DRAFT - Annual Implementation Plan FY'2022 - Senior Resources of West Michigan 560 Seminole Rd.
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Annual Implementation Plan FY’2022
DRAFT
Senior Resources of West Michigan
560 Seminole Rd.
Muskegon, MI 49444
(231) 739-5858 or 800-442-0054
Pam Curtis, Chief Executive Officer
Amy Florea, Community Services DirectorTable of Contents Executive Summary 3 County/Local Unit of Government Review 5 2022 Plan Highlights 6 Access Services 10 Approved Multi-Year Program Development Objectives 12 2022 Program Development Objectives 17 Supplemental Documents 19 Approved Multi-Year Plan Highlights 24
Senior Resources Annual Implementation Plan FY 2022
Executive Summary
Please provide a summary that describes the area agency and the implementation plan for this coming year
in the space provided. Include a brief description of the planning and service area, agency mission, vision,
strengths, challenges, opportunities, and primary focus for FY 2022.
Senior Resources is in its 47th year of serving West Michigan as the gateway to local resources, planning efforts and
services to support older adults, their families and caregivers in Muskegon, Oceana and Ottawa counties.
It is the vision of the board, leadership and staff to promote lifelong dignity and independence. That vision coupled
with our mission of providing a comprehensive and coordinated system of services designed to promote the
independence and dignity of older persons and their families - a mission compelling us to focus on older persons in
greatest need and to advocate for all - guides our purpose. Senior Resources serves as a respected focal point and acts
as an advocate for older adults by advancing causes or issues that are vital to their welfare. It is a goal of the
organization to inform and educate seniors, families and the public on available services and issues affecting older
adults. From advocacy at the national and state levels, to partnering with a local senior center or food bank, we
recognize the need to be active and involved in all aspects of our community.
Within PSA 14, a total of 91,966 people are over the age of 60, or 20% of the total population. Projections show that
over the next five years, 2020-2025, this number for Muskegon, Oceana and Ottawa counties will increase by 32,029
for an estimated 26% of the population living in the PSA over the age of 60. Geographically, the PSA encompasses
both urban and rural areas, which present unique strengths and weaknesses for the older adults and the service
organizations who seek to meet their needs.
We directly provide a variety of services that support individuals, families, and caregivers in the form of case
management and options counseling. Our staff talk with thousands of individuals to assist them in gaining information
about local services and to access support. The COVID pandemic guidelines have suspended in-person assessments,
reassessments, and visits; instead, staff are providing these functions by phone or web-based platforms. Supports
Coordinators are calling each participant at least monthly to ensure access to needed services and provide emotional
support.
Services provided through contracts include: congregate nutrition, home-delivered meals, adult day care,
transportation, legal services, respite care, in-home personal care, kinship, and family caregiver support.
Maintaining home care services in levels sufficient to meet the needs of older persons and their caregivers to remain
in the living environment of their choice continues to be the focus of service delivery within the PSA. As the older
adult population increases, so does the need for in home services. As funding for these programs continues to remain
static, we are obliged to continually evaluate our prioritization guidelines to ensure we are serving those most at risk
physically and financially. However, during the COVID pandemic we have been faced with additional barriers to
service delivery. Our region has been experiencing direct care worker shortages and this, coupled with participants’
and caregiver concerns about medical personnel entering their homes, has resulted in underspending in some service
categories. While we are hearing through assessment that participants and caregivers are overwhelmed and services
are desired, many have been waiting for vaccinations to resume in-home services and even then, services have been
3Senior Resources Annual Implementation Plan FY 2022
slow to resume as before.
Senior Resources staff and community partners remain our greatest strength as they continually strive to find services
to meet needs, connecting with each other to build capacity and improve the quality of services and the service
experience by the older adults and their caregivers. Without this dedicated and loyal group of people, there would be
no aging network.
It is the agency's specific goal to effectively implement the Older Americans Act by developing and administering a
regional area plan for coordinating and contracting with viable agencies for services for persons 60 years and older.
This 2022 Area Plan updates our 2020-2022 Multi-Year Plan.
4Senior Resources Annual Implementation Plan FY 2022
County/Local Unit of Government Review
The Area Agency on Aging must send a letter, with delivery and signature confirmation, no later than June 30,
2021, to the chairperson of each County Board of Commissioners within the Planning and Service Area (PSA),
requesting their approval of the final AIP by August 2, 2021. For a PSA comprised of a single county or portion of
the county, approval of the AIP is to be requested from each local unit of government within the PSA. If the area
agency does not receive a response from the county or local unit of government by August 2, 2021, the AIP is
deemed passively approved. The area agency must notify their AASA-assigned field representative by August 7,
2021, whether their counties or local units of government formally approved, passively approved or disapproved
the AIP.
The area agency may use electronic communication, including email and website-based documents, as an option for
acquiring local government review and approval of the AIP. To employ this option, the area agency must do the
following:
--Send a letter through the US Mail, with delivery and signature confirmation, to the chief elected official of each
appropriate local government advising them of the availability of the final draft AIP on the area agency’s website.
Instructions for how to view and print the document must be included.
--Offer to provide a printed copy of the AIP via US Mail, or an electronic copy via email, if requested.
--Be available to discuss the AIP with local government officials, if requested.
--Request email notification from the local unit of government of their approval of the AIP or their related concerns.
Describe the efforts made to distribute the AIP to, and gain support from, the appropriate county and/or local units of
government.
Senior Resources will send a draft copy of the 2022 Area Plan via certified mail or email with a delivery receipt and
read receipt request to each chairperson of the county commissioner’s board and the administrator of the board for
each county in our region no later than May 20, 2021. In a cover letter sent to the chairperson of each board of
commissioners, Senior Resources will offer to attend the County Board meeting or any subcommittee of that Board
for each county in our region to respond to any questions related to the plan. The letter will indicate that if we do
not hear from their local units of government prior to August 2, 2021 with a written or emailed resolution or
approval, Senior Resources will assume their board’s passive approval of the plan.
