HomeMy Public PortalAboutBrewster Age-Friendly Action Plan
BREWSTER COUNCIL ON AGING
AGE FRIENDLY ACTION PLAN
FY19-FY23
PREPARED BY THE COA ADVISORY BOARD
DECEMBER 2017
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TABLE OF CONTENTS
EXECUTIVE SUMMARY…………………………………………………………………………………………………….. 3
A. INTRODUCTION…………………………………………………………………………………………………………. 6
B. LOOKING AHEAD – A CHANGING AGE DEMOGRAPHIC……………………………………………… 6
C. PLANNING FOR A NEW WAVE OF OLDER ADULTS ……………………………………………………… 7
D. GOALS AND OBJECTIVES……………………………………………………………………………………………. 11
E. IMPLICATIONS OF FIVE-YEAR GOALS FOR COA BUDGET…………………………………………... 16
REFERENCES……………………………………………………………………………………………………………………. 17
APPENDIX A: FIVE-YEAR GOALS AND OBJECTIVES…………………………………………………………… 18
APPENDIX B: The Future of Aging in the Town of Brewster: Brewster Council on Aging
Needs Assessment Study ……………………………………………………………………………. 32
APPENDIX C: UNIVERSAL / AGE-FRIENDLY DESIGN FEATURES FOR THE IDEAL
SENIOR CENTER…………………………………………………………………………………………. 35
APPENDIX D: COUNCIL ON AGING BOARD MEMBERS…………………………………………………….. 38
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EXECUTIVE SUMMARY
This Action Plan will be implemented starting in July 2018. The Plan is in direct response to the findings of the
needs assessment study “The Future of Aging in the Town of Brewster” commissioned by the Town of Brewster
Council on Aging (COA) and conducted by the Ce nter for Social and Demographic Research on Aging within the
Gerontology Institute at the University of Massachusetts Boston. Key directives in this Plan are underscored by
the following:
As of the 2016 Town Census, residents age 60 and over make up 46% of our population (36% age 60-79
and 10% age 80+). By 2035, this share is expected to increase to almost 55%.
The influx of Baby Boomers (born 1946-55) is reshaping the economic and social profile of Town
residents.
Residents want to continue to live in Brewster, although their housing needs might change.
Most older residents are healthy and active, although rates of functional disability are likely to increase
as age increases, limiting residents’ ability to age in place and participate fully in the comm unity.
As residents age, they are more likely to live alone and less likely to have family nearby who can help
with daily living tasks, threatening independent living.
Almost half of Brewster residents of any age provide informal (unpaid) care, find it cha llenging, and
favor respite services or a support group.
This Plan is also in line with the Age -Friendly Town Initiative currently undertaken by more than 100 agencies
and organizations across Massachusetts. In April 2017, Governor Charles Baker signed a n Executive Order
establishing the state’s first Governor’s Council to Address Aging. The Council’s mandate is to develop a plan to
improve public and private efforts to support healthy aging in Massachusetts, making the Commonwealth the
most age -friendly state for people of all ages. On Cape Cod, Yarmouth has taken the lead to become an age -
friendly community, focusing on policies, practices and programs that enable people across the life span to
actively participate in community life. Brewster should f ollow.
Consistent with the Commonwealth’s mandate for Councils on Aging and s upported by Study findings and social
trends, several groups of Brewster residents age 60 and over are targeted in this Plan:
Healthy and active residents to facilitate and support a beneficial lifestyle and promote community
engagement
Residents with chronic conditions likely to develop functional disability
Residents with lower incomes and/or at risk of economic disadvantage
Residents living alone with advancing age, especially those without nearby family
Informal (unpaid) caregivers of all ages, both living nearby the care recipient or at a distance.
The Five-Year Goals and Objectives are focused on key findings from the Needs Assessment Study:
1. Improve communication, outreach and marketing of COA programs and services
Explore additional outreach and marketing strategies around social media engagement;
Customize marketing techniques to age cohort interests;
Develop a master email list of members for e -mail blasts;
Enhance it’s website to create linkages with program and community partners; and
Coordinate with other community groups and organizations to promote joint activities.
2. Provide health education and chronic care management programs
Support health and well -being through health screening and counseling
Provide health education programming about the prevention and treatment of common conditions
for this population
Offer preventive immunizations
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Develop support groups to help sustain healthy life style choices and ena ble seniors to better cope
with their own chronic conditions or of those for whom they care
Counsel for Medicare and secondary insurance choices for residents over 65
3. Provide a full range of exercise and fitness activities
Provide educational programming o n the benefits of exercise
Provide creative exercise and body movement programming of low, moderate and high intensity
Provide screenings for physical, functional, and mobility limitations
4. Help older residents to age in place
Provide the resources to assess a home’s safety and suitability for aging in place;
Offer educational programming on home modification options and universal design;
Be a resource for affordable home maintenance and support services;
Be a resource on home modification and loans for eligible seniors, and on home equity loans;
Provide educational programming on home care options, cost and eligibility; and
Foster neighbors-helping-neighbors environment.
5. Meet nutritional needs of older residents
Assess nutritional need and sign up eligi ble residents for SNAP (Supplemental Nutrition Assistance) –
Only 2 out of 5 older adults eligible for SNAP benefits enroll due to lack of knowledge about this
program;
Provide Meals on Wheels to homebound residents; and
Offer hot mid-day meals at the COA to promote both good nutrition and socialization.
6. Promote and provide opportunities for socialization
Expand the range of activities in order to increase resident participation in Senior Center activities;
Increase programs for men across the older age range;
7. Promote appropriate housing options for older residents
Provide educational forums on available housing options, cost and eligibility, including senior
housing, adult homes, assisted living facilities, and rentals;
Work with the Town’s Housing C oordinator office to track available housing and rentals;
Advocate for housing regulations that promote age -friendly housing options; and
Promote creative housing solutions that meet the needs of older adults, younger adults, families
and seasonal workers collaboratively (e.g., shared housing).
8. Provide reliable and affordable transportation options
Ensure clearly defined, accessible and affordable transportation options;
Ensure convenient, safe and accessible in -town stops, stations and roadways; and
Ensure driver safety.
9. Offer educational programs that provide routes to personal and professional knowledge and skill
development
Offer workshops and lecture series of interest to Brewster residents
Ensure that older residents are aware of available learning opportunities in Brewster, elsewhere on
Cape Cod, and online
Build skills in the use of new technologies/social media
10. Promote and offer intergenerational programs
Identify needs and opportunities for intergenerational programming in two areas: older adults
serving youth and youth serving older adults
Explore collaborative programming opportunities with other Town entities
Develop intergenerational social events, for both older adults and youth in order to combat age
segregation, eradicate age stereotypes, and build common bonds
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11. Provide expanded recreational activities
Anticipate and plan for Brewster’s changing demographics
Explore joint (and intergenerational) programming possibilities with the Town Recreation and other
relevant Departments and Committees
Introduce new recreational activities on a timely basis in one or more of the following categories:
Sports, Games, Exercise/Physical Fitness, Outings, Cultural/Trips
12. Support and assist informal caregivers of older Brewster residents
Identify family caregiver concerns and needs in the community
Provide information and referral services for caregivers
Provide educational programs about caregiving in collaboration with other Town departments and
area organizations
Assess need for, and ways to, provide respite services
13. Enhance volunteerism and civic engagement
Develop a talent bank and speaker’s bureau
Identify opportunities for volunteer activities that are appropriate for, or target, older residents
Support volunteer programs that build intergenerational bonds to encourage the sharing of
experience, enthusiasm, and culture among age groups
Create networks to connect older residents with volunteer opportunities in Town that are
appropriate by age, interest and/or expertise
Improve volunteer management and training to increase volunteer productivity and satisfaction
with assigned tasks
Encourage and facilitate civic engagement
14. Obtain additional funding to support and expand services
Increase Town COA budget
Identify other appropriate fundin g opportunities
Apply for grant funding to supplement the Town COA budget
Underlying all of these Goals and Objectives is the major Study finding that the COA building (current Senior
Center) is inadequate for current and future needs of the Town and for the expansion of programs. A new
facility, preferably as part of an intergenerational community center at an available Town-owned building or a
new site, is required to implement this Plan successfully and to become an age -friendly community. Brewster
residents have expressed preference for a community center, in which the COA would be housed, both in the
Needs Assessment S tudy and more recently in Vision Advisory Group workshops (Community Infrastructure
Summary Paper, October 2017). This will necessitate an increase in the COA budget, both for the facility and for
increased staffing. The COA Board estimates that one additional full-time (35 hours) program staff position will
be required in FY2019, with the need for appropriate increases in FTEs reasse ssed in subsequent years as new
activities and programs are offered.
The Town’s call to action on behalf of our aging population will require the COA and Town to undertake creative
and expanded approaches to raise funds; to work collaboratively with regi onal efforts that promote age -friendly
town planning; and to increase community-based resources that support aging in place. Data driven solutions
that align with current funding streams (and creatively expand resources) will promote and support aging in
place successfully in Brewster. Our attention and investment now will ensure an age -friendly community that
promotes independence, health and well-being, and a thriving community for generations to come.
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A. INTRODUCTION
1. COA History
The Brewster Council on Aging was officially formed on June 10, 1974 to serve 834 senior citizens, 59 years and
over. The purpose was to keep them in their own homes instead of a nursing home. Questionnaires were
mailed to all seniors to determine the ir needs regarding health, n utrition and transportation. Initially the COA
was located in a one - room cottage to the left of a private home on Main Street (now Chillingsworth
Restaurant). Activities were also offered in the basement of t he Immaculate Conception Church. Years later,
the COA moved to the “Annex Build ing” at the Town Hall and was considered a “Drop-In Center”. As Brewster
grew as a Town, so did the Center. In 1987, the COA moved into the historic Town Hall building next door to the
Fire Station and, 30 years later, still occup ies the same building on Main Street.
2. The COA’s Vision
The COA vision is a society where “All Ages Matter,” and where successful aging across the lifespan is measured
by purposeful living, personal well -being, respect and caring for others, life -long learning and opportunities for
social and civic engagement, supported by local and regional planning partnerships that recognize and support
the unique gifts and needs of each generation.
3. The COA Mission
The COA’s mission is to support and advocate for older adults and their families by providing programs, services,
and resources that promote independ ent living and quality of life.
B. LOOKING AHEAD – A CHANGING AGE DEMOGRAPHIC
1. Size of the 60 and over Population
The importance of this Plan is underscored by current, and anticipated changes in, Brewster’s population. Aging
Baby Boomers will dominate the US 65+ population by 2030 and will also reshape the Brewster population. As
of the 2017 Town Census, residents age 60 and over make up 48% of our population (38% age 60-79 and 10%
age 80+). By 2035, this share is expected to increase to almost 55%.
