craig moore. >> good morning, commissioners and executive director mcfadden. i'm not craig moore. i'm the director of san francisco senior center. i thought i retired, but i'm still here. so i will be as brief as possible. i'll be reading, i apologize, because this is greg's report. he's not feeling well. so in february, case advisory committee met and continued planning in preparation of phase two of our advocacy campaign. it consists of a petition that will be online and in hard copy with our budget funding request that we took to das in december. we'll be meeting with city supervisors. the bucket office, and hopefully the mayor's office. we'll be asking our member agencies to collect signatures

as they did last year. we have versions in english, spanish, chinese, vietnamese, russian, and tagalog. last year, collected over 3,000 petitions. this year we're hoping for 5,000. phase three will be our annual rally at city hall, and repeat visits to supervisors in conjunction with the budget justice coalition. our february meeting, we had a very informative transportation panel with sfmta's accessibility services. we also are in deep preparation and planning and discussion of our 2020 getting there together event. i don't know if all of you were there, but i'm sure most of you are aware that we held this last year with all of our organizations and city organizations, park and recreation. we all came together and we'll

be doing that again on sunday, september 13th, celebrating adults with disability and those of us working in aging. we're right now finalizing the response or report from last year and the packet looking for sponsors for this year. i am stepping down as cochair in part of my semi retirement and dan gallagher of steppingstone is stepping up. so greg and dan will be cochairs of case and patty, the treasurer, christina irving, the secretary. this was the part where greg was going to loud me, but because he's not here, i get to loud him. so let me just say because it's a public forum, that greg moore is one of the finest advocates and person of service in san francisco working with adults with disabilities and those who are over 60.

he's tireless. he's ever present, and i want to thank him for what he does. and then this next meeting that we have, our membership meeting will have mason smith, public affairs manager for cruz, which is a vehicle company. they're going to talk to us about what they want to do in san francisco. thank you. >> thank you very much. any comments or questions? thank you again. item number five, any old business? item number six, new business. and we will begin with a presentation and review of the fiscal year 2021-2024 area plan for the california department of aging. thank you. welcome. >> good morning, commissioners.

i'm rose johns. i'm a planning analyst with the human services agency. today i'm before you with director mcfadden to present an overview of the area plan. you should have received a copy of that in the mail early last week. hopefully you've had a chance to look. our presentation is informational. we want to share information, get your input, and then we will return next month seeking your approval of the final plan. today our presentation will begin with an overview of the purpose of this plan. i will share some highlights from the large 22-section report. then director mcfadden will touch on our goals and objectives. so the area plan is required by the older americans act. it's submitted to the state department of aging every four years. the purpose of the plan is to outline how the department will use older americans act funding

to support seniors in the community and how the department will be working to coordinate the service system in san francisco. in the interim years between the four-year plan, we provide an annual update. we present that here to the advisory council and then send it up to the state. i want to also note this plan is focused primarily on senior services, the older population, but much of what we talk about also does extend to the younger population of adults are disabilities that the department serves. i wanted to share just a time line that represents where we're at in the process. we're currently in the last year of the current area plan. we are working on the area plan that will cover 2021 through '24 and that's due to the state on may 1st. we also wanted to put this plan in context for you. as both an area agency on aging and a city department, das

undertakes three planning efforts. it's sometimes confusing to see how they fit together. as a city department, das participates in the city's planning process. every five years there's a strategic plan and we also prepare annual action plans. director mcfadden presented that to you earlier in the fall and provided an update a couple months ago. that plan covers all of the department's work, all of its programs. we also have a four-year planning cycle that was established by the dignity fund. this includes community needs assessment and four-year funding plan. that process covers all services eligible to serve funds from the dignity fund. it's looking at about $70 million. and then the area plan we're talking about today is similarly focused on mostly community based services. we get $7 million from the state

