotels. Our Practitioners reported to us that the number of inhabitants increased during the intervention as word spread city-wide among the unhoused that those domicile at EPL got a chance for temporary shelter.
# We did not witness or hear about the police forcibly moving or putting their hands on any of the unhoused. We don’t say that to cover for or defend the police. If we saw it or heard about it, we would report it. We would also not continue to engage at an Encampment-to-Home intervention if anything like that was taking place. The police stood back, and the unhoused exited the park on their own. That was what we saw.
# There was, however, significant interaction, and at times physical, between the police and the protestors, activists, and journalists.
# All unhoused from EPL were placed in temporary shelter with access to services. The city reports that of the 183 people from Echo Park, 178 were sheltered and five referred to interim housing but never finished the intake process. Out of the 178 people who were sheltered, 110 have exited initial placements with 10% to temporary housing and 9 persons to permanent housing.
We hope this is a helpful overview of our approach to Encampment-to-Home engagements.
Please know that Urban Alchemy is on the streets 24/7 checking on individuals living in encampments, providing food and water, providing clean and safe toilets, showers, safety, lifesaving first aid/CPR and Narcan, and providing safe and clean-living spaces. Every day we are accountable to record every flush, every shower, every overnight guest, every engagement, every OD reversal, and every bag of trash collected. We are in front of the public everyday – cleaning streets, operating shelters, providing non-violent community-based alternatives to policing, and all of that work is tracked and documented.
We are proud that 92% of our staff are Black people or people of color, and 96% have been incarcerated and/or experienced homelessness. At Urban Alchemy, we do the work. We don’t sit on the sidelines.
Urban Alchemy is undergoing dramatic growth. Our budget increased by over 500% in under two years as governments, universities, businesses, and community organizations ask us to help calm chaotic places. We are proud of our success and cannot turn away from the increasing demand for what we do. Urban Alchemy is compelled to respond to the overwhelming need in our neighborhoods by replicating our successfully formula in as many communities as possible.
We plan to deepen Urban Alchemy’s presence in the cities we already serve and add at least 3 new urban areas to our portfolio by June 2025. Our goal is to increase our contract revenue to over $100 million by 2025, creating at least 1,500 new, good-paying jobs with benefits for formerly incarcerated individuals motivated to give back to their communities.
We are not planning this expansion simply for sake of getting bigger. Urban Alchemy’s services and the jobs we create are in high demand. Responsible growth will mean transformative assistance for even more people and places struggling with the intersection of extreme poverty, mental health, addiction, and homelessness.
Urban Alchemy is a fast-growing start-up, and this is a very exciting time for the organization. However, we have seen what reckless expansion can do and are committed to growing responsibly. We recognize there are many things we should, could, and will do better as Urban Alchemy matures, but we’re getting better and stronger every week. Urban Alchemy worked with a variety of consultants on developing a growth plan that includes a process for vetting new opportunities. This is serving as our road map for intentional, responsible growth.
Currently, our greatest challenge is the need to strengthen Urban Alchemy’s “back office” functions. We need to build our financial analysis, data collection, and contract management capacities. We also need to continue refining our human resources management and staff training. We are especially focused on expanding the educational and career opportunities for our employees. These investments will help us maintain and improve the quality of our services as we grow.
Urban Alchemy’s other big challenge is cash. If we were a tech start-up, we would probably be seeking Series B or C funding to meet our infrastructure needs and achieve our expansion goals. However, as a nonprofit social enterprise, we are looking for foundations, corporations, and individuals to make philanthropic investments in our transformative model. As we work to secure new investments to address the challenges we face, we are being very strategic about taking on new work.
You can get in touch by emailing us through ourwebsite or by calling us at (415) 757-0896. Please let us know the nature of your inquiry so we can connect you to the right person.
On a case-by-case basis, we may be able to accommodate a walkthrough to help you get a better understanding of the challenges faced by our communities and the work our Practitioners undertake every day. Please go to thecontact us page on our website and select media under inquiry type.