Commission on Aging/Aging and Disability Resource Center Board — Agenda Packet

PORTAGE COUNTY MEETING AGENDA COMMISSION ON AGING/AGING AND DISABILITY RESOURCE CENTER BOARD ADRC AT LINCOLN CENTER MULTI-PURPOSE ROOM OR VIA REMOTE CONNECTION 1519 WATER STREET STEVENS POINT, WI 54481 Thursday, September 3, 2026 4:00 PM REMOTE ATTENDANCE & COMMENT To attend this meeting by telephone : dial 1-872-242-7813, after dialing the number you will then be asked to enter in a meeting number. Use the following meeting number: 787 674 127, then press # To attend this meeting by video: Join the meeting now Page 1 of 3 CALL TO ORDER Committee Members enter Per Diem and Mileage REPORTS 1. Special Meeting Attendance Reports (Portage County Ordinance 3.1.47 & 3.1.48) 2. Finance - Budget Reports, July 2026 3. Resource Center - July Report 4. Nutrition Program • July Snapshot • Nutrition Advisory Council Minutes • Nourishing Bites Newsletter, September 5. Advocacy 6. Reframing Aging - https://youtu.be/UYCxAIqjyCA?si=AygQnThcGDERoWoi 7. Directors Report • Event Recap • Upcoming Events • Staffing Page 1 of 110 Commission on Aging/Aging and Disability Resource Center Board Meeting Agenda September 3, 2026 Page 2 of 3 PRESENTATION 8. Senior Center PUBLIC NOTICE Members of the public who wish to address the Committee on specific agenda items must register their request at this time, with such comments subject to the public comment ordinance and the reasonable control of the Committee Chair as set forth in Robert’s Rules of Order. APPROVAL OF MINUTES 9. August 6, 2026 DISCUSSION/POSSIBLE ACTION 10. Nutrition Policy Updates • Communications of Hazards • Internal Food Temp • HDM Additional Nutrition Services • Program Operations 11. Participant Code of Conduct DRAFT 12. United Way Application NEXT MEETING DATE 13. Thursday, October 1, 2026 at 4 p.m. ADJOURNMENT Notice: Any person who has special needs and plans on attending this meeting in-person or remotely should contact the Facilities Office at 715-346-1598 as soon as possible to ensure that reasonable accommodations can be made. Page 2 of 110 Commission on Aging/Aging and Disability Resource Center Board Meeting Agenda September 3, 2026 Page 3 of 3 NoticeNotice: Remote comment by the public during the meeting will be at the discretion of the Chair. Notice: A quorum of the Portage County Board of Supervisors, or any committee thereof, may be present at this meeting. Page 3 of 110 Page 4 of 110 Page 5 of 110 Information and Assistance (I&A) Specialists Community Resources Report July 2026 559 Encounters in July 256 Unduplicated Customers Served 445 hours were spent on these encounters You were a bright spot in a hard time for us and I am so grateful Disenrollment, 0.39% Enrollment 5% I&A 22% Functional Screen 40% Medicaid Application 7% Options Counseling 10% Other 14% Additional time 2% PERCENTAGE OF HOURS BY SERVICE TYPE Information and Assistance Specialists Page 6 of 110 July 2026 Community Resources Report, Continued Disability Benefit Specialists Elder Benefit Specialists Long Term Care Enrollments This Month: Case Development 61% Communication 15% General Info, Assistance, or Referral 19% Consultation 3% Other, 1% 169 Encounters in July (166 Unduplicated) PERCENTAGE OF HOURS BY SERVICE TYPE Case Development 2% Communication 81% General Info, Assistance, or Referral 12% Consultation 1% Other, 1% 82 Encounters in July ( 81 Unduplicated) PERCENTAGE OF HOURS BY SERVICE TYPE Inclusa: 701 Lakeland: 82 Managed Care Organizations Advocates 4U: 2 Connections: 10 MILC: 32 TMG: 62 IRIS Consultant Agencies Page 7 of 110 Volunteers ------------------ 116 gave 1017 hours Serving Days ---------------------- 22 days Total Meals 3401 --------------------- CONG 1272 HD 2638 7 visits ---------------------- Home Visits 16 calls -------------------- Wellness Calls SFMNP 50 Stock Box 93 --------------------- Hunger Relief Donations -------------------- $9,607 1 Events 48 Served ---------------------- Pop Up Events Quotes: So thankful for the wonderful meal & service. Your service has hugely improved my quality of life. Nutrition Program July 2026 Snapshot Page 8 of 110 A s t h e h o t d a y s t u r n i n t o f a l l , w e w a n t t o e n c o u r a g e y o u t o j o i n u s i n a n a t i o n w i d e e f f o r t t o h e l p r e d u c e f a l l s a m o n g o l d e r a d u l t s ; S e p t e m b e r 2 1 - 2 5 i s F a l l s P r e v e n t i o n W e e k . F a l l s c a n b e m o r e d a n g e r o u s t h a n t h e y s e e m . T h e y c a n c a u s e b r u i s i n g , h i p f r a c t u r e s , a n d h e a d i n j u r i e s , a n d h a v e t h e p o t e n t i a l t o b e f a t a l , e s p e c i a l l y f o r o l d e r a d u l t s . M a n y t h i n g s i n c l u d i n g l o w e r b o d y w e a k n e s s , V i t a m i n D d e f i c i e n c y , d i f f i c u l t i e s b a l a n c i n g , u s e o f m e d i c i n e s , v i s i o n p r o b l e m s , f o o t p a i n a n d p o o r f o o t w e a r c a n c o n t r i b u t e t o f a l l i n g . H e r e a r e s o m e s t e p s y o u c a n t a k e t o p r e v e n t f a l l s . S t a y a c t i v e . C h e c k o u t T h e P o s t f o r a l i s t i n g o f e x e r c i s e c l a s s e s a v a i l a b l e s u c h a s S U Y N & S t r o n g b o d i e s . H a v e y o u r e y e s a n d h e a r i n g t e s t e d . E v e n s m a l l c h a n g e s i n s i g h t a n d h e a r i n g m a y c a u s e y o u t o f a l l . L e a r n a b o u t t h e s i d e e f f e c t s m e d i c i n e ( s ) y o u t a k e . I f a d r u g m a k e s y o u s l e e p y o r d i z z y , t e l l y o u r d o c t o r . S t a n d u p s l o w l y . G e t t i n g u p t o o q u i c k l y c a n c a u s e y o u r b l o o d p r e s s u r e t o d r o p w h i c h c a n m a k e y o u f e e l w o b b l y . U s e a n a s s i s t i v e d e v i c e i f y o u n e e d h e l p f e e l i n g s t e a d y . A p p r o p r i a t e u s e o f c a n e s a n d w a l k e r s c a n p r e v e n t f a l l s . B e c a r e f u l o n w e t s u r f a c e s . T h e y c a n b e v e r y s l i p p e r y ! A l w a y s t e l l y o u r d o c t o r i f y o u h a v e f a l l e n s i n c e y o u r l a s t v i s i t e v e n i f y o u a r e n ' t h u r t . A f a l l c a n a l e r t y o u r d o c t o r t o a n e w m e d i c a l p r o b l e m o r p r o b l e m s w i t h y o u r m e d i c a t i o n s . J o i n u s a t t h e A D R C f o r a F a l l P r e v e n t i o n A w a r e n e s s D a y e v e n t o n S e p t e m b e r 1 5 t h . I n f o r m a t i o n c a n b e f o u n d i n S e p t e m b e r / O c t o b e r T h e P o s t o r b y c a l l i n g t h e A D R C a t 7 1 5 - 3 4 6 - 1 4 0 1 . S a f e g u a r d H o m e D e l i v e r e d M e a l s P r o g r a m N e w s Contact your legislators to request support for increased state funding for Home-Delivered Meals (Meals on Wheels) in the 2027-2029 biennial budget. State funding of $5.50 per eligible population, ~$7.7 million/year, is needed to close the funding gap as currently there is a heavy burden on local government and participants – which is not sustainable. Investing in Home-Delivered Meals is a fiscally responsible way to help older Wisconsinites age in place. The cost of providing a year of home-delivered meals is roughly equivalent to the cost of just 1 day in a hospital or 10 days in a long-term care facility. P a r t n e r A g e n c y F a l l P r e v e n t i o n N O U R I S H I N G B I T E S S u p p o r t i n g S e n i o r s i n P o r t a g e C o u n t y T h r o u g h N u t r i t i o n J A N U A R Y 2 0 2 4 M e a l s o n W h e e l s O f f i c e 7 1 5 - 3 4 1 - 0 0 8 1 m e a l s @ m e a l s o n w h e e l s s p . c o m E x e c u t i v e D i r e c t o r T a s h a B e e s t m a n P r o g r a m A s s i s t a n t K a i t l y n B a r t e n S h a r o n R o w e l l L o r i Y e n t e r B o a r d o f D i r e c t o r s A d r i a n n e B o n g a r d , P r e s i d e n t S t e v e B i e r m a n , S e c r e t a r y T e r r i e T a u f e r n e r , T r e a s u r e r K a t h y F a n d r e D a n i e l l K u c h a r z a k R e k e t a H a t t e r G a i l S a w y e r P a m S t a r z i n s k i M y k e e r a h Z a r a z u a N O U R I S H I N G B I T E S S u p p o r t i n g S e n i o r s i n P o r t a g e C o u n t y T h r o u g h N u t r i t i o n S E P T E M B E R 2 0 2 6 A D R C o f P o r t a g e C o u n t y 7 1 5 - 3 4 6 - 1 4 0 1 a d r c @ c o . p o r t a g e . w i . g o v N u t r i t i o n P r o g r a m M a n a g e r R o c h e l l e D r e x l e r P r o g r a m N u t r i t i o n i s t A s h l e y C h r i s i n g e r S i t e M a n a g e r s J e n n y S t u c z y n s k i L i s a B e y P r o g r a m A s s i s t a n t C i n d y S w a n K i t c h e n J e a n n i e G l o d o w s k i C h e r y l K o n o p a c k y A d v i s o r y C o u n c i l D i a n e G a l l e n b e r g M a u r e e n G i b l i n J u d i e P f i f f n e r M a r y J o R e e d M a r y S c h a e f e r M a r y S c h w e i t z e r M a d e l i n e S t o c k b r i d g e Page 9 of 110 D i d Y o u K n o w - O k t o b e r f e s t s t a r t s i n S e p t e m b e r ? G i v e i t a T r y ! R o a s t e d C a r r o t s E a t W e l l . . . . Eating well during wound healing helps you heal faster and fight infection. During healing, your body needs more calories, protein, fluid, vitamin A, vitamin C, and zinc. The best source of these nutrients is food. Plan healthy, balanced meals and snacks that include the right amount of foods from all the MyPlate food groups — protein, fruits, vegetables, dairy and grains. Try to choose vegetables and fruits rich in vitamin C, such as broccoli or strawberries. Add sweet potatoes, winter squash or even kale for some vitamin A. For adequate zinc, choose fortified cereals such as oatmeal and cold breakfast cereals. Include a source of protein at each meal or snack. Try nut butter, cheese or even tofu for a protein rich snack. Don't forget to stay well-hydrated with water or other unsweetened beverages. A g e W e l l . . . . . . Aging affects everything in the body including the structure and function of the skin and the phases of wound healing. Skin gets thinner and the body shows a decreased nflammatory response meaning that, as you get older, your skin is predisposed to injury and will heal slower when injury occurs. This is why it is important to prevent injuries and falls. Small wounds have the potential to turn into serious wounds including decubitus ulcers, also known as pressure sores or bed sores. Decubitus ulcers develop where bones are close to the skin such as ankles, back, elbows, heels and hips. Good nutrition is essential in maintaining good health. The home delivered meal supplies one-third (1/3) of the recommended daily allowances (RDA) for nutrients to optimize your health. Some tips for the meals and snacks you make at home can be found in our Eat Well section. S e p t e m b e r 2 0 2 6 A t w o w e e k f e s t i v a l h e l d i n M u n i c h , G e r m a n y a n d e n d i n g o n t h e f i r s t S u n d a y i n O c t o b e r , O k t o b e r f e s t w a s o r i g i n a l l y s t a r t e d t o c e l e b r a t e t h e m a r r i a g e o f t h e c r o w n p r i n c e o f B a v a r i a , w h o l a t e r b e c a m e K i n g L o u i s I , t o P r i n c e s s T h e r e s e v o n S a c h s e n - H i l d b u r g h a u s e n i n 1 8 1 0 . O k t o b e r f e s t i s a g r e a t t i m e " K n o t " k i d d i n g . E n j o y t h e f a l l h a r v e s t , r o a s t s o m e n u t r i e n t r i c h c a r r o t s ! I n g r e d i e n t s : 6 c a r r o t s , p e e l e d a n d s l i c e d 1 T a b l e s p o o n c i n n a m o n 1 / 2 t e a s p o o n g i n g e r 1 / 2 t e a s p o o n g a r l i c p o w d e r 1 / 2 t e a s p o o n p a p r i k a 1 / 8 t e a s p o o n c a y e n n e p e p p e r 1 / 2 T a b l e s p o o n o l i v e o i l D i r e c t i o n s : C o m b i n e / t o s s s p i c e s a n d c a r r o t s t o c o a t w e l l . P l a c e i n o v e n s a f e b a k i n g d i s h . B a k e a t 4 0 0 d e g r e e s f o r 2 0 m i n u t e s , s t i r a n d b a k e a n o t h e r 2 0 m i n u t e s . a d a p t e d f ro m G W A A R B e n e f i c i a l B i t e s Page 10 of 110 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ S t e v e n s P o i n t - L i n c o l n C e n t e r @ 1 5 1 9 W a t e r S t r e e t S e r v i n g 1 1 : 3 0 a . m . - 1 2 : 1 5 p . m . M o n d a y - F r i d a y B i n g o - a f t e r l u n c h a t 1 2 : 3 0 p . m . , W e d n e s d a y s B i l l a n d J o e M u s i c S h o w - 1 1 : 3 0 a . m . - 1 2 : 1 5 p . m . , T h u r s d a y s B l o o d P r e s s u r e C h e c k s 1 0 : 0 0 a . m . - 1 2 : 0 0 p . m . , T h u r s d a y 9 / 1 7 S e p t e m b e r B i r t h d a y C e l e b r a t i o n - 9 / 2 4 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ A m h e r s t - J e n s e n C e n t e r @ 4 8 7 N o r t h M a i n S t r e e t S e r v i n g a t 1 2 : 0 0 ( n o o n ) e v e r y W e d n e s d a y w i t h B I N G O a f t e r C e l e b r a t e G r a n d p a r e n t ’ s D a y - 9 / 1 6 B l o o d P r e s s u r e C h e c k s 1 1 : 3 0 a . m . - 9 / 2 3 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J u n c t i o n C i t y - P a r k L o d g e @ 2 2 4 C a s e A v e n u e S e r v i n g a t 1 1 : 4 5 a . m . t h e 1 s t a n d 3 r d T h u r s d a y s ( 9 / 3 a n d 9 / 1 7 ) B l o o d P r e s s u r e C h e c k s 1 1 : 3 0 a . m . - 9 / 1 7 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P l o v e r - M u n i c i p a l B u i l d i n g @ 2 4 0 0 P o s t R o a d S e r v i n g a t 1 2 : 0 0 ( n o o n ) e v e r y T u e s d a y S e n i o r C l u b B i n g o a f t e r l u n c h - 9 / 1 a n d 9 / 1 5 B i n g o a f t e r l u n c h - 9 / 8 , 9 / 2 2 , a n d 9 / 2 9 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ R o s h o l t - L e g i o n H a l l @ 2 9 0 G r a n d A v e S e r v i n g a t 1 2 : 0 0 ( n o o n ) 2 n d a n d 4 t h T h u r s d a y s ( 9 / 1 0 a n d 9 / 2 4 ) w i t h B I N G O a n d o t h e r g a m e s a f t e r l u n c h C e l e b r a t e G r a n d p a r e n t ’ s D a y - 9 / 1 0 B l o o d P r e s s u r e C h e c k s 1 1 : 3 0 a . m . - 9 / 2 4 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ N U T R I T I O N P O P U P E V E N T S C e n t r a l W a t e r s B r e w i n g C o m p a n y C e n t r a l W a t e r s B r e w i n g C o m p a n y ( 3 5 1 A l l e n S t r e e t , A m h e r s t ) i s o n e o f t h e m o s t e n v i r o n m e n t a l l y s u s t a i n a b l e b r e w e r i e s i n t h e n a t i o n . T h e y c o n s i d e r e v e r y a s p e c t i n m a n a g i n g t h e i r e n v i r o n m e n t a l f o o t p r i n t - f r o m u p s t r e a m p r o d u c t s o u r c i n g t o d o w n s t r e a m m a n a g e m e n t . L u n c h w i l l b e s e r v e d a t 1 2 : 3 0 p . m . f o l l o w e d b y a t o u r o f t h e b r e w e r y . D o n a t i o n s o f $ 5 . 