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1998 08 14 AGENDA CHANHASSEN SENIOR COMMISSION FRIDAY, AUGUST 14, 1998 9:30 A.M. TO 12:00 P.M. CITY COUNCIL CHAMBERS 1. Approval of agenda. 2. Approval of minutes (to be provided at the meeting). 3. Visitors Presentation. 4. Congregate Dining & Meals on Wheels. 5. Update on Senior Center Activities. 6. Senior Commission Budget. 7. Senior Commission Strategic Plan 8. Meeting with the City Council. 9. Southwest Metro Transit Survey. 10. Senior Commission Comments. Adjounnnent CITYOF CHAN SEN 690 (.'itl' (.o,:.;,.:,~s: ~;:, ,l l,;;t;z~:ot,t 55.21- P/,o;~c 6 I2. 93 ~ 1900 ( ;~ ;t~;;~d l'. -: .... ,' ~l'..~)u~-o~ ;)::.' ';' Don Ashworth April 15, 1998 Page 1 MEMORANDUM TO: Chanhassen Senior Commission FROM: Shannin AI-Jaff, Planner II DATE: August 14, 1998 SUB J: Senior Commission Budget for FY1999 Attached is the itemized budget for the Senior Commission FY1998. Staff is supplying a copy to show where we stand financially and to have some basis for comparison when preparing next year's budget. All budget requests are due on August 21, 1998. We do not envision any drastic increases, however, if there are any specific items that will require additional funding, staff is requesting that they be pointed out. The Ci0, of Chauhasse,. ,q <~'~;~.'~;~f ,',,.';:;>'.:t;tJti' ~ ~t, cze, u: ',;~", ~.'t,.~&',' sd, od,, ,t c/~,v',?i,g dotu, totc,, ~a~e: 1 Date: 07/17/98 at 11:24 AM City of Chanhassen Budget Worksheet No. 3 As of Year Ending 12/31/1998~ Selected Budget: GENERAL, For DEP: 153 Exclude Zero Balance Accounts Request Actual Estim. Total Approp. Actual Budget Budget 01/01/98 07/01/98 01/01/98 01/01/99 Review Account Number Description FY 97 FY 97 FY 98 -06/30/98 12/31/98 - 12/31/98 - 12/31/99 DEP No. 153 SENIOR FACILITY COMMISSION PRG No. 000 Default Program ................ Personnel Services ................. 4010-101-153-000 SALARIES & tJAGES, REG. 10303 16000 ~000-~' 5176 4020-101-153-000 SALARIES & WAGES, . .-~/ 1964 0 0 0 4030-101-153-000 CONTRIBUTIONS, RETIRE. 1491 1900 2000 662 4040-101 - 153 - 000 CONTR ! BUT IONS, 570 1000 1000 369 4050-101-153-000 t~ORKERS COMPENSATION 47 100 100 47 Iotal for Personnel Services 14429 19000 19100 6315 .............. Materials and Supplies ............... 4110-101-153-000 SUPPLIES, OFFICE 21 300 250 0 4120-101-153-000 SUPPLIES, EQUIPMENT 0 N/A N/A 72 4210-101-153-000 BOOKS & PERIODICALS 0 25 50 0 Total for Materials and Supplies 21 325 300 72 ............... Contractual Services ................ 4300-101-153-000 FEES, SERVICE 1552 1000 0 2116 01-153-000 TELEPHONE 221 0 0 0 4340-101-153-000 PRINTING AND 3 100 1000 0 4360-101-153-000 SUBSCRIPT. & 0 100 100 0 Page: 2 Da~e: 07/17/98 at 11:24 AM C~ty of Chanhassen Budget Worksheet No. 3 As of Year Ending 12/31/1998, Selected Budget: GENERAL, For DEP: 153 Exclude Zero Balance Accounts Request Actual Estim. Total Approp. Actual Budget Budget 01/01/98 07/01/98 01/01/98 01/01/99 Review Account Number Description FY 97 FY 97 FY 98 -06/30/98 12/31/98 - 12/31/98 - 12/31/99 4370-101-153-000 TRAVEL & TRAINING 78 200 250 460 4375-101-153-000 PROMOTIONAL EXPENSE 0 0 250 0 Total for Contractual Services 1854 1400 1600 2576 Total for PRG No. 000 16304 20725 21000 8963 Total for DEP No. 153 16304 20725 21000 8963 ***Totals*** 16304 20725 21000 8963 Page: 1 ~: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1997 to 13/1997 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description OBJT No 4010 SALARIES & WAGES, REG. 4010-101'153'000 S&W Reg-General-Sr Con~-* Beginning Balance 08/15/1997 GL Emp#5206-Repost to correct 08/29/1997 PR 09/12/1997 PR 09/26/1997 PR 10/10/1997 PR 10/24/1997 PR 11/07/1997 PR 11/21/1997 PR ~1997 PR ~1997 PR 12/31/1997 GL PR Post PR Post PR Post PR Post PR Post PR Post PR Post PR Post account 001136 08/11/97-08/24/97 13325 001167 08/25/97-09/07/97 13444 001172 09/08/97-09/21/97 13567 001211 09/22/97-10/05/97 13739 001227 10/06/97-10/19/97 13872 001269 10/20/97-11/02/97 13981 001281 11/03/97-11/16/97 14015 001313 11/17/97-11/30/97 14141 001348 14236 001355 001448 PR Post 12/01/97-12/14/97 Accrue salaries payable Account Total: Object Total: OBJT No 4020 SALARIES & WAGES, TEMP. 6,207.06 0.00 20185 397.35 0.00 20306 397.34 0.00 20411 397.35 0.00 20591 397.35 0.00 20701 397.35 0.00 20801 397.35 0.00 20906 397.34 0.00 21002 397.35 0.00 21105 397.34 0.00 519.60 0.00 0.00 6,207.06 6,604.41 7,001.75 7 399.10 7 796.45 8 193.80 8 591.15 8 988.49 9 385.84 9 783.18 10,302.78 0.00 10,302.78 0.00 $ 10,302.78 10,302.78 0.00 10,302.78 0.00 10,302.78 10,302.78 4020-101-153-000 S&~ Temp-Genera[-Sr Corr,-* Beginning Balance 0.00 01/17/1997 PR PR Post, 12/30/96-01/12/97 11197 000425 18205 187.00 0.00 187.00 01/30/1997 PR PR Post, 01/13/97-01/26/97 11301 000431 18327 308.00 0.00 495.00 01/31/1997 GL R#63933 Carver Cry 1/31/97 000705 3,265.01 O.O0 3,760.01 01/31/1997 GL Correct reversal of rece(v.-r#63933 001137 0.00 3,265.01 495.00 02/14/1997 PR PR Post, 01/27/97-02/09/97 11405 000476 18468 401.50 0.00 896.50 02/28/1997 PR PR Post, 02/10/97-02/23/97 11540 000479 18583 242.00 0.00 1,138.50 03/14/1997 PR PR Post, 02/24/97-03/09/97 11693 000565 18661 440.00 0.00 1,578.50 03/28/1997 PR PR Post, 03/10/97-03/23/97 11767 000570 18792 385.00 0.00 1,963.50 08/15/1997 GL Reverse PR postings to date 8/15 001136 0.00 1,963.50 0.00 08/15/1997 GL Emp~5302-Repost to correct account 001136 1,963.50 0.00 1,963.50 Account Total: 0.00 7,192.01 5,228.51 $ 1,963.50 1,963.50 970804 971305 970105 970116 970804 970804 Page: 2 Date: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period'01/1997 to 13/1997 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4020-101-153-000 OBJT No Object Total: 4030 CONTRIBUTIONS, RETIRE. 0.00 7,192.01 5,228.51 1,963.50 1,963.50 4030-101-153-000 Beginning Balance 01/17/1997 PR 01/30/1997 PR 02/14/1997 PR 02/28/1997 PR 03/14/1997 PR q997 PR ~1997 GL 08/15/1997 GL 08/15/1997 GL 08/29/1997 PR 09/12/1997 PR 09/26/1997 PR 10/10/1997 PR 10/24/1997 PR 11/07/1997 PR 11/21/1997 PR 12/05/1997 PR 12/19/1997 PR 12/31/1997 GL ContrRet-General-Sr Corr~a-* PR Post, 12/30/96-01/12/97 11197 PR Post, 01/13/97-01/26/97 11301 PR Post, 01/27/97-02/09/97 11405 PR Post, 02/10/97-02/23/97 11540 PR Post, 02/24/97-03/09/97 11693 PR Post, 03/10/97-03/23/97 11767 Reverse payroll postings to 8/15/97 Empf15206-Repost to correct account Emp~5302-Repost to correct account PR Post 08/11/97-08/24/97 13325 PR Post 08/25/97-09/07/97 13444 PR Post 09/08/97-09/21/97 13567 PR Post 09/22/97-10/05/97 13739 PR Post 10/06/97-10/19/97 13872 PR Post 10/20/97-11/02/97 13981 PR Post 11/03/97-11/16/97 14015 PR Post 11/17/97-11/30/97 14141 PR Post 12/01/97-12/14/97 14236 Accrue salaries payable 0.00 000425 18205 22.68 0.00 22.68 000431 18327 37.37 0.00 60.05 000476 18468 48.69 0.00 108.74 000479 18583 29.36 0.00 138.10 000565 18661 53.37 0.00 191.47 000570 18792 46.70 0.00 238.17 001136 0.00 238.17 0.00 001136 752.89 0.00 752.89 001136 238.17 0.00 991.06 001167 20185 48.20 0.00 1,039.26 001172 20306 48.20 0.00 1,087.46 001211 20411 48.20 0.00 1,135.66 001227 20591 48.19 0.00 1,183.85 001269 20701 48.20 0.00 1,232.05 001281 20801 48.20 0.00 1,280.25 001313 20906 48.19 0.00 1,328.44 001348 21002 48.21 0.00 1,376.65 001355 21105 48.19 0.00 1,424.84 001448 65.81 0.00 1,490.65 0.00 1,728.82 238.17 $ 1,490.65 1,490.65 0.00 1,728.82 238.17 1,490.65 1,490.65 ACcount Total: Object Total: OBJT No 4040 CONTRIBUTIONS, INSURANCE 970805 970805 970805 971305 4040-101-153-000 Contrlns-General-Sr Comm-* Beginning Balance q997 GL Feb life insurance ck#73618 001230 0.00 1.74 0.00 1.74 970124 Page: 3 Date: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1997 to 13/1997 For Object 3010 through 5020~ For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4040-101-153-000 01/31/1997 GL Feb health ins ck#73875 Medica 001241 46.68 0,00 48.42 970127 02/26/1997 GL Mar life insurance-ck#74170 001231 1,74 0.00 50.16 970216 02/28/1997 GL Mar Health ins ck#74168 Medica 001242 46.68 0.00 96.84 970218 03/26/1997 GL Apr life insurance-ck#74609 001232 1.74 0.00 98.58 970316 03/31/1997 GL Apr health ins-ck#74607 Medica 001243 46.68 0.00 145.26 970318 04/24/1997 GL May life insurance-ck#75151 001233 1.74 0.00 147.00 970410 04/30/1997 GL May health ins ck#75150 Medica 001244 46.68 0.00 193.68 970412 05/20/1997 GL June life insurance-ck#75560 001234 1.74 0.00 195.42 970516 05/31/1997 GL June health ins ck#75737 Medica 001245 46.68 0.00 242.10 970518 06/18/1997 GL July life insurance-ck#75996 001235 1.74 0.00 243.84 970612 06/30/1997 GL July health ins ck#76021Medica 001246 46.68 0.00 290,52 970614 07/18/1997 GL Aug life insurance-ck#76322 001236 1.74 0.00 292,26 970720 07/31/1997 GL Aug health ins ck#76602 Medica 001247 46.68 0.00 338,94 970722 1997 GL Sept Life insurance-ck#77009 001237 1.74 0.00 340,68 970811 GL Sep health ins ck#77008 Medica 001248 46.68 0.00 387,36 970813 09/25/1997 GL Oct life insurance-ck#TT~93 001238 1.74 0.00 389,10 970908 09/30/1997 GL Oct health ins ck#77391 Medica 001249 46.68 0.00 435.78 970910 10/31/1997 GL Jan-Nov LTD ins allocation Canada L 001251 34.10 0.00 469,88 971005 10/31/1997 GL Nov health ins-ck#77874 Medica 001271 46.68 0.00 516,56 971006 10/31/1997 GL Nov life ins-ck#77876 MN Mutual 001271 1,74 0.00 518,30 971007 11/30/1997 GL Dec life ins allocation-MN Mutual 001356 1.73 0.00 520,03 971106 11/30/1997 GL Dec Health ins-ck#78269 Medica 001356 46.68 0.00 566,71 971107 11/30/1997 GL Dec LTD -ck#78201 Canada Life 001356 3.10 0.00 569,81 971108 12/30/1997 GL Jan Life ins allocation -MN Mutual 001430 1.83 0.00 571,64 971205 12/30/1997 GL Jan Health ins -Medica ck#78805 001430 46.68 0.00 618.32 971206 12/30/1997 GL Jan LTD -Canada Life ck#78587 001430 3.26 0.00 621.58 971207 12/31/1997 GL Prepaid life ins-Jan paid in Dec 001448 0.00 1.83 619.75 971306 12/31/1997 GL Health & dental ins prepaid for Jan 001448 0.00 46.68 573.07 971307 12/31/1997 GL Prepaid expense for LTD for Jan 001448 0.00 3.26 569.81 971308 OBJT No Account Total: Object Total: 4041CONTRIBUTIONS~ FLEX. 0.00 621.58 51.77 $ 569.81 569.81 0.00 621.58 51.77 569.81 569.81 Page: 4 Date: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1997 to 13/1997 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4041-101-153-000 4041-101-153-000 ContrFtx-General-Sr Com~-* Beginning Balance 0.00 01/01/1997 GL 97 Lump Sum Payment-5206 Al-Jaff 001124 62.50 0.00 62.50 970113 01/01/1997 GL Reconciliation of flex account 001124 0.00 8.91 53.59 970114 0.00 62.50 8.91 $ 53.59 53.59 0,00 62.50 8.91 53.59 53.59 OBJT No 4050 WORKERS COMPENSATION Account Total: Object Total: -000 Wrk Comp-General-Sr Comm-* Beginning Balance 02/24/1997 GL Allocate work comp ck#74050 001087 OBJT No Account Total: Object Total: 4110 SUPPLIES, OFFICE 0.00 47.48 0.00 47.48 0.00 47.48 0.00 $ 47.48 47.48 0.00 47.48 0.00 47.48 47.48 4110-101-153-000 Beginning Balance 04/14/1997 AP 09/16/1997 AP OBJT No Off Supl-General-Sr Comm-* IV# 3456652 BT OFFICE PRODUCTS INTE 000680 IV# 3610771 BT OFF[CE PRODUCTS INTE 001222 4300 FEES, SERVICE 0.00 74975 2.09 0.00 2.09 77493 19.05 0.00 21.14 0.00 21.14 0.00 $ 21.14 21.14 0.00 21.14 0.00 21.14 21.14 Account Total: Object Total: 970211 OFFICE SUPPLIES OFFICE SUPPLIES Page: 5 Date: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1997 to 13/1997 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4300-101-153-000 4300-101-153-000 Beginning Balance 05/20/1997 AP IV# 052097 AT & T 12/16/1997 AP IV# 121697 CAP AGENCY 12/30/1997 AP IV# 2618665 CAP AGENCY No 4310 TELEPHONE Serv Fee-General-Sr Co~a-* 0.00 000900 75576 22.51 0.00 22.51 001402 79023 1,388.63 0.00 1~411.14 001436 79257 140.96 0.00 1~552.10 Account Total: 0.00 1,552.10 0.00 $ 1,552.10 1,552.10 Object Total: 0.00 1,552.10 0.00 1,552.10 1,552.10 4310-101-153-000 ~e§inning Balance 01/20/1997 AP IV# ~2/20/1997 AP ~V# 03/20/1997 AP IV# 04/20/1997 AP IV# 06/20/1997 AP IV# 07/20/1997 AP IV# 08/20/1997 AP 09/20/1997 AP IV# 10/20/1997 AP IV# OBJT No Telephon-General-Sr Co~I* 0.00 012097 AT & T 000447 73888 22.39 0.00 22.39 022097 AT & T 000488 74384 38.47 0.00 60.86 032097 AT & T 000587 74673 21.95 0.00 82.81 042097 AT & T 000680 75182 22.92 0.00 105.73 062097 AT & T 000990 76067 23.69 0.00 129.42 072097 AT & T 001083 76799 21.50 0.00 150.92 082097 AT & T 001144 77034 22.97 0.00 173.89 092097 AT & T 001222 77465 25.29 0.00 199.18 102097 AT & T 001295 77911 21.41 0.00 220.59 Account Total: 0.00 220.59 0.00 $ 220.59 220.59 Object Total: 4340 PRINTING AND PUBLISHING 0.00 220.59 0.00 220.59 220.59 4340-101-153-000 Printing-General-Sr Comm-* Beginning Balance 01/09/1997 AP IV# 0021016612 KINKO'$ 000585 0.00 74725 2.50 0.00 2.50 TELEPHONE CHARG SENIOR DINING C GRAND OPENING D TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG TELEPHONE CHARG SENIOR VOL INVI Page: 6 Date: 07/20/98 at 7:30 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1997 to 13/1997 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4340-101-153-000 Account Total: Object Total: 0.00 2.50 0.00 $ 2.50 2.50 0.00 2.50 0.00 2.50 2.50 OBJT No 4370 TRAVEL & TRAINING 4370-101-153-000 Beginning Balance 01/10/1997 AP 03/18/1997 AP Trvl&Trn-General-Sr Comm-* IV# 011097 SHARMIN AL-JAFF 000416 iV# 31497 SHARMIN AL-JAFF 000527 Account Total: Object Total: Grand Totals: 0.00 73653 53.00 0.00 53.00 74436 25.00 0.00 78.00 0.00 78.00 0.00 $ 78.00 78.00 0.00 78.00 0.00 78.00 78.00 0.00 21~829.50 5~527.36 16~302.14 16~302.14 0.00 REIMBURSE HORK HOTEL/AIR/TRAVE Page: 1 07/20/98 at 9:18 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1998 to 06/1998 For Object 3010 through 5020~ For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description OBJT No 4010 SALARIES & WAGES, REG. 4010-101-153-000 S&g Reg-Generat-Sr Comm-* Beginning Balance 01/02/1998 PR PR Post, 12/15/97-12/28/97 14324 001398 21216 397.34 0.00 01/16/1998 PR PR Post, 12/29/97-01/11/98 14536 001422 21364 407.54 0.00 01/16/1998 GL Reverse accrued salaries payable 001450 0.00 519.60 01/30/1998 PR PR Post~ 01/12/98-01/25/98 14661 001443 21482 407.54 0.00 02/13/1998 PR PR Post, 01/26/98-02/08/98 14785 001470 21587 407.54 0.00 02/27/1998 PR PR Post, 02/09/98-02/22/98 14865 001500 21695 407.54 0.00 03/13/1998 PR PR Post, 02/23/98-03/08/98 15004 001540 21796 407.54 0.00 03/27/1998 PR PR Post, 03/09/98-03/22/98 15107 001577 31898 407.55 0.00 f1998 PR PR Post, 03/09/98-03/22/98 15107 001578 31898 0.00 407.55 i1998 PR PR Post, 03/09/98-03/22/98 15207 001581 21898 407.55 0.00 04/10/1998 PR PR Post, 03/23/98-04/05/98 15234 001606 22044 407.55 0.00 04/24/1998 PR PR Post, 04/06/98-04/19/98 15442 001642 22151 407.55 0.00 04/24/1998 PR PR Post, 04/06/98-04/19/98 15442 001660 22151 407.55 0.00 04/24/1998 GL Reverse 4/24 PR -2nd posting 001694 0.00 407.55 05/08/1998 PR PR Post, 04/20/98-05/03/98 15549 001662 22255 407.54 0.00 05/22/1998 PR PR Post, 05/04/98-05/17/98 15634 001692 22369 407.55 0.00 06/05/1998 PR PR Post, 05/18/98-05/31/98 15738 001715 22477 407.54 0.00 06/19/1998 PR PR Post, 06/01/98-06/14/98 15901 001741 22595 407.55 0.00 Account Total: Object Total: OBJT No 4030 CONTRIBUTIONS~ RETIRE. 