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MMR - FY20 - Department of Youth and Community Development

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  • Parent Document:: Mayor's Management Report - Fiscal Year 2020
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      • DEPARTMENT OF YOUTH AND COMMUNITY
      • DEVELOPMENT Bill Chong, Commissioner
      • DEPARTMENT OF YOUTH AND COMMUNITY DEVELOPMENT | Page 227
      • WHAT WE DO
      • The Department of Youth and Community Development (DYCD) funds a
      • network of community-based programs
      • to alleviate the effects of poverty and
      • provide opportunities for New Yorkers
      • and communities to flourish. DYCD’s
      • diverse range of programs includes
      • services to help low-income individuals and families become more selfsufficient, literacy programs that help
      • adults and adolescents further their
      • education and advance their careers,
      • and programs that assist immigrants.
      • DYCD’s afterschool programs, known
      • as COMPASS NYC (Comprehensive
      • After-School System of NYC), offer
      • school-age youth a mix of recreational
      • activities, arts and cultural experiences,
      • academic support, and physical fitness
      • when school is out. As part of the City’s
      • broader commitment to providing free
      • afterschool programs to all middle
      • school students, SONYC (School’s Out
      • NYC), a component of COMPASS,
      • provides opportunities for more than
      • 70,000 young people in grades six to
      • eight, including justice involved youth
      • and young people living in Department
      • of homeless Services’ family shelters.
      • DYCD also oversees the City’s portfolio
      • of services for runaway and homeless
      • youth and the City’s youth workforce
      • development system, known as Workforce Connect, providing summer employment and year-round services to
      • introduce youth and young adults to
      • the job market and help them develop
      • the skills to succeed. The Department
      • supports 185 community centers, including Beacon community centers in
      • public schools and Cornerstone community centers in New York City Housing Authority (NYCHA) developments
      • which serve youth, adults and families.
      • FOCUS ON EQUITY
      • DYCD prioritizes investments in programs that aim to eliminate disparities in economic
      • opportunity and well-being among New Yorkers and improve quality of life for all
      • residents. During the current administration, DYCD achievements include a significant
      • expansion in programs for young people, NYCHA residents, and runaway and homeless
      • youth, including those who identify as transgender or non-binary. In order to continue
      • to broaden access and heighten awareness of services, DYCD is improving protocols
      • and systems used to assess community needs, enroll participants, and track results,
      • as well as supporting the expansion of provider networks and partnerships with City
      • agencies to offer individuals and families pathways to holistic services. Most recently,
      • DYCD incorporated an intersectional focus on equity into all its work, joining in the City’s
      • efforts to identify and remove barriers to opportunity based upon race, gender and sexual
      • orientation. As an example, in Fiscal 2020 DYCD increased its focus on civic engagement
      • programming as part of a broader effort to empower youth and communities.
      • OUR SERVICES AND GOALS
      • SERVICE 1 Support youth development throughout New York City
      • through the implementation, funding and management of
      • contracts with nonprofit service providers.
      • Goal 1a Maximize resources to support the involvement of young people in
      • DYCD-funded programs and direct them toward positive outcomes.
      • Goal 1b Runaway and homeless youth will reunite with their families or live
      • independently.
      • SERVICE 2 Increase youth capacity for economic independence
      • through programs that provide work-related education,
      • skills training and employment opportunities.
      • Goal 2a Young people will complete DYCD-funded training and employment
      • programs at high levels.
      • Goal 2b Young people engaged in DYCD-funded training and employment
      • programs will achieve success targeted by these programs.
      • SERVICE 3 Support programs that provide participants with the
      • services needed to increase and tap their capacity to
      • strengthen and revitalize the communities of New York City.
      • Goal 3a Maximize participation in and effectiveness of community
      • antipoverty initiatives for youth, adults and seniors in lower income
      • neighborhoods, including Neighborhood Development Area (NDA)
      • and Mayor’s Office for Economic Opportunity (NYC Opportunity)
      • programs.
