ELDERSOURCE BOARD OF DIRECTORS MEETING Wednesday, March 18, 2020- 1:00 P.M.

Training Room ElderSource

Jacksonville, Florida https://zoom.us/j/402600129

AGENDA

1. Call to Order & Introductions Stuart Gaines, President

2. Roll Call 3. Approval of Minutes (January 15, 2019 Meeting) 4. President’s Report Stuart Gaines, President

5. Staff Presentation

Mission Moments

6. Chief Executive Officer’s Report Linda Levin, Chief Executive Officer

7. Committee Reports/Motions Budget/Finance Committee Elizabeth Gunn, Treasurer Program and Planning Committee Coley Jones, Vice President Governance Committee Sue Krall, Secretary

8. Advisory Council Report Pamela Sanders, Advisory Council 9. Old Business

10. New Business

11. Other Business/Comments from Members and/or Visitors 12. Next Meeting May 20, 2020, 1:00 PM

Training Room ElderSource

Jacksonville, Florida 13. Adjourn

Vision: Older adults and adults with disabilities are valued and have the resources they need to live with dignity and security in an age- and ability-friendly community.

Mission: ElderSource empowers people to live and age with independence and dignity in their homes and their communities.

Inclusion Statement: ElderSource values all people – including but not limited to all nationalities, socio-economic backgrounds, abilities, races, genders, religious perspectives, sexual orientations and gender identities – in everything we do. We welcome the unique insights and perspectives of all persons in our quest to fulfill our mission.

PROPOSED MOTIONS

BUDGET/FINANCE COMMITTEE: The Budget/Finance Committee recommends the approval of the amended 2020 budget to include the cost of the Chief Operating Officer.

PROGRAM AND PLANNING COMMITTEE: The Program and Planning Committee recommends approval of the proposed disbursement recommendations from the Older American’s Act Title IIID funding increase.

The Program and Planning Committee recommends approval to support ElderSource in becoming reaccredited by AIRS

Approved Revision

Revision #3

2020 2020 Variance

Program Revenue

DOEA Contracts 2,089,967.00 2,089,967.00 -

IIIB Information & Referral 336,780.00 336,780.00 -

IIIE Information & Referral 146,629.00 146,629.00 -

Elder Abuse 21,267.00 21,267.00 -

CCE Admin 68,071.00 68,071.00 -

CCE Intake 322,866.00 322,866.00 -

HCE Admin 72,171.00 72,171.00 -

EHEAP Admin 30,000.00 30,000.00 -

RELIEF 33,500.00 33,500.00 -

MAC 405,062.00 405,062.00 -

Med Waiver 137,639.00 137,639.00 -

MIPPA 306,456.00 306,456.00 -

SHINE 162,378.00 162,378.00 -

Senior Medicaid Patrol 47,148.00 47,148.00 -

Program Revenue 127,500.00 127,500.00 -

CF Senior-to-Senior 20,000.00 20,000.00 -

Jim Moran Senior-to-Senior 45,000.00 45,000.00 -

NCOA Benefits Enrollment Center 52,500.00 52,500.00 -

United Way 10,000.00 10,000.00 -

Admin Revenue 1,099,442.00 1,099,442.00 -

OAA Admin 886,134.00 886,134.00 -

Carry forward 70,021.00 70,021.00 -

IIIB LAN 143,287.00 143,287.00 -

Veteran's Program Revenue 285,000.00 285,000.00 -

Total Program Revenues 3,601,909.00 3,601,909.00 -

Operating Expenses

Personnel Expenses 2,490,116.00 2,418,709.00 (71,407.00) Included ALL staff costs not just AAA

Employee Benefits 493,951.00 438,091.00 (55,860.00) Included ALL staff costs not just AAA

Payroll Processing Fees 12,827.00 12,230.00 (597.00) Included ALL staff costs not just AAA

Employee Screenings 1,800.00 1,800.00 -

Travel & Conferences 42,000.00 42,000.00 -

Rent - Office 135,000.00 135,000.00 -

Building Maintenance/Maint & Repair 1,000.00 1,000.00 -

Telephone & Internet 45,270.00 45,270.00 -

Office Supplies 20,500.00 20,500.00 -

Printing & Supplies 42,000.00 42,000.00 -

Area Agency on Aging

Proposed Revised Budget 2020

Board Approved Budget on 1.15.2020

Notes

Page 1 of 2

Approved Revision

Revision #3

2020 2020 Variance

Area Agency on Aging

Proposed Revised Budget 2020

Board Approved Budget on 1.15.2020

Notes

Postage & Shipping 28,000.00 28,000.00 -

Office Equipment/Leasing 13,000.00 13,000.00 -

Software 3,500.00 3,500.00 -

Outreach/Marketing/Advertising 59,664.00 59,664.00 -

Dues & Subscriptions 50,423.00 50,423.00 -

Consulting & Professional Fees 111,495.00 111,495.00 -

Bank Fees - - -

Taxes & Licenses - 500.00 500.00

Property & Liability Insurance 16,650.00 16,650.00 -

Staff Training & Recognition 15,000.00 15,000.00 -

Volunteer Expenses 30,230.00 30,230.00 -

Staff Uniforms 350.00 350.00 -

Tuition Reimbursement 6,000.00 6,000.00 -

Non DOEA Expenses

CEO Allocation 5,000.00 5,000.00 -

Lobbying -

Board Expenses 3,000.00 3,000.00 -

Other Non DOEA Expenses 3,000.00 3,000.00 -

Total Expenses 3,629,776.00 3,502,412.00 (127,364.00)

Net Operating Margin (27,867.00) 99,497.00 (127,364.00)

Projected 2019

Cash 60 day Less

Balance Cash Reserve Cash Reserve

650,000.00$ 500,000.00$ 150,000.00$

Desire Costs Proj Avail Cash

COO 97,228.00$ 52,772.00$

Cash position for COO

Page 2 of 2

Older Americans Act Title IIID Funding Increase 

The Department of Elder Affairs (DOEA) reached out to ElderSource to advise that there is funding 

available in OAA Title IIID. This program is specific to providing evidence‐based wellness programs. 

Based on the platform of Florida’s First Lady, Casey DeSantis, DOEA requested that the funds be used for 

mental health and suicide prevention.  

The total proposed increase is $176,000. A breakdown of the proposed allocation for these funds is 

below: 

 

Amount  Provider  Program/Service 

$50,000  ElderSource  ASIST 

$90,000  Aging True  BRITE PEARLS 

$36,000  Area Health Education Center (AHEC) 

Chronic Pain Self Management 

  

An overview of each of the proposed evidence based programs is provided below: 

The Applied Suicide Intervention Skills Training (ASIST) program was developed in 1983. ASIST is 

a 2‐day training program aimed at developing “suicide first aid” skills and competencies. The 

program is available to anyone seeking to increase the immediate safety of persons at risk of 

suicide. Since people at risk are often inclined to reach out first to family and friends, ASIST 

fulfills a “gatekeeper” role that seeks to build and empower a broad network of community 

helpers.  ASIST also provides those in more formal helping roles with professional development 

to ensure that they are prepared to provide suicide first aid help as part of the care they 

provide. 

The Brief Intervention and Treatment for Elders (BRITE) was developed by the Florida Mental 

Health Institute, University of South Florida and the Florida Department of Children and Families 

(DCF). The mission of BRITE is to identify non‐dependent substance use or prescription 

medication issues and to provide effective service strategies prior to their need for more 

extensive or specialized substance abuse treatment. BRITE offers screening, brief intervention, 

and referral for professional assessment by trained BRITE health educators. BRITE began as a 

DCF‐funded pilot project in four Florida Counties and later expanded to 70 sites in 18 counties 

under a $14 million five‐year (2006‐ 2011) federal grant funded by the Substance Abuse and 

Mental Health Services (SAMHSA) Center for Substance Abuse Treatment to the state of Florida 

under the national initiative known as SBIRT (Screening, Brief Intervention, and Referral to 

Treatment). BRITE is the only SBIRT specific to older adults. 

The Program to Encourage Active, Rewarding Lives for Seniors (PEARLS) was designed to reduce 

depressive symptoms and improve quality of life in older adults. The depression intervention 

takes place in the client’s home over a six‐month period, and includes problem‐solving 

treatment, behavioral activation, and pleasant activities scheduling. Throughout the 

intervention, there is ongoing clinical supervision provided by a psychiatrist. PEARLS is designed 

to be deliverable by staff typically available in an Area Agency on Aging or in senior centers. 

Programs Committee February 21, 2020

Page 34 of 34

MINUTES

ElderSource Board of Directors Meeting

January 15, 2020 Training Room

Offices of ElderSource Jacksonville, Florida

PRESENT: ABSENT: President Stuart Gaines- via Zoom Dr. Lauri Wright- Exc. Secretary Sue Krall Catherine Whitworth-Exc. Treasurer Elizabeth Gun Vice President Coley Jones- Exc. Ray Parkhurst Walette Stanford Brenda Ezell Sybil Dodson-Lucas- Exc. Catherine Kelly Janet Adkins Don Roberts Melissa Gilreath Jackie Whyte Shelley Hirsch- via Zoom Dr. Sandy Robinson Pamela Sanders Ed Salek- via Zoom Vanessa Jones-Briscoe STAFF PRESENT: Linda Levin, Chief Executive Officer JaLynne Santiago, Chief Financial and Operations Officer Nancy Tufts, Vice President of Planning and Programs Renee Knight, Vice President of Community Services Andrea Spencer, Vice President of Communications Jessica Del Rio, Executive Administrative Assistant CALL TO ORDER: President Stuart Gaines called the meeting to order at 1:05 p.m. ROLL CALL: Jessica Del Rio, Executive Administrative Assistant, called the roll. A quorum was present. APPROVAL OF MINUTES: Catherine Kelly moved approval of the minutes of the November 20, 2019 meeting of the ElderSource Board of Directors. Sue Krall seconded the motion. The motion carried without opposition, and the minutes were approved as submitted. PRESIDENT’S REPORT: President Stuart Gaines presented the President’s Report. Stuart gave his thanks to the Board for having full participation in the CEO evaluation. The Board's views on Linda’s overall performance continues to improve since last year. Stuart will send the Board the full report of the CEO evaluation. The Non-profit Center is conducted a compensation study. We will address Linda’s salary we received the report from that study. Linda also asked that we review all positions before addressing her salary.

STAFF PRESENTATION: Mission Moments Ms. Sherrie Bryant, Customer Service Specialist II, presented the Mission Moments report. She is one of two staff members who work in our Senior to Senior program, which assists older adults who are facing a financial crisis.

