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SFHSS gives annual progress report on 2023–25 strategic plan; equity and member experience initiatives highlighted
Summary
SFHSS staff reported on 2024 progress toward the department’s 2023–25 strategic plan, focusing on staff racial‑equity trainings, primary care practice improvements, mental‑health outreach and member‑service quality assurance. Staff said the department will continue to embed equity metrics and produce quarterly performance measures for the mayor’s 1
SFHSS staff presented their annual progress report on the agency’s 2023–25 strategic plan and described accomplishments in four priority areas: equity, primary care access, mental‑health and well‑being, and optimization of member services.
On equity, SFHSS said it has enrolled staff in Office of Racial Equity‑sponsored training (47 completed training hours with Be the Change Consulting noted), created internal equity workstreams and participated in citywide peer learning cohorts focused on organizational culture and belonging. The department said it will submit an equity training metric to the city comptroller’s performance program to be tracked in the mayor’s budget book beginning in Quarter 1 of fiscal 2025.
Staff reported primary‑care practice enhancements and continuing initiatives to strengthen preventive care and care management. CFO Iftikhar Hussain summarized affordability work, presenting a chart showing SFHSS total cost changes versus benchmarks and noting that health‑care inflation had moderated but remained above CPI; he reiterated SFHSS participation in statewide efforts to set cost‑growth targets.
On mental health, SFHSS summarized a December 2023 mental‑health vendor summit and a May 2024 mental‑health campaign that produced a 15.9% year‑over‑year increase in utilization across selected offerings and a 12% uptake in workshops and trainings. Staff said they will digitize the journey map produced at the vendor summit and continue targeted outreach and programmatic refinements to increase member engagement.
For member services, SFHSS reported a baseline member satisfaction rate of 58% (from roughly 2,000 survey responses) and a net promoter score of 26, in line with health‑care benchmarks. Staff said they documented 11 standard operating procedures for member‑service tasks, delivered nine open‑enrollment trainings (with 90% staff satisfaction) and instituted a call‑quality assurance tool that reviews 22 call elements; supervisors review two calls per staff per month and use results for coaching and training.
Board members asked how staff will measure whether equity training changes staff behavior; SFHSS said it will pursue Office of Racial Equity forums and share refined measures later. No action was taken; the presentation was informational.
Ending: SFHSS said it will continue to publish an annual strategic‑plan progress update, integrate equity metrics into city performance reporting and return with operational performance data in future meetings.
