Senior Centre Odyssey Report July 23 2015 Grey...

Kerby CentreSenior Centre Odyssey Report

July 27, 2015

Background:� Kerby Centre is a large multipurpose seniors centre located in

Downtown Calgary, Alberta, Canada.

� Due to a number of current and emerging challenges impacting the

Centre’s long-term sustainability at its existing location, the Kerby

Centre Board of Directors unanimously agreed to pursue an

ambitious relocation project to better serve Calgary’s older adult

population.

� Kerby Centre’s new relocation initiative provides a unique

opportunity to challenge conventional thinking and study

innovative practices and facilities designed to improve outcomes

for older adults.

Purpose of the Odyssey:� The purpose of the Senior Centre Odyssey was to gather

intelligence on best practices to help inform and develop ideas for

the new Kerby Centre.

� The Odyssey undertaking involved an assessment of other senior

centres and seniors-serving facilities (i.e. wellness centres and

community centres) with a focus on gathering insights to enhance

future Kerby Centre operations and facilities to better serve older

adults in the community.

Odyssey Overview:� In total, 14 different facilities were visited across North America.

� Target facilities were identified through a combination of

references in previously obtained and commissioned best

practices reports, through online research, and through referrals

from Kerby’s professional network. Visited facilities included:

Targeted Centres

1. Evergreen Commons

Holland, MI

6. North Shore Senior Centre

Northfield, IL

11. Senior Centre Inc.

Charlottesville, VA

2. Fergus Falls Senior Citizens Program

Fergus Falls, MN

7. North Your Seniors Centre

Toronto, ON

12. The Summit

Grand Prairie, TX

3. Good Neighbours Active Living Centre

Winnipeg, MB

8. Rady Jewish Community Centre

Winnipeg, MB

13. Volen Centre

Boca Raton, FL

4. Levy Senior Centre

Evanston, IL

9. Reh-Fit Centre

Winnipeg, MB

14. Wellness Institute

Winnipeg, MB

5. Mayor William Beardall Senior Centre

Orlando, FL

10. SAGE

Edmonton, AB

Total Distance Travelled:

29,498 km or 18,329 miles

Scope of Odyssey Assessment� A standardized questionnaire was used to collect data in five

main areas:

� Centre Profile Information

� Operations

� Financial

� Facility/Location

� Governance

Target Centres Profile Summary� Number of Years Active: Target centres visited ranged in their

number of years active from 5 yrs. – 96 yrs., representing a cross-

section of well-established community institutions, as well as new

centres adopting best practices in facility design and programming.

� Operating Budgets: Operating budgets for the targeted centres

ranged from $210,000 (USD) - $9 million (USD), representing

smaller community-focused centres to large multi-faceted agencies

serving a broad geographic area.

� Number of Employees: The largest of the senior centres visited

employed 130 employees while the smallest employed 1.5 full

time equivalents.

Target Centres Profile Summary� Number of Volunteers: Although most target centres visited relied

heavily upon volunteer resources, there were a couple of

exceptions. Number of volunteers ranged from 8 – 700+.

� Membership: A total of 13 of 14 centres operated with a formal

membership model in place (drop-ins allowed). Of those that

offered membership, membership fees ranged from US$20/yr. –

US$600/yr. (membership fee differences come with great variation

in benefits offered). Number of members ranged from 485 –

5,200.

Target Centres Profile Summary� Number of Locations: A total of 5 of 14 centres offered

programming from more than one location. Of those that

operated more than one facility Adult Day Programs were the most

popular program offered in another facility, followed by lifelong

learning, social services, and a shelter for abused seniors.

Target Centres Profile Summary

Largest Senior Centres by Main Facility Size

1. Wellness Institute - 86,000 ft2 6. Volen Centre – 43,000 ft2 11. North York - 25,000 ft2

2. Reh-Fit - 80,000 ft2 7. North Shore – 40,000 ft2 12. Seniors Center Inc. – 21,000 ft2

3. Evergreen – 65,000 ft2 8. Good Neighbours – 28,000 ft2 13. SAGE – 20,000 ft2

4. The Summit – 60,000 ft2 9. Mayor William – 28,000 ft2 14. Fergus Falls – 15,000 ft2

5. Rady – 54,000 ft2 10. Levy – 26,000 ft2

This column represents centres that are comparable

or larger than the existing Kerby Centre at 56,000 ft2.

