Strategic Plan

2008 - 2011

 

 

 

 

 

Submitted

November 21, 2007

 

 

 

 

 

Russ and Leslie Knopp

Facilitators
Table of Contents

 

 

 

 

Mission........................................................................................................ 3

 

 

Needs to be Met......................................................................................... 4

 

 

The Shared Vision of Accomplishment.............................................. 7

 

 

The Underlying Contradictions to the Vision.................................... 8

 

 

The Strategic Directions for Action to Achieve the Vision............. 9

 

 

The Structure for Implementation......................................................... 10

 

 

Framework for Decision-Making........................................................... 11
Strategic Plan Content

 

 

Background

 

Bay Area Senior Advocates was formed in 1993 as a result of two events:

1.      The recommendation of Senior Services Committee of the regional Human Services Coordinating Council in 1993 to form a senior service providers networking group.

2.      A directive of the Grand Traverse County COA form a group that would pull together service providers to increase cooperation, collaboration, and identify possible duplication of services.

Membership today includes 51 organizations serving seniors including governmental agencies, nonprofit organizations, businesses and associations.

 

 

Mission

 

The mission statement represents an organization's fundamental purpose. 

 

The planning process, including the member surveys and the September 20 planning session, clearly affirmed the fundamental mission of BASA is on target. 

 

To support and enrich the lives of older adults through collaboration, planning, and advocacy.

 

However, it was suggested that it may be more appropriate to eliminate the words planning, and advocacy since they are descriptors of activities, not of the group's fundamental purpose.

 

We recommend that BASA members consider amending the mission statement as follows:

 

Our Mission is...

To support and enrich the lives of older adults through collaboration.

 

 

Needs to be Met

 

Population growth of older adults in our region and a corresponding increase in needs is inevitable.  BASA is a unique blend of both public and private partnerships working together for the good of older adults, families and caregivers in our region, and therefore, has a unique opportunity to make a difference.

 

Grand Traverse County Population Growth Age 60+

 

 

Grand Traverse County Population Comparison

 

 

Identified Issues

 

It is the wish of BASA that the following issues and recommendations be addressed and considered in the development of any strategic planning or service provision in our region. (From 2006 White Paper)

 

A. Connection to Community

Many seniors live in social isolation and are unable to fully participate in their community. Community engagement is connected to improved feelings of satisfaction and quality of life. Affordable and accessible housing, transportation, and designing elder friendly, “livable” communities help provide the infrastructure for community connection. Encouraging seniors to engage in their community through volunteerism, civic participation, leadership, and mentoring enhances the feeling of attachment and successful aging.  Additionally, engaging the business and education communities to become involved in creative ways to assist and support these initiatives is critical.

B.  Long-Term Care

Long-term care is an array of health and personal care/support services needed by people who have disabilities or chronic health care needs.  Services may be short-term or long-term and may be provided in a person's home, in the community, or in residential facilities. Many seniors rely on Medicaid programs to provide them with the support services they need.  Currently, Michigan needs to have these options and the funding to support the entire range of services available to Michigan residents.

 

C. Transportation

For many seniors, lack of affordable, safe, accessible transportation prevents individuals from partaking in daily living activities such as getting to and from medical appointments, shopping, as well as participating in social and recreational activities. While public transportation services exist in our Northern Michigan counties, there are some individuals that require more specialized assistance and cannot access the demand-response services or who may need to cross county lines outside of the provider’s service area. Some seniors find the direct route bus service confusing to use and have a fear of being stranded. Also, communities that provide walkable and bikeable sidewalks and streets provide an additional option for seniors to be mobile.

 

D. Housing

The majority of seniors would like to “age in place.”  That is, to live in a home that will serve their needs throughout their lives. Unfortunately, most of the homes that are built do not incorporate accessibility as a standard design feature; instead it is thought to be the exception. Building homes that are “visit-able” is to incorporate simple design features that ensure that if an individual comes to a point in life when they need a wheelchair or a walker, that home will not become a barrier to that person’s ability to live there. Simple changes in building design such as a no-step entry, wider door and hallways, wider floor areas in kitchens and bathrooms will ensure that the home will be usable for people of all ages and abilities.

