Haywood Community Connections
Partnership

For information, contact:
Victoria Young
828-452-2370 x127
vyoung@mountainprojects.org
www.haywoodconnections.com

Chapter 1: How did this Partnership get started? How are they structured?  What have they been doing?

Chapter 2: What Difference Did the Community Partnership Make Here?

Chapter 1: How did this Partnership get started? How are they structured?  What have they been doing?

I. WHY Did the Partnership Happen Here?

The Haywood Community Connections Partnership grew out of an earlier Aging Planning Committee established through representatives from the County Board of Commissioners, aging-services providers, the regional medical center, and the county departments of social services and of public health. Through Partners and dedicated staff (after CPFOA funding), the Partnership brought people from many more segments of the community together (including representatives from colleges, the United Way, AARP, media organizations, businesses, churches, hospitals, economic development organizations, transit authorities, public safety and emergency response personnel, older adults and caregivers) to envision the future reality of a much larger aging population within their region. So far, 123 people from over 60 organizations have joined the Partnership.

Demographics – Stark demographic imperatives in this rural mountainous region of southern Appalachia are driving the Partnership’s work here – the median age of the county’s population of 57,000 is already 42.3 years and by 2020 will reach 51.3 years. More than one quarter of the population is over 60 and almost one third are over age 55 now. A 57% increase in the older adult population is expected by 2020, as the region attracts more retirees. At the same time the region is coping with a retracting economy and increased poverty as farming declines and five of the county’s primary industries have been shuttered. Twelve percent of the population lives at or below poverty, with many more near poverty, while the influx of retirees and second home owners has caused a surge in housing costs. Significant polarization often exists between in-migrants and long term residents; and both may need supports as they age in place here.

Data Collection – Listening to the Community
To ensure current and accurate information upon which their strategic plan for the region could be built, the Partnership collected data three ways: 1) through a random sample survey mailed to 2500 older residents, 2) though a series of 46 broadly advertised focus groups on specific topics and 3) through comprehensive interviews with 53 providers serving older adults. Particular care was taken to reach people in very rural outlying areas and to reach diverse populations through contact with faith communities serving African American and Hispanic populations. 46% of all the participants in meetings were community members, not agency staff, which gave the Partnership substantial direct input from older adults themselves.

The results of all of the data collection were presented to the public in a broadly advertised half day session which 139 people attended. After discussions of the findings, participants walked through 11 brainstorming stations representing the 11 greatest needs identified and gave suggestions for addressing the needs; prioritizing which ones they thought would be most effective. The Core Leadership Group used all of this information to create the key priorities by consensus and then held another public session asking “did we hear you correctly?” (Priorities are outlined in the initiatives section.)

Findings

• Frail elders living in rural areas feel especially isolated and experience difficulty accessing services often located “in town.”
• Embarrassment about seeking assistance, and lack of trust due to a lack of relationships with providers, are deterrents to asking for help.
• Providers do not seem to easily coordinate, making it very difficult for elders and their families to find and coordinate the services they need.
• The region has an over-reliance on institutional care, to which a disproportionate share of public resources is allocated.
• There are shortages and waiting lists for many community-based services, especially publicly funded supports like in-home services, transportation, nutrition programs, dental services and affordable housing.

II. Getting Started: What Vision, Goals and Structure emerged?

Vision: “Community systems support older adults including those with language or cultural barriers, especially those who are vulnerable or at-risk, caregivers and adults with disabilities including speech, hearing and vision disabilities, on their stage of the journey as they make choices regarding opportunities available to maintain the highest level of independence desired and possible.”

Structure: To shape the future of aging in Haywood County, this Partnership created a structure with a Core Leadership body called the Governing Council, then nine region-wide workgroups undertaking one of the specific topical priorities, and up to eighteen community support teams focused on recognizing the assets and leveraging resources to specific communities in the region. Older adults and caregivers were included in all parts of the Partnership structure starting with the Governing Council.

Partnership Goals

1. Increase access to information for community members regarding options to meet the needs of older adults, especially those who are vulnerable or at-risk, caregivers and adults with disabilities.
2. Increase the preparedness of the Haywood Community Connections Partnership to address emerging needs and to capitalize upon opportunities.
3. Core Leadership will build capacity of work groups to address community initiatives.
4. Encourage and foster partnerships between public and private foundations, businesses & community members by establishing, strengthening and sustaining a community network.
5. Haywood Partnership will be strengthened, sustained and fiscally sound.