5Senior Resources Annual Implementation Plan FY 2022
2022 Plan Highlights
The FY 2022 AIP Highlights should provide a succinct description of the following:
--Any significant new priorities, plans or objectives set by the area agency for the use of Older Americans Act
(OAA) and state funding during FY 2022. If there are no new activities or changes planned, note that in your
response.
--Current information about contingency planning for potential reduced federal funding (if plansinclude
the pursuit of alternative funding, identify specific funding sources).
--A description of progress made through advocacy efforts to date and focus of advocacy efforts inFY 2022.
Please provide a narrative about what, if anything, the area agency is planning that is new for FY 2022,or that is
significantly different from the established FY 2020-22 Multi-Year Plan (MYP). If there are no new activities or
changes planned, note that in your response. In addition, include area agency plans to handle the likelihood of
reduced federal funding, including any specific alternative funding sourcesto be pursued. Finally, describe
progress made through Multi-Year Plan (MYP) advocacy efforts to date and the area agency’s specific planned
advocacy focus in FY 2022.
COVID 19 has impacted almost all processes in our nation. Currently, Senior Resources is conducting assessments
on all potential and current participants, making referrals, and procuring services by phone, mail or Zoom. Supports
coordinators are still working from home and making at a minimum monthly phone calls to all participants to ensure
their needs are being met. Our contracted service providers continue to follow the Centers for Disease Control
(CDC) recommended guidelines for reducing COVID transmission and Senior Resources partners to provide personal
protection equipment for our contracted providers’ use with participants as needed.
In addition, Senior Resources is providing services under the blanket waiver guidelines provided by AASA. For
participants who are not attending adult day centers (ADC) in person, providers continue contacting at least weekly
by phone or web-based application to conduct a wellness check and visit and once per month a phone assessment is
completed. In addition, as people are becoming vaccinated, adult day services are opening for in-person service
provision in line with CDC recommendations. The ADCs within the region have been working closely with the
County Health Departments to ensure high vaccination rates among participants and staff, maintaining social
distancing and mask wearing within the center based on CDC guidelines, and maintaining a rigorous cleaning and
sanitizing schedule to mitigate risks. Further, Health Promotion Disease Prevention workshops have been conducted
in person as able and virtually for the tier III programs that are approved for virtual delivery.
Senior Centers throughout the region have put effort and financial resources toward transforming their physical space
to conform to CDC guidelines and best practices. To assist the centers with the unplanned costs of preparing their
facilities to receive guests for programming and services, Senior Resources opened a mini grant process for assisting
with the cost of the renovations and/or environmental adjustments.
Utilization of these funds operated within the current Senior Center Operations service definition and include such
items as protective plexiglass for reception areas, tables, or classrooms; social distancing signage; improved building
ventilation; PPE for staff and/or guests; additional cleaning equipment; etc.
6Senior Resources Annual Implementation Plan FY 2022
Further, we have assisted our Senior Center community partners with the costs of added staffing hours required
because of COVID-19 preparedness requirements. Additional activities amongst staff include COVID screenings
prior to entrance to the building, arranging vaccine clinics and appointments, additional cleaning requirements, and
the additional time required to prepare a room for a socially distanced class.
This time of social distancing has been considerably difficult for family caregivers. During the summer of 2020, the
caregiver support group met outside but in the winter months met via Zoom. Outdoor caregiver support groups will
resume in June 2021. Beginning in March 2021, three caregiver support group held within the region resumed in-
person meetings. The group leaders assure adherence to social distancing guidelines and CDC recommendations.
As the pandemic continues, some older adults continue to be concerned about the contractability of COVID, lack
transportation or informal caregivers, and as a result continue to experience social isolation with loneliness.
Participants that are experiencing social isolation are being referred to the Friendly Reassurance Programs throughout
the region and options counselors and supports coordinators seek additional resources to meet their needs for social
interaction. We continue to explore web-based opportunities for those participants who are technology-savvy and
have internet conductivity. In addition, through funding from the No Wrong Door ADRC grant, Senior Resources has
purchased animatronic pets, awarded additional funds to our Friendly Reassurance community providers, purchased a
regional membership to One Day University, purchased 30 monthly subscriptions boxes from Maria’s Place, 10
tablets with internet connections and preloaded with links and apps to resources and social media platforms, and 15
personal emergency response systems that encourage participants to push the button to talk with dispatchers to
combat social isolation.
Additionally, Senior Resources is receiving feedback from participants indicating a high level of social isolation with
loneliness with an expressed interest in reentering the community for the purpose of social interaction. These are
individuals who are left alone for long periods of time without regular access to informal supports or the ability to
leave their house independently but also do not require continual supervision that would qualify them for adult day
services under the current standard. We have been observing and hearing reports from the participants and/or their
support teams about the various manifestations of this loneliness, including but not limited to an increase in confused
thinking, excessive or new feelings of anger, fear or hopelessness, mood swings, inability to cope with daily
problems, changes in eating or sleeping patterns, unexplained physical ailments, depression, social withdrawal, and
substance abuse. Because of the serious nature the effects of loneliness are having on some participants, we are
offering adult day services for mitigation of social isolation.
During the first nine months of the COVID pandemic, the United Ways within our region were providing a volunteer
shopping service for eligible older adults. Due to a decline in the United Way volunteers, one United Way
discontinued the service and the other has drastically tightened eligibility requirements. This has left a gap for this
critical service throughout our region, prompting CALL 211, our information and referral partner, to contact us
regarding alternative providers for this service. Transportation barriers as well as lack of informal supports leave
some older adults searching for options to assist them in securing groceries, prescriptions, and supplies. To this end,
we have contracted with a rural municipality to provide shopping services for adults age 60+ who meet eligibility
criteria.
Much effort has been put forth by Senior Resources to work with regional health departments and other community
resources to coordinate and assist with identifying seniors seeking vaccinations, scheduling vaccination appointments,
and transportation to vaccination sites. This work has extended beyond our participant lists to community seniors and
their caregivers.
7Senior Resources Annual Implementation Plan FY 2022
Between August and December 2020, Senior Resources hosted two monthly virtual meetings to facilitate information
sharing and ideas related to combating social isolation. One group was held for senior center directors and staff and
the other for senior housing managers and staff. These meetings were open forums for attendees to talk about the
effect COVID was having on their participants/residents, ways they were meeting their clients’ needs and innovative
idea sharing for replication.