Ms. Bryant started her presentation by telling us about Mr. H’s case. Mr. H is 66 years old and lives alone with three dogs that he loves in an 80 year old home left to him by his mother. Mr. H was an infantry soldier in the army at the end of the Vietnam War. When he got out, he did not stop serving. He worked at Gateway Community Services Addiction Treatment Center for ten years, then at the Sulzbacher Center for another ten years. Maintenance and repair were his specialties, but, unfortunately, because of age and disability, he is no longer able to work on his own home. The house is in such bad condition that Mr. H cannot get homeowner’s insurance. Mr. H’s bed is tilted because of the floor, and Mr. H has fallen through holes in his living room. Because Mr. H is trying to remain independent and stay in his home, the Senior to Senior II Crisis Fund assisted by paying a vendor to remove the rotten wood in Mr. H’s bedroom and living room, brace the floors, and add new linoleum. These repairs will go a long way toward helping Mr. H have a safer environment. Ms. Bryant also Mrs. R’s case. Mrs. R 62 years old and lives alone with disabilities in an apartment. On the first day of December, the Jacksonville Sheriff’s Office was called to her residence when Ms. R had just found the body of her roommate lying in her bed. They had been roommates for three months. Ms. R knew that her roommate had severe mental health issues, but she wanted to help her because she was trying to get her life back in order. She had an estranged daughter who she was trying to reunite with, and Ms. R thought she had started retaking her much-needed medication. Unfortunately, the roommate used the medication to commit suicide. Ms. R was shocked and devastated. She reached out to ElderSource because the two roommates shared living expenses, and now Ms. R doesn’t have enough money for rent. The Senior to Senior II Crisis Fund assisted by paying December’s rent. Ms. R was able to locate another roommate and is no longer in need of assistance. CHIEF EXECUTIVE OFFICER’S REPORT: Linda introduced the employee of the year and all employees of the months in 2019 to the Board. She stated that our staff nominates the employees of the month. They all go above and beyond and give exceptional work with our clients, peers, and providers. Linda congratulated Vanessa Boyer on receiving the 2019 Employee of the Year Award. Vanessa strategically worked hard all year-long to help implement and create our Caring Connections Program for seniors, the agency's newest initiative. The program is designed to fight isolation and keep home-bound seniors connected to their community. Early on in 2019, Vanessa transitioned from a previous position to becoming our Volunteer Coordinator. She took on the telephone reassurance program, developing it from start to finish. After extensive research, training of volunteers, and creating policies and procedures, the program was finally launched in December. Vanessa is credited with recruiting many SHINE volunteers and Advisory Council members who all add great value to our agency. The written Chief Executive Officer’s Report for January 2020 was made available to Board members in advance of their meeting through the Board portal. Questions concerning the report may be addressed to Ms. Linda Levin, Chief Executive Officer, by telephone at (904) 391-6610 or by email at

linda.levin@myeldersource.org. In Linda’s last report, she covered the Federal Older Americans Act. This month she provided program highlights in her CEO report for the following general revenue funded programs:

Community Care for the Elderly (CCE) Alzheimer’s Disease Initiative (ADI) Home Care for the Elderly (HCE)

Linda stated that the legislative sessions just started. We feel like we have excellent support for our funding request on the following:

Community Care for the Elderly: $6 million recommended INCREASE Alzheimer’s Disease Initiative: $3,610,500 recommended INCREASE Home Care for the Elderly: $1,000,000 recommended INCREASE Aging Resource Centers – Medicaid Workload: $2,000,000

o Linda stated that the Governor’s budget request also included funding for contract management/compliance monitoring under Alzheimer’s Disease Initiative. We currently do not receive funding for these required activities for this program. The Department of Elder Affairs has also been supportive of our Legislative Priorities, including the funding for contract management/compliance monitoring. Linda reported that Andrea Spencer, Vice President of Communications, has been working with Jacksonville Business Journal (JBJ) to host a workshop to address caregivers in the workplace. She put together a great panel of people and the keynote speaker. Linda stated she would moderate the panel for discussion. Andrea mentioned to the Board if anyone is interested in joining, there are seats available. We launched the telephone reassurance program, Caring Connections, last month. A lot led up to this moment with policies and procedures and handbooks being written and reviewed by our attorney, training developed and delivered, and a database developed with the assistance of UNF students. Baptist Hospital, in partnership with other area hospitals, approached us about funding us to expand the telephone reassurance program to include a friendly visitor component. We collaborated with them on the proposal and are waiting to hear back from them. Wise Owl signed a seven-year lease agreement with a tenant for 10696 building. The company is called San Jose Imaging. All of our policies and procedures have undergone a thorough review and update as part of our risk management initiative and efforts. BUDGET/FINANCE COMMITTEE: Treasurer Elizabeth Gunn presented the report of the Budget/Finance Committee. Elizabeth explained that in our last Committee meeting, JaLynne reviewed the financial dashboard and the 2020 revised budget. The revised budget included the salary and cost of supporting a Chief Operating Officer position. The total cost for this position is $97,228, which includes the following expenses:

Personnel ($87,518) Employee Benefits ($6,973) Payroll Processing ($237) Office Equipment ($2,500)

Elizabeth stated that under the Net Operating Margin, it shows a deficit of $27,867. JaLynne shared the projected case balance with the members, reporting thatthere is an excess of the cash reserves to ensure the company can operate for 60 days without funding. There are sufficient funds to support the cost of the Chief Operating Officer position. Linda stated that about eight years ago, the Chief Operations Officer position was absorbed due to sequestration and funding lost during the recession. Other Directors assumed additional responsibilities. Staff would like to re-establish the position due to the workloads of existing staff being at capacity. Motion: The Finance Committee recommends the approval of the amended 2020 budget to include the Chief Operating Officer position. Sue Krall seconded the motion. The motion carried without opposition PROGRAM AND PLANNING COMMITTEE: In the absence of Vice President, Coley Jones, Linda Levin presented the Planning and Programs Committee report. Linda stated that the Senior to Senior and Veterans Directed Home and Community Based Services (VD-HCBS) programs are growing and doing very well. In the last Committee meeting, the Committee reviewed the surplus deficit report. The Committee voted on:

1. 2019 Older American Act (OAA) Final Allocations 2. 2019 Older Americans Act (OAA) Provider Transfers 3. 2020 Older Americans Act (OAA) Allocations

All allocations are included in the January Meeting Packet. Dr. Vanessa Jones-Briscoe asked about Volusia County’s unspent funds. Linda explained that the reason that Volusia County had a high amount of funds unused was that the prior year we had an increase in OAA funding. Based on our needs assessment and our area plan, we prioritized two services to add to the contract, which are mental health counseling and home repair. These were new services for the provider. It took time for them to find a provider for mental health counseling and they are now using Aging True. With respect to home repair, there is an issue with getting reimbursed for the administration of that service which we are addressing with the state. Ray Parkhurst also reminded everyone that the CoA was severly impacted by prior year hurricanes and they were first displaced from their offices and then relocated to a new property wich could have impacted their services. Last, this provider case manages all of their clients. Their have been demands placed on their case management services from Adult Protective Services, that they have not been able to add clients to other services. Linda and Nancy met with the CEO, CFO and the head of their programs to discuss this issue and they are exploring ways to do this differently. Motions: The Programs and Planning Committee recommends the proposed allocation of the 2019 Older Americans Act Final Award. Don Roberts seconded the motion. The motion carried without opposition. The Programs and Planning Committee recommends the approval of the 2019 Older Americans Act Provider Transfers. Sandy Robinson seconded the motion. The motion carried without opposition. The Programs and Planning Committee recommends the approval of the 2020 Older Americans Act Allocations. Brenda Ezell seconded the motion. The motion carried without opposition. GOVERNANCE COMMITTEE:

Secretary Sue Krall presented the Governance Committee Report. Sue mentioned that in the last Governance meeting, the Committee reviewed the Board Policies and Procedures. We did not have any changes to the Policies and Procedures. Sue encouraged the Board to review the Policies and Procedures. ADVISORY COUNCIL REPORT: Pamela Sanders presented the Advisory Council report. She stated that the last Council meeting the Division of Blind Services and VERC (Vision Education Rehabilitation Center) came and gave an excellent presentation. They also provided serval material, including how to get members engaged in these programs. The Advisory Council was volunteering with the customer satisfaction survey. It recently ended as of December 31. The Committee brought up one correction to the minutes on page 59 of the January meeting packet, under the Advisory Council Minutes Williamsburg Boulevard should read William Burgess rd OTHER BUSINESS: ADJOURNMENT: Having no further business, the meeting was adjourned at 2:30 p.m. NEXT MEETING: The next meeting of the ElderSource Board of Directors is scheduled for Wednesday, March 18, 2020, at 1:00 p.m. in the Eldersource Training Room. Ms. Jessica Del Rio, Executive Administrative Assistant, prepared the minutes. Approved by: ____________________________________

Dr. Sue Krall, Secretary

Date: __________________________________________

1 | P a g e

CEO’s Report

March 2020

“Before anything else, preparation is the key to success.” –Alexander Graham Bell

MISSION MOMENTS

Ms. Roderick 72 years old and is at the end stage of cancer and is under the care of

Community Hospice and receiving assistance from Hart Felt Ministries. She has not

had hot water for two years, and has been boiling water when needed. Although

caregivers and family members check on her frequently, when Ms. R is alone, she

tends to forget about the water and it boils over, or she has burned herself trying to

transport it. Because of Ms. R’s frail condition, boiling water has become a safety

issue. Hot water is essential to her health, hygiene and care, and Ms. R is trying to

remain self-reliant as long as she can. ElderSource was able to assist with the

purchase of a hot water heater as well as pay for the repair of her shower faucet

she could now taking a warm shower or bath.

Ms. J is 61 years old living with disabilities along with her son living with a mental

disability. Ms. J called the Helpline because they had run out of food and she has no

transportation and limited resources forcing her to choose between food and

medication. ElderSource arranged for groceries to be delivered to her home while

they wait to get the financial assistance they applied for. Staff also assisted Ms. J and

her son to apply for special transportation through JTA.

Ms. B is 66 years old and living alone. Ms. Bostic was a single parent of two, and she

was a reading tutor for over 30 years. As a single parent, she always struggled to

make ends meet, but is proud of the fact that she rarely ever had to ask for

assistance, and always paid her rent on time. She has lived in the same Section 8

apartment complex for 14 years. In the early days, it was a nice place to live; but

over the last couple of years, it has fallen downhill with a great deal of drug use, loud

domestic abuse, and frequent arrests on the property. For this reason, Ms. Bostic

has found another place to live, which will be safer. The new apartment complex

required the JEA deposit be paid before she could sign the lease. She had to pay

rent in the old apartment because she left in the middle of the month. ElderSource

assisted with paying the deposit for the new apartment and the rent for the old

apartment. Ms. B is certain that, after this assistance, she will be able to handle her

rent in the future and she is now able to live in a safer environment.

VISION

Older adults and

adults with

disabilities are valued

and have the

resources they need to

live with dignity and

security in an age and

ability friendly

community.

MISSION

ElderSource

empowers people to

live and age with

independence and

dignity in their homes

and community.

INCLUSION

ElderSource values

all people – including,

but not limited to, all

nationalities, socio-

economic

backgrounds,

abilities, races,

genders, religious

perspectives, sexual

orientation and

gender identities – in

everything we do.

We welcome the

unique perspectives

of all persons in our

quest to fulfill our

mission.

2 | P a g e

PROGRAM HIGHLIGHTS

Starting in 2009, ElderSource has been working with the Veterans Administration to

provide self-directed care to Veterans. We started with the VA Medical Center in

Gainesville and since then started working with the VA Medical Center in Orlando.

This is a program available throughout the country through an arrangement made

between the Veterans Administration and the Administration on Aging. The VA

Medical Centers screen the Veterans, determine the care plan amounts and refers

them to us to assist them. Veterans can come to us only through the VA Medical

Centers.

In this program, the Veteran becomes an employer and chooses whom they want to

hire and what services they want to pay for. They do not hire agencies, but

individuals who could be a family member, friend, neighbor, etc. We have one and

half Person Center Counselors who work with the Veterans – explaining the

program, helping them with the paperwork, assisting them in understanding their

options, assisting them with managing their care plan and monitoring how things are

going. We have one staff person in finance who gets the Veteran their Employer

Identification Number, receives the workers timesheets and process their payroll.

The Veterans enjoy this program because they are able to maintain as much

independence and dignity as possible – making their own decisions about who will be

their caregiver, what care they want and when they want it.

ADVOCACY

As of the writing of this report, we learned that the Legislature approved $1.5

million increase in recurring funds for the Aging and Disability Resource Centers.

We will find out after session the distribution of these funds among the 11 agencies.

Legislation redefining who is rescreened on the waiting list also passed. Right now,

we are required to re-screen every client on the waiting list, 5 being the most frail

and 1 and 2 being the least frail. The legislation will no longer the least frail to be rescreened annually. They can continue to call anytime they want to be rescreened

and the staff will rescreen them. Should they become a 3 or higher, they will then be

automatically rescreened annually. This will help with the staff workload.

The legislation creating Elder Abuse Fatality Review Teams has also passed. Elder

Abuse Fatality Review Teams review closed cases of individuals who died as a result

of abuse or neglect. The teams will not be conducting investigations, but looking for

where they may have been a breakdown in the system. The Teams will make

recommendations to the State to address those areas of concern with the intent of

preventing future deaths as a result of abuse or neglect. Area Agencies on Aging will

serve on those Teams. Other members of the Teams include law enforcement,

state attorneys’ offices, Department of Children and Families, service providers, etc.

Team will be set up by judicial circuit and participation is voluntary. To make this

legislation possible, we have been working with a group of advocates here, namely

our 2019 A Night with the Stars Delores Barr Weaver Advocate Award winners,

Senator Audrey Gibson (bill sponsor), Judge Gary Flower and Eileen Rodden from

the Women’s Center.