4030-101-153-000 Beginning Balance 01/02/1998 PR 01/16/1998 PR 01/16/1998 GL 01/30/1998 PR 02/13/1998 PR 1998 PR ContrRet-General-Sr Comm-* 0.00 397.34 804.88 285.28 692.82 1~100.36 1,507.90 1~915.44 2,322.99 1,915.44 2,322.99 2 730.54 3 138.09 3 545.64 3 138.09 3.545.63 3.953.18 4.360.72 4768.27 0.00 6,102.97 1,334.70 $ 4,768.27 4,768.27 0.00 6,102.97 1,334,70 4~768.27 4,768.27 PR Post, 12/15/97-12/28/97 14324 001398 21216 PR Post, 12/29/97-01/11/98 14536 001422 21364 Reverse accrued salaries payable 001450 PR Post, 01/12/98-01/25/98 14661 001443 21482 PR Post~ 01/26/98-02/08/98 14785 001470 21587 PR Post, 02/09/98-02/22/98 14865 001500 21695 0.00 50.98 0.00 50.98 49.44 0.00 100.42 0.00 65.81 34.61 52.28 0.00 86.89 52.30 0.00 139.19 52.29 0.00 191.48 980107 98O406 980107 Page: 2 Date: 07/20/98 at 9:18 AM City of Chanhassen General Ledger Detail Report - Range.of Objects From period 01/1998 to 06/1998 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4030-101-153-000 03/13/1998 PR 03/27/1998 PR 03/27/1998 PR 03/27/1998 PR 04/10/1998 PR 04/24/1998 PR 04/24/1998 PR 04/24/1998 GL 05/08/1998 PR 05/22/1998 PR 06/05/1998 PR 06/19/1998 PR OBJT No PR Post PR Post PR Post PR Post PR Post PR Post PR Post 02/23/98-03/08/98 15004 03/09/98-03/22/98 15107 03/09/98-03/22/98 15107 03/09/98-03/22/98 15207 03/23/98-04/05/98 15234 04/06/98-04/19/98 15442 04/06/98-04/19/98 15442 Reverse 4/24 PR -2nd posting PR Post, 04/20/98-05/03/98 15549 PR Post, 05/04/98-05/17/98 15634 PR Post, 05/18/98-05/31/98 15738 PR Post, 06/01/98-06/14/98 15901 Account Total: Object Total: 4040 CONTRIBUTIONS, INSURANCE 001540 21796 52.29 0.00 243.77 001577 31898 52.28 0.00 296.05 001578 31898 0.00 52.28 243.77 001581 21898 52.28 0.00 296.05 001606 22044 52.28 0.00 348.33 001642 22151 52.28 0.00 400.61 001660 22151 52.28 0.00 452.89 001694 0.00 52.28 400.61 001662 22255 52.30 0.00 452.91 001692 22369 52.29 0.00 505.20 001715 22477 52.29 0.00 557.49 001741 22595 52.29 0.00 609.78 0.00 780.15 170.37 $ 609.78 609.78 0.00 780.15 170.37 609.78 609.78 980406 4040-101-153-000 Contrlns-General-Sr Comm-* Beginning Balance 01/01/1998 GL Rev prepaid exp for jan life ins 001450 GL Prepaid exp for health/dental-Jan 001450 GL Prepaid expense-LTD Jan 001450 GL Feb life ins-MN Mutual ck#79225 001432 GL Feb Health ins-Medica ck#79224 001432 GL LTD Jan-adjusted-ck#79256 Canada Li 001532 GL Mar Health ins-ck#79611Medica 001533 GL Mar Life ins-ck#79612 MN Mutual 001533 GL Feb LTD-ck#79256 Canada Life 001533 GL Mar LTD-ck#79458 Canada Life 001535 GL Apr health ins-ck#80023 Medica 001623 G1 Apr life ins-ck#80024 MN Mutual 001623 GL Apr LTD -ck#80070 Canada Life 001624 GL May life ins ck#80459 MN Mutual 001694 GL May health ins ck#80458 Medica 001694 GL June life ins-ck#80676 MN Mutual 001705 01/01/1998 01/01/1998 01/31/1998 01/31/1998 01/31/1998 02/28/1998 02/28/1998 02/28/1998 03/31/1998 03/31/1998 03/31/1998 04/30/1998 04/30/1998 04/30/1998 05/31/1998 0.00 1.83 0.00 1.83 46.68 0.00 48.51 3.26 0.00 51.77 1.83 0.00 53.60 46.68 0.00 100.28 0.94 0.00 101.22 46.68 0.00 147.90 1.83 0.00 149.73 4.20 0.00 153.93 4.20 0.00 158.13 46.68 0.00 204.81 1.83 0.00 206.64 4.20 0.00 210.84 1.83 0.00 212.67 46.68 0.00 259.35 1.83 0.00 261.18 980109 980110 980111 980104 980105 980120 980205 980206 980207 980303 980310 980311 980403 980407 980408 980504 Page: 3 Date: 07/20/98 at 9:18 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1998 to 06/1998 For Object 3010 through 5020~ For DEP 153 through 153 Ck.# Rec.# Account Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4040-101-153-000 05/31/1998 GL June health ins-ck#80675 Medica 001705 46.68 0.00 307.86 980505 05/31/1998 GL May LTD -ck#80512 Canada Life 001705 4.20 0.00 312.06 980506 06/30/1998 GL July life ins-ck#80725 MN Mutual 001749 1.83 0.00 313.89 980605 06/30/1998 GL July health ins-ck#80724 Medica 001749 46.68 0.00 360.57 980606 06/30/1998 GL June LTD -ck#80959 Canada Life 001749 4,20 0.00 364.77 980607 06/30/1998 GL July LTD -ck#81136 Canada Life 001749 4.20 0.00 368.97 980608 Account Total: 0.00 368.97 368.97 Object Total: 0.00 368.97 368.97 No 4041CONTRIBUTIONS~ FLEX. 0.00 $ 368.97 0.00 368.97 4041-101-153-000 Beginning BaLance 01/01/1998 GL 01/01/1998 GL OBJT No ContrFlx-General-Sr Comm-* 0.00 5206 Lump Sum Payment 001485 62.50 0.00 62.50 Forfeit of 97 flex amounts 001756 0.00 1.17 61.33 Account Total: Object Total: 4050 WORKERS COMPENSATION 0,00 62.50 1,17 $ 61.33 61.33 0.00 62.50 1.17 61.33 61.33 980114 980137 4050-101-153-000 Beginning Balance 01/12/1998 AP IV# 010898 DOLLIFF INSURANCE INC. 03/02/1998 AP IV# 6749 DOLLIFF INSURANCE INC. Wrk Comp-General-Sr Comm-* 0.00 001428 79081 38.69 0.00 38.69 001734 80718 8.76 0.00 47.45 Account Total: 0.00 47.45 0.00 $ 47.45 47.45 Object Total: 0.00 47.45 0.00 47.45 47.45 1998 LIABILITY WORKERS COMP IN l~age: 4 Date: 07/20/98 at 9:18 AM City of Chanhassen General Ledger Detail Report - Range of Objects From period 01/1998 to 06/1998 For Object 3010 through 5020, For DEP 153 through 153 Ck.# Rec.# Acceunt Number Account Description Batch Other Debit Amount Credit Amount Short Entry Tran Date Src Transaction Description Begin. Balance Net Change Ending Balance Description 4120-101-153-000 DBJT No 4120 SUPPLIES, EQUIPMENT 4120-101-153-000 Beginning Balance 03/16/1998 AP IV# 33866 ECOLAB Eqp Supl-General-Sr Comm-* 0.00 001620 80105 72.17 0.00 72.17 Account Total: 0.00 72.17 0.00 $ 72.17 72.17 Object Total: 0.00 72.17 0.00 72.17 72.17 OBJT No 4300 FEES~ SERVICE SOAP FOR SERNIO i3-000 Beginning Balance 01/01/1998 AP 05/18/1998 AP OBJT No Serv Fee-General-Sr Corr,-* IV# 010198 CAP AGENCY 001404 IV# 051898 KATHRYN SITTER 001700 Account Total: 4370 TRAVEL & TRAINING Object Total: 0.00 79023 2,082.96 0.00 2,082.96 80887 32.56 0.00 2,115.52 0.00 2,115.52 0.00 $ 2,115.52 2,115.52 0.00 2,115.52 0.00 2,115.52 2,115.52 SENIOR DINING C SR COMMISSION S 4370-101-153-000 Trvl&Trn-General-Sr Corma-* Beginning Balance 05/29/1998 AP IV# 052998 AMERICAN PLANNING ASSN. 001736 Account Total: 0.00 81111 460.00 0.00 460.00 0.00 460.00 0.00 $ 460.00 460.00 0.00 460.00 0.00 460.00 460,00 0.00 10,009.73 1,506.24 8,503.49 Object Total: Grand Totals: PLANNING ADVISO CHANHASSEN SENIOR COMMISSION INTRODUCTION The City of Chanhassen will be experiencing numerous changes over the next decade. Our community is one of the fastest growing cities in the area in terms of population. We add an average of a 1,000 people per year, some of which are seniors. With growth comes a need to have an environment that accommodates senior needs. Addressing growth while meeting current senior expectations is not an easy task and will require periodic change. How we adapt to this changing environment will reflect our ability to successfully cope with the future. Proper planning will help by limiting external threats, by allowing us to take advantage of available oppolaunities, and by enabling us to respond to community growth and needs in a responsible and positive manner. On October 17, 1997, the Senior Commission started a "Strategic Planning" process that has produced a transformation of our Commission's values and a rethinking of our goals for the future. Our process accomplished two major tasks: We determined what our commission will be in the future, and developed a plan of action for how we intend to get there. Unlike traditional planning, strategic planning is a process that is proactive, long-range, and extremely useful when trying to adapt to a changing, uncertain environment, an enviroltment that is increasingly influenced by events beyond our control. The strategic planning process undertaken by the Chanhassen Senior Commission examined several basic functions, including: · the internal and external conditions affecting the commission · the cormnission's mission · the commission's values · the desired future for the commission · the priority actions needed to reach the desired goals, and · the resources necessary to implement the action plans The intent was to have the entire commission understand the mission and its values and for all parts of the commission to have a clear vision of what it will take to achieve the desired level of quality se~wice. Over the next few years, the Senior Commissioners and staff will function as the primary resource by putting forth every effort to achieve the goals, objectives, and actions articulated through the strategic planning process. We recognize that achieving the vision is a process of expressing our aspirations. We will conduct ourselves by the principles and demonstrate our commitment through our actions, as we meet the intentions of this plan. Once we have accomplished this, we will then have truly reinvented our philosophy and work environment. Chanhassen Senior Commission Mission B ac-Kgr o un d Our mission describes the fundamental purpose of our commission. It answers the most important question: "Why do we exist?" Through our mission statement, staff, residents and service providers can come to understand the Chanhassen Senior Commission's primary reason for existence. MISSION STATEMENT CHANHASSEN SENIOR COMMISSION We are a commission dedicated to serving people over 55 living in Chanhassen. We strive to se~we "Baby Boomers", younger and older seniors, and children of seniors. Services shall be concentrated to Chanhassen. We serve as an advisory body to the City Council in addressing the special needs in the areas of transportation, information and assistance, independent living in the home, social and recreational programs, senior centers and senior housing, but will not be limited to these issues. Our mission is to serve seniors in the community. We act as a resource, plan for future senior needs, and promote a positive image that can be associated with seniors in Chanhassen. Looking to the future, our focus will be on meeting the needs of our community. Our commitment to providing quality services will motivate us to explore new and innovative service approaches to increase participation and to continually seek out funding sources to lessen dependency on tax revenues. Chanhassen Senior Commission VISION & VALUES Dacagrounu aach of us, Commissioners and Staff members, believe in the importance of defining and setting the exact direction we are heading in the future. As a commission, we want to have a strong sense of what outstanding performance means to us. Our vision helps define and set that direction. It provides assurance that we are on the proper course. Our vision, shared and developed by each o£us, outlines the ideals we are striving for. It will guide us toward achieving the level of quality service we desire to provide. Vision Statement We envision ourselves as a body appointed by the City Council to provide advise on senior issues. We serve seniors through representing them in the community of Chanhassen. We act as a resource to the community, plan for future senior needs, and promote a positive image that can be associated with seniors in Chanhassen. We will make every effort to meet the needs and to provide value to the community we serve. While we recognize the challenges of this vision, we acknowledge that it must be accomplished, if we are to meet the goals and objectives we have set forth for the Senior Commission's future. The following value statements have been developed by the Commission and Staff. These values further define our vision for the immediate future. VALUES In order for this commission to provide quality services for seniors, it must have City Council backing, committed, cooperative commissioners, volunteers and staff members, a vision for the future that includes a cross section of seniors, and knowledge and recognition of the needs of seniors. The commission must have goals that can be implemented and supported by senior participation. To prepare for the future, the commission shall educate the community on senior issues through presentations to all age groups. Chanhassen Senior Commission HISTORY t-, ~. : .:~,rgamzauon Structure In November of 1990, a Senior Needs Task Force completed a Senior Needs Study. The Task Force expended a good deal of time and energy to ascertain the senior population and explore issues in great detail. In general, it was concluded that the following areas warranted further consideration: constructing a senior center · long-term solutions to meet transportation needs for seniors · housing for seniors through a combination of programs designed to facilitate their continuing stay in their own homes along with specialized housing designed for the purpose · provision of information on programs and services for seniors The Senior Commission was established in 1991, to carry forward programs and facilities designed specifically for seniors. The Senior Commission consist of 7 members, appointed by the City Council, who serve as an advisory body to them in addressing the special needs of the people over 55 living in Chanhassen. The Senior Commission considers and make recommendations to the City Council regarding the special needs of seniors in the areas of transportation, information and assistance, independent living in the home, social and recreational programs, funding for special services, senior center and senior housing, but is not limited to these issues. The Senior Commission may propose needs studies of this age group where necessary and make recommendations to the City Council according to the results. They also coordinate services with other governments and private agencies for this age group. Funding for the Senior Commission is provided through the General Budget for the City and is approved by the City Council on yearly basis. Funding for programs initiated by the Senior Commission and run by the Senior Center Advisory Board include federal grants, donations from private clubs and businesses, fund raisers such as bake sales, and cost of activities at the Senior Center. Some of the accomplishments of the commission include the following: The Chanhassen Senior Center was the first program to be initiated by the Senior Commission which was built in 1992. The center offers a variety of activities and programs for seniors. The Chanhassen Senior Information Line was established in 1993 as an information and referral program. It is a free service that offers answers to seniors and their families on issues such as education, recreation, financial assistance, food or meal delivery, low-cost legal assistance, caregiver support, transportation, employment and volunteer opportunities, managing health care and housing, etc. Transportation is an ongoing goal for the Senior Commission. Public Transportation Systems that are cun-ently available to seniors in Chanhassen include Southwest Metro