These changes in Brewster’s older population are much larger than that of Massachusetts overall and the US in
general. While this dramatic increase in our older population is occurring, a similar d ecline is forecast for our
under age 45 population. These opposing demographics will force a dramatic change to planning and pr ovision
of services across all Town departments. It is imperative that our Town leaders take a proactive lead to address
these facts sooner rather than later.
2. Characteristics of the Older Brewster Population
Numbers and estimates reported here are derived from US Census data, the American Community
Survey (U.S. Census Bureau), and the COA’s Needs Assessment Study (Mutchler et al, 2016).
Gender: About 54% of our older residents are women, and this should remain relatively stable.
Race / Ethnicity: Almost all are White, non-Hispanic (98%) and speak English as their primary language,
in contrast to the changing racial/ethnic composition of the US and Massachusetts populations in general.
Living Arrangements: Most Brewster residents, including older residents, live in homes they own.
Most Study respondents reported that staying in Brewster is important to them. Twenty percent of respondents
report having lived in Brewster for at least 35 years, but about one -third has lived here for less than 15 y ears,
likely those residents (seasonal, second-home owners, or new -to-town) who have retired to Brewster, a trend
that is expected to continue. About one quarter (26%), more women than men, live alone. More than half (54%)
of Survey respondents age 60+ do not have family members living within 30 minutes. Among those living alone,
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this number is 49%. A continued influx of retired Baby Boomers will increase the number of residents without
family nearby.
Educational and Economic Status: Brewster’s older residents are well -educated on average, with
almost half (46%) having a least a bachelor’s degree. This educational trend is expected to increase with the
continued influx of retiring Baby Boomers. Almost one -third (31%) of residents aged 65 to 74 and 5% of
residents over age 75 remain in the workforce. This is similar to rates in the US, and a trend that is expected to
continue, either because of economic necessity or preference for meaningful activity. A bout half of older
households have incomes less than $50,000, a sizeable segment at risk of economic disadvantage. An influx of
Baby Boomer residents might decrease this segment, but we should not lose sight of this potential risk among
our residents.
Health Status: Overall, most Brewster resident s remain in good health and function independently as
they age, though segments of the older population, especially those 80+ experience declines (18% of these
Study respondents reported their health as fair or poor). However, consistent with health trend s described
above, many residents age 65 and older experience some level of disability that could impact their ability to
function independently. Moreover, this risk doubles after age 75. Currently, 39% of residents age 75+
experience at least one disabi lity, a rate likely to increase. Almost half (49%) of Study respondents age 80+
reported needing help with activities around the house, and 8% in this age group need help with personal care
activities.
C. PLANNING FOR A NEW WAVE OF OLDER ADULTS
1. Community Needs Assessment Study
In recognition of changing demographics, the COA partnered with the Center for Social and Demographic
Research on Aging within the Gerontology Institute at the University of Massachusetts Boston to investigate the
needs, interests, preferences and opinions of Brewster’s older population (Mutchler, 201 6). Key findings and
recommendations are summarized below. The complete list of Findings and Recommendations is included in
APPENDIX B.
KEY FINDINGS
Demographic projections su ggest that the need for elder programs and services will increase
dramatically in the future. By 2035, one in five Brewster residents will be 80 or older —the cohort most
in need of these services, and most likely to have low income, be disabled and live a lone.
Brewster seniors want to remain living in Brewster but worry about property taxes and other expenses,
insufficient options for downsizing, concerns about transportation, and concerns about accessing
services.
Key issues for the Brewster COA are addressing the needs of vulnerable seniors through outreach and
other programs, such as transportation, caregiving services, health and wellness, life -long learning and
exercise.
The Brewster COA building is viewed as inadequate for community needs. There are concerns about the
safety of the building, mobility limitations, and not well configured for expanded programming. The
creation of a Community Center would allow improved access to its current programs and support
expansion in programs and services.
The Brewster COA needs to identify and communicate its mission more clearly; identify and secure the
resources needed to increase its impact; and take steps to ensure that residents, other Town offices,
and nonprofits working in the community know how to a ccess COA programs.
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RECOMMENDATIONS
Begin a strategic planning process for the Brewster COA as a means of addressing programming needs,
community strategies, and space needs.
Develop information to share with community members about home modifications.
Explore opportunities to promote downsizing options in Brewster, due to the fact that most residents
want to stay in Brewster and that there are limited housing alternatives and high costs are a barrier to
age in place.
Work to close the COA information gap through clearer communication and broader dissemination of
information
Strengthen information dissemination about transportation options available in Brewster
Prepare for growth in COA participation
Create opportunities for expanded senior activities in Brewster, including cross departmental
partnerships
Expand caregiver support opportunities including respite and adult day care
Explore community interest in educational programs relating to retirement planning particularly as it
relates to financial needs in retirement
Develop short-term and long-term strategies to improve and increase space that is age -friendly,
especially for those with mobility impairments.
2. Re -inventing the Senior Center
In addition to the needs of frail elders and their families , Senior Centers must prepare for the new aging
demographic of Baby Boomers. Baby boomers have dominated American culture for decades and will transform
the aging experience. Today’s Boomers are healthier, more energetic and better educated than previous groups
of older adults. Research findings about this generation (MetLife Mature Market Institute , 2013) will require
senior centers to re -think the way they do things include the following:
Boomers will live longer, with more surviving into their 80s and 90s when rates of disability are highest .
Youthfulness is highly valued by Boomers. They are ambivalent about getting older and do not like being
called senior or old, requiring a new vernacular to appeal to them .
They are , and intend to remain , active:
60% say they will postpone retirement, and 80% expect to work at least part-time during their
“retirement” years .
17% want to “re -invent” themselves by starting their own business, trying a new career, or learning
new skills.
49% expect to devote more time to community service and volunteer activities in their retirement .
They will be healthier during re tirement, more fitness-focused, and interested in alternative therapies .
They want full participation in all health care decision-making, and generally have a more take -charge
way of doing things.
They have and will continue to embrace technology.
As they age and require assistance with daily living activities, availability of informal care will become a
concern:
Higher divorce rates and remarriages resulting in more blended families,
More will be living alone without a spousal caregiver ,
Childlessness and smaller families are higher, and
Greater geographic mobility which puts adult children at a greater distance from those needing
help.
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They are the first generation to depend on (and glorify) cars as essential for everyday life . Driving
cessation will be challenging, and transportation alternatives will be needed.
They created the post-WWII housing boom, resulting in family-centric not elder-friendly housing.
The senior center as we now know it will face extinction if the Baby Boom generation just won’t attend. Their
leisure time preferences are very different from previous generations and most current users of the senior
center. They won’t be satisfied wi th sedentary activities and those that isolate them from younger residents.
Manoj Pardasani, associate professor at Fordham University’s Graduate School of Social Service, say s it best: “If
senior centers thrive in the new millennium, it will be because they are innovative---not just in terms of
programming, but also with respect to facility design, hours of operation, marketing, life -long learning
opportunities , and community engagement.” (see AARP)
The findings of the COA’s 2016 Needs Assessment Study support these points. While some Study respondents
prefer a free -standing senior center as we have now , many are receptive to a community center model which
integrates COA functions and encourages intergenerational programming.
3. The Age-Friendly Town Initiative
The Age -Friendly Town Initiative asks community leaders to use an age -friendly lens to identify ways to promote
healthy aging while, at the same time, enhancing life for all residents. Already , more than 100 agencies and
organizations across Massachusetts (mahealthyagingcollaborative.org) have committed to advancing healthy
aging and age -friendly communities. Age friendly initiatives focus on policies, practices and programs that
enable people across the life span to actively participate in community life. It includes a look at such areas as
housing, caregiving, transportation, community engagement, volunteering, social inclusion and combating
isolation among older and/or handicapped citizens.
In April 2017, Governor Charle s Baker signed an Executive Order establishing the state’s first Governor’s Council
to Address Aging. The Council’s mandate is to develop a plan to improve public and private efforts to support
healthy aging in Massachusetts , making the Commonwealth the most age -friendly state for people of all ages.
Yarmouth has taken the lead on Cape Cod to become an age -friendly community. It would be in the best
interests of the Town to be responsive to the near majority resident population and to the expressed needs and
concerns of constituents and taxpayers.
4. Strengths and Limitations of Brewster’s COA and Senior Center
The Brewster COA performs essential “connecting” functions to promote health and wellness in later life –
connecting older adults to needed health care by offering transportation serv ices, to socialization opportunities
at the Senior Center, and to needed services for which they are eligible.
STRENGTHS
COA Staff and Board members are creative, committed and experienced professionals with expertise in
administration, planning, public health, and gerontology
Collaboration with FOBE (Friends of Brewster Elders) has provided the Center with financial support
when needed and help with planning for future programming
A dedicated network of volunteers provides “person power” and needed back up for all COA activities
and programs
A successful track record exists for linking Brewster seniors with app ropriate local, state and federal
resources to enable aging-in-place
Good collaborative relationships have been fostered with all Town departments and the Cape’s aging
network that allows for comprehensive case management and quality services for Brewster’s seniors
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LIMITATIONS
The Council on Aging is housed in an historical 1880 building which is inadequate to meet community
needs and for the expansion of programs. Users, especially those with mobility limitations, have
expressed concerns about its safety and adequacy , including lack of a sprinkler system, inadequate
number of bathroom facilities and lack of emergency call system, poor acoustics, a small and slow
elevator, and small kitchen. As a result many Brewste r seniors now travel to other nearby senior centers
(in Orleans, Harwich and Dennis) for safer surroundings and more expansive programming.
The current cohort of older adults lacks strong interest in social media, and is reluctant to volunteer
email addresses for outreach purposes. Accordingly, the Center has relied on traditional
marketing/outreach techniques – its newsletter, newspaper articles and posters, to get the word out.
This has proved inadequate for re aching ALL Brewster’s older adults. More sophisticated techniques
(and equipment) are needed to market COA programs and services to a wider and expanding older
population, particularly the “young” old.
5. Looking Ahead - Options for the COA and Senior Center
Looking ahead over the next five years, we see two options for a Senior Center:
1. A new facility, as part of an intergenerational community center or as a free -standing Senior Center,
either at a repurposed Town -owned building or a new building, or
2. A “senior center without walls”.
Both options are in keeping with the Age Friendly Town Initiative.
New Facility – This is the preferred option. Because of the limited size and configuration of the existing building,
the current Senior Center will never be able to meet all of the needs of the growing older population in
Brewster. Further, as described above, findings from the Needs Assessment Study indicate that current
attendees, as well as those not yet attending, consider the building unsafe.