� Largest Senior Centres by Main Facility Size:

Target Centres Profile Summary

Largest Senior Centres by Operating Budget

1. Volen Centre - $9M 6. Evergreen - $3.2M 11. Mayor William - $375K

2. North Shore - $7.1M 7. SAGE - $2.35M 12. Good Neighbours - $315K

3. Wellness Institute - $7M 8. The Summit - $1.7M 13. Fergus Falls - $210K

4. Reh-Fit - $5M 9. Seniors Center Inc. - $1.2M 14. Rady - ?

5. North York - $3.5M 10. Levy - $1.2M

This column represents centres with comparable or

greater operating budgets than the existing Kerby

Centre at $4M.

� Largest Senior Centres by Operating Budget:

Operational Highlights

Active Aging:

� A recurring programming theme focused on providing a “Whole

Person” wellness model that focuses on the International Council on

Active Aging’s 7-Dimentions of Wellness:

� Research has proven that the value

of a holistic approach to wellness,

recognizing that these dimensions

are interdependent and essential for

promoting health. The model moves

away from disease management and

towards proactive prevention

strategies to improve healthy and

active aging.


7-Dimentions of Active Aging Defined:

� Emotional: The ability to cope with challenges and behaving in

trustworthy and respectful ways signal emotional wellness, which can be

encouraged through peer counseling, stress management,

humor/laughter and personal histories.

� Intellectual/Cognitive: Engaging in creative pursuits and intellectually

stimulating activities is a proven approach to keeping minds alert and

interested. There are many ways to stay intellectually active, including

taking college courses, journaling, painting or joining a theater company,

and challenging oneself with games and puzzles.

Operational Highlights� Physical: The goal of living independently is one shared by many people,

and physical wellness is necessary to achieve this. Lifestyle choices that

can maintain or improve health and functional ability include engaging in

physical activity, choosing healthy foods with adequate nutrition, getting

adequate sleep, managing stress, limiting alcohol intake, not smoking,

making appointments for check-ups and following medical

recommendations.

� Professional/Vocational: Work that utilizes a person’s skills while

providing personal satisfaction is valuable for society as well as the

individual. Participating in the paid and unpaid workforce means

maintaining or improving skills, and helping others. Older adults

contribute to society as experienced professionals, caregiver, mentors,

teachers and volunteers. Leisure-time vocations in the arts and through

hobbies maintain vocational skills.

Operational Highlights� Social: Social interactions with family, friends, neighbors and chosen peer

groups can be valuable for maintaining health. Personal contact by

joining clubs, traveling, visiting friends and family, engaging in

intergenerational experiences is beneficial.

� Spiritual: Living with a meaning and purpose in life, guided by personal

values, is key to feelings of well-being and connection to the larger world.

Group and individual faith-based activities, personal meditation, mindful

exercise (yoga, tai chi) and experiencing nature can open create the

opportunity for spiritual growth.

� Environmental: Surrounded by natural and man-made environments,

good stewardship means respecting resources by choosing “green”

processes that re-use and recycle goods. It also means looking at ways to

bring people into the natural environment and encourage active living

through urban and property designs emphasizing walking paths,

meditation and vegetable gardens and similar options.

Operational HighlightsUnique/Innovative Programming/Services and Tools:

� The following programs/services and tools discovered at targeted

centres are not currently offered by Kerby Centre:

� Case Management Services – A fee-based service helping older

adults and their families find targeted solutions to the challenges they

face. Professional staff conducts in-depth assessments, and provides

options for immediate needs, ongoing support or future care

planning.

� Benefit Card Program – Provides

improved access to services to

seniors, community benefits, and

discounts at participating businesses.

Operational HighlightsUnique/Innovative Programming/Tools (Cont’d.):

� Online Proposal Submission – Is a tool for instructors interested in

delivering new programs or services to centre participants. This

submission tool is an innovative mechanism that allows centre

administrators to evaluate proposals on a case-by-case basis for

strategic fit and mutual benefit.

� Healthy Aging Resource Team – In partnership with a regional health

authority, in-home health consultations are conducted by a nurse and

occupational therapist to help those 55+ to live well.

� Mobile Doctor Clinic – Delivering in-home service calls.

� In-House Physician Consultation Room – For on-site medical

examinations.


� Online Courses - Lifelong learning opportunities accessible from

home (e.g. art & music, digital photography, personal enrichment,

language, creative writing & publishing, computers, entrepreneurship

& business).

� Transportation Services – Centre administered fleets are used to

door-to-door transportation services to seniors for medical/dental

appointments, shopping trips, and trips to the senior centre.

� Seniors Work Placement Program – Experienced seniors can enroll in

a work placement program for a period of three years to find

employment in their community.