 

E. Medicare/Medicaid

Medicare/Medicaid is an essential part of maintaining the health of seniors and persons with disabilities. Medicare must be protected from budget cuts that would lead to decreased quality of care for our seniors and persons with disabilities. Any reform to Medicare must ensure that the program will be able to continue to provide affordable, quality health care coverage.

 

F. Senior Abuse and Exploitation

Every year we hear stories about seniors who are abused and exploited. Senior abuse includes, not just physical abuse, but also emotional, and mental abuse. Many seniors are vulnerable to physical abuse and financial exploitation. To better protect seniors from criminal activity it is important to educate seniors, their families, and community groups about fraudulent consumer practices, abuse and exploitation, and senior rights. This also includes electronic media and identity theft issues.

 

G. Health and Wellness

Currently, fourteen percent of Michigan’s population is age 65 or older.  By the year 2030, it is expected that Michigan’s senior population will increase to 25 percent of the population.  According to the Michigan Department of Community Health, 84 percent of Michigan’s seniors live with one chronic disease or disability.  Since nearly 80 percent of healthcare spending is on treating chronic conditions, the impact that the growing aging population will have on the healthcare and community support systems will be substantial.  Disease prevention and early detection efforts to deter or delay chronic disease or disability are important strategies to reduce the economic burden to the healthcare systems while improving the quality of life of Michigan seniors.  Disease prevention is best achieved through healthy lifestyle choices, such as, no tobacco use, moderate alcohol consumption, good nutrition, increased physical activity and positive mental health.

 

 

 

The Shared Vision of Accomplishment

 

The purpose of the Vision Statement is to describe the collective hopes and dreams of those who have a stake in the future of the organization.  The practical time period for this shared vision is the next three years.  The vision is intended to serve as a motivating, compelling description of the desired future.

 

The vision and descriptive statements that follow were developed through a consensus process on September 20 with participation of forty BASA members.  These statements are representative of the dialog that took place that day in response to the following focus question:

 

What specific, concrete accomplishments would you like to see in place three years from now that would demonstrate that BASA is effectively accomplishing its mission to support and enrich the lives of older adults                            through collaboration, planning, and advocacy?

 

Our Vision: 2010

 

Three years from now increased resources and integrated planning systems to meet the emerging needs of the region's older adults will demonstrate that the Grand Traverse Region is leading the way in the creation of vital, supportive communities in which seniors choose to live.

 

This vision will be demonstrated by:

 

1.   Resources to Meet Senior Needs Including:

• A Senior Expo that is accessible, relevant and beneficial, and has become a 'Must Do' annual event.           
• A new Bayside/ Senior Center has been built and is meeting the social, recreational and educational needs of adult members in an environment that is fun, safe, inclusive and courteous for all participants and guests.
• Information and assistance resources are easily accessible through a variety of media and communication networks.
• Direct support services are available to meet the basic health and safety needs of older adults in need of assistance.

 

2.   Senior Sensitive Planning Systems Including:

• A system to monitor issues impacting older adults and to advocate for senior needs in the greater community.
• Representation of senior issues is a core component of all planning & development initiatives in the Traverse City region.           
• An organizational model and processes that will position BASA to sustain its efforts on behalf of seniors.

 

 

The Underlying Contradictions to the Vision

 

 

The underlying contradictions are the obstacles, barriers or roadblocks that may prevent realization of the vision.  They are like boulders in the path, but, because they are so integrated into our experience, they are not readily recognized for what they are.  Contradictions are to be found in historic and societal trends, in images and attitudes, and in structures and patterns.

 

Participants throughout the planning process identified the following potential contradictions that should be considered in developing the strategy for action.

 

Existing Community Planning Processes

Planning Locally, Thinking Regionally – the Disconnect

Decisions are made at the township level

Timing of local and specific millage elections

Is the focus on senior population seen as too exclusive?

