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Bridging Elder Care Networks
of the Life: Act 2 Partnership

Address
    care of the United Way of Northeast Florida
  Suite 400
  PO Box 41428
  Jacksonville, Florida
  32208-1428
Web site
    www.uwnefl.org/Partnerships_LA2.asp
Contact
    Mark Lemaire
    904.390.3234

In Northeast Florida, the five county region which includes Baker, Clay, Duval, St. Johns and Nassau counties is expected to experience a 31% growth in the population over 60 years of age in five years time, from 2005 to 2010.  The United Way of Northeast Florida initiated a community planning process in 1999 to identify a major focus to become its Targeted Community Initiative for the next 15 years, and became the first United Way in the country to adopt “Aging” as a major priority; developing a long-term focus on “Senior Independent Living and Quality of Life”.  In April of 2002, United Way launched its senior initiative which became known as Life: Act 2 the following year.  The Bridging Elder Care Networks Life Act 2 Partnership (BECN) emerged directly out of this initiative.   The partnership’s three major goals are to: elicit a culture shift in the way the Northeast Florida community views and values seniors; to integrate medical admission and discharge processes with the community’s social service system; and to strengthen the continuum of services available to the community’s seniors.

Successes:

  • Several area hospitals have partnered with the Bridging Elder Care Networks Partnership and have made a commitment to review how “elder friendly” their institution is by taking a self-assessment survey developed by the Partnership. The hospitals have also committed to forming task forces that will improve delivery of health services to older adult patients.
  • As a result of the self-assessment, one hospital’s CEO for systems excellence created an internal ElderCare Committee with senior leadership and representation from all levels of staff to improve their practices.
  • A recently launched Advocacy & Transitional Care Management program offers care coordination and volunteer support to older adults discharged from the hospital as they transition back to the community; in hopes of reducing unnecessary extensions of hospital stays or re-admissions among older adults.  Carefully trained volunteer Elder Advocates make contact with consenting  “at risk” discharged elders and their families to see if any assistance is needed with referrals to community agencies, to get resource information needed, to make follow up phone calls and to generally try to assure a seamless transition home.

Real Life Impact:

Recently, an older cancer patient who needed chemotherapy – with a very limited income and a big responsibility of parenting a grandchild – needed additional assistance after discharge from the hospital. The Elder Care Advocate visited the patient and offered assistance and referrals with unpaid bills, replacing an appliance that did not work, food stamp application, meals, and caregiver & babysitting services. In addition, the patient and grandchild were referred to the “Be a Santa to a Senior” program, and they were adopted by a service provider’s employee’s church that provided food and gifts for the holidays.

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We encourage the reproduction of this material and ask that you credit Community Partnerships for Older Adults Community Partnerships for Older Adults is a national program of The Robert Wood Johnson Foundation within the University of Southern Maine
© 2007 Community Partnerships for Older Adults
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Strategic Planning - Strategic planning will help you create a bold vision for the future, strengthen new partnerships, forge creative and innovative linkages between stakeholders, and ultimately better address the needs of older adults in your community. A community-wide strategic planning process will benefit from the wisdom of a diverse array of participants and ensure greater likelihood of success. Inclusion & Diversity - Including older adults and caregivers is crucial to growing and sustaining successful community partnerships. It is especially important to seek participation from traditionally excluded groups such as those defined by race and ethnicity, low income, lack of English language proficiency, and sexual orientation. While many factors can challenge a partnership’s efforts to embrace diversity and build productive relationships, receiving input from a broad array of community members helps to ensure equality in decision making and leads to long term care and supportive services that are more responsive to a community’s diverse needs.Fiscal Strategies - Developing a fiscal strategy is an important and challenging part of improving the system of long term care and supportive services for older adults in your community. The array of funding options requires that community partnerships be strategic in their aims. This area of the Resource Center reviews relevant funding sources and provides resources to help you make the most of them.Communications - Have you ever thought about how many times a day someone tries to influence you to think a certain way, to buy a certain product, to support a cause or to change your behavior? These days there are so many ways to reach you—from cell phones and Palm Pilots to instant messaging, cable TV and customized publications—that a reasonable reaction is to simply tune everything out. It’s a world of sound and fury. Evaluation - While the success of a community partnership may seem self-evident, a systematic evaluation holds members to a higher standard, revealing more than what we see with the naked eye. This section offers an introduction to evaluation. It covers the basic principles of evaluation design and implementation, as well as some topics likely to be important for community partnerships working to improve long term care and supportive services.Partnership Evolution - A partnership generally consists of multiple organizations and individuals working together under a common vision. Who will be in the partnership varies from community to community, yet the purpose is universal: to create a mutually beneficial and well-defined relationship to sustain results that are not possible alone.