FY21-23 Budget Process
FY21-22 and FY22-23 Budget Instructions were released by the Mayor’s Office in December 2020. Final budget submissions by departments are due on February 22, 2021.
As required by Ordinance 294-19, HSH will hold the following public meetings on the FY21-23 budget. These meetings are open to the public and public comment is encouraged. Access and materials from these meetings can be found on the LHCB 2021 Meeting Page. These public meetings are in addition to conversations HSH is hosting with non-profit providers and advocacy groups.
- Meeting 1: Friday January 22, 2021
- Meeting 2: Monday February 8, 2021
This page will continue to be updated with additional information and materials related to the FY21-23 budget.
In addition to the FY21-23 budget process, HSH continues to work with the Our City Our Home (OCOH) Oversight Committee to strategically invest Prop C funding into eligible expenditure categories including Permanent Housing, Temporary Shelter, Homelessness Prevention and Mental Health for people experiencing homelessness. Additional information on OCOH Oversight Committee can be found on the Office of the Controller’s Website. On November 9, 2020 HSH presented an overview of the FY20-22 budget that includes the graphics below and additional information on the utilization of HSH essential services and system needs related to recovery and expansion.
HSH Deputy Director for Administration and Finance gave a presentation on HSH’s proposed two-year budget to the Local Homeless Coordinating Board on February 8, 2021. The Department’s budget submission is due Feb. 22 to the Mayor and Controller. One key takeaway from the presentation is that HSH’s FY21-23 proposed budget does not anticipate any reductions or cuts to current service levels, programs or staffing levels. As proposed, there is continued expansion in HSH’s budget overall due to new funding sources and also new General Fund investments in housing and shelter.
During the next few weeks, HSH will be working on final budget balancing and funding strategies to meet the growing needs of the department and Homelessness Response System, while minimizing the impact on the City’s General Fund. These identified needs include requests from each team and division, the DEI committee, and input from meetings with HSH providers and external stakeholders. There is much more work to do before next year’s budget is final but we’re nearing our first milestone to submit the Department budget to the Mayor’s Office for consideration later this month.
FY2020-22 HSH Approved Budget
The FY20-22 approved HSH budget reflects an increase of 132% from the FY19-20 budget which reflects both the City’s continued prioritization of resources for people experiencing homelessness and a growth of $31 million in General Fund due to COVID-19 recovery activities including costs related to SIP hotels.
In July 2020, Mayor Breed announced the City’s Homelessness Recovery Plan to support investments in housing and shelter that will help the City create more resources for homeless residents as San Francisco endures and eventually emerges from the COVID-19 pandemic. The Homelessness Recovery Plan proposes the largest expansion of Permanent Supportive Housing (PSH) in San Francisco in 20 years. FY20-22 funding sources to support the implementation of the Mayor’s Homelessness Recovery Plan are shown below.
The high-level overview below demonstrates the breakdown of the approved FY20-22 budget by HSH core component including: Street Outreach (1.6%), Prevention and Problem Solving (7.7%), Coordinated Entry (1.6%), Temporary Shelter (11.6%) and Housing (54.4%). In addition to HSH’s Essential Service Areas, the FY20-22 budget also reflects COVID response (19.5%) and HSH Staffing and Operations (3.1%).
Housing is healthcare, and the approved FY20-22 budget reflects the City’s continued investment in supportive housing as the most effective solution to homelessness.
The graphic below illustrates the allocation of HSH’s approved FY19-20 budget by population that includes: Adults (67%), Families (14%), Transitional Aged Youth (TAY) (12%), Veterans (2%), Adults and Families (4%) and Older Adults (1%).
HSH continues to play a critical role in the City’s response to the COVID-19 pandemic which includes the operation and management of the City’s Alternative Shelter Program that established programs to provide emergency, temporary shelter options for the City’s most vulnerable communities, a vast majority of which are for people experiencing homelessness including congregate shelter, safe sleep and Shelter in Place (SIP) hotels.
The graphic below provides an overview of how the FY20-22 budget is allocated to various COVID-response services provided, at least in part, by HSH including: SIP hotels (72%), Congregate Shelters (23%), Supportive Housing (3%) and Administration (2%).