Participates in the citys planning process. Every five years theres 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 departments work, all of its programs. We also have a fouryear planning cycle that was established by the dignity fund. This includes Community Needs assessment and fouryear funding plan. That process covers all Services Eligible to serve funds from the dignity fund. Its looking at about 70 million. And then the area plan were talking about today is similarly focused on mostly Community Based services. We get 7 million from the state for those services. Thats 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 departments Strategic Plan goals are used as our guiding goals within this area plan. We recognize this report, which i mentioned is a 22section 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. Were 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. Were 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 dont cover, were happy to discuss that when we open it up. Im 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. Its a growth of 30 . Over that same time period, the citys 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, weve also seen a decline in the africanamerican population mirroring overall citywide trends. Im sure youre familiar with this. And its really important for the department, as we Design Services and put resources into the community, that were making sure were serving all of these groups and that we are working to preserve the citys 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 africanamericans 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 weve really streamlined this section at the request of the California Department of aging. What were drawing on here is the dignity fund Community Needs assessment and other Needs Assessment work that weve done since then. So we highlight 7 major findings that directly impact the departments work. For example, finding barriers impacting peoples 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 youll see in the narrative goals section. Das has an Outreach Program to address this issue. In the area plan, we identify our priority populations. Were required to serve those with the greatest economic and social needs. But were 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 years report and this report, were seeing Service Levels will stay the same or increase in most areas. I want to highlight in particular in legal services, were seeing a 30 increase in service units, and thats largely driven by additional dignity fund revenue that das put into the legal services. Theres a slight decrease you see in nutrition education. That is relatively minor. Its 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 weve had for many years, which is 45 to access services. Thats information and assistance provided by das as well as transportation. 45 to legal services, and then 5 to a shortterm home care program. I will turn it over to you, director mcfadden, to share goals and objectives. Thank you, rose. Hopefully youll 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. Weve 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 isnt. Its great that our planning team, rose, and her team, have worked with our office of Community Partnerships to ensure these are aligned, that were not recreating something with the area plan because in the past we would we didnt always have them aligned as well as we do now. Its hard to do different plans. Its really great that theyve 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, im 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, youre 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 longterm care goes beyond what people need. What Services People need. Its 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 wellbeing. 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. Its 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. Its real leadership from Community Living campaign and herding cats a little bit because sometimes our Public Programs dont 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 weve 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. Were 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 dont 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 were 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. Were launching in fiscal year 2021 hopefully with support from two foundations and we will be developing a plan for ongoing sustainability. Were grateful to the foundations were 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 its 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, well continue to monitor and adjust the directory to ensure its 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. Were 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. Were 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 were working with other agencies and Community Partners to support data informed process for services. So in this one, we picked d encourage and support collaboration across providers, government agencies, and other partners. So through informal and formal partnerships, we will seek to leverage expertise and reduce duplication to best serve client populations. This includes supporting our contractors, to develop new collaborations as well as supporting other fields and Service Systems to work with older people and adults with disabilities. Some examples are the Home Safe Program that i just talked about as well as Community Based collaborations like the alzheimers association, working with open house to develop the Dementia Care training. Goal five is to support and develop and engage professional workforce prepared to work with older people and adults with disabilities. The rationale for goal five is that for older people and people with disabilities to live in Engaging Community is critical that San Francisco has a robust professional workforce trained in these issues and trained to provide the necessary supports and services. We picked d in this one. So as part of an agency wide effort to promote Racial Equity, staff will participate in training on the framework and convene staff driven work group to develop equity initiatives. Additionally, within our Adult Protective Services programs das has and will continue to train staff on trauma informed systems, conduct a Baseline Health assessment, and develop and implement a plan for adopting traumainformed practices. So i will turn it back over to rose for next steps. I just wanted to share our next steps, which is that were here presenting today. We will return to the Advisory Council in a couple weeks to share our final draft of the plan that integrates any feedback that you have for us. Hopefully the Advisory Council will approve it, and then we will return to you next month with the final plan seeking your approval as well. We need to get the final approved plan to the state by may 1st, including a hard copy signed piece of paper. So thats why were going with this time line. With that, im ready to open it up for discussion. Thank you very much. Any comments or questions from the commission . Commissioner. I wanted to say thank you for the report. I dont have any specific questions. What i would say about this report in particular. Thank you for providing that big overview. If someone were to ask me what one document they could read about what the commission is doing or how does it plan or what are the goals and objectives, im probably going to point to this one because of that. I just wanted to say i really appreciate the work thats gone into this and just really helps us when, as were evaluating everything we vote on, i can begin to see how it all fits into this big plan. So i dont have any specific questions, but i just wanted to note that and say how much we appreciate this kind of a document. Thank you. I would like to echo commissioners comments and commend the department for taking the extensive Needs Assessment results from the Dignity Fund Oversight committee which we focused on and incorporating it into other documents that kind of working comprehensively often appears we work in a fragmented manner, but that a great deal of time was spent in the dignity fund to get a sense of the needs. Its great to see that incorporated here. So thank you very much. I just want to thank you all. As a new commissioner, this is my second meeting. The plan is a really good document. The foundation for learning about the vast activities and employees and future and funding. I thank you very much for making such a nice, clean, clear understandable user friendly document. Thank you. Thank you. Thank you. All right. Commissioner lum. I understand the amount of work that it takes to put together a presentation as such, and i thank the staff for having done so. Whats more important to me, as a City Employee for 30 years, i recognize the word streamline. That is something that is the most frustrating when youre an employee, for that matter, the general public dealing with the city. So i really appreciate the fact that you guys putting the emphasis on streamlining the process. Thank you. Thank you very much, commissioner. I would like to go on record as saying this is probably my 5th or 6th meeting and that has brou