Transit (SMTC) and Carver Area Rural Transit (CART). There are some private organizations that provide volunteers to transport seniors as a community service. Senior Housing, CENTENNIAL HILL was constructed in 1996. The site is located north of Santa Vera Drive and West of Kerber Boulevard. The facility includes 65 rental residential units, a dining area, underground parking, a craft and recreation facility, library, health check, barber and beauty shop, and guest quarters. The Chanhassen CAP Agency Senior Nutrition Site is a two phase program. Congregate Dimming and Meals on Wheels. Congregate Dining has been in operation since October 31, 1997. Meals are se~wed at the Chanhassen Senior Center. The Senior Commission recommended the initial phase of the program provide meals at the center only. Once this portion of the program is perfected, the program would expand to include the Meals on Wheels (meals delivered by volunteer drivers to the homes of seniors who are home bound). The ultimate goal of this program is to serve those individuals that are home bound and cannot get to the Senior Center to receive their meal. Phase II of the program (Meals on Wheels) is proposed to begin on August 31, 1998. Chanhassen Senior Commission CRITICAL ISSUES oac grounu Critical issues are those internal and external factors which, if not addressed, may jeopardize our ability to achieve our vision, goals and objectives, and may compromise our future success. The Chanhassen Senior Commission's critical issues are based upon current facts and perceptions. The issues need to be addressed in the near, if not immediate, future. We identified our critical issues by analyzing our strengths, weaknesses, opportunities, and threats (SWOT), and determined where we need to be, why we need to be there, and how we are going to get there. We then used our SWOT analysis to examine, understand and develop an action plan to address our strengths, weaknesses, opportunities, and threats. STRENGTHS & WEAKNESSES Internal Analysis: Our strengths are the capabilities we have where we possess the required skill and ability to capitalize on an opportunity, compensate for a weakness, or fend off any threat. Our strengths are centered around delivering what the senior wants in highly ranked areas of need, and are the characteristics we can leverage to our benefit. Our weaknesses, on the other hand are those things inhibiting us from moving forward, or shortcomings where we need help and improvement. Listed below is the Chanhassen Senior Commission SWOT analysis and our action plan addressing the strengths and weaknesses: STRENGTHS Responsiveness to the community Political support on senior issues and funding Strong leadership Positive media and public relations County and surrounding area presence and representation · Variety of services offered City staff support and assistance Technical ability of staff · Staff competency/coverage of major areas · City Council values Senior Commission · Work well together · Demographic increase in elderly population leading to support for seniors · Long range planning/Foresight WEAKNESSES · Public support · Marketing/communications · Image of Senior Commission and Seniors in general · Educating the public about seniors · Financial management/planning · Senior Commission presence within the city (government structure, internal communication) · Not exercising full control over contractors to fulfill set deadlines the senior commission has set · Not fully utilizing technology · Lack of senior space results in limited senior activities · Lack of communication External Analysis: Unlike strengths and weaknesses, opportunities and threats are external factors, that are generally beyond our control. Opportunities help us in reaching our goals while threats are issues that face us. We incorporate planning efforts that take advantage of the opportunities and minimize the threats to the Senior Commission. Opportunities · Funding sources (regional, state, federal, marketing) · Increasing older adult population · Growth in neighboring areas (Victoria...) · Technology · Public Education · Public Transit · Regional position (Carver County Social Services, MAAA - better relations) · Marketing (image, awareness) · New service markets Threats City Funding (no guarantee) · Community understanding of seniors · Public perception/acceptance/value of seniors · Local government perception/acceptance/value of seniors · Provider competition · Meeting mandated regulations Cost of complying with mandated regulations (ADA) Chanhassen Senior Commission GOALS, OBJECTIVES, and ACTION PLANS B a ¢--Kgr O U ri d In order to accomplish our mission and to take steps toward becoming the commission we see ourselves to be in the future, actions must be taken. Therefore, for each of the key areas of our commission, we have defined goals, objectives, and action plans. Goals represent the optimum situation or desired end condition. Objectives describe a specific future condition to be attained. Actions are strategies employed to achieve the stated goal and objectives. SERVICE GOAL: We will serve "Baby Boomers", younger and older seniors, and children of seniors in a cost effective manner. Services shall be concentrated to Chanhassen. OBJECTIVE: Provide a cost effective service · Increase attendance in a cost effective manner · Encourage use of existing facilities and services · Meet current and future needs of seniors by providing a range of service options · Coordinate services with other senior service providers in the area · Greater capability of providing service · Wider range of seniors · Larger support group · Stronger interface with management and City Council · Larger space · Full-time staff 10 ACTION PLAN · Provide a range of innovative yet fiscally sound services to meet the community's needs. · Accountable for our actions, the service we provide, defining clear objectives, direction, and expectations. · Provide exceptional customer service. Create a sense of community within the City. · Provide an internal framework to base decisions upon (create a system). · Provide our seniors with an opportunity to participate in service implementation decisions. · Assist seniors to stay longer in their homes. · Pursue Intergenerational programs. · Increase awareness of service, improve image, provide useful information, and encourage attendance to senior center activities. services include: · Congregate dining and meals on wheels. · Greater level of transportation including private bus. · Wider range of Information and Referral. · Wider range of programs including evening programs. · Broader range of activities. · Provide support groups. 11 FUTURE PLANNING GOAL We will prepare for the future needs of our community. Objectives · Commissioners that are approachable and involved in the community. · A City Council that is aware, supportive, and informed of senior issues. · A Community that has prepared for the future, a community that is proactive rather than reactive. Action Plan Stay in touch with and anticipate our community's needs, and desires, and provide them with services which meet their quality and service needs. Any long range goal will take as long as three years to implement. It is to the best interest of the seniors to keep the City Council informed on senior issues. This will insure better control over the future goals and their implementation. Larger percentage of the overall population will be seniors which will lead to larger issues. Some of these issues are: · Senior Center space needs to be enlarged and the fact that the kitchen is in City Hall means the Center must remain in City Hall. · Housing for elderly must be expanded. Search for new Senior Housing sites must take place while there is still land available. · With the potential loss of social security, it will be crucial to subsidize some rents and provide low income housing. · Roads in Chanhassen and the metro area are congested and intimidating to seniors. Alternate routes need to be provided other than Highways and Public Transportation must be improved for the senior that can no longer drive. · Investigate the goals of SAIL and adopt them in Chanhassen to insure that the seniors stay in their homes living an independent life. Also, provide daycare for seniors (i.e. Sojourn type facility). · Need for urgent care in the City. · Educate seniors on Medicare Coverage. 12 FINANCIAL We will stabilize and strengthen our financial position. Objectives Create a fund to purchase land for a future senior housing. · Funding for a full time Senior Center Coordinator. · Ongoing funding for Congregate Dining. · Transportation. · Funding for Senior Center Expansion. · Subsidies for housing. Action Plan · Some services are provided free of charge such as coffee. There should be a charge. · Attract non retired seniors. · Identify needs and provide services/,~-'~'d · Rent buses to provide transportation rather than own vehicles to avoid maintenance problems. Investigate options to generate additional revenue. ve relationship with Carver County Senior Advisory Board~ 13 General Goals: · To influence local, regional and state policy affecting older adults. · To reduce our reliance on the local property tax for our service operations, become more self supportive. Program should be able to operate independently. · To continue to serve the disadvantaged and dependent senior. · To increase awareness and improve the image o£the commission in our community. · To ensure financial stability of the services we provide. Objective · Increased involvement and representation of seniors at local, regional and state organizations. · Self reliant financially · Provide a broad range quality service · Positive Public Relations and perception of seniors Action Plan · Commitment: Each member on the Senior Commission shall be a role model in dependability and participation in activities at the Senior Center in a positive manner. This will make these individuals more visible among seniors, and give them the much needed opportunity in learning what existing senior needs are. This step will also make the commission members more approachable, identifiable, dependable, and trusted to be a valuable leader in the community. This opportunity will also allow the Senior Commission to act as a resource and provide seniors in the community with updated information that is senior related. Empowering other seniors outside of the Senior Commission with day to day information on senior issues will also help strengthen the commitment that seniors in the community of Chanhassen have as a whole. Involvement: Means awareness of what is going on in City Hall, provide communication of activities (post agenda and minutes in Senior Center), participate and be a liaison to other organizations, advertise what is available in Chanhassen. Education: To educate the community, the Senior Commission shall form a subcommittee that will be solely responsible for the delivery of a complete presentation package. It shall include information on the demographics of Chanhassen, senior services available, activities, social programs, volunteer opportunities, and definition of a Senior Citizen. Goals: The Senior Commission shall revisit it's goals and objectives every six months. These goals shall be accompanied by an implementation strategy. Each commissioner shall be assigned a goal to pursue and act as a leader on that particular goal. Staff shall continue to provide support to the commission. 14 Cost conscious: Meaning we will provide service and support our community needs in a cost-effective manner. We will be aware of opportunities to grants and provide financial options. We will avoid duplication of services and interface with other agencies. CITYOF CHANHASSEN Don Ashworth April 15, 1998 Page ] MEMORANDUM TO: Chanhasscn Senior Commission FROM: Sharmin A1-Jaff, Planner II DATE: August 14, 1998 SUB J: Southwest Metro Transit Survey Attached is a survey that was prepared by Southwest Metro Transit to evaluate Senior Needs in Chm~assen. The survey has not been distributed yet, however, SMTC Staffwas hoping to get some feed back from the commission as to how easy it was to read, understand and fill out the survey. Senior Survey OP lrr EG Southwest Metro Transit would like to ask you a few questions about your transportation needs. We realize that the best way to design a transit service is to talk to the people who need the service -- people like you! The information you provide will be used to improve our service for you. Please be honest with us. If you think we have done a poor job, tell us. Also, let us know about the good things we are doing. When you have completed the form, please return it to A1 Holte by Friday, July 31. Southwest Metro Transit will collect and analyze the dat~ and meet with you again in the latter part of summer to talk with you about the results. Thank you for taking the time to participate. Have you ever ridden a Southwest Metro Transit bus? Yes No If you answered "yes", what bus did you ride (please check all that apply)? 