      • Goal 3b Maximize participation and success in programs improving English
      • literacy skills among adults, adolescents, children and recent
      • immigrants.
      • Goal 3c Maximize the number of New York City immigrants receiving services
      • that improve language and employment skills that help families
      • successfully integrate into their new communities.
      • Page 228 | MAYOR’S MANAGEMENT REPORT
      • HOW WE PERFORMED IN FISCAL 2020
      • SERVICE 1 Support youth development throughout New York City through the implementation,
      • funding and management of contracts with nonprofit service providers.
      • Goal 1a Maximize resources to support the involvement of young people in DYCD-funded programs and direct
      • them toward positive outcomes.
      • In Fiscal 2020, DYCD-funded programs provided a variety of educational, social, cultural, recreational, and employment-related
      • opportunities to 339,963 New York City youth. The majority of youth were served through one of four program areas in the
      • DYCD portfolio: COMPASS NYC, Summer Youth Employment Program, Beacon, and Cornerstone.
      • COMPASS NYC, which offers after-school programming to students enrolled in grades K through 12, served 122,575 youth
      • in Fiscal 2020, well above the Fiscal 2020 target of 110,000 and slightly more than the total in Fiscal 2019. At the onset of
      • COVID-19, COMPASS programs entered a brief transition period from in-person to remote services. The transition period gave
      • agencies time to set-up virtual services, train staff, and ensure participants had devices and internet services. During the transition
      • period, providers stayed connected with students via wellness calls and text.
      • Beacon programs, operating out of 91 school-based community centers, served 92,692 young people and 85,927 adults in
      • Fiscal 2020, an increase of 25 percent and 84 percent respectively from Fiscal 2019. Beacon programs were able to offer pivotal
      • enrichment and support activities to youth, including participation in additional remote events to address community needs during
      • COVID-19. Beacon services also remained accessible to adults and families and continued critical adult engagement through
      • remote events. Beacon programs exceeded their enrollment targets for Fiscal 2020.
      • Cornerstone programs, operating out of 94 community centers in public housing, served 19,976 young people in Fiscal 2020,
      • which exceeds enrollment targets but represents a decrease of 23 percent compared with Fiscal 2019. Cornerstone programs
      • served 5,594 adults in Fiscal 2020, which represents an increase of 26 percent compared with Fiscal 2019. In Fiscal 2020, including
      • during COVID-19, Cornerstones provided vital remote and in-person services to adults and families, including delivery of food
      • and personal protective materials (e.g. masks and hand-sanitizer). Strengthening adult engagement in Beacon and Cornerstone
      • program areas were priorities for Fiscal 2020, and that focus has led to large increases in adults served in both programs.
      • Data collection for Youth Connect was disrupted because of staff displacement during COVID-19. Call volume through February
      • 2020 was on par with call volume in the same period during Fiscal 2019: 19,331 compared with 19,307.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Number of young people involved in DYCD-funded programs 317,341 324,667 337,199 337,599 339,963 * * Neutral Up
      • Comprehensive After School System of NYC (COMPASS NYC) enrollment 122,792 124,258 126,203 122,390 122,575 110,000 110,000 Neutral *
      • « COMPASS NYC programs meeting target enrollment (school year)
      • (%) 94% 96% 96% 96% 93% 85% 85% Neutral Up
      • « COMPASS NYC programs meeting target enrollment - SONYC/
      • middle school (school year) (%) 91% 95% 95% 95% 94% 85% 85% Neutral Up
      • « COMPASS NYC programs meeting target enrollment - elementary
      • (school year) (%) 99% 99% 99% 98% 92% 90% 90% Neutral Up
      • « COMPASS NYC programs meeting target enrollment (summer) (%) 80% 81% 73% 75% 83% 80% 80% Neutral Up
      • Beacon programs enrollment as a percentage of the annual target
      • (%) 100% 100% 100% 100% 100% 100% 100% Neutral Up
      • Beacon programs active 80 80 91 91 91 * * Up *
      • Youth served in Beacon programs 72,346 75,107 76,872 74,142 92,692 * * Up *
      • Adults served in Beacon programs 68,757 72,995 63,273 46,708 85,927 * * Neutral *
      • Cornerstone programs enrollment as a percentage of the annual
      • target (%) 100% 100% 100% 100% 100% 100% 100% Neutral Up
      • Cornerstone programs active 94 94 94 94 94 * * Neutral Up
      • Youth served in Cornerstone programs 27,432 27,012 20,856 25,831 19,976 * * Down Up
      • Adults served in Cornerstone programs 7,402 8,128 5,253 4,426 5,594 * * Down Up
      • Calls to Youth Connect 43,497 40,586 46,496 52,309 NA 50,000 50,000 NA Up
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • DEPARTMENT OF YOUTH AND COMMUNITY DEVELOPMENT | Page 229
      • Goal 1b Runaway and homeless youth will reunite with their families or live independently.