Many planning groups are focused on different or general populations

 

Community Mindsets

Fix it, but don't change anything

Buy-in to senior needs

No media interest, buy-in participation

Stigma related to 'senior' tag

Not getting enough information from the consumer

 

BASA Ability to Influence

Unclear messages from BASA

Identity unknown to people outside of BASA

No public face

Organizational model is unclear

Need to have a means to sustain our work, even though we may have differing views on how to do it

BASA is an all volunteer group; ability to participate depends on other forces

Size of the group add challenges – logistical, communication, decision-making

committee structure doesn't match the vision

 

Legal Roadblocks

Legal process for 501c3 status

HIPPA concerns

Liability and licensing

Solicitation license
The Strategic Directions for Action to Achieve the Vision

 

The strategic directions act like a rudder.  They orient organizations and people to a particular direction and help to focus change.  The following strategies provide broad directions for action over the next three years that will impact or overcome a contradiction and that will catalyze movement in the direction of the vision.  The strategies provide the framework for annual goal setting, tactical planning, resource allocation and committee work.

 

 

Strategic Direction 1: Awareness

Heighten Awareness of Senior Issues and Increase Action

 

Action Initiatives

 

1.      Develop messaging and awareness to resolve BASA’s identity and value.

2.      Organize BASA members to influence policy decisions affecting seniors.

3.      Grow the Senior Expo to provide information and resources to more seniors.

 

 

Strategic Direction 2: Planning

Integrate Senior Issues with Community Planning

 

Action Initiatives

 

1. Participate in State systems planning for initiatives to serve seniors.
2. Influence community planning initiatives to anticipate and accommodate senior needs.
3. Support Bayside Center campaign planning to catalyze action.

 

 

Strategic Direction 3: Capacity

Strengthen BASA’s Capacity for Action

 

Action Initiatives

 

1.      Organize committees, goals and funding to enable BASA to act.

2.      Define the organizational structure that will enable BASA to achieve its mission.

3.      Establish a mechanism to solicit consumer input and insure understanding of senior needs.

 

The Structure for Implementation

 

 

Organization: (Recommended)

 

§         Establish a new task force for each strategic direction.

§         Appoint a chairperson for each strategic direction

§         Develop action plans and a reporting calendar for task forces.

§         Maintain Senior Expo and Executive Committees.

 

 

Action Planning: (Recommended)

 

BASA partners, task forces and committees will develop an action plan that includes:

1. Annual goals
2. A timeline of activities and designated responsibilities
3. Financial resources needed to accomplish the overall strategy and to implement activities to achieve annual goals.
4. Human resources needed to accomplish the overall strategy and to implement activities to achieve annual goals.

 

Framework for Decision-Making

 

In order to fully benefit from the strategic thinking and planning done by BASA members, all decisions should be made within the context of the strategic vision and direction that was reached by consensus. 

 

Questions recommended for inclusion in the decision-making framework include:

 

Is the (Program/Activity) consistent with our Mission?  Are we:

§         Supporting and enriching the lives of older adults through collaboration?

 

Does the (Program/Activity) catalyze movement toward our shared vision for 2010?  Will it lead to:

 

1.   Resources to Meet Senior Needs?

• A Senior Expo that is accessible, relevant and beneficial, and has become a 'Must Do' annual event.           
• A new Bayside/ Senior Center has been built and is meeting the social, recreational and educational needs of adult members in an environment that is fun, safe, inclusive and courteous for all participants and guests.
• Information and assistance resources are easily accessible through a variety of media and communication networks.
• Direct support services are available to meet the basic health and safety needs of older adults in need of assistance.

2.   Senior Sensitive Planning Systems?

• A system to monitor issues impacting older adults and to advocate for senior needs in the greater community.
• Representation of senior issues is a core component of all planning & development initiatives in the Traverse City region.           
• An organizational model and processes that will position BASA to sustain its efforts on behalf of seniors.

 

Will the (Program/Activity) contribute to accomplishment of one or more of the strategic directions?  Will it lead to:

 

1.      Heightened Awareness of Senior Issues and Increased Action?

2.      Senior Issues with Integrated with Community Planning?

3.      Strengthened Capacity for BASA Action?

Bay Area Senior Advocates

Our Shared, Practical Vision: September 20, 2007

 