54S Telebus (Dial-A-Ride) Circulator 53M Express to Minneapolis If you have ridden a Southwest Metro Transit Bus before, do you still ride? Yes No If you answered "no", why not? If you need transportation, please list your top Name Name Name three destinations? City City City o If you ride the bus, why do you use this bus service? (Please rank in order of priority: 1 = most important, 2 = 2nd most important, etc.) Cost savings Time savings Convenience Don't drive Don't like to drive in traffic Don't own a car What prevents you from riding the bus (check all that apply)? Not aware of service Walking distance to bus stop Route times not convenient Do not live close enough to routes Physical limitations Friend said the service doesn't work Already have Cost transportation Doesn't go where I want to go Is there an automobile available for you to make your trips? Yes No When do you need transportation? Weekday: Morning Weekend: Morning Afternoon Evening Afternoon Evening Comfort Other Do not have route information Getting stuck without a ride home Don't want to wait in rain or snow Safety Other How could we improve our communication with you? What do you like about Southwest Metro Transit services? (If you have never ridden the system, please write "not applicable") What do you dislike about Southwest Metro Transit services? (If you have never ridden the system, please write "not applicable") How could Southwest Metro Transit improve its services for you? The following information is optional; however it provides us with a better understanding of our customers Are you? Male What is your age? Female 60 - 64 80 - 84 65 - 69 85 + 70- 74 75- 79 IS THERE ANYTHING THAT YOU WOULD LIKE TO SAY THAT WE HAVEN'T ASKED7 Jul-30-98 02:20P SMTC 949 8542 P.02 Service to the State Fair For Chanhassen & Eden Prairie Seniors Southwest Metro Transit in cooperation with local senior groups, is .offering bus service to the State Fair for you on Thursday, September 3 -- Senior Day at the Fair. Buses will depart from Chanhassen and Eden Prairie connect with a bus to the State Fair at Eden Prairie Center. Times of departure to the State Fair Chanhassen Senior Center Eden Prairie Community Center Edendale Apartments Sterling Ponds Apartments Elim Shores Apartments Eden Prairie Center Arrive State Fair 8:30 a.m. 8:45 a.m. 9:00 a.m. 9:10 a.m. 9:20 a.m. 9:30 a.m. 10:00 a.m. Times of departure from State Fair to Eden Prairie Depart from State Fair 1:50 p.m. Arrive Eden Prairie Center 2:30 p.m. Arrive Elim Shores Apartments 2:40 p.m. Arrive Sterling Ponds Apartments 2:50 p.m. Arrive Edendale Apartments 3:00 p.m. Arrive Eden Prairie Community Center 3:10 p.m. Arrive Chanhassen Senior Center 3:20 p.m. Fare $4 round trip ($2 each way) and Chanhassen Contact Tom Juhnke, Southwest Metro Transit 934-7928 By Kathy Nelson The Meals on Wheels program, to be run cooperatively between the CAP Agency and the city of Chan- hassen, should be ready to hit the. road in September. The program is the second phase of the congregate dining program, started at the Chanhassen Senior Center in Oct. 1997. Congregate dining provides a hot, nutritional meal through the CAP Agency at the Senior Center. Seniors'call in advance to make reservations and then pay a reduced price for the meal. From October through June of this year, there have been 1,898 meals served. Joyce Horr, with the CAP Agency, staffs the existing pro- gram. " The extension of congregate din- ing; Meals on Wheels, will target those areas currently not servedby Other agencies. Joan Lynch, CAP food and nutrition director, ex- plained they are working with the city of Chanhassen to fill in the void, not compete with existing pro- grams. At thispoint, the biggest gap in coverage falls in the part of Chan- hassen south of Highway 5. "The city of Chanhassen has already had calls from people who live in that area, asking for service," Lyn-~h iai&. 'call i6'make'sul-e he Or she is OK. If.'i She added that CAP will be n0ti-'/'ihere'is still'ho answer,i the volt/n: lying the hospitals in the area as well 'iteer Would then call ~m eme}[ehc/) as Carver County Social Services for ' number to make SUre the individu- .:.." otentialindividuals who' could ' al is attended to. !:.".: 7' .-': :~: ~-.:c. -. enefit from a Meals on Wheels pro-~.=....::. CAP and the c, irY of chanhaSsen ' gram. ' .'~.'. ;' . ' .:,. i. ~. will handle the' meals'part of ir,:- 'The philosophy behind Meals on but will ,19ok to 'community orga- .: Wheels is the same as that of con- nizations ,an~d groups to help with gregate dining. The program will the "wheels Part of the'program. '. provide a hot, nutritious midday Already, the Lions Club has donat-' meal to seniors who want to stay in their homes, but may not be able to do much cooking for themselves. "Between food;a nutritionally balanced meal and a little home care, 3;ou ca;n, help people stay in .their home, Lynch said. By offering meals five days a week, they are pro- . viding the first half of the equation. She added that the Mei~ls on Wheels visit can also be a time of' social interaction for someone who ed $1,000 to help Purchase SUpplies needed with the addition of Meals' On Wheels. ' .,TypicallTi what we do is con; tact churches, organizations, and individuals and ask if they are inter- ested in helping, Lynch said. Of- ten, a church or organization will sign Up'for a couple weeks or a.-.._ month and then circulate a sign-up sheet to fill the slots from their members.' :'..'. ': ' ' : ' · ' is literally shut in their home. The. Volunteers can use their' own visit becomes a regular time of hu- ' vehiclesi Since .meals are delivered man contact and "a time to chat." inside insulated bags, volunteers ". "Children worry about their par- ' don't needparticularly large vehi-. ents, like I worry about my moth- des. Individuals who wish {o vol- er," Lynch said. -. With the visit five days a week, children can know that someone is stopping by the house and making sure everything is OK. Lynch said that if there is no answer, the vol- unteer will go back to the site and unteer can call Joyce'at City Hall at .937-1900, extension 256... .' ' "I give a lot of credit to the icity ' "and to the Senior Commission. They have really supported us,~ ' Lynch said. . . - 2. 3. 4. 5. 6. 7. 8. AGENDA CHANHASSEN SENIOR COMMISSION FRIDAY, December 18, 1998 9:30 A.M. TO 12:00 P.M. CITY COUNCIL CHAMBERS Approval of agenda. Approval of minutes dated November 20, 1998. Visitors Presentation. Congregate Dining & Meals on Wheels. Update on Senior Center Activities. Update from the Transportation Subcommittee. State Population Growth. Senior Commission Comments. oumment CHANHASSEN SENIOR COMMISSION REGULAR MEETING November 20, 1998 Chairwomen Sherol Howard called the meeting to order at 9:45am. MEMBERS PRESENT: Sherol Howard, Albin Olson, Dale Geving and Bobbie Headla. MEMBERS ABSENT: Bunny Billison, Jane Kubitz and Selda Heinlein. STAFF PRESENT: Sharmin Al-Jarl, City Planner II and Kara Wickenhauser, Senior Center Coordinator. VISITORS PRESENT: Linda Jansen, City Council Elect and Steve LaBatt, City Council Elect. APPROVAL OF THE AGENDA: Commissioner Dale Geving moved to approve the agenda. Commissioner Albin Olson seconded the motion. All voted in favor and the motion was carried. APPROVAL OF THE MINUTES: Bobbie Headla moved to approve the minutes. Sherol Howard seconded the motion. All voted in favor and the motion was carried. VISITOR PRESENTATION: There was none. CONGREGATE DINING & MEALS ON WHEELS: The Congregate Dining and Meals on Wheels programs respectfully averaged 10 and 7 people per day for the month of September. Meals on Wheels continues to add new diners. We have had as many as 10 diners in one day. Kara Wickenhauser noted that a memo was sent to the Chanhassen Lion's Club to update them on the progress of the Meals on Wheels program. UPDATE ON SENIOR CENTER ACTIVITIES: An activity schedule for the Senior Center was handed out to the Senior Commission by Senior Commissioner Bobbie Headla. All activities were discussed. Concerns were expressed by the Senior Advisory Board about the cleanliness of the Senior Center. Many times the carpet doesn't get vacuumed and the kitchen floors rarely get mopped up. Sharmin A1-Jaff agreed to contact the cleaning agency the City contracts with to discuss this issue. UPDATE ON TRANSPORTATION SUB-COMMITTEE: Senior Commissioner, Dale Geving, gave an update on the progress being made by the Transportation Sub- Committee. John Kruegness, Marketing Representative, with Southwest Metro Transit, was present at the meeting. John discussed the services Southwest Metro Transit offers specifically to seniors, as well as services available for all other age groups. The sub- committee discovered that Southwest Metro Transit offers transportation to the airport, downtown Minneapolis, Southdale Mall, Eden Prairie Mall, Mall of America and offers dial a ride services (curb to curb service.) They were also informed that Southwest Metro Transit offers transportation Monday - Saturday from 6am - 6pm. After listening to John's presentation the sub-committee decided that they really needed to support the programs that were already in place within the community, instead of seeking means to purchase a private vehicle for the Senior Center. To help promote Southwest Metro Transit's efforts, Dale Geving made a suggestion to purchase $300.00 worth of tickets from Southwest Metro Transit to hand out at the Senior Center to use at Kara's discretion. It was decided that the Senior Commission budget would handle these costs. Commissioner Dale Geving made a motion to purchase no more than $300.00 worth of tickets from Southwest Metro Transit and Commissioner Sherol Howard seconded the motion. Along with this promotion idea the sub-committee also suggested that a Southwest Metro Transit representative escort a complimentary trip to the Old Country Buffet for Centennial Hills residents. This trip would hopefully familiarize residents with Southwest Metro Transit's services and make them more comfortable using their busing system. John Kruegness agreed that this was a good idea and offered to run this trip on Monday, January 18th. Overall the sub-committee decided that there needs to be more education and marketing available to seniors in Chanhassen to educate them about the services Southwest Metro Transit and CART have to offer. It was also suggested that Kara Wickenhauser include some information on these services in her next Senior Center Newsletter, as well as having it in the City Newsletter. This sub-committee will meet one more time on Monday, December 14th and will dissolve. SENIOR COMMISSION COMMENTS: The main discussion circled around the need to set new projects for the Senior Commission to work on. Project suggestions included the need to acquire land for future senior housing, offer more senior outings for the Senior Commission to attend (ex. visit local senior housing in the area), invite more speakers in to educate the Senior Commission on local services available to seniors and working on scheduling outings to local organizations to present the Senior Awareness Film. It was decided that the Senior Commission would like to present the Senior Awareness Film at the Holiday Party on Saturday, December 12th. Sherol and Dale volunteered to handle this responsibility. It was suggested that the Senior Advisory Board elect two members to assist the Senior Commission in all scheduled Senior Awareness presentations. Centennial Hills has a new manager. Sharon Benedict is no longer with Centennial Hills. Her replacement is Paul Nelson. The 1999 Senior Commission Meeting Schedule was set. The only revised date was in the month of February. The original meeting date of Friday, February 19tit was changed to Friday, February 5th. Interviews of Senior Commission candidates will take place this meeting. ADJOURNMENT: Dale Geving moved to adjourn the meeting. Albin Olson seconded the motion. All voted in favor and the motion carried. Prepared and Submitted by Kara Wickenhauser, Chanhassen Senior Center Coordinator. CITYOF CI H SE 590 CiO, Ce,ret D~ive, PO Box 147 Cha,hasse,, Mi,,esota 55317 Phone 612.93Z 1900 General Fax 612. 93Z 5739 Enfi, eer/ng Fax 6I Z 93 Z Y I 52 Publ/c Sago, Fax 612.934.~524 I~b www. ci. cha,ham,.nl,.,s To: Senior Commission From: Sharmin A1-Jaff, Planner Date: December 18, 1998 Re: Staff update Purchase of no more than $300.00 worth of tickets from Southwest Metro Transit: This item must be approved by the City Council. The purchase of these tickets will set a presidents or give the impression that the City is providing free transportation for residents. Staff is reluctant to approve the purchase administratively. At the direction of the Senior Commission, this item could be scheduled for the next City Council meeting. Use of City Vehicles for Senior Transportation: Staff was directed to draft a policy for the use of City Vehicles for Senior transpiration. The following constitute the intent of this policy. Please feel free to add any information you deem necessary. The policy will be forwarded to the City Council for approval: · A City Vehicle may be used for the purpose of transporting seniors. · The vehicle may only be used when other forms of public transportation are unavailable (when SMTC and CART are not operating). · The vehicle may only be used in Chanhassen. · The function must be Senior Center related. · A maximum of four drivers shall be permitted to use the vehicle. These selected drivers shall provide the City with their driving records. The must a good driving record. Senior Commission Vacancies: Attached is a copy of the article that will appear in the next Villager issue advertising the vacancies on the Commission. Staff has already received two applications through word of mouth. State Population Growth: Attached is an article from the star Tribune addressing population growth in the State of Minnesota. Attached are the preliminary findings of the report. It is clear that the City of Chanhassen is taking a proactive stance on many of these issue and is preparing for the projected growth in the senior population. Staff will continue to keep the Senior Commission informed on any new information on the subject. Keep in mind that when dealing with the future, we are dealing with uncertainty. We have a better handle on the short-term trends than we do on the longer-term trends. The CiO' of Chanhassen. A g~'owing communi~ with clean lake,; qua/i{y sc/wo/s, a cha,ming downtown, thriving businesses, and beautiful pa',ks. A great place to live, work, and play. , ~, · ~ .;., :,.,::' ~.*:,(:,~',..q'.~,,:.~, :,,.'-,,~,~,.,,~:.,,,:,,,~. ::.'~..._. ,. ,. : ;,.~,'~ ~ ;. ,: ,~.,'... . '. ~ . .. · :, ,. ,~ ,.., ":."' ':',,.*. ",..'"c:, .... : ~":*",' · , . . ,:,,,, ' · .., ' ~.'.~., ~ ' ~ ..~r:~..'. ',,,,ii ..l, '~ ' ' . .,...o...,,,.,.., .., , ~ '7 :'~' '.~;~,,'i'~,'-',.: · 5....'-"...'.." :"%",:,' ' ~: ..~'. '..'. t:. :~'.'.'., i '"~qii''r;''''~ '":'"~" .... r' ru? ~. · .. .... ~. :~ .-, .... ; .... ..t., , .,' ;'~ . ~.?:~ ,, .., ,~.~ o,. ;,'~ .... :',,,,'.~,: ':A lask £¢Ji~2e i:(,x/o~fi'rn~,nds ~'..'.'.!..':i~ ,.. ,',;.° :" . .. ..... ' ..... : ...... ' · '..--', ~.. · ~,~ ~smg Soeml Secunt)., .,~..,. a nd li'°h'~ih'~'i)la'ns [ti ',.'...., i:.~ :':.-i , . By Warren Wolfe , ' ' ' : ..... "' i'".'S~:r Trihu~ Staff Writbr ;'. ....... ....:., .':..,' :...: ~. !.L;..'.:?'/:.~:'.. ,' ,. .. nesses, commtmlties, gore _rr~n.., ent, and · babyb66m~ers c0ixld be~'experienci~g/,illi '- secrete pr'oblem~ unles~ the~r'pi:ep'~e a dramatic shift in demographics.' By 'Llae year a0a0, .the' n~mb~r' of ., Minnesotans 'age 65 and older:will increase fron{ one:eighth lation to .0ne-f, ourth.. Th6. warning . comes in a Citizens LeagUe task force~ report commissioned by th6 Minnes°- ta Department ~of'Human '.services:-.- (DHS). The report, released today, will.: become part of a larger DHS report to ' Gev. Ame Carlson later this month~ advising hOw the state should respond - to/.he demographic changes. ": [ · '-i' ~.~ The result, the task force said, could be: .... - -:'-" ;'" ' :: :. ~:,~' },-severe labor shortages unlesS. ; ;.i baby boOmers are enticed to delay· retirement~ Fewer workers 'may in-; crease inflation becaUse of a shortage,; i! of goods and serviceS. . -. ::;:~..:~:,: t .: . ...:. ~,- A higher "dependency ratio" of ;: retired people .to workers, with higher·' costs to taxpayers 'for such programs ;: as Social Security and Medicare... ~ ~- Nursing home' care. that "bankrupt the state if no changes are.; made." Too ,much .money-will be, spent on expensive institutional, care-.i~ and not enough on home-based care. :: :' ' ~ Some nursing homes'and other. businesses that care for flail seniors will go out of business because :of labor· shortages, or nursing home'rates will ~ rise sharply in order to attract workers. ' '-- t~ecommended solutionSl : ' /:~: : :- ~' :-'.