Annual Performance Report

Overview

City departments develop measures that track their delivery of public services. Targets may be performance goals or projections. They are set before the start of the fiscal year. 

Report Tables 

Click this link to access an online version of the Annual Performance Report (APR) tables. 

• Results the departments submitted in the past two fiscal years
• Targets and Results for the current fiscal year
• Targets for the future two fiscal years

APR Dashboard

The APR Dashboard is a tool that visualizes departmental performance data. The viewer includes an interactive line graph comparing departments' targets to their year-end data, a measure description section that describes the measure, and a table that presents historical targets and results. 

Instructions:

1. Select user's desired department 
2. Filter by strategic goal (optional)
3. Select a measure

Data

Click this link to access the Annual Performance Report performance data. 

Narrative Sections

The Annual Report's Narrative sections provide detailed context about year-end results for the following selected subject areas: Homelessness, Public Safety, Public Health, Safety Net, Transportation, Livability and Finance. Performance metrics in the selected service areas reflect the progress made and challenges the City faced in the last fiscal year. 

Homelessness

The Department of Homelessness and Supportive Housing (HSH) focuses on preventing and ending homelessness for people in San Francisco. It strives to make homelessness in San Francisco rare, brief, and one-time, through the provision of coordinated, compassionate, and high‐quality services.

Point-In-Time Count - homeless population count up 7.3% since 2022

The U.S. Department of Housing and Urban Development (HUD) requires that all communities who receive federal funding for homelessness services conduct a count of people experiencing homelessness on a single night. This is called the “Point-in-Time" (PIT) Count and occurs every two years. San Francisco’s latest PIT Count was conducted in January 2024. The total number of homeless people recorded in the PIT Count in the City increased by 7.3%, from 7,754 in 2022 to 8,323 in 2024. 

The count includes two categorizations of homelessness: 

• Unsheltered: A nighttime count of unsheltered homeless individuals and families on January 30, 2024, from approximately 8:00 p.m. to midnight. This includes people sleeping outdoors on the street; at bus and train stations; in parks, tents, and makeshift shelters; and in vehicles and abandoned properties. 

• Sheltered: A count of homeless individuals and families staying at publicly and privately operated shelters on the night of January 30, 2024. This includes those who occupied emergency shelters, transitional housing, safe parking sites, and domestic violence shelters

Bed utilization remains high at 94%, near target

HSH reports on the percentage of available temporary shelter beds used on a nightly basis over the year and includes only beds open year-round for single adults and transitional-age youth. Temporary shelter programs provide temporary places for people to stay while accessing other services and seeking housing solutions. The City aims to fill 95% of available adult temporary shelter beds each year.  A usage rate closer to 100% indicates more efficient use of shelter bed resources.  In FY24, HSH almost met its target, with an annual average of 94% of available adult shelter beds being used on a given night.

Homelessness prevention grant distribution exceeds target by 132.6%

The City offers targeted homelessness prevention programs to help households at risk of homelessness remain housed. HSH tracks the number of unique households that receive financial assistance and successfully maintain or secure housing as a result. In FY24, HSH provided homelessness prevention grants to 1,396 households, which substantially exceeded its target of providing prevention grants to at least 600 households. Beginning in FY25, HSH has adjusted its target for this measure and aims to serve at least 1,200 households through homelessness prevention grants.

Total direct exits from homelessness up 2.8%

HSH also operates programs to help households exit homelessness into secured housing. Direct exits are the total number of individuals and families who exit homelessness each year through participation in three different types of City programs: permanent supportive housing, rapid rehousing, and housing problem-solving. In FY24, 3,670 households exited homelessness through these programs.  This is a slight 2.8% increase from the 3,571 exits in FY23 but is almost 50% above the target of 2,484.

Public Safety

Public safety measures track community and performance trends in law enforcement, emergency medical response, fire suppression, and the City’s jail and probation systems. This section features some of the City’s most essential public safety measures, including offense trends, emergency response times, and SF county jail capacity.

Reported property offenses down 21% & reported thefts from vehicles down 57% 

In FY24, the San Francisco Police Department (SFPD) recorded 36,671 Property Offense reports, a 21% decrease from 46,306 Property Offense reports in FY23. Overall, FY24’s count of Property Offense reports is lower than both the FY19 pre-pandemic count of 47,990 and the FY14-20 historical average of 48,875.  

