MMR - FY20 - Department for the Aging

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• Parent Document:: Mayor's Management Report - Fiscal Year 2020
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    • DEPARTMENT FOR
    • THE AGING Lorraine Cortés-Vázquez, Commissioner
    • DEPARTMENT FOR THE AGING | Page 205
    • WHAT WE DO
    • DFTA’s mission is to work to eliminate
    • ageism and ensure the dignity and
    • quality-of-life of New York City’s
    • diverse older adults, and for the
    • support of their caregivers through
    • service, advocacy, and education.
    • DFTA promotes, administers and
    • coordinates the development and
    • provision of services for older New
    • Yorkers to help them maintain their
    • independence and participation in
    • their communities. In Fiscal Year
    • 2020, DFTA served 243,322 older
    • New Yorkers through its in-house
    • and contracted programs. The
    • Department supports a broad range
    • of services, both directly and through
    • approximately 400 human service
    • contracts including discretionary
    • contracts, with community-based
    • organizations.
    • FOCUS ON EQUITY
    • DFTA aims to connect with the full range of older people in the City based on
    • demographics, immigrant status and other factors, in order to link interested
    • seniors from all backgrounds and with varied demographic characteristics with
    • services and activities that promote their health and well-being. In always seeking
    • to increase equity, DFTA’s key guiding principle is to consider all aspects of
    • programming, from budgets to community outreach to matching services with
    • the needs of older people from varied backgrounds and cultures, in light of how
    • decisions regarding these program elements can promote equity. One example
    • is that in Calendar Years 2020 and 2021, DFTA is releasing an unprecedented
    • seven solicitations. Procurements are an important vehicle to promote equity in
    • various ways. For example, through each solicitation, DFTA is emphasizing the
    • need for respondents to demonstrate conclusively how they will achieve cultural
    • competence among staff related to the population groups in their catchment
    • areas; how they will conduct outreach and marketing efforts to attract the full
    • range of groups to their programs; and the types of programming that they will
    • offer to meet the needs of these groups. Through making such decisions with the
    • equity lens in mind, DFTA is able to ensure that all groups—especially historically
    • under-served ones such as people of color, immigrant groups, and those with
    • limited English—obtain the services they need. DFTA reviews all of its programs
    • and initiatives, such as its recent social isolation and elder abuse media campaigns,
    • through the lens of cultural diversity, anti-ageism and equity. Focusing conscious
    • attention on the needs of under-served groups strengthens services for them, and
    • reviewing data disaggregated to such groups allows DFTA to measure whether
    • intended impacts are being achieved.
    • OUR SERVICES AND GOALS
    • SERVICE 1 Provide health and nutrition opportunities to older New
    • Yorkers.
    • Goal 1a Increase utilization of senior centers.
    • SERVICE 2 Provide supportive services for seniors.
    • Goal 2a Increase supportive services to the homebound.
    • Goal 2b Increase supportive services to caregivers.
    • Page 206 | MAYOR’S MANAGEMENT REPORT
    • HOW WE PERFORMED IN FISCAL 2020
    • SERVICE 1 Provide health and nutrition opportunities to older New Yorkers.
    • Goal 1a Increase utilization of senior centers.
    • The NYC Department for the Aging’s senior centers provide opportunities for older New Yorkers to access nutrition and
    • health services, recreation, socialization, volunteerism, and education. On March 16, 2020, DFTA followed City guidance
    • and suspended congregate activities at senior centers and other affiliated sites across the city to help limit the spread of
    • COVID-19. DFTA needed to make major shifts in service provision, including programs such as senior centers. In response
    • to the closing of centers, DFTA staff and contracted providers increased telephone contacts with, and virtual programs
    • offered to, older New Yorkers. Since closures, over 900,000 telephone contacts were made with clients at home, and virtual
    • program offerings made available to senior center participants tripled. The suspension of in-person services in March also
    • suspended data collection and reporting for those activities. As a result, data reported for DFTA congregate activities in
    • this report cover the first three quarters of Fiscal 2020 (third-quarter year-to-date data), through March 2020. During the
    • first nine months of Fiscal 2020, DFTA provided services to 220,585 older New Yorkers, with 156,594 engaging in activities
    • and meals at DFTA’s senior centers each day. In addition to the congregate meals programs at senior centers, meals were
    • delivered to the homes of older New Yorkers during the COVID-19 emergency. In Fiscal 2020 the Department continues to
    • plan for the release of a Senior Center Request for Proposals (RFP). In order to prepare for the anticipated increase in older
    • New Yorkers now and into the future, the RFP will consider, among other things, ways to attract a diverse and growing
    • population of older New Yorkers to senior centers. During the first three quarters of Fiscal 2020, 118,393 older New
    • Yorkers ate a meal at DFTA funded sites, compared to 121,849 in Fiscal 2019. The number of congregate meals served
    • decreased slightly with 5.2 million meals (breakfast, lunch, dinner, and weekend) served during the first three quarters
    • of Fiscal 2020, compared to 5.37 million during the same period last year. The slight decrease in participants and meals
    • was due to increasing older New Yorker fear of exposure to the coronavirus beginning in February 2020. However, overall
    • the FY 2020 meals increased by six percent over the prior year due to a combination of Grab and Go meals, and meals
    • delivered to congregate clients at home by both DFTA and GetFood NYC contractors. In total, in Fiscal 2020 DFTA provided
    • over 12.3 million meals (congregate and home delivered) to older New Yorkers, an increase of five percent over last year.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Congregate meals served 7,627,922 7,219,969 7,186,486 7,175,638 7,616,106 * * Neutral *
    • Average daily attendance at senior centers 29,118 29,492 29,201 29,726 24,249 26,342 26,342 Down Up
    • « Senior center services utilization (%) NA 99% 97% 97% 92% ñ ñ NA Up
    • Persons who participated in senior center meals NA NA 136,529 131,146 118,673 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • SERVICE 2 Provide supportive services for seniors.