      • The percent of youth reunited with family or placed in a suitable environment increased for Transitional Independent Living
      • (TIL) programs and decreased for Crisis Service programs. In Fiscal 2020, DYCD updated its reporting practices to provide
      • greater clarity to discharge destination categories. For this year, this included added detail for TIL providers on categorization
      • of discharges, which increased their percentage, and counting multiple discharge situations for the same individual if they
      • left the program unplanned and returned after a short time, which decreased the percentage for Crisis Services programs.
      • In Fiscal 2020 DYCD continued to expand its residential service offerings to runaway and homeless youth (RHY), ages 16
      • to 20, and initiated services for homeless young adults (HYA) ages 21 to 24. The number of residential beds available to
      • RHY and HYA grew from 674 in Fiscal 2019 to 778 in Fiscal 2020, a 15 percent increase. Youth and young adults served
      • increased for both Crisis Services (5 percent) and TIL Support Programs (26 percent) compared with Fiscal 2019, in large
      • part because of the additional beds available. The utilization rate for these beds decreased in Crisis Services (8 percentage
      • points) and TIL Support Programs (7 percentage points) because some beds were not available for use during the fourth
      • quarter to adhere to COVID-19 guidelines on social distancing and isolation; however, these beds were not subtracted
      • from the total available for utilization measurement.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Youth and young adults reunited with family or placed in a suitable environment from Crisis Services Programs (%) 76% 77% 73% 75% 65% 75% 75% Down Up
      • Youth and young adults reunited with family or placed in a
      • suitable environment from Transitional Independent Living (TIL)
      • Support Programs (%) 88% 87% 84% 83% 88% 85% 85% Neutral Up
      • Residential beds for runaway or homeless youth and homeless
      • young adults 441 465 557 674 778 * * Up *
      • Runaway and homeless youth and homeless young adults served
      • Crisis Services Programs 2,539 2,340 2,267 2,084 2,191 2,400 2,400 Down *
      • Runaway and homeless youth and homeless young adults served
      • Transitional Independent Living (TIL) Support Programs 519 659 837 986 1,247 600 800 Up *
      • Utilization rate for Crisis Services Programs (%) 96% 92% 90% 92% 84% 90% 90% Down Up
      • Utilization rate for Transitional Independent Living (TIL) Support
      • Programs (%) 91% 93% 89% 91% 84% 90% 90% Neutral Up
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • SERVICE 2 Increase youth capacity for economic independence through programs that provide workrelated education, skills training and employment opportunities.
      • Goal 2a Young people will complete DYCD-funded training and employment programs at high levels.
      • The Summer Youth Employment Program (SYEP) provides young people with career exploration opportunities and paid
      • work experiences each summer. Fiscal 2020 indicators reflect programming for the summer of 2019, which was not affected by COVID-19.