The SFPD recorded 12,255 Thefts-from-Vehicles reports in FY24. This is a 57% decrease compared to FY23’s 28,263 reported Thefts-from-Vehicles. The FY24’s count of reported Thefts from Vehicles is now at its lowest point since reporting began in FY17. 

Reported violent offenses decreased 1.5%

In FY24, the SFPD recorded 5,208 Violent Offense reports, a 1.5% decrease from FY23’s 5,292 reports. FY24’s result is the first post-pandemic downward trend in reported violent crimes, continuing the downward trend observed from FY14 to FY20. A related crime rate measure, the number of violent offenses reported per 100,000 residents, also decreased 1.6% from 611 in FY23 to 601 in FY24.

Ambulance response time within 10 minutes 3.4 percentage points below target

During life-threatening Code 3 (Red lights and siren) incidents, first responders arrive first at the scene of the incident and provide basic and advanced life support (BLS/ALS) to individual(s) in need of medical care until an ambulance arrives to transport them to the hospital, if necessary. The City’s goal is to respond quickly enough that ambulances should arrive at the scene of a life-threatening emergency medical incident within ten minutes at least 90 percent of the time. The San Francisco Fire Department (SFFD) responded to 104,058 life-threatening Code 3 medical emergency incidents in FY24 and 86.6% of these calls within 10 minutes.  This is 3.4 percentage points lower than the target response rate of “90% or above”, and 1.1 percentage points lower than FY23’s response rate of 87.7%. 

Roll time of first unit to respond to Code 3 calls at 90th percentile up 3 seconds

The SFFD also tracks the roll times of the first unit of emergency response personnel responding to Code 3 incidents, in seconds, at the 90^th percentile of responses. Roll time is the time between when a dispatch call reaches a unit and when that unit arrives on-scene at an emergency. The FY23 Code 3 Roll Time at the 90^th percentile was 358 seconds with a target of at-or-below-300 seconds. The roll time value for FY24 was 361 seconds, just 3 seconds longer than in FY23.  SFFD came closest to reaching the target in FY18 at 307 seconds. 

Percent of 9-1-1 calls responded to within 15 seconds down to 76%

The Department of Emergency Management (DEM) administers the City’s 9-1-1 Dispatch Center. When 9-1-1 is dialed, a DEM dispatcher will answer and connect the caller with emergency personnel. Emergencies include, but are not limited to property and violent crime, fire, overdoses, medical emergencies, and mental health crises. DEM’s target for answering emergency calls within 15 seconds is 90%. In FY24, the percentage of emergency calls answered within 15 seconds was 76%, 14 percentage points short of the 90% target, and 4 percentage points lower than the 80% result in FY23.

Average daily SF county jail population up 34%

The San Francisco Sheriff’s Department strives to protect San Francisco and its population, improve custody conditions, and continue community engagement efforts. The department also manages SF County’s jail populations and facilities. In FY24, the average daily county jail population was 1,099, a 34% increase from 818 in FY23. This figure is close to the FY20 reported value of 1,091.  Social distancing during the COVID-19 pandemic led to a large drop in the number of county jail population from FY21 to FY23.  For context, the historical average of daily population during the pre-COVID years of FY14-FY19 was 1,291. FY24’s result is still a 14% decrease from this average.

Average daily jail population as a percentage of rated capacity up 27 percentage points

The Sheriff’s Department also manages occupancy in a way that ensures safe and humane environmental conditions for employees and incarcerated people. The Sheriff’s Department must operate within the constraints of SF County’s jail facilities’ rated capacity. Rated capacity is the number of occupants for which a facility’s cells or dormitories were planned and designed to the standards and requirements set by the California Board of State and Community Corrections (BSCC). In FY24, the rated capacity was 1,284, and the average daily population as a percentage of the rated capacity was 86%. This is an increase of 27 percentage points from the FY23 result of 59%, when the rated capacity was 1,384.  The increase indicates that the jails are closer to their rated capacity in FY24.

Public Health

The San Francisco Department of Public Health (DPH) provides health care programs and services through hospitals, clinics, and specialty care programs via its San Francisco Health Network (SFHN) and Behavioral Health Services Division. DPH also provides core public health services including health protection and promotion, disease and injury prevention, disaster preparedness and response, and environmental health services through the DPH Population Health Division. This report highlights performance measures in DPH’s coordinated overdose response, as well as SFHN and Heathy San Francisco enrollments.