GUIDING

PRINCIPLES

We value:

Those we serve

Excellent and

responsive service

Honesty, integrity and

professional behavior

Results and

accountability

Proactive, innovative

and visionary efforts

Community

Collaboration

The knowledge,

loyalty, commitment

and unselfish team

spirit of staff,

volunteers and

providers

Our role as the leader

in the aging network

Our role as an

instrument of positive

change

3 | P a g e

COVID-19

As of the writing of this report, we have three confirmed COVID-19 cases in our

Planning and Service Area. Staff have been sharing information with providers and

have been participating in various calls with the Department of Elder Affairs, the

Administration for Community Living and the National Association of Area

Agencies on Aging. Staff were instructed on precautionary measures and were

supplied with Lysol wipes to continuously wipe down surfaces as well as signs were

posted by sinks with washing instructions. We developed and implemented a

screening tool that we are sending ahead of meetings and client visits to the office

or to clients’ homes (Veterans program). The SHINE program at the Department

has adopted that tool and is using it with other PSAs. Staff who are traveling

abroad or taking cruises were notified they would have to self-isolate for 14 days

upon their return before returning to work. They will be prepared to work from

home during that time.

We developed a contingency plan in the event we should have to close down our

own offices and are working on technology solutions for staff to be able to work

from home should that have to happen.

RISK MANAGEMENT

Leadership Team continues to update our Risk Management Registry, which

includes a variety of potential risks – financial, reputation, operational, talent

management, etc. A number of things have been addressed and taken off the

registry. For instance, the building next door now has a lease agreement with a

tenant, the Chief Operations Officer has been filled, all policies and procedures

have been reviewed and updated and stored where staff could find them easily, legal

reviews of volunteer handbooks and vendor agreements have been conducted, a

PR/marketing firm was hired.

A number of things continue to be worked on. These include, but are not limited

to, assessing turnover rates, evaluating salaries, and conducting a recession exercise.

Some things have been identified and added. Examples include COVID-19, the

development of a friendly visiting program requested by a funder, responding to

reviews/comments on different platforms (e.g. Indeed, Facebook, etc.).

Staff is sharing Risk Management information with providers. The consultants who

worked with us and I are presenting at the National Association of Area Agencies

on Aging Conference later this year.

MENTAL HEALTH, CHRONIC PAIN MANAGEMENT, ISOLATION AND SUICIDE

PREVENTION

DOEA has given us one-time funding to address mental health and suicide

prevention using Older Americans Act Title IIID funds not spent in other parts of

the state. This is a priority of the Governor and the First Lady. We are

contracting with Aging True to provide two evidence based mental health services:

BRITE and PEARLS. Our staff will be getting training in a suicide intervention

program, ASIST, where we will be able to train others working with elders to be

able to recognize signs, intervene and develop a safety plan. Because chronic pain

STRATEGIC

PLAN

Goal 1: Continue High

Quality Core Services

Goal 2: Improve Quality

of Life/Reduce Isolation

Goal: Explore

Innovative, Net Income

Generating Service

Lines

Goal: Advocate for

Older Adults and

Adults with Disabilities

Goal: Increase

Awareness of

Eldersource

Goal: Advance

ElderSource Operations

4 | P a g e

often results in depression and opioid use, we are funding AHEC to expand the

Chronic Pain Self-Management Program and offer more workshops. Isolation can

also lead to depression and as you know, we launched the Virtual Caregiver

Support Group and telephone reassurance program, Caring Connections, last year

to address caregiver and older adult isolation. Attached is more information on all

of these programs, which we shared with the Department for sharing with the

Governor and the First Lady.

HELPING COLLEAGUES

There have been a few changes in Area Agency on Aging executive leadership

around the state over the past year. We invited one of the areas to visit with us

and learn how we operate our Aging and Disability Resource Center the Area

Agency on Aging Director in Orlando came with her new team of leaders and spent

several hours where Renee and her team presented our processes from

Information and Referral to Screening to Eligibility as well as SHINE. They

demonstrated their tools and the efficiencies they were able to put in place. They

did an outstanding job representing us and the Orlando team was very appreciative.

We were also able to share our overall internal organization and some of the other

things were doing that we think could also help them. We are in this together.

AGE FRIENDLY TOUR

DOEA and AARP are planning an Age Friendly Community Tour around the state

the week of April 20. They will be coming to Jacksonville on April 21. I have been

serving on the local planning committee. There will be doing a bicycle tour in

Springside and then end with a community forum. Secretary Richard Prudom will

be on the panel, joined by Dr. Lucas from Mayo Clinic with whom we are

partnering on the Memory Café’ and Emmanuel Fortuna from the Community

Foundation who is using the AARP/WHO domains as a layer on their funding decisions.

“Planning is bringing the future into the present so that

you can do something about it now.”

Allen Lakein

STRATEGIC

PLAN

More Money:

Generate additional

funding to invest in

mission-aligned service

More Services:

Provide more services

More Better:

Improve the quality of

existing services

Measures are

satisfaction ratings from

annual surveys

Mental Health, Chronic Pain Management, Isolation, and Suicide Intervention: A Holistic Approach

Depression, anxiety, addiction, and other mental health issues are not a normal part of aging.

Left untreated, they can lead to fatigue, illness, and even suicide. According to the National

Council on Aging, One in four older adults experiences some mental disorder such as

depression, anxiety, and dementia. This number is expected to double to 15 million by 2030.

Florida is ranked 41 out of 50, spending 1.1% of total state expenditures on mental health

services (MentalIllnessPolicy.org) and ranked 49th when looking at per capita expenditures

(Governing.org).

According to the National Institute of Health, suicide among older adults is a national public

health concern. “Across the country, suicide rates have been on the rise, and that rise has

struck the nation's seniors particularly hard. Of the more than 47,000 suicides that took place

in 2017, those 65 and up accounted for more than 8,500 of them, according to the Centers for

Disease Control and Prevention. Men who are 65 and older face the highest risk of suicide,

while adults 85 and older, regardless of gender, are the second most likely age group to die

from suicide.” (NPR, Isolated and Struggling, Many Seniors Are Turning to Suicide, July 27, 2019)

The rate of suicide among older adults is higher in Florida than for the nation.

Suicide - Ages 65-74

FL: 17.3 U.S.: 15.5

Suicide - Ages 75-84

FL: 20.7 U.S.: 18.0

Suicide - Ages 85+

FL: 25.2 U.S.: 20.1

Deaths per 100,000 population

Included among the risks for suicide are depression, alcohol/drug abuse, isolation and living with

severe and chronic pain. With funding from the Older Americans Act through the Department

of Elder Affairs, we are able to put several things in place to mitigate these risks and the risk of

suicide among older adults.

Mental Health Counseling: Two years ago when we received an increase in Older

Americans Act funding we were able to prioritize mental health counseling services when

contracting with providers in each of our seven counties. As a result, we’ve been able to

increase the number of older adults receiving mental health counseling. We further worked

with the Department of Elder Affairs to be able to deliver mental health counseling to older

adults using telehealth.

ASIST (Applied Suicide Intervention Skills Training: With the new funds, we will be

able to provide training to individuals working or volunteering with older adults in this evidence

based suicide intervention, LivingWorks ASIST. With this training, individuals will be able to

recognize signs, be able to intervene and develop a safety plan.

PEARLS (Program to Encourage Active, Rewarding Lives for Seniors): Also with the

new funds, we will be contracting with a local service provider to provide the PEARLS, an

intervention for people 60 years and older who have minor depression or dysthymia and are

receiving home-based social services from community services agencies. The program is

designed to reduce symptoms of depression and improve healthrelated quality of life. PEARLS

provides eight 50-minute sessions with a trained social service worker in the client’s home over

19 weeks. Counselors use three depression management techniques: (1) problem-solving

treatment, in which clients are taught to recognize depressive symptoms, define problems that

may contribute to depression, and devise steps to solve these problems; (2) social and physical

activity planning; and (3) planning to participate in pleasant events. Counselors encourage

participants to use existing community services and attend local events. (Administration for

Community Living)

BRITE (BRief Intervention and Treatment for Elders): With the new funds we will be

contracting with the provider to offer BRITE, an evidence based substance abuse screening and

intervention program for older adults who are experiencing issues with alcohol, prescription

medication, over-the-counter medication, or illicit drugs. The program aims to identify non-

dependent substance use or prescription medication issues and provide effective service

strategies prior to an individual’s need for more extensive or specialized substance abuse

treatment. (National Council on Aging)

CPSMP (Chronic Pain Self-Management Program): According to the National

Institutes of Health, pain affects more Americans than diabetes, heart disease, and cancer

combined. It is a leading cause of disability and a major contributor to health care costs. Living

with chronic pain, older adults often end up using opioids to manage and are susceptible to

dependency. With the new funding, we are able to contract with anothr local service provider

to expand delivery of the evidence-based Chronic Pain Self-Management Program (CPSMP), is

intended for people who have a primary or secondary diagnosis of chronic pain. Research

demonstrated that participants have less pain, improved mental health, more energy, and

increased satisfaction with their lives compared to those who have not taken the program.

Caring Connections and Virtual Caregiver Support Group: Last, with non-DOEA

funds, we launched two programs in 2019 to address isolation. We started a telephone

reassurance program, Caring Connections, that matches providers with homebound seniors

living alone and isolated. Volunteers call the older adult weekly to provide a friendly voice and

a connection, reducing their sense of isolation. We also launched the Virtual Caregiver Support

Group that enables caregivers who cannot leave the person for whom they are caring to be

able to attend a much needed support group by using video teleconferencing technology.

ElderSource 

Budget/Finance Committee Meeting 

10688 Old St. Augustine Rd 

Jacksonville, FL 32257 

Wednesday, January 8, 2020 

1:00 PM           

     

Present               Excused 

Melissa Gilreath             Don Roberts 

Dr. Sandy Robinson‐ Via Zoom 

Ed Salek‐ Via Zoom 

Elizabeth Gunn‐ Via Zoom 

        

Staff 

JaLynne Santiago, Chief Financial and Operations Officer 

Jessica Del Rio, Executive Administrative Assistant 

 

Meeting Called to Order 

The meeting was called to order at 1:07 PM, and a quorum was present.  

 

CFO Financial Report 

JaLynne Santiago, Chief Financial and Operations Officer, reviewed the financial dashboards through 

November 2019 and the amended 2020 Budget, which was given to the Committee members before the 

meeting. JaLynne stated the proposed changes to the budget were due to re‐establishing the COO 

position and went into further detail later in the meeting.  

 

The projected cash balance for AAA is about $650,000. A 60‐day cash reserve is maintained for each of 

the companies. Currently there is an amount in excess of the  cash reserves which is enough to support 

the cost of the Chief Operating Officer position. We are looking at the COO position to be a shared 

between ElderSource and ElderSource Institute. Although most of the work will be for the AAA, there 

will be a percentageof personnel cost spread to the other companies until the work demands a fulltime 

person in the other companies. 

 

JaLynne stated the additional expenses related to the COO will throw the 2020 budget into a deficit, but 

which historically in the past four years, we have always managed our budget well.  We are optimistic 

about ending this year and next year in a surplus. We feel confident about all of our contacts and we will 

continue to monitor the VA program as it continues to grow.  

 

To address Ed’s question on the Balance Dashboard sheet, JaLynne explained that they are multiple 

bank accounts within AAA.  

 

Motion: 

Elizabeth Gunn moved the approval of the amended 2020 budget to include the Chief Operating Officer 

Position. The Committee approved the motion unanimously. 

 

 

 

Chief Operations Officer Position JaLynne explained that about eight years ago, the Chief Operations Officer position was absorbed due to sequestration and funding loss during the recession. Staff would like to re‐establish the position due to workloads of existing staff being at capacity.  The position’s primary responsibilities include the following: 

IT  

HR (e.g. Affirmative Action Compliance, FMLA Compliance, etc.) 

Risk Management 

Volunteer Services 

Contract Development 

Strategic Planning 

Advisory Council 

General Operations  

JaLynne stated that the salary listed on the budget is reflecting a 2015 salary study. The salary currently fits our budget, but we are completing a second salary study to stay competitive.  

 There was discussion regarding education and experience requirements and evaluating/measuring 

performance. 

 

Policy and Procedure Review 

JaLynne noted that as part of our Risk Management efforts as an agency, the staff reviewed all policies and procedures. Board Committees are reviewing the Board policies and procedures that relate to their work.  