The COA is committed to a wellness and intergenerational model that is inclusive of all Brewster residents. A
larger space, designed with older adults in mind (See Appendix C), would provide for a full range of services and
programs along the aging continuum and promote wellness and socialization through intergenerational
exchange. Use of an available, repurposed Town building offers important advantages, i ncluding lower cost and
being operational sooner than building a new center.
Senior Center without Walls – In lieu of a new center, the COA will have to explore other options to meet
growing needs for services and programs. Primary services for Brewste r’s most needy older residents might
remain housed in the existing building, but use of space at other Town buildings and community facilities would
be required for expanded services and programming not available or viable at the Center, such as :
specialized exercise and intergenerational programming for older adults through the Recreation
Department,
shared activities with the Wingate and Maplewood assisted living facilities,
“Films for Adults” series at BLL, or
social activities at local churches.
In addition, new technologies could be used to bring programming to seniors where they live; e.g., telephone or
computer-based programming such as an online health class, book club, support group.
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This approach involves distributed programming across si tes and would require more staff, resources and
funding to make it work successfully. Anticipated flat line funding from state and federal sources will place more
burden on Town resources to support this model.
D. GOALS AND OBJECTIVES
Goals, Objectives an d Actions are summarized in APPENDIX A. Start dates (i.e., fiscal year) are indicated for each
Action.
1. Communication, Outreach and Marketing
A significant number, varied by age cohort, do not use the services of the Council on Aging. When asked in the
COA Study about factors that would increase the likelihood of using the COA , the most common response was
“if I had more knowledge about programs and services that are available.” Clearly, better communication,
outreach and marketing are needed loo king forward. Until now, the COA has used traditional methods such as
the Town website, direct mail, newspaper ads, posters, flyers, the COA newsletter (Bayside Chatter) and word of
mouth. Results of the COA Needs Assessment Study show that p referred methods of learning about the COA
vary by age. The older-old preferred community newspapers (57%) and the COA Newsletter (77%), whereas
31% of younger groups preferred Facebook and social media. Younger groups (69%) also preferred the Town
website underscoring the need to keep content current.
Looking forward, the COA will:
Explore additional outreach and marketing strategies around social media engagement ;
Customize marketing techniques to age cohort interests ;
Develop a master email list of members fo r e -mail blasts;
Enhance it’s website to create linkages with program and community partners ; and
Coordinate with other community groups and organizations to promote joint activities .
2. Health and Wellness
There is a paradox in current health trends. Life expectancy has increased, related to improvements in
prevention and treatment of certain conditions, especially severe heart disease and vision problems (Chernew et
al, 2016). However, rates of functional disability are increasing, especially among Baby Boomers who are more
likely than prior generations to be obese, have diabetes, high blood pressure or high cholesterol (Scommegna,
2016). 73% of older adults have 2 or more chronic conditions, and 24% have a chronic condition severe enough
to limit their ability to perform one or more important and essential activities, both inside and outside the home
(National Council on Aging). Cognitive health also affects the ability to live independently and the need for
support services. Ten percent of adults over age 65 have Alzheimer’s disease or other dementia (Alzheimer’s
Association, 2017). On Cape Cod, an estimated 10,000 individuals, families and caregivers live with Alzheimer’s
disease and other dementias (Alzheimer’s Family Support Center, 2017).
Health education and chronic care management programs are an important part of elder services to prevent,
delay or help seniors and their families cope with chronic illness. The COA will:
Support health and well -being through health screening and counseling ;
Provide health education programming about the prevention and treatment of common conditions for
this population;
Provide counseling and referrals regarding preventive immunizations ;
Develop support groups to help sustain healthy life style choices and e nable seniors to better cope with
chronic conditions or those they care for; and
Counsel for Medicare and secondary insurance choices for residents over 65 .
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3. Exercise and Fitness
Physical activity levels typically decrease with advancing years, yet res earch supports the benefits of regular
physical activity in both decreasing functional disability associated with health conditions and maintaining
cognitive function (Centers for Disease Control and Prevention ). The single most important service the COA can
provide to prevent the negative consequences of aging is exercise. Inactivity results in physical frailty making
seniors more susceptible to instability and falls, osteoporosis and coronary artery disease. Wi th frailty comes
loss of mobility resulting in greater dependency on others for activities of daily living.
Accordingly, the COA will provide:
Sustained educational programming on the benefits of exercise;
Creative exercise and body movement programming of low, moderate and high intensity ; and
Routine screening of elders for frailty, inactivity and mobility problems.
4. Nutrition
A variety of factors converge to put older adults at risk for malnutrition. And, while diet related factors such as
high chol esterol and obesity contribute to avoidable chronic conditions like heart disease, weight loss is also of
concern with increasing age . Low weight elders have a higher mortality rate than those of normal or higher
weight. Factors contributing to low weight include: social isolation, depression, sensory loss, medications,
poverty, and impairments that make it difficult to obtain or prepare food. The National Resource Center on
Nutrition and Aging reports that up to 50% of community dwelling older adu lts may be malnourished.
In response to this reality, the COA plays , and will continue to play , a major role in elder nutrition by:
Assessing nutritional need and signing up eligible residents for SNAP (Supplemental Nutrition
Assistance) – Only 2 out of 5 older adults eligible for SNAP benefits enroll due to lack of knowledge
about this program;
Providing Meals on Wheels to homebound residents; and
Offering hot lunches at the COA to promote both good nutrition and socialization.
5. Socialization
Socialization contributes to quality of life across the lifespan. No one likes to feel isolated or lonely at any
age. However, for older adults, connecting with, receiving support from and giving support to others, takes on a
deeper meaning and can also have detrimental co nsequences on health when lacking.
The young old (age 60 to 75) experience relatively good h ealth and are more actively engaged in community and
family life. With increasing age , however, health and social losses may limit opportunities for socializing and
support to cope with these changes. Without a network of family and friends at hand, elders are at risk for
becoming isolated, lonely and depressed. Socially supportive programs offered in a community help older
persons defeat loneliness and isolation. A key component, therefore, of all planned activities at the COA is
socialization, especially since many Cape elders live far from relatives or do not h ave access to them.
The COA currently offers a variety of socialization programs and activities. As the younger cohort of boomers
settles in, a greater demand for more and different social activities is predicted. Some of the new social
activities mentioned in the Senior Survey include: Travel clubs, evening dinner dances, movie nights, book clubs,
shared interest groups, men’s clubs, happy hours and intergenerational group activities.
The COA, while maintaining existing social progr amming, wants to:
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Expand the number and variety of social activities to i ncrease resident participation in COA activities;
and
Increase programs for men across the older age range .
6. Aging in Place (Growing Older Without Having to Move)
Most older adults, and Brewster’s are no different, want to remain in their own homes. Having to move from
one’s home means leaving a comfortable setting, a familiar community, friends, and many memories. These
same homes, however, can create difficulties for older residents. Most residential housing is designed for young
families, and builders do not take into consideration the age -related changes that can make homes unfriendly as
we age. Brewster’s seniors expressed a strong desire to learn about home modificati ons that would enable
them to “age in place.” Half of the Study respondents reported needing to make their home safer to live in.
Twenty percent of responde nts age 60+ said that they could not afford to make these home modifications.
Accordingly, the COA will:
Provide the resources to assess a home’s safety and suitability for aging in place ;
Offer educational programming on home modification options and universal design;
Be a resource for affordable home maintenance and support services ;
Be a resource on home modification and loans for eligible seniors , and on home equity loans;
Provide educational programming on home care options, cost and eligibility; and
Foster intentional communities (with neighbors helping neighbors).
7. Housing
For older residents who want to downsize, appropriate options are limited, especially for the middle class.
Senior housing exists for the income eligible (although with waiting lists) and for the well -do-do who can afford
luxury options. The stock of affordable hou sing or rentals is small. Other factors that can impact suitable
housing include zoning density laws and building codes that might prevent creative housing solutions such as
conversions or accessory dwellings. (Harvard Joint Center for Housing Studies)
The COA plans to be a resource to older residents considering downsizing by :
Providing educational forums on available housing options, cost and eligibility, including senior housing,
adult homes, assisted living facilities, and rentals;
Working with the Town’s Housing Coordinator to track available housing and rentals ;
Advocating for housing regulations that promote age -friendly housing options; and
Promoting creative housing solutions that meet the needs of older adults, younger adults, families and
seasonal workers collaboratively (e.g., shared housing).
8. Transportation
America is a car culture and in most suburban communities, like Brewster, car travel is a necessity ---to obtain
goods and services, have access to community amenities, and maintain social ties. According to the COA Needs
Assessment Study, more than 95% of Brewster residents under the age of 80 drive, and a surprising 86% of
those over age 80 drive. Most of these older-old residents have modified their driving habits (e.g., avoiding
driving at night, in bad weather, long distances or on the highway). These strategies likely contribute to safe
driving but place constraints on independent living. F or many older adults, particularly the old -old, chronic
disease, disability and/or sensory loss means “giving up the keys.” Unable to drive, older residents need access
to other forms of reliable, frequent and affordable transportation throughout the week. The COA has limited
transportation options using its vans and the B-Bus. A wider range of options is needed through a regional
effort with surrounding communities that are experiencing the same demographic shifts.
14
Accordingly, the COA , in collaboration with other Town and regional entities, will ensure :
Clearly defined, accessible and affordable transportation options ;
Convenient, safe and accessible in-town stops, stations and roadways ;
Specialized transportation for the disabled, and
Driver safety by offering safe driving assessments and courses .
9. Education/Lifetime Learning
“You can’t teach an old dog new tricks!” is one of the ageist beliefs about older adults. On the contrary, older
adults embrace opportunities to pursue learning. More than half (54%) of Study respondents rated “educational
and life -long learning opportunities” as a high priority. Besides the obvious benefits of acquiring new knowledge
and skills to challenge themselves intellectually, to pursue an interest long delayed because of work or to
reinvent themselves for a new career, educational programs offer an opportunity to make new friends, interact
with younger generations , or just learn for the sake o f learning. The American Council on Education reports that
half of college students age 50+ attend college to build social connections, have fun , and retool for a new career.
There is also a wealth of scientific evidence that active learning has cognitive benefits on mental processes such
as attention, memory, problem solving and decision -making.
The COA will facilitate lifelong learning by:
Offering workshops and lecture series of interest to Brewster residents;
Ensuring that older residents are aware of available learning opportunities in Brewster, elsewhere on
Cape Cod, and online ; and
Building skills in the use of new technologies/social media .
10. Intergenerational Programming
In our age -segregated society, residential, recreational and educational institutions tend to separate
generational groups. Intergenerational programs, by way of contrast, are an effective way to connect older
adults with younger generations by providing opportunities for meaningful and productive relationships. Older
adults can (and do) serve as mentors, caregivers, resource person s, content/skill specialists and advocates.
