– Families with children $121.40 $171.21 $192.10 $201.60 $202.69 * * Up *
« Critical Indicator “NA” Not Available ñò Directional Target * None
SERVICE 2 Coordinate and/or provide support services to help individuals and families who are
homeless exit shelter as quickly as possible.
Goal 2a Facilitate exits and minimize clients’ length of stay in shelters.
homeless clients continue to be placed into permanent, stable housing through a variety of City and federally funded rental
assistance programs. However, due to efforts to stem the spread of COVID-19 as well as the economic conditions caused
by the pandemic, placements to permanent housing across all three populations declined in the last quarter of Fiscal 2020,
contributing to overall lower placements compared to Fiscal 2019. Single adult exits to permanent housing decreased by
11.5 percent, adult family exits to permanent housing decreased by 14.4 percent, and families with children exiting to
permanent housing decreased by 12.5 percent compared to Fiscal 2019. DHS staff continued to assist clients in finding and
moving into permanent housing during the pandemic to the extent possible and in accordance with City safety guidance
and have added remote alternatives to the normally in-person housing search process.
Page 200 | MAYOR’S MANAGEMENT REPORT
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Single adults exiting to permanent housing 8,521 8,043 8,593 8,912 7,890 9,000 * Neutral Up
– subsidized 3,885 3,633 4,157 5,001 4,824 * * Up Up
– unsubsidized 4,636 4,410 4,436 3,911 3,066 * * Down Up
Adult families exiting to permanent housing 628 570 513 543 465 * * Down Up
– subsidized 310 313 331 439 379 * * Up Up
– unsubsidized 318 257 182 104 86 * * Down Up
Families with children exiting to permanent housing 8,294 8,571 8,933 9,137 7,992 * * Neutral Up
– subsidized 5,365 5,421 6,446 6,872 6,142 * * Up Up
– unsubsidized 2,929 3,150 2,487 2,265 1,850 * * Down Up
« Average length of stay for single adults in shelter (days) 355 383 401 414 431 ò ò Up Down
« Average length of stay for adult families in shelter (days) 563 550 561 580 630 ò ò Up Down
« Average length of stay for families with children in shelter
(days) 431 414 438 446 443 ò ò Neutral Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
Goal 2b Minimize re-entries into the shelter services system.
The overall rate of clients who have returned to shelter within one year continued to decline for all three systems, 3.1
percentage points for singles adults, 3.9 percentage points for adult families and 1.4 percentage points for families with
children. DHS’s success in minimizing re-entries reflects the City’s investment in subsidized housing that generates sustained
and permanent placements within communities. In addition, automatic renewal of the City Family Eviction Prevention
Supplement and City Family Exit Plan Supplement (CityFHEPS,) the City-funded rental assistance program, was implemented
during COVID-19, to help ensure continuity of services and protect public health. For adult families the return rate for
subsidized housing declined to zero and the rate for families with children decreased to 1.0 percent. The single adult
return rate for subsidized housing decreased to 5.8 percent in Fiscal 2020. The dramatic declines since 2015 in overall
return rates for all groups can be attributed to the implementation of rental assistance programs, expansion of supportive
housing development and enhanced access to Section 8 and NYCHA housing for shelter clients since the beginning of the
Administration.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Single adults who exited to permanent housing and returned
to the DHS shelter services system within one year (%) 18.9% 18.3% 17.5% 17.3% 14.2% 20.0% 20.0% Down Down
« – subsidized exits (%) 8.3% 7.9% 6.9% 6.5% 5.8% ò ò Down Down
« – unsubsidized exits (%) 24.5% 26.3% 26.3% 27.2% 24.8% ò ò Neutral Down
« Adult families who exited to permanent housing and returned
to the DHS shelter services system within one year (%) 8.7% 11.5% 8.0% 5.6% 1.7% 12.5% 12.5% Down Down
« – subsidized exits (%) 1.6% 0.6% 1.4% 1.0% 0.0% ò ò Down Down
« – unsubsidized exits (%) 11.9% 21.6% 16.0% 13.2% 7.7% ò ò Down Down
« Families with children who exited to permanent housing and
returned to the DHS shelter services system within one year (%) 10.0% 8.1% 8.3% 7.0% 5.6% 12.5% 12.5% Down Down
« – subsidized exits (%) 1.4% 1.3% 1.5% 1.3% 1.0% ò ò Down Down
« – unsubsidized exits (%) 19.9% 20.9% 20.4% 21.6% 19.5% ò ò Neutral Down
« Critical Indicator “NA” Not Available ñò Directional Target * None
DEPARTMENT OF homeless SERVICES | Page 201
SERVICE 3 Help chronically unsheltered homeless individuals find stable, safe living situations.