      • During the summer of 2019 (Fiscal 2020), the number of youth served through SYEP continued to grow:74,453 youth
      • participated in SYEP, slightly more than the previous year’s expanded enrollment of 74,354. SYEP offered a new program
      • model, which included Project Based Learning activities for youth ages 14 and 15. There were a total of 808 projects
      • that provided youth the opportunity to work in groups on project themes such as the Census, civic engagement, Environmental Justice, and Media Literacy. In addition, there were 13,157 diverse worksites; 46 percent of approved worksites were private sector sites.
      • In Fiscal 2020, the total value of SYEP contracts exceeded $29 million, a nine percent decrease from Fiscal 2019 attributable to a suspension of services in late Fiscal 2020 due to COVID-19. These decreases will be reflected in fewer participants served in summer 2020 (Fiscal 2021).
      • Enrollment in DYCD’s federally-funded Workforce Innovation and Opportunity Act (WIOA) programs decreased by one
      • percent in the Learn & Earn program (formerly In-School Youth) and decreased by 23 percent in the Train & Earn program (formerly Out-of-School Youth) in Fiscal 2020 because enrollment was suspended in mid-March due to COVID-19.
      • Page 230 | MAYOR’S MANAGEMENT REPORT
      • WIOA providers for both programs were able to transition to providing services remotely, including occupational training, academic support and tutoring, counseling and support services, remote paid work experiences, and both remote
      • and in person summer internships.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Summer Youth Employment Program (SYEP) participants 54,263 60,113 69,716 74,354 74,453 70,000 * Up *
      • Number of Summer Youth Employment Program contracts 100 100 98 98 162 * * Up *
      • Value of Summer Youth Employment Program contracts ($000) $18,140 $23,340 $26,642 $32,188 $29,348 * * Up *
      • Participants in WIOA-funded Train & Earn (Out-of-School Youth)
      • program 2,265 2,132 1,687 1,562 1,197 1,286 1,276 Down *
      • Participants in WIOA-funded Learn & Earn (In-School Youth)
      • program 2,766 2,980 1,638 1,583 1,565 1,056 1,056 Down *
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • Goal 2b Young people engaged in DYCD-funded training and employment programs will achieve success targeted
      • by these programs.
      • The U.S. Department of Labor uses the four indicators below to assess whether participants in workforce development
      • programs are successfully being placed in post-secondary education, employment, or training opportunities. While DYCD
      • manages the contracts associated with WIOA programs, these outcome data are collected by the New York State Department
      • of Labor (NYSDOL). NYSDOL has not yet made Fiscal 2020 outcome data available.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • « Youth who are out-of-school, attend a DYCD-funded training or employment program, and are placed in post-secondary
      • education, employment, or advanced training in the 2nd quarter
      • after exiting the program (%) NA NA 48% 66% NA 58% 58% NA Up
      • Youth who attend a training program while in school and are
      • placed in post-secondary education, employment, or advanced
      • training during the 2nd quarter after exiting the program (%) NA NA 75% 86% NA 58% 58% NA Up
      • Youth who are out-of-school, attend a DYCD-funded training
      • or employment program, and attain a recognized postsecondary credential or a secondary school diploma, or its recognized
      • equivalent, during participati NA NA 69% 80% NA 75% 50% NA Up
      • Youth who attend a DYCD-funded training program while in
      • school, and attain a recognized post-secondary credential or a
      • secondary school diploma, or its recognized equivalent, during
      • participation in or within NA NA 74% 76% NA 75% 50% NA Up
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • SERVICE 3 Support programs that provide participants with the services needed to increase and tap
      • their capacity to strengthen and revitalize the communities of New York City.
      • Goal 3a Maximize participation in and effectiveness of community antipoverty initiatives for youth, adults and
      • seniors in lower income neighborhoods, including Neighborhood Development Area (NDA) and Mayor’s
      • Office for Economic Opportunity (NYC Opportunity) programs.