With the uncertainty of the ongoing pandemic, Senior Resources remains committed to seeking input from older
adults, caregivers, and service providers to identify emerging community needs, develop or partner with other
organizations to meet the service needs, and assess the efficacy of the service. There will likely continue to be new
activities developed and/or service waivers requested to meet service needs and Senior Resources will strive to remain
nimble during this time of prolonged uncertainty.
The Senior Advocates Coalition was able to meet in person twice during FY2020 before the pandemic hit. In one
meeting, regional advocates were able to provide input and feedback to representatives from AASA on what it is like
to be an older adult in Michigan. The gathered information from our region and others would then assist AASA in
forming the next three-year State Plan on Aging.
In the second meeting, advocates met with the legislative aides from Senators Stabenow’s and Peters’ offices as well
as Congressman Huizenga’s office. Discussion centered on the dynamics driving Americans’ ability to age well. As
lawmakers develop aging and health policy proposals in any given year—whether on aging, health, housing,
transportation, infrastructure, federal funding or myriad other topics—they must address these five dynamics.
Ensuring older adults can age at home in the community will require no less.
i) Connection to and engagement in the community is key to ensuring that older adults can age at home and
in their communities with vitality and longevity.
ii) Promoting aging at home and in the community requires accessible and affordable housing and long-term
care options.
iii) A robust and well-trained caregiving workforce is essential in order for older adults to continue living at
home and in the community.
iv) Technology solutions can support independence and health.
v) Healthy aging requires a person- and family-centered approach to care.
Additional key policy components that continue to need to be addressed are:
• Improving Health through Community-Based Interventions
Recognize and protect the pivotal role that the Aging Network plays in addressing the social determinants of health
and bridging the gap between the acute care, behavioral health and long-term services and supports systems to
improve health outcomes and reduce health care costs.
• Invest in Cost-Effective Aging at Home and in the Community
Invest in Older Americans Act and other supportive services that help older adults live successfully and independently
in their homes and communities.
• Creating Opportunities for Community Aging
Strengthen community options that make it possible for older adults to age well and safely at home and in the
community.
The Senior Advocates Coalition has not met since COVID restrictions were put in place. Advocacy shifted to
attending and providing feedback to a human service-based town hall meeting held by our member of Congress, and
advocacy in the form of phone calls and email correspondence occurred with State legislators at various times through
the remainder of the fiscal year. All conversations were focused on COVID related topics and the effect on the older
8Senior Resources Annual Implementation Plan FY 2022
adult population.
FY2022 Advocacy Focus
In alignment with the policy goals of our state and national associations, Senior Resources advocacy efforts will:
• Promote the MI Choice Waiver program, expand access for all who qualify, and seek program improvements
which will allow MI Choice to serve Medicaid beneficiaries more effectively. This includes rebalancing of
Medicaid funding.
• Expand access to home & community-based services for older adults and persons with disabilities who are not
Medicaid beneficiaries.
• Urge policymakers to expand access to affordable, reliable high-speed Internet for all Michigan residents,
regardless of where they live in the state.
• Advocate for increased pay for all direct care workers and support quality training programs which produce
increased career opportunities.
• Ask the Legislature to revisit the establishment of the Kinship Caregiver Navigator program at the state level
to assist kinship caregivers in attaining resources and training.
• Learn from COVID 19 tragedies and successes to build better policies for our rapidly aging nation. This
includes a focus on rebalancing the long-term care network/system where home and community based
services stand above institutional care; addressing the negative consequences of social isolation and loneliness;
technology improvements; and supporting caregivers.
• Create opportunities for community living and healthy aging through Older Americans Act funded services,
Medicaid home and community-based services and rebalancing long-term care.
• Invest in cost-effective aging at home and in the community.
Local sustainable/ongoing funding sources are rare and likely to become more competitive than ever. Two of our
three counties have senior millages. Senior Resources is the grants administrator for Muskegon County with a
multitude of services providers, and the Oceana County Council on Aging receives and utilizes all of their county’s
millage funds. Four Pointes Center for Successful Aging receives millage funding from several townships in northern
Ottawa County; there are no millage dollars in the southern half of Ottawa County.
Senior Resources will continue to work within our budget and should funding reductions be realized we will be
compelled to evaluate our prioritization guidelines to ensure we are serving those most at risk physically and
financially in the spirit of the Older Americans Act and as our mission states.
Senior Resources is enjoying our sixth year of CARF accreditation and first year of NCQA accreditation and we are
committed to ongoing quality improvement to better serve our region.
At this writing, there are no substantial changes or new activities planned for FY2022. Senior Resources will be
responding to gaps in services and emerging needs as the pandemic continues.
9Senior Resources Annual Implementation Plan FY 2022
Access Services
Some access services may be provided to older adults directly through the area agency without a direct service
provision request. These services include: Care Management; Case Coordination and Support; Options
Counseling; Disaster Advocacy and Outreach Programs; Information and Assistance; Outreach, with specific
attention to outreach with underserved populations, including people of color, people with disabilities, lesbian,
gay, bisexual, transgender and other (LGBTQ+) olderadults; and Merit Award Trust Fund/State Caregiver
Support-funded Transportation. If the area agency is planning to provide any of the above noted access services
directly during FY 2021, complete this section.
Select from the list of access services those services the area agency plans to provide directly duringFY 2022, and
provide the information requested. Also specify, in the appropriate text box for each service category, the
planned goals and activities that will be undertaken to provide the service.
Direct service budget details for FY 2022 are to be included under the appropriate tab in the Area Plan Grant
Budget. The funding identified in this tab should correspond to the funding (federal OAA Title III orVII and state
funds) identified in the Area Plan Grant Budget, Support Services Detail page. The Area Plan Grant Budget
uploaded and saved in AMPS must include Direct Service Budget details.
Care Management
Starting Date 10/01/2021 Ending Date 09/30/2022
Total of Federal Dollars $0.00 Total of State Dollars $108,000
Geographic area to be served
Muskegon, Oceana and Ottawa
Counties
Specify the planned goals and activities that will be undertaken to provide the service.