Intergenerational programs generally fall into three categories: older adults serving youth, youth serving older
adults and older adults and youth working together to serve the community. A few such intergenerational
exchange s already exist in Brewster, such as the Community Garden on Lower Road and Project READ (which
brings together students from Nauset Mi ddle School with older adults for reading, homework help, small group
discussion and sharing of insights and life experiences). More should be encouraged.
Rapid advancements in technology have further widened the gaps of communication, relationship and
interaction between generations. Routine interaction between older adults and children is no longer
commonplace in American communities – and even within many families. In light of the aging demographic,
more and more young people will be living, working with and caring for older adults. “Bridges Together”, a
Massachusetts based organization that promotes intergenerational sharing, be lieves that intergenerational
programs are part of the solution. Strong intergenerational programs unite “bookend generations” – that is,
members of skipped generations, sometimes called old and young – in meaningful, mutually beneficial activities
that promote understanding and learning from each other. ”
Accordingly, the COA will work with other Town entities to:
Identify needs and opportunities for intergenerational programming in two areas: older adults serving
youth and youth serving older adults ;
15
Explore collaborative programming opportunities with other Town entities ; and
Develop intergenerational social events, for both older adults and youth in order to combat age
segregation, eradicate age stereotypes, and build common bonds .
11. Caregiver Support/Respite
National data on informal or unpaid caregiving indicate that adults turn first to their spouse, then children
(typically daughters), siblings and other relatives, and friends in that order for help with daily living activities.
Study respondents reported multiple sources of assistance, including family (51%) and friends or others (28%).
However, the families of Cape elders often live off Cape (referred to as long distance caregivers) and are not
readily available to provide needed care. Caregiving for an aging relative has become more complicated and
demanding. Seniors with Alzheimer’s disease require careful monitoring around the clock. Hospitals are
discharging older patients with serious ailments and complicated treatment regimens more quickly to contain
costs. As a result caregivers are regularly providin g services once given by nurses . Nationally, informal
caregivers provided an average 26 hours of care per week for someone without dementia and 55 hours of care
for someone with dem entia, the latter more than a full -time job (Population Reference Bureau, 2016). In
Brewster, almost half (49%) of Study respondents reported providing unpaid care in the past 5 years, with 61%
of those age 45 to 59 and a notable 40% age 80+ providing car e. Of these caregivers, almost two-thirds (64%)
described this as somewhat or very challenging. A similar proportion of caregivers (49%) were in favor of respite
services or support group to provide relief.
Even with this assistance, 68% of Study respon dents needing help reported paying for assistance, even if they
received non-paid help. With fewer young people on Cape Cod, there is a shortage of paid caregivers like CNAs
and home care workers, and aging network agencies compete for those that exist. It is no wonder then that the
most significant informational need for those providing informal care is knowledge on how to provide the most
appropriate (and skilled) care for a spouse, an aging parent or other loved one (Mutchler, 2016).
To fill this gap, the COA will:
Identify family caregiver concerns and needs in the community;
Provide information and referral services for caregivers;
Provide educational programs about caregiving in collaboration with other Town departments and area
organizations; and
Assess need for, and ways to, provide respite services.
12. Recreation
Recreation activities are vital to quality of life and generally focus on physical activity, social engagement,
education, arts, creativity and healthy life style. However, they need to be carefully selected to appeal to
different groups of older adults and take into account generational differences and preferences. Activities which
are fun and provide exercise are important , but recreational goals should also address benefits like
maintaining and enhancing endurance and energy levels, range of motion of joints, eye -hand coordination, fine
and grow motor skills, flexibility and strength and socialization. They need to be designed for those of all
abilities, and appeal to all ages of older adults. In the Needs Assessment Study, y ounger respondents more
often expressed a desire for active outside and social activities. Older respondents (80+) more frequently
mentioned social activities and media (i.e., movies).
Accordingly, the COA will:
Anticipate and plan for Brewster’s changing demographics ;
Explore joint (and intergenerational) programming possibilities with relevant Town Departments and
Committees; and
16
Introduce new recreational activities on a timely basis in one or more of the following categories: Sports,
Games, Exercise/Physical Fitness, Outings, Cultural/Trips .
13. Volunteerism/Civic Engagement
Civic engagement is defined as the process in which individuals are “actively participating in the life of their
communities” through voting, joining community gr oups, and volunteering. A recent AARP study of civic
engagement among midlife and older adults, found that the spirit of volunteering is alive and w ell among our
older generations, and that voting is the top civic engagement activity of seniors (AARP, 2012). However, from
2009 to 2012, voting declined among all older age groups. Brewster’s older adult popu lation is a good example
of these trends. Brewster’s many Town boards and committees are staffed by older adults contributing to Town
governance and quality of life. Nevertheless t here remains a tremendous reservoir of untapped knowledge,
skills and experience. And while older residents turn out to vote , many do not attend Town meetings.
To enhance civic engagement and vol unteerism, the COA will:
Develop a talent bank and speaker’s bureau;
Identify opportunities for volunteer activities that are appropriate for, or target, older residents ;
Support volunteer programs that build intergenerational bonds to encourage the sharing of experience,
enthusiasm, and culture among age groups;
Create networks to connect older residents with volunteer opportunities in Town that are appropriate
by age, interest and/or expertise;
Improve volunteer management and training to increase volunteer productivity and satisfaction with
assigned tasks; and
Encourage and facilitate civic engagement .
14. Pursuing Grant Funding
Through the Foundation Center and other resources the COA will seek to identify funding opportunities from non -
governmental sources to leverage Town funding and as a mechanism to e xpand collaboration with other Town
departments, local businesses, healthcare providers and community based organizations, libraries and schools (i.e. AFSC,
NEWF, etc)
As the COA promotes development of an age -friendly community and expands its programs and services as
described elsewhere in this Plan, additional sources of funds will be necessary. Po tential funding sources
include:
Private foundations (e.g., the Tufts Health Foundation whose Purposeful Engagement focus funds ideas
that promote intergenerational programs and advance age -friendly communities);
Corporate giving programs (e.g., The Cape Cod Five Cents Savings Bank, Seamen’ Bank, Shaw’s and Stop
and Shop supermarket companies); and
Title III funds available through the Area Age ncy on Aging (Elder Services of Cape Cod and the Islands).
Accordingly, the COA will:
Request increases in the Town COA Budget
Establish a standing committee of the Board to identify potential funding opportunities using resources
such as the Foundation Center (http://foundationcenter.org), Massachusetts Grant Watch
(https://massachusetts.grantwatch.com), and to write grant applications; and
Collaborate with Friends of Brewster Elders or Town organizations as appropriate to apply for grant funds to
supplement the Town budget .
17
E. IMPLICATIONS OF FIVE-YEAR GOALS FOR COA BUDGET
The COA Board recognizes that this Plan is ambitious, but it is considered necessary to adequately and comprehensively
meet the needs of the Town’s increasing population of older adults. Current COA staffing is inadequate to implement all
Goals and Objectives successfully. The COA Board estimates that one additional full -time (35 hours) program staff
position will be required in FY2019, with appropriate increases in FTEs reassessed in subsequent years as new activities
and programs are offered . The Board and COA Director are committed to working with Town administration to identify
sources of funds for these positions , equipment, supplies and other program expenses over the five years of the Plan.
The Board will also explore other non -paid sources of staffing such as college interns (e.g., CCCC, BU School of Social
Work, Bridgewater State University) to supplement paid staffing.
REFERENCES
Alzheimer’s Association. (2017) 2017 Alzheimer’s Facts and Figures ; accessed at: http://www.alz.org/facts/ on
5/2/2017.
Alzheimer’s Family Support Center of Cape Cod. Accessed at: http://www.alzheimerscapecod.org on 5/2/2017.
AARP, Civic Engagement Among Mid-Life and Older Adults (2012). Accessed at:
http://www.aarp.org/content/dam/aarp/research/surveys_statistics/general/2012/Civic -Engagement-Among-
Mid-Life -and-Older-Adults-Findings-from-the-2012-Survey-on -Civic-Engagement-AARP.pdf on 9/21/2017.
AARP, Transforming Senior Centers into 21st Century Wellness Centers. Accessed at:
http://www.aarp.org/livable-communities/act/civic-community/info-12-2012/transforming-senior-center-into-
21st-century-wellness-centers.html on 9/21/2017.
Centers f or Disease Control and Prevention. Physical Activity and Health – Older Adults. Accessed at:
www.cdc.gov/physicalactivity/basics/pa-health/index.htm on 9/26/2017.
Chernew M, Cutler DM, Ghosh K, Landrum MBl. (2016) Understanding the Improvement in Disability Free Life
Expectancy in the U.S. Elderly Population , http://www.nber.org/papers/w22306.
Harvard Joint Center for Housing Studies & AARP Foundation. U.S. Unprepared to Meet Housing Needs of Its
Aging Population.(2014). Jchs.harvard.edu
Mather M, Jacobsen LA, and Pollard KM. (2015) Aging in the United States; Population Reference Bureau:
Population Bulletin 70, no. 2.
MetLife Mature Market Institute, Demographic Profile of America’s Older, Middle and Young Boomers. Accessed
at: www.MatureMarketInstitute.com, 2013.
Mutchler, J et al. (2016) The Future of Aging in the Town of Brewster: Brewster Council on Aging Needs
Assessment Survey ; University of Massachusetts Boston.
National Resource Center on Nutrition and Aging. Hunger in Older Adults: Challenges and Opportunities for the
Aging Services Network. (2017)
Population reference Bureau. (2016) Family Caregiving for People with Dementia Infographic ;
http://www.prb.org/Multimedia/Infographics/2016/infographic-dementia.aspx.
Scommegna P. (2016) Today’s Research on Aging: Family Caregiving ; Population Reference Bureau:
http://www.prb.org/Publications/Reports/2016/todays -research-aging-caregiving.aspx .
Scommegna P. (2013) Aging US Baby Boomers Face More Disability; Population Reference Bure au:
http://www.prb.org/Publications/Articles/2013/us -baby-boomers.aspx
U.S. Census Bureau. (2014) American Fact Finder; http://www.Census.gov.
U.S. Census Bureau. (2010-2014 file) American Community Survey: https://www.census.gov/programs -
surveys/acs.