� “Ask the Expert” – An online tool to submit queries and get up-to-

date, reliable answers for health and fitness questions.

� Free Wi-Fi – Provision of free onsite wireless internet access.

� Pet Therapy – To assist with physical and emotional wellness of older

adults.

� Rehabilitation Programs – Clinic supporting recovery from cardiac,

pulmonary, joint disease, cancer, post-surgical conditions, etc.

� Spa and Therapeutic Services – Includes services such as therapeutic

massage, reflexology, and esthetics clinic.


Unique/Innovative Programming/Tools (Cont’d.):

� Certified Medical Fitness Facility – Features programming led by an

interdisciplinary team of professionals (i.e. physicians, nurses,

physiotherapists, dietitians, massage therapists, kinesiologists, etc.) to

safely and effectively assist people to develop, initiate, and maintain

an active lifestyle that minimizes the risk of illness and disease and

promotes health and wellness.

� Adult Day Programs Focused on Individuals With Alzheimer's and

Dementia – A therapeutic evidence-based group program providing

social interaction, physical exercise, cognitive activities, and creative

arts therapies offered by specially trained staff. Alzheimer’s and

dementia based adult day programs also offer an important respite

service to caregivers.

Operational HighlightsAttracting Baby Boomers:

� Targeted Senior Centres implemented the following strategies to

increase participation of Baby Boomers at their centres:

� Appropriate marketing/branding (ageless marketing)

� Games (bridge, mahjong, etc.)

� Enhanced fitness programs and facilities

� Offer holistic wellness programming

� Provide higher-learning classes

� Dance classes

� Upgrade the facility (contemporary and modern)

� Extended operating hours (evenings and weekends)

� Build strong relationships with adult children (if parents have positive

experiences, children may participate too)

Operational HighlightsAttracting Baby Boomers (Cont’d.):

� Use social media to increase organizational awareness

� Develop volunteer opportunities that leverage Baby Boomer skillsets

� Special events and entertainment geared towards Baby Boomers

� Caregiver workshops

� Organized travel opportunities

� Pickleball and Golf

� Some centres are not planning for the Baby Boomer demographic.

Reasons include:

� Other higher-end options in the community that they are willing to

pay for.

� The Baby Boomer demographic falls outside the scope of services.

Operational HighlightsAttracting Male Participants:

� Females typically make up a large proportion of all senior centre

participants. In order to increase participation of male clients,

targeted centres have implemented the following strategies:

� Peer-led discussion groups (e.g. current events, foreign affairs, history,

etc.)

� Fitness room and personal trainers

� Sports (pickleball, golf, baseball, basketball, fishing, etc.)

� Men’s clubs

� Woodworking shop

� Singing/Choir

� Adult day program

Operational HighlightsAttracting Male Participants (Cont’d.):

� Leadership opportunities (board and committee participation)

� Dating service

� Having a liquor license

� Games (bridge, cribbage, billiards, horseshoes, etc.)

� Art classes

� Bingo

� Ballroom dance

� Computer/technology room

Operational HighlightsEmbracing Diversity at the Senior Centre:

� Generally speaking, particularly in larger communities,

demographics are demonstrating increased diversity in older adult

population. Target senior centres are implementing the following

strategies to ensure an inclusive senior centre environment:

� Language classes and chat groups

� Staff diversity

� Translation services

� LGBT Groups/Clubs

� Board diversity

� Pricing eflective of all income groups

� Cultural celebrations

Operational HighlightsEmbracing Diversity at the Senior Centre (Cont’d.):

� Multi-lingual marketing/promotional materials

� Exercise (Tai Chi, Yoga, dance, etc. creates atmosphere for diversity)

� Policy changes to reflect diversity of participants (e.g. dress code)

� Facility rentals to religious/faith, cultural, and ethnic groups

� Multicultural seniors outreach program serving isolated immigrant

and refugee seniors.

Operational HighlightsOutreach Programs/Services:

� Targeted senior centres implemented the following strategies to

home-bound older adults to ensure access to important programs

and services:

� Home delivered meals

� Senior companion program

� In-home medical consultations

� Public service announcements

� In-home care services (e.g. respite services, housecleaning, laundry,

shopping, errands, companionship, medication set-up, etc.)

� Special events at subsidized housing complexes

� Case management for home-bound seniors

Operational HighlightsOutreach Programs/Services (Cont’d.):

� Yard work (e.g. snow shoveling, lawn mowing, raking, etc.)

� Promotional booths at local malls (to increase centre visibility)

� Linking senior resource councils to hospitals/clinics

� Transportation services (to the centre, to appointments, shopping,

etc.)