Goal: Supports Coordinators will employ Person Centered Thinking and self -determination to assure
consumer choice in services and providing agencies or people.
Timeline: Through September 30, 2022.
Outcome: Consumers will have greater autonomy regarding their care resulting in a higher satisfaction rate and
continued compliance.
Goal: Supports Coordinators will assist the consumer and their family in identification of natural supports,
personal resources and other community/external resources available for long-term care.
Timeline: Through September 30, 2022.
Outcome: Consumers will have awareness of and access to community support services.
Goal: Case Coordination & Support consumers will be moved to Care Management or MI Choice/ Waiver
programs as frailty increases and eligibility becomes evident.
Timeline: Through September 30, 2022.
Outcome: Consumers will have greater ease of access to services.
10Senior Resources Annual Implementation Plan FY 2022
FY’2021 FY’2022
Number of client pre-screenings Current Year 450 Planned Next Year 900
Number of initial client assessments Current Year 35 Planned Next Year 90
Number of initial client care plans Current Year 35 Planned Next Year 90
Total number of clients Current Year 144 Planned Next Year 150
(carry over plus new)
Staff to client ratio Current Year 1:30 Planned Next Year 1:30
(active and maintenance)
Case Coordination and Support
Starting Date 10/01/2021 Ending Date 09/30/2022
Total of Federal $172,572 Total of State $181,897
Dollars Dollars
Geographic area to be served
Muskegon, Oceana and Ottawa
Specify the planned goals and activities that will be undertaken to provide the service.
Goal: Supports Coordinators will employ Person Centered Thinking and self -determination to assure
participant choice in services and providing agencies or people.
Timeline: Through September 30, 2022.
Outcome: Participant will have greater autonomy regarding their care resulting in a higher satisfaction rate
and continued compliance.
Goal: Supports Coordinators will assist the participant and their family in identification of natural supports,
personal resources, and other community/external resources available for long-term care.
Timeline: Through September 30, 2022.
Outcome: Participant will have awareness of and access to community support services.
Goal: Case Coordination & Support participant will be moved to Care Management or MI Choice/ Waiver
as frailty increases and eligibility becomes evident.
Timeline: Through September 30, 2022.
Outcome: Participant will have greater ease of access to services.
11Senior Resources Annual Implementation Plan FY 2022
Approved MYP Program Development Objectives
Program development goals and objectives previously set by the area agency and approved by the CSA in this
multi-year planning cycle are included as read-only. For each of these established programdevelopment objectives,
a text box is included for the area agency to provide information on progress toward the objectives to date. This
text box is editable.
For those area agencies that have an approved Community for a Lifetime (CFL) or aging-friendly goal and
objective(s) for FY 2020, the following information should be addressed in the progress to date textbox:
A. Which community achieved CFL or aging-friendly recognition (if any) and if none;
B. Which communities were the area agency involved with to encourage them to engage in conductingan aging-
friendly assessment and/or improvement activities and;
C. What were the lessons learned for the area agency and other community partners from the processof raising
awareness about the value of aging-friendly communities and;
D. What improvements (if any) were made in communities in the PSA to make them more agingfriendly?
Please provide information on progress to date for each established objective under the section tabentitled
“Progress.”
Area Agency on Aging Goal
A. Enhance food service delivery throughout the PSA.
Objectives
1. Update menu to be consistent with current trends while maintaining adequate nutrition.
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report
94% of participants stated the overall meal program and service is either excellent (48%) or good (46%)
84% of participants agree or strongly agree that the food served is a good value for the suggested donation.
Planning new menu cycles has not begun.
April 2021 Report
Due to the pandemic, new cycle menus have not been completed.
2. Provide quality improvement and consistency to products by examining procedures and processes in the
main kitchen.
12Senior Resources Annual Implementation Plan FY 2022
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report
According to AgeWell Services’ semi-annual participant survey, participants in the Congregate and HDM
programs ranked their satisfaction with their menu and products very high.
Congregate Meal Site Participants
95.59% of participants feel the food service is a good value for their donation.
Overall, participants rated the appearance, variety, portion size and overall taste very high. Areas scored less
(but still in the 90th percentile) were flavor, consistency, and temperature.
This information supports the need for more scratch cooking to improve the taste and seeking more innovative
ways to keeping food warm/cold as it travels to our meal sites.
Employing a Certified Trainer increased consistency in the way the food tastes and appears, as well as
ensuring proper portions.
Home Delivered Meal Participants
94.05% of respondents rated the overall menu “excellent” or “good.”
84% of participants agree or strongly agree that the food served is a good value for the suggested donation.
According to the HDM participants, their biggest feedback is to increase the variety of menu items, but
44.12% of people made it clear they do not want to pre-select their frozen meals. Therefore, this shows
another trend that the 4 menu types (hot ‘n hearty, frozen, salad, sandwich menus) are working but they want
more variety in the menu.
April 2021 Report
Kitchen training manuals are scheduled to be completed in June 2021. Currently, the Certified Trainer (CT) is
testing all processes written in the manual to ensure accuracy of the steps and alter instructions to ensure they
are user-friendly using the Plan Do Check Act (PDCA) Six Sigma analysis.
In addition, kitchen team managers created “While I’m Away” manuals with important information for their
team members to access for when they are out of the office either unexpectedly or while using PTO.
Participant surveys are conducted every other year.
3. To review and create a strong Emergency Plan that is responsive to participant needs and team member safety.
13Senior Resources Annual Implementation Plan FY 2022
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report
All emergency plans have been completed at this time.
Currently, our meal service provider, AgeWell Services, is working on updating those procedures to reflect
altered services in a pandemic.
April 2021 Report
This goal is to 1) review all policies and procedures on emergency plans and 2) expand collaborative efforts
with food access networks for emergency food distribution.
Policies and procedures put in place in 2019 were tested during the pandemic and immediately became the
plan of action. The AgeWell team is working on a document “lessons learned during the pandemic” to
celebrate their successes, record practices and identify areas of improvement so continuous improvements can
be made to the plan created, and now includes pandemic procedures.