for those services. that's about 10% of the budget for the office of community partnerships. as much as possible, we try to align these efforts, and an example of that is the needs assessment from the dignity fund is the primary needs assessment informing this area plan. similarly, the department's strategic plan goals are used as our guiding goals within this area plan. we recognize this report, which i mentioned is a 22-section template we get from the state -- is confusing especially for those that are newer. i want to share how i conceptualize these sections coming together. we're doing six things with this report. we are describing our local area. we are outlining our planning process. we are identifying our priorities and goals. we're providing an overview of our organizational structure,

including oversight bodies like this commission. there are a handful of specific program focused sections and then some very technical components of tables and and check boxes. if you have questions about specific content i don't cover, we're happy to discuss that when we open it up. i'm going to start with some demographic points. first is older adults are the fastest growing age group in the city. since 2000, the senior population has grown by 42,000 people. it's a growth of 30%. over that same time period, the city's overall population has grown by 11%. this growth adds urgency and significance to our work in the department. the older population is diverse. seniors in san francisco -- our senior population has been

changing over the last 20 years. about 10 years ago, asian pacific islander seniors became the most populous group. however, we've also seen a decline in the african-american population mirroring overall citywide trends. i'm sure you're familiar with this. and it's really important for the department, as we design services and put resources into the community, that we're making sure we're serving all of these groups and that we are working to preserve the city's diversity. we look at, in addition to the overall population, those with low income. what we have here are two pie charts. on the left is the whole senior population. on the right, those in poverty below the federal poverty level. we see low income seniors are likely from communities of color. what really stands out to me when i look at this is

african-americans are 6% of the senior population but 11% of those in poverty. this really underscores for us the importance of providing culturally appropriate services. section 5 in the area plan is the needs assessment. a big change with us is that we've really streamlined this section at the request of the california department of aging. what we're drawing on here is the dignity fund community needs assessment and other needs assessment work that we've done since then. so we highlight 7 major findings that directly impact the department's work. for example, finding barriers impacting people's act to access service. one of the major barriers is lack of awareness of what services are available and how to access them. and so as you'll see in the narrative goals section. das has an outreach program to address this issue.

in the area plan, we identify our priority populations. we're required to serve those with the greatest economic and social needs. but we're given some latitude to identify what that means in our local community. for das, the priority populations are the equity analysis we did for the community needs assessment. they are those who are socially isolated, those are low income, seniors with limited english speaking proficiency, those who identify as lgbtq, and those at risk of institutionalization. section 10 of the area plan is where we highlight anticipated service levels next year. this is a key piece of our annual update that we bring back before you. overall looking at last year's report and this report, we're seeing service levels will stay

the same or increase in most areas. i want to highlight in particular in legal services, we're seeing a 30% increase in service units, and that's largely driven by additional dignity fund revenue that das put into the legal services. there's a slight decrease you see in nutrition education. that is relatively minor. it's about a 2% decrease. then this is -- my last slide before i get to turn it over, i need to highlight our allocation of title 3b funding. we get $900,000 from the state. these funds support access in home and legal assistance services. given the additional local revenue that we have, the specifics of this allocation are a little bit less significant for us, but it is a requirement of the state that we put this before you. so as i said, about $900,000 in

title 3b funds, but das is closer to $6 million on these services. das anticipates retaining the same allocation of the title 3b funds that we've had for many years, which is 45% to access services. that's information and assistance provided by das as well as transportation. 45% to legal services, and then 5% to a short-term home care program. i will turn it over to you, director mcfadden, to share goals and objectives. >> thank you, rose. hopefully you'll be able to flip the slides for me. >> i got you. >> okay. so yes. goals and objectives, so we have five goals and we have objectives for each. i know we went over this last month. we've done some changes since then. so i just wanted to reiterate that the goals in the area plan come directly from the das strategic plan which seems

