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2	Winter Park Health Foundation
3	Why The Foundation Chose the Matrix Process The changing landscape of philanthropy Increased need for accountability Demonstrate how projects will help meet goals Provide a source of information to assist with grant monitoring Desire to help organizations build capacity
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5	Project Development Process
6	The Story… Challenge results in discovery Matrix worked with this one project - would it work with others? Strategy for project readiness to become involved
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8	The Projects OTTER- Older Teachers Training Early Readers Culture Change Coaching Project “Wisdom Works” Meaningful Service & Employment Winter Park Public Library Lifelong Learning Institute Community Partnerships for Senior Services
9	Older Teachers Training Early Readers
10	OTTER: Older Teachers Training Early Readers OTTER is a community based program designed to meet the universal Pre-K standards and principles for the State of Florida.
11	Program Overview Adult volunteers 50+ are trained to work on reading readiness skills with four-year-old children. Volunteers are placed in school-based, community-based and faith-based sites with pre-kindergarten programs. Volunteers spend a minimum 1 hour per week working with children one-on-one, in small groups or with the entire class. Activities center on reading aloud, oral language and listening, letter and sound knowledge, phonemic awareness and emergent writing.
12	Vision/Goal To create intergenerational programs in Orange County, Florida that assist children to enter kindergarten ready to read by engaging older adults as an integral and valued part of a learning team. Our program encompasses these values: – Sharing Knowledge – Recognizing Competencies – Showing Respect – Embracing Unconditional Acceptance – Providing a Safe and Secure Environment
13	Purpose for Matrix Measure effectiveness of program on children. Building vocabulary Exposure to Books Comprehension Desire to Read Appreciation of intergenerational relationships Measure effectiveness of program on volunteers. Personal well being Training Meaningful service
14	Baseline Situation New baselines will be established in August/September at the beginning of each school year.
15	Current Situation Program has completed 1 year in four different sites. Volunteers will resume activity at the start of the new school year. Matrix data from the first year has been collected and entered. Matrix data will again be collected in September 2005, December 2005 and April 2006. Wording in the Matrix has been edited to better facilitate data collection.
16	Results The children appreciate the intergenerational relationships. Volunteers effectively engage children in reading readiness activities. The program enhances the volunteers personal well being. The matching and placement criteria needs to better reflect the interest of the volunteer.
17	Learning Indicators need to be well defined. Status levels need to be personalized and tailored to the participants. Determine how and from whom data will be collected.
18	Culture Change Coaching Project
19	Program Overview The philosophy of the Florida Pioneer Network is To promote improvement in the quality of life and work in long-term care in the state of Florida. Our goals are to create a statewide culture change network that: Encourages and supports individuals and organizations to be involved in the culture change journey; Offers opportunities for education about culture change/Pioneer practices; Fosters communication among long-term care facilities and programs to share “best practices”; Educates local and state officials, regulators, surveyors, the general public and the community about culture change in long-term care.
20	Purpose for Matrix The Culture Change in Long-term Care Matrix is being used in the culture change coaching project to assess where each of three facilities is on their culture change journey, determine next steps for implementing culture change (Pioneer) practices, assess progress along the way and continually improve the home’s programs and environment.
21	Vision/Goal The goal is to improve the quality of life and work in each facility. The matrix will be used as a tool to inform funders, surveyors, other facilities, current and potential residents and families and other key stakeholders about the outcomes of the home’s culture change efforts.
22	Baseline Situation Administrators from each of the three facilities and FPN steering committee members met to develop the categories and status level indicators for the culture change in long-term care matrix. Status level indicator names were changed as follows: Thriving = Blooming Stable = Budding At-Risk In-crisis = Dormant FPN culture change coaches had worked with each facility to develop their vision and values statements for their culture change journeys.
23	Current Situation The culture change in long-term care matrix has been administered to the staff in each facility. One facility had 131 staff members complete the survey. The other two facilities are currently having staff complete the survey. A report was given to the one facility and they are currently using that information to determine next steps. The first step they are taking is to establish neighborhoods within the larger facility to which each staff member is assigned (staff are choosing their neighborhood to the extent possible). The culture change coaches will be providing leadership/team development training to facility staff to facilitate culture change.
24	Results/Learning Matrix results for the nursing home include the following: Facility practices, which stood out as exemplary were as follows: Town Hall meetings are being held to keep all members of the community informed of on-going activities in the home; Residents and staff interact with guests/visitors to the home; Risk management/Quality Assessment and Assurance programs are in place, consistently implemented and annually reviewed and approved resulting in positive outcomes; Residents feel they are safe, secure and that they are important to the facility community and perceive staff as part of their extended family.* *This is the staff’s perception; residents and families will also be surveyed.
25	Results (continued) Facility practices which stood out as needing improvement were as follows: The dining program meets regulatory requirements with alternative menus only. Empowerment of staff, recruitment and retention, dignity and emotional well-being staff needs work; Frontline staff do not routinely participate in the care planning process. In-service program meets regulatory requirements only.
26	“Wisdom Works” Meaningful Service & Employment
27	Program Overview Implementation of a “One Stop” Senior Coaching Program model which provides peer coaching/mentoring to seniors seeking employment and/or volunteer service opportunities. Guidance increases opportunities for success through better preparation and matching. Provision of “job club” training tailored specifically for seniors to increase confidence and skills to obtain employment.