The Finance Committee reviewed the following Policy and Procedures: 

1. Document Destruction  

2. Whistle Blower 

3. Filing with the IRS 

 

There were no changes to the policy and procedures. 

 

New Business: 

JaLynne stated that the new W‐4 forms just came out. We want someone to come and explain the 

changes to the staff. Ed mentioned he would see if someone from his company’s payroll company can 

come and talk with staff.   

 

Meeting adjourned at 1:40 PM.   Minutes prepared by Jessica Del Rio, Executive Administrative Assistant 

Current Ratio Ideal Ratio

1.51 >1.0

Days cash on hand 178

Average Daily Balance $770,027

$4,384,570TOTAL ASSETS TOTAL LIABILITIES & NET ASSETS

Financial Narrative CASH & EQUIVALENTS $1,606,143 LIABILITIES $2,887,587

AAA is in a healthy cash position ACCOUNTS RECEIVABLE 2,605,512 NET ASSETS 1,496,983

Intercompany receivables for shared expenses will be PREPAID EXPENSES 153,679

reconciled by YE. Property & Equipment includes the PROPERTY & EQUIPMENT 19,236

purchase of company branded vehicle MaRcy.

Area Agency on AgingBalance Sheet Dashboard as of December 31, 2019

$4,384,570

ASSETS

CASH VALUE LONG TERM ASSETS VALUE

CASH & EQUIVALENTS 1,606,143 PROPERTY & EQUIPMENT 19,236

SUBTOTAL 1,606,143 SUBTOTAL 19,236

ACCOUNTS RECEIVABLE VALUE PREPAID ASSETS VALUE

VIEW LIABILITIES > PROGRAMS RECEIVABLE 2,579,442 PREPAID INSURANCE 2,792

< VIEW DASHBOARD INTERCOMPANY RECEIVABLES 26,070 PREPAID PROVIDER EXP 150,887

SUBTOTAL 2,605,512 SUBTOTAL 153,679

$4,384,570TOTAL ASSETS

LIABILITIES

LIABILITIES OWE FUND BALANCE OWE

ACCOUNTS PAYABLE 2,147,670 NET ASSETS 1,367,170

ACCRUED EXPENSES 8,594 CURRENT YTD INCOME 129,813

ACCRUED PAYROLL 174,680

TAXES PAYABLE 7,868

DEFERRED REVENUE 548,775

SUBTOTAL 2,887,587 SUBTOTAL 1,496,983

< VIEW ASSETS

< VIEW DASHBOARD

$4,384,570TOTAL LIABILITIES

Select Month: Ideal Rate 100%

Income Categories Budget Actual

DOEA Revenue 2,018,508.00 2,083,363.00 -64,855.00

Program Revenue 144,996.00 160,206.00 -15,210.00

Admin Revenue 1,171,908.00 1,107,340.00 64,568.00

Veterans Program 240,252.00 301,457.00 -61,205.00

Interest Income 159.00

In-kind 2,169.00

Total 3,575,664.00 3,654,394.00 -78,730.00

Expenses Categories Budget Actual % of Budget

Personnel Expenses 2,183,748.00 2,262,063.00 -78,315.00 Year end bonuses and Year end accrual

Employee Benefits 453,216.00 366,287.00 86,929.00

Payroll Processing 11,136.00 10,622.00 514.00

Employee Screenings 996.00 1,960.00 -964.00 Experienced an uptick due to increase in interns, staff turnovers, and re-screenings

Travel & Conferences 38,808.00 47,855.00 -9,047.00

Office Supplies 19,608.00 21,379.00 -1,771.00

Telephone & Internet 44,376.00 46,683.00 -2,307.00

Postage & Shipping 27,708.00 22,928.00 4,780.00

Occupancy 135,000.00 135,000.00 0.00

Maintenance & Repair 996.00 2,829.00 -1,833.00 Unanticipated building repairs

Office Equipment 37,872.00 45,982.00 -8,110.00 Had to purchase additional office equipment

Copier Lease 39,204.00 44,822.00 -5,618.00

Outreach & Advertising 59,664.00 32,006.00 27,658.00

Dues & Subscription 47,736.00 45,777.00 1,959.00

Software 1,800.00 3,413.00 -1,613.00 Implemented BambooHR - all inclusive solution for all things employee related

Professional Fees 105,768.00 134,107.00 -28,339.00 Unanticipated expenses due to organizational growth

Staff Training 15,000.00 9,839.00 5,161.00

Bank Fees 3,504.00 1,185.00 2,319.00

Uniforms 0.00 481.00 -481.00

Volunteer Expenses 30,228.00 27,174.00 3,054.00

Insurance 16,140.00 15,640.00 500.00

CEO Allocation 5,004.00 5,685.00 -681.00

Lobbying 5,004.00 2,500.00 2,504.00

Board Expenses 3,000.00 1,742.00 1,258.00

Other NON DOEA Expenses 3,000.00 0.00 3,000.00

Misc 0.00 3,553.00 -3,553.00

Total 3,288,516.00 3,291,512.00 -2,996.00

Operating Net Margin $374,542.00

Transfers YTD to Parent $250,000.00

Misc Income $11,660.00

114%

95%

284%

Notes

Area Agency on Aging As of December, 2019

121%

103%

110%

Balance % of Budget

Total

0%

0%

81%

97%

114%

50%

58%

100%

190%

127%

66%

34%

0%

90%

54%

Balance

94%

125%

102%

104%

197%

123%

109%

105%

83%

96%

100%

Programs Committee Minutes 10688 Old St Augustine Rd Friday February 21, 2020

11:00 AM

Present Coley Jones, Chair via phone Dr. Lauri Wright – via phone Jackie Whyte – via phone Ray Parkhurst – via phone Shelley Hirsch – via phone

Staff Linda Levin, CEO – via phone Nancy Tufts, VP of Planning and Programs Sherry Holmes, Administrative Assistant

Sybil Dodson-Lucas – via phone

Meeting Called to Order Coley Jones called the meeting to order at 11:00 AM.

Approval of Minutes The meeting minutes for December 20, 2019 were unanimously approved by the committee. Programs Report Nancy Tufts, Vice President of Planning and Programs, reviewed the Programs Report with the committee. Highlights include:

Adult Protective Services (APS) High Risk Referrals Council on Aging of Volusia County continues to receive the highest number of APS High Risk Referrals each month. We have implemented on-going meetings between Adult Protective Services and Council on Aging of Volusia. While the number of APS High Risk Referrals continues to be higher than the number in surrounding counties, we are seeing a decrease in the number of referrals in comparison to the 2018 data. Aging True's rejection rate is high in comparison to other Providers. We have communicated to Aging True that we will be looking in to their reasons for rejection. Beginning in February 2020 we will include the review of rejections in APS Monthly Client File reviews.

Aging Out Clients Aging Out Clients continue to range between 1 and 2 each month. Aging True and Council on Aging of Volusia receive the majority of these Clients. Because these do not occur regularly, the Lead Contract Manager will provide oversight on these Clients to ensure there are no gaps. We had two Providers (Flagler Senior Services and St. Johns County Council on Aging) who were not able to pick up Aging Out Clients prior to their 60th birthday due to fund availability. Due to attrition, both agencies are in the process of providing them with services within a couple of months of their birthday.

Mental Health Counseling As of the end of 2019, six of the seven counties have Clients actively receiving mental health counseling. DOEA has also approved the use of telehealth as a delivery method for appointments. Aging True is providing mental health counseling in Duval, Clay, Flagler and Volusia Counties. St. Johns County Council on Aging has added a staff member to provide this service and Nassau

County Council on Aging has contracted with a local mental health resource center. We will continue to provide technical assistance to Baker County in 2020 and look for ways to supplement the funding that is available for this service. Coley asked if there were any capacity concerns when moving into 2020. Nancy explained that the funds designated for provision of this service in 2019 had been delegated in 2020 as well. Jackie Whyte asked if the mental health could be broken down by counties. Nancy agreed and will include the breakdown for the next committee meeting. The Department of Elder Affairs (DOEA) contacted ElderSource regarding additional Title IIID (Preventative Health) funding. We conversed with our partners and staff and will start a program called Applied Suicide Intervention Skills Training (ASIST), a suicide intervention program. ElderSource will train people, the majority of them being over the age of 60, who are volunteers or staff that work with older adults: to identify signs of suicide and to do an intervention with them. Staff is working with Aging True and they will be implementing a couple of programs specifically for mental health, BRITE and PEARLS. Aging True will do this in counties where they are currently providing mental health counseling. AHEC will also be providing Chronic Pain Self-Management as part of this funding.

Home Improvement and Material Aid In 2018, there was an increase in Older Americans Act funds. Due to the lack of affordable housing and the impact of storm activity on housing; home improvement and material aid were identified as needs that were not currently being addressed. At the time, through committee approval, ElderSource communicated with Providers that a portion of the increase must be used to provide home repair/modifications. The number of Clients receiving home improvement and material aid has increased between 2018 and 2019. ElderSource is advocating with DOEA to approve an administrative/oversight fee for Providers. Providers are required to provide estimates, to document receipt of service and to update case notes for all Clients. At this time, these services are not billable.

Overview of Spending in Title Programs Nancy briefly reviewed the following: (see attached charts)

Older Americans Act (OAA): o Title C1 (Congregate Meals) o Title C2 (Home Delivered Meals Program) o Title IIIB (Support Services) o Title IIID (Health and Wellness) o Title IIIE (Care Giver Support Program)

State General Revenue Programs (SGR):

o Alzheimer’s Disease Initiative (ADI) o Community Care for the Elderly (CCE) o Home Care for the Elderly (HCE) o Local Service Programs (LSP) o Respite for Elders Living in Everyday Families (RELIEF)

Wait List Breakdown Individuals are added to the various waitlists after completing an assessment for in-home services. ElderSource manages the wait lists for all of our State General Revenue (SGR) programs and the Medicaid Managed Care Long Term Care Program. The providers manage their wait list for the Older American’s Act (OAA) programs. While providers remove individuals from their wait list, there will always be need greater than the funding we have.

The committee questioned the time period for assessing individuals and were concerned about their risk level. The Secretary of Elder Affairs is working on the wait list process. They are looking at the individuals who maybe on the waitlist for a very long time and are not the frailest (4 and 5). Linda noted that there is a way for staff to look at the rate of decline for this group (1,2,3) and Linda stated that what the data reveals may allow us to look for funding or advocate for preventive care.

Nancy reminded the group that all of our funding is based on population. She stressed that the committee encourage and educate individuals to complete their census information.

Surplus Deficit Report Nancy briefly reviewed the Surplus Deficit Summary, highlighting the following:

ElderSource staff will continue to work with Providers to ensure that all funds are spent out for State General Revenue programs. When comparing the expenditure rate to this same time last year, we are spending at a similar rate.

Older American’s Act (OAA): ended in December we spent out in all programs with the exception of Title IIIC2, Title IIID and NSIP. Carryforward will be available in 2020 for each of these programs.

Emergency Home Energy Assistance Program (EHEAP): We have completed the third month of this contract. Aging True (Clay County) is the new Provider for EHEAP in Clay County. They have completed their first application which will be reflected on the January reports. We have an assigned Contract Manager providing them with on-going technical assistance.

New Business

Older American’s Act (OAA) Title IIID Funding Increase ElderSource has requested a total of $176,000 from the Department of Elder Affairs (DOEA) to be spent by the end of September. The recommended breakdown was provided to Committee.

Motion A motion to approve the proposed disbursement recommendations from the Older American’s Act Title IIID funding increase was made by Dr. Lauri Wright and seconded by Shelley Hirsch. Motion passed unanimously. Provider Satisfaction Surveys

Providers were asked to complete surveys that would provide staff feedback regarding their satisfaction with us. A total of 15 surveys were completed. We received an 86% satisfaction rating. Below are some interests and suggestions from the surveys:

Several providers are interested in being a part of a training work group and have provided topics to begin the discussion.

Providers have suggested we continue to increase our communication between our departments and with the providers.

There were some requests for additional “in person” trainings. Client Satisfaction Surveys In addition to providers completing their own client satisfaction surveys, ElderSource conducts surveys to assess clients’ satisfaction with provider services. There were 124 surveys completed. Below are some common comments from the surveys:

Staff who provided the services were polite and respectful. Some clients were not familiar with the names of their case managers.