Patients receiving mental health treatment up by 1%

DPH provides treatment services to individuals with mental health care needs in a variety of settings across the SFHN, including primary care, specialty outpatient and inpatient treatment, and residential treatment settings, among others. DPH also provides Mental Health services in the private provider network at Laguna Honda Hospital and at the Zuckerburg San Francisco General Hospital for jail health clients.  In FY24, DPH increased the number of unique individuals diagnosed with a mental health disorder receiving at least one treatment service by about 0.9%, serving 35,404 patients compared to 35,105 in FY23. This is a 2.9% increase of unique patients accessing mental health treatment services since FY21.

DPH expands access to substance use treatment services

DPH counts the number of unique individuals diagnosed with a substance use disorder (SUD) who receive care in a variety of treatment settings across the SFHN. Individuals are counted once in the measure but may have received more than one service. In FY24, DPH increased the number of unique individuals with a SUD receiving treatment services in the SFHN to 14,581, a 4.5% increase from 13,951 individuals in FY23. DPH’s slight increase in patients accessing SUD treatment services is still 10.5% below its target of 16,200 in FY24. DPH seeks to see the number of individuals with SUD continue to increase, with a target of serving at least 16,200 individuals in the SFHN in FY25.

DPH tracks the reach of two key medications that treat opioid use disorders — buprenorphine and methadone. Buprenorphine and methadone are controlled substances. Methadone is highly regulated and can only be provided in licensed opioid treatment facilities. Buprenorphine is less highly regulated and is provided in primary and specialty care settings in the SFHN.

The number of patients on buprenorphine has remained steady since FY21 but is projected to exceed previous counts in FY24. DPH has provided buprenorphine to 2,870 unique patients as of March 2024, 1.4% more than its full year target of 2,831. DPH aims to provide buprenorphine to at least 3,114 individuals in FY25. 

DPH provided 2,504 unique clients methadone, surpassing its target of 2,240 by 11.8%. DPH is working to reach its FY25 target of 2,464 individuals. 

DPH expands access to life-saving medication naloxone

DPH is actively expanding its distribution of the medication by offering free naloxone in various settings, including permanent supportive housing, DPH-funded community-based programs, DPH pharmacy locations, community events, and a request-by-mail program. Since FY22, DPH has increased its distribution of naloxone by over 140%, providing 157,528 doses of the medication to the public in FY24 alone. Despite this widescale distribution, DPH still fell 5% short of its target of 165,609 doses. DPH aims to distribute at least 149,171 doses in FY25.

Peak enrollment in managed care programs declines

The total number of SFHN enrollees represents members receiving primary care, specialty care, or hospital care through the San Francisco Health Plan (SFHP), Anthem Blue Cross managed care health plan, and Healthy San Francisco (HSF). Since the beginning of the COVID-19 pandemic in 2020, enrollment in the San Francisco Health Network (SFHN), has continued to rise by 26%, from 90,193 enrollees in FY20 to over 117,000 enrollees in FY24. In FY23, SFHN reached peak enrollments of 118,118 enrollees since SFHN first launched in 2014. In FY24, DPH reported a slight 0.7% drop in enrollees compared to FY23. 

Healthy SF is a DPH operated program that provides affordable health care services to uninsured residents who are not eligible for other coverage. In FY24, enrollment in Healthy SF fell by nearly 51.5% from 10,777 in FY23 to 5,229 in FY24. DPH anticipated the significant drop in enrollments in FY24 due to the recent Medi-Cal expansion that extended coverage to qualifying undocumented adults. Adult Medi-Cal Expansion went into effect in January 2024, and DPH transitioned qualifying Healthy SF program enrollees to full-scope Medi-Cal coverage. DPH estimates that about 5,400 Healthy SF enrollees were impacted, contributing to the drop in total enrollees at the close of FY24.

Safety Net

Safety Net programs and policies reduce the effects of poverty by providing support to those in need. The San Francisco Human Service Agency (HSA) administers safety net programs designed to support individuals, families, and communities with food, health care, financial, employment, childcare, in-home care, and protective services. This report highlights the workload-related measures from the department including program enrollments for Medi-Cal, CalFresh, California Work Opportunity and Responsibility to Kids (CalWORKs), and County Adult Assistance Programs (CAAP). 