� Fee-for-service in-home personal training

� Partnership with the local Better Business Bureau for pre-qualified

services for seniors (e.g. cleaning, carpentry, electrical, plumbing,

roofing, foot care, flooring, housekeeping, respite, snow removal,

transportation, window cleaning, yard maintenance, painting,

computer repairs, etc.)


Future Programs/Services:

� Broad responses from targeted senior centres indicated that they

would like to offer the following programs and services at some

point in the future:

� Weekend and evening programs to attract Baby Boomers

� Providing social services at other locations in the community

� Fitness on Demand

� Online classes

� Transportation services

� New clubs

� Lunch and learns with guest speakers

� Computer technology classes

� A centre ”App” for mobile devices

Operational HighlightsFuture Programs/Services (Cont’d.):

� Massage clinic

� Physiotherapy clinic

� Intergenerational programming

� Expand pool programming

� More programs/services for men (e.g. woodworking shop)

� Fitness centre

� Wellness centre providing holistic services (e.g. podiatrist, massage

therapist, audiologist, nurse, barber and hairdresser, etc.)

� Partnership with post-secondary institution for higher-learning classes

“We need to pay more attention to member feedback, as members

are the creative resource for the centre”.

-- Good Neighbours Active Living Centre

Operational HighlightsInformation Management:

� Systems for Tracking User Information and Vital Statistics is critical

for measuring success and strategic planning. Targeted senior

centres have adopted the following tools to help manage their

information needs:

� Most centres have adopted some kind of automated information

management system (i.e. 9 of 14 centres).

� 5 of 14 centres still use paper

registration/attendance forms.

Operational HighlightsInformation Management (Cont.’d):

� “My Seniors Centre” was the only information system adopted by

more than one senior centre (i.e. x2 centres).

� Other Information systems used include:

� RecTrac

� Lumen’s (web-based system developed by Augusoft)

� Gold Care (developed by Canesta)

� Access Database

� Custom-built solutions

� CSI

� Active Network Class System

� Efforts to Outcome

� All automated systems use fob and scanner technology to help track

user information.

Operational HighlightsInformation Management (Cont.’d):

� A number of centres expressed frustration over their difficulty finding

a system that met their entire agency needs. There are systems that

offer pieces but may not be comprehensive enough with respect to

agency requirements.

� System costs were also highlighted as a challenge hindering adoption

of automated information management systems, particular if desired

information outcomes don’t align with system functionality.

Operational HighlightsImportant/Impactful Strategic Partnerships:

� Most partnerships identified were for the purpose of

expanding the delivery of programs and services to older

adults, such as:

� Health and Wellness (i.e. information and service/care delivery)

� Schools (i.e. intergenerational programming, internships, education and

research)

� Social/Community Services (i.e. YMCA, Meals on Wheels, food banks, etc.)

� Assisted Living Complexes (i.e. outreach programming)

� Orchestras (i.e. entertainment and fundraising)

� Grocery Stores (i.e. free/discounted food and supplies)

� Local Transportation Services (i.e. discounted fares)

� Legal services groups/organizations (i.e. pro-bono legal advice)

Operational Highlights� Other important partnerships focused on financial support, such

as:

� United Way

� Government

� Business

Operational HighlightsExtended Operating Hours:

� As a strategy to engage Baby Boomer participants and volunteers

(particularly those still in the workforce), most target centres have

adopted extended operating hours.

� 9 of 14 centres have extended operating hours into the evenings and

weekends.

� The remaining 5 centres only extend operating hours for special

events.

Operational HighlightsAccreditation:

� Many senior centres consider accreditation as a means to

communicate competency, authority or credibility through an

external party certification process. Of the 14 centres visited, 9 of

them obtained some type of accreditation through the following

accreditation bodies:

� National Institute of Senior Centers (US)

� Commission on Accredited Rehabilitation Facilities (International)

� Medical Fitness Association (International)

� Imagine Canada (Canada)

� Accreditation Canada (Canada)

� A number of centres have let their

accreditation lapse as a result of diminishing

value over time.

Operational HighlightsAccreditation (Cont’d.):

� Although accreditation is praised for developing a foundation for

organizational robustness to assist with accountability, efficiency,

and funder credibility, a number of centres have let their

accreditations lapse as a result of diminishing value over time.

� Certain centres seemed to rely less upon third party validation of

competency and credibility over the years as their brands and

reputation in the community become more established.

� Cost/Benefit considerations are key to determining value of

accreditation as accreditation can be costly expense.