18
APPENDIX A
GOALS AND OBJECTIVES
IMPROVE COMMUNICATION, OUTREACH AND MARKETING OF COA PROGRAMS AND SERVICES
OBJECTIVE ACTION ITEMS START YEAR
Explore additional outreach and
marketing strategies around
social media engagement
The Senior Center staff will:
Provide weekly updates of news and upcoming
events to the Webmaster of the official Town
website for posting on the COA page and home
page; (www.brewster-ma.gov) as appropriate;
Make efforts to improve turnaround time (i.e.,
within 24 hours of notice) for Town website
postings by submitting updates to the
Webmaster on Monday, Wednesday and Friday
mornings, even if just a note saying there is not
update. The responsible staff member will call
each Friday to follow u p and get status of posts;
Include linkages with program and community
partners on the Town website;
Encourage COA members to use their personal
and business networks (Facebook, email,
LinkedIn, Instagram and Twitter to promote
events and direct persons to the Town website
and link to the COA Newsletters
(http://brewster-ma.gov/documents-a-
archives/forms-a-documents/council-on-aging-
1/newsletters/3736-august-2017-coa-
newsletter/file).
Ongoing
Ongoing
Ongoing
FY19
Customize marketing
techniques to age cohort
interests
The Senior Center staff will:
Develop a master distribution list (including
email addresses and social media accounts) to
send newsl etter, flyers and announcements;
Take more photos to post on the Town website
and to share with other community groups,
(e.g., photo post with a headline, “Brewster
Council on Aging hard at work….”.
Ongoing
Ongoing
Coordinate with other
community groups and
organizations to promo te jointly
sponsored activities
The Senior Center staff will:
Improve communication and knowledge of
other area resources and services;
Engage volunteers to represent the COA and
Senior Center at meetings of other
organizations (including CHN Cape and Islands,
FOBE, OCOC, etc).
Ongoing
FY19
KEY: Red font -additional staff needed; **=additional space needed
19
PROVIDE HEALTH EDUCATION AND CHRONIC CARE MANAGEMENT PROGRAMS
OBJECTIVE ACTION ITEMS START YEAR
Support health and well -being
through health screening and
counseling
The Senior Center staff will:
Increase frequency of visiting and county nurses at
the Senior Center and include other providers like
pharmacists (e.g., CVS and Walgreens do
community outreach)
Schedule visits by these providers for the
year in advance.
FY20
Provide health education
programs about the
prevention and treatment of
common health conditions for
older adults
The Senior Center staff will:
Offer “A Matter of Balance” and Chronic Disease
Self-Management programs
Promote these programs with local groups
and healthcare providers;
Schedule guest speakers on various health topics
at the Senior Center, or cosponsored with another
organization at a different venue;
Engage other organizations such as the
Alzheimer’s FSC and Grandparents as Parents to
cosponsor talks and programs
Schedule a planning and coordination
meeting to set the calendar for community
health promotion programming.
FY19-20
Ongoing
FY20
Offer preventive
immunizations for older
residents
The Senior Center staff will:
Provide counseling and referrals regarding
preventive immunizations;
Collaborate with other Town departments or
community organizations to offer immunizations
at other venues.
Ongoing
Ongoing
Develop support groups to
help sustain healthy life style
choices and enable older
residents to better cope with
chronic conditions or those
they care for
The Senior Center staff will:
Plan and launch Wellness Cafes and Clubs around
various activities (e.g., walking, stretching, dance,
yoga, hydration, nutrition, etc.).
FY21
Counsel re sidents age 65 and
older regarding Medicare and
secondary health insurance
choices
The Senior Center staff will:
Offer the SHINE program at the Senior Center
Send announcements through email and
social media;
Consider increasing the number of SHINE
volunteers in response to increased demand.
Ongoing
FY21
KEY: Red font-additional staff needed; **=additional space needed
20
PROVIDE A FULL RANGE OF EXERCISE AND FITNESS ACTIVITIES
OBJECTIVE ACTION ITEMS START YEAR
Provide educational
programming on benefits of
exercise
The Senior Center staff will:
Implement the Go4Life program of the
National Council on Aging**;
Implement NCOA’s Aging Mastery Course **;
Sponsor (with other Town Departments and
local organizations) a Health Fair during
Healthy Agi ng Month (September);
Include articles on the benefit of exercise in the
monthly newsletter and through social media.
FY19
FY20
FY22
FY19
Provide creative exercise and
body movement programming
of low, moderate and high
intensity
The Senior Center staff will:
Identify and secure practitioners of different
exercise routines and programs;
Expand walking programs at suitable Brewster
location (Drummer Boy Park, Bike Trail, etc);
Expand the exercise and fitness programs
beyond what is currently available;
Integrate into these activities a social
intervention program that supports behavior
change (e.g., setting up a buddy system,
making contracts with others to complete
specified levels of physical activity, or setting
up walking groups or other groups to provide
friendship and support);
Pilot some of these activities in early evening
hours as well as daytime hours.**
Ongoing
FY19
FY20
FY19
FY20
Provide screenings for physical,
functional, and mobility
limitations
The Senior Center staff and COA Board will:
Identify for use a screening instrument(s) for
assessing physical, functional, and mobility
limitations;
Identify and secure appropriate practitioners
(e.g., nurses, PTs, OTs) through funded or
volunteer positions to implement the
screenings;
Screen and counsel seniors regarding
recommended exercise routines—both at
home and the Senior Center;
Develop informational brochures for
distribution at health centers, PT agencies ,
physician offices regarding the above programs
FY21
FY21
FY19
FY20
KEY: Red font -additional staff needed; **=additional space needed
21
HELP OLDER RESIDENTS TO AGE IN PLACE
OBJECTIVE ACTION ITEMS START YEAR
Assist residents to modify or make changes
to their home in order to remain living there
as long as they desire.
The Senior Center staff will:
Develop and offer educational programs on
home modifications and universal design
(e.g., AARP’s “Home Fit”)as well as sources
of financial assistance for these
modifications;
Provide educational programming on home
care options, cost and eligibility;
Be a resource for identifying and applying
for funding assistance, e.g., home equity
loans, low -cost loans, grants, donated labor
and/or materials;
Be a resource for affordable home
maintenance services;
Provide information and referral for
services to identify and recommend home
modifications that enable residents to
continue living safely at home.
FY20
FY20
FY19
FY19
FY19
Foster intentional communities The COA Board and Senior Center staff will:
Discuss with Nauset Neighbors the resources
required to foster neighbors helping neighbors ,
and e xplore the possibility of increasing their
services to more Brewster residents;
Explore other options if Nauset Neighbors
cannot meet identified needs.
FY19-20
FY19-20
Educate Town leaders about how an Age
Friendly Town enables older residents to
remain living in their homes and age in place.
The COA Board and Senior Center staff will identify
and utilize all opportunities to educate Town leaders
and residents about how an Age Friendly Town can
assist residents to age in place successfully:
The COA Board will host a Forum on the
Age Friendly Town Initiative.
FY18-19
KEY: Red font -additional staff needed; **=additional space needed
22
MEET NUTRITIONAL NEEDS OF OLDER RESIDENTS
OBJECTIVE ACTION ITEMS START YEAR
Identify potentially malnourished
seniors
The Senior Center staff will:
Establish ongoing contact with ESCCI, police, EMTs,
physicians and other appropriate groups to identify
residents with unmet nutritional needs;
Organize a local work group that includes health
providers and other stakeholders to develop a plan
for food security screening and referral (AARP –
Implementing Food Insecurity Screening for Older
Patients – A Resource Guide and Tool Kit);
Introduce and work with first
responders/healthcare providers to administer food
insecurity screening questions and make referrals to
the COA.
Ongoing
FY22
FY22
Provide access to programs that
meet nutritional needs of older
residents
The Senior Center staff will:
Follow -up identified older residents by telephone
and/or home visits to assess eligibility/interest in all
COA meal programs;
Enroll eligible residents in SNAP or Meals on
Wheels;
Collaborate with ESCCI to order and ensure
sufficient MOWs to meet identified need;
Anticipate and plan with ESCCI for increase in need
as Town’s older population increases;
Provide hot lunches to Senio r Center attendees;
Work with Buy Local, Buy Fresh and ESCCI to
provide, advertise and distribute coupons for
vegetables at area farmers markets
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Provide nutrition education
The Senior Center staff will:
Offer a 6 week nutrition education series yearly
during Malnutrition Awareness Week.**
FY19
KEY: Red font -additional staff needed; **=additional space needed
23
PROMOTE AND PROVIDE OPPORTUNITIES FOR SOCIALIZATION
OBJECTIVE ACTION ITEM START YEAR
Increase resident
participation in Senior Center
activities
The COA Board and Senior Center staff will:
Identify social activities that will attract older
residents not currently participating in Senior
Center programs;
Offer “Try It Out” open houses
Identify those activities or programs that are not
available through other sources;
Pilot some of these activities in early evening
hours to determine if expanded hours of service
will increase participation;**
Collaborate with other Town Departments and
local organizations to plan and provide expanded
programming.
FY21
FY21
FY21
FY20
FY19
Increase programs for men
across the older age range
The COA Board and Senior Center staff will:
Hold one or more focus groups to identify
programs of interest to men across the age range,
i.e. younger-old and older-old;
Pilot programs and activities that will appeal to
younger men, e.g. bocce and pickle ball;
Pilot programs that will increase Senior Center
participation by men age 85+;**
Assess the success of these programs in attracting
and involving older men.
FY19
FY20
FY20
FY21
KEY: Red font -additional staff needed; **=additional space needed
24
PROMOTE APPROPRIATE HOUSING OPTIONS FOR OLDER RESIDENTS
OBJECTIVE ACTION ITEM START YEAR
Offer information and
educational programming on
housing
The Senior Center staff will:
Maintain a database of housing options
appropriate for older residents;
Develop and implement a workshop series,
in collaboration with BLL, BCN, entitled “If I
Live to Be 100, Where Will I Live” to
educate older residents regarding housing
options;**
Develop and implement workshops on
downsizing, housing safety and fall
prevention, and the age -friendly home.**
FY22
FY20-21
FY20-21
Collaborate with relevant Town
Departments, local organizations
and groups on promoting
housing options
The Senior Center staff and COA Board will:
Plan and host a Housing Forum with the
Town Planning and Building Departments,
Housing Coordinator, Housing Authority and
others to explore housing needs, barriers,
and possible solutions.
FY20
Advocate for age -friendly
housing for all new construction
Appointment by the COA Board Chair of a standing
committee to focus on housing issues. This
Committee will:
Appoint a liaison to the Town Housing
Coordinator;
Explore and provide background information
and expert testimony on creative housing
solutions for older residents such as co -
housing, shared housing, accessory dwelling
units, etc.
FY19
FY20
KEY: Red font -additional staff needed; **=additional space needed
25
PROVIDE RELIABLE AND AFFORDABLE TRANSPORTATION OPTIONS
OBJECTIVE ACTION ITEM START YEAR
Ensure clearly defined,
accessible and affordable
transportation options
The Senior Center staff will:
Work with CCRTA and the Cape Cod Healthy
Living Committee to enhance existing services
and linkages, identify gaps, and participate in
planning to meet future needs.