    • Goal 2a Increase supportive services to the homebound.
    • DFTA continues to support homebound older New Yorkers through its case management, home care, and home delivered
    • meal programs. During Fiscal 2020, 570,809 hours of case management services were provided by case management
    • providers to 40,347 older New Yorkers, an increase of five percent and sixteen percent respectively.
    • DFTA funded home care services help functionally impaired older New Yorkers live safely at home. Home care services
    • include assistance with personal care, housekeeping and chores. The number of home care recipients decreased by three
    • percent and hours decreased by twelve percent in comparison to last fiscal year with 3,780 homebound older New Yorkers
    • receiving 1,260,142 hours of home care services. These decreases are due to client and homecare worker fear of contracting
    • and spreading coronavirus by entering the homes of older New Yorkers.
    • Eligible homebound older New Yorkers have a choice of daily delivery of hot meals, or twice-weekly delivery of frozen
    • meals. This year home delivered meal recipients and service levels increased with 4.66 million home delivered meals, a slight
    • increase compared to the same period in Fiscal 2019. These meals were served to 31,023 homebound older New Yorkers,
    • fifteen percent more than during the same period in Fiscal 2019.
    • DEPARTMENT FOR THE AGING | Page 207
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Home delivered meals served 4,476,454 4,499,127 4,551,394 4,554,828 4,663,561 4,390,494 4,390,494 Neutral Up
    • « Hours of home care services provided 1,102,019 1,207,529 1,183,813 1,396,234 1,260,142 1,100,000 1,100,000 Up Up
    • « Total recipients of home care services 3,831 3,087 3,645 3,877 3,780 3,500 3,500 Neutral Up
    • Hours of case management services provided 534,459 537,235 543,914 545,695 570,809 530,000 530,000 Neutral Up
    • Total recipients of case management services 32,737 33,041 33,894 34,937 40,347 * * Up *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Goal 2b Increase supportive services to caregivers.
    • DFTA’s direct and contracted caregiver programs assist and support New Yorkers who are caring for an older person, as well
    • as grandparents or other older adults who are caring for children. During Fiscal 2020, 8,548 persons received information
    • and/or supportive services through DFTA’s in-house and contracted caregiver programs. The decline in this indicator as
    • compared to Fiscal 2019 is due to COVID-19 related client in-home assessment access issues and is also likely an undercount
    • due to reporting issues due to the COVID-19-related transition from in-person services to virtual services in March. Caregiver
    • services include information about available services, assistance with accessing supportive services and benefits, referrals,
    • counseling, workshops and training support to help caregivers make decisions and solve problems related to care giving.