Goal 3a Reduce the number of unsheltered homeless individuals.
The annual homeless Outreach Population Estimate (HOPE) street homeless survey conducted on January 27, 2020, found
that 3,857 unsheltered individuals were on the streets of New York that night, an increase of 7.5 percent compared to Fiscal
2019, but 12.2 percent fewer than the 4,395 in the first survey in Fiscal 2005. The survey also found that the number
of unsheltered individuals in the subways declined by 23.3 percent. The Fiscal 2020 HOPE survey was conducted amid
continued housing affordability challenges here and across the nation, with economic and social factors, including rising
rents outpacing incomes, continuing to cause homelessness.
Through the unprecedented investment to enhance the work of street outreach programs and service providers, significant
progress has been made in placing individuals experiencing unsheltered homelessness into housing. In Fiscal 2020, HOMESTAT outreach workers referred 5,909 clients to placements in permanent housing, transitional programs, and other stabilized
settings, more than doubling the number of clients referred in previous years. Before and during the COVID-19 pandemic,
24/7 outreach efforts have continued—with outreach teams extending a helping hand to New Yorkers experiencing
unsheltered homelessness on the streets and in the subways around the clock. The End of Line (EOL) initiative during the
MTA overnight shutdown contributed to this year’s large increase in referrals to placements. The EOL initiative was created
to help unsheltered individuals who would otherwise have been displaced due to the unprecedented nightly subway systemwide closures between 1-5am in order for the subway system to be cleaned to help prevent the spread of COVID-19.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
« Unsheltered individuals who are estimated to be living on the
streets, in parks, under highways, on subways, and in the public
transportation stations in New York City 2,794 3,892 3,675 3,588 3,857 ò ò Up Down
« HOME-STAT clients referred to placement into permanent
housing, transitional housing and other settings NA 2,146 2,849 2,753 5,909 ñ ñ NA Up
« Critical Indicator “NA” Not Available ñò Directional Target * None
AGENCY-WIDE MANAGEMENT
In Fiscal 2020, the number of workplace injuries reported decreased by 29.0 percent from 210 in Fiscal 2019, to 149 in Fiscal
This is due in part to the implementation of a telework policy instituted in March 2020 for many staff in response to
the COVID-19 pandemic to ensure continuity of services. Permitting employees to work from home has resulted in fewer
employees having to report to an agency work site, which contributed to the decrease in workplace injuries and collisions
involving City vehicles, specifically for the months of March through June. The agency has also implemented new technology
to track agency vehicles and reduce dangerous driving, which further drove down collisions.
Performance Indicators
Actual Target Trend
FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
Desired
Direction
Collisions involving City vehicles 60 46 41 65 39 * * Down Down
Capital commitments ($000,000) $11.6 $28.5 $53.1 $47.0 $11.0 $59.5 $96.3 Up
Human services contract budget ($000,000) $1,120.6 $1,468.1 $1,762.0 $1,851.5 $1,848.1 $1,804.5 $1,756.7 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
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
100 - Shelter Intake and Program $161.5 $142.2 All
101 - Administration4 NA $17.2 All
102 - Street Programs4 NA $1.9 3a
200 - Shelter Intake and Program $2,022.6 $2,127.3 All
Agency Total $2,184.1 $2,288.5
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
Includes all funds. 3Refer to agency goals listed at front of chapter. 4
This unit of appropriation originated in Fiscal 2020
“NA” Not Available * None
DEPARTMENT OF homeless SERVICES | Page 203
NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
• Average school attendance rate for children in the DHS shelter services was calculated using data from September 2019
to February 2020 because March 2020 through June 2020 data was not available due to the shift to remote learning
for NYC school children.
• The Fiscal 2021 target for single adults exiting to permanent housing has been suspended due to the challenges of
connecting clients to safe and stable housing during the COVID-19 pandemic.
• Evaluations for human services contracts completed on time, as compared to the goal (%) is no longer being reported
on in the MMR. The Procurement and Sourcing Solutions Portal (PASSPort) creates a draft Performance Evaluation (PE)
for a contract 12 months after the contract start date, which agencies may complete and finalize on a rolling basis.
Further, the Procurement Policy Board Rules state that PEs must be done at least once annually but do not provide a
fixed deadline to complete PEs.
• DHS revised the following indicator name for clarity: ‘HOME-STAT clients placed into permanent housing, transitional
housing and other settings’ was revised to ‘HOME-STAT clients referred to placement into permanent housing,