Financial HighlightsRevenue Sources:

� Revenue sources sustaining the target centres visited are generally

secured through the following sources:

� Government funding ranged from 0% - 100% of total centre revenue

� Centre generated funds ranged from 0% - 75% of total centre revenue

� Donation funds ranged from 0% - 24.5% of total centre revenue

� Investment income ranged from 0% - 24% of total centre revenue

� United Way/Foundation Grants income ranged from 0% - 15% of total

centre revenue

Financial HighlightsContracted Services for Operations:

� A number of target centres leverage off of the expertise of outside

resources for the provision of services, maintenance, and

administrative functions, such as:

� Class Instructors

� Maintenance

� IT Services

� Payroll Services

� Personal Trainers

� Food Services

� Massage Therapy

� Fitness Centre operated by local fitness business

Financial HighlightsSocial Enterprise:

� Some centres have introduced ways of creating internally

generated income through services to support agency bottom

lines. Examples of income generating services include:

� Facility Rentals

� In-Home Care Services / Home Delivered Meals

� Fitness Centre

� Personalized Case Management

� Thrift Shop

� Home Maintenance Program

� Wellness Clinic

Financial HighlightsSocial Enterprise (Cont’d.):

� Restaurant/Café

� Travel Office

� Massage Therapy

� Advertising sales for newsletters/directories/brochures

Financial HighlightsTop Program/Service Revenue Generators:

� Target centres were asked to share which of their programs and

services were their top revenue generators. Responses are

summarized below:

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ntr

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Program/Service Type

Top Program/Service Revenue Generators By Centre

Financial HighlightsMeasuring Community Impact:

� In response to increased accountability and reporting requirements

from funding partners, quantifying community impacts is gaining

momentum as a method to demonstrate funds are having a

desired affect. When asked if community impacts have ever been

quantified, the following responses were communicated by the

target centres:

� None of the centres visited have quantified their social impact to their

community via a Social Return on Investment study.

� 3 of 14 discussed regular client feedback

surveys focused on their satisfaction of

programs and services delivered.

� 2 of 14 have studied health impacts of their

programs and services.

Facility/Location HighlightsFacility Ownership:

� When probed about ownership of their respective facilities, target

centres revealed the following:

� 5 of 14 centres retain ownership over their own facility.

� 5 of 14 centres reside in City-owned facilities.

� 1 of 14 centres resides in a County-owned facility.

� 1 of 14 centres resides in a Business-owned facility.

� 1 of 14 centres resides in a Hospital-owned facility.

Facility/Location Highlights

Facility Age:

� Facility ages ranged from 5 yrs to 94 yrs., with most (8 of 14

centres) operating in facilities 18 years old or less:

� Only one senior centre (i.e. Mayor William Beardall – 94 yrs.) was

older than the Kerby Centre (67 yrs.).

Facility Ages

1. Mayor William – 94 yrs. 6. Wellness Institute – 18 yrs. 11. Reh-Fit – 9 yrs.

2. Evergreen – 65 yrs. 7. Rady – 17 yrs. 12. Good Neighbours – 5 yrs.

3. SAGE – 62 yrs. 8. Seniors Center Inc. – 15 yrs. 13. The Summit – 5 yrs.

4. North York – 27 yrs. 9. North Shore – 14 yrs. 14. Fergus Falls – (? - older)

5. Volen Centre – 26 yrs. 10. Levy – 11 yrs.

Facility/Location HighlightsDesired Facility Changes to Better Accommodate Clients:

� Proactive senior centres are always looking for ways to improve

themselves and to remain relevant to their clientele. When asked

what they would change to better meet the needs of older adults,

target centres revealed the following:

Facility Changes

• Barrier Free Considerations • Satellite Spaces

• Additional Parking • Bigger Kitchen

• Additional Programming Space • Safety Communications System

• Larger Fitness Centre • Medical Clinic

• Warm Water Therapy Pool • Improved Circulation and Wayfinding

• Larger Auditorium • Rooftop Garden

• Canopied Front Entrance • More Classrooms

Facility/Location HighlightsPlanned Renovations or Capital Projects:

� When asked who is investing capital funds into their facilities,

target centres communicated the following:

� 5 of 14 centres have no plans for new capital projects (some

constrained by the capital priorities of external facility owners).

� 3 of 14 centres are planning expansion projects.

� 3 of 14 are undertaking capital replacement projects.

� 2 of 14 did not respond.

� 1 of 14 is planning a new centre (i.e. Seniors Center Inc.).