AgeWell created a Curbside Meal Distribution model that was implemented to serve meal packs up to 250
people per hour throughout the entire region. This project engaged more than 50 community partners and
hundreds of volunteers.
AgeWell diversified food sources by opening a Sysco account and renewing their Feeding America account.
Senior Resources is amazed at how AgeWell has handled the pandemic emergency. The kitchen never shut
down ONCE due to an outbreak, using innovative approaches to keep team members safe.
B. Increase the identification, awareness, and prosecution of elder abuse within the region, state, and nation.
Objectives
1. Continue the development and implementation of the Vulnerable Adult Multi -Disciplinary Team (VA-MST)
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report
The VA-MST has increased the prosecution rates by 450% in Muskegon County.
The VA-MDT is expected to meet 11 months. One meeting was cancelled due to the Pandemic. The next
meeting will take place over ZOOM.
We have provided victim advocacy for 33 seniors.
A new MDT has formed in Ottawa County.
April 2021 Report
Safe Seniors has been very active over the past year. In Muskegon County, 107 cases were reviewed by the
VA-MDT multi-disciplinary team consisting of law enforcement, prosecutors, adult protective services (APS)
and community organizations. Of these cases, 34 were charged with 40 total convictions, representing a 306%
increase of prosecution rates, year-over-year. $612,616 in restitution was charged and returned to victims with
another $1,000,000 pending at the same point in time. Currently, two dedicated detectives are actively
investigating over 70 active cases. The Muskegon County VA-MDT meets monthly.
Ottawa County launched their updated Protocol Agreement. The Coordinators attended a county-wide Chiefs
of Police (COPS) Board meeting to present and meet the law enforcement leaders in Ottawa County. The
agreement will be officially signed by all parties this month (April 2021). Their VA-MDT is now meeting bi-
monthly.
Oceana County has a scheduled meet and greet in April 2021 at the Oceana County Council on Aging with
local law enforcement and APS. We are excited to make stronger connections.
SafeSeniors has fostered stronger connections with the APS Central Office at AASA, the Michigan
14Senior Resources Annual Implementation Plan FY 2022
Association Chiefs of Police, Crime Victim Services Commission, Prosecuting Attorneys Association of
Michigan and the Attorney General’s Office. We are taking leadership to convene these state-wide entities to
help provide a tool kit for other communities who wish to implement an MDT model.
2. Increase education efforts to the public regarding elder abuse, scams, and exploitation.
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report:
The Provider’s Conference was scheduled for May 2020 but has been cancelled to follow the Governor’s
Executive Stay Home, Stay Safe Order.
April 2021 Report:
A new brand was created changing the “Tri-County Protection Team” to “SafeSeniors.” There are 8
educational and outreach pieces, an updated website, COVID-related scam alert flyers, and increased media
exposure over the past year which helped us to reach 6,668 seniors last year.
The Senior Symposium was held virtually this year. Video presentations were online and participants received
a bag with printed resources. It worked well but we hope to return in-person this fall.
The Provider’s Conference did not take place last year. It was too late to pivot to create an online platform but
the Special Events Sub-Committee is working on implementing either in-person or virtual for 2021.
The Senior Symposium takes place in September 2020.
3. To create and implement a Mandated Reporter Training in collaboration with Adult Protective Services.
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020 Report:
This project just started. There is nothing to report at this time.
April 2021 Report:
Due to gathering restrictions, this project was paused. However, the presentation is almost complete and ready.
SafeSeniors began meeting with important stakeholders on how to conduct outreach to service providers and
mandated reporters.
C. Address the opioid crisis in the aging population.
Objectives
Increase community linkages and support for persons 60+ experiencing the effects of opioid misuse or
addiction.
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020: Conversations have begun with local doctors’ offices regarding opioid use and management and
the link between pain and emergency department usage. Senior Resources is exploring how to effect change
on this issue by creating or linking participants to easily accessible support and pain management services.
April 2021: No further progress made toward this goal.
D. Increase support and training for family caregivers.
Objectives
1. To increase caregiver efficacy and reduce caregiver burden.
15Senior Resources Annual Implementation Plan FY 2022
Timeline 10/01/2019 – 09/30/2022
Progress
April 2020: In the fall of 2019, Senior Resources hired a full time Caregiver Support Specialist to facilitate,
coordinate and oversee caregiver support services throughout the region. The Caregiver Support Specialist is
bilingual in Spanish and English and trained in Savvy Caregiver, Powerful Tools for Caregivers, and she and
two other members of the Senior Resources workforce are T-Care trained. Since October 2019, three new
support groups have been formed in areas of the region that previously did not have local caregiver support.
During the COVID crisis, each caregiver registered for support has received a weekly phone call to inquire
regarding needs and to offer phone support. During the crisis, caregivers who self-identified as desiring phone
support were added to the weekly call list.
April 2021: Caregiving Support and Training has expanded to online platforms and phone during the COVID
pandemic. Training opportunities such as Savvy Caregiver and Powerful Tools for Caregiver have been
offered via Zoom as have weekly caregiver support groups. In addition, from June to September, caregiver
support groups have been offered around the region in outdoor settings. For caregivers unable to access one of
these offerings, the Caregiver Support Specialist calls them weekly to provide support and/or training. Senior
Resources purchased a user-friendly caregiver support platform called Trualta. This platform provides
training and support based on the caregivers’ areas of interest and need.
E. Help older adults maintain their health and independence at home and in the community.
Objectives
1. One community within the PSA will achieve the Community for a Lifetime (CFL) designation by September
30, 2022. (CFL) program is designed to improve the lives of all residents keeping members healthy and engaged,
will enhance availability of key services and supports that assist seniors in coping with the predictable problems of
aging without further burdening their caregivers, exhausting their financial resources or increasing the likelihood
that they must leave home for more intensive and more expensive settings, such as assisted living or long term
care. CFL will assist seniors in averting health costs for themselves, Medicare and Medicaid and allow them to
support themselves throughout their lives.
Timeline: 10/01/2019 to 09/30/2022
Progress
April 2020: To date, no progress has been made in this area.