The Vision: Three years from now increased resources and ongoing planning systems to meet the emerging needs of the region's older adults will demonstrate that the Traverse City region is sensitive to and supportive of seniors.
Resources to Meet Senior Needs				Senior Sensitive Planning Systems
Senior Expo is a 'Must Do' event	New Bayside/ Senior Center is Here	Easily Accessible Information and Assistance Resources	Direct Support Services to Meet Needs	System to Monitor and Advocate for Senior Needs	TC Region Planning & Development is Senior Sensitive	Sustainable Model for BASA
Ø       Expanded Senior Expo Ø       Senior Expo is flagship and destination resource Ø       Grow Senior Expo Ø       Super Expo!	Ø       Senior Theme Park Ø       Community Center Ø       New Senior Center Ø       Bayside Center – high usage Ø       Completed Bayside Center Ø       Satellite activity centers	Ø       211 Here! Ø       Weekly TV slot Ø       Newspaper column Ø       Educational seminars; financial, safety, etc. Ø       Public I&A kiosks w senior information Ø       Healthy living campaign Ø       1 stop shop for info/ assistance Ø       Web site Ø       BASA senior hotline	Ø       Navigator System in place Ø       Community Connection i.e. Friendly visitor, telephone reassurance Ø       Expanded handiman/ alteration services Ø       Connecting churches for senior needs Ø       Funding for in-home and assisted living care	Ø       Relationships have influenced legislators Ø       Gray Panthers advocacy Ø       Common knowledge of White Paper issues and trends Ø       Older adults self advocacy Ø       Report on senior needs Ø       Senior input panel Ø       Community education, speakers bureau Ø       Speakers bureau using seniors	Ø       Expanded transportation Ø       Support NMTA – more rides, quality of life, health Ø       Senior Transportation at a reasonable cost Ø       More affordable, low-income senior housing Ø       Senior friendly downtown area Ø       Support Aging in Place Ø       Strong participation in community forums	Ø       501 c3 Ø       BASA model Ø       BASA web site Ø       Create BASA web site for networking Ø       Gap reduction
Our Focus Question: What specific, concrete accomplishments would you like to see in place three years from now that would demonstrate that BASA is effectively accomplishing its mission to support and enrich the lives of older adults through collaboration, planning, and advocacy?

 

BASA Strategic Directions: October 17, 2007

Organize to Influence Decisions ·         Appoint BASA member to keep us informed on senior issues i.e. millages, policies, etc. ·         Write to legislators on senior issues – group members sign/no sign ·         Organize advocacy plan	Grow Senior Expo ·         Promote Senior Expo more *1,000 plus attendees ·	Messaging and Awareness ·         Resolve BASA “Public Face” How we are viewed and valued by the public ·         Establish a common knowledge base. i.e. definition of ‘senior’, current systems, barriers ·         Consistently inform media of BASA activities – form media committee ·         Establish a marketing plan for BASA ·         Study ways for group to be pro-aging ·         Establish a committee to investigate BASA web site	Heighten Awareness of Senior Issues and Increase Action
Community Planning ·         Compile a list of community groups for senior advocacy opportunities ·         Appoint BASA members to attend community groups ·         Assign reps to planning groups	Senior Center Campaign Planning ·         Determine BASA’s relationship to Senior Center i.e. how can we help? ·         Define support for Senior Center ·         Establish committee to serve on Bayside Center campaign ·         Determine BASA’s role with the TC Senior Center Bayside Center	State Systems Planning ·         Establish a committee to learn about 211 ·         Develop/catalyze SPE plan	Integrate Senior Issues with Community Planning
BASA Action ·         Write grants to fund marketing plan, senior programs, kiosks, telephone reassurance, camp, 911, etc. ·         Prioritize BASA committee activities ·         Create working committees with goals	BASA Organizational Structure ·         Explore 501c(3) ·         Resolve BASA’s organizational structure/model ·         Meet with attorney about 501c(3)Establish structure for BASA: 501c(3), size, committees	Consumer Input ·         Meet with seniors to determine needs ·         Establish older adult advisory panel ·         Establish older adult advisory group	Strengthen BASA’s Capacity for Action
Focus Question: What innovative and practical actions do we need to implement in order to address the challenges we face and achieve our shared vision of increased resources and ongoing planning systems to meet the emerging needs of the region’s older adults? Reminder: Only bolded and underlined statements represent consensus items.  Bulleted items are brainstormed items that contributed to achieving consensus on bulleted items.