[{"_1":2,"_99":-5,"_100":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6530989,"mediaKeyId","3632123-02bce42a7de2e6b2f49986f8841e8a45","parentId",3632123,"title","DPH budget proposal preserves staffing, adds $75M for behavioral health while trimming some community contracts","audioSeconds",688,"startMs",1264000,"endMs",1952000,"viewUrl","/Search/View?dp=1&key=3632123-02bce42a7de2e6b2f49986f8841e8a45&start=1264&end=1952","thumbnailUrl","https://assets.pipeline.soar.com/3632123-02bce42a7de2e6b2f49986f8841e8a45/thumbnail_1264000.jpg","articleUrl","/articles/6530989/San-Francisco-City/San-Francisco-County/California/DPH-budget-proposal-preserves-staffing-adds-75M-for-behavioral-health-while-trimming-some-community-contracts","mediaUrl","https://secure.pipeline.soar.com/6530989-84061460d49a645cc7e736b80059f614/orig.mp4?Expires=1771126332&Signature=ABo5suiQ8Y32sGI9j5Ysiybu9GoSyjymLgS~YLWgKCMrhACGyYJuEymVDIyEx3PV315fxRQLDmZ8AGlXXyktNWYfXoKYN9kB6urdEH~YcTSBF0sK4Cit57kJ8y-CAGEbgKuNJyqV4JoVhLS9wPBUvF6-x6W0IZF8yCMCv-YGvOIZuPkHsPdlTaNwoIVJ2gH8b7pESqMlDQs7tnVHZtdDWBQ6TZsDG4AJvvdWlxKidF3gwa~xYJHzBlCVOjRtldwWfbe5zm7SVnfciQ-p1kd1UXbUChbNoL9eV6CqXZ3gV3kpN7fD-xXPHsMKUr-7jgOscvXAPt7M8BffOFheFtTF-g__&Key-Pair-Id=KUT5TJCACFTXG","author","City of San Francisco","date","2025-06-02T00:00:00Z","article","San Francisco Department of Public Health leaders on June 5 presented a two‑year budget plan that seeks to reduce reliance on general‑fund dollars, add treatment capacity for behavioral health and implement administrative efficiencies while identifying $36 million in near‑term reductions and up to $17 million in unallocated contract cuts in year two.

The proposal, presented to the San Francisco Health Commission by Director Tsai and senior finance staff, would hold the department’s budget near $3.38 billion and keep roughly 7,700 budgeted full‑time equivalents while eliminating or realigning about 200 position lines. “We worked hard to maximize the revenues, preserve those direct care services and core services and staffing,” Chief Operating Officer Jen Louie told commissioners. “This is one of the most challenging budgets that I’ve seen in years.”

Why it matters: The budget is the department’s response to a growing citywide structural deficit and a central element of the mayor’s “breaking the cycle” initiative to expand behavioral‑health treatment. The DPH plan pairs a major investment — roughly $56 million in new initiatives the first year that annualize to about $75 million in year two — with targeted reductions to community‑based organization (CBO) contracts and administrative savings.

What’s in the proposal
- New behavioral‑health investments: Staff described nearly $75 million in annualized investments by the second year devoted largely to expanding treatment beds, shelter health staffing and intensive outpatient programs. Deputy Finance Officer Emily Gibbs said the package includes about $50 million in additional bed investments and nearly $13 million to expand intensive outpatient and navigation services.
- Revenue and structural moves: CFO Drew Merrill and staff said the plan assumes more aggressive Medi‑Cal and hospital‑revenue capture, other billing improvements and a mix of fund‑balance and general‑fund support. The mayor’s budget also sets aside a citywide reserve to buffer state or federal changes.
- Positions and contracting: The department said there are no layoffs but 200 budgeted positions will be affected: about 156 vacant positions proposed for deletion and roughly 25 incumbent staff identified for reassignment within classifications. The presentation listed about $9.6 million in specified CBO contract reductions beginning in fiscal year 2025‑26 and a further $17 million in unallocated reductions that would begin in 2026‑27 unless revised.

Public comment and concerns
Public commentators pressed DPH on two separate issues. Representatives from GLIDE and the Tenderloin Food Policy Council criticized proposed cuts to programs funded by San Francisco’s sugary‑drink distributor tax (commonly known as the “soda tax”), arguing those grants back prevention, food security and community leadership development. “We were very disappointed that the full amount of the grant was cut in this budget,” said Alyona Binder, policy director for GLIDE’s Center for Social Justice.