Ongoing
Ensure convenient, safe and
accessible in-town stops,
stations and roadways
The Senior Center staff will:
Work with the All Access Committee in
monitoring the above to ensure 1)appropriate
signage, 2) absence of obstructions, 3) well -
maintained roads and sidewalks, 4)adequate
seating and shelter, and 5) priority/handicap
parking spots and drop-off points;
Work with the All Access Committee, monitor
and advocate for access to all town facilities,
parks, beaches and other recreational venues.
Ongoing
Ongoing
Ensure driver safety The Senior Center staff will;
Offer resources for safe driver assessment
and counseling regarding “giving up the
keys”;
Provide AARP’s Driver Safety Course once a
year.
FY19
FY19
KEY: Red font -additional staff needed; **=additional space needed
26
OFFER EDUCATIONAL PROGRAMS THAT PROVIDE ROUTES TO PERSONAL
AND PROFESSIONAL KNOWLEDGE AND SKILL DEVELOPMENT
OBJECTIVE ACTION ITEM START YEAR
Offer workshops and lecture series
of interest to Brewster residents
The Senior Center staff will work with the Board
and FOBE to:
Solicit topics of interest through FOBE,
focus groups, social media, and surveys as
appropriate;
Collaborate with other Town departments
and organizations such as the BLL to
identify topics of interest;
Provide l unch and learn programs, outside
speaker series, and book and film
discussion series on topics of interest .**
FY19
FY19
FY20
Ensure that older residents are
aware of available learning
opportunities in
Brewster, elsewhere on Cape Cod,
and online
The Senior Center staff will:
Maintain and distribute a calendar of
events, using the COA web page, social
media, and the monthly newsletter;
Publicize offerings by other area
organizations, e.g., BLL, Nauset Adult
Education, Brewster Community Network ,
etc.
Provide a workshop on distance learning
venues (in collaboration with the BLL) such
as TED talks, oyc.yale.edu; edx .org; the
great coursesp lus.com.
Ongoing
FY20
FY21
Build skills in the use of new
technologies/social media
The Senior Center staff will offer:
Offer basic, intermediate and advanced
computer skills classes;
Offer basic, intermediate and advanced
skills classes on social media;**
Offer workshops on the use of ebay,
Facebook, Craigslist, etc. for selling items
and downsizing;**
Develop a Cyber Café to provide seniors
with assistance in accessing online
resources with the help of volunteers and
student interns (e.g., from Cape Cod Tech,
CCCC).**
Ongoing
FY19
FY19
FY21
KEY: Red font -additional staff needed; **=additional space needed
27
PROMOTE AND OFFER INTERGENERATIONAL PROGRAMS
OBJECTIVE ACTION ITEM START YEAR
Identify needs and opportunities for
intergenerational programming in two
areas: older adults serving youth and
youth serving older adults
The Senior Center staff and COA Board will:
Meet with educators (pre -school to high
school) to identify and discuss options for
collaboration (e.g., mentoring, tutoring,
oral history/reminiscence);
Select programs in each category to
implement on a trial basis;
Identify high risk Brewster residents such
as grandparents taking care of
grandchildren, single parents, troubled
adolescents, etc and explore pro gramming
for needed support (e.g. foster
grandparent program; mentoring,
tutoring).
FY20
FY20
FY20
FY20
Explore collaborative programming
opportunities with other Town entities
The Senior Center staff will:
Meet with Town Department heads (e.g.,
Police, Fire, Conservation, Natural
Resources, Human Services, etc.), non-
profits (e.g., Brewster Historical Society,
Brewster Conservation Trust, Churches,
Alzheimer’s Family Support Center), and
youth group leaders to explore joint
programming opportuni ties for youth and
older adults;
Develop and implement at least one trial
program annually with a Town
Department and with a non -profit
organization;
Evaluate the trial programs and build on
successes;
Expand to other Town Departments and
organizations.
FY20
FY20
FY20-21
FY21
Develop intergenerational social events,
for both older adults and youth in order
to combat age segregation, eradicate
age stereotypes, and build common
bonds
The Senior Center staff will:
Organize at least two social events
annually such as a dance, party,
storytelling, music or theater program; **
Approach area assisted living facilities to
co-sponsor and/or host an annual event.
FY20
FY20-21
KEY: Red font -additional staff needed; **=additional space needed
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PROVIDE EXPANDED RECREATIONAL ACTIVITIES
OBJECTIVE ACTION ITEMS START YEAR
Anticipate and plan for Brewster’s
changing demographics
The Senior Center staff and COA Board will:
Regularly review demographic data from
the Town annual census to keep track of
the age breakdown of residents ;
Research and review innovative senior
center programming locally and nationally,
and healthy aging programming in general;
Actively solicit input from young old (45 to
65) – focus group, questionnaire, social
media.
FY19
FY19
FY20
Explore joint (and
intergenerational) programming
possibilities with relevant Town
Departments and Committees
The Senior Center staff and COA Board will:
Convene a meeting with appropriate Town
Department heads and Committee chairs
(e.g., Recreation, BLL, Bikeways, All Citizens
Access, Cultural, etc.) to discuss jointly
sponsored activities;
Identify and offer at least one jointly
sponsored activity.
FY20
FY21
Introduce new recreational
activities on a timely basis in one
or more of the following
categories: Games,
Exercise/Physical Fitness, Outings,
Cultural/Trips
The Senior Center staff will:
Identify recreational activities that will
attract older residents not currently
participating in Senior Center programs;
Pilot some of these activities in early
evening hours as well as daytime hours.**
FY21
FY20-21
KEY: Red font -additional staff needed; **=additional space needed
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SUPPORT AND ASSIST INFORMAL CAREGIVERS OF OLDER BREWSTER RESIDENTS
OBJECTIVE ACTION ITEMS START YEAR
Identify family caregiver
concerns and needs in the
community
The Senior Center staff will:
Work collaboratively with ESCCI and the
Alzheimer’s Family Support Center
Consider a survey of Brewster residents
regarding the number and characteristics of
caregivers of Brewster residents (i.e., spousal
and other family caregivers, non -family
caregivers, caregivers at a distance ;
grandparents raising grandchildren );
Reach out to area healthcare providers,
Brewster EMTs, and the Brewster Police for
assistance in identifying caregivers in need.
Ongoing
FY19
FY20
Provide information and
referral services for caregivers
The Senior Center staff will:
Inventory available resources for caregivers,
including services, waiting lists, costs, etc;
Collaborate with ESCCI’s Family Caregiver
Support Program to provide needs assessment
and referrals for identified caregivers.
FY19
FY19
Provide educational programs
about caregiving
The Senior Center staff will:
Develop and implement educational seminars
for caregivers (or potential caregivers) on
topics such as planning for incapacity, home
modifications to promote aging-in-place, in-
home services, long term care options and
financing, etc.**
FY20-21
Assess need for and ways to
provide respite services
The Senior Center staff will:
Reach out to existing Respite Centers to
identify availability, cost, waiting lists, etc.
Assess need for additio nal respite resources
over time.
Ongoing
FY20
KEY: Red font -additional staff needed; **=additional space needed
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ENHANCE VOLUNTEERISM AND CIVIC ENGAGEMENT
OBJECTIVE ACTION ITEMS START YEAR
Develop a talent bank and
speaker’s bureau
The Senior Center staff will:
Collaborate with FOBE to solicit and inventory the
skills, knowledge, and interests of FOBE members and
COA attendees;
Identify interest of FOBE members and COA attendees
in volunteering for various activities ;
Recruit potential volunteers at all COA events and
through the monthly newsletter and social media;
Develop and maintain a master file of candidates.
FY19
FY19
FY19
FY20
Identify opportunities for volunteer
activities that are appropriate for,
or target, older residents
The COA Board and Senior Center staff will:
Contact and collaborate with organizations using older
volunteers (Foster Grandparents, Senior Companions,
RISE, Meals on Wheels);
Make matches based on identified interests and
expertise.
FY19
FY20
Support volunteer programs that
build intergenerational bonds to
encourage the sharing of
experience, enthusias m, and
culture among age groups
The Senior Center staff will:
Meet with school officials to identify intergenerational
activity possibilities ;
Develop pilots for the three types of intergenerational
activities described elsewhere;**
Apply for available grants that encourage such pilots;
Implement and evaluate these pilot activities.
FY19
FY20
FY20-21
FY22-23
Create networks to connect older
residents with volunteer
opportunities in Town that are
appropriate by age, interest and/or
expertise
The Senior Center staff will:
Meet with the appropriate Town administrators and
Committee Chairs to identify volunteer needs and
opportunities for matching;
Monitor assignments for productivity and satisfaction.
FY19-20
FY20
Improve volunteer management
and training to increase volunteer
productivity and satisfaction with
assigned tasks
The Senior Center staff and COA Board will:
Develop a volunteer recruitment an d manager
position;
Seek funding for this position;
Provide training in volunteer recruitment and
management, through 4Cs or in -house;
Develop contractual agreements that outline the
obligations of both volunteers and their supervisors.
FY22
FY22
FY22
FY22
Encourage and facilitate civic
engagement
The Senior Center staff and COA Board will:
Organize support for Town Meeting on Saturday to
encourage greater attendance by older residents ;
Work with Town officials and appropriate Departments
to lower barriers to attendance.
FY18-19
FY20
KEY: Red font -additional staff needed; **=additional space needed
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OBTAIN ADDITIONAL FUNDING TO SUPPORT AND EXPAND SERVICES
OBJECTIVE ACTION ITEM START YEAR
Request increases in the
Town COA budget
The COA Director and Board will request and justify
needed increases in the Town budget annually
FY19
Identify appropriate funding
opportunities
Appointment by the COA Board Chair of a standing
committee to identify potential funding opportunities.
This Committee will:
Use resources such as the Foundation Center
(http://foundationcenter.org), Massachusetts
Grant Watch
(https://massachusetts.grantwatch.com) to
identify funding opportunities;
Report quarterly to the COA Board on possible
funding opportunities and recommend course of
action;
Collaborate with other Town Departments and
local organizations to identify funding
opportunities for co-sponsored programs.
FY19
FY19
FY19
Apply for grant funding The Committee will write grant applications by:
Working with the Senior Center Director;
Collaborating with FOBE as needed;
Collaborating with Town Departments and local
organizations as indicated for co-sponsored
programs
FY19
FY19
FY20
KEY: Red font -additional staff needed; **=additional space needed
32
APPENDIX B
THE FUTURE OF AGING IN THE TOWN OF BREWSTER:
BREWSTER COUNCIL ON AGING NEEDS ASSESSMENT STUDY
APRIL 2016
KEY FINDINGS IN BRIEF
Demographic Highlights
Forty percent of Brewster’s population is currently age 60 or older; this share is expec ted to increase to 55% by
2035
By 2035, 19% of Brewster residents are expected to be age 80 or older.