Facility/Location HighlightsFacility Advantages/Disadvantages:

� When asked which components of their senior centre

facility/location work well and don’t work well, target centres

communicated the following.

Facility Advantages

• Excellent Vehicle Access • Integration in a Nice/Safe Community

• Excellent Public Transit • Park-Like Setting

• Centrally Located • Located Near Other Amenities

• Located Near a High Population of

Seniors

• Good Visibility

Facility/Location Highlights� Facility Advantages/Disadvantages (Cont’d.):

Facility Disadvantages

• Parking Limitations/Conflicts • High-Priced Lease

• Poor Accessibility for Seniors • Negative Neighbourhood issues

• Poor Visibility

Facility/Location HighlightsRetail/Office Space Leasing:

� As a means of exploring strategic leasing opportunities in a new

Kerby Centre, target centres were asked if and who they lease

space to at their centres. The following responses were received:

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No Leased

Space

No Answer Hospital Child Daycare Café Commercial

Business

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Leasing Parties

Retail/Office Space Leases in Target Centre Facilities

Facility/Location HighlightsAffiliations With Seniors Housing:

� Target centres were asked if they had any formal affiliations to

deliver programming for older adults in seniors housing complexes.

Responses included the following:

� 8 of 14 centres have no formal affiliation with seniors housing

� 3 of 14 centres have outreach arrangements with seniors housing

� 3 of 14 centres did not respond

Facility/Location HighlightsMost Frequently Used Methods of Transportation:

� Excellent transportation to senior centres is a fundamental

consideration to ensure accessibility to programs and services.

Target centres suggested that the most popular means of

transportation to their facilities include:

� 11 of 14 centres – cars are primarily used

� 2 of 14 centres – public transit is primarily used

� 1 of 14 centres – handi-bus is primarily used

Facility/Location HighlightsProvision of Centre-Run Transportation Services:

� As an alternative to traditional means of transportation, target

centres were asked if they provided centre-administered

transportation services to older adults. Organizations submitted

the following responses:

� 7 of 14 centres offer no centre-run transportation service

� 3 of 14 centres offer centre-run transportation services

� 3 of 14 centres leverage external services specific for seniors/disabled

� 1 of 14 centres rents buses on an as-needed-basis for outings

Facility/Location HighlightsCurrent Parking Needs:

� Since the car was the most frequently used means of

transportation accessing the vast amount of target centres, these

centres were asked how many dedicated parking stalls they

provide to their facility users. Responses are summarized below:

� Dedicated parking stalls ranged from 0 – 350 stalls

� 7 of 14 centres have over 200 stalls

Governance HighlightsBoard Size:

� Board size is an important consideration to ensure effective

governance. Insight into target centre Board sizes yielded the

following findings:

� Of those centres that had Boards (1 did not), the number of members

ranged from 9 – 36 members

� 5 of 13 centres had a 12 member Board (most popular size)

Governance HighlightsFrequency of Board Meetings:

� Board meeting frequency yielded the following responses from

target centres:

� 4 of 13 centres held meetings once a month

� 4 of 13 centres held meetings 7-10 times a year.

� 3 of 13 centres held meetings 6 or fewer times a year

� 2 of 13 centres did not respond

Governance HighlightsBoard Eligibility Requirements:

� Understanding eligibility requirements provides a snapshot into an

organization’s Board member selection strategies. Target centres

offered the following details regarding their respective eligibility

requirements:

� Levy: Board must consist of 2 Levy Family Life Members, 3 community

members, and 7 Levy Senior Center members.

� North Shore: Every Board Member must contribute $2,500 of their

own money and solicit a matching contribution of $2,500. Each

member must sit on at least one Committee. Board Development

Committee seeks out professionals, community leaders and socialites

for their Board.

� Evergreen: US Citizen.

Governance Highlights� North York: Must be at least 18 yrs. old, not bankrupt and supports

the mission of the agency. A skills inventory is utilized to ensure the

right diversity of skill sets is represented on the board.

� Good Neighbours: Need to be 55+, can have those under the age of

55 but they cannot vote. Skills inventory is used for Board and

committee positions.

� Fergus Falls: Must be a member.

� Volen: None really – Current board is mixed with older adults and

professionals.

� Mayor William: City of Orlando resident and able to attend monthly

meetings.

� Seniors Centre Inc.: Majority must be dues-paying members.

� Wellness Institute: Open/general.

Governance Highlights� RJCC: Volunteers from the community who are also members of the

RJCC.