Decreased enrollments in Medi-Cal and CalFresh after pandemic surge

Medi-Cal is California’s public health insurance program under the federal insurance, Medicaid. It provides free or low-cost health care coverage to low-income households. The caseload counts for Medi-Cal increased during the pandemic because no one was discontinued from the program during the national public health emergency, per federal regulations. Medi-Cal’s caseload peaked in FY23 with 148,181 monthly cases, about 31.1% more than FY20’s monthly caseload of 113,012. In FY24, this number dropped by 5.6% to 139,863 cases when SFHSA was required to recertify clients. HSA resumed Medi-Cal redeterminations in April 2023 which contributed to the caseload decline in FY24.

CalFresh is California’s food benefits program that is federally known as the Supplemental Nutrition Assistance Program (SNAP). In FY22, HSA updated its reporting methodology to better reflect all cases receiving CalFresh assistance (previous counts excluded some households whose CalFresh assistance was delivered as part of the comprehensive package of CalWORKs benefits). San Francisco’s monthly CalFresh cases dropped by 8.2% from 86,899 in FY23 to 80,046 in FY24. This is likely due to the end of the public health emergency and a stabilizing post-pandemic economy.

Cash Assistance Program enrollment increases

The California Work Opportunity and Responsibility to Kids (CalWORKs) program provides assistance to low-income families with children. Benefits include cash assistance, food, childcare, health care coverage, job assistance, and behavioral health services. San Francisco’s monthly CalWORKs caseload increased by 8.4% from 3,424 in FY23 to 3,711 in FY24. Since the start of the pandemic, the number of families enrolled in CalWORKs has increased by 20.7% from 3,075 monthly cases in FY20 to 3,711 in FY24.

San Francisco’s County Adult Assistance Program (CAAP) provides cash assistance to low-income adults who do not have dependent children. CAAP clients participate in workforce development activities like assignments or job training; for those unable to work, the program helps clients apply for federal disability benefits (SSI).  HSA's CAAP caseload reached a 10-year high in FY24, providing assistance to 6,264 individuals per month. This is a 22.5% increase from 5,112 cases in FY23.

Transportation

In Focus: Vision Zero and Traffic Fatalities

Vision Zero is San Francisco’s commitment to creating safer, more livable streets with the goal of eliminating traffic fatalities and reducing severe injuries. Vision Zero is an inter-departmental program co-chaired by the Department of Public Health (DPH) and the San Francisco Municipal Transportation Agency (SFMTA). Traffic Fatalities are a core metric of Vision Zero. The City has averaged 28 traffic fatalities per year since the City first adopted Vision Zero as a policy in 2014.  Between January 1, 2024 and September 30, 2024, there were 25 total fatalities, which is 4 more than during the same time period in FY23. 

SFMTA Ridership and Equity Programs

SFMTA manages all ground transportation in the city and has oversight over the municipal railway (Muni) public transit, bicycling, paratransit, parking, traffic, walking, and taxis. The section below features four key performance measures SFMTA tracks for their Muni service: total annual ridership, Muni customer satisfaction rating, Muni customer complaints, and the percentage of eligible population using free or discounted Muni programs. 

Annual ridership increased 16% to a total of 152M riders

SFMTA manages all ground transportation in the city and has oversight over the municipal railway (Muni) public transit, bicycling, paratransit, parking, traffic, walking, and taxis. Annual ridership measures the total number of passengers who board SFMTA’s buses and light rail throughout the fiscal year. Increasing ridership provides numerous benefits to the City, including reducing traffic congestion, increasing environmental sustainability, and promoting a healthy and vibrant place to live. In FY24, Muni ridership continued to recover from its FY21 low of 61.7 million riders during the COVID-19 pandemic. SFMTA served a total of 152 million riders in FY24, 9% above its target of 140 million. This is an increase in ridership of 16% since FY23 and 60% since the FY21 low.

SFMTA is dedicated to providing the fastest, safest, and most reliable public transportation network possible for San Franciscans. In the most recent annual Muni Rider Survey conducted between February and April of 2024, 72% of Muni riders rated Muni services as excellent or good. This is the highest score Muni has ever received in the history of the survey, and up six percentage points from 66% in the previous survey in 2022.