28	Purpose for Matrix To Measure: Recruitment Effectiveness Matching Effectiveness Diversity of Participants Relationships between partners, coach & applicant, program & organizations Client satisfaction Increase in client’s well being
29	Vision/Goal Vision - Create and sustain employment and volunteer service opportunities for the mutual benefit of older adults and organizations throughout the community. Goal - Develop effective, accessible programs for Orange County (Florida), resulting in gainful employment and/or meaningful service that improve productivity and return on investment for all.
30	Baseline Situation Initial Matrix evaluation tool was established prior to any specific program planning. Only the program concept was in place. Due to the complexity of the program, tool may be revised as program variables, such as partnership roles, coaching roles, and client service guidelines are firmly established.
31	Current Situation What’s the status of the program now? Currently planning program details Coaches have been recruited - (3 of 6 identified) Conducted a Focus group of major employers Where are you in the Matrix process and what’s next? Creating data collection method/process Beginning to assess early activities
32	Learning It is important to think through your project thoroughly before developing the Matrix tool. A highly complex project in its conceptual phase is more challenging than applying the tool to an existing concept. Finally, during the development of the Matrix tool it is important to have consistent participation from the people participating in the development.
33	Winter Park Public Library Lifelong Learning Institute
34	Program Overview Adult Education department of the Winter Park Public Library Established January 2003 Expanded January 2004 to include “Sage-ing” and “Spellbinders” Other tracks include: Art & Literature, Health & Wellness, History & Current Events, How to … Institute Council serves as Advisory Group
35	Purpose for Matrix To provide: A “roadmap” for the Institute Easily identify results and program outcomes A means of accountability Aid in strategic planning and continuous quality improvement
36	Vision/Mission Vision: To be the leader in participant-centered learning Mission: To improve the lives of Winter Park residents and the surrounding community.
37	Baseline Situation At the beginning, the Institute was… Still transitioning from Sage-ing to Vital Living Adjusting to key staff change Institute Council members beginning to disconnect
38	Current Situation And now… Council members revitalized and re-engaged Potential new members eager to participate Currently completing validation Preparing for implementation in Fall ’05
39	Results/Learning This is an intentional process that requires commitment from managers, staff and community advocates. Matrix Outcomes Evaluation compels participants to define the “playing field” and its boundaries; The outcome is well-worth the input!
40	Community Partnerships for Senior Services (CPSS)
41	Program Overview The purpose of the CPSS project is to lay the groundwork for transforming the system of service delivery to older adults and their caregivers in our community. This is being accomplished by…
42	Program Overview (continued) Identifying and profiling all service providers, both non-profit and for profit, and making this information readily available to all consumers Increasing the capacity of non-profit service providers to serve more consumers by helping them build their business skills and devise strategies for expanding their services to all consumers Developing a fee structure that offers options and choice to all consumers, regardless of their ability to pay
43	Purpose for Matrix The Matrix Outcomes Evaluation process: Will enable us to monitor our progress throughout project implementation, so that appropriate adjustments can be made and successes can be documented Provides a vehicle for input from all stakeholder groups and a means to collect feedback from stakeholders throughout the project and in the future
44	Goal Goal: for all segments of the elder services network to work together to improve the long-term care system and to better meet the needs of the growing number of older adults in our community.
45	Baseline Situation FL has the highest percentage of seniors in the nation. The Senior Resource Alliance was chosen as the first Aging & Disability Resource Center in the state of FL. SRA serves the four-county area of Central FL which has a reputation for outstanding service delivery through our network of provider agencies. Shrinking dollars and changes at the state and federal level require creative solutions to maintain service delivery at current levels. Serving an increasing number of seniors, at all income levels, requires a transformational change in the way we and our providers do business.
46	Current Situation The CPSS project has been in the planning for over a year and began in earnest in February 2005. In April we assembled a sizable group, representing all stakeholder groups, to begin designing our Matrix evaluation tool. The group identified Vision, Values and Leadership Roles, as well as categories and some indicators. The four categories identified were: Communication, Collaboration, Person-Centered Care System, Fee Structure The evaluation tool will be completed over the summer and the first data collected in August.
47	Results/Learning With a lot of pre-planning and Jerry Endres’ leadership, we were able to make an excellent start in one day. By including representatives of all stakeholders—providers, funders, payers, consumers & caregivers—we were able to gain consensus on the vision for where we need to go and strategies for getting there.
48	What is the Grand Scheme? Review Work Group Goals for the Five Year Experiment Next Chapters Community: Life Planning Program Meaningful Engagement Through Work and Service Continued Learning for New Directions Peer and Community Connections
49	Orlando Project Contacts Community Partnerships for Senior Services Laura Capp cappl@elderaffairs.org Culture Change & Coaching Project Cathy Lieblich lieblicc@elderaffairs.org OTTER - Older Teachers Training Early Readers Jane Watkins jwatkins@fgpcfl.fdn.com Megan Duesterhaus mduesterhaus@fgpcfl.fdn.com Winter Park Public Library Lifelong Learning Institute Bob Melanson bmelanson@wppl.org Ruth Edwards redwards@wppl.org “Wisdom Works” Meaningful Service & Employment Randy Hunt sfceorhunt@yahoo.com Winter Park Health Foundation Paulette Geller pgeller@wphf.org
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