~:~':~i:!!'~:.'.? '-- Larger report due in three wee~) ....... : ,-.: . ..'' .,.,,~-.' -' . . ..~:,=".- ~.~ '.-. ~:' .~'~ - ...c ~,~: - --.~.~-. ~:~....: ~:?.-~c..-.~.- ~.~'- ~ ~ . ' ' ".~-"'~ ... so.r a,. ' ~..~ ..... 4..: .... ~:~','~*~'-, ::-: ~ .... ':':':~z,=. ': r:'::, = ~...,.-~; ,,-. ~;.~ .o~ .: tendency to'see fl~em as'~Fobl~'&' · "~'X'~:~r~'~ '"~.~¥'~:5':~?~';{.:i~.i'~5~ ~:~--~D~: 2X~:7C ? ? ~: instead ~f problem solvers;" said ,', "C0~,¢'~ ~[~1~ '~'~, :;[~OF[; .~'.4~ Iean Greener, a ta~k for& ~ber' '.. The task forcege~oA"~so s~d: · ' ~?'?:,}~;~y."(;t~-?.~ :.;}.d'~.:,~'~ [ ~":~:;7[;~:U~... =- "1 hope ~s reporthelns } Semors ~n mr~..M~nesota [:': How e~one;mclu~g le~slators;:see}g[ ' ' .. ' ' ':~ ;' '"' .... {', M~U~I Will ~1Sl .7 .. " ,' ~"-~ ...... :","- -,- ~e sp~se. In ~e:me~o.~ea, , ~P..., ........... . .... ~,.:. seffiors~ haveah~d~ena~'. .. . . . - :' ' ~'~~n~;~-..', :.'c~e'pr0blem~"~d'~'b~-af~e~::'.''t. . :.. gaung a system ~readyrffe m~' ~. a~ ~lm ~ m~ ~ ' :' .' center of duplica~on ~d ~a~entafion.-'6: ' ' :' Pm'~ h ~s'" ' ;: ~d effec~ve ~eighb~rhb~6dS ~'d · } The ' state,s -. -.:"affordable . ~' ~,.. -: , ..~: ,~ :,-,:. ~- ' comm~fie~ffiat ~e'~b°d ~lac~s? housing. drisis' ~n 'intensi~'. as ' 0-14 ~ -:' ? )-: ~'/'~ ~ :~ ' for ~ ofug~g~ess baby boomers begin mo~ng Out. :.I ~'C' :~ ;.: ..... ~ ~ :' . ~ The task 'force held ~ubli~;:~E'~'c of single-fmay homes, ~d ~ere ' 15~4 ~ ~ 'roms ~d id~wed'~'~.~ 'or poor omer peopm in t~e urban · W~mas'dd~ ~i~ Will ~ zens L~b"~s"p~d $25,000 core ~d ~st-~g sub~bs.: '. ~r~v in ~ ~ ~ ~m · ' ~e work bY DHs::~:~¢~¢~::;{~c';~ :~ ¢~5~:¢' .... ' ' Th ........... ~ "i_," .' .;,";. ~.' '. ':::~-'.' :... ·: ' ~:~ ': . ..... .': . e: dep~meht'~ has'.:~b~en:~ rare promem . ...: · ,.. .' '~ Smd~g.~e:issue fo~ ~0 ~e~s "If we do no~ing, ~ere.~l be'. ' I ~ . . - - thr0ugh'a ~r~m~c~!ed Project ' a .tremeCJoq~,impa%. on ou~ ~ 8~8~ .: :': 29a0..!t~ fin~.r~ppq,'e~p.~,~'} communmes, me wor~orce dna , .. .-..... a~our mree wee~;' ~:incmce results of i6 differe~(std'die's:)'~= how we care for frail older peo: ~ Year 2~, tm~ 4,~9~. ': cluding"a' ~Oup 'repre~hting"2~:~ ple," said task force co-chair- woman Katie White: ?Our recom- mendations are important, but equally important is the need to get a discussion going about what should be done. We can't say ex- actly what conditions will be like in the yehr 2030, but we know we will have dire problems unless we make changes." The task force recommended that state officials lobby Congress to revise eligibility fop Social Se- curity benefits linking benefits to income as well as age. It also suggested that communities can be strengthened to meet housing, transportation and service needs with help from the state housing, S~rce: Minneso.'~ Oernographer~s.. Office, 1997 ' Star Triune graphic planning and other agencies. Among other suggestions:' Streamline services to seniors, perhaps setting up one-stop shops; simplify regu!ation of nursing'homes and develop uni- versal access to lower-cost long- term care insurance; get federal permission, to spend more Medi- care' money on preventive care and. more Medicaid money on nonmedical support services, state departments'and agencies;~ '"".. ' "unle~ -we::-'are'' Prepared: f6~':' the changes' that already have be2 :i gun, we cannot effectivelY me&t, the needs of our .citizens," said Maria Gomez.,.. DHS: assistant-. commissioner in cha~ge Of the.~ project. ~OUr goal is to begin the :: discussions now, before we are in acrisisJ'. .' - .. ' .:,. -- The complete task force report can be seen on the Citizens Leaguez. Internet Web -site: uru, w.c. aizensteague, net. .... ::: ·: -- Warren Wolfe covers'aging L~sues. He can be reached at 612- 673-7253, .or at wolfe@startrl- -' bune. co~ .~' ~. 'iii:."F';") . II Citizens' League I A New Wrinkle On Aging Task Force Final Report '"LEAG"DE New Wrinkle On Ailing Page 1 of 23 Baby Steps to 2030 A New Wrinkle On Aging Task Force Report A joint effort by the Citizens League and the Minnesota Department of Human Sen/ice's Aging Initiative: Project 2030 and the Minnesota Board on Aging. Kent Eklund, Katie White, Co-Chairs, November 1998. Foreword I. Introduction I1. Life-Cycle Communities A. The Vision B. Current Trends C. Consequences for Failing to Act D. Recommended First Steps II1. Workforce A. The Vision B. Current Trends C. Consequences for Failing to Act D. Recommended First Steps IV. Long-Term Care A. The Vision B. Current Trends C. Consequences for Failing to Act D. Recommended First Steps V. Appendixes Work of the Committee Other New Wrinkle Meetings and Events Foreword A New Wrinkle on Aging Task Force: Final Report About the Study Keeping Track Symposium Summary MN Department of Human Services: Aging Initiative: Project 2O3O A New Wrinkle on Aging is a joint venture by the Citizens League and the Minnesota Department of Human Services (DHS), and part of DHS's Aging Initiative: Project 2030 being carried out in partnership with the Minnesota Board on Aging. A New Wrinkle on Aging began with a series of public forums in the spring of 1998, and culminated in the public policy report http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 2 of 23 that follows. The goal of the entire A New Wrinkle on Aging project is to heighten general public awareness and identify implications of an aging baby boom generation. The policy report that follows is an advisory report to DHS as the department prepares its own report to the new governor and the Legislature on aging issues facing the state. A New Wrinkle on Aging hopes to set in motion some initial policy steps for lawmakers, public agencies, non-profit organizations and businesses that begin addressing serious policy issues related to the wave of baby boomers journeying from middle age to old age. This policy report was prepared by the Citizens League, which was contracted to organize and administer a citizen-based policy study that took a deliberative look at the issues, consequences and choices facing the State of Minnesota and its residents regarding the aging of its population. As such, this document is not a Board-endorsed policy report of the Citizens League, but a DHS-sponsored task force report that utilized the Citizens League study committee process. For more information on the work of this task force, please see Appendix A on p. 19. For more information on other events and meetings that took place as part of A New Wrinkle on Aging, see Appendix B on p. 21. Introduction Demographics paint a clear picture of Minnesota's future: a huge number of baby boomers are moving toward older age. By 2030, the number of people over the age of 65 is expected to double, from 592,000 in 2000 to 1,173,000 in 2030. What's more, the number of people under the age of 65 is expected to actually decline slightly. Aging of the state's population is not a problem in itself, for it is a natural and reasonably predictable process. But demographic changes will threaten the function and capacity of existing government support systems at all levels in Minnesota, as many systems today are ill-equipped to deal with the expected consequences of aging. Many mistakenly see the aging of the population as one big, homogenous group. Society in 2030 will, in fact, be older, but it will be made up of many different sub-groups, each of which will have different characteristics and needs. For example, projected growth rates will vary among different http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 3 of 23 age groups of older people. The number of "young-old" (65-74) will more than double to 632,000, while the "mid-old" (75-84) will rise 90 percent to 400,000, and the number of "old-old" (85+) will increase about 40 percent to 143,000. The longevity gap between men and women will narrow; the number of men over the age of 65 will almost double to 463,000, while the number of women over 65 will increase 70 percent to 578,000. In Minnesota, the general population of older people also will become more racially diverse, but remain a largely white population. The non-white population of older people is expected to quadruple but still reach only 50,000 by 2030 -- less than 5 percent of the state's elderly population. Most geographic areas of the state will experience growth in people over 65 in the coming decades. The majority, however, will be concentrated in the Twin Cities region and the "collar" counties immediately adjacent to the north. Seventeen counties -- most of them in the southwest -- will see stagnant or declining numbers of older people. The remaining counties will see a varying rate of growth, with many of the higher growth counties in Greater Minnesota within commuting distance of a larger metropolitan city. Adapting current systems to these shifting demographics is complicated by the fact that the biological process of aging and the social setting in which it occurs is changing dramatically- the result of technology, medical breakthroughs, increasing cultural diversity, and a new information-based economy, to name but a few factors. In 1970, people at the age of 65, 85, even 100, faced significantly different aging effects and circumstances than they do today. We can assume the same will hold true in 2030 compared with today, although it is hard to predict exactly how and to what extent today's systems and circumstances will change by 2030. The rapid pace of technological and medical advance, for example, will have a profound but unknown impact on society over the next 30 years. Virtual, in-home medical and social support visits might be commonplace in 2030; a cure for cancer, Alzheimer's or even arthritis would change society in ways we would not likely imagine. Within the limited boundaries of forecasting, however, we can expect that by 2030 age and .the aging process will be measured less by chronology-- how old you are . and more by chronicity--the prevalence and intensity of various chronic conditions and a person's general functional ability (or lack http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League [ A New Wrinkle On Aging Task Force Final Report Page 4 of 23 thereof). We can also expect that an aging population will bring many social changes as well. For instance, boomers will hold significant political power as they age, due to the sheer size of the boomer cohort group and the typical voting habits of older people. Today about one in eight people are over the age of 65; by 2030, that ratio will almost double to about one in four. Boomers nationwide also are in line to receive literally trillions of dollars in inheritance from their parents. Combined with higher average life-time earnings and a penchant for spending, boomers will possess greater market power for goods and services in their older years than any previous generation of older people. This power base will likely have a profound if currently unpredictable -- effect on the way society thinks about many topics, including the issue of aging itself and the role of older people in our society. However, not all boomers will benefit from this new-found power. For one, greater disparities are expected in the future between the "Boomer- Haves" and the "Boomer- Have- Nots." While more boomers are expected to reach upper-income status in the future, more are expected to be living in poverty as well. Given these many factors, the most significant and necessary change for our institutions -- government, business and non- profits -- will be a shift away from paternalistic systems that traditionally see older people as dependents, and toward new systems that promote interdependence and independence, and help older people maintain productive, fulfilling lives. Because of the slow-moving nature of systems, change must begin immediately. This task force has been organized to provide thoughtful, reasoned deliberations that identify the necessary policy steps to initiate such change. This report is intended t° be a vision, a design, for certain public systems that have significant involvement with an aging population. It focuses on the central question: What can be done to build community capacity for dealing with an aging society in Minnesota ? Due to the allotted length of this study, and the number and complexity of issues, this report focuses on three topics: Lite-cycle communities-- designing neighborhoods and cities that http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League [ A New Wrinkle On Aging Task Force Final Report Page 5 of 23 are sensitive to, and provide for the needs and wants of; all people; Workforce-- utilizing the various talents and abilities of older people to the mutual benefit of society and older people themselves; Long-term care-- providing support, care and other services to older people in order to improve their quality of life. Minnesota communities find themselves with a unique opportunity. While addressing very serious, potentially intractable problems related to the aging of baby boomers, communities have the coinciding opportunity to significantly improve the lives of older people. The intent of this report is not to simply tinker around the margins of the existing systems, but rather to create a vision for new systems by the year 2030 that improves the quality of life of older people, and to identify the steps necessary to move toward this vision. Life-Cycle Communities VISION 2030: WHAT WILL COMMUNITIES LOOK AND ACT LIKE IN 2030? 1. More Minnesota communities in 2030 will be truly livable for all age groups; they will be transgenerational and life- cycle in nature, offering diverse choices that provide for the future needs of all residents including older people. More than at any other level, local communities will hold the key to improving the lives of older people and creating livable environments for all people. Communities that are truly age- sensitive and age-inclusive will stress access and choice for basic things needed by all people in every community: housing, healthcare, life-long learning opportunities, recreation, jobs and daily goods and services. In particular, communities in 2030 will promote a wide range of housing styles and options that offer older persons real choice for dependent or independent living. Because of the changing nature of Minnesota communities -- most are not only aging, but becoming more racially and culturally diverse as well -- community planning will increasingly be viewed through the "kaleidoscope of diversity" in an effort to recognize the many different needs and services within an individual community. 