In Brewster as in many communities, older residents are more likely than their younger neighbors to have low
income, be disabled, and live alone.
Community & Neighborhood
Most Brewster survey respondents reported that staying in Brewster is important to them.
Cost of liv ing, including property taxes, transportation concerns, worries about accessing needed services, and a
perceived lack of downsizing options are viewed as barriers to aging in place.
With respect to “age -friendly” features, access to medical services and le arning opportunities were rated
positively, especially by the oldest respondents. Older residents’ safe access to beaches and green space was
rated as age -friendly by 53%-64% of respondents. Seven out of ten respondents evaluated seniors’ having a
voice in Town decision -making as age -friendly.
Housing and Living Situation
Half of Brewster’s survey respondents reported needing modifications to make their home safer to live in over
the next five years. Forty percent of respondents needing modifications who a re age 45-59, and 20% of those
age 60 or older, said they cannot afford these modifications. Many residents reported that they already have
home features in place that would support aging in place. Some indicated that their home could not be modified
adequately, or that it would not be cost-effective to do so.
Seniors are receptive to living in senior independent living communities if a change in health or ability required a
move, including 39% of those age 60-79 and 37% of those age 80 or older. Forty percent of the respondents age
80 or older would prefer an assisted living if declining health required a move. Many Brewster residents do not
believe that adequate and affordable downsizing options are currently available in Brewster.
Social Activities and Relationships
Overall, Brewster respondents reported good emotional well -being and most have frequent contact with friends
and family.
A segment of the Brewster community does not have frequent contact with others, including the 8% of survey
respondents age 80 or older who use the phone, email, use social media, or get together with friends, relatives,
or neighbors less than once a week.
Half of respondents living alone do not have a family member within 30 minutes who could help if needed.
Health & Caregi ving
Half of the respondents age 80 or older require assistance with activities around the house, such as housework
or care of their yard. Eight percent require help with daily activities (such as taking medication) or personal care
(such as dressing). Most receive help from family or friends; as well, 68% report paying for help.
33
A large share of survey respondents have provided care or assistance within the past 5 years to a person who is
disabled or frail, including 61% of those age 45- 59 and 49% of those age 60-79. A majority of those providing
care described the experience as very or somewhat challenging.
More than half of survey respondents age 45-59, and 48% of those age 60 or older, said that a caregiver respite
program or support group would be h elpful to themselves or their families.
Eight out of ten survey respondents reported that they “favor” or “strongly favor” offering a Social Adult Day
Care program in Brewster, including 83% of the respondents with caregiving experience.
Transportation
Mo st survey respondents drive, but 14% of those age 80 or older do not.
Many residents modify their driving to make it safer, by avoiding driving at night, avoiding driving in bad
weather, avoiding highway driving, or other strategies, including 32% of respo ndents age 45-59, 40% of those
age 60-79 and 69% of those age 80 or older.
Respondents who do not drive or who drive with modifications rely largely on family members and friends for
rides.
Respondents who do not drive also frequently reported use of the C OA B-Bus (25%), volunteer medical
transportation through the COA (23%), public transportation (15%), and DART Dial -A-Ride (13%). Those who
drive use these options rarely.
Just under half of survey respondents said they are completely or very satisfied with transportation options in
Brewster. Satisfaction ratings were lower for respondents age 45-59
Over the previous 12 months, 18% of non -drivers missed, cancelled, or rescheduled a medical appointment
because of a lack of transportation.
Current and Future Retirement Plans
Eighty-four percent of respondents age 45-59, and 30% of those age 60-79, are working full - or part-time, or are
self -employed.
Among workers, 35% of those age 45-59 and nearly half of those age 60 or older are not sure if or when they wil l
retire.
More than half of respondents age 45-59, and one -third of respondents age 60 or older, lack confidence about
having adequate resources to meet their financial needs in retirement.
Programs & Services at the Council on Aging
Participation in COA programs and services is high among residents age 80 and older, relative to younger
seniors, suggesting that as the Brewster population ages, increases in participation rates are likely.
Half of the senior respondents who do not currently use the Brewster COA said they are very or somewhat likely
to do so in the future.
Many respondents participate in activities at other communities’ Councils on Aging, typically citing specific
activities as a reason.
Knowledge gaps in what the COA offers and how to access its programs limit use of the COA. Respondents
prefer learning about the COA through the newspaper, the COA newsletter, or the Town website. Nearly three
out of ten respondents age 80 or older never use the Internet; for these and other residents, print me dia are
important resources.
Strong support was reported across all age groups surveyed for key service programs, including transportation,
caregiver support, health and wellness programs, SHINE, assistance with local and state programs, and adult day
programs.
Exercise programs and respite programs were most frequently mentioned as added programs of interest.
Concerns about the Council on Aging building were expressed throughout the survey. Some residents were
concerned about the safety of the building, especially for users with mobility challenges. There is a strong
preference for activities being offered n a single building. Some respondents prefer a freestanding senior center;
34
many are receptive to an intergenerational community center within which COA programs and services may be
housed.
RECOMMENDATIONS
We offer the following recommendations for the Town and the Brewster Council on Aging:
Develop and disseminate information about home modifications that can help residents make their homes safer
to live in as they age, and programs that may help pay for modifications. Many residents reported needing these
modifications to age in place, and some cannot afford them.
Explore opportunities to promote downsizing options in Brewster. Many residents have ho mes or properties
that are too large, or too difficult to maintain. Receptivity to downsizing options, including housing with services,
was expressed in the community survey.
Work to close the COA information gap through clearer communication and broader dissemination of
information. Many residents have poor or incomplete knowledge of what the COA does and who can
participate. A continued need for print media is evident.
Strengthen information dissemination about transportation options available in Brewst er. Many seniors modify
their driving behavior, including avoiding driving at night or far distances. Few of these individuals reported
using the available transportation options. Further explore whether available options are adequate for
community needs.
Prepare for growth in COA participation. Growth of the senior population is especially high among age groups
most likely to use the COA. Many seniors who do not use the COA indicated they are likely to do so in the future.
Create opportunities for expand ed senior activities in Brewster. Limited programs for senior exercise, late -life
learning, and socialization are apparent. Cross -departmental partnerships may be encouraged as a means of
expanding options.
Expand caregiver support opportunities in Brewster. Many residents participate in caregiving and report needs
for support, including respite care and adult day care.
Explore community interest in educational programs relating to retirement planning. Many seniors work for pay
or are self -employed, and many are uncertain about when or if they will retire. Sizable shares of seniors lack
confidence about their ability to meet their financial needs in retirement.
Develop short-term and long-term strategies to improve space available to the Brewster COA. Some r esidents
are fearful of participating in programs located in the current building, especially those with mobility limitations.
Available space is insufficient for significant expansion in programming. There is receptivity to a community
center model, withi n which COA functions would be housed.
Consider embarking on a strategic planning process for the Brewster COA as a means of addressing
programming needs, communication strategies, and space needs.
REFERENCE
Mutchler, J et al. (2016) The Future of Aging in the Town of Brewster: Brewster Council on Aging Needs
Assessment Survey ; University of Massachusetts Boston.
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APPENDIX C
UNIVERSAL/AGE FRIENDLY DESIGN FEATURES FOR THE IDEAL SENIOR CENTER
Research, based on what we know about the aging process, dictates these “age friendly” design features (see
Section B for rationale). The following recommendations should be kept in mind when considering a new or
renovated senior center, and they provide a checklist for evaluating how the current C OA building measures up.
A. RECOMMENDATIONS
1. LIGHTING
Adequate lighting, particularly in stairs and hallways
Global ambient light that illuminates an entire room (pendant lights or wall sconces preferable to
fluorescent fixtures)
Natural lighting from windows
Task, indirect lighting with LED bulbs concealed to avoid glare
Balanced light levels, especially in transition places to enable safe movement from one space to another
Halogen bulbs that can cause glare should be avoided
2. FLOORS – varies based on intended use and users of space
Acoustical, aesthetic, warm, non -glare carpeting where carpeting is needed (e.g. some exercise
programming)
Durable, non-glare flooring for easy hygiene, maintenance
Easy navigability by those with canes, walkers, wheelchairs, scooters and “shuffle” walk
Thresholds that are flush
Balanced flooring with no dips, cracks uneven areas
No carpet tears
Bold high contrast floor patterns that can confuse people with visual and cognitive impairments should
be avoided
Non glare, matte finish for cleaning/waxing floors
Boundaries clarified with color or textural differences
3. CEILINGS/ACOUSTICS
Sound absorbent, acoustical lay -in panel ceiling
Curtains to absorb noise
Thoughtful grouping of dedicated spaces to minimize noise factor in adjacent rooms
4. FLEXIBLE SPACE/TRAFFIC FLOW
Creation of spaces that are universally accessible, user friendly, flexible and that can accommodate a
variety of activities
Doorways wide enough for wheelchairs and walkers
Adequate space for maneuvering/turning around
5. BATHROOMS
Accessible ground floor toilets
Large enough for wheelchair transfer
Emergency call buttons
Grab bars in strategic places (should not be stainless steel or chrome)
Elevated toilet as need ed
Slip resistant flooring
Reachable towel rack/soap dispenser
36
Knee space under sink
6. FURNISHINGS
Blinds and/or curtains to control sunlight glare
Chairs that are firm and high, with well -placed arms and supportive backs for ease of sitting and rising
Cabinetry within easy reach
Smaller round tables for ease of communication/socialization
7. GENERAL ACCESSIBILITY
Step-less entrances
Weather protection shelter at doors
Lever handles for all doors rather than knobs
Absence of clutter, loose objects & low profile items
Sturdy handrails and banisters
8. COLOR CHOICE
Light reflective walls in light matte finish to avoid glare (Light Reflective Value of 70 -80 for walls and 80
to 90 for ceilings)
Soft warm colors; avoid dark colors at blue/green end of color s pectrum
Colors that contribute to warm, not institutional ambience
Increase contrast with paint colors for better visibility (such as edges of ramps, doorways, stairs)
B. AGE RELATED FACTORS THAT SUPPORT THE ABOVE RECOMMENDATIONS
1. AGING AND EYESIGHT
By age 50 an older person needs 2X as much light to see well that a 20 year old
An 80 year old needs 3X as much light
Eye muscles become less elastic and, therefore, adjust slower to light changes
40% of those 75 to 85 have cataracts
Reduced night vision
Loss of peripheral vision
Decreased ability to judge depth
Sensitivity to glare
Decreased clarity of colors especially at blue/green end of color spectrum
2. HEARING DEFICITS
Hearing loss begins around age 20 and is progressive
Greater difficulty hearing sounds at higher frequencies
Greater difficulty hearing when background noise is present
3. FALLS AND FALLS RISKS
Epidemiological studies on falls in the elderly reveal these risk factors:
Intrinsic factors include things like visual impairments, medicat ions, cognitive problems (people with dementia
are more likely to fall), and cardiovascular conditions like hypotension
Extrinsic factors include:
Poor lighting due to low luminance of existing lights or lamps, so preventing hazard identification and
avoidance. Eyesight deteriorates with age, and extra lighting will be needed where seniors move
frequently. The power of the bulbs used should be higher than normally accepted, with incandescent
bulbs preferred especially as they react much more quickly than other types of bulb when switched on.