(Nancy noted that case managers will be trained on leaving their names and letting the clients know who they can contact and talk to.

Meals sites were noted as being friendly and clean. Homemaking and Personal Care, staff were great and friendly.

Overall, we consistently received high ratings. Jackie stated that we should be able to compare our ratings between years to see what our strengths are. Nancy noted that she will put in an analysis between years for future reporting. Nancy told the committee that staff will be looking at the overall process for completing the surveys.

Alliance of Information and Referral (AIRS) Accreditation ElderSource is currently the only Aging and Disability Resource Center (ADRC) in Florida and only one of a very few around the country that is accredited in Florida. Nancy noted that this sets a level of standard that raises the bar for our own performance. The accreditation is a six year certification and this year we are up for reaccreditation. Through the ADRC and under the direction of Renee Knight, VP of Community Services, information is being gathered to show organizational effectiveness and that we can meet the requirements to be accredited. There is a document that the Board President has to sign for this process and in order to show that this committee is informed and supportive. Motion A motion was made by Dr. Lauri Wright to support ElderSource in becoming reaccredited by AIRS and seconded by Shelley Hirsch. Motion passed unanimously.

There was no further business for discussion and the meeting was adjourned.

Meeting Adjourned at 12:05 PM Minutes prepared by Sherry Holmes, Administrative Assistant

ElderSource (Area Agency on Aging) Board of Directors

Governance Committee Conference call Thursday, February 27, 2020, at 3:30 PM

https://zoom.us/j/171835859 ElderSource

Jacksonville, Florida

Minutes Present: Dr. Sue Krall, Chair (via Zoom) Walette Stanford (via Zoom) Janet Adkins- (Exc.) Staff: Linda Levin, Chief Executive Officer Jessica Del Rio, Executive Administrative Assistant Call to Order Dr. Sue Krall, Chair, opened the meeting of the Governance Committee at 3:33 PM A quorum was present. Approval of Minutes The minutes were accepted as presented. Board Terms Sue Krall reviewed Board terms with the Committee. Sue stated that we will need to vote on the following member’s Board Terms the next Board meeting:

Sue Krall Coley Jones Sandy Robinson

Sue Advised that as of December 2020, Stuart Gaines and Don Roberts will come off the Board of the Directors. The Committee recommended that we nominate both Stuart and Don as Honorary Life-Time Members. Sue will also contact the following Board members to see if they would like to continue the second term of their membership:

Dr. Lauri Wright Catherine Kelly Ray Parkhurst

Board Attendance The Committee discussed attendance for 2019. Staff will send the Committee an updated 2019 and 2020 attendance tracker. The staff mentioned that we want to continue to encourage Board and Committee members to attend scheduled meetings in person or use the video option on Zoom.

Board Mentoring Sue reviewed Board mentoring; she stated that going forward any new members on the Board, we will match them with members in their area. The Committee will work on matching Ed Salek and Catherine Whitworth with members in their area. Staff recommended to match up Ed Salek with Coley Jones and Catherine Whitworth with Catherine Kelly. Board Member Recruitment The Committee will continue to recruit potential Board members for Clay, Baker, and Flagler Counties. Linda mentioned that Pam Sanders, chair of the Advisory Council, will come off of the Advisory Council this year. Staff recommended considering Pam for a Board position from Baker County at the end of her Council terms. The expertise and sectors we need help with are:

Legal (Attorney) Eldercare IT/MIS Web Development Faith-Based Finance Marketing Veterans

Linda mentioned she spoke with Representative Cummings about Board service. Representative Cummings is considering joining our Board as he leaves office this year at the end of the legislative session. Walette stated that Dr. Edward Wheeler from Clay county is still interest in joining our Board. Dr. Wheeler previously could not join our Board due to conflict of interest with his daughter working for the City of Jacksonville. His daughter is no longer working for the City of Jacksonville. Staff will reach out to Dr. Wheeler to confirm interest. ADJOURNMENT: Having no further business, the meeting adjourned at 3:50 PM. Ms. Jessica Del Rio, ElderSource Executive Administrative Assistant, prepared the minutes.

Advisory Council Meeting 10688 Old St Augustine Rd

Thursday February 20, 2020 12:30 PM

Present Staff and Guests Cheryl Jefferson, Vice Chair – Duval Linda Levin, CEO Albert Abbatiello – St. Johns Sherry Holmes, Administrative Assistant Ashley Jennings – Volusia Justine Conley, AARP, Guest Curlene Wims – Duval Frances Chew – Volusia Hortense Geter – Volusia Ingrid Montgomery – Duval Patricia McDonald – Baker Absent Judith Rossetti – Volusia (Resigned) Barbara Solomon – Flagler (Exc.) Bernadette Ricks – Nassau Bernie Fitzgerald – Flagler (Exc.) Caryn Prather – Flagler Diane Eckert – Clay Earnest Berrian – Duval Janet Joiner – Clay Janice Ancrum – Nassau Jerry Thompson – St. Johns (Exc.) Lesa Lee Dike – Baker Pamela Sanders – Baker (Exc.) Stevie Taylor – Clay Meeting Called To Order Cheryl Jefferson called the meeting to order at 12:33 PM. Roll Call Sherry Holmes, Administrative Assistant, called the roll. A quorum was present. Approval of Minutes A motion to approve the minutes from the December 5, 2019 meeting was made by Al Abbatiello and seconded by Patricia McDonald. Motion passed unanimously. Resignation Cheryl Jefferson, Co-Chair announced that Judith Rossetti has resigned from the Advisory Council.

Policies and Procedures Linda Levin, CEO reviewed the established Advisory Council policies and procedures with the group and asked if there were any changes they would like to make. These included the following:

Client Satisfaction

Advocacy

Outreach

Public Hearings

Area Plan

The policies and procedures were unanimously accepted as presented by the Advisory Council. Age Friendly/Livable Communities Justine Conley, guest speaker from AARP, gave an informative and thought provoking presentation on the Network of Age-Friendly Communities. She delved into the “8 Domains of Livability”:

Outdoor Spaces and Buildings

Transportation

Housing

Social Participation

Respect and Social Inclusion

Civic Participation and Employment

Communication and Information

Community and Health Services The Council shared information about their communities and asked questions that were relevant to their counties. They were directed to AARPs website for more information.

County Reports Volusia Hortense Geter

Hortense noted issues with affordable housing due to a building boom with expensive apartment construction.

There is concern about a vacant building that could be utilized as a senior center or council on aging location but she feels the city is not recognizing this fact.

Transportation is an issue with two new malls and no transportation available for seniors.

A fourth Senior Oasis group has been added to the county and all of these groups are meeting in city buildings with almost 300 seniors participating, yet there is no main building for holding their meetings.

Frances Chew

Frances is concerned about the traffic flow on Beach Street being changed to one way north and one way south and the widening of the sidewalks that have been open up to pedestrians. She noted that this is a safety concern for tourist not being able to see the oncoming bright lights from cars as they go over the bridge.

The Census is raising a concern for some seniors as they do not want to share their personal information.

Linda explained to the group that the funding for our programs where we contract out the services is based on census data. She noted that it is important for people to be counted. ElderSource will be sending out more information that this Council can use to get the seniors to complete the census.

St. Johns Al Abbatiello

Al is focused on transportation for the northern part of his county with so much growth coming into the county. Al noted that residents are aging in place and the roads are clogged. He is suggesting that the residents should meet with officials and voice any concerns they have regarding the county.

Nassau No representation. Flagler No representation. Duval Curlene Wims

Curlene had nothing to report at this time.

Cheryl Jefferson reported on the following opportunities for seniors where AARP has teamed up with community partners:

AARP Careversations, Tuesday February 25 at Mudville Grill on Beach Boulevard. Caregivers get together, receive a light lunch and discuss various resources.

Master Your Online Job Search, Friday February 28 at WJCT on 100 Festival Park Avenue at 1:00 PM to improve your networking and interview skills.

I Am My Community, Friday February 28 at WJCT on 100 Festival Park Avenue 6-8 PM a round table discussion for all ages to discuss ideas on improving our communities.

Learn How to Use Your SMART phone, Tuesday March 3 at River Garden.

The Links, Take Charge of Your Future, Saturday March 7 at KIPP Middle School on McDuff Avenue 8AM-2PM.

Healthy Living: Nature’s Wonders Walk Series, Wednesday March 11 at Tillie K. Fowler Regional Park 9AM-12 PM.

Healthy Living: Hike into History Walk Series, Wednesday April 8 at Kingsley Plantation 9AM-12 PM.

Clay No representation.

Baker Patricia McDonald

Patricia works for AHEC and facilitates classes for seniors over 60 years old. Some of the classes include: A Matter of Balance, Diabetes Self-Management Program, Healthy Eating Every Day and Tai Chi. Flyers were passed out to the group for these classes. Patricia stated that most classes are held in Macclenny but the agency is looking to cover the entire county, like places in Sanderson, Taylor or Glen St. Mary. These classes can be held in all seven counties. Linda noted that ElderSource funds the classes.

Old Business None New Business None Meeting Adjourned at 1:44 PM Minutes prepared by Sherry Holmes, Administrative Assistant These minutes were adopted by vote of this Advisory Council on ______________________. (Date) Secretary: _____________________________________________       Albert Abbatiello

Medicaid Management

Services, Inc.

Serving Baker, Clay, Duval, Flagler, Nassau, St. Johns and Volusia Counties

STRATEGIC FRAMEWORK

Our Vision: Older adults and adults with disabilities are valued and have the resources they

need to live with dignity and security in an age- and ability-friendly community.

Our Mission: ElderSource empowers people to live and age with independence and dignity

in their homes and their community.

STRATEGIC GOALS

Goal 1: Continue High Quality Core Services

Objectives

Strong stewardship

Commitment to LGBTQ

Additional services

Strategies/Action Steps Status

Trained staff/providers to ensure funds are used/reported correctly. Created new

surplus/deficit report format and provided training (ongoing). Rate negotiations completed

(ongoing)

Developed performance measures and dashboards for providers and staff in all

departments.

Collaborated with providers on outreach, created Senior Advocacy Coalition, lead the

Dementia Care and Cure Initiative Task Force, support/sponsor the Caregiver Coalition,

selected for the Medicare Advantage Learning Collaborative along with two providers.

Continuing with LGBTQ Elder Cultural Competency Training. Held several workshops.

Discontinued LGBTQ Elder Friendly Business Certification

Added Customer Service Specialist to outreaches

Created “satellite office” with contract manager/veterans care person center counselor

and intern.

Goal 2: Improve Quality of Life/Reduce Isolation

Objectives

Care for older adults and adults with disabilities

Develop Telephone Reassurance Program

Strategies/Action Steps Status

Supporting/sponsoring the Caregiver Coalition

Convene providers and community partners through the DCCI task force, Caregiver

Coalition, Senior Roundtable, Senior Advocacy Coalition

Launched Virtual Caregiver Support Group

Held Working Caregiver workshop with the Jacksonville Business Journal

Developed and launched Caring Connections

Goal: Explore Innovative, Net Income Generating Service Lines

Objectives

Explore services and service marketplace

Explore thrift store

Explore network management partnership

Strategies/Action Steps Status

Service Marketplace is on hold

Thrift Store is on hold

Created Medicaid Management Services Inc. and entered into contract with Florida

Community Care to do quality assurance of their case management files

Exploring opportunity with another Management Services Organization to provider

care transition coaching for a health plan

Participating in a Medicare Advantage Learning Collaborative with two of our

providers.

Goal: Advocate for Older Adults and Adults with Disabilities

Objective

Form an Advocacy Coalition

Strategies/Action Steps Status

Coalition is formed of traditional aging services providers as well as other

agencies who serve older adults but not as part of their primary mission.

Holding meetings to learn about each other and legislative and policy priorities.