2. Communities in 2030 will support the ability of older people to live independently longer. Formal and informal support networks in communities will http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 6 of 23 provide diverse, in-home services that allow older persons to retain their independence longer. By 2030, technology advancements and innovative design features will help mitigate in-home physical limitations common today. New delivery mechanisms -- including the Internet, and service bundling from different providers- will increasingly bring goods and services to people's homes. Communities in 2030 will also offer their residents convenient access to services and amenities outside of their home. Transportation options will be expanded that make it easy and convenient for older people to access goods, services and social needs on their own. Communities in 2030 will place goods and services in closer geographic proximity to older persons, eliminating or reducing the need for travel to receive goods and services. 3. Communities in 2030 will offer a wide array of volunteer and social interaction opportunities for all community residents including seniors, which will help build the personal and social relationships necessary to create support networks for people of all needs and abilities. Despite technological advances that improve people's care and access to goods and services, people-to-people relationships will still be critical, and communities will harbor the responsibility for nurturing personal relationships that make life fulfilling. For example, to enhance the physical and mental health of older people, community- based organizations -- local government, non-profits, businesses, schools, social and volunteer clubs- will provide meaningful opportunities for political, social, and recreational involvement for all residents. In particular, communities will look to older people as the key link in organizing and operating activities for many different age groups, including their own. This will help keep older people active and productive, and help build informal relationships necessary for a community to meet the many needs of its residents. CURRENT TRENDS · Current development models for housing are targeted to those with resources; those without resources often have few housing options, particularly in Greater Minnesota. · Throughout the state, new development predominantly follows a suburban model- large-lot, single-use, auto-oriented- even in Greater Minnesota and in urban areas being redeveloped. ~, There is interest in building more compact, integrated, mixed-use living environments, but much slower implementation of these tand- http://www.citizensleague.net./proj ects/2030/report.btm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 7 of 23 use concepts. Local zoning ordinances often prevent development from deviating from the status quo. Local communities are reacting to (and not actively planning for) an aging populace. Many communities still think in terms of immediate needs of particular market segments (like more "single-family residential" or "senior housing") instead of planning for both the short- term and long-term life-cycle needs of their particular community. While there have been small-scale demonstrations and some investment in non-auto, multi-modal transportation options, there is little foreseeable change in general travel patterns and generat accessibility. Mobility and accessibility will continue to be autoz oriented, particularly in suburban and rural parts of the state. Social services within many communities are often fragmented and uncoordinated, sometimes in spite of (or perhaps because of) the presence of a multitude of providers. In other cases, particularly in rural Minnesota, there is a dearth of service options and providers for older people. In communities statewide (and nationwide), there has been a steady decrease in participation in most traditional social service clubs, like Rotary, Kiwanis, Lion's, League of Women Voters, etc. Informal relationship networks are increasingly strained (or never made) within communities when young people move away to find jobs, when families are split through divorce, when increased diversity is met with suspicion and fret, and when older people are viewed as community liabilities rather than assets. CONSEGUENCES FOR FAILING TO ACT NOW · An increasing number of people will be geographically isolated from health and social support services due to auto-dominated accessibility, poor transportation alternatives and poorly-fitted service delivery mechanisms. Depending on technological advancements, such people might either not receive needed health and social services while in their homes, or be in jeopardy of premature institutionalization. · The state's current affordable housing crisis will be magnified significantly when boomers begin looking for housing options outside the single-family housing market. · The Twin Cities region will experience geographic concentration and on-going intensification of poor older people in the central cities and first ring suburbs, where the majority of affordable and subsidized housing currently exists. With a severe scarcity of affordable housing, older people in Greater Minnesota who are unable to continue living in their homes will have few housing options, which could lead to greater homelessness and reliance on family and friends for housing. · For those older people able to drive, the number and length of automobile trips will continue to increase because they are geographically separated from people and necessary services within communities. RECOMMENDED FIRST STEPS 1. The Department of Housing Finance, Minnesota Planning, other state agencies, for-profit and non-profit building industries, housing associations and housing advocates must work diligently with local municipalities on reworking zoning ordinances and other land use regulations that generate http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League [ A New Wrinkle On Aging Task Force Final Report Page 8 of 23 persistent Iow-density, single-use, auto-oriented development. In its place, municipalities should move toward a flexible land- use pattern that integrates different uses, housing types, and income levels. Specifically: All municipalities must address zoning ordinances and other land use regulations that preclude the development of compact, mixed-use development. Cities must also address regulations that prevent the private market from developing affordable housing options for older people, and the Legislature must address similar disincentives in property tax laws. The Department of Housing Finance and DHS should partner with the Metropolitan Council's Livable Communities Demonstration Account and the Greater Minnesota Housing Fund to run a larger number of small- scale demonstrations of innovative design projects. Stakeholder groups also need to find ways to streamline and "scale-up" the replication of successful test projects in order to have a real impact on housing problems throughout the state. Such demonstrations are particularly critical in Greater Minnesota, where there is a dearth of choice in housing for older people. Specifically, demonstrations should test: Co affordable, market-rate options for assisted, congregate and other living arrangements for older people, including investigation of new rental and ownership choices. the usefulness of mixed-income housing and mixed-use housing (residential commingled with commercial uses), as well as accessory housing units to single-family housing that promote living arrangements conducive to informal care. access-friendly design for older persons (both internal housing design and a community's physical design). transit redesign -- particularly in rural and suburban areas where there are few transit options for adults; for example, redesigning and "bundling" public transportation to serve schools and the larger community simultaneously. public-private partnerships that spur investment and innovative access and choices for housing, transportation and service delivery. DHS, Minnesota Planning and the Metropolitan Council must engage growing communities during their comprehensive planning process (currently underway in the metro area and in some communities in Greater Minnesota) on the need to understand and consciously http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 9 of 23 plan for the needs and abilities of older persons in the community, both today and in the future. Incentives- possibly in the form of community block grants -- should be available for those cities that plan proactively for the needs and demands of older people. Specifically, communities should examine and plan their role in providing access to advanced technologies of 2030 -- particularly those technologies that improve people's access to information and services, and by relation, their ability to care for themselves and live independently. Similar to the planning that took place around community libraries this century, future planning will demand that communities rethink the concept of information access, understand the capabilities of and demand for new technology, and design a delivery mechanism well-fitted to serve the information and service needs of the community and its residents. Workforce VISION 2030: WHAT DO WE WANT THE WORKPLACE TO LOOK LIKE IN 2030? 1. In 2030, "work" will not be limited by age, but by hard and soft skills and individual motivation. In general, the workplace of 2030 maximizes the skills of all people interested in entering or remaining in the workforce. The global, knowledge-based economy will place a premium on high-order cognitive skills, and the forecasted labor shortage will bring added value to all workers. The workplace of 2030 will have challenged the myth that older workers are universally less productive, and employers will recognize the value of skills that experienced people bring to the workplace. Equity in pay and position will be realized in the workplace by 2030. Employers in 2030 will seek out older workers at two different levels. On one level, older workers will be desired (or at least considered qualified) for high-skill positions due to their life-long work experience in the private, public and independent sectors. At another level, employers with lower-skill, Iow-stress jobs will cater to older people interested in work for income stability as well as social and self-fulfillment purposes. As a result, the percentage of older workers in part-time, seasonal, temporary and consultative positions will rise dramatically. 2. The workplace of 2030 will follow a new, redefined http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 10 of 23 concept of retirement not determined by an arbitrarily designated age, but by mental and physical capacity and personal financial preparation. Retirement in 2030 will have been redefined and in many ways removed from the lexicon altogether. "Retirement" in the new sense will be determined by a person's functional ability, personal motivation and financial preparation to support her or himself without employment income. By 2030, older people will depend less on Social Security due to the steady erosion of its purchasing power, higher lifestyle expectations, and longer life spans of older people. As a result, people will use Social Security to supplement other income earned from such things as employment, investments, and pensions. Work that is traditionally undervalued --informal caregiving, homemaking, volunteering --will be credited or somehow compensated to balance the discrepancy of wage-earning versus non-wage earning work, and to provide older people with additional avenues for supplementing their income and meeting basic needs. 3. The workplace of 2030 will be notable for its flexibility and ready access to training and life-long learning; as such, traditional retirement will give way to new stages of personal and career development. Unlike the structured workplaces of the past, with 8-to-5 routines, the rule of thumb in the workplace of 2030 is flexibility and productivity, due in part to a prolonged labor shortage in the state. This will create better access to the workplace and more rewarding work opportunities for older workers if they choose to stay employed. The workplace in 2030 will be less traditionally structured and place-based, focusing instead on the means necessary to continually improve productivity. For instance, technology will make it easier to work at home, which will expand job opportunities for older people. The push for improved productivity, coupled with a lack of workers, will increase both the public and private sectors' interest and willingness to invest in new skills for older workers. The public sector will help fill training gaps for older workers not provided by the private sector. Such training will upgrade and update the skills of older workers, giving them greater opportunities to pursue new (if possibly less intense) careers in their "second adulthood." CURRENTTRENDS http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 11 of 23 · Despite significant increases in women's participation in the workforce, women are still much less likely to have pension or other employment-based retirement income. Those women who have employment-based retirement income often receive significantly less than their male counterparts because women traditionally have been in lower-paid jobs and often take time out to raise children and attend to other necessary care-giving demands (particularly aging parents). · A number of existing laws and social programs, such as Social Security, discourage work beyond a certain age -- a situation that is changing, but slowly, evident in the increase in the age eligibility of Social Security. · Without Social Security, fully half of all people over the age of 65 would be living in poverty. · The state and nation are currently on the front-end of a significant labor shortage that is predicted to last several decades. · Seniors are living longer, and living healthier longer, creating an increasing span between retirement and death. · The economy has shifted from an industrial/manufacturing base to information and service base, with a related decrease in physical-labor types of jobs and an increase in the number of part-time, seasonal, temporary and other "just in time" jobs. · While employers' attitudes toward older workers are changing for the better (largely the result of the current and future labor shortage), age- bias is still evident in the workplace. · People with means are retiring earlier from their "career jobs." Some continue in a lesser capacity in their career fields, others pursue "secondary careers" in an unrelated field of interest, and still others leave the workforce altogether. CONSEQUENCES FOR FAILING TO ACT NOW · There will be a significant increase in the dependency ratio of older people if boomers leave the workforce at "traditional" retirement age. This will create serious financial consequences for the state, as the pool of tax-paying workers grows much more slowly than the pool of nomworking older people receiving publicly-financed benefits. · A severe labor shortage, caused by lack of replacement workers for boomers as they leave the workforce, could cause many businesses to fail or relocate, particularly those that are not able to find substitutes for human labor. ~, Inflationary pressure could result as the current and future labor shortage creates a possible shortage of available goods and services. This inflationary pressure in turn could undermine the asset and income wealth of retirees who planned financially (if at all) for different economic conditions. · People depending on Social Security as their sole or even main source of income will likely live in dire poverty. I=IECOMMENDED FIRST STEPS 1. DHS and the Legislature should lobby Congress to revise eligibility for Social Security, creating new standards based on mental and physical capacity and financial criteria. http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 12 of 23 2. The State Legislature, with assistance from the state departments of Human Services, Economic Security, Labor and Industry, Finance, and Revenue, must link income policy more closely with labor policy. Individuals must be employed or otherwise earning income in order to prepare financially for their retirement. For this reason, state policy regarding such labor-related issues such as economic development and workforce training must be congruent with income-related policies like taxation and entitlement benefits. One example of failed linkage (albeit, at the federal level) is the penalty older people pay on Social Security benefits if they continue to work. The Legislature could eliminate that work disincentive through a tax credit recouping an older worker's lost Social Security benefits. 