III. WHAT: Implementing initiatives to address priorities. What did they do?

Priority 1: Abuse and Neglect

• To decrease abuse, neglect and exploitation of older and disabled adults, this workgroup helped 3 abuse focused agencies receive new grant funds; they also aired radio spots on recognizing and reporting elder abuse and sponsored an Elder Abuse Awareness Fair.
• Many more people working in the medical community, adult day programs, meals on wheels programs, the Area Agency on Aging, the Department of Social Services, and the domestic violence shelter now know how to intervene with seniors at risk after receiving training and fact sheets from this Partnership workgroup.
• A new “Senior Scam Alert” is featured on the Partnership website

Priority 2: Outreach and Information

• With the goal that community members will know what services and programs are available and how to access them, this workgroup developed and distributed 7,000 Senior Resource Directories, creating a special edition in Spanish and one for caregivers as well.
• A DVD about the work of the Partnership was given to every state legislator, premiered at a local theatre, and has been shown repeatedly on community access cable.
• The Partnership publicized a new 211 service established in concert with the United Way through an improved centralized resource library, its two satellites, and through regular media outreach in the Mountaineer newspaper, billboards, radio & TV spots and on the Partnership website.
• The “Neighbor Helping Neighbor” award program was created to recognize community members who make outstanding contributions to the lives of older adults; leaders gave out the first five awards recently.

Priority 3: Dementia & Alzheimer’s

• Due to the need for support services for caregivers of individuals affected by memory impairment, the Partnership collaborated on a special conference for caregivers, held in November, 2007 which included the distribution of a “kit of resources for caregivers” to help them find what they need and prevent burnout. This Partnership workgroup also developed a day-long seminar, titled “Day by Day,” for faith communities to increase their support of caregivers. It has been delivered in several other counties beyond Haywood and it was presented at the state-wide North Carolina Conference on Aging so others could replicate it.
• The Partnership collaborated with the Alzheimer’s Association to provide training to local law enforcement staff and to promote the Safe Return Program in Haywood County that provides identification tools and inclusion of information into a national database which can help identify people found wandering.
• The Partnership’s advocacy for the Project CARE respite program for caregivers brought it to Haywood County in October, 2007.

Priority 4: Dental Care

• The Haywood county health department has staffed and opened a dental clinic two days a week for older adults on Medicaid after shortages were documented by the Partnership.

Priority 5: Housing, Home repair

• Mountain Projects, Inc., the lead agency for the Haywood Community Connections Partnership, has undertaken the development of Barefoot Ridge specifically to address the needs created by the 2004 hurricanes when many vulnerable older adults who lived in a flood plain lost their home. They now are being incorporated into this new community being built on higher ground. A Community Support Team was established in a new complex of 100 apartments for low income elders sponsored by an affiliate of the Methodist church.

Priority 6: Social and Recreation

• For the first time, a Senior focused component was incorporated in the Haywood County Recreation master plan, and increased physical activity opportunities were added throughout the region for seniors.

Priority 7: Supportive services for independent living and caregiving –

• The Partnership developed an “Unmet Needs Bulletin Board” on the web and radio which confidentially solicits assistance ranging from appliances to home repairs for local elders. Community Support Team members who are seen as “more like friends” have been able to assist people reluctant to call the government or other official agencies for help.

Priority 8: Transportation

• The Partnership established the “Drive a Friend” volunteer transportation program and expanded it after the local hospital lost its Medicare certification, requiring that many elders travel much farther for medical care.
• The Partnership also worked with the County Transit organization to open 2 new routes serving the more remote Cruso and Fines Creek communities.
• To strengthen the safety of older drivers, the Partnership held several AARP Safe Driver programs.

Priority 9: Wellness and Health

• Through the work of the Partnership, the Haywood County Commissioners, in collaboration with the National Association of Counties, implemented a discount prescription drug program which reduces drug costs by 20% at participating pharmacies.
• The Mental Health Workgroup, which started a “Phone a Friend” program, developed the brochure, “When It’s More than Just Feeling Sad,” about depression and seniors; and created resource manuals for mental health care professionals.

Priority 10: Community Support Teams –

• In collaboration with the Haywood Community College, the Partnership designed a Senior Leadership training program for team leaders and members working on planned community-support teams. Eight teams are now operational, offering support and resources to elders in their communities. The Crabtree community team initiated a denture program for seniors who could not otherwise afford them. The Bethel team refurbishes old appliances for those in need and the Canton team is helping establish a local soup kitchen.
• Ongoing Leadership Institute classes continue to build the skills of both volunteers and non-profit managers in the region.

Chapter 2: What Difference Did the Community Partnership Make Here?

Coming soon!