      • In Fiscal 2020, DYCD served 13,741 New Yorkers through a variety of anti-poverty programs. Each program has tailored
      • target outcomes for participants, such as gains in work-readiness skills, overcoming housing challenges, and academic
      • improvement. In Fiscal 2020, 75 percent of participants achieved their designated outcomes, a five percentage point increase
      • from Fiscal 2019 and well above the Fiscal 2020 target of 65 percent for this portfolio.
      • DEPARTMENT OF YOUTH AND COMMUNITY DEVELOPMENT | Page 231
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • « Community anti-poverty program participants achieving target outcomes designated for clients in each program area (%) 53% 65% 68% 70% 75% 65% 65% Up Up
      • Participants in community anti-poverty programs 12,440 13,210 13,366 13,122 13,741 * * Neutral *
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • Goal 3b Maximize participation and success in programs improving English literacy skills among adults, adolescents,
      • children and recent immigrants.
      • DYCD provides New Yorkers with opportunities to improve their English literacy skills through funding Adult Basic Education
      • (ABE) and English for Speakers of Other Languages (ESOL) programs. In Fiscal 2020, 15,631 New Yorkers were served
      • through these programs, representing an 11 percent increase. This increase is attributable to the reclassification of all
      • ESOL/Civics programs as Literacy programs and not Immigrant Services programs as they have been in the past. Combined
      • participation in the two portfolios held steady.
      • Forty-two percent of participants met standards of improvement in their ability to read, write, and speak English, compared
      • with 56 percent in Fiscal 2019. This decrease is attributable to a suspension of in-person standardized tests used to measure
      • improvement because of COVID-19.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Participants in DYCD-funded English literacy programs 7,582 10,300 10,792 14,033 15,631 10,400 * Up *
      • « Participants in DYCD-funded English literacy programs meeting
      • federal standards of improvement in their ability to read, write,
      • and speak English (%) 54% 49% 54% 56% 42% 55% 55% Down Up
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • Goal 3c Maximize the number of New York City immigrants receiving services that improve language and
      • employment skills that help families successfully integrate into their new communities.
      • In Fiscal 2020 the number of participants served by DYCD’s immigrant assistance programs decreased by 54 percent to
      • 1,403 compared with 3,081 in Fiscal 2019. This decrease is because ESOL/Civics programs were reclassified as Literacy
      • programs. The combined participation in both portfolios held steady. The percentage of participants achieving positive
      • outcomes in immigrant services programs increased two percentage points to 63 percent, which exceeds the Fiscal 2020
      • target of 60 percent. Positive outcomes for this portfolio of programs can include, but need not be limited to, participants
      • gaining self-advocacy skills and participants gaining access to social services and government benefits.
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Participants achieving positive outcomes in immigrant services
      • programs (%) 58% 64% 63% 61% 63% 60% 60% Neutral Up
      • Participants in immigrant services programs 3,505 3,351 3,111 3,081 1,403 * * Down *
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • Page 232 | MAYOR’S MANAGEMENT REPORT
      • AGENCY-WIDE MANAGEMENT
      • Performance Indicators
      • Actual Target Trend
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5-Year
      • Desired
      • Direction
      • Contracts terminated 13 3 8 1 5 0 0 Down *
      • « Agency assessments completed as a percent of total
      • agency contracts (%) 90% 84% 69% NA NA 70% 70% NA Up
      • Fiscal audits conducted 344 345 343 318 308 318 300 Down *
      • Expenditure report reviews 25,433 23,369 24,078 29,658 30,283 * * Up *
      • « Programmatic reviews/contract monitoring 16,832 17,003 18,609 20,656 16,698 * * Neutral *
      • Agency assessments completed 1,356 1,507 1,209 NA NA * * NA *