� Reh-Fit: One appointment from the St. Boniface Hospital. Business,

professional, and/or managerial experience is highly desirable,

particularly in finance, marketing, communications, law, human

resources, strategic planning, fund development, governance, and/or

community relations. Board members must be prepared to contribute

financially to the work of the organization, find individuals who are

willing to contribute, and attend Centre events. Board members are

also expected to serve on at least one committee of the Board.

� The Summit: Mayor and council members appoint one member each.

Other members must be local residents.

� SAGE: All board members must be a member of SAGE; however, ages

can vary. SAGE recruits board members based on their needs and the

individual’s skill set.

Key Odyssey Study ObservationsOperational Observations:

� The “Active Aging” concept supported by the International Council

on Active Aging’s 7-Dimentions of Wellness model directly aligns

with Kerby Centre’s mission “To assist older people to live as well as

possible for as long as possible as residents of the community”.

Assessing and filling gaps in programing focused on proactive

strategies to improve healthy aging within each dimension of

wellness may be a useful approach when visioning for a new

facility.

� Unique and innovative programming described by the target

centres offer a glimpse into a number of value-added options to

further serve older adults. Additional exploration into these

programs may result in feasible ideas for the Calgary market.

Key Odyssey Study ObservationsOperational Observations (Cont’d.):

� Strategies to increase the participation rates of Baby Boomers is

critical to ensure Kerby Centre is relevant to the new wave of older

adults. Appropriate marketing/use of social media, relevant

programming/volunteer opportunities, contemporary/modern

facilities, and extended operating hours are important

considerations for Kerby Centre’s future planning.

� As females make up a disproportionately large component of Kerby

Centre users, putting more emphasis on programs and services

that attract male clientele is important to balance out the ratios

and increase over participation at the centre. Appropriate

intellectual/leadership, fitness/sports, hobbies/clubs, games, and

arts/crafts have worked particularly well for other centres.


� To ensure Kerby Centre is viewed as being inclusive to all

demographics of the older adult population, incorporating

strategies to embrace our diverse population is essential. Target

centres suggest that language-related classes/services/marketing is

particularly helpful. Moreover, establishing a diverse staff and

Board will reflect well in the community. Embracing cultural

celebrations and accommodating religious/faith-based gatherings

is also important. Facilitating outreach programs to reach isolated

immigrant/refugee seniors is also a novel approach to improve

outcomes to new Canadians.


� When focusing on how to improve the way we serve home-bound

seniors, target centres put strong emphasis on care services,

nutritional services, socialization services, maintenance assistance,

and transportation services.

� When considering the creation of new programs and services, a

powerful statement stressed the importance of engaging

members, as they are the creative resource for the centre.

� Implementation of an information management system is a critical

tracking, reporting, and strategic planning resource. Therefore, it is

not a surprise that most target centres have adopted some type of

automated system. However, challenges still persists with respect

to applicability and cost. Kerby should invest time carefully seeking

out a robust system that is a fit organizationally and financially.


� Partnerships identified by target centres were primarily identified

for the purposes of expanding the delivery of programs and

services. Target centres found value in partnerships that enhanced

health and wellness, educational, social/community,

entertainment, transportation, legal, and food services.

� Most target centres subscribe to the process of accreditation.

Accreditation provides benefits such as continuous organizational

improvement, legitimizes the agency, and attracts

funding/recognition. More established centres have indicated that

there have been diminished returns for the cost, as they became

adept at running their organizations and have built a sound

reputation for their work in their communities. Nevertheless,

there appears to be weight behind accreditation and Kerby Centre

may benefit from this approach.

Key Odyssey Study ObservationsFinancial Observations:

� Generally speaking, target centres’ revenues come from five

primary sources including government, centre-generated funds,

donations, investment income, and United Way/foundation grants.

This is consistent with Kerby Centre’s funding sources, although

proportions from each may vary with other centres.

� Leveraging the expertise of contracted resources for operational

needs is not an uncommon practice for targeted centres.

Contracted resources are primarily relied upon for the delivery of

services (i.e. class instruction), maintenance, and administrative

functions (i.e. IT and payroll services).

Key Odyssey Study ObservationsFinancial Observations (Cont’d.):

� Social enterprise is an approach taken by organizations to diversify

their revenue streams and supporting their bottom lines. Target

centres have adopted a variety of approaches to generate

additional centre-generated funds led by facility rentals, in-home

care services/home delivered meals, fitness centre memberships,

and personalized case management in terms of popularity across

the centres.

� Top program/service revenue generators for the target centres

were led by fitness, facility rentals, and health/wellness programs

and services.