Separately, several speakers raised questions about staffing at Laguna Honda Hospital (LHH). A written comment read into the record by a member of the public flagged apparent discrepancies in the budget pages about whether savings would come from home‑health aide positions or patient‑care assistant (CNA) positions and asked the commission to explain the impact on nursing staffing and patient care. The commenter, Patrick Monette Shaw, said in public comment, “This is absolutely the last thing SFTPH should allow at LHH,” and asked the commission for a fuller discussion.

Agency responses and clarifications
DPH staff and Director Tsai addressed those concerns in the meeting. Staff said the LHH changes are intended to up‑skill existing home health aides (many of whom hold CNA licenses) into certified patient‑care assistant roles that provide hands‑on skilled‑nursing support; DPH said the conversion would increase pay for those workers and that the department will support training for the small number of aides who need certification. On the soda‑tax funding, staff said the mayor’s budget shifts a portion of funds toward direct nutrition assistance and voucher programs administered by the Human Services Agency while other prevention and policy‑systems work will be reduced or restructured; commissioners and community members said they want to preserve upstream prevention funding.

Process and next steps
The mayor submitted the city budget to the Board of Supervisors for review; DPH staff told the commission the budget is likely to be reviewed in the Board’s budget and finance committee hearings in mid‑June. Staff also noted that the unallocated $17 million in year two was presented as a placeholder so the department can run a community‑engaged process to identify reductions rather than imposing specific cuts immediately.

Commission response
Commissioners praised staff for presenting a “thoughtful” and “strategic” plan under difficult fiscal constraints, while several asked for stronger assurances about monitoring impacts to community partners and continued updates on key implementation milestones, including the number and classification of affected positions at Laguna Honda.

The Health Commission did not take an adopting vote on the mayor’s budget during the hearing; the item was presented for discussion and public comment only. DPH officials said they will return with implementation details and monitoring reports as the budget proceeds through the Board of Supervisors process.","mediaType","Video","parentTitle","City of San Francisco - Video Open Video Only in Windows Media Player - Jun 02, 2025","oneSentenceSummary","San Francisco Department of Public Health leaders on June 5 presented a two‑year budget plan that seeks to reduce reliance on general‑fund dollars, add treatment capacity for behavioral health and implement administrative efficiencies while identifying $36 million in near‑term reductions and up to $17 million in unallocated contract cuts in year two.","taxTitle","San Francisco City, San Francisco County, California","taxId",5751,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6530980,"Health Commission approves Salvation Army Marina Inn recovery housing amid robust neighborhood debate",923,6999000,7922000,"/Search/View?dp=1&key=3632123-02bce42a7de2e6b2f49986f8841e8a45&start=6999&end=7922","https://assets.pipeline.soar.com/3632123-02bce42a7de2e6b2f49986f8841e8a45/thumbnail_6999000.jpg","/articles/6530980/San-Francisco-City/San-Francisco-County/California/Health-Commission-approves-Salvation-Army-Marina-Inn-recovery-housing-amid-robust-neighborhood-debate","https://secure.pipeline.soar.com/6530980-5f438f4251d16f32ec1eb7ecdcf97d85/orig.mp4?Expires=1771126332&Signature=MUPkMlGlQ-Db~I3JpZRcwJ65fw0KhE23dOrL6U6cMkvGXzo2cNsz0taIwGXm-~J27COCA~7ksNuHSKp031BUuftbJnE3DR0dkNEYEOTyh2qepMy5FOLbIG-dj-7uYrjd6dpFTFa0J7V210dqmHiLr1V4jTjrShKn2AZOaE2uQlZP8pXAbKItgjgGN~Cek9pfbczfHiFN9RTqtdmvoE3X1ZDmKI9NdV9mg2o3OmIGqfYYcsHCC1a4PkdNE~wLifUclVQrhnaDYZa15AkZtuyg5xB~1dgGWUmZs8tTrZxnU8mWf8DBpOaR~4gcy79i6quNygOPh2US13bnONBCLZDzhw__&Key-Pair-Id=KUT5TJCACFTXG","The San Francisco Health Commission on June 5 approved a two‑year contract with the Salvation Army to convert the Marina Inn into an abstinence‑based recovery housing program for people who have completed residential substance‑use treatment. The contract’s base value was presented as $7.3 million with a 12% contingency; meeting materials and the motion record list the total with contingency in the neighborhood of $8.0 million.