This is vital when entering a room where an obstacle can trip the user for example, especially if not seen
in time to prevent the accident.
37
Stairs with inadequate handrails or too steep, encouraging trips and fal ls. The steps should be spaced
widely with low risers, and surfaces should be slip-resistant. Softer surfaces can help limit impact injuries
by cushioning loads.
Doorways with adequate headroom so that the user's head does not hit the lintel .
Rugs/floor surfaces with low friction, causing poor traction and individual instability. All surfaces should
have a high friction coefficient with shoe soles.
Clothing/footwear poorly fitted, shoes of low friction against floor. Rubber soles with ribs normally have
a high friction coefficient, so are preferred for most purposes. Clothing should fit the user well, without
trailing parts (hems falling below the heel and loose shoe strings) which could snag with obstacles
Lack of equipment/aids such as canes or walkers to improve user stability. Grab bars should be supplied
plentifully, especially in critical areas where users may be vulnerable.
C. WHAT BREWSTER SENIORS SAID THEY WANT IN A SENIOR CENTER
Single floor
Close and ample parking
Covered entrances and automatic door openers
Multi -purpose room with designated rooms for arts and crafts, music, exercise, games and computers
Classroom with AV equipment for educational events/presenters
Fitness room with appropriate strength building equipment
Reading room; quiet lou nge
Sound proofing or separate quiet/noisy activities
Full purpose kitchen for meal preparation/MOW/cooking classes
Café/Coffee lounge; snack area
Intergenerational programming
Park-like setting with patio for outdoor picnics/events
Raised garden beds on patio
Walking trail with exercise stations; connecting pathway to CCRT bike trail
Joint programming with Recreation Department
Early evening hours at least twice a week
Open weekends for special events
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APPENDIX D
COUNCIL ON AGING BOARD MEMBERS
ANDREA NEVINS (Chair)
Andrea Nevins, MPH, is a Gerontologist and Public Health Educator with 35 years of experience training
professionals in the field of aging. Before developing the Gerontology Intensive Certificate Series at 4Cs she was
Director of Certificate Programs in Aging and Director of the Geriatric Education Center at Brookdale Center on
Aging of Hunter College in New York City. As administrator and faculty, she was responsible for certifying 100s
of aging networks professionals in the following are as: Normal Aging, Aging and Mental Health, Professional
Geriatric Care Management, Adult Day Services and Creative Aging.
She also directed the National Institute on Human Resources and Aging, funded by the US Administration on
Aging, to provide traini ng and technical assistance on human resource concerns for aging agencies nationally.
As Director of Education and Training for the Brookdale Center on Aging she administered both private and state
funded contracts to provide training for all levels of st aff in New York State’s aging network, including one that
called for training 500 staff in all of New York’s 58 Long Term Care Facilities. She was on the editorial Board of
The Gerontologist, the leading publication for professionals in the field of aging , and is an expert in curriculum
development on aging topics.
SHARON TENNSTEDT (Co-Chair)
Sharon Tennstedt, MSN, PhD, trained as a psychiatric clinical specialist and social and behavioral scientist,
focused her career on older adults and aging issues. S he brings to the Brewster COA a broad range of relevant
experience, including clinical, management and administration, program development and evaluation, and
research. Early in her career, she was the Executive Director of BayPath Elder Services, the Area on Agency
(AAA) and Home Care Corporation for a 14-town area in MetroWest Boston. During this time she also served as
President of MASS Home Care, the statewide association for AAAs and Home Care Corporations, which involved
close working relationships with the MA Executive Office of Elder Affairs.
The last 30 years of her career were spent in the field of social/behavioral and clinical research as a Vice
President of the New England Research I nstitutes (NERI) and Director of their Institute for Studies on Aging. She
designed and directed many types of research studies, including epidemiological studies, surveys, behavioral
intervention trials (notably, “A Matter of Balance” a group interventio n addressing fear of falling previously
offered by the COA), and multicenter clinical trials. She held faculty appointments at the Boston University
Schools of Public Health and Social Work, was President of the Massachusetts Gerontology Association, and is a
Fellow of the Gerontological Society of America.
ROBERT DELOYE
Robert Deloye brings 38 years of experience working in the private sector of industry , working as a senior
mechanical designer in the engineering departments of General Electric and Lockheed Martin. When at GE in a
commercial department, he was instrumental in the design of large power transformers used to distribute
electricity from generating sources such as hydro -electrical dams. At both GE and Lockheed , he was the lead
designer he ading up the design and documentation of the Army's Bradley Fighting Vehicle's transmissions and
turret drives. All of these positions required interfacing with people in the workforce from the factory to upper
management.
For 10 years he was on the executive board of the International Federation of Professional and Technical
39
Engineers, 5 years of which he served as president. As President, he dealt with company human resources and
employee relations when representing membe rs of the Federation. Mr . Deloye was an active member of the
Berkshire United Way and served on the United Way Board for 3 years. Since moving to Brewster in 2004, he
has worked on the Brewster in Bloom Parade Committee and volunteered at the Brewster S enior Center since
2005. Mr . Deloye has been on the C OA Board since 2011 and was Chair for 3 years.
CYNTHIA O’LEARY
Cindy O’Leary brings to the Board her broad professional experience, including 12 years as a church
administrator and community center program coordinator, 9 years in financial management, 9 years as a
corporate paralegal, and a lifetime of volunteerism. She earned a BA in Spanish from Colorado State University,
with post-graduate courses in Accounting, Finance and Real Estate, and Paralega l and Mortgage Banking
certifications. Her volunteer experiences over the years are just as varied – traveling with Up With People as a
cast member and PR rep, Newcomers’ Club president and program director, multiple PTA jobs, and Habitat for
Humanity team volunteer, to name a few. She has chaired fundraising efforts for non -profits from California to
Cape Cod and Texas to Minnesota. Cindy cantors and lectors at Our Lady of the Cape Church, performs with the
Chatham Chorale, and has sung for several year s with a Hospice Choir, offering music to the dying and their
grieving family members.
Highly relevant to this planning effort, she played a leadership role in initiating and implementing the Needs
Assessment Survey on which this Action Plan is based and brings personal experience with long -distance and
long-term family caregiving.
KAREN THURBER
Karen Thurber, RN, BSN practiced nursing for 43 years in Cleveland OH, Boston MA , and Storrs and Manchester
CT. Her practice spanned all ages , with highlights in Pediatric Oncology and Surgery in Cleveland, Diabetic
Education at Joslin Clinic in Boston, VNA in MA and CT, and College Health in Storrs CT for the last 23 years of
her career. Her practice with the VNA drew her to the COA because she saw firsthand the concerns of a
disabled and/or aging population regarding their ability to remain in dependent and in their own home , and the
concerns of their families in how to accomplish these goals. The COA is often the first in line to help. This is why
our work on the Board is so vital in helping to shape the changes needed to help Brewster seniors reach their
fullest potential i n an age friendly environment.
BRENDA VAZQUEZ
Brenda Vazquez, MAG, is an administrative gerontologist and public health consultant with over 15 years
experience in community health promotion and aging services. She is the founder and CEO of New England
Wellness Foundation in Hyannis, Massachusetts and serves the resident s of Cape Cod and beyond through her
civic leadership activities and community building programs.
Brenda was one of the first Stanford School of Medicine -certified Diabetes Self-Management Master Trainers in
the country and went on to successfully implemen t evidence based health promotion and health self -
management programs in California. Before moving to Cape Cod in 2013, Brenda was Director of Community
Health Programs at Partners in Care Foundation, the California Department of Aging’s Technical Assistan ce
Office for Evidence Based Health Promotion Programs. In collaboration with schools of medicine, nursing,
pharmacy, social work, government and business, Brenda and her team’s innovative health promotion work
won the Older Americans Act Title IIID Diseas e Prevention Health Promotion funding for 12 consecutive years
serving over 7000 elders and their families annually. Currently, Brenda is working to establish clinical and
community linkages to facilitate access to evidence based interventions within the s ervice areas of the Boston
Partnership of the Massachusetts Prevention and Wellness Trust Fund.
40
In 2012 Vázquez designed Exergamers Wellness Club, winner of the National Association of Senior Centers’ top
innovation award. She is also a recipient of the American Association of University Women’s Career
Development Award. She holds a Master’s degree in Gerontology from the University of Southern California’s
Davis School of Gerontology and a Bachelor of Arts in Mass Communication from Emerson College. Bre nda has
been providing support to organizations that serve older adults in a variety of posts. She Chairs the
Massachusetts Community Health Network of the Cape and Islands, a coalition of over 50 human service
organizations; serves on the Barnstable Coun ty Human Services Advisory Board, Brewster Council on Aging and
on a new initiative, Healthy Aging Cape Cod. She is committed to using her experience, education and training to
help improve the quality of life for all Cape Cod residents across the lifespan , and fostering livable communities
for all ages.
DENISE REGO (COA Director)
Denise Rego brings 25 years of experience working with the older adult population. She began employment at
Brewster Place (now Wingate at Brewster Place ) as an Administrative Assistant , with promotion to Business
Office Manager. This experience allowed her to continue on her path as the Administrative Assistant to Jean
Sears, Brewster COA Director. Denise graduated from Marymount College in Tarrytown, N Y, and in 2006 she
completed the 2-year Frank J. Manning Certificate Program in Gerontology at UMass Boston to increase her
knowledge in working with the senior population. In 2009, Denise became the Brewster COA Director. In
addition to the COA Board, she currently sits on three other boards: All Citizen s’ Access Committee member and
secretary; Health and Human Services Committee member and secretary; and Well s Court Development Board.
These committees allow her to be involved with Town projects relat ed to Brewster’s older adult population as
we move towards being an Age -Friendly Community.
CINDY BINGHAM (Liaison, Select Board)
DENNIS HANSON (Liaison, Finance Committee)