    • Performance Indicators
    • Actual Target Trend
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • « Persons who received information and/or supportive services
    • through DFTA’s in-house and contracted caregiver programs 11,342 10,201 10,676 11,399 8,548 * * Down *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • AGENCY CUSTOMER SERVICE
    • Performance Indicators Actual Target Trend
    • Customer Experience FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Completed requests for interpretation 892 873 1,242 1,473 1,647 * * Up *
    • Letters responded to in 14 days (%) 86.5% 80.2% 79.0% 71.0% 95.0% * * Neutral Up
    • E-mails responded to in 14 days (%) 81.4% 86.0% 99.0% 96.0% 97.0% * * Up Up
    • CORE facility rating 96 92 98 NA 100 * * NA Up
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Performance Indicators Actual Target Trend
    • Response to 311 Service Requests (SRs) FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
    • Desired
    • Direction
    • Percent meeting time to first action - Housing Options (14 days) 90% 93% 84% 73% NA * * NA *
    • Percent meeting time to first action - Home Delivered Meals for
    • Seniors - Missed Delivery (14 days) 100% 100% 99% 94% NA * * NA *
    • Percent meeting time to first action - Elder Abuse (5 days) 67% 92% 97% 92% NA * * NA *
    • Percent meeting time to first action - Alzheimer’s Care Information (14 days) 85% 90% 77% 74% NA * * NA *
    • Percent meeting time to first action - Senior Center Complaint
    • (14 days) 99% 99% 96% 84% NA * * NA *
    • « Critical Indicator “NA” Not Available ñò Directional Target * None
    • Page 208 | MAYOR’S MANAGEMENT REPORT
    • AGENCY RESOURCES
    • Resource Indicators Actual¹ Plan²
    • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5yr Trend
    • Expenditures ($000,000)³ $305.4 $333.5 $366.1 $388.2 $432.6 $434.0 $412.4 Up
    • Revenues ($000,000) $0.3 $0.5 $0.5 $0.3 $1.5 $1.0 $1.0 Up
    • Personnel4 731 725 658 647 636 689 689 Down
    • Overtime paid ($000) $17 $14 $21 $31 $27 $16 $0 Up
    • Capital commitments ($000,000) $1.2 $3.1 $2.5 $0.4 $7.2 $14.2 $3.2 Up
    • Human services contract budget ($000,000) $264.3 $288.6 $315.9 $338.1 $347.8 $302.9 $279.6 Up
    • ¹Actual financial amounts for the current fiscal year are not yet final. Final fiscal year actuals, from the Comptroller’s Comprehensive Annual Financial Report, will be reported
    • in the next PMMR. Refer to the “Indicator Definitions” at nyc.gov/mmr for details. ²Authorized Budget Level ³Expenditures include all funds “NA” - Not Available * None 4
    • ‘Personnel’ includes the full-time equivalent of non-DFTA employees who are older New Yorkers participating in DFTA’s Senior Employment (Title V)
    • program.
    • SPENDING AND BUDGET INFORMATION
    • Where possible, the relationship between an agency’s goals and its expenditures and planned resources, by budgetary unit
    • of appropriation (UA), is shown in the ‘Applicable MMR Goals’ column. Each relationship is not necessarily exhaustive or
    • exclusive. Any one goal may be connected to multiple UAs, and any UA may be connected to multiple goals.
    • Unit of Appropriation
    • Expenditures
    • FY191
    • ($000,000)
    • Modified Budget
    • FY202
    • ($000,000) Applicable MMR Goals3
    • Personal Services - Total $29.5 $31.4
      • 001 - Executive and Administrative Management $14.3 $15.0 All
      • 002 - Community Programs $15.2 $16.4 All
    • Other Than Personal Services - Total $358.7 $401.2
      • 003 - Community Programs $357.1 $399.1 All
      • 004 - Executive and Administrative Management $1.6 $2.1 All
    • Agency Total $388.2 $432.6
    • 1
    • Comprehensive Annual Financial Report (CAFR) for the Fiscal Year ended June 30, 2019. Includes all funds. 2
    • City of New York Adopted Budget for Fiscal 2020, as of June
    • 2020. Includes all funds. 3Refer to agency goals listed at front of chapter. “NA” Not Available * None
    • DEPARTMENT FOR THE AGING | Page 209
    • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
    • • On March 16, 2020, DFTA followed City guidance and suspended on site congregate activities at senior centers and
    • other affiliated sites across the city to help limit the spread of COVID-19. The suspension of congregate activities in
    • March also suspended data collection and reporting for those activities. As a result, data reported for DFTA congregate
    • activities under goal 1a of this report cover the first three quarters of Fiscal 2020 (third-quarter year-to-date data),
    • through March 2020.
    • • Fiscal 2020 data for certain 311 customer service/service level agreement (SLA) indicators are not available. Data entry
    • issues during the system transition and service request recategorization that occurred as part of the transition to 311’s
    • new Customer Relationship Management (CRM) system affected reporting in this service area. The affected indicators
    • are listed below.
    • − ‘Percent meeting time to first action—Housing Options (14 days)’
    • − ‘Percent meeting time to first action—Home Delivered Meals for Seniors—Missed Delivery (14 days)’
    • − ‘Percent meeting time to first action—Elder Abuse (5 days)’
    • − ‘Percent meeting time to first action—Alzheimer’s Care Information (14 days)’
    • − ‘Percent meeting time to first action—Senior Center Complaint (14 days)’
    • − 311 customer service/service level agreement (SLA) reporting will be revised in the Preliminary Fiscal 2021 Mayor’s
    • Management Report.
    • ADDITIONAL RESOURCES
    • For more information on the agency, please visit: www.nyc.gov/aging, or call DFTA’s AgingConnect call center at
    • (212) AGING NYC.
    • Page 210 | MAYOR’S MANAGEMENT REPORT