April 2021: To date, no progress has been made in this area.
2. Increase the number of affordable housing options available to older adults within the PSA.
Timeline: 10/01/2019 to 09/30/2022
16Senior Resources Annual Implementation Plan FY 2022
Progress
April 2020: Two counties within our three-county region are actively working to secure affordable senior housing for
the communities they serve. In Ottawa County a subcommittee of Housing Next, the organization that specializes in
housing concerns for all populations, is working to find a suitable location to develop and build subsidized housing
for seniors. They have secured partner organizations which have committed to a project when the location
requirements have been met.
Last year in Oceana County, Senior Resources funded a study to determine how many senior units will be required in
the next several years and at what level of affordability these units will need to be. That study is being used to set
course for the next step in development.
Senior Resources is continuing to advocate for senior affordable housing and participate in housing committees and
coalitions throughout the region.
April 2021: Senior Resources has become involved in the Ottawa County Housing Commission. Ottawa County has
a high number of seniors with few affordable housing opportunities available. Our focal point, Four Pointes Center for
Successful Aging, has a board subcommittee working with community investors on housing feasibility studies.
F. Improve the accessibility of services to Michigan’s communities and people of color, immigrants, and LGBTQ+
individuals
State Goal Match: 1
Narrative
Senior Resources recognizes that cultural competency is critical to reducing health disparities and improving older
persons’ access to health care that is respectful and responsive to the needs of all persons within our region. Culture
involves many aspects, including personal identification, language, thoughts, communications, actions, customs,
beliefs, values, and institutions that are often specific to ethnic, racial, religious, geographic, or social groups. To that
end, Senior Resources has assembled a Cultural Competency Committee who meets regularly to assess diverse needs
within our region, interventions taken to meet the needs of these groups and analysis the results of the interventions.
This is an ongoing process that requires input from community members and partnerships with organizations that
specialize in services to meet the needs of these unique groups. We strive to ensure that our communication,
marketing efforts, and service delivery are unique for individuals based on their preferences
Objectives
1. To educate Senior Resources workforce on the unique needs to the LGBT elders in our region.
Timeline: 10/01/2021 to 09/30/2022
Activities
Provide information to Senior Resources staff and the aging network in our region regarding the existence and special
needs of LGBT elders. Educate the LGBT organizations within the region to the services provided by Senior
Resources of West Michigan and market to and inform LGBT individuals regarding Senior Resources of West
Michigan and services offered by our organization.
Expected Outcome
Senior Resources work force will be poised and ready to meet the unique needs of all populations within the region.
Progress
April 2021: Senior Resources’ Diversity, Equity and Inclusion (DEI) committee’s main work is to focus on achieving
a more diverse environment; the committee is responsible for helping bring forth cultural and sometimes ethical
changes within our organization. They have worked toward this goal in the past year by having regular open
meetings to discuss current events and emerging trends, engaging trainers to speak on various diversity, equity and
inclusion topics, and defining the goals of the committee. Topics presented in the past year include: Guidelines for
meeting the needs of Hispanic and Spanish speaking participants through Services of Hope, Lakeshore Nonprofit
17Senior Resources Annual Implementation Plan FY 2022
Alliance Virtual Groundwater and White Allyship training for select staff members, and a Healthy Boundaries
training which discussed how culture can play a factor in maintaining boundaries. The committee provides regular
communication about Cultural Competence news and events available in the community through email
communication and staff meeting updates, and listening sessions offered to BIPOC staff members. Generalized
feedback is offered back to Senior Resources staff at large.
In the next year, 1/3 of our staff will attend SAGE training. Each year 1/3 of our staff will go through one of their
webinars to maintain that credential. You will find the full list of trainings topics covered by SAGE training offered
at this link. https://sageusa.care/our-services/coaching-training/
To ensure our outreach and communication is culturally sensitive and welcoming, we have encouraged staff to add
identifying pronouns to their email signatures.
Senior Resources maintains regular contact with all providers and routinely sends free training opportunities, on a
variety of topics, that they could offer to their staff.
We also encourage providers to take advantage of the training opportunities we have available on our website through
SAGECare at: https://seniorresourceswmi.org/provider-training-opportunities/ where there are hundreds of provider
trainings and resources are available on diversity related topics, ranging from Cultural Competency to Enriching Care
for LBGT Older Adults of Color and many other significant topics.
In addition, Senior Resources offers providers resources on Person Centered Planning training which includes
modules that focus on the cultural needs of the participant.
Senior Resources has many written materials translated into Spanish and there are ongoing efforts to continue
translating additional materials into Spanish, the most common foreign language we encounter in our region. In
addition, we have procedures in place for how to obtain an interpreter of any language, if needed.
18Senior Resources Annual Implementation Plan FY 2022
Supplemental Documents
Supplemental Documents A through G are presented in the list below. Select the applicable supplemental
document(s) from the list on the left. Provide all requested information for each selecteddocument. Note that older
versions of these documents will not be accepted and should not be uploaded as separate documents.
A. Policy Board Membership – not required for the FY 2022 AIP
B. Advisory Council Membership – not required for the FY 2022 AIP
C. Proposal Selection Criteria - should only be completed if there are new or changed criteria forselecting
providers
D. Cash-In-Lieu-Of-Commodity Agreement - should be completed if applicable to the area agency’s 2021
AIP
E. Waiver of Minimum Percentage of a Priority Service Category - should be completed if applicable tothe area
agency’s 20221 AIP
F. Request to Transfer Funds - should be completed if applicable to the area agency’s 2022 AIP
G. 2022 Evidence Based Programs Document - required to be completed for each Title III-D fundedEBDP
program and uploaded into AMPS
(The form to be used are located in the Documents Library)
19Senior Resources Annual Implementation Plan FY 2022
SUPPLEMENTAL DOCUMENT D
Agreement for Receipt of Supplemental Cash-In-Lieu of Commodity Payments for theNutrition
Program for the Elderly
The above identified agency, (hereinafter referred to as the GRANTEE), under contract with the Aging and Adult
Services Agency (AASA), affirms that its contractor(s) have secured local funding for additionalmeals for senior
citizens which is not included in the current fiscal year (see above) application and contract as approved by the
GRANTEE.