0 0 p e r m e a l a r e a p p r e c i a t e d t o h e l p s u p p o r t t h e N u t r i t i o n P r o g r a m . R e g i s t r a t i o n i s r e q u i r e d . C a l l L i s a a t 7 1 5 - 3 4 7 - 4 8 5 6 b y O c t o b e r 3 0 t h t o r e s e r v e y o u r s p o t . S e r v i n g U p T h i s M o n t h : S E P T E M B E R L o c a t i o n s a n d s e r v i n g d a y s l i s t e d b e l o w C a l l t o r e s e r v e a m e a l o n e o r m o r e d a y s i n a d v a n c e . S i t e M a n a g e r s : J e n n y S t u c z y n s k i - L i n c o l n C e n t e r ( 7 1 5 ) 3 4 6 - 1 4 2 1 L i s a B e y - A l l o t h e r s i t e s ( 7 1 5 ) 3 4 7 - 4 8 5 6 Page 11 of 110 GROUP NAME: Nutrition Advisory Council (NAC) Meeting DATE: August 13, 2026 Attending in Person: Mary Jo Reed, Judie Pfiffner, Mary Schweitzer, and Rochelle Drexler; Rosalie Bednar and Barabar Butkus (potential 2027 Council members) Not in attendance: Diane Gallenberg, Maureen Giblin, Mary Lee Schaefer, and Madeline Stockbridge Call to Order 12:44 PM – by Nutrition Program Manager, Rochelle Drexler. Approve agenda – Motion made by Reed, seconded by Schweitzer. Approved. Approval of March 24, 2026, Meeting Notes – Motion made by Reed, seconded by Pfiffner. Accept meeting notes as presented. Public Comment • Request to have the POST newsletter sent out earlier. Too often pop-ups are full and have wait lists by the time congregate meal participants find out about them in the POST. o Would it be possible to have a handout that explains, step by step, how to download the POST from the ADRC website? o Would the congregate meal site participants use a QR code if it was on a postcard – taking them right to the POST? o Should we have “tech day” at our meal sites? • St. Adalbert Parish, Rosholt, has the following posted in their church bulletin: “Partnering Together Portage County Assistance Needed in Providing Free Meals” o 11:30-1:30, Monday through Friday Public Notice – None. Program Statistics • YTD statistics (January through June) o Summer volume is at or above winter months – which is not typical. (Historically meal counts decrease during the summer months) o Frozen Meals have increased roughly 30% as compared to last year. o Attendance at Junction City meal site averages 8 participants per meal Correspondence • See Nutrition Program Manager Report Nutrition Program Manager Report • Home Delivered Meals o In need of volunteer drivers. Program Manger and/or Program Assistant are delivering meals about twice per month. o Draft ADRC policy regarding volunteer mileage reimbursement reviewed. • Congregate Page 12 of 110 o Monitoring/Inspection Reports completed at Amherst (Jensen Center) and Lincoln Center. Both sites are doing very well. o Pop ups have been very well received. As of today, 320 have registered for 8/21/2026 picnic. September and October events are already full with a waiting list. • Staffing o Anticipate Food Service Aide retirement at end of this calendar year or at beginning of next calendar year. o Open Dining Site Manager – On Call/Casual position.  One applicant was interviewed but deemed to not be a good fit. • NAC Committee Member Update o Some interest has been expressed in joining the NAC in 2027. Continue to recruit for two members at large (replacing Judie Pfiffner and an open position). Mary Jo Reed’s (representing Rosholt) second term will come to a close in 2027 while Mary Lee Schaefers’s (representing Junction City) first term will come to a close in 2027.  Kim King representing Lincoln Center (replacing Maureen Giblin)  Betty Stecker and/or Dennis Stecker representing Home Delivered Meals (replacing Madeline Stockbridge)  Barbara Butkus representing Plover (replacing Diane Gallenberg)  Rosalie Bednar representing Amherst (replacing Mary Schweitzer) • Kitchen Update/News o Unable to send employee to Cook training in August due to staffing challenges. o Dining Site Managers and Program Manager have a training day on Thursday October 15, 2026 in Antigo.  We will need to close Junction City meal site that day. • Summer Regional Director Meeting – focused primarily on new Dietary Guidelines. • Senior Farmers Market Nutrition Program (SFMNP) o Eligibility is based on income and residency. o 238 of 263 vouchers have been distributed as of August 1, 2026. Participants received 5 vouchers valued at $5 each ($25 in total). o Participants can use them at select stands at local farmer markets through October 31, 2026 o In addition to the SFMNP vouchers, the Nutrition Program distributed 51 Fruit and Veggie RX (FVRx) vouchers courtesy of Aspirus. Each voucher was worth $20.  Participants could receive either the SFMNP voucher or the FVRx voucher but not both. Other Discussion – • Annual Participant Survey is currently underway. Collecting surveys through August 31, 2026. • Shelf Stable Meals will again be provided by United Way Partners to our program as well as MOW. o These can/should be used when there is an unplanned closure and/or meal delivery is cancelled. o The Nutrition Program provides saltine crackers and bags for the meals. Page 13 of 110 o Approximately 1040 meals will be distributed between the two programs. • 2025 Meal Cost Tool reviewed. o Motion made by Reed and seconded by Pfiffner to continue with current suggested donations of $5 and $12. Motion carried. • Policy Review – motion made by Reed and seconded by Schweitzer to approve policy updates with additional updates noted by Reed. Motion carried. Policies will now go to the ADRC Board for approval. o Communication of Hazards – approved as is. o Internal Food Temps – approved as is. o Additional Nutrition Service – Home Delivered  Approved requested update  Request to update verbiage in section titled “Requests for Services for Individuals Sixty (60) and under”. o Program Operations  Approved requested update.  Request to update verbiage in section titles, “Request for Individuals Sixty (60) and under”. • Updated Dietary Guidelines – Changes in menu planning will go into effect January 1, 2027. o Impacts that will be noticeable to Program  No mention of beans/legumes for menu planning.  At least 2 color groups must be offered at each meal.  Dairy can include fluid milk, yogurt, cheese, fortified soy beverage, fortified soy yogurt, and fortified tofu. There is no mention to whole fat, low fat, or fat free milk.  Protein target has been increased to 30 grams per day.  There is now an added sugar target of < 10 grams per day. This will most likely be the most challenging change. • Advocacy o We are all encouraged to reach out to our local legislators to request support for increased state funding for home-delivered meals.  Written letters appear to have a bigger impact than email or phone calls.  Sample letter included with meeting agenda. • 2025-2027 Aging Plan Review o Reed helped verify vision of previous manager for education at pop up sites. Adjourn – 1:35 p.m. Motion made by Reed, seconded by Schweitzer. Approved Next meetings: Wednesday November 11, 2026 Jensen Community Center 487 N. Main St., Amherst Page 14 of 110 Meeting time: after lunch. Lunch is served at noon Page 15 of 110 8/31/2026 1 LincolnSenior Center A senior center acts as a community hub for older adults. It provides social activities, health programs, and support services to help people stay active and independent.Core Services and ActivitiesSocial Connection:Group games, clubs, and social events help stop loneliness.Health and Fitness:Exercise classes, wellness checks, and fall-prevention programs.Learning and Hobbies:Art classes, computer training, and crafts.•Research shows older adults who participate in senior center programs can learn to manage and delay the onset ofchronic diseaseand experience measurable improvements in their physical, social, spiritual, emotional, mental, and economic well-being. Page 16 of 110 8/31/2026 2 Senior Center Overview/MissionThe mission of the Senior Center is to provide opportunities for older adults and adults with disabilities to live life to the fullest in a welcoming, safe, and accessible place. Lincoln Senior Center encourages people to explore new things, meet new people, and help others through volunteering. Groups We Serve: Portage County Adults 55+, Adults 18+ with Disabilities, and CaregiversOversight: The Senior Center Advisory council assists in evaluating, promoting, planning, and advocating for the Senior Center and its participants, ADRC Board of Directors, ADRC Director. Funding: Class fees and donations, County Levy, Grants, Room Rentals, Senior Center without Walls StaffingSenior Center Manager 1 FTEHealth Promotion Coordinator 1 FTE*Administrative Staff 2 FTE*Substitutes at Reception On CallCommunityConnections:Prevent Suicide Portage CountyPortage County Disability CoalitionRCCT Task ForcePortage County Healthy Aging Building a Safe and Thriving Community Page 17 of 110 8/31/2026 3 We are an accredited center2025 Lincoln Senior Center Statics: There were 1609 participants in 77 different types of classes, programs, and events at the Senior Center during 2025. Volunteers are the heart and soulof Lincoln Center Senior Center. Volunteers contributed a total of 3179 volunteer hours toward teaching and programs in 2025. Page 18 of 110 8/31/2026 4 E v i d e n c e - B a s e d P r o g r a m s •Chronic Pain Management•6-week workshop•meets for two hours every week•Small group setting•Relaxation techniques•Managing stress and depression•gentle movements & stretching•Working with healthcare team•feedback & problem solving Evidence-Based Health ProgramsHelp older adults and adults with disabilities improve their health and quality of life:⚬Increase independence⚬Improve physical health⚬Improve mental and social health⚬Reduce or prevent disease or injury⚬Reduce healthcare costsAre researched and proven to create long-lasting, healthy behavior changes through:⚬Years of development⚬Rigorous testing in controlled settings⚬Using effective behavior change modelsAre affordable thanks to:⚬United Way of Portage County ⚬Federal funding through Older Americans Act funding⚬17+ trained volunteer leaders and facilitators⚬Countless community partners who provide space, speakers, facilitators, program promotion, referrals, etc. Cardio DrummingFun & FitTai Chi Ongoing Exercise Classes:STRONG BODIES Workshops:•Women’s Bowel & Bladder Health•1-month workshop meets 3x•2-hour sessions, every other week•Small group setting•Improves bladder symptoms for 71% and bowel symptoms for 55%•Focuses on lifestyle changes like diet, fluid intake, & exercise.•Falls Prevention Workshop for 55+•7 weekly, 2-hour sessions•Small group setting•Reduces falls by 31%•Community guest speakers•Multifactorial - medication, footwear, exercise, community safety, home hazards, vision, etc.•Exercise + Health Ed + Bingo •10-week workshop meets 2x/week•Targets sedentary older adults of all ability levels•Addresses barriers to evidence-based program adherence •Coordination•Strength•Endurance•Our only program with music•Coordination•Strength•Balance•Slow, mindful movements•Reduces pain & stiffness•Low impact •Range of motion stretches•Strength exercises•Progressive strength training•Balance•Bone density•Reduces pain***All programs offer modifications for different abilities*** Page 19 of 110 8/31/2026 5 Page 20 of 110 8/31/2026 6 Senior Center Programs Page 21 of 110 Page 22 of 110 Page 23 of 110 Page 24 of 110 POLICY: Employees are systematically informed of actual and potential chemical and environmental workplace hazards and are educated in proper responses. PROCEDURE: 1. Current Safety Data Sheets are available for each chemical in use. a. Employee(s) are educated during orientation, in-services, and as new chemicals are added. 2. Nutrition Program Manager and/or designee has access to Portage County eBinder safety data sheets. and ensures copies for paper binder made available at site. Version are updated as needed to ensure that staff has up to date sheets. 3. Nutrition Program operates in accordance with County Hazard Communication Program. SUBJECT: COMMUNICATION OF HAZARDS EFFECTIVE: 11/1/2018 DEPARTMENT: NUTRITION REVIEWED: 8/13/2026 APPROVED BY: ADRC Board DATE: 5/2/2024 Deleted: 12/1/2023 Deleted: Material Page 25 of 110 POLICY: Temperature checks will be done on all hot food to assure the temperature has reached an appropriate temp for item or higher. Foods not meeting the minimum temperature will continue to be heated until desirable temperature is reached. ● Seafood - 145 Fo for 15 seconds ● Steak - 145 Fo for 15 seconds ● Pork - 145 Fo for 15 seconds ● Beef or Pork roast - 145 Fo for 3 minutes ● Ground Meat – 160 Fo for 15 seconds ● Poultry - 165 Fo for 15 seconds ● Commercially processed, ready-to-eat food, heated for the first time & hot held for service - 135 Fo for 15 seconds ● Fruits & Vegetables hot held for service – 135 Fo for 15 seconds PROCEDURE: All Employees: 1. Nutrition Program personnel responsible for hot food preparation will check temperatures on hot food before serving. Temperatures shall be at appropriate temperature for item or higher. 2. Temperatures will be recorded. Food not meeting the minimum temperature will continue to be heated until desirable temperature is reached. Temperature will be rechecked and recorded. SUBJECT: INTERNAL FOOD TEMPS EFFECTIVE: 11/1/2018 DEPARTMENT: NUTRITION REVIEWED: 8/13/2026 APPROVED BY: ADRC Board DATE: 5/2/2024 Deleted: 1/12/2024 Deleted: 4 Deleted: - Deleted: 155 Deleted: - Deleted: 140 Page 26 of 110 U:\ADRC Administration\Admin Assistant\COA ADRC BOARD\2026\Attachments Current Meeting\HDM Additional Nutritional Services 2026.docx POLICY: This policy address specific interventions to meet additional nutrition needs of participants and requests from program participants including meal requests from individuals sixty (60) years of age and younger. PROCEDURE: Additional Meal/Milk 1. When sufficient funding and resources are available, the nutrition program may offer additional meals/milk to participants on a voluntary contribution basis. 2. Provision of such meals/milk requires approval from the nutrition program manager. a. Priority will be given to individuals at high nutritional risk. b. Individuals not at high risk will be served based on program funding and resources. 3. Individuals who are served will be reassessed at a minimum of every 6 months to ensure utilization and that participant’s needs are being met. 4. All additional meal/milk requests and reassessments will be documented. Frozen(s) 1. The nutrition program may offer meals, on a voluntary contribution basis, to home- delivered meal participants in a frozen state. Program is not required to provide such meals. 2. The nutrition program will use the following criteria to determine recipient’s need for frozen meals. a. Prior to beginning frozen meals, recipient should be receiving hot meals on most days offered. b. Program staff will assess the feasibility of delivering frozen meals based on assessment and route capabilities. c. Priority will be given to individuals at high nutritional risk. 3. Individuals receiving frozen meals will be reassessed annually to ensure utilization and that participant’s needs are being met. 4. Assessments/Reassessments are to be completed through an in person/home visit. 