Goal: Increase Awareness of Eldersource

Objectives

Hire marketing firm

Explore fund development options

Strategies/Action Steps Status

Hired Daigle Creative

Continuing with A Night with the Stars and two Celebrity Server Events

Consulted with a development consultant

Goal: Advance ElderSource Operations

Objectives

Support inclusive workplace culture

Develop “green governance” policies

Consider facility investment opportunities

Strategies/Action Steps Status

Surveyed staff regarding inclusion and diversity

Added conversations to staff meetings

Created Employee Resource Group

Installed accessibility buttons

Increased diversity on staff

Surveyed staff regarding green ideas

Installed LED lighting and water displacement dames

Created green governance policy and procedure

Continue discussion/training with staff

Strategic Plan

Key Measures

More Services: Provide more services

Baseline Goal: increase services in all areas

2017 2018 2019 2020

Total Inbound and Outbound Helpline

Calls

62,283 74,076 86,176

Total Assessments and Re-assessments 7,322 8,028 9,274

SHINE Contacts* 4,330 5,212 4,547

Services funded by ElderSource, delivered

by contracted service providers

1,663,878 1,601,651

1,603,206

Veterans Directed Home and Community

Based Care

45 60 68

Education and Training (EI) (people

trained)***

600 650 On hold

Dental services grant (people served) n/a 8 12

Mental Health Counseling (people served)

(new provider service)

23 160

Virtual Caregiver Support Group (people

served)

n/a n/a 8

Caring Connections n/a n/a 13

volunteers

12 clients

* SHINE reporting system changed in 2019

*** put on hold while we work on the Certificate of Completion

More Money: Generate additional funding to invest in mission-

aligned service

Net Income for Mission Reinvestment

Before intercompany transfers. Goal is to increase combined net income.

Actual

2018

Projected

2019

Actual

2019

Projecte

d

2020

Projected

2021

ElderSource (NEFLAAA) $330,000 $345,000 $426,334 $360,000 $375,000

Wise Owl Properties ($70,000) ($70,000) ($120,596) ($70,000) ($70,000)

ElderSource, Inc.

(Parent)

($20,000) ($20,000) ($29,275) $0.00 $5,000

ElderSource

Institute/MMS

($1,500) $5,000 ($4,547) $10,000 $15,000

Combined $238,500 $260,000 $271,916 $300,000 $325,000

More Better: Improve the quality of existing services Measures are satisfaction ratings from annual surveys

2018 2019 2020 2021

Clients (of providers) 90% 90%

Service Providers TBD 85%

ElderSource staff TBD See

below

2019:

Services:

The ADRC uses two automated telephone surveys,

1-callers completing a screening and

2-callers calling the Helpline.

At the conclusion of the call, callers are asked to complete a 5 question survey. If they say yes, callers

are transferred to the appropriate survey. There were 3,341 respondents who completed the HelpLine

survey with an overall satisfaction of 98%. There were 3,020 respondents who completed the Screening

survey with an overall satisfaction of 96%.

Surveys for Caring Connections (telephone reassurance program) and Virtual Caregiver will be

conducted in 2020.

Staff: Overall, employee satisfaction was high, hitting 90% or higher in many of the dimensions (e.g.

good working relationship with supervisor, the organization’s work positively impacts peoples’ lives,

organization operates in a socially responsible manner, understanding how their work impacts the

organization’s business goals, dedication to diversity and inclusiveness).

The lowest scores were related to satisfaction with health care benefits (60%) and overall compensation

(53%). We currently cover 90% or employee’s premiums, 20% of dependents and allow employees to

opt out if they have other insurance in which case we pay them 50% of the 90% we would have paid for

their premium. Even with this in mind and the 93% satisfaction with the retirement plan, the overall

compensation low score may have more to do with salary. We are waiting for the salary study the

Nonprofit Center is conducting to ascertain where our salaries fall and determine if any adjustments

need to be made.

Strategic Plan

Annual Status Report

2019

Goal 1: Continue to provide high-quality core services

Objective 1.1: Continue to provide strong stewardship of the community’s financial

resources

EXPLANATION: This objective is to ensure that ElderSource continues to monitor and safeguard

how the funds, with which we are entrusted, are used.

STRATEGIES/ACTION STEPS Target Date Status

1. Train staff and providers to ensure funds are used and

reported correctly

On-going Achieved

2. Identify key performance measures both internally and

for service providers

3Q 2019 Achieved

3. Develop performance dashboards 3Q 2019

1Q 2020

Delayed

4. Identify and seek collaborative opportunities between

providers where available. These opportunities may

include training, outreach, advocacy, etc.

2020 2Q 2019

and on-going

Achieved

REQUIRED RESOURCES

No new/additional resources

OUTCOMES

Generate additional funding to invest in mission-aligned services

Improve the quality of existing services

Provide more service

OUTPUTS

Dashboard(s) completed

CHAMPION

AAA Board, Nancy Tufts, JaLynne Santiago, Renee Knight

PROGRESS

Strategy 1: Staff facilitated individual technical assistance calls with Providers in February. Agendas

included: review of targeting and outreach requirements, discussion of surplus deficit reporting, areas

of concern identified in prior year monitoring and annual programmatic monitoring procedures. Staff

held an in-person training for Providers in March. In June, staff completed unit rate negotiations with

Providers for their 2019-2020 State General Revenue funded programs. Staff conducted rate

negotiations with providers for Older Americans Act in the 4th quarter of 2019. Contract Managers

have been trained on reviewing unit rate proposals and how to identify areas of concern. Staff

developed a new surplus/deficit report format that combines two reports allowing us to meet the

DOEA reporting requirement and integrate trend analysis. This document has improved our decision

making. When shared with DOEA, they approved us using this tool in lieu of the previously required

format and they asked to use it as a best practice for other AAAs and at least one other AAA is

adopting our tool.

Strategy 2: Planning and Programs Department started creating performance measure dashboards

and including them as part of the monitoring process and in the monitoring reports. Provider

monitoring tools and processes have been reviewed and updated. Finance Department is also

reviewing their tools and processes for monitoring providers. We have been invited by DOEA to

present our monitoring tools and processes as a best practice at their Quality Assurance Summit for

the second year in a row. Other key performance measures are incorporated in our contracts with

funders (e.g. SHINE contract) and as a part of employee performance evaluation process.

Strategy 3: Finance Department developed financial dashboards for internal operations as a visual

alternative to traditional financial statements for the boards. Fiscal staff continues to provide technical

assistance to providers. Planning and Programs Department and Community Service Department

have drafts and is working on finalizing. Expected date of completion is the end of March.

Strategy 4: Communications met with each provider to coordinate distribution of outreach

materials including coordinating outreach events. The intent is to leverage each other for each to be

able to be represented in the community more. Providers have been invited to share exhibit tables

with us by having their materials on our table. Staff is regularly coordinating communications and

outreach opportunities.

CEO met with key partners in the community to discuss the development of a local Advocacy

Coalition with the intent that collaboration on advocacy efforts will give more voice to each entity’s

issues related to older adults. The Senior Advocacy Coalition was formed in September which

includes providers. Advocacy related communications have been shared with providers and when

speaking with legislative priorities, we include any that are also providers’ local issues.

We co-chair the Dementia Care and Cure Initiative Task Force made up of individuals and

organizations working together to make our community dementia friendly. As a result of this

collaboration we received designation as an Dementia Friendly Community and received a grant from

the Community Foundation to start a Memory Café in the New Town area of Jacksonville.

When providers have written grants, we provided letters of support. We submitted an application to

be accepted into a Managed Care Learning Collaborative by the National Council on Aging. The team

we submitted included ElderSource and two providers. (We learned in January 2020 that we were

accepted.)

Notes:

$271,916 increase in revenue

Total units of contracted services increased slightly over prior year. Specifically, 23 received mental

health counseling in 2018 and 160 received mental health counseling in 2019. Aging and Disability

Resource Center (ADRC) Helpline calls also increased from 74,076 in 2018 to 86,176 in 2019.

Assessments and reassessments in the ADRC increased from 8,028 in 2018 to 9,274 in 2019. We

served 68 Veterans in the Veterans Directed Care Program in 2019 compared to 60 in 2018 and 45

in 2017. We launched the Virtual Caregiver Support group in 2019 with 8 caregivers being served in

the first group. We also launched Caring Connections, our telephone reassurance program in

November and have 13 volunteers and 12 clients. SHINE contacts were down slightly from 2018, but

that is due to a change in the reporting system.

Staff also worked with providers to implement mental health counseling services for older adults. We

were able to connect providers for them to be able to collaborate on how best to deliver the service

in their counties including contracting with others who already deliver this service and exploring

opportunities to deliver the service through telehealth.

We continue to work with providers to improve the quality of their services as well as work

internally to improve the quality of our own services. DOEA monitoring showed no findings or

concerns related to quality of services.

Provider survey results: Staff conducted a survey of providers. Provider satisfaction with ElderSource

was 8.5 out of 10 (85% satisfied).

Results of ADRC and Helpline customer surveys are very positive. The ADRC uses two automated

telephone surveys,

1-callers completing a screening and

2-callers calling the Helpline.

At the conclusion of the call, callers are asked to complete a 5 question survey. If they say yes, callers

are transferred to the appropriate survey. There were 3,341 respondents who completed the

HelpLine survey with an overall satisfaction of 98%. There were 3,020 respondents who completed

the Screening survey with an overall satisfaction of 96%.

Objective 1.2: Continue our commitment to LGBTQ work

EXPLANATION: ElderSource will continue and seek to expand our training and certification of

businesses becoming LGBTQ Elder Friendly.

STRATEGIES/ACTION STEPS Target Date Status

1. Contract with trainer 1Q 2019 Completed

2. Utilize marketing strategies and resources 2Q 2019 Completed/Ongoing

3. Develop licensing program for our courseware 2Q 2020 Discontinued

4. Explore housing and supportive services for

LGBTQ individuals

1Q 2021 Not due

REQUIRED RESOURCES

Funding for IP attorney to protect and develop licensing for the LGBTQ elder friendly business

certification

Funding for software developer for cloud application

OUTCOMES

Generate additional funding to invest in mission-aligned services

Improve the quality of existing services

Provide more service

OUTPUTS

# of organizations trained

# of organizations certified

Revenue

CHAMPION

ElderSource Institute, Linda Levin, JaLynne Santiago, Andrea Spencer

PROGRESS

Strategy 1: We contracted with the trainer who conducted 3 community trainings.

Strategy 2: Communications developed social media marketing plan with Times-Union’s Thrive

Hive Media to utilize LinkedIn to target businesses for certification; a 3-month contract launched in

Feb. Accompanying video scripts were created and implementation in Q3. Direct mail marketing

materials created and sent in April. Another direct mail is scheduled for July. Secured $2,500

sponsorship with AARP for 3 free trainings. Sold one train-the-trainer package for $1,500. Two

companies paid for certification. We hired a marketing firm to help with the marketing of the LGBT

Elder Cultural Competency Training as well as other ElderSource Institute trainings and other

programs of ElderSource.

Strategy 3: 2020: There has been significant effort made to engage businesses in the LGBT Elder

Friendly Business Certification with very little result. After lengthy discussion, the ElderSource

Institute Board of Directors decided to discontinue the LGBT Elder Friendly Business Certification.

Strategy 4: 2021

Notes:

We trained over 40 individuals through the community workshops. One new business was certified.

We raised/earned $4,000 from AARP sponsorship of community workshops and one train-the trainer

package sold. We have discontinued the business certification due to low ROI. We continue to offer

the training and are incorporating it into our Certificate of Completion project with UNF.

Objective 1.3: Provide additional direct assistance for older adults and adults with

disabilities

EXPLANATION: ElderSource will increase the availability and geographic reach of staff who can

provide direct services including information, assessment, and assistance with eligibility. Services

would be coordinated with SHINE and will establish an onsite presence in our southern service area.

STRATEGIES/ACTION STEPS Target Date Status

1. Add customer service staff to outreach events 2Q 2019 Completed

2. Add in-home assessment services 1Q 2020 On hold

3. Explore the addition of a satellite office

a. It’s possible that it’s loaned space, purchased

space with ability to rent to others, co-located

with thrift shop

b. Location may house:

i. VA Consultant

ii. Benefits Enrollment Center volunteers

iii. SHINE volunteers

iv. “Case managers”

v. Contract manager

4Q 2020 Early/On

target

REQUIRED RESOURCES

In-home short term case management services: Funding for staff positions, mobile office equipment

and wireless connections

Office: TBD, but potential rent or down payment

Funding for staff positions (Case manager, contract manager, VA consultant)

OUTCOMES

Provide more services

Improve the quality of existing services

OUTPUTS

# people served directly

CHAMPION

AAA Board, Renee Knight (services)

Wise Owl Board, AAA Board, Linda Levin, JaLynne Santiago (office space)

PROGRESS

Strategy 1: ADRC HelpLine Specialist are attending outreach events and community meetings.