Estimated number of meals these funds will be used to produce is: 167,307
These meals are administered by the contractor(s) as part of the Nutrition Program for the Elderly, and the meals
served are in compliance with all State and Federal requirements applicable to Title III, Part Cof the Older
Americans Act of 1965, as amended.
Therefore, the GRANTEE agrees to report monthly on a separate AASA Financial Status Report the number of
meals served utilizing the local funds, and in consideration of these meals will receive separate reimbursement at
the authorized per meal level cash-in-lieu of United States Department ofAgriculture commodities, to the extent
that these funds are available to AASA.
The GRANTEE also affirms that the cash-in-lieu reimbursement will be used exclusively to purchasedomestic
agricultural products, and will provide separate accounting for receipt of these funds.
20FY 2022 AREA PLAN GRANT BUDGET
Rev. 05/18/20
Agency: SENIOR RESOURCES OF WEST MICHIGAN Budget Period: 10/01/21 to 09/30/22
PSA: 14 Date: 04/21/21 Rev. No.: 0 Page 1of 3
SERVICES SUMMARY ADMINISTRATION
SUPPORTIVE NUTRITION Revenues Local Cash Local In-Kind Total
FUND SOURCE SERVICES SERVICES TOTAL Federal Administration 167,906 175,000 20,000 362,906
1. Federal Title III-B Services 422,572 422,572 State Administration 29,018 29,018
2. Fed. Title III-C1 (Congregate) 557,527 557,527 MATF Administration - - - -
3. State Congregate Nutrition 9,685 9,685 St. CG Support Administration 11,000 - - 11,000
4. Federal Title III-C2 (HDM) 298,246 298,246 Other Admin 2,000 2,000
5. State Home Delivered Meals 483,057 483,057 Total AIP Admin: 209,924 175,000 20,000 404,924
8. Fed. Title III-D (Prev. Health) 31,823 31,823
9. Federal Title III-E (NFCSP) 200,986 200,986
10. Federal Title VII-A 8,431 8,431 Expenditures
10. Federal Title VII-EAP 6,591 6,591 FTEs
11. State Access 28,908 28,908 1. Salaries/Wages 4.00 245,000
12. State In-Home 515,385 515,385 2. Fringe Benefits 81,000
13. State Alternative Care 113,624 113,624 3. Office Operations 78,924
14. State Care Management 215,913 215,913 Total: 404,924
15. St. ANS 45,076 45,076
16. St. N ursing Home Ombs (NHO) 22,010 22,010
17. Local Match Cash Match Detail In-Kind Match Detail
a. Cash 132,000 60,000 192,000 Source Amount Source Amount
b. In-Kind 191,000 120,000 311,000 Tanglewood Partners 20,000 Volunteers 20,000
18. State Respite Care (Escheat) 65,933 65,933 SRWM Reserves 135,000
19. MATF 132,858 132,858 Other local match 20,000
19. St. CG Support 5,392 5,392
20. TCM/Medicaid & MSO 310,576 310,576
21. NSIP 68,659 68,659
22. Program Income 55,000 295,000 350,000
TOTAL: 2,504,078 1,892,174 4,396,252
Total: 175,000 Total: 20,000
I certify that I am authorized to sign on behalf of the Area Agency on Aging. This budget represents necessary costs for implementation of the Area Plan.
Adequate documentation and records will be maintained to support required program expenditures.
Pam Curtis CEO 04/26/21
Signature Title Date
21FY 2022 AREA AGENCY GRANT FUNDS - SUPPORT SERVICES DETAIL
Agency: SENIOR RESOURCES OF WEST
T MICHIGAN Budget Period: 10/01/21 to 09/30/22 Rev. 05/18/20
PSA: 14 Date: 04/21/21 Rev. No.: DRAFT page 2 of 3
*Operating Standards For AAA's
Op Title VII A State State St. Alt. State Care State St. ANS St. Respite MATF St. CG Suppt TCM-Medicaid Program Cash In-Kind
Std SERVICE CATEGORY Title III-B Title III-D Title III - E Title VII/EAP OMB Access In-Home Care Mgmt NHO (Escheat) MSO Fund Income Match Match TOTAL
A Access Services
A-1 Care Management 108,000 300,000 18,000 18,000 444,000
A-2 Case Coord/supp 152,572 20,000 28,908 107,913 45,076 90,000 20,000 464,469
A-3 Disaster Advocacy & Outreach Program -
A-4 Information & Assis 50,000 10,000 7,000 67,000
A-5 Outreach -
A-6 Transportation 45,000 5,000 4,000 3,000 57,000
A-7 Options Counseling -
B In-Home
B-1 Chore -
B-2 Home Care Assis -
B-3 Home Injury Cntrl -
B-4 Homemaking 480,385 18,000 4,000 60,000 562,385
B-6 Home Health Aide -
B-7 Medication Mgt 12,000 35,000 2,000 6,000 55,000
B-8 Personal Care 30,000 113,624 9,000 18,000 170,624
B-9 Assistive Device&Tech -
B-10 Respite Care 118,986 65,933 5,392 8,000 26,000 224,311
B-11 Friendly Reassure 20,000 3,000 23,000
C-10 Legal Assistance 28,000 3,000 31,000
C Community Services
C-1 Adult Day Services 132,858 10,000 16,000 158,858
C-2 Dementia ADC -
C-6 Disease Prevent/Health Promtion 31,823 4,000 35,823
C-7 Health Screening -
C-8 Assist to Hearing Impaired & Deaf Cmty -
C-9 Home Repair -
C-11 LTC Ombudsman 5,000 8,431 22,010 10,576 3,000 3,000 52,017
C-12 Sr Ctr Operations -
C-13 Sr Ctr Staffing -
C-14 Vision Services -
C-15 Prevnt of Elder Abuse,Neglect,Exploitation 6,591 1,000 7,591
C-16 Counseling Services -
C-17 Creat.Conf.CG® CCC -
C-18 Caregiver Supplmt Services -
C-19 Kinship Support Services 15,000 1,500 16,500
C-20 Caregiver E,S,T 37,000 4,500 41,500
*C-8 Program Develop 80,000 3,000 10,000 93,000
Region Specific
a. -
b. -
c. -
d. -
7. CLP/ADRC Services - - -
Sp Co 8. MATF Adm -
Sp Co 9. St CG Sup Adm 11,000 11,000
SUPPRT SERV TOTAL 422,572 31,823 200,986 6,591 8,431 28,908 515,385 113,624 215,913 22,010 45,076 65,933 132,858 16,392 310,576 55,000 132,000 191,000 2,515,078
22Planned Services Summary Page for FY 2022 PSA: 14
Budgeted Percent Method of Provision
of the
Service Funds Total Purchased Contract Direct
ACCESS SERVICES
Care Management $ 444,000 10.07% X
Case Coordination & Support $ 464,469 10.54% X X