The positive changes in survey responses reflect the fact that riders are noticing the improvements in Muni’s services. Muni’s FY24 annual performance data shows how it has improved since the COVID-19 pandemic. Muni’s on-time performance increased by ten percentage points from its historic low of 47% in FY21 to 57% in FY24. The percentage of scheduled service hours delivered has also increased by six percentage points from 90% in FY21 to 96% in FY24. SFMTA attributes these improvements to Muni’s Transit Service Planning team realigning its service plan to maximize available resources. 

Utilization of discounted Lifeline Muni fare program continues above target

As part of its equitable strategic goal SFMTA offers free or discounted fare programs for eligible populations that meet income or age requirements. One of these programs is the Lifeline Pass, which offers the Muni-only monthly pass at a 50% discount to individuals with a gross annual income at or below 200% of the federal poverty level. These programs make access to transit more equitable and can provide environmental and economic benefits to the city. In FY24, 47% of the eligible population in San Francisco enrolled in the Lifeline Program, up from 46% in FY23. This is seven percentage points above SFMTA’s target of 40% of the eligible population.

Livability

Three City departments are responsible for measures tracking “livability” in San Francisco: Public Works (SFPW), the Recreation and Parks Department (RPD), and the Public Library (SFPL). The highlighted measures track departmental work that is closely related to improving the overall physical, cultural and recreational quality of life for members of the public.

Percentage of street cleaning requests abated within 48 hours down to the historical low of 73%, short of the 95% target

The City, members of the public, property owners, Community Benefit Districts, and other entities all have a role in keeping San Francisco streets and sidewalks clean. Public Works leads the maintenance and cleaning efforts of public streets and sidewalks within the City’s purview. Public Works responds to street and sidewalk cleaning requests through the City’s 311 service orders. Public Works sends out specialized crews by service order and type of cleaning required. Responses include, but are not limited to litter pickup, pressure washing streets, and illegal dumping removal. In FY24, Public Works responded to 73% of street cleaning requests within 48 hours. This response rate is 22 percentage points below their 95% target and reached the historical 12 year low of 73% set in FY18.

The number of street cleaning requests has returned to levels seen before the COVID-19 pandemic and continues to decline from its peak in FY22. In FY24, the City received 136,441 street and sidewalk cleaning service requests compared to 152,735 requests in FY23, a decrease of 10%.  Overall, the number of street cleaning requests is down 26% from its peak in FY22.

Public property graffiti service request abatement rate unchanged at 36%

Graffiti is an act of vandalism and is categorized as a quality-of-life crime. Public Works responds to service requests differently depending on whether the graffiti is on public or private property. For public property requests, Public Works sends graffiti abatement crews to remove the graffiti. Public Works targets 95% of public property graffiti service requests are responded to within 48 hours. In FY24, Public Works responded to 36% of graffiti service requests on public property within 48 hours. The FY24 response rate is 59 percentage points below the target of 95%. Public Works attributes the low on-time response rate to heavy winter storms during FY22 and FY23 that led to the reassignment of graffiti response teams to street cleaning response and changes to the business process to proactively address graffiti in coordination with other street cleaning initiatives, which is not yet accounted for in the data. 

Potholes can be dangerous for people and goods traveling on San Francisco's roadways. Public Works received 2,522 pothole service requests in FY23, an 8.5% increase since FY22. Their average on-time response rate was 91%, slightly exceeding their 90% target for the year. In January 2022, Public Works launched a proactive pothole sweep crew that rotates through a different supervisorial district every month to fill potholes on residential streets. Since its inception, the pothole sweep crew has patched 5,323 potholes, accounting for 31.9%, or almost one third, of all potholes filled between January 2022 and June 2023.

Public Works met its target for pothole service requests for the ninth year in a row

Potholes can be dangerous for people and goods traveling on San Francisco's roadways. The City has a target response rate of 90% of 311 pothole service requests within three business days (72 hours). In FY24, Public Works received 2,192 pothole service requests, compared to 2,488 in FY23 (11% decrease). Public Works was able to respond to 90% of these service requests on-time, meeting their annual target. Public Works is consistently able to meet its target pothole service request response rate because of the relatively low number of service requests compared to street cleaning or graffiti. Over the last five years, there were an average of 1,900 pothole service requests compared to 151,000 street cleaning requests and 29,000 graffiti service requests annually. 