Strategy 2: This is dependent on funding availability. The State has not increased the funding for

ADRC functions to be able to have someone conduct in-home assessments. Once funding is available

for this, we can add this feature/service.

Strategy 3: A Contract Manager was hired who covers Volusia and Flagler managing those contracts

and is also the VDHCBS consultant for those two counties. She has space in the CARES office in the

DCF building and is at Flagler Senior Center one day a week. If the Veterans program continues to

grow in Volusia/Flagler, we may need to add a staff person. We now have an intern from Bethune

Cookman University working with our staff person, sharing the space. SHINE volunteers use donated

space in the community. At some point, we may need to find other space to accommodate staff,

interns, volunteers.

Notes:

Total units of contracted services increased slightly over prior year. Specifically, 23 received mental

health counseling in 2018 and 160 received mental health counseling in 2019. Aging and Disability

Resource Center (ADRC) Helpline calls also increased from 74,076 in 2018 to 86,176 in 2019.

Assessments and reassessments in the ADRC increased from 8,028 in 2018 to 9,274 in 2019. We

served 68 Veterans in the Veterans Directed Care Program in 2019 compared to 60 in 2018 and 45

in 2017. We launched the Virtual Caregiver Support group in 2019 with 8 caregivers being served in

the first group. We also launched Caring Connections, our telephone reassurance program in

November and have 13 volunteers and 12 clients. SHINE contacts were down slightly from 2018, but

that is due to a change in the reporting system.

If we get a funding increase in the ADRC this year, we will look at adding someone to do the in-home

assessments.

Goal 2: Implement programs to improve quality of life and reduce isolation

Objective 2.1: Increase the ability of caregivers, and our partners and providers to care

for older adults and adults with disabilities

EXPLANATION: ElderSource will support and provide services to caregivers, partners and

providers to increase their ability to provide care.

STRATEGIES/ACTION STEPS Target Date Status

1. Train staff and providers Ongoing Completed/Ongoing

2. Address support for caregivers, through training,

convening, virtual convening, participation in the

Caregiver Coalition

4Q 2019 and

ongoing

Completed/Ongoing

3. Explore leadership of Caregiver Coalition Ongoing Completed

4. Convene providers and community partners Ongoing Completed/Ongoing

5. Develop relationship management database 3Q 2020 Not Due

REQUIRED RESOURCES

Funding for relationship management database

Funding for staffing the Caregiver Coalition

OUTCOMES

Improve the quality of existing services

Provide more services

OUTPUTS

# training sessions offered

# errors in monitoring

Provider satisfaction survey

CHAMPION

AAA Board, ElderSource Institute, Nancy Tufts, Linda Levin

PROGRESS

Strategy 1: Planning and Programs Department have convened several meetings and trainings for

providers including meetings with providers and Department of Children and Families, Adult

Protective Services with the purpose of improving communication and increasing collaboration,

improving care to vulnerable elders. Training is available to providers on an ongoing basis via our

learning platform. New training is planned for development as part of our certificate of completion

project with UNF (reported later).

Strategy 2: We launched the Virtual Caregiver Support Group with 8 caregiver participating via

video conferencing technology. Surveys from the participants show a high degree of satisfaction.

Plans are to continue this in 2020 with efforts being made to get more referrals.

Communications Department developed a Working Caregiver event with the Jacksonville Business

Journal. The event was held in January 2020 with the help of several sponsors and include a panel of

experts. There were 66 people from the business community attended. Deutsche Bank is working

with us to bring the program to their campus for all of their employees in the spring of 2020.

Staff continues to participate in the Caregiver Coalition including serving on the Executive Committee

and serving on or chairing other subcommittees. We also co-chair the Dementia Care and Cure

Initiative Task Force.

A new section has been added to our updated website, Active Daily Living, which includes resources

for both older adults and caregivers. This section is very rich with articles, videos and resources.

Strategy 3: We hired the Coalition Coordinator who is providing assistance to the Caregiver

Coalition and the Dementia Care and Cure Initiative.

Strategy 4: Planning and Program Staff regularly convene providers for meetings and trainings. We

also convene the Senior Roundtable, the Dementia Care and Cure Initiative Task Force and the

Senior Advocacy Coalition.

Strategy 5: 2020

Notes:

The number of Clients receiving services increased substantially between 2018 and 2019; mental

health counseling (25 in 2018 compared to 268 inn 2019); home improvement (15 in 2018 compared

to 40 in 2019); and material aid (56 in 2018 compared to 123 in 2019).

One in-person provider training was conducted offered in March, 2019 with 32 participants in

attendance. There are nine online training modules for providers. 43 participants completed online

training modules in 2019. The number of findings for monitoring decreased from two in 2018 to one

in 2019. Provider overall satisfaction, based on survey completed was 8.5 out of 10 for 2019.

Objective 2.2 Develop a Volunteer Telephone Reassurance Program

EXPLANATION: This program will use volunteers to check on clients via telephone calls. It will

address isolation and quality of life both for those who will be called and those doing the calling. The

telephone reassurance program can also be an opportunity to generate revenue-producing services

where caregivers are not local.

STRATEGIES/ACTION STEPS Target Date Status

1. Establish volunteer program for older adults to lend

time and ear to those clients who seek support and

reassurance.

3Q 2019 Completed

2. Explore possibilities of generating revenue from long-

distance caregivers.

TBD

REQUIRED RESOURCES

Volunteer Coordinator (already included in 2019 budget)

Funding for volunteer recruitment and recognition

Funding for awareness

OUTCOMES

Provide more services

OUTPUTS

# people served

# volunteers

Satisfaction levels

.

CHAMPION

AAA Board, Volunteer Coordinator

PROGRESS

Strategy 1: Staff voted to name the program Caring Connections. Policies and procedures and

handbook were developed, reviewed by our attorney and finalized. Intake form, referral form and

reporting form were developed. Staff has been working with students from UNF to develop database

to match volunteers with clients, track activities and provide reports. Recruitment of volunteers and

clients has begun with the program launch in November. Staff is working with the marketing firm to

promote the program among other things. We had a request from Northeast Florida Hospital

Partnership to expand Caring Connections even further and possible grow into a Friendly Visitor

program. They would fund this for 3 years.

Strategy 2: TBD

Note:

The service started in November 2019. We have 13 volunteers and 12 clients. Surveys will be

conducted in 2020 but preliminary conversations with volunteers and clients have been very positive

with both being extremely appreciative.

Goal 3: Explore innovative, net-income generating service lines

Objective 3.1: Explore creation of stand-alone services or a “Service Marketplace”

EXPLANATION: Older adults, adults with disabilities, and their caregivers need a variety of basic

daily services: local transportation to doctors and to shop, assistance with household chores and

upkeep, shopping and other errands. Many people can afford to pay for these services but are unsure

which service providers are best suited and trained to work with older adults or adults with

disabilities.

ElderSource is uniquely positioned to connect services to people because we have a trusted name.

We have the ability to train and certify service providers as elder and disability friendly. We also have

the community data from our ARDC to understand needs. Connecting or providing these services is

firmly aligned with our vision and mission.

A service marketplace would connect or provide personal services for older adults or adults with

disabilities in order to help them live with dignity and security. These services may be obtained by the

beneficiary or by a caregiver. Any one of the services could be offered individually, or they could be

bundled together in a service marketplace.

Personal services will likely be offered for a fee and ElderSource will earn revenue related to the

service. The marketplace may contain a variety of services or just a single service. It is likely to start

in phases. Each county may have slightly different services based on need and availability of service

providers.

Mission critical outcomes identified in planning include increasing services provided, generating

positive net income to reinvest in the ElderSource mission, and increasing family brand awareness all

the while staying within boundaries.

Extensive working notes from the exploratory discussion for these options is included in Appendix B.

STRATEGIES/ACTION STEPS Target Date Status

1. Commit to funding for feasibility study

2Q 2019 On Hold

2. Conduct feasibility study

4Q 2019-2020 On Hold

3. Test concepts as needed

TBD

4. Develop funding, financial and business plans for

selected options

TBD

REQUIRED RESOURCES

Funding for feasibility study

OUTCOMES

Generate additional funding to invest in mission-aligned services

Provide more services

OUTPUTS

Short term: Strong due diligence and business plans

Long term: # people served, Net income

CHAMPION

Parent board, Linda Levin

PROGRESS

This strategy has been put on hold for the time being.

Objective 3.2: Explore the creation of thrift stores

EXPLANATION ElderSource will explore the creation of one or more thrift stores. Thrift

operations could be a revenue-producing entity with the intention to expand a service presence into

each of our seven counties. Capitalized and run correctly, thrift operations can be a strong revenue

source of unrestricted net income. Mission alignment comes from the opportunity to include an

assistive device loan closet, physical space to meet with clients for (SHINE, personal service, case

management, etc.); employment or volunteer opportunities to engage older or disabled adults; and

possibly the inclusion of social enterprise such as an ice cream shop). More details are provided in

Appendix B.

Extensive working notes from the exploratory discussion and an initial look at feasibility is included in

Appendix B.

STRATEGIES/ACTION STEPS Target Date Status

1. Commit to funding for feasibility study

2Q 2019

On Hold

2. Conduct feasibility study

4Q 2019

On Hold

3. Test concepts as needed

TBD

4. Develop funding, financial and business plans for

selected options

TBD

REQUIRED RESOURCES

Funding for feasibility study

OUTCOMES

Generate additional funding to invest in mission-aligned services

OUTPUTS

Short term: Strong due diligence and business plans

Long term: # people served, Net income

CHAMPION

Parent board, Wise Owl Board, Linda Levin

PROGRESS

Wise Owl did a mini-study and we looked at the building next door. Unfortunately, that is not

permitting due to zoning restrictions. This strategy has been put on hold for the time being.

Objective 3.3: Explore creation of a network management partnership with

Independent Living Systems (ILS)

EXPLANATION ElderSource will consider contracting with ILS/FCC for network

development/management, quality assurance and client re-certifications statewide. ILS/FCC contracts

with AAAs to provide these services in their respective counties. A new partnership could be piloted

in 2-3 PSAs and then a gradual rollout statewide. We can also provide training for ILS staff and

providers training statewide on such topics as Elder Abuse Awareness and Prevention, LGBTQ Elder

Cultural Competency Training, etc. More details are provided in Appendix B.

STRATEGIES/ACTION STEPS Target Date Status

1. Negotiate and establish interest levels with ILS 1Q 2019 Completed

2. Consider forming a separate legal entity TBD

2Q 2019

Completed

3. Negotiate participation with other AAAs TBD

REQUIRED RESOURCES

TBD

OUTCOMES

Generate additional funding to invest in mission-aligned services

OUTPUTS

Short term: Strong due diligence and business plans.

Long term: Net income

CHAMPION

Parent board, ElderSource Institute, Linda Levin

PROGRESS

Strategy 1: Discussion started with ILS in January. The conversation started with them hiring us for

eligibility redetermination. They later decided to hire us for quality assurance of their client files. A

business associate agreement for HIPAA is executed as well as the final contract by the end of 2019.

Services are starting in February 2020 with $33,336 in anticipated net revenue.

Strategy 2: Medicaid Management Services, Inc. has been formed and they are officially

incorporated. Work with FCC is done under this company with contract employees conducting

quality assurance file reviews.

Strategy 3: The work FCC is interested in working with us on does not lend itself to integrate the

other AAAs at this time. It is to be determined if this will work with the other opportunity (see

below).

NOTE: Another opportunity along similar lines has presented itself and is under exploration. PCHP

is a Management Services Organization (MSO). They were formed by an Indian AAA and a consultant

who is working with plans to be the “back-office” and contracting with AAAs to provide the services.

One of the plans they are working with is interested in coming to Florida. PCHP could choose to

contract with the 11 individual AAAs or they can choose to contract with MMS, Inc. and we will then

contract with the other AAAs. The service currently being discussed is care transition coaching (that

may expand). If things work out this way, for our area, MMS, Inc. in its role as a management

organization would contract with EI for the actual service. EI/MMS boards had an initial conversation

as did the F4A Board with PCHP.

The F4A was selected to participate in a Network Development Learning Collaborative through the

N4A Aging and Disability Business Institute. This is to help us develop a network that could enter

into contracts with plans.