obvious, but it actually isn't. it's great that our planning team, rose, and her team, have worked with our office of community partnerships to ensure these are aligned, that we're not recreating something with the area plan because in the past we would -- we didn't always have them aligned as well as we do now. it's hard to do different plans. it's really great that they've worked so hard to make sure that this rolls up into our das strategic plan. in each area plan updates, we have an area plan update each year. we will be providing an update on progress toward each of the objectives in these goals. so today, i'm going to review each goal with you and i will talk about the rationale for each goal and then i will highlight an objective for each. at the end, if you want to talk about the other objectives or have questions, you're welcome to ask those questions at that time. so goal one, maintain a robust network of community based

services for older people and adults with disabilities. our rationale really was that quality community based long-term care goes beyond what people need. what services people need. it's really more fundamental issue of what it means to have a good life. working with our community based organizations, we can facilitate diverse opportunities for social engagement, nutrition support, and many other resources that enhance well-being. so today, we wanted to focus on objective a, which is to promote expansion of employment resources that support older people and adults with disabilities in the workforce. so the work matters collaborative is an effort to support older people and adults with disabilities to participate in the workforce. it's led by the community living campaign. i think they are here today. the collaborative host quarterly meetings to bring together

employment related programs until the city, including traditional public force programs like jobs now and some of the programs run by the office of economic and workforce environment, to develop a system that works for older people and disabled residents who want to work. it's real leadership from community living campaign and herding cats a little bit because sometimes our public programs don't talk to each other or the community as well as they should. this is really a great collaborative. additionally, the program will support 125 individuals to prepare for and participate in the workforce. that program has really taken off and we've been supporting it with funding over the past few years, but i know there was advocacy for it even before that. again, community living campaign has provided great leadership in the city for this work. goal two is to protect older people from abuse, neglect, and financial exploitation. the rationale for that goal is

while older people and people with disabilities have many strengths and are increasingly able to live independently without assistance, some obviously experience heightened risks related to health, housing, and safety. by helping to address critical issues and facilitating connections to resources, we can support consumers to meet their basic needs and regain or maintain stability in the community. we wanted to highlight today objective c, which is to develop strategies to prevent eviction or homelessness. i mentioned home safe. we're focusing on home safe which is a state funded pilot to stabilize low income, older and disabled adults at risk of homelessness. this is a partnership between adult protective services, the homeless department, and community partners, and the program will serve 60 clients in

fiscal year 2021. goal three is to provide and support. we serve unique individuals who come from diverse individuals and have different preferences for how to engage. we have to take a whole person perspective and approach in serving consumers and support systems in integration to the community to streamline access to resources. as we work with consumers, we must be findful of all resources. we talk about this a lot not just answering the question for somebody, but really thinking more broadly about what that person needs, what they might access, thinking about things they don't even know to ask for, all of that. so we picked today objective a, which is the streamline access to resources across the department and community to promote timely access of needed resources.

so we're planning to establish an online resource directory that will serve as a centralized source of information about resources that support seniors to safely age in the community. we're launching in fiscal year 2021 hopefully with support from two foundations and we will be developing a plan for ongoing sustainability. we're grateful to the foundations we're working with because they are really -- they are really supporting this process many part of the reason is that there are a number of advocates within the community and certainly at these foundations that not only want us to he can inform us on our services but think broadly about the needs of people with dementia and their caregivers. think about palliative care needs for caregivers, and people who need advanced care plans and things like that. so it's thinking, you know, about how we involve the health communities, health services, what else is out there for people with disabilities and older adults. so over the next four years,

we'll continue to monitor and adjust the directory to ensure it's an effective tool for the public as well as service professionals. and then goal four is to expand planning and evaluation efforts to ensure the best use of resources and maximize client outcomes. so the rationale for four is to effective will he serve older people and adults in san francisco. we need to is up useful information that allows us to identify and understand unmet needs. we need to formulate strategies to fill those gaps. we're committed to measuring the impact of our services, commissioner lum thank you for mentioning how important impact is because we think about this all the time. we're always trying to do better at not only measuring impact but then being able to make changes in our programming that meets the gaps that we find. we are committed to -- we're working with other agencies and community partners to support data informed proce