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SFHSS reports year‑two progress on 2023–25 strategic plan; equity and mental‑health work highlighted
Summary
SFHSS staff reported progress on the department’s 2023–25 strategic plan, emphasizing staff equity trainings, primary‑care practice improvements, a mental‑health vendor summit and service‑quality measures for the member services team.
San Francisco Health Service System staff on Jan. 8 presented an annual progress report on the department’s 2023–25 strategic plan, focusing on racial‑equity work for staff, practice‑improvement milestones, mental‑health initiatives and operational service enhancements.
Leticia Harris, senior health program planner and racial equity lead, said SFHSS completed externally sponsored equity training hours for supervisory and non‑supervisory staff through a contract with Be the Change Consulting and that the department is participating in the Office of Racial Equity’s peer‑learning cohorts on organizational culture and belonging. Harris said SFHSS will add an equity metric to the citywide performance program reported in the mayor’s budget book for 2025.
Iftikhar Hussain reviewed primary‑care practice milestones and said SFHSS met 2024 practice‑enhancement targets; he also summarized affordability work and noted health‑care cost volatility in recent years, saying SFHSS will continue collaboration with statewide initiatives to address total cost targets.
Carrie Besheer, SFHSS well‑being manager, reported on a 2024 mental‑health campaign that increased utilization of trainings and workshops and on a December 2023 vendor summit that produced a journey map of access barriers; staff plan to digitize and act on vendor recommendations. Besheer said the department’s May mental‑health campaign in 2024 produced a 15.9 percent increase in utilization metrics year over year.
Olga Stavinska Velasquez reported on operational measures: SFHSS collected about 2,000 member satisfaction responses in 2024 with a 58 percent satisfaction rate and a net promoter score of 26; the department has documented 11 operating procedures and adopted a call‑quality assurance process that scores calls against 22 criteria for coaching and training.
Staff said work in 2025 will include further staff equity measures, continued primary‑care improvements, expansion of mental‑health outreach and application of quality‑assurance learnings to member services.