Pothole repair  is an ongoing operation of Public Works’ street repair program. Repairs include crack sealing during the spring and fall, filling of potholes, and the patching of larger, deteriorated pavement sections, depressions, sunken trenches, and other defects on city streets.

The presence of potholes is one of the factors that Public Works considers when calculating the Pavement Condition Index (PCI) score for a street.  The PCI is used to determine which street segments need repaving in the City. It is also used as a standard score to compare the street conditions of one jurisdiction to another nationally. Maintaining well-paved streets contributes to a higher PCI.  In FY24, the regional Metropolitan Transportation Commission raised the PCI score of the City to 75, which is a rating of “good.” Maintaining streets in good condition is the most cost-effective way to extend their lifespan, rather than allowing them to deteriorate which requires costly repairs later.

The number of library visitors up for third consecutive year, approaching pre-COVID-19 pandemic levels

SFPL closed all its locations to the public from March 2020 to May 2021 in response to the COVID-19 Pandemic, leading to a dramatic decrease in visitors in FY20 and FY21. Since the libraries fully re-opened in FY22, the number of visitors has increased steadily each year. In FY24, there were 3,976,556 visitors to the main and branch libraries, a 17% increase from the 3,398,569 visitors in FY23. SFPL exceeded its target of 3,150,000 visitors by 26% in FY24. 

Library circulation surpasses both the pre-COVID-19 pandemic peak and the FY24 target

The total circulation number also decreased significantly when the libraries closed in FY20 and FY21 during the pandemic. While the Library offered a materials pick-up program for patrons to receive physical materials, the extended closure of SFPL's in-person locations limited patrons' ability to check out these materials. However, during this temporary closure, SFPL also worked to increase the number of electronic materials in circulation. In FY22 the libraries re-opened fully, and the number of materials circulated has increased steadily each year. In FY24, total circulation reached 14,046,149, which is a 12% increase from 12,530,166 materials in FY23. This consists of 6,512,370 eBooks and eMedia (13% increase) and 7,533,779 physical books and materials (12% increase).

Recreation course enrollment increased slightly from last year by 3%

Recreation and Parks Department (RPD) offers a wide range of recreation programs to the public. Types of courses offered include early childhood classes for children under 5, after school programs for youth and teens, and dance and fitness classes for adults. In FY24, 39,972 people registered for RPD programs, which is a 3% increase compared to 38,693 in FY23. RPD adjusted its target after the number of program participants dropped in FY20 and FY21 due to the COVID-19 pandemic. Since then, the number of course registrations have steadily increased, and RPD neared its target of 40,000 registrants in the last two fiscal years. 

Finance

The Controller’s Office manages key aspects of the City’s financial operations, including oversight and debt portfolio, and the processing and monitoring of the City budget. The section below describes two performance measures the Controller’s Office monitors closely to assess the City’s financial health. 

The general obligation bond rating remained prime

The general obligation (GO) bond rating is the City’s credit rating. It measures the overall financial stability of the City. The City issues bonds, or debt, to fund large capital projects. The purchase of those bonds provides the financing for these projects. The GO bond rating indicates how safe an investment the City’s bonds are to potential investors. 

Moody’s Investors Service is a major municipal bond rating agency that issues a credit rating for the City. In 2018, Moody’s upgraded the City’s bond rating from Aa1 to Aaa, the agency’s highest quality level.  Moody’s reaffirmed the City’s Aaa rating in a report published in April of 2024. However, it rated the outlook for the City’s rating as “Negative” based on projected withdrawals from reserves in FY24 and FY25, which reflect the sluggish recovery in the City’s commercial real estate and retail sales activity. 

Stabilization Reserves remained unchanged

In years where revenues are stronger than expected, the City sets aside some of its revenue in reserve funds. The City can use these funds during recessions, budget shortfalls, or other disruptions in revenue to help keep critical public services running. In FY24, the City was not eligible to withdraw from the Rainy Day and Budget Stabilization reserves and is not projected to deposit into them. This means that the FY24 economic stabilization reserve amount will remain at $389.7 million, or 6.2 percent of General Fund revenues.