Seabury Resources for Aging

Strategic Goals: 2011-2016<br/><br/>A. Enhance corporate infrastructure: Given the growth of Seabury over the past several years, the organization needs to have the proper corporate organizational infrastructure that will soundly support the provision of Seabury's expanding senior housing and resources. Adequate staffing and management structures, supervision and reporting policies and procedures, allocation of insurance and other benefits are some examples of the type of corporate infrastructure that need to be in place in order to ensure efficient and smooth management operations and board accountability. <br/>B. Strengthen Seabury's financial position.<br/>C. Focus on fund raising and capital formation.<br/>D. Strengthen core competencies and programs: Core services include "Aging in Place" (providing volunteers to help older persons remain in their own homes), the Home First Residences, Ward 5 and 6 Aging and Disability Resource Centers (ADRCs), Seabury Care Management Services, Congregational Resources and continued overall advocacy for seniors. Seabury should also be open to taking on new service opportunities when from a service/ministry and financial perspective they seem to be sound ventures.<br/>E. Assure the long-term viability of Springvale Terrace. In 2014 the facility completed, on time and on budget, a multi-million dollar renovation.<br/>F. Change focus for expanding housing from new development to acquisition/ preservation: Rather than focusing on new development opportunities, the organization should more intentionally consider additional acquisitions of existing properties. As Section 8 contracts continue to expire and tax credit properties reach their 15-year obligation for ownership, it is more likely that new opportunities for expanding the affordable housing inventory through acquisitions of these properties will become available. Seabury should be postured to take advantage of these opportunities and develop a strategy for seeking them out.<br/>G. Continue to strengthen the relationship with the Diocese, the Potomac United Church of Christ Association and other churches: <br/>For many years, Seabury has enjoyed a special status within the Diocese as the diocesan institution that carries out the aging ministry of the Diocese. This is articulated in a renewed covenant between Seabury and the Diocese of Washington, which extends through 2014. With the installation of a new bishop, effective November 2011, it is incumbent upon Seabury to expand awareness and educate many in the Diocese about the important role that Seabury plays in the ministry of aging.<br/>H. Continue to strengthen the board while maintaining diversity in age, gender, ethnicity/race, and geographical location.

Founded in 1924, Seabury Resources for Aging was originally incorporated as the Episcopal Church Home to provide affordable retirement living options. A single family home became the first residence for older adults, and within a decade, there were five homes and 31 residents. The Episcopal Church Home was moved to a historic home and modern addition in Georgetown in 1958 where it thrived for 33 years, after which the property was sold and proceeds were shifted to support community-based services responding to the need for older adults to age in place. In 1970, Seabury at Friendship Terrace, with 180 apartments, was opened with a long term loan from the U.S. Department of Housing and Urban Development. In 1995, the Episcopal Church Home was renamed Episcopal Senior Ministries, and later renamed Seabury Resources for Aging, and began its outreach to older adults who prefer to remain in their own homes and communities. In 1996, our Care Management program was developed to partner with older adults, their families, and other caregivers to manage the unique health and lifestyle challenges associated with aging. In 2000, Christian Communities Group Homes (CCGH), later renamed Seabury at Home First, brought its 20-year history of providing housing for formerly homeless older adults as well as the volunteer Age-In-Place® program to Seabury operating as a subsidiary. In 2009, Seabury was appointed by the District of Columbia Office on Aging as the Lead Agency to plan and provide services for older adults living in DC's Ward 5. We also assumed management of the Center for the Blind and Visually Impaired, which provides Braille and communication skills training, music therapy, and activities for older adults who are losing or have lost their vision. Also in 2009, Seabury acquired Seabury at Springvale Terrace, offering independent and assisted living, and partnered with Coordinated Services Management to manage the day-to-day operations of both Friendship and Springvale Terrace. In 2012, the DC Office on Aging selected Seabury Resources for Aging to operate the citywide transportation service, now called Seabury Connector. In 2013, Seabury added the Ward 6 Lead Agency to its family of services Also, in 2013 the nonprofit Home First® merged into Seabury. From that merger Seabury gained two programs, the Home First® Residences and Age-In-Place®. Home First® provides shared housing and different levels of support for very low-income and formerly homeless older adults. Age-In-Place® brings volunteers to the homes of older adults to do free yard work and cleaning. In June 2018, Seabury received a grant from the DC Office on Aging (DCOA) to pilot a new program for LGBTQ older adults. The program, “Out and About” engages older LGBTQ adults in social activities around a meal to encourage connections within the community with the goal of reducing social isolation. In October 2018, Seabury began operating the Model Cities Senior Wellness Center.

Because of Seabury's deep partnership with the DC Office on Aging, for several of our community programs, great importance is placed on program evaluation. Seabury has found this impact evaluation model as a self-assessment technique extremely useful. The purpose of impact evaluation is to provide evidence of the effectiveness of specific programs and services. Formative evaluation is an assessment of efforts prior to their completion for the purpose of improving the efforts. Formative evaluation is particularly useful in evaluating long-term client or customer-centered services. The formative evaluation process incorporates several steps: • --Development of specific measurable impact objectives that describe how the clients' condition will be changed/ improved. • --Formative evaluation specific periodic monthly, quarterly evaluation studies. • --Program monitoring to ensure that objectives' biweekly benchmarks are kept on target. • --Weekly site monitoring and documentation of data associated with services are tracked. • --Weekly monitoring and documentation of service unit accomplishments. • --Bi-weekly team meetings for case management review and follow-up. • --Staff development and training to maintain staff and volunteer proficiency. • --Staff evaluation and performance appraisals. • --Monthly written reports of program accomplishments. • --Monthly review by Seabury's CEO, COO, Board Committees and the Board as a whole. • --Summative evaluation (evaluation at year end performance goals and outcome measures) Summative evaluation is done at the conclusion of the program. This type of evaluation attempts to determine the success of the project. Summative evaluation seeks to answer the questions — were goals met, were participants satisfied, did they benefit from Seabury's services, was effectiveness found, were the end results cost-effective, and whether the program or service should be repeated or replicated.

Seabury Community Programs--FY 2018 Results Age-In-Place® & Home First® Residences The Age-In-Place® program served 121 unique seniors in Wards 4, 5, and 6 with 285 projects. Age-In-Place® coordinated 1,545 volunteers to provide 4,291 hours of service. Home First® Residences continues to provide permanent and supportive shared housing for 20 very low-income older adults through three family-style residential homes based in northeast DC. A Community Residential Facility (CRF), Pleasant Hill, is licensed by the DC Department of Health and provides assistance with the activities of daily living (ADL’s) to eight very fragile older adults. Care Management Care Management served 170 clients at a total of 5,128 hours. Over 13% percent of these hours are subsidized. 365 hours of free assistance and guidance were provided via the Care Management Infoline. 100% of these hours are subsidized. In addition, Care Management provided approximately four caregiver support groups each month. Care Management also provided three CEU’s for case managers and social workers on aging and LGBTQ cultural competency. This training was also provided to our own Care Managers to ensure that our clients are treated with dignity and respect, and that their specific needs are met. Congregational Resources Congregational Resources conducted outreach to local congregations to connect them to resources they need. Seabury offers support to 122 congregations throughout the District and greater Washington area, reaching an estimated 775 older adults. Congregational Resources Coordinator, Elizabeth Boyd, developed Sightlines, a program that encourages discussion among older adults about the spirituality of aging and finding meaning in new or old passions as one ages. Ms. Boyd led two pilots in August and February. Connector Connector provided 56,363 medical trips, 31,489 adult day care trips, 51,682 recreational and grocery group trips (shopping and excursions), 84,882 wellness trips. From October 2017 through September 2018, Seabury Connector's Home Delivered Meal program delivered 137,159 meals. ConnectorCard surpassed its card enrollment goal and now has 416 registered ConnectorCard users. Ward 5 Lead Agency The Ward 5 Lead Agency served 85,004 congregate meals and 120,877 home delivered weekday and weekend meals. Ward 5 provided 3,591 hours of case management and 105,917 hours of recreation and socialization. Ward 6 Lead Agency The Ward 6 Lead Agency provided 34,169 congregate meals and 75,716 weekday and weekend home delivered meals. Ward 6 provided 2,053 hours of case management and 55,493 hours of socialization and recreation. Seabury at Friendship Terrace & Seabury at Springvale Terrace Seabury at Friendship Terrace provides independent, affordable housing to 180 older adults. Seabury at Springvale Terrace offers a home to 146 older adults, supporting both independent and assisted living.