5. All additional frozen(s) requests and reassessments will be documented. SUBJECT: ADDITIONAL NUTRTIONAL SERVICES – HOME DELIVERED EFFECTIVE: 1/1/2021 DEPARTMENT: NUTRITION REVIEWED: 8/13/2026 APPROVED BY: ADRC BOARD REVISED: 1/9/2025 Deleted: 11/11/2024 Deleted: at Page 27 of 110 U:\ADRC Administration\Admin Assistant\COA ADRC BOARD\2026\Attachments Current Meeting\HDM Additional Nutritional Services 2026.docx Requests for Services for Individuals Under Age Sixty (60) 1. The nutrition program may provide nutrition services on a voluntary contribution basis to adults under age sixty (60) with a disability who live alone in the community as long as sufficient funds are available. 2. The nutrition program manager will use any of the following criteria to determine recipient’s need for home delivered meals. a. Does the individual have a disability that makes them homebound? b. Does the individual have a disability that makes them unable to prepare their own meals? c. Does the individual have other supportive services in place that can help meet their nutritional needs? d. Is the individual certified homebound by a medical professional? e. Priority will be given to individuals at high nutritional risk. 3. Services provided to these persons will be approved on a case-by-case basis by the nutrition program manager. 4. Total cost of the service must be paid by the individual, their family, or by another program or payor on the person’s behalf. Documentation that full payment has been made will be maintained by the nutrition program. Deleted: Sixty (60) and Page 28 of 110 POLICY: This policy outlines program operations to ensure compliance outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. PROCEDURE: Funding and Sustainability 1. Funding a. The nutrition program is funded by a combination of federal and state funds, local funds including community grants, and participant contributions. b. Budget Cycle – agency will follow the county’s budget cycle. 2. Contributions a. Recipient will be asked to voluntarily contribute toward their meals. b. Participants may give voluntary contributions to program staff or mail in to the program office. Participants attempting to give their donation to a home delivered meal driver will be encouraged to mail in their donation. c. Change will not be made for cash contributions. d. All contributions are voluntary and confidential. e. All contributions will be handled and processed according to county policy. f. No eligible person will be denied a meal based on their ability to contribute toward the cost of their meal. g. Receipts will be provided upon request. 3. Non-Sufficient Funds (NSF) a. Participants will be asked to contribute, within their means, on a monthly basis towards the cost of their meals. Individuals will not be denied services based on inability to pay/contribute. b. If a check is returned for NSF, participant will be informed by letter of bank fees assessed to the program. Program will cover said costs. Staff will assess and refer recipient as needed to community resources/partners including, but not limited to, financial education, additional nutritional services, and energy assistance. c. If subsequent NSF occur, nutrition program manager will speak with the individual to create a plan. 4. Sustainability a. The Nutrition Program will source locally when items are available and within fiscal responsibility of the program’s budget. b. Sourcing locally fosters a resilient, sustainable, and vibrant community. SUBJECT: PROGRAM OPERATIONS EFFECTIVE: 1/1/2021 DEPARTMENT: NUTRITION REVIEWED: 8/13/2026 APPROVED BY: ADRC Board DATE: 1/9/2025 Deleted: 11/11/2024 Page 29 of 110 Staffing 1. The program will employ for the nutrition program an adequate number of qualified staff to ensure the provision of program leadership, planning, food service management, nutrition services and other services. See ADRC Organizational Chart for details. Eligibility for Services Services are targeted to older adults who are in greatest social and economic need, with no consideration of their citizenship or residency status. Individuals are eligible as outlined in accordance with standards and requirements in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. 1. Enrollment a. Participants will be asked to complete enrollment/registration form at least once per year. b. Participants will be asked to complete a nutrition screening at least once per year. The required screening tool in Wisconsin is the "Determine Your Nutritional Health." The nutrition screening checklist is a federal public information collection requirement in the National Aging Program Information System (NAPIS). c. Participants may be asked to provide a physician referral. d. Several attempts will be made by nutrition staff to have individuals complete the required program forms in their entirety. e. Nutrition program staff are responsible for informing participants about why information is being asked, that provision of such information is tied to program funding, how the information will be used, and how their confidentiality is being protected. f. The following privacy statement will be provided to participants and included on all program-related documents in which participant data is being collected: The information you are being asked to provide is needed to determine if you are eligible to receive Older Americans Act Services and to comply with federal reporting requirements. This information will be stored in a secure electronic database and will not be used for any other purpose. Your information will not be shared with another agency without your permission. This information will not be sold to anyone. You have the right to review your electronic record and request changes to assure accuracy. You will not be denied most services if you refuse to provide this information. If you have questions regarding this, please ask the aging unit staff. 2. Nutrition Program Data Management a. All program participants and their meal data are recorded in the State Database system in accordance with the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. b. The participant registration or intake system ensures the collection of required program data. c. Data documented in state database is shared with NAPIS. d. Program Assistant performs data entry recording participant information, service provision statistics, outcomes data, and other information provided by site regarding services by 7th day of each month. i. Checks state database reports for errors and corrects by 8th day of month. Page 30 of 110 ii. Checks MOW subcontract state database reports for errors. 1. Final state database report data is entered into Nutrition Services Incentive Program (NSIP) email report in U drive. iii. Emails Finance Grant Accounting Specialist state database service reports and meals by service after data entered and errors corrected. e. Finance Grant Accounting Specialist enters data on the meal expense tool, Title III C1 and C2 and then completes the Claim form. i. Claim form is submitted by Finance Department by 10th of each month to Greater Wisconsin Area on Aging Resources (GWAAR). 3. Requests for Individuals Under Age Sixty (60) a. The nutrition program may provide nutrition services on a voluntary contribution basis to adults under age sixty (60) with a disability who live alone in the community if sufficient funds are available. Approval from the nutrition program manager is required. b. Nutrition program volunteers are offered meals on a voluntary contribution basis provided enough funds are available. c. Priority will be given to individuals at high nutritional risk. d. Meals may be offered to all other persons under the age of sixty (60) provided that the services are paid for in full by the individual, his or her family, or by another program on the person’s behalf. This includes agency staff under the age of 60. i. Individuals required to pay for their meals must pay the full price of the meal prior to receiving the meal. ii. If another program is the responsible payer, an agreed upon payment schedule must be made between the nutrition program and payer prior to beginning services. iii. Failure to pay for meals may result in termination from the program. iv. Services provided to these persons will be approved on a case-by-case basis by the nutrition program manager. e. Individuals may request to eat on a contribution basis if they are not eligible. i. Program manager will review and request if sufficient funding and resources are available may approve on a case by case basis. f. Individuals may be eligible to eat on a contribution basis provided they meet the requirements outlined in accordance with standards and requirements in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. 4. Confidentiality a. Program records are kept as outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. b. Participant (paper/electronic) records are kept seven (7) years from termination in program. c. The nutrition program will ensure that participant information be kept confidential according to state policy. No personal information will be disclosed in a form which identifies the individual without written consent from the participant or legal representative. All program records will be maintained in such a manner that confidentiality will not be violated. Deleted: Sixty (60) and Page 31 of 110 Nutrition Meals are provided as outlined in accordance with standards and requirements in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. 1. Standards a. Meal Provided i. The program will provide a meal in accordance with standards and requirements found in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. b. Nutrition Standards/Menu Analysis i. Menus will be developed in accordance with standards and requirements in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. ii. Menus will be analyzed in accordance with guidance found in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. iii. Menus may be modified based on feedback from participants, volunteers, and staff. 2. Food Safety and Sanitation a. The nutrition program will comply with applicable provisions of State and Local laws regarding the safe and sanitary handling of food, equipment, and supplies used in the storage, preparation, service, and delivery of meals. b. Food Temperatures. i. Will be recorded on production sheet daily by kitchen staff and site managers. ii. A test tray on each home delivered route will be completed at least quarterly. iii. Forms are returned to nutrition office. c. All staff, paid and volunteer, will be oriented and trained to perform their assigned responsibilities and tasks as outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. d. Additional policies regarding safety and sanitation in the kitchen are outlined in - Kitchen Policies. 3. Additional Meals a. Emergency meals (fresh, frozen or shelf stable) may be offered to program participants if resources are available. b. Nutrition Manager may elect to send additional meal(s) to recipients in anticipation of cancellation (i.e. weather closure, holiday). 4. Education a. Nutrition education will be provided to program participants on a regular basis as outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. b. Nutrition education will be offered on an as needed basis based upon results of recipient’s annual nutrition screen. c. Nutrition staff will refer participants to community resources as needed and/or requested. Page 32 of 110 Nutrition Site 1. Nutrition Site Evaluation a. Nutrition site locations are selected in accordance with standards and requirements in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual. and advisory council input. b. Any changes to nutrition site locations must be submitted to GWAAR using required forms. c. Each nutrition site will be reviewed at least annually using GWAAR form and submitted to program manager. 2. Closure a. A nutrition site may be temporarily/permanently closed due to varying circumstances. Participants will be notified as soon as possible of closure and of alternatives available to them. b. ADRC Cancellation Policy or the ADRC Continuity of Operation Plan will be followed. c. Closure requirements as outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual will be followed. 3. Emergency Procedures a. Nutrition Staff will review site emergency procedures including fire and tornado plans at least annually to ensure accuracy. b. Nutrition Staff will review emergency procedures with nutrition site participants as outlined in the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual, including fire and tornado plans. 4. Inventory a. Nutrition staff or designee will complete an inventory of nutrition program supplies/equipment annually at each nutrition site. b. Completed form(s) will be returned to program manager in timely fashion. Grievances/Complaints 1. The nutrition program welcomes all forms of feedback and sees negative comments as opportunities to strengthen the program and better serve the community. 2. All program participants will be made aware of the grievance process upon enrolling in the nutrition program. 3. Nutrition staff or designee receiving grievance/complaint will document said complaint and forward to Nutrition Manager. Refer to the ADRC Complaint and Grievance Policy and Form. 4. Nutrition Manager will evaluate grievance/complaint and following ADRC and the Wisconsin Department of Health Services – Bureau of Aging and Disability Resources Nutrition Services Operation Manual guidance, address the grievance. 5. In the occasion that the grievance is regarding program management, staff will share complaint with ADRC Director directly. Page 33 of 110 Aging and Disability Resource Center of Portage County Participant Code of Conduct Policy The purpose of the ADRC Participant Code of Conduct Policy is to outline the preferred and acceptable behavior to be displayed by all those who participate in programs at the Aging and Disability Resource Center of Portage County, and the process for correcting unacceptable behaviors. A. Statement of Philosophy All ADRC programs shall be friendly and inviting places for older adults and adults with disabilities to congregate and socialize. All participants including those served at remote locations or in their homes are also expected to follow the following guidelines. Patrons are expected to conduct themselves in an appropriate manner at all times while taking part in programs and services provided or sponsored by the agency. Acts of violence, sexual assault, disrespect for authority, anti-social conduct, misuse or abuse of equipment and facility, and use of foul language or gestures will not be tolerated. We reserve the right to remove patrons from facilities, programs, and services via suspension periods determined by designated representatives. Behavior which inhibits older people and adults with disabilities from using and enjoying ADRC programs or where volunteers feel unsafe or mistreated, is inappropriate. Inappropriate behavior will be addressed and handled on a case-by-case basis with consequences deemed appropriate. The program operates under “Promises” that govern all ADRC programs. Additionally, we provide participants of our programs with reasonable guidelines and expectations of behavior, enforced for the benefit of all participants, staff and volunteers. The policy includes all interior areas of the ADRC, outdoor spaces, off site programs as well as sponsored activities and delivery of services to a person’s home. We are committed to providing a safe and welcoming atmosphere for our patrons, volunteers, guests, and staff. Consequently, all patrons of all ADRC programs will be expected to adhere to a Code of Conduct when taking advantage of the services or facilities. B. Department Responsibilities  To foster a pleasant and upbeat environment  To promote a nonjudgmental atmosphere  To provide quality program services to all eligible participants  To maintain participant confidentiality  To treat individuals with dignity and respect  Listen and respond to concerns and suggestions for improving the program Participant Responsibilities (Code of Conduct): To ensure a comfortable and safe setting for all who visit our facility, our off site programs and our services provided in people’s homes. Page 34 of 110 Unacceptable behavior will not be tolerated. Unacceptable behavior includes, but is not limited to the following:  Engaging in behavior that is potentially unsafe or harmful to self or others.  