      • Contracts funded 2,502 3,281 3,223 3,320 3,276 * * Up *
      • Value of agency contracts ($000) $548,747 $585,339 $647,923 $690,623 $726,876 * * Up *
      • Value of intracity agreements ($000) $6,945 $6,940 $7,115 $8,651 $8,586 * * Up *
      • « Critical Indicator “NA” Not Available ñĂČ 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 customer requests for interpretation 2,380 1,705 1,222 884 NA * * NA *
      • Letters responded to in 14 days (%) 100% 100% 100% 100% 100% * * Neutral Up
      • E-mails responded to in 14 days (%) 100% 100% 100% 100% 100% * * Neutral Up
      • Calls answered in 30 seconds (%) 48% 43% 51% 50% NA * * NA Up
      • « Critical Indicator “NA” Not Available ñĂČ Directional Target * None
      • AGENCY RESOURCES
      • Resource Indicators ActualÂč PlanÂČ
      • FY16 FY17 FY18 FY19 FY20 FY20 FY21 5yr Trend
      • Expenditures ($000,000)Âł $664.7 $719.2 $809.3 $872.0 $958.7 $988.0 $792.8 Up
      • Personnel 525 526 532 544 573 587 575 Neutral
      • Overtime paid ($000) $111 $118 $83 $60 $154 $154 $154 Up
      • Human services contract budget ($000,000) $523.2 $561.1 $618.2 $659.6 $696.1 $689.3 $664.6 Up
      • ÂčActual 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. ÂČAuthorized Budget Level ÂłExpenditures include all funds “NA” - Not Available * None
      • DEPARTMENT OF YOUTH AND COMMUNITY DEVELOPMENT | Page 233
      • 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 $42.9 $46.2
        • 002 - Executive and Administrative $19.5 $23.1 All
        • 105 - Youth Workforce and Career Training4 NA $3.2 2a, 2b
        • 311 - Program Services $23.4 $19.9 All
      • Other Than Personal Services - Total $829.1 $912.5
        • 005 - Community Development $83.9 $130.3 3a, 3b, 3c
        • 312 - Other than Personal Services $745.2 $782.2 All
      • Agency Total $872.0 $958.7
      • 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
        1. Includes all funds. 3Refer to agency goals listed at front of chapter. 4
      • This UA originated in Fiscal 2020
      • "NA" Not Available * None
      • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS !
      • ‱ The Fiscal 2020 values for indicators that capture participation in Literacy and Immigrant Services programs have
      • been updated—all ESOL/Civics programs previously included in the Immigrant Services portfolio are now included
      • in the Literacy portfolio. Any comparison of Fiscal 2020 values with prior years should make note of this change in
      • classification.
      • ‱ The following indicators have been updated to include data for services for HYA in addition to RHY. The names and
      • definitions of the indicators have been updated accordingly as needed. Although all indicators are being updated to
      • include anticipated changes to the target populations, only TIL programs operated for HYA during Fiscal 2020. The
      • indicators for RHY TIL programs have been updated to include services for HYA:
      • − Youth and young adults reunited with family or placed in a suitable environment from Crisis Services Programs (%)
      • − Youth and young adults reunited with family or placed in a suitable environment from Transitional Independent
      • Living (TIL) Support Programs (%)
      • − Residential beds for runaway or homeless youth and homeless young adults
      • − Runaway and homeless youth and homeless young adults served—Crisis Services Programs
      • − Runaway and homeless youth and homeless young adults served—Transitional Independent Living (TIL) Support
      • Programs
      • − Utilization rate for Crisis Services Programs (%)
      • − Utilization rate for Transitional Independent Living (TIL) Support Programs (%)
      • ‱ Data for the indicators ‘Agency assessments completed’ and ‘Agency assessments completed as a percent of total agency
      • contracts (%)’ becomes available after the MMR. Program staff complete site visit evaluations from the conclusion of
      • the Fiscal Year, and agency assessments are then generated and reviewed based on those site visit evaluations.
      • ADDITIONAL RESOURCES
      • For more information on the agency, please visit: www.nyc.gov/dycd.
      • Page 234 | MAYOR’S MANAGEMENT REPORT
MMR - FY20 - Department of Youth and Community Development