3. Overcome barriers to greater participation of older people in the workforce, particularly for part-time, temporary, seasonal and consultative positions -- staples in the work lives of older people in 2030. The state and business community, should lobby the federal government to make pensions and healthcare coverage more widely available and portable. Such changes would provide incentives to older workers interested in staying in the workforce. bo Another healthcare coverage option is for the state to create a reinsurance pool that gives businesses access to affordable health insurance for seasonal, part-time, temporary and consulting positions that traditionally offer few benefits and no health coverage. Much as it did in offering healthcare benefits, businesses should pool workers and available resources to offer open access to tong-term care insurance (LTCt) as a standard workplace benefit. This is already occurring as a workplace benefit to an extent, and needs to be accelerated. Open access can be achieved through different measures, including employer-paid LTCI, or an employer-organized group policy that offers employee and family buy-in options. Investigate and support the establishment of "senior industries" that takes advantage of the skills of older workers, and promote economic development that taps into this under-utilized labor pool. One option would be for the Department of Trade and Economic Development to include senior-related businesses (products and services both for and by older people) in its "industry-specific" assistance program (which currently includes computers/electronic components, healthcare/medical care products, printing/publishing, tourism, and wood products/plastics/composites). 4. Municipalities, with the assistance of the Department of Economic Security and Workforce Centers throughout the state, should link traditional senior services and programming at the local level with job and volunteer information resources and referral services. http://www.citizensleague.net./projects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 13 of 23 5. New efforts must be taken to recognize, encourage and reward productivity in all its forms, whether paid or unpaid. For example: a. Volunteer programs should offer some tangible rewards and incentives to volunteers that would also serve larger purposes. For instance, programs should be established in both private and non- profit organizations that provide long-term care insurance as an inducement to participate in volunteer activities, as well as an inducement to have long-term care coverage. Group plans make long- term care insurance affordable (through economies of scale) and easy to establish and administer. b. State licensing boards should waive the licensing fees for people who want to continue practicing their profession in a volunteer capacity, while maintaining the standards and criteria necessary for licensure. c. The State Legislature should review and clarify current volunteer indemnity laws that shield some volunteers from liability while serving as care providers and other valuable positions. An update of our no- fault auto insurance system, particularly the threshold for liability, should be revisited in view of nearly 25 years of healthcare cost escalation. The legislative objective of each of these measures is to provide non-profit organizations with better leverage in recruiting and involving older people in volunteer activities. Long-Term Care VISION 2030: WHAT DO WE WANT LONG- TERM CARE TO LOOK LIKE IN 2030? 1. Long-term care in 2030 will have shifted toward "functional wellness" and improved quality of life for dependent persons m in essence, into a long-term support system. People today equate long-term care with nursing homes and frail elderly unable to care for themselves. In the future, long- term care will be broadened to deal with the many stages of aging for all older adults, while re-regulated nursing homes will instead fill "care niches" including some short-term rehabilitative care and "end of life" stays. Long-term care in 2030 will stress "functional wellness," or the promotion and management of physical and mental health among older persons, striving to provide older persons with a high quality of life. The shift toward functional wellness will change the underlying philosophy of long-term care into one of long-term support. Recognizing that older people need more than medical care, new mechanisms will have been designed by 2030 to provide older people with necessary support services that help them to live happy, self-fulfilling, independent lives. http://www.citizensleague.net./projects/2030/report.htrn 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 14 of 23 2. By 2030, people will be empowered to take responsibility for their own "self-care," having greater choice and access to a menu of flexible, individually-controlled services, rather than the fixed, placed-based service system common today. As people live healthier longer, so too will they be expected and enabled to care for themselves. Older people will have access to a greater range of social and medical services that will support them (and their informal care providers) in efforts to live independently. The combination of new technology, expanded care options, financing structures and delivery mechanisms will create a broader, more flexible support system with greater choice in the types of services available and the places where these services are delivered. Such flexibility will enable long-term support in 2030 to be truly "customer-driven," allowing older people to select and control the services they need, want, and can afford. For this to happen, long-term support will integrate different care models and expand it to a community-based "functional wellness continuum" that also incorporates social support services. Today, the health care continuum is dissected into multiple pieces which operate largely independent of each other despite their obvious relationship to one another. As such, fundamental care practices have little integration among them. In 2030, these currently disparate but fundamentally similar care models (along with their many different providers) will be joined and restructured into a "wellness continuum" that also offers social support services to assist older people in their everyday living -- all of which will be delivered at the community level. 3. Changes in how society views death and related "end of life" issues by the year 2030 will be embodied in the newly designed long-term support system, whereby public resources will be used to enhance the quality of life of older people rather than focusing almost exclusively on extending life. Today's care systems are influenced heavily by society's general fear of death. By 2030, society's perceptions of death and care will have evolved to be more accepting and respectful of death. By 2030, the Minnesota community will have come to a consensus- politically, religiously, and culturally- about "end of life" caregiving issues, and established priorities for http ://www.citizensteague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 15 of 23 available resources that maximize people's quality of life. As a result, by 2030, public resources will be shifted increasingly to the "front end" of the health equation for older people- to illness prevention and health maintenance, and the support of a high quality of life for older people, instead of on acute episodic care and the short-term extension of life at or near the natural end of one's life. 4. In 2030, older people will have guaranteed access to universal, "buy-in" coverage for long-term support based on income. Today, real choice for long-term support services today is very limited, and stands in marked contrast to the universal coverage older people receive for acute care under Medicare. But by 2030, the state will offer universal access to long-term support services aimed at helping older people live independently. Universality will be affordably achieved through a "buy-in" program that will charge older people premiums based on their income. Each recipient will then receive a core package of long- term support services, while the private market will be left to provide "gap" insurance for additional services beyond this core package, thereby expanding choice for private payers. 5. Long-term support in 2030 will have evolved to meet the many different needs to a diverse population. Increased diversity in the state in the coming decades brings with it the need to rethink existing care and support systems and make them more accessible and user-friendly for people with different needs and expectations. By 2030, the long-term support system will be sensitive and better tuned to cultural differences in care and support needs of different populations. Providers will compete for customers based on their ability to appropriately customize these services. CURRENTTRENDS Increasingly, there is disruption or absence of informal care networks due to smaller families, higher divorce rates, and greater geographic dispersion. This will continue to be true particularly in rural Minnesota, where children often move away to took for jobs in metro areas. The long-term care industry is slowly evolving in Minnesota. Nursing homes are gradually moving into rehabilitative care and "end of life" stays. New housing and service options for older people, such as assisted living, are being developed, but slowly and primarily for people with means. The state is also slowly expanding programs for community- and home-based care programs covered under Medical http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League [ A New Wrinkle On Aging Task Force Final Report Page 16 of 23 Assistance. There is a lack of choice in care services in Greater Minnesota, including but not limited to long-term care. Compounding and contributing to this lack of service is a shortage of workers in nursing homes and other long-term care organizations that struggle to attract workers for comparatively Iow paying jobs. The existing long-term care system is still geared mainly toward whites, with little adaptability or sensitivity to the needs of older people from different cultures and races. The influence and presence of managed care will increase in the long- term care industry, particularly in light of the fast-growing population of older people, who consume a disproportionate share of all health- related services. The use of technology will increase dramatically throughout different care systems, but particularly in long-term care, where it has yet to have a large influence. While the rate of disability has been decreasing, the overall numberof disabled people is growing and will continue to increase due to the sheer size of the older population in the coming decades. As age longevity increases, so too will incidence of chronic conditions. Many baby boomers refuse to believe that they will need assistance of some form as they age (despite research to the contrary), and few have made any concrete financial plans relating to long-term care. CONSEQUENCES FOR FAILING TO ACT NOW The current configuration of healthcare financing will bankrupt the state if no changes are made. Costs will continue to spiral upwards as huge numbers of boomers enter a long-term care system that is very institutionally-oriented and expensive compared with community- and home-based care. At the national level, Medicare spending will consume an ever-growing portion of the federal budget as it provides universal healthcare coverage for older people for a growing number of years for the average recipient. Managed care alone is unlikely to control costs. Many rural areas of Minnesota will see already-poor service availability cut even further as populations continue to decline, costs increase, and private businesses and other providers struggle to find workers for acute and supportive care positions. Without changes in the predominantly acute-care approach to treating many chronic conditions, related medical costs will spiral upward as the older population grows, consuming an ever-greater portion of healthcare expenditures for little real improvement in older people's quality of life. Despite the modest assistance needs of many older people, the number of individuals relying on the state for long-term care will increase dramatically because few other support options are available, especially for people of modest means. Without changes in mission, staffing requirements, wages, or care levels, labor-intensive long-term care organizations will reduce capacity, relocate or close for lack of staffing. RECOMMENDED FIRST STEPS 1. The state Legislature and DHS, in partnership with healthcare providers, should lobby Congress to experiment with a significant shift in Medicare spending toward preventive care http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 17 of 23 and self-care, and away from acute episodic care; similarly, the state Legislature and DHS should lobby Congress for additional Medicaid waivers that allow the state to continue expanding non-medical long-term support services (i.e., mental health and chore services) that are matched by federal dollars. 2. DHS should use small- and large-scale demonstrations to start or continue testing delivery mechanisms that give participants choice in care provider and in specific long-term support services offered. Demonstrations should be partially or fully funded by the Department of Human Services and interested counties, but run by providers. Demonstrations should test: a. inclusion of and funding for long-term support services (such as "chore" and mental health services), as well as community-based programs (like the Block Nurse Program, Senior Companion and Living-at-Home) as part of the covered service package in tong-term care programs. b. preventive measures that reduce the incidence of and necessity for acute care treatment for chronic conditions and illnesses among older persons. c. managed care models for long-term care that pool risk appropriately with medical/acute care benefits, and also capitate and better forecast the state's short- and long-term financial commitments. d. the role and capacity of technology in promoting self-care and home- based Iong-term support. 3. DHS, the state Health Department and Area Agencies on Aging (among others) should explore ways to compress the overwhelming scope and complexity of service options and organizations that older people must wade through when seeking care and/or support services. For example, some states are exploring the use of an "Nl1" calling system (e.g., 411, or 211) that provides "one-stop shopping" for care and support services. In general, such an organizing framework should: · allow older persons simplified and streamlined access to the wide range of care and support options available · provide older persons with necessary information needed to make self-care decisions · provide access to consumer advocates that advise older people on the services and organizations that best fit their needs and financial capacity. 4. The Legislature should rationalize the regulatory framework of the health care and long-term care systems now in place, clarifying and simplifying payment streams and making service delivery more flexible. For example, the Legislature should re- regulate the nursing home industry with a focus on care outcomes, providing the industry with flexible licensing, and creating a Iow-interest revolving loan program that gives http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 18 of 23 nursing homes access to capital to pursue alternate care niches in an evolving market. 5. The Legislature should investigate the State of Oregon's model for "end-of-life" caregiving, and begin customizing (in law) such a model for Minnesota, paying particular attention to include strong patient rights and medical self-directives. Similarly, the larger Minnesota public must be actively engaged in discussing and formulating policy positions on complex "end of life" issues (such as appropriate intensity of medical treatment and quality of life) so the state and health community are not faced with reactive responses when faced with crisis situations. Education, research and public debate are critical to such sensitive policy issues, and leadership is needed from advocacy groups (e.g., Senior Federation and the Minnesota chapter of the American Association of Retired People), research and service organizations (DHS, Area Agencies on Aging, the University of Minnesota's Center on Aging and the Center for Biomedical Ethics, the Minnesota Coalition on Death Education), as well as formal and informal groups in the faith community, social clubs, and the like. 6. The Department of Health should analyze the costs of chronic care, and do a "best practices" study regarding the treatment of different types of chronic care, particularly non- fatal chronic conditions, and their related costs. The goal should be to improve the long- and short-term quality of life of those suffering from chronic conditions, and to do so in a cost- efficient way. 7. DHS should advocate for and track public policies including taxes that encourage long-term self-sufficiency and well-being. 8. DHS and the Department of Health should help fund: ,, "self-care" education and training programs for older persons and informal caregivers that support continued independent living of older people at the local level and prepare them for future periods of necessary interdependency. · a public education and awareness campaign to redefine and reposition "long-term care" into "long-term support." · a public education campaign for better financial planning, including early planning for long-term care and support. 9. Long-term care organizations and their industry associations, aided by DHS, the Department of Health, and Area Agencies http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 19 of 23 on Aging (among others), should make a concerted effort to recruit, educate and train more people from a variety of cultures and races to better serve the individual needs of a diversifying aging population. Work of the Task Force BACKGROUND FOR STUDY The intent of this policy study is to provide a non-partisan advisory report to the Minnesota Department of Human Services (DHS) regarding the policy implications of an aging baby boom generation. The study is part of the cooperative initiative "A New Wrinkle on Aging" organized between the Citizens League and DHS, and particularly DHS' "Project 2030" which is being carried out in partnership with the Minnesota Board on Aging. Demographics paint a very clear picture of Minnesota's future: a huge number of baby boomers are headed toward old age, and the state's current systems --its physical and social infrastructure, long-term care, workforce development systems and others -- are ill-equipped to deal with some of the expected consequences. Because of the slow-moving nature of systems, change must begin soon if the state hopes to have more effective systems in place in the future to handle and provide for the huge number of baby boomers moving into older age. TASK FORCE ASSIGNMENT This task force has been organized to provide thoughtful, reasoned deliberations that identify the necessary policy steps this systems change will require. The resulting report should investigate a new paradigm for the state and its aging population: how we should design our cities and support mechanisms for an aging population; how we should deliver long-term care and other services desired by older people; and how we should utilize the various talents and abilities of older people to the mutual benefit of society and older people themselves. In short, this report should be a vision, a design, for public systems that effectively deal with and provide service to an aging population. This report should answer the central question: http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 20 of 23 What can the state do to build community capacity to deal with an aging society in Minnesota? What will be the roles of the public, private and non-profit sectors in this future? Other questions to be answered by this task force, include: Using the topics of infrastructure (social and physical), long-term care and workforce as guideposts for system restructuring, what state actions would enable and encourage system reform? Aging presents different consequences for Greater Minnesota and the Twin Cities metro region. What strategies will be effective for each in building the necessary capacity to deal with aging issues? What are the implications for failing to act now? What initial policy steps should be considered to begin the slow process of systems change? This study should not simply tinker with the" existing systems of long-term care, infrastructure, and workforce development. Rather, it should create a vision for how these systems should look and operate, what outcomes should be expected, and what improvements they would provide over existing systems and delivery mechanisms. Lastly, this study should provide insight on the steps necessary to move current systems toward this new vision. TASK FORCE MEMBERSHIP Membership to the task force was solicited at the Citizens League's "Mind-Opener" breakfast series held in April (see Appendix B). An open invitation was made to attendees, and applications were sent to those expressing interest in the task force. Additional members were solicited to expand the size of the task force. The New Wrinkle on Aging Task Force was co-chaired by Kent Eklund and Katie White. A total of 27 individuals took an active part in the work of the committee. In addition to the chairs, they were: Anne Barry Veronica Bennett R. Jane Brown Rick Carter Dick Conner Patti Cullen Bonnie Esposito Jan Imsland Beverly Kontola Joan Lynch Ann Meissner Lila Moberg Bob Nethercut Mary Jean Overend http ://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 21 of 23 Lou Fuller Jean Greener Katherine Hadley John Hagman Tom Hubler Bob Provost Jim Scheu John Selstad Melenie Soucheray Peter Wyckoff Shirley Hunt Alexander MEETINGS & RESOURCE TESTIMONY The task force met for the first time on June 10, 1998 and concluded its deliberations on October 14, 1998. The full committee met 13 times, studied a large and varied amount of printed materials, and heard from the following resource speakers: . Pat Conley, intergovernmental services manager, Assoc. of Minnesota Counties . Gall Dorfman, mayor, St. Louis Park, MN . Dr. Paul Johnson, clinical neuro psychologist . Earl Joseph, president, Minnesota Futurists . Gayle Kvenvold, president Minnesota Health and Housing Alliance · Andrea Skolkin, executive director Metro Area Agency on Aging In addition, several committee members also acted as resource guests and shared their expertise with the committee, including: · Rick Carter, president Care Providers of Minnesota · Lou Fuller, director Office of Minority Health, Minnesota Department of Health · Jean Greener, executive director Senior Resources ·Jon Selstad, senior vice president National Chronic Care Consortium IVIEETING SPACE Meeting space for the committee was generously donated by Minnesota Hospital and Healthcare Partnership. The League greatly appreciates such in-kind contributions to its study committees. STAFFING This report was prepared by Ron Wirtz. Research and other committee tasks were performed by Kris Lyndon. Trudy Koroschetz provided administrative support. http://www.citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League [ A New Wrinkle On Aging Task Force Final Report Page 22 of 23 Other Public Meetings and Events As part of A New Wrinkle on Aging, the Citizens League and DHS held a breakfast series forum, a policy luncheon, and a one-day symposium. MIND-OPENER BREAKFAST SERIES This four-week series, held at the University Club in St. Paul, drew between 80 and 100 people per event, and included the following speakers: · March 31, 1998- Maria Gomez, Assistant Commissioner.. Aging Initiative: Project 2030, MN Dept. of Human Services · April 7, 1998- Dr. Robert Kane, director, Center on Aging, University of MN · April 14, 1998- Dan Lindh, president and CEO, Presbyterian Homes of Minnesota, Inc. · April 21, 1998 - M/chela Fedderly, senior consultant, Quantum Performance Group MA Y 19 LUNCHEON MEETING · Marilyn Moon, senior fellow Health Policy Center, Urban Institute This event, held at the Sheraton Metrodome, was attended by about 90 people. JUNE 17 SYMPOSIUM This half-day symposium was held at the Radisson South Hotel, and featured: ° Tim Penny, senior fellow, Humphrey Institute of Public Affairs, University of Minnesota · David Durenberger, partner, Durenberger Foote Public Policy Partners, LLC Three break-out discussion sessions were organized to gain input on issues pertaining to life-cycle communities, workforce and long-term care. Speakers included: Shirley Barnes, CEO, Crest View Lutheran Home Duane Benson, executive director, Minnesota Business Partnership Bob Bonine, financial planner, Northwestern Mutual Life http ://www. citizensleague.net./proj ects/2030/report.htm 12/11/98 Citizens League I A New Wrinkle On Aging Task Force Final Report Page 23 of 23 · Steve Brodersen, president, Superior Senior Services · Jane Brown, commissioner, Minnesota Department of Economic Security · Charlotte Carlson, director of actuarial, Blue Cross Blue Shield of Minnesota · Karen Christofferson, public policy director, Builders Association of the Twin Cities · Dr. Leslie Grant, assistant professor, Department of Healthcare Management, Carlson School of Management, University of Minnesota · Laurel IIIston, special projects coordinator, Minnesota Health and Housing Alliance · Dr. Rosalie Kane, professor, Division of Health Services Policy and Research, School of Public Health, University of Minnesota o Jim Solem, regional administrator, Metropolitan Council · Hazel Reinhardt, strategic business consultant, Moderators for the event included: · Patsy Riley, vice president of government programs, policy, and planning, Medica Health Plans, Allina Health System · George Latimer, distinguished visiting professor of urban studies, Macalester College · Kent Eklund, CEO, Cincinnatus Additional financial support for these events was provided by: · Allina Foundation · Halleland Lewis Nilan Sipkins & Johnson · Medtronic, Inc. · Metropolitan Area Agency on Aging · St.Jude Medical, Inc. In-kind support was provided by: · Center on Aging, University of Minnesota · Senior Health Policy Fellowship Program, University of St. Thomas. www.citizensleague.net Please e-mail the Citizens League with any comments and suggestions. © Copyright 1998 Citizens League. All rights reserved. http://www.citizensleague.net./projects/2030/report.htm 12/11/98 Appointments to the Chanhassen Senior Citizen Commission As of April 1, 1999, four Chanhassen Senior Citizen Commission positions will be vacant. This position is a four-year term (April 1, 1999-March 31, 2003) and must be filled by a senior citizen resident of Chanhassen. Commission members represent the interests of the senior citizens of the city as they work together to achieve the goals and objectives of the senior citizens. They are responsible for attending commission meetings which are scheduled for the morning of the third Friday of each month at Chanhassen Council Chambers in City Hall. All applications must be received no later than January 28, 1999. For an application, please contact Sharmin Al~Jaffat 937-1900 Ext. 120