Najja Orr, President and CEO, Philadelphia Corporation for Aging
Najja Orr, president and CEO of Philadelphia Corporation for Aging, sat down with Invest: to discuss the organization’s response to flat funding amid a rapidly growing older adult population, and the strategies being deployed to keep seniors safe, connected, and housed in their communities. Orr highlighted how the Philadelphia Corporation for Aging is working to streamline care coordination, combat elder abuse and food insecurity and leverage technology for independent living.
What changes over the past year have most influenced your organization’s work and the way you support older adults in Philadelphia?
One of the main issues we continue to monitor is the budget. The older adult population has outpaced state and local allocations for over a decade, and funding has been flat for 10 years. We work to ensure long-term services are sustainable, with over 10,000 people turning 65 every day. Growth in protective services activity continues, and we advocate with elected officials for resources that keep people safe and in their homes.
What trends do you see nationally in aging services and advocacy that are most relevant to Philadelphia right now?
We look at national models, such as Area Agency on Aging (AAA) partnerships with restaurants to expand senior center programs and engagement. Many senior centers nationwide have struggled to return to pre-COVID participation levels. One innovative approach is the community café model, where restaurants contract to provide meals through vouchers, helping address food insecurity and hunger while strengthening community connections.
What is the scope of PCA’s program for older adults, and how does PCA implement its model to address rising reports of elder abuse, financial exploitation, and food insecurity?
PCA operates more than 30 programs for older adults, with a focus on keeping people connected to their communities. Managers meet residents in the field, supporting caregivers and linking individuals to legal services. Reports of elder abuse have risen to 10,000 annually, including financial exploitation. Food insecurity is also a concern, but the central driver of our model is having “eyes and ears” in the community through wellness checks, follow-up with caregivers, and consistent connections.
What measures are you taking to tackle housing affordability?
We are excited about a partnership with City Council and other potential collaborators to convert a vacant portion of our building into subsidized senior housing. As the first AAA to directly address housing needs, we are finalizing grants and contracts with plans to launch within the next year or two. Community input is central to bringing this vision to life.
What kinds of resources and programs have proven to be most effective in helping families who are providing care at home?
Through the OPTIONS program, we assess older adults and tailor wraparound services to meet their needs while supporting their caregivers. Another federal program allows consumers themselves to be designated caregivers, reimbursed with state dollars after evaluation. We also focus on building networks and connecting caregivers to social supports that help them manage their responsibilities.
How is your organization adapting its protective services in response to increasing reports of abuse?
Flat funding for 10 years has made resource allocation difficult as programs expand. We have prioritized protective services, which now handle more than 10,000 reports annually, compared to 2,000 to 4,000 just a few years ago. This program remains a top priority with no waiting list, and we continue to urge elected officials to increase support.
Which innovations do you believe hold the greatest promise for helping older adults live independently and stay connected?
State and national associations have emphasized the role of technology in aging services. Tools have evolved from basic life-alert systems to innovative solutions such as sensory-detecting devices for home safety, panic buttons on staff phones linked to call centers, and expanded use of telehealth visits. While some processes still require face-to-face interactions, leveraging tablets for joint evaluations with medical providers can significantly improve efficiency and access.
Can you describe PCA’s involvement in the PA Navigate pilot in Philadelphia, and explain how the new electronic referral system is accelerating connections between providers and clients?
Philadelphia is part of the new PA Navigate pilot, a collaboration with the Department of Human Services and community organizations to streamline referrals through electronic records. This system accelerates connections between providers and clients, and we are already seeing faster referral processing.
Looking ahead, where do you see the greatest opportunities to continue to improve the quality of life for older people in Philadelphia?
We remain committed to advocating for proper resources to meet the needs of every older adult. After celebrating PCA’s 50th anniversary, we are asking what the next 50 years should look like. Listening sessions and public engagement will help shape future strategies. We continue piloting new programs and planning additional initiatives to ensure innovation and responsiveness.
I am proud to work with such dedicated, mission-driven staff at PCA, who humble me every day. PCA is one of the most innovative AAAs in the country, but none of our work would be possible without the vital support of our community partners, who contribute resources, partnerships, and collaboration.