The program is designed as a long‑term, structured sober‑living environment: residents will be required to have completed 3–6 months of residential treatment before entry, participate in a daily schedule of life‑skills and recovery meetings, maintain abstinence (confirmed with random drug testing) and pursue work or training. Salvation Army staff described the program as a four‑phase, two‑year residential recovery continuum intended to support housing, employment and family reunification.

Why it matters: Commissioners and department staff framed the Marina Inn project as the “back end” of the city’s behavioral‑health continuum designed to reduce returns to street homelessness by providing a structured stepping stone from residential treatment to independent living. At the same time the proposal provoked a large public response: proponents described individual success stories and program effectiveness, while many nearby residents raised concerns about safety, placement near schools and parks, and neighborhood notification procedures.

Program design and oversight
- Capacity and structure: The Salvation Army proposes 40 units that the department estimated could house up to 68 people, with 24‑hour on‑site staffing, background checks for participants and a strict no‑guests/no‑loitering policy.
- Services: On‑site case management, workforce development, financial planning and mandated recovery group attendance. Random drug testing and immediate triage to withdrawal management or residential treatment for people who relapse were described as enforcement mechanisms.
- Eligibility and exclusions: Program applicants must be San Francisco residents who have completed residential substance‑use treatment. The contract excludes people with arson, sex‑offense convictions and certain violent crimes; other cases may be reviewed case‑by‑case.
- Monitoring and community commitments: DPH requires weekly startup meetings (moving to monthly), quarterly performance reporting and on‑site visits. The Salvation Army committed to biweekly community meetings during startup; DPH included a good‑neighbor policy in the contract requiring the operator to address street and sidewalk issues outside the facility.

Community reaction and public safety commitments
The public comment period drew more than 60 people in the room and dozens more in adjacent overflow, with many speakers on both sides. Supporters — including multiple residents in recovery and program staff — described the Salvation Army’s Joseph McPhee program and other Salvation Army sites as evidence that a highly structured, abstinence‑based approach can produce housing stability and employment. Salvation Army staff reported a 76% program “success” rate at another pilot site and high post‑graduation housing and employment rates at six‑ and twelve‑month checks.

Opponents and nearby residents said the Marina location is next to a playground and three schools and argued placement would endanger children and lower neighborhood safety. Several speakers also said neighborhood notification materials were inconsistent (one flyer said “services dedicated for women,” another described a prioritized floor for women), and they asked why the city chose this neighborhood rather than sites closer to treatment and services in other parts of the city.

Public‑safety measures described in the meeting included assigned police foot beats, retired‑officer ambassadors, security cameras and a publicly posted QR code to report non‑emergency concerns directly to the local police sector; the Police Department and mayor’s office told the commission they would prioritize patrol and coordination around the site. DPH and the mayor’s office said the short‑term patrol commitment could be extended if needed.

Process and remaining approvals
Commissioners approved the contract but staff noted the site will also require planning/land‑use action; DPH said the mayor’s office will seek an amendment to the Interim Housing and Hotels ordinance so the Marina Inn can be designated interim housing, with a likely next step in the Board of Supervisors’ Land Use Committee in June. Services are expected to begin after land‑use approval and contract certification, likely in late summer or early fall.

Commissioners and DPH said they will monitor startup carefully and report back in director’s reports, and the mayor’s office encouraged ongoing community participation in oversight meetings.","The San Francisco Health Commission on June 5 approved a two‑year contract with the Salvation Army to convert the Marina Inn into abstinence‑based recovery housing for people who have completed residential substance‑use treatment.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6530985,"Health Commission approves 76‑bed Eleonora Fagan (Keene) respite contract with Westside Community Services",877,5413000,6290000,"/Search/View?dp=1&key=3632123-02bce42a7de2e6b2f49986f8841e8a45&start=5413&end=6290","https://assets.pipeline.soar.com/3632123-02bce42a7de2e6b2f49986f8841e8a45/thumbnail_5413000.jpg","/articles/6530985/San-Francisco-City/San-Francisco-County/California/Health-Commission-approves-76bed-Eleonora-Fagan-Keene-respite-contract-with-Westside-Community-Services","https://secure.pipeline.soar.com/6530985-7fe5dc6c735e389df1fab0c41a377161/orig.mp4?Expires=1771126332&Signature=Fg7yHjpFMKg-r13UXTczbe2RrDPwqWfT4n8crtWKauj8D968h4NRASVt2G~G6tH6xZs~te0Way8q6xYXK0qQHo57qSWr728KQh8CgJEEX-bjlBCQLQUTbsM72DuV9Wzav21xeV19JFDidEm~GkT2Niyw-rVlxzXmK2seOd0c39G4Ib1RJOZfcC1Lpfc1vSestra3~iZ0xkS1ERNkzKS8va60Juir7e6BHiShq8mj8P6bsNvCG4kVt12RbiOVZbFZg0pZmNznuFQA2WmgKfKBv17CQpsOZzuM6YMY3jVsURoVG6Q6rVUPVVblB2itClNFSCpq5JO3JobmFPXW6GMDDw__&Key-Pair-Id=KUT5TJCACFTXG","The San Francisco Health Commission on June 5 approved a contract with Westside Community Services to operate 76 non‑congregate respite beds at 1018 Mission Street, a site the department has called the Eleonora Fagan Center (also referred to in materials as the Keene). The one‑year base contract is $6,950,000 with a 12% contingency; the meeting record lists the total with contingency as approximately $7,774,934.