Key Odyssey Study ObservationsFinancial Observations (Cont’d.):

� The concept of measuring an organization’s social return on

investment (“SROI”) appears to be a concept yet to be adopted by

the target senior centres. A minority of these centres could claim

they performed any kind of assessment of program/service

impacts. These assessments were restricted to client

feedback/satisfaction surveys and health impacts.

Key Odyssey Study ObservationsFacility/Location Observations:

� The majority of the target centres resided in facilities owned by

another party including government, business, and a hospital.

Government-owned facilities are the most prevalent external

ownership stakeholder. Only 5 of 14 centres retained ownership

over their own facility.

� The facility ages of the target centres revealed a diverse range of

new and old facilities, underscoring how optimal facility design has

changed for seniors over the years. From a purely subjective

standpoint, the most impressively designed facilities include The

Summit, the Wellness Institute, and the Reh-Fit Centre.

Key Odyssey Study ObservationsFacility/Location Observations (Cont’d.):

� In terms of desired facility changes to better accommodate clients,

barrier-free considerations, additional parking, expanded

programming space, and larger fitness facilities are the most

commonly referred ways targeted centres would improve their

facilities for use by their clients.

� Interestingly, half of the targeted centres were planning some kind

of capital investment into their facilities, including expansion

projects, capital replacement projects, as well as the development

of an entirely new senior centre (i.e. Senior Centre Inc.).


� In terms of facility advantages, targeted centres cited excellent

access, optimal location, and great visibility as their leading

responses.

� In terms of facility disadvantages, targeted centres cited parking

limitations, poor accessibility, poor visibility, undesirable

neighbourhood location, and a high-priced lease as primary

concerns.

� The majority of targeted centres did not provide office/retail

leases. This might suggest that leasing space may not be a

common practice among senior centres. Due to the small sample

size, however, this observation should be interpreted with caution.


� Although only 3 of 14 centres had any formal affiliation to deliver

programming to older adults in seniors housing complexes, there

may be some merit to better understanding these models as Kerby

Centre studies a distributed model for the delivery of its programs

and services.

� The vast majority of targeted centres claim the car is the primary

method of transportation to their centre, followed by public transit

and handi-bus. The reliance on the vehicle to access senior centre

facilities is consistent with Kerby Centre’s primary method of

transportation, which will have implications on parking

requirements at a new facility.


� A total of 3 targeted centres offered centre-run transportations

services to seniors. This alternative to traditional means of

transportation may be particularly helpful reaching isolated seniors

or seniors that are unable or uncomfortable taking other means of

transportation. The service can help them reach the centre, or

even take them to appointments, shopping, etc. Charging a fee is

not uncommon for this type of service.

� Over half of the targeted centres have more dedicated parking

stalls than Kerby Centre’s 144 stalls, however, only four of those

centres operate larger facilities than Kerby Centre. Kerby Centre

needs to undertake a thorough and more current transportation

study to better understand its transportation method ratios and

their projected impacts on a new facility.

Key Odyssey Study ObservationsGovernance Observations:

� The most commonly cited size of a governance Board was 12

people, suggesting this is a more effective size board to meet

the needs of their centre.

� Most targeted centre boards meet at least seven times a year,

suggesting that meeting on most months throughout the year

allows centre Boards to maintain effective control over

organizational activities.

Key Odyssey Study ObservationsGovernance Observations (Cont’d.):

� Common themes arising from target centre board eligibility

requirements include:

� Must be a member of the organization

� Must align with the board’s skills inventory requirements

� Must be prepared to make a financial commitment to the centre

� Must sit on at least one committee

� Some age-restriction requirements

Final thoughts� Defining ‘Senior Centre’ is pivotal to identifying what

needs to be created and who will fund it.

� Defining ‘Activity Centre’ is also important so that the expectation from the older adults is clear.

� Being physically present at these Centres’ was tremendously helpful to get the ‘true’ feel of the organization. Just looking at websites showed that a well presented website does not necessarily mean it is a vibrant senior centre

� The Odyssey project challenged our planning to date, and will help ensure that the final plans are truly the best-outcome for older adults for many years to come!

� Special thanks to Brandon Powell, Director of Relocation for Kerby

� Special thanks to all the organizations that allowed us to take some of their valuable time to help with our project

� And, thanks for all of you for attending this workshop to hear what I learned. It was a pleasure to bring this information to you and I welcome the opportunity to answer questions now, or when you have some time!

� Phone: 403-705-3251

� Email: [email protected]

Senior Centre Odyssey Report July 23 2015 Grey...

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