ElderSource was selected to participate in a Medicare Advantage Learning Collaborative through the

Institute. We are partnering with two providers (we are limited by the requirements) as part of this

collaborative. This is to help ElderSource and our network providers prepare to work with Medicare

Advantage Plans based on what is now allowed under the CHRONIC Care Act.

Goal 4: Advocate for older adults and adults with disabilities

Objective 4.1: Form an advocacy coalition

EXPLANATION As the leader on elder issues in Northeast Florida, we can leverage this position

to coordinate with other organizations with aligned concerns to raise awareness of issues and funding

that impact the elder population. We will also consider strategies to advocate for people with

disabilities.

Throughout the planning discussions, public policy advocacy has been noted consistently as an

important role for ElderSource. ElderSource is in a unique position to understand the needs of older

adults and adults with disabilities within PSA4. We have data and experience of our direct interactions

as well as a combined understanding from our service providers of the challenges faced in each

community.

STRATEGIES/ACTION STEPS Target Date Status

1. Identify coalition members and set group goals 1Q 2019 Complete

2. Identify key issues (e.g. health care, mental health,

affordable housing, homelessness) around which to

advocate

2Q 2019

3Q 2019

Ongoing

3. Develop and implement a coordinated action plan 3Q 2019

3Q 2020

4. Develop a board advocacy advisory panel to provide

guidance as needed

4Q 2019

REQUIRED RESOURCES

n/a

OUTCOMES

Generate additional funding to invest in mission-aligned services

Provide more services

OUTPUTS

Recruitment of advocacy partners / coalition

Development of an annual action plan for this coalition

# of advocacy activities in each year

CHAMPION

AAA board, Linda Levin

PROGRESS

Strategy 1: The Senior Advocacy Coalition was formed and includes traditional aging network

providers as well as other entities (e.g. United Way, Center for Independent Living, Health Planning

Council, etc.). We have had several in-person and virtual meetings. The group decided to start with

learning more about each other and our individual issues/priorities and we will then determine a plan

of action. In the meantime, we share with each other advocacy opportunities about which we could

provide support.

Strategy 2: This is ongoing.

Strategy 3: The group wanted to spend more time learning about each other and understanding the

issues before developing a plan.

Strategy 4: I am not clear what this is and need to discuss with the Board. This may be a

committee and the need will need to be determined.

Notes:

We received $400,000 for home delivered meals as well as increases in other state funded programs.

More people were able to be pulled off the waiting list to receive services.

Goal 5: Increase awareness of ElderSource

Objective 5.1: Hire a marketing firm to recommend best way to increase awareness

EXPLANATION Awareness remains a challenging issue for ElderSource. We would like to work

with a marketing expert to develop a marketing plan that gives us a strong platform to promote our

mission and purpose.

STRATEGIES/ACTION STEPS Target Date Status

1. Develop scope of work 1Q 2019 Complete

2. Get bids and select a vendor 2Q 2019

Complete

REQUIRED RESOURCES

Funding to hire the firm

OUTCOMES

Generate additional funding to invest in mission-aligned services

Improve the quality of existing services

OUTPUTS

Enhanced marketing efforts to build awareness and understanding of our agency and our purpose.

CHAMPION

Parent, Andrea Spencer

PROGRESS

Strategies 1 and 2: This Objective was not originally approved for funding at the beginning of 2019

and was put on hold until 2020. For the first 3 quarters of the year without a consultant, we

“refreshed” our logo with new graphics standards to complement the EI brand and launched it with

the timing our anniversary open house. Staff updated our PowerPoint presentation and shared it with

members of the Leadership for use during presentations in the community.

Staff identified the need to contract with a firm as a growing and more critical issue and discussed

with the Board which then agreed to fund the effort. Stuff conducted a request for proposal and is

under contract with Daigle Creative. Include in the work is the need to do general brand recognition,

EI trainings, Virtual Caregiver Support Group, Telephone Reassurance (Caring Connections),

professional industry certification, SHINE/Senior Medicare Patrol/BEC. Our Website has also been

updated and includes a new unique feature, Active Daily Living, which will make the website more

engaging and add value.

Staff participated in 43 outreach and education events through which reached 4,466 people, including

direct contact with 2,757 people through these events.

With respect to social media:

We gained 201 new Facebook followers, more than double in each of the prior two years.

Our follower goal on Facebook for 2019 was 800 and we exceed that with 962 followers, a

26% increase over 2018.

Our follower goal on Twitter for 2019 was 300 and we came in just shy of that at 293.

However this is a 21% increase over 2018.

Our follower goal on Instagram was 300 and we exceed that by 51 followers, a 37% increase

over 2018.

Our subscriber goal for Youtube was 35. We came in shy of that at 30 but is an increase

over 20158 18 followers or 67%.

Our website hits increased by 5% with 84,684 hits in 2018 and 89,021 hits in 2019. The goal

was 85,000 which was exceeded. Our social clicks also increased from 400 in 2018 to 665 in

2019 (665 increase), exceeding our goal of 500

We have 129 followers on Linked In, exceeding our goal of 100. This was not active in 2018.

Objective 5.2: Explore fund development options and ideas

EXPLANATION Fund development can contribute to revenue to be used to support the

organization and mission-aligned services.

STRATEGIES/ACTION STEPS Target Date Status

1. Consider other revenue-generating opportunities

for online giving

1Q 2019 Complete

2. Continue to invest in Night with the Stars ongoing Complete/Ongoing

3. Consider adding one more signature event 2Q 2019 Complete

4. Consider an endowment and develop analysis to

support decision making

1Q 2021

5. Ensure 100% board giving support for both personal

giving and in support of events

Ongoing Complete/Ongoing

REQUIRED RESOURCES

$8,500 for event planner

OUTCOMES

Generate additional funding to invest in mission-aligned services

OUTPUTS

$ raised in unrestricted net income

CHAMPION

Parent board, Linda Levin

PROGRESS

Strategy 1: The committee explored a variety of event and online giving opportunities. And decided

to do NWTS and Celebrity Servers and to investigate Flip Cause and Round Up.

Strategy 2: A Night with the Stars netted $30,168 (slightly less than 2018)

Strategy 3: Added Celebrity Server back in June at Whiskey Jax Beaches and raised over $12,000.

Strategy 4: 2021

Strategy 5: This year we tried a new approach to help board members. We instituted a pledge

form and gave Board members the opportunity to say how often they wanted to be invoiced or if

they wanted auto-draft. We achieved 90% Board giving and raised $9,587.

Notes:

We raised $51,454.12 in net revenue ($48,089.12 in 2018) from fundraising activities. This does not

include services generating unrestricted funds or grants.

Goal 6: Advance ElderSource Operations

Objective 6.1: Support inclusive workplace culture

EXPLANATION: Over the past two years, the agency has made a commitment of time, effort and

resources to advance the workplace culture. The Leadership Team has intentionally brought to the

forefront our desire to create an inclusive, diverse work environment. This goal strives to build on

what we have already begun.

STRATEGIES/ACTION STEPS Target Date Status

1. Recruit staff and volunteers with an intentional lens

of diversity, inclusion, and equity

Ongoing Complete/Ongoing

2. Recruit and train staff and volunteers with the

ability and interest to serve a diverse population

Ongoing Complete/Ongoing

3. Maintain and demonstrate an on-going culture of

stewardship with intentional policies addressing

diversity, inclusion and equity

3Q 2019 Complete/Ongoing

4. Develop leadership opportunities and career paths

with an intentional lens of diversity, inclusion, and

equity

3Q 2020 In

process/Ongoing

REQUIRED RESOURCES

TBD

OUTCOMES

Improve the quality of existing services

OUTPUTS

Diversity measures that compare favorably with like organizations

Improved employee satisfaction

CHAMPION

Parent board, Linda Levin

PROGRESS

Strategy 1: Advertising for positions have been targeted to include ILRC and UNF LGBT Resource

Center. All ads include the inclusion statement. Because of the amount of federal funding we receive

and the number of employees we have (over 50), we now have to have an Affirmative Action Plan.

Systems to track employee data and applicant data is in development now with our first plan due by

the end of March 2020. We are contracted with a firm to help us with the development of our

Plan(s).

Strategy 2: This is an ongoing process. An annual training cycle of related topics has been

developed and imbedded in Bamboo HR. We’ve added discussions around inclusion and diversity

into our staff meetings and started an Employee Resource Group on Diversity and Inclusion.

Strategy 3: A survey of staff was conducted with results reported to the board and staff. We

implemented several suggestions in including discussions at staff meetings and creation of an employee

resource group. We also installed additional door access buttons to make our building more

accessible.

2019: 97.62 of staff surveyed reported they strongly or somewhat agree that “ElderSource is

committed to diversity.”; 2.38% neither agreed nor disagreed.

2020: 90.63% of staff surveyed reported they agree or strongly agree that “My organizations

is committed to diversity and inclusion.”; 7% neither agreed nor disagreed.

Strategy 4: We have a succession planning process in place for all management positions. All

employees are invited to participate in the Acceleration Pool. When there is an opportunity to

promote or hire, all managers are reminded to be intentional in considering diversity, inclusion and

equity.

Objective 6.2: Develop green governance policies

EXPLANATION Green governance policies can help ElderSource be efficient and save money as

well as being good for the environment.

STRATEGIES/ACTION STEPS Target Date Status

1. Survey staff to identify priorities and possible green-

friendly changes

1Q 2019 Complete

2. Develop implementation plan 2Q 2019

3Q 2019

Complete/Ongoing

REQUIRED RESOURCES

TBD

OUTCOMES

Improve the quality of existing services

Generate additional funding to invest in mission-aligned services

OUTPUTS

TBD

CHAMPION

Parent board, Linda Levin

PROGRESS

Strategy 1: Survey was completed with a number of good suggestions from staff.

Strategy 2: An action plan has been development and is in the process of being implemented. We

have installed LED lighting throughout the building and installed water displacement dames in toilet

reservoirs. We developed policies and procedures around green governance and are training staff on

things they could do as well as talking to vendors about use of cleaning supplies, recycled paper, etc.

Objective 6.3: Consider facility investment opportunities as/if they occur

EXPLANATION While there is no specific plan to acquire space, ElderSource wants to remain

open to considering space acquisitions if they support the goals and objectives in the strategic plan.

STRATEGIES/ACTION STEPS Target Date Status

1. n/a

2.

3.

4.

REQUIRED RESOURCES

No additional resource required

OUTCOMES

Generate additional funding to invest in mission-aligned services

OUTPUTS

TBD

CHAMPION

Wise Owl board, Linda Levin, JaLynne Santiago

PROGRESS

Quarter 1:

Quarter 2:

Quarter 3:

Quarter 4:

Supplement:

Other key activities took place in 2019 including ElderSource being accepted into the Risk Management

Cohort through the Nonprofit Center funded by the Community Foundation. A four-member team

from ElderSource has attended three workshops, three webinars and completed a risk inventory. The

risk inventory has been shared with the full management team for prioritization which became the basis

for a risk management plan. The Executive Leadership Team meets monthly to review the status of the

plan - removing items as they are addressed, adding new items as they are identified and reprioritizing as

needed.

We have also been active with the Dementia Care and Cure Initiative work. We co-chair the task force

and submitted and received a grant from the Community Foundation on behalf of the task force to

implement a Memory Café the New Town Success Zone of Jacksonville in partnership with Mayo Clinic.

Several other grants were submitted including the Florida Blue Foundation grant which we received and

helped offset the cost of the installation of the accessibility buttons to make our building more

accessible.

In 2019 we completed the Request for Proposals (RFP) for all contracts for services in Clay County and

smoothly transitioned to working with a new provider for that county on an ongoing basis. The

transition went smoothly with no clients or services dropped.

We implemented a new HR system and performance review system that while both are a tremendous

step forward for the organization has been a time consuming process. We also embarked on the

Affirmative Action plan requiring changes to our hiring, promoting and termination process which

involves significant tracking.

We started working with the UNF Center for Aging on the development of the Professional Industry

Certification/Certificate of Completion that will be co-branded and offered through EI. We hope to

launch this program mid-2020.

Leadership have been implementing tools to streamline activities and increase efficiency such as

implementing appointment scheduling software in the ADRC to schedule appointments for the

screeners conducting client assessments. This and other steps has improved our situation with overdue

assessments for which we were under corrective action and will have resolved before the next DOEA

monitoring visit.