The commission and department framed the project as a front‑door stabilization resource for people exiting street homelessness who are ready to enter drug‑free care. “The KEEN’s aim is to rapidly connect people to care who are exiting homelessness and ready to begin a journey in recovery,” said Christy Soren, deputy medical director for substance use services. The model offers short‑term (30–60 day) stays with intensive case management and clinical linkages.

Why it matters: DPH leaders described the center as one critical gap in the city’s continuum between low‑barrier street‑based outreach and residential treatment. By providing immediate stabilization, wound care, medication support and rapid referrals to residential programs or permanent housing, DPH officials said they expect to reduce street suffering and improve outcomes for people with severe behavioral‑health needs.

Program details and oversight
- Capacity and staffing: Westside will operate 76 beds with 24‑hour on‑site staffing for safety and client support; the proposal projects roughly 500 individuals served annually.
- Services: A field‑based clinical team from Westside’s outpatient clinic will provide behavioral‑health assessments and wraparound care; nursing staff will address urgent primary‑care needs and wound care; case managers will coordinate transitions to longer‑term treatment or housing.
- Entry and rules: The site accepts referrals from street teams, hospitals and community providers and will also accept walk‑ins. Participants must be homeless (or exiting homelessness), able to live in a substance‑free setting and agree to program rules; staff said people not able to meet those requirements will be linked to more appropriate levels of care, such as sobering centers or withdrawal management.
- Monitoring: DPH will monitor the contract through weekly (startup) then monthly meetings, quarterly performance reports, site visits and unannounced inspections; the contract requires a continuous improvement plan and sets performance objectives.

Community engagement and safety measures
DPH and Westside completed Prop I notice steps and held a community meeting May 12. Staff said targeted outreach included door‑to‑door outreach to 24 nearby businesses and an email address to receive public feedback. Commissioners heard that community members raised safety as a primary concern. In response, the contract includes a strict no‑loitering requirement and a DPH “good neighbor” policy requiring the operator to address sidewalk and street conditions immediately. The mayor’s office and police said they would assign ongoing patrol and support resources and provide a QR reporting code for non‑emergency reports.

Commission action
The Health Commission moved and seconded approval on the item and adopted the contract by voice vote. The meeting record shows the commission approved the agreement; DPH staff said services will begin after contract certification and startup, with program oversight closely tracked.

Provider perspective and public comment
Westside’s executive director noted the organization will not turn people away and emphasized a low‑barrier, accountability‑focused approach: “The key thing is for us to create a safe environment that is drug free, that is also no violence and peaceful for a person to be able to come and access,” Cedric Akbar said. The mayor’s office public safety representative, Steven Betts, told the commission the Police Department supports the program and would prioritize response and resources to the corridor.

The commission directed DPH to report back on startup and monitoring progress; DPH said it will bring updates in future director’s reports.","The San Francisco Health Commission on June 5 approved a contract with Westside Community Services to operate 76 non‑congregate respite beds at 1018 Mission Street, a site the department has called the Eleonora Fagan Center (the Keene).","actionData","errors"]

Article not found

DPH budget proposal preserves staffing, adds $75M for behavioral health while trimming some community contracts

Health Commission approves Salvation Army Marina Inn recovery housing amid robust neighborhood debate

Health Commission approves 76‑bed Eleonora Fagan (Keene) respite contract with Westside Community Services