Disaster Advocacy & Outreach Program $ - 0.00%
Information & Assistance $ 67,000 1.52% X X
Outreach $ - 0.00%
Transportation $ 57,000 1.29% X X
Option Counseling $ - 0.00%
IN-HOME SERVICES
Chore $ - 0.00%
Home Care Assistance $ - 0.00%
Home Injury Control $ - 0.00%
Homemaking $ 562,385 12.76% X
Home Delivered Meals $ 1,095,633 24.86% X X
Home Health Aide $ - 0.00%
Medication Management $ 55,000 1.25% X
Personal Care $ 170,624 3.87% X
Personal Emergency Response System $ - 0.00%
Respite Care $ 224,311 5.09% X
Friendly Reassurance $ 23,000 0.52% X
COMMUNITY SERVICES
Adult Day Services $ 158,858 3.60% X
Dementia Adult Day Care $ - 0.00%
Congregate Meals $ 796,542 18.07% X
Nutrition Counseling $ - 0.00%
Nutrition Education $ - 0.00%
Disease Prevention/Health Promotion $ 35,823 0.81% X
Health Screening $ - 0.00%
Assistance to the Hearing Impaired & Deaf $ - 0.00%
Home Repair $ - 0.00%
Legal Assistance $ 31,000 0.70% X
Long Term Care Ombudsman/Advocacy $ 52,017 1.18% X
Senior Center Operations $ - 0.00%
Senior Center Staffing $ - 0.00%
Vision Services $ - 0.00%
Programs for Prevention of Elder Abuse, $ 7,591 0.17% X
Counseling Services $ - 0.00%
Creating Confident Caregivers® (CCC) $ - 0.00%
Caregiver Supplemental Services $ - 0.00%
Kinship Support Services $ 16,500 0.37% X
Caregiver Education, Support, & Training $ 41,500 0.94% X X X
AAA RD/Nutritionist $ - 0.00%
PROGRAM DEVELOPMENT $ 93,000 2.11% X
REGION-SPECIFIC
a. $ - 0.00%
b. $ - 0.00%
c. $ - 0.00%
d. $ - 0.00%
CLP/ADRC SERVICES $ - 0.00%
SUBTOTAL SERVICES $ 4,396,252
MATF & ST CG ADMINSTRATION $ 11,000 0.25% X
TOTAL PERCENT 100.00% 28.37% 51.16% 20.47%
TOTAL FUNDING $ 4,407,252 $1,250,000 $2,255,000 $902,252
Note: Rounding variances may occur. Rounding variances of + or (-) $1 are not considered material.
23Approved Multi-Year Plan Highlights
The Multi-Year Plan Highlights provide an overview of the FY 2020-2021 MYP priorities set by the area agency as
approved by the Commission on Services to the Aging. These highlights serve to provide anoverall reference for the
established three-year planning period. They also help to provide a frame workand context for activities planned
during the FY 2021 AIP. The FY 2020-2022 MYP Highlights are included as a read-only section. No further entry
by the area agency is necessary.
1. A brief history of the area agency and respective PSA that provides a context for the
MYP. It isappropriate to include the area agency's vision and/or mission statements in
this section.
Senior Resources was designated as an Area Agency on Aging in 1974 by the State of Michigan to
administer the federal Older Americans Act and the Older Michiganians Act funding. This year will
mark the 47th year that Senior Resources has served West Michigan as the gateway to local resources ,
planning efforts and services to help older adults, their families and caregivers in Muskegon, Oceana
and Ottawa counties.
It is the vision of Senior Resources to promote lifelong dignity and independence. That vision coupled
with our mission of providing a comprehensive and coordinated system of services designed to promote
the independence and dignity of older persons and their families - a mission compelling us to focus on
older personsin greatest need and to advocate for all - guides our purpose. Senior Resources serves as a
focal point and acts as an advocate for the elderly by advancing causes or issues that are vital to their
welfare. It is a goal of the agency to inform and educate seniors, families and the public on available
services and issues affecting older adults. In addition, Senior Resources staff is active in many local,
regional, and statewide groups and organizations. From advocacy at the national and state levels, to
partnering with a local senior center or food bank, we recognize the need to be active and involved in all
aspects of our community.
We directly provide a variety of services that support individuals, families, and caregivers in the form of
case management and options counseling. Our staff talk with thousands of individuals to assist them in
gaining information about local services and to access support. Services provided through contracts
include: congregate nutrition, home-delivered meals, adult day care, transportation, legal services,
respite care, in-home personal care, kinship, and family caregiver support.
It is the agency's specific goal to effectively implement the Older Americans Act by developing and
administering a regional area plan for coordinating and contracting with viable agencies for services for
persons 60 years and older. The Area Plan outlines a considerable amount of information about our
communities such as a demographic overview and provider and service systems, as well as multi-year
planning objectives and the 2020 projected spending proposals.
2. A summary of the area agency's service population evaluation from the Scope of Services section.
Within PSA 14, a total of 91,966 people are over the age of 60, or 20% of the total population. This is
an increase of 1.2% from 2017. Projections show that over the next five years, 2020-2025, this number
for Muskegon, Oceana and Ottawa Counties will increase by 32,029 for an estimated 26% of the
population living in the PSA over the age of 60.
The three counties within our PSA are each unique. The largest county is Ottawa with a population of
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