Exhibiting any threatening or intimidating behaviors, such as: o Using profane, abusive, obscene, threatening, harassing, insulting, or sexually suggestive language. o Threatening or using violence. o Harassing patrons, volunteers or staff. o Using hate speech or epithets (e.g., racial, ethnic, sexist , homophobic and religious slurs).  Violating any federal, state, county or city laws and ordinances.  Failing to comply with lawful direction given by staff acting in the performance of their duties.  Possessing, using, or selling alcohol or controlled substances. (at dining sites)  Fighting or challenging others to fight.  Touching another person in any way that is unwelcome or uncomfortable.  Misusing, misappropriating, damaging, stealing, or obstructing use of equipment, resources or facilities.  Selling, soliciting, petitioning, posting or distributing materials without permission. o Examples include selling products or services, circulating a petition, survey or letter, or selling tickets for an organization or event.  Failing to maintain a level of personal hygiene that is non-offensive in a social environment  Leaving or stowing personal possessions at the Center.  Littering in the Center or on its grounds.  Bullying or taking unfair advantage of any participant.  Inappropriate or excessive use of furniture for lying down or sleeping  Failure to follow an agency policy or procedure.  Retaliating against anyone for reporting a violation of this Code. The simple philosophy behind this policy is the Golden Rule: Treat everyone the same way that you want to be treated. C. Procedures for ADRC Staff for Participant Violations of Code of Conduct: Concerns about inappropriate behavior should be channeled to the immediate program coordinator or site manager, the division manager or the ADRC Director. Action consistent with this policy will be taken as appropriate. The above code shall be enforced by all program coordinators and site managers or division managers and ultimately by the ADRC Director whose authority shall prevail in all cases. A violation of the Code will result in a disciplinary action determined by the division manager and ADRC Director. The disciplinary action will Deleted: ¶ ... [1] Formatted: Font: 12 pt Page 35 of 110 range from a verbal or written reprimand to suspension or expulsion, depending on the nature of the offensive conduct. 1. Any staff member or volunteer of the program may request that the inappropriate behavior cease. If the inappropriate behavior continues; a. All Programs: The program coordinator or site manager will talk with the individual one on one to explain and discuss the inappropriate behavior and work to establish a resolution that is agreeable for both parties. If this is not successful, the program coordinator or site manager may require that the individual leave the building and inform the participant of the process outlined in Offense and Penalty below will be initiated. If the situation is emergent or if the program manager or site manager feels their safety or the safety of participants is in danger, they shall tell the offender that the police will be called if they do not leave at once. If the individual refuses to leave, the police shall be called. b. In Home Services: A phone call will be made to the individual and their family/emergency contact to explain and discuss the inappropriate behavior and work to establish a resolution that is agreeable for both parties. If this is not successful, the program coordinator or division manager will inform the participant and their family of the process outlined in Offense and Penalty below will be initiated. If the situation is emergent or if the volunteer or staff member feels their safety is in danger, they shall contact the ADRC Director immediately so further action can be determined. 2. Emergency situations shall be acted upon immediately and may be referred to the police for assistance. An Emergency situation includes, but is not limited to the following:  Any situation in which an individual’s actions are perceived to present an imminent danger to the life or safety of the individual or third parties.  Incidents including assault and other crimes of violence, or the threat or attempt to commit such crimes.  The intentional destruction of ADRC property or the property of others. 3. Any patron who commits or attempts to commit any of the offenses listed above, or any other behaviors illegal under state or federal law, is subject to sanctions, which may include:  Being asked to leave the premises  Having privileges suspended or revoked Page 36 of 110  Being banned from ADRC programs  Being reported to the police  Legal prosecution  Restitution, when appropriate. It is our sincere desire that situations never warrant the removal of an individual from the program, any activity, event or facility. However, in the unfortunate event that infractions occur, be aware that the following consequences may apply: Offense and Penalty (to include but not limited to)  Level 1 o Offense: Inappropriate behavior, non-physical, or non-unlawful violations of the Code of Conduct. o Penalty:  First Offense: Verbal Warning  Second Offense: Written warning letter shall be sent by the ADRC Director to the participant informing the participant of the infraction and the potential consequences for continued violations.  Third Offense: Immediate removal from ADRC premises or suspension from in home services with a minimum fifteen (15) day suspension. The governing body may vote to suspend the participant from ADRC Programs for a period not exceeding 30 days, as well imposing other reasonable conditions that the Committee deems necessary to prevent future infractions.  Fourth or more Infraction and Serious Infractions: The governing body shall suspend the participant from ADRC Programs for a minimum of 91 days up to the maximum of a permanent expulsion from all ADRC programs. A face to face meeting with the ADRC Director will be required before allowing the participant to have access to the facility, programs or activates. The governing body may also impose other reasonable conditions that they deem necessary to prevent future infractions. For those infractions that are considered by the governing body to be so serious in nature, they may impose penalties equivalent to a fourth infraction without the requirement of having prior infractions.  Level 2 – Verbal o Offense: Malicious, obscene/profane/vulgar verbal abuse; verbal epithets related to race, color, religion, creed, gender or sexual orientation; verbal threats or acts intended to offend, defame or embarrass. o Penalty: Immediate removal from ADRC Programs and a minimum thirty (30) day suspension.  Level 3 – Physical o Offense: Physical aggression towards another participant, staff or volunteer; pushing, shoving, striking or touching another individual with the perceived intent Page 37 of 110 to incite, inflict or cause harm; invading another individual’s personal space during a dispute, or touching another participant in a way that is unwelcome and inappropriate. o Penalty: Immediate removal from ADRC Programs and a minimum one hundred eighty (180) day suspension.  Level 4 – Unlawful o Offense: Any violation of Wisconsin law; theft, vandalism, being under the influence of alcohol, narcotics, controlled substances, or assault with or without a weapon. o Penalty: Immediate removal from the premises and a minimum one (1) year suspension. PLEASE NOTE: Depending on the nature of the Code violation, the ADRC Director reserves the right to suspend a violator beyond those periods listed above, up to and including a permanent ban from ADRC programs. D. Due Process for Participants Alleged to Have Violated Code of Conduct: 1. Upon any infraction of the Code of Conduct rules herein, ADRC Program Coordinators and Site Managers shall prepare a written report detailing such infraction and shall provide a copy to their division manager and the ADRC Director. A copy shall be sent in the mail to the participant within 10 business days. For all first infractions, a warning letter shall be mailed by the ADRC Director to the participant. 2. For all second or subsequent infractions, after receipt of the written report, the ADRC Director shall notify the Commission on Aging/Aging and Disability Resource Center governing board and take up the matter and shall allow the Program Coordinator or Site Manager, the participant, and any other relevant third party an opportunity to be heard. A written copy of the action taken shall also be sent in the mail to the participant. 3. A written letter shall be sent from the COA/ADRC Board to the participant within 5 business days after the meeting detailing the outcome and the reasons for taking such actions. E. Appeal Process: 1. Notice of Appeal: Participants may appeal a decision by utilizing the Aging and Disability Resource Center of Portage County’s Complaint and Grievance Process. Approval Date: March 1, 2018 Page 38 of 110 Page 39 of 110 Page 2: [1] Deleted Giblin, Kathleen 7/21/2026 10:52:00 AM Page 40 of 110 Aging and Disabilty Resource Center - Agency Information ApplicationCommunity Impact 2027 - 2027 Application Application Status: Completed / Ready to Submit Aging and Disabilty Resource Center Agency Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page.  When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. General Agency Information Agency Name Aging and Disabilty Resource Center Executive Director Name Cindy Piotrowski Address 1519 Water Street, Stevens Point, WI, 54481, US Agency Phone (715) 346-1401 Agency Fax (715) 346-1418 Agency Email piotrowc@co.portage.wi.gov Tell us how your organization regularly reports to your donors and the public that it is supported by funding through the United Way of Portage County. The ADRC puts this information in our bi-monthly newsletter, our annual report, on our website and on related program brochures & documents; including Caregiver support group notices. Information on United Way funding and applications is also shared with board and staff. There used to be a decal on the main entry door, but when the door was replaced, we lost the decal. If they become available again, we would gladly put one up. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 1 of 70 Page 41 of 110 Aging and Disabilty Resource Center - Adult Day Center - Program Information 2027 ApplicationAging and Disabilty Resource Center - Adult Day Center Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. General Information Program Name Adult Day Center Primary Contact Tonia Simmons, phone: (715) 343-6305, email: simmonst@co.portage.wi.gov Funding Received United Way of Portage County Funding received in 2026  10,000.00 Funding Request For This Application Period 2027 Requested Amount 10,000.00 Program Alignment, Priority and Strategy Impact Area and Descriptions: Youth Opportunity: United Way will partner with evidenced-based programs that are most effective in helping our children from birth through high school succeed in education and in life. Financial Security: United Way will partner with evidenced-based programs that give community members a chance for a brighter future, and a path toward achieving financial stability. Healthy Communities: United Way will partner with evidenced-based programs that improve behavioral, mental and physical health wellness. Community Resiliency: United Way will lead and/or partner with programs that address short-term needs, strengthen local systems, and build a culture of preparedness.  Select the impact area your program closely aligns  with: Healthy Community Program Overview 1. Please describe the purpose of your program and the community need is addressing. Include: the program your program will address, the population served, local data or community assessments that demonstrate the need (such as the LIFE report, agency data, or other sources), and why your organization is well-positioned to address the need. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 2 of 70 Page 42 of 110 This is a dual-purpose program that supports caregivers and participants of the program, allowing both to remain as contributing members of the community. Caregivers are able to utilize the respite service so they are able to continue to work and/or volunteer in the community, maintain friendships and commit to social engagements, complete tasks/run errands, rest/care for themselves, keep appointments of their own, etc. Participants are able to socialize, experience intergenerational opportunities, participate in Senior Center events, participate in the Cycling Without Age program, etc. The first purpose is to provide a safe, meaningful and social environment for participants who attend the Adult Day Center (ADC). Alleviating social isolation is a critical community need/problem that affects participants as well as their caregivers. In numerous studies, caregivers report feeling socially isolated, describing the experiences as emotionally draining, physically exhausting and life-altering. The second purpose is to provide caregivers with a respite option so that they are able to receive a break in order to maintain good mental and physical health. for working caregivers, the ADC is a resource to use while maintaining their employment. Retired caregivers are able to stay involved with their volunteer roles within the community, participate in civic organizations, continue to enjoy recreational hobbies, and/or remain social engaged with their friends, family/grandchildren. Long distance caregivers also have the option of utilizing transportation services for their care receivers. Located right inside Lincoln Center the Adult Day Center offers supervised programming for those who need extra care to remail living in the community as independently as possible. This is accomplished by providing opportunities for socialization, personal cares, support with daily living activities and preventative care to participants and by providing respite and education to families and caregivers. The Adult Day Center is licensed by the State of Wisconsin. Participants pay an hourly fee. Financial assistance may be available. Additional services include opportunities to build friendships and participate in community events, participate in a variety of activities, are provided nutritious meals and snacks, on-going health monitoring and medication supervision, participate in therapeutic music, games and crafts, opportunities for regular exercise and range of motion activities, and participate in intergenerational activities. For an additional fee, assistance with showering is also available. The Adult Day Center is a flexible, person-centered program that offers family and other caregivers a break from their caregiving responsibilities-whether it's one hour each day or five full days each week, the ADC caters to individual needs. In addition, our organization is well-positioned to address the need by being a neutral set of eyes and ears, working with the caregivers to identify on-going service needs. As a gap-filling and cost-effective program, attendance at the ADC can delay more expensive long-term care options, allowing individuals to remain living in their homes longer. 2. What type of barriers are you helping program participants overcome? There are a couple of barriers the program helps participants overcome. The most prominent barrier is social isolation. Some participants live alone but many live with working caregivers or caregivers who are overcoming barriers themselves, such as health challenges. Another barrier the program helps participants overcome is entering long-term care facilities prematurely. Adding respite supports and access to on-going service needs, often times participants are able to stay in their own homes longer. The same holds true for caregivers. By providing respite services that give caregivers a break, they're able to do a better job staying on top of their own care needs and doctor appointments. Too often caregivers neglect themselves and don't outlive their care receiver. In both situations, the ADC allows the participants and caregivers to remain engaged in the community. Lastly, the ADC partners with Central Transportation to provide a means to assist caregivers to get participants to and from the center, thus solving transportation barriers in many cases. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 3 of 70 Page 43 of 110 3. What evidence-based or evidence-informed practices or "best practice" are used by your program to inform your program design? Why are these approaches appropriate for your target population? Please reference specific research supported strategies the program implements. If your program has been adapted, describe those adaptations. The evidence-based practice mimicked is that of assisted living facilities however, in a day-service setting. Regulated and licensed by the State of Wisconsin, Department of Health Services (DHS) standards, our Home & Community-Based Setting (HCBS) program uses/defines "best practice" as, "a day program that provides the elderly and other adults with disabilities services when their caregivers are at work or need relief. Only those adult day care programs seeking to serve one or more participants with waiver funding are required to be certified." The Adult Day Center adheres to the same site-visit inspections by state examiners as other long-term care facilities such as assisted living and skilled nursing facilities. Such adherence is appropriate for our target population since many have dementia diagnoses or are no longer capable of making their own decisions or advocating for themselves. Our program is required to utilize and submit a self- assessment too and to be in compliance with the HCBS settings rule. 4. Is there anything else you would like to share about your program? Yes, there are a few more things we'd like to share about our program. Many of the participants have utilized the Adult Day Center for several years, using the facility as a complement to their current living situation. Many live in their own homes however, several live in adult family homes. Participants have opportunities to make friends and see them regularly. An opportunity they wouldn't have otherwise. They get to have many experiences and remain involved in community activities more frequently than if they were home. Over the past four years, the Stevens Point School District has allowed a summer school program to be conducted in conjunction with the ADC's programming. Pawsome Partners, led by teacher, Dorothy O'Connor, consists of an 8-week long curriculum integrating intergenerational (3rd-5th graders) and pet therapy (a future service dog for the blind) who interact with the ADC participants. Each day includes lessons about life skills, presentations by local community members (law enforcement, mayor, nonprofit organizations, local businesses, etc.) who speak to and/or demonstrate topics relevant to the class. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 4 of 70 Page 44 of 110 Additional Program Information 2027Aging and Disabilty Resource Center - Adult Day Center Additional Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Program Background 1. Provide an example of how program data has been used to improve or change the program's services or design. Include what changes were made and what impact those changes have had. Program data has been used to improve and change a couple of services. The first outcome indicates caregivers feel less stress about caregiving and an improved awareness of resources available. The ADC Supervisor participates in caregiver coalition meetings and includes educational materials/event invitations in enrollment packets. The involvement of the supervisor provides and extension of caregiver support services to caregivers she sees on a daily basis. In addition, caregivers who have participants attending the ADC are invited to attend caregiver support groups and not be charged for that respite time. The same holds true for the caregiver annual conference and when other caregiving educational opportunities presents itself. The impact these changes have made have allowed us to get to know and work with caregivers longer and offer additional services specific to their situation, resulting in the ability to stay in their own homes longer. 2. If you are asking for an increase in your allocation for 2027, please tell us why. n/a 3. Please describe your outreach activities to ensure you reach the target populations throughout Portage County. Describe how you identify, reach, and engage your priority population. Include how you reduce barriers to participation (transportation, language, cost, scheduling, disability access, etc) and how you reach rural or underserved residents when applicable. We conduct a lot of outreach activities. We provide regular, consistent emails to approximately 200 caregivers each month. The ADC is part of the agency's Caregiver Support Services program (so is the Dementia Care Specialist program). Any time any program coordinator provides outreach, conducts a presentation, facilitates a class/support group, the ADC is mentioned as a respite option. We're all cross- trained to provide tours and/or start the enrollment process. In addition, close relationships are kept with the managed care organizations. Many of the participants are referrals from their case manager. Internal referrals are important as well. Program availability is communicated to our internal team within the agency. We partner with other programs' events to ensure rural visibility (Dementia Awareness Week, Prom, Nutrition Picnic, Falls Prevention Awareness, etc.). Externally, the Caregiver Coalition of Portage County meets regularly to discuss gaps in caregiving services and updates regarding respite availability and challenges within the community. 4. Does your program have a waiting list? No 4a. Describe current demand for the program, particularly if on a waitlist. If demand exceeds capacity, explain how participants are prioritized and if you have been able to reduce the numbers waiting for services. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 5 of 70 Page 45 of 110 Our center is licensed for 40 however current census is 32. Since not all of the participants are full-time attendees more than 40 people could be enrolled. Some participants utilize a 'drop-in' schedule based on the needs of their caregiver and might only need the service once a month. Staff to participant ratios are monitored daily and hour by hour. We utilize part-time and on-call aides so that we're able to offer flexible scheduling. We have not experienced the need for a waitlist. 5. Describe how participant feedback is collected and how it has influenced program improvements. Participant and caregiver feedback is collected on the front end and back end of their participation at the ADC. Upon enrolling, a detailed social history and interest form is completed. Along with their care plan, the information is reviewed by the supervisor and family/caregiver. Interests, abilities, and health conditions are taken into consideration and modified as needed. Care plans are reviewed every six months however feedback is welcomed at any time. Then, upon exiting the program, a survey is conducted. This feedback is very important and influences our planning. For an example, their feedback might influence the activity calendar. Frequently we need to adapt to on-going health challenges or, be sure to have an alternate activity planned in order to provide choices. Participants can opt out of an activity if they'd like to. Sometimes we're able to provide one-on-one socialization utilizing one of our interns or volunteers in order to accommodate wishes. 6. Please describe any programming changes, innovations, or enhancements that are planned during the upcoming funding period. There are no plans for significant programming changes. The only enhancement would pertain to staffing. We're seeing an uptick of service hours so it might be necessary to increase hours of current staff. 7. Is there a fee for your program services? Yes 7a. Do you have a sliding fee scale? No 7b. Please explain your program's rationale for this decision. The rationale behind not having a sliding fee scale is that the agency has state and federal caregiver funds that can be used to assist qualifying caregivers with some respite expenses. 8. Describe how you use In-Kind and volunteer resources to contribute to and enhance your program. Each year, the ADC is blessed with a few volunteers to assist with socializing and leading activities with the participants. Volunteers hear about the ADC from Volunteers Rock or from the agency's Retired Senior Volunteer Program (RSVP). Students from UWSP also come to the Adult Day Center as volunteer interns. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 6 of 70 Page 46 of 110 Program Budget - 2027 ApplicationAging and Disabilty Resource Center - Adult Day Center Program Budget You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Revenue 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  United Way Allocations 15,000 7,500 10,000 -5,000 -33.33 Contributions 50 0 0 Special Events 0 0 Other Public Support 0 0 Government Support 0 0 Foundations & Private Grants 0 0 Dues / Fees 146,000 67,595 158,000 12,000 8.22 Sales To Public 0 0 Investment Income 0 0 Miscellaneous (Click to itemize) 0 0 0 0 0 Total 161,000 75,145 168,000 7,000 4.35 Expenses 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Salaries 101,582 45,888 103,003 1,421 1.40 Employee Benefits & Payroll Taxes 18,437 8,081 16,062 -2,375 -12.88 Professional Fees 0 0 Supplies/Printing/Duplicatin g 725 151 723 -2 -0.28 Communication 11,807 4,682 12,500 693 5.87 Occupancy 0 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 7 of 70 Page 47 of 110 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Rental / Maint. Of Equipment 0 0 Travel 384 15 406 22 5.73 Conference / Conventions / Mtgs. 500 60 -440 -88 Scholarships / Grants / Asst. To Indiv. 0 0 Dues to State / National Org. 359 175 486 127 35.38 Insurance 0 0 Miscellaneous (Click to itemize) 27,206 439 34,760 7,554 27.77    Pre-Employment Testing 467 467    Reference/Background Checks 30 30 30    Food Purchases 2,000 409 2,000    Designated for Future Operations 24,709 32,263 Total 161,000 59,431 168,000 7,000 4.35 Surplus / Deficit 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Surplus / Deficit 0 15,714 0 0 0 Reserve and Endowment Funds Please provide the following information 2026 Budget 2026 Actual (1/1/26  - 6/30/27) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Reserved Fund Balance 0 0 Endowment Fund Balance 0 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 8 of 70 Page 48 of 110 Client Demographics - 2027 ApplicationAging and Disabilty Resource Center - Adult Day Center Client Demographics You will not need to report proposed individual demographic category data in the 2027 application. You will need to continue to collect the individual demographic data in the following categories (Age, Gender, Race/Ethnicity, Participant Poverty Level, and Elderly or Disabled Poverty Level) as you always have.  Once collection is completed at the end of 2027, you will enter that data accumulated into the 2027 Year-End Reporting tool to be released in February of 2027. When you have completed all questions on the form, select the “Save My Work and Mark as Completed” link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Participants Proposed # Served  2026 Actual # Served  through 6/30/2026  Proposed # Served  2027 Individuals 90 71 90 8/31/2026 4:37 PM CST © 2026 e-CImpact page 9 of 70 Page 49 of 110 Priority: H - Priority 1: Support access, affordability, and delivery of mental, behavioral, and physical health services for community residents. Strategy: HP3 A. Provide support and access to resources for community memebers caring for those who have cognitive, physical, and mental health conditions, either at home or within the community. Outcome Statement: Caregivers report feeling less stress about caregiving and indicate an improved awareness of resources available. Activity: The ADC Supervisor includes the Caregiver Roadmap in enrollment packets. ADC Supervisor has frequent in person and telephone conversations with caregivers to help gauge their level of stress and offers suggestions and possible solutions to ongoing caregiver struggles/stressors. Referrals are then made to the Caregiver Support Services Manager and/or Dementia Care Specialist who assist with ongoing resource navigation. Activity: The ADC Supervisor updates the information bulletin board monthly with upcoming caregiver events (support groups, classes, webinars, etc.) and distributes flyers to caregivers. ADC enrollment information is also posted and shared on social media and in agency newsletter. Activity: The ADC Supervisor participates in Caregiver Support Services caregiver coalition meetings in an effort to stay informed about community resources that would benefit caregivers and participants. Outcome Measurements - 2027 ApplicationAging and Disabilty Resource Center - Adult Day Center Outcome Measurements Select a Priority, then select a Strategy. Then Enter your outcomes, indicators, and activities. Strategy Outcomes Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # & % of caregivers who report feeling less stress upon utilizing respite services. # Served 90 # Sampled 87 # Achieving 85 % Achieving 97.70 0 # & % of caregivers who indicate # Served 90 8/31/2026 4:37 PM CST © 2026 e-CImpact page 10 of 70 Page 50 of 110 Outcome Statement: Participants will feel a sense of inclusion and not be socially isolated. Activity: ADC Supervisor, staff, interns and volunteers will offer a variety of group and person-centered activities throughout the day and supervisor will record participant engagements and share information with caregivers. Activity: Community members/business owners are invited into the center on a monthly basis to engage with participants. Activity: Participants get involved with summer school & Project Search students, attend a summer picnic and other agency festivities throughout the year. During the summer months trishaw rides that venture out into the parks and community will be offered. they've acquired increased knowledge of community resources. # Sampled 87 # Achieving 80 % Achieving 91.95 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? The method used to gather outcome data begins with enrollment. Post program surveys are conducted. Initially, enrollment paperwork is completed to help gauge needs/stress levels of caregivers. Additionally, every 6 months care plans are reviewed in which program satisfaction is discussed as well as the potential need of other services. 2. Additional comments regarding outcomes and indicators Post program surveys are challenging to obtain. Unfortunately, sudden long-term care needs can change rapidly so obtaining the information can be difficult. Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # & % of caregivers of participants report that their participant is appropriately engaged. # Served 90 # Sampled 87 # Achieving 86 % Achieving 98.85 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 11 of 70 Page 51 of 110 # & % of caregivers who report that their participants are safer at the ADC than at home. # Served 90 # Sampled 87 # Achieving 80 % Achieving 91.95 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? The method used to gather outcome data begins with enrollment. Post program surveys are conducted. Initially, enrollment paperwork is completed to help gauge needs/stress levels of caregivers. Additionally, every 6 months care plans are reviewed in which program satisfaction is discussed as well as the potential need of other services. 2. Additional comments regarding outcomes and indicators Post program surveys are challenging to obtain. Unfortunately, sudden long-term care needs can change rapidly so obtaining the information can be difficult. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 12 of 70 Page 52 of 110 Key Program Details 2027Aging and Disabilty Resource Center - Adult Day Center Key Program Details 2027 When you have completed all questions on the form, select the "Save My Work and Mark as Completed" button at the bottom of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Key Details Explain how your program aligns with the selected Impact Area, priority population, and strategy. Describe how your activities will advance the intended community outcomes. The Adult Day Center aligns with the Impact Area (Healthy Community), priority population, and strategy by providing direct services to two distinct populations. The dual-purpose program supports caregivers and participants. Providing a break for caregivers reduces their stress. Providing resources and knowledge to caregivers equips them with decision-informed solutions. Being readily available helps them navigate through these services. Participants benefit from ADC services by having an opportunity to remain engaged in their community, make friends, eat nutritious meals/snacks all in a safe environment that is filled with activities. This gap filler program is more affordable than long-term care options and utilizing this service delays the need for that expense, in most cases. Describe your program model. What are the major services provided, and how do these activities and services lead to the outcomes you expect participants to achieve? Under the direction of the Department of Health Services (DHS standards), our Home & Community-Based Setting (HCBS) program is regulated just like assisted livings and skilled nursing facilities are in our community. Our services and quality of staff lead to the success in achieving the outcomes. We contribute to the participants and caregivers enhancing the quality of their lives. Providing respite/breaks for caregivers, social outlets, activities, quality meals, exercise, and person-centered care attributes to this success. Describe how your program coordinates with other organizations, schools, healthcare providers, or community partners. Explain how these partnerships improve participant outcomes, reduce duplication of services, or strengthen the community response and impact. Our program has many years of experience, passing the baton back and forth and providing appropriate cares for our mutual clients. Enrollment usually begins with referrals from relationships built with community partners like healthcare provides and/or managed care organizations. Having open and honest conversations regarding whether or not the ADC can accommodate care needs and is an appropriate fit as a gap filler program is imperative. As health setbacks happen, good communication and providing flexibility is key. Once care needs advance, that conversation happens during care plan reviews and physician notes are considered. Additional services might be suggested. Once a participant's care needs reach a point of being beyond the ADC's scope of services, we work with the family to hand that baton to the next level/provider. This type of care consultation allows everyone to be well-informed of the roles we all play and strengthens the community response and impact as trust is established. We become dependable and important partners. Describe the ways you sustain this program beyond United Way funding. Include other major funding sources, partnerships, or organizational resources that contribute to long-term stability. In addition to receiving United Way funding, the ADC program is sustained by utilizing managed care organization funding. Some participants work with a care manager and qualify for our services. A minimal amount of funding is provided by a state grant called the Alzheimer's Family Caregiver Support Program (AFCSP) and applies to qualified families. This grant has an annual cap and the agency's funding fluctuates each year. Lastly, there is the option to pay for service privately. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 13 of 70 Page 53 of 110 Provide a brief explanation of your funding request. Describe how the requested United Way investment will be used and why these expenses are necessary to achieve the proposed outcomes. The day-to-day operations in the Adult Day Center is very unpredictable. Depending upon service hours from a mostly frail population is fluid. In a couple of cases, caregiver grant funds pay for respite services for participants however, those funds are unpredictable and minimal. Funding from United Way allows reassurance that the programming is sustainable. The funds have been proving to meet a vital community need and helps caregivers get the break they need and provides them with the time to manage their stressful situations. Explain any significant increases or decreases in proposed program revenue or expenses. Revenue has been increasing as a result of more service hours being utilized. The ADC has seen an 18% increase in the average daily service hours and a 24% increase in the daily census since the beginning of the year. Please reflect on your program's performance during the previous funding period. Describe any significant differences between your proposed and actual results (whether higher or lower than targeted), what contributed to those results, and how those lessons have informed your plans for the upcoming year. Although there haven't been significant differences between proposed and actual results, the previous funding period has shown consistent reporting of service hours from month-to-month including revenue and participants enrolled.  Currently revenue has been increasing as a result of more service hours being utilized. The ADC has seen an 18% increase in the average daily service hours and a 24% increase in the daily census since the beginning of the year. As a result, staffing has been adjusted accordingly, including the addition of a part-time position rather than all on-call aides. The results have been two-fold. Staying more closely aligned with managed care organization reimbursement rates and our cost of doing business has been the most significant contribution to these results. In addition, the ADC Supervisor has partnered in initiatives facilitated by the Caregiver Services Manager and Dementia Care Specialist, often times resulting in respite referrals. Closely monitoring the staff to participant ratio requirements, along with the daily census, this will ensure we continue to be adequately staffed. If needed, consideration of an additional part-time role could be discussed. Explain how each proposed outcome is meaningful for the participants you serve. The participants served by the Adult Day Center might not have the opportunities available to them if they weren't able to attend the ADC. Caregivers who are overwhelmed or lack experience dealing with dementias might not have the energy or skills needed to feel comfortable keeping themselves and their care receiver engaged in the community. This could be a simple as going out to their favorite restaurant for lunch. Things that were easy to do in the past, eventually become difficult. Adult Family Home caregivers have multiple people they're caring for at one time. Respite at the ADC allows them a break and exposes their care receivers to a broader range of friends and activities. Volunteers, students and other community members often participate in activities alongside the participants, offering exposure to a variety of conversations and encounters.These participants are included in a wide variety of socially appropriate activities, ensuring they will feel a sense of inclusion. The participants aren't only referring to the individuals spending their days attending the ADC, they're also the caregivers who need the break. Caregivers repeatedly report feeling less stress by having their care receiver attend the ADC service, allowing them free time to catch up on errands, household tasks, their own appointments, or even sleep. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 14 of 70 Page 54 of 110 How will evaluation results be used to improve program quality or participant outcomes? Identifying the needs of caregivers, care receivers, case managers, etc. is an ongoing initiative. Person- centered care is highly regarded and necessary. As needs change as people are aging in place and co- morbidities are being identified, the evaluation of the program's quality and outcomes is constantly at the forefront. Our services are an extension and complement to services at home and are another layer of enhancing participants' quality of life. Although the ADC is not an end-of-life service, the better job we do of holding evaluation results in high regard, the better (and longer) we'll be able to provide service to individuals and their caregivers. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 15 of 70 Page 55 of 110 Publicity and Marketing - ApplicationAging and Disabilty Resource Center - Adult Day Center Publicity and Marketing The success of the United Way Campaign depends on our ability to communicate to donors the needs in our community and the impact of programs such as yours. The information gathered on this form will be used for publicity and marketing purposes including, but not limited to; e-newsletters, website, Facebook, etc. Please consider the questions, found by selecting the green question mark, as you complete your success story to in order to make it more compelling to donors and the general public. Client Success Story Agency Contact for Success Story: Donna Koskta Phone Number for Success Story: (715) 346-1422 Restate the outcome the story links to: Caregivers report feeling less stress about caregiving and indicate an improved awareness of resources available. Success Story (Please select the green question mark to review and consider the questions as you complete your success story to in order to make it more compelling to donors and the general public) Two similar successes happened months apart in the ADC. #1: Ann moved in with her daughter, Stacy a year ago after being diagnosed with dementia. Stacy works full time from home. Before Ann started attending the ADC, Stacy was unable to work productively because Anita was becoming increasingly anxious and was 'getting into trouble' in the kitchen and other areas. Stacy attended a presentation about resources available at the ADRC and learned about the Adult Day Center. Soon after, she scheduled a tour with Donna, the ADC Supervisor and enrolled her mother full time. Now, Stacy is able to work from home productively and Ann is exhausted from her full days 'volunteering' at the center. When Ann returns home, she enjoys relaxing and sharing stories about her busy days with Stacy and they both are sleeping better. #2: Kurt lived in CO for the past several years and decided to visit his son, Jason back in Stevens Point over the holidays. Kurt never left to go back home. Jason didn't realize how much is dad's dementia progressed. Talking with him over the telephone didn't disclose all the signs. Neither did feedback from the home health aide Jason hired to help his dad with household tasks a while back. Jason's wife, Susan (a nurse practitioner) noticed serious concerns about Kurt's safety and his ability to be left alone. Jason didn't know where to turn but during a casual conversation with colleague at UWSP, it was suggested that he look into the services at the Adult Day Center. Kurt made a telephone call to Donna, set up a lunch tour and enrolled his dad into the center, attending five days each week. Thankfully Kurt enjoys attending each day so moving from CO and being able to live with family made this situation workable for everyone. The partnership with United Way supports the continuation of our program. Situations change rapidly with the population we serve and daily attendance can drop significantly due to illnesses, hospitalizations and deaths. Having financial support to cushion when these circumstances happen, help ensure the survival of our program. *Both families in the examples above weren't willing to sign publicity releases, but they did verbally agree to have their stories shared.. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 16 of 70 Page 56 of 110 I grant United Way permission to use the information provided on this form publicly. Yes 8/31/2026 4:37 PM CST © 2026 e-CImpact page 17 of 70 Page 57 of 110 Aging and Disabilty Resource Center - Caregiver Support Services - Program Information 2027 ApplicationAging and Disabilty Resource Center - Caregiver Support Services Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. General Information Program Name Caregiver Support Services Primary Contact Tonia Simmons, phone: (715) 343-6305, email: simmonst@co.portage.wi.gov Funding Received United Way of Portage County Funding received in 2026  22,867.00 Funding Request For This Application Period 2027 Requested Amount 22,867.00 Program Alignment, Priority and Strategy Impact Area and Descriptions: Youth Opportunity: United Way will partner with evidenced-based programs that are most effective in helping our children from birth through high school succeed in education and in life. Financial Security: United Way will partner with evidenced-based programs that give community members a chance for a brighter future, and a path toward achieving financial stability. Healthy Communities: United Way will partner with evidenced-based programs that improve behavioral, mental and physical health wellness. Community Resiliency: United Way will lead and/or partner with programs that address short-term needs, strengthen local systems, and build a culture of preparedness.  Select the impact area your program closely aligns  with: Healthy Community Program Overview 1. Please describe the purpose of your program and the community need is addressing. Include: the program your program will address, the population served, local data or community assessments that demonstrate the need (such as the LIFE report, agency data, or other sources), and why your organization is well-positioned to address the need. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 18 of 70 Page 58 of 110 Caregiver Support Services (CSS) are available to family members, neighbors and friends who provide direct care to someone (informal or unpaid caregivers), such as feeding or bathing, supervision, and/or supportive care such as delivering meals, giving rides, managing medication, or calling/stopping-in simply to conduct wellness visits. Services are available to people age 60 and older, or people with Alzheimer's disease, Parkinson's disease or other dementias regardless of age. Assistance is also available for adults with disabilities, grandparents or relative caregivers 55 years of age or older who care for children under age 19, or care for a relative with a disability who is 19 to 50 years of age. CSS supports the importance of self-care, education, strong mental and physical health; and offers opportunities to learn more about caregiver needs, gaps of services within the community and disease- specific education/services. Assistance with navigating through options is a highlight that addresses a critical community need. Most caregiver seek help while experiencing a crisis. The critical community need is identified while guiding caregivers through the services available which, most have never heard of. These services aren't fun to shop for and usually isn't done in advance therefore, meeting caregivers 'where they're at' in their journey and assisting them throughout, it is a need this program addresses. CSS include educational programs (Caregiver Roadmap panel presentations quarterly), support groups (offered three times each month), one-on-one service navigation assistance and support, financial assistance, and information about respite, home health, personal care services, transportation, hospice, and other in-home supports. CSS provides support to caregivers and assists with the navigation through many services and can potentially work with families for many years. Caregivers often need help in identifying themselves as caregivers and even when they do, they don't know where to begin. This is a critical community need and a problem CSS staff and coalition work toward addressing. The program emphasizes the need for caregivers to take care of themselves and assists individuals with identifying and prioritizing their 'emergencies' in order to adequately care for their love one while balancing their own needs and minimizing their stress levels. Caregivers receive assistance with planning. The don't always outlive their care receiver. Our organization is well-positioned to address this need because of our approach. Under the CSS umbrella, the Caregiver Services Manager oversees the dementia programs and Dementia Care Specialist (DCS) and the Adult Day Center (ADC) and its Adult Day Center Supervisor (along with 4 part-time/on-call aides). Together, we're helping to identify caregivers, identify imminent needs (their emergencies), narrow options down to begin with, assist in enrolling them into the high-priority service first, then conduct excellent follow-up (we know they're overwhelmed). Then, we slowly start introducing them to the 'next thing.' As their stress levels lessen, they have the mental capacity to take-in more. Usually, they attend a roadmap presentation and are introduced to more options and can hear others asked questions they hadn't thought of. They also can start putting faces with names as our community coalition partners talk about their services. From there, their foot is in the door, they're developing relationships, maybe meeting a friend or two they have something in common with and begin understanding that there is help out there. 2. What type of barriers are you helping program participants overcome? The Caregiver Support Services programming addresses many barriers. Caregivers/participants lack resource knowledge and navigating through services. People don't know where to begin, who to contact, or which questions to ask. Another barrier is time. Many caregivers are still working or have family commitments (Sandwich Generation) and struggle juggling everything. Many older caregivers face technology barriers. Joining virtual support groups might eventually be their only option should they no longer be able to drive. In addition, the number of caregivers caring for more than one individual is starting to be monitored more closely. The growing aging population, smaller family sizes, and people relocating to wherever the jobs are (long-distance caregivers) influences this and exasperates the concern. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 19 of 70 Page 59 of 110 3. What evidence-based or evidence-informed practices or "best practice" are used by your program to inform your program design? Why are these approaches appropriate for your target population? Please reference specific research supported strategies the program implements. If your program has been adapted, describe those adaptations. CSS knows that assisting people with navigating through services, that tend to be complicated, is necessary. The framework of the program uses trained staff to help people find, access and use community, health, and government support systems. Meeting diverse situations where they're at and listening to what the needs are helps the program adapt to very fluid situations and community needs. In addition, the Caregiver Services Manager oversees the dementia programs and Dementia Care Specialist (DCS) and the Adult Day Center (ADC) and its Adult Day Center Supervisor (along with 4 part-time/on-call aides). Together, we're helping to identify caregivers and their potential needs. This program also utilizes an evidence-based caregiver training model called Powerful Tools for Caregivers. The class is offered multiple times each year and teaches caregivers to take care of themselves (set, and keep goals), reduce stress, improve self-confidence, better communicate (feelings, 'I' statements, conversations with medical teams, etc.), address family dynamics, locate resources pertaining to healthcare/legal planning and other caregiver-related tasks. 4. Is there anything else you would like to share about your program? The program has been offering quarterly Caregiver Roadmap presentations for the past six years. These turn into insightful community conversations and a couple of connections and relationships are established. Most times, 8/31/2026 4:37 PM CST © 2026 e-CImpact page 20 of 70 Page 60 of 110 Additional Program Information 2027Aging and Disabilty Resource Center - Caregiver Support Services Additional Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Program Background 1. Provide an example of how program data has been used to improve or change the program's services or design. Include what changes were made and what impact those changes have had. Program data regulates the programs offered by Caregiver Support Services. Not only are surveys and feedback from participants considered, numerical data provides a view that is specific to caregiver needs. For an example, state and federal dollars are provided to Portage County each year to reimburse caregivers for day-to-day caregiving expenses. These reimbursements are for items like incontinence products, safety equipment, home modifications, or social events. Tracking specifically what caregivers are spending money on allows us to budget the grant funds adequately each year. For an example two years ago, we noticed that caregivers are spending more on day-to-day supplies (Goods & Services) than on emergency respite services so, the budget was adjusted, allowing larger allocations to caregivers for supplies. The impact this change alone has made has been a relief to caregivers since the aren't having to deplete some of their own financial resources to pay for their care receivers needs. 2. If you are asking for an increase in your allocation for 2027, please tell us why. n/a 3. Please describe your outreach activities to ensure you reach the target populations throughout Portage County. Describe how you identify, reach, and engage your priority population. Include how you reduce barriers to participation (transportation, language, cost, scheduling, disability access, etc) and how you reach rural or underserved residents when applicable. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 21 of 70 Page 61 of 110 Caregiver Support Services facilitates a lot of outreach. In fact, most months, our state liaison comments about our efforts. The success is attributed to team member approach. The Caregiver Services Manager, Dementia Care Specialist, and Adult Day Center Supervisor work cohesively together, providing appropriate caregiver referrals to one another. Currently, we have 199 caregivers on our email list and provide general newsletter information, as well as, specific caregiver-related weekly informational messages and dementia- related topics to those it pertains to. The most successful activity utilized has been presenting the Caregiver Roadmap tool to the community on a quarterly basis. Ten community professionals (roadmap panel) discuss their role that's represented on the roadmap. One-by-one each 'pitstop' is discussed as a potential resource option throughout a caregiver's journey. Often times, panel members have questions for one another, and we all learn something new each time. The presentation begins with a primary care provider, then continues with information from an ADRC professional, a supportive care agency, home health care agency, advance directives guidelines, financial planning and real estate information, rehab and skilled nursing guidelines, senior housing/assisted living options, hospice care myths, and finally, funeral home planning. Next, an annual Caregiver conference (hosted each November during National Family Caregiver Month) & a Dementia Friendly Community conference (hosted each May during Dementia Awareness Week) are held. Caregiver Coalition members participate in both and provide outreach to caregivers. 4. Does your program have a waiting list? No 4a. Describe current demand for the program, particularly if on a waitlist. If demand exceeds capacity, explain how participants are prioritized and if you have been able to reduce the numbers waiting for services. The program is not experiencing a waitlist however each month an average of two new caregivers join the program. This includes new support group attendees, those who attend a quarterly Roadmap Panel presentation, the Powerful Tools for Caregivers class, a new caregiver of and Adult Day Center participant or a referral from the Dementia Care Specialist or other agency staff. 5. Describe how participant feedback is collected and how it has influenced program improvements. Feedback from particpants is primarily collected after services were provided. An example would be after a class/presentation. Several open-ended questions are asked in order to obtain specific information and/or requests for future topics. In addition, support group attendees are asked for feedback quarterly. Each month, three sessions are offered. During one of them, a speaker is invited that is specific to topics discussed or requests made. The duration of those meetings is generally longer and often times turn into 'working' groups. For instance, enrolling caregivers in the Vital Information Packet program or offering assistance with their technology devices so that they learn and are able to participant in virtual group/class options involves spending more time one-on-one with individuals. 6. Please describe any programming changes, innovations, or enhancements that are planned during the upcoming funding period. The community doesn't offer a wide array of grief support services. A couple of churches host support groups and a group meets at the Stevens Point Library periodically however, nothing consistent. The success of the Caregiver Support group is partially attributed to the neutrality of the ADRC, its location and staff experience. The Caregiver Services Manager intends to become a certified grief support group facilitator and will offer an additional support group to community members in 2027. 7. Is there a fee for your program services? No 7a. Do you have a sliding fee scale? No 8/31/2026 4:37 PM CST © 2026 e-CImpact page 22 of 70 Page 62 of 110 7b. Please explain your program's rationale for this decision. n/a 8. Describe how you use In-Kind and volunteer resources to contribute to and enhance your program. The RSVP program periodically provides volunteers who assist with services/activities for Caregiver Support Services including the Adult Day Center and the Dementia Care programs. Examples encompass utilizing volunteers for caregiver events and conference set-ups, mentors for other caregivers, support group peers, Memory Cafe and Virtual Dementia Tour assistants and Adult Day Center activity facilitation. In addition, our continued partnership with UWSP enables us to recruit interns as well who assist in the programming listed above. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 23 of 70 Page 63 of 110 Program Budget - 2027 ApplicationAging and Disabilty Resource Center - Caregiver Support Services Program Budget You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Revenue 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  United Way Allocations 22,867 22,867 0 0 Contributions 0 0 Special Events 0 0 Other Public Support 0 0 Government Support 63,250 9,503 55,544 -7,706 -12.18 Foundations & Private Grants 0 0 Dues / Fees 0 0 Sales To Public 0 0 Investment Income 0 0 Miscellaneous (Click to itemize) 61,351 0 74,157 12,806 20.87    Levy 61,351 74,157 Total 147,468 9,503 152,568 5,100 3.46 Expenses 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Salaries 75,505 33,550 77,468 1,963 2.60 Employee Benefits & Payroll Taxes 36,660 16,570 39,444 2,784 7.59 Professional Fees 0 0 Supplies/Printing/Duplicatin g 2,202 197 1,477 -725 -32.92 Communication 5,979 2,992 6,657 678 11.34 8/31/2026 4:37 PM CST © 2026 e-CImpact page 24 of 70 Page 64 of 110 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Occupancy 0 0 Rental / Maint. Of Equipment 0 0 Travel 0 0 Conference / Conventions / Mtgs. 30 0 30 0 0 Scholarships / Grants / Asst. To Indiv. 0 0 Dues to State / National Org. 0 0 Insurance 0 0 Miscellaneous (Click to itemize) 27,092 12,260 27,492 400 1.48    Respite Services 19,852 8,462 19,852    Transportation Services 1,500 466 1,500    Supportive Home Care 5,000 3,252 5,000    Food Purchases 740 80 1,140 Total 147,468 65,569 152,568 5,100 3.46 Surplus / Deficit 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Surplus / Deficit 0 -56,066 0 0 0 Reserve and Endowment Funds Please provide the following information 2026 Budget 2026 Actual (1/1/26  - 6/30/27) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Reserved Fund Balance 0 0 Endowment Fund Balance 0 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 25 of 70 Page 65 of 110 Client Demographics - 2027 ApplicationAging and Disabilty Resource Center - Caregiver Support Services Client Demographics You will not need to report proposed individual demographic category data in the 2027 application. You will need to continue to collect the individual demographic data in the following categories (Age, Gender, Race/Ethnicity, Participant Poverty Level, and Elderly or Disabled Poverty Level) as you always have.  Once collection is completed at the end of 2027, you will enter that data accumulated into the 2027 Year-End Reporting tool to be released in February of 2027. When you have completed all questions on the form, select the “Save My Work and Mark as Completed” link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Participants Proposed # Served  2026 Actual # Served  through 6/30/2026  Proposed # Served  2027 Individuals 225 199 211 8/31/2026 4:37 PM CST © 2026 e-CImpact page 26 of 70 Page 66 of 110 Priority: H - Priority 1: Support access, affordability, and delivery of mental, behavioral, and physical health services for community residents. Strategy: HP3 A. Provide support and access to resources for community memebers caring for those who have cognitive, physical, and mental health conditions, either at home or within the community. Outcome Statement: Caregivers are more knowledgeable about services. Activity: Introduce Caregiver Roadmap tool to identify and clarify current caregiver situation, discuss possible next steps (pitstops), and where/who to contact to find those resources. Provide a tangible copy of the Roadmap tool to the caregiver so they are able to reference back as needed. Activity: Conduct post survey which assists with identifying resource gaps that still need to be identified. Outcome Measurements - 2027 ApplicationAging and Disabilty Resource Center - Caregiver Support Services Outcome Measurements Select a Priority, then select a Strategy. Then Enter your outcomes, indicators, and activities. Strategy Outcomes Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # and % of caregivers who stated they became knowledgeable about at least one resource. # Served 199 # Sampled 161 # Achieving 157 % Achieving 97.52 0 # and % of caregivers who utilized a resource outside of CSS/the ADRC. # Served 199 # Sampled 161 # Achieving 87 % Achieving 54.04 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 27 of 70 Page 67 of 110 Outcome Statement: Caregivers experience less stress about caregiving. Activity: Pre-survey/discussions will take place with caregivers regarding their situation and current feelings, ultimately prioritizing emergent needs. Activity:Ensure consistent follow-up with caregivers via their preferred method. 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? Pre and post surveys are utilized as often as possible. Post surveys are given after every educational session or at the end of a series. Support group attendees are surveyed monthly. 2. Additional comments regarding outcomes and indicators Tracking whether or not caregivers utilize services outside of the ADRC continues to be a challenge. Tracking is doable while continuing to work with clients however, once they no longer participate or are enrolled in ADRC services, contact usually doesn't exist any longer for various reason (usually due to a move into a LTC option or they passed away). Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # and % of individuals who said they were less anxious after utilizing resources available to them. # Served 199 # Sampled 161 # Achieving 134 % Achieving 83.23 0 # and % of individuals who have found time for themselves. # Served 199 # Sampled 161 # Achieving 144 % Achieving 89.44 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? Pre and post surveys are utilized as often as possible. Post surveys are given after every educational session or at the end of a series. Support group attendees are surveyed monthly. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 28 of 70 Page 68 of 110 2. Additional comments regarding outcomes and indicators A calendar and spreadsheet is maintained and updated monthly to ensure follow-up with caregiver goals are being met. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 29 of 70 Page 69 of 110 Key Program Details 2027Aging and Disabilty Resource Center - Caregiver Support Services Key Program Details 2027 When you have completed all questions on the form, select the "Save My Work and Mark as Completed" button at the bottom of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Key Details Explain how your program aligns with the selected Impact Area, priority population, and strategy. Describe how your activities will advance the intended community outcomes. Our activities will advance the intended community outcomes by addressing the need for resource information. Caregiver Support Services aligns with the Impact Area (Healthy Community), priority population, and strategy by providing direct services to two distinct populations. The multi-purpose program supports caregivers and care receivers. These services enhance both groups' health by promoting the use of available resources which, in turn provides relief such as respite and/or other options that makes their journeys a bit easier. Providing resources and knowledge to caregivers equips them with decision-informed solutions. Being readily available helps them navigate through these services. Describe your program model. What are the major services provided, and how do these activities and services lead to the outcomes you expect participants to achieve? The major services provided are navigational services, mimicking a roadmap-type of tool called, the Caregiver Roadmap. This tool was created by Portage County's Caregiver Coalition seven years ago. In a group setting, quarterly presentations/community conversations take place at the Aging & Disability Resource Center. Several counties in WI adopted a model within their own communities and ust the tool with their clients. Counties are invited to shadow the presentation and make revisions that cater to their community's needs. This tool isn't just used in a group setting. Individually when meeting with clients, this tool has proven to be a great conversation starter and navigational tool, helping to identify emergent needs and prompting caregivers with ideas so they know where to start and which questions to even ask. Most of the time, they don't know where to begin. They are reminded that what they're going through is complicated, stressful, and generally aren't fun things to shop for and research. The tool provides the opportunity to discuss planning for the future, including for the caregivers themselves. Often times, caregivers don't outlive their care-receivers. In addition, caregiver support services programs (Adult Day Center and Dementia Care Specialist) utilize the roadmap tool as conversation starters when getting to know families. Finally, several years ago, the State recognized the Caregiver Roadmap tool as a helpful resource and identified the need for caregivers to become informed and utilize resources beyond the death of their care- receiver since caregiver responsibilities don't end immediately. The After Caregiving Roadmap tool was created and resembles closely the original model. Caregiver Support Services is able to use this tool while working with caregivers for an additional year, assisting them with navigating though community resources while enduring the grieving process. Describe how your program coordinates with other organizations, schools, healthcare providers, or community partners. Explain how these partnerships improve participant outcomes, reduce duplication of services, or strengthen the community response and impact. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 30 of 70 Page 70 of 110 Our program has many years of experience, passing the baton back and forth and providing appropriate cares for our mutual clients. We attempt to be as present and transparent as possible, in order to inform community members of our initiatives and avoid duplication of services. The Caregiver Coalition group, consisting of 30 community members is a key partnership to assist in improving participant outcomes. At each meeting, ample time is set-aside to confidentially discuss complex cases that need strategizing. Enrollment of services usually begins with referrals from relationships built with community partners like healthcare provides and/or managed care organizations. Having open and honest conversations regarding whether or not Caregiver Support Services can provide and find appropriate resources or, the ADC can accommodate care needs and is an appropriate fit as a gap filler program is imperative. Good communication and providing flexibility is key, while taking an open-minded and thinking outside of the box approach, helps us identify and align who our partners need to be in unique scenarios. CSS works with partners and families, again, to hand that baton to the next level/provider. This type of care consultation allows everyone to be well-informed of the roles we all play and strengthens the community response and impact as trust is established. We become dependable and important partners. Describe the ways you sustain this program beyond United Way funding. Include other major funding sources, partnerships, or organizational resources that contribute to long-term stability. Caregiver Support Services, in addition to receiving United Way funding, sustains itself through complex, multiple channels. A small percentage of the State and Federal caregiver grants received annually provide the salary for the Caregiver Services Manager and the remainder of the funds provide direct service dollars to caregivers. The manager oversees the Adult Day Center and Dementia Care Specialist programs therefore, time reporting determines the allocation from those programs. Finally levy dollars are used for the remainder. Provide a brief explanation of your funding request. Describe how the requested United Way investment will be used and why these expenses are necessary to achieve the proposed outcomes. As mentioned above, State and Federal dollars are received each year to sustain Caregiver Support Services however, the funds are unpredictable and fluctuate. Also, levy dollars are used. Funding from United Way allows reassurance that the programming is sustainable. The funds have been proving to meet a vital community need that is and will be a growing need. In fact, caregiving seems to be escalating into a responsibility that is magnifying. Explain any significant increases or decreases in proposed program revenue or expenses. Consistency is expected therefore, not anticipating significant increases or decreases. Please reflect on your program's performance during the previous funding period. Describe any significant differences between your proposed and actual results (whether higher or lower than targeted), what contributed to those results, and how those lessons have informed your plans for the upcoming year. Expecting another solid and consistent year providing caregiving support. The addition of an average of two new caregivers each month and attrition not being a significant issue, keeps the number of clients served climbing.  The upcoming year will probably reflect an uptick in growth. Three new partnerships have been created within the healthcare community. Two new providers at Aspirus and one at Noble clinic have been established. One is a participant on the Roadmap Panel, one is providing regular referrals to the Dementia Care Specialist and the last promotes our services and class offerings at her office. Explain how each proposed outcome is meaningful for the participants you serve. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 31 of 70 Page 71 of 110 The proposed outcomes are meaningful for the participants served in a two-fold way. Rarely do caregivers know where to begin or what questions to ask. Knowledge is power so the more they learn, the more in control and confident they begin to feel, thus alleviating some stress. Assisting with navigating through services and letting them build on one another, amplifies this for them. This leaves them feeling like they can handle more and are ready to take on the next thing. Suddenly, caregiving doesn't seem as overwhelming. Additionally, meeting others experiencing the same ordeal only reassures them they're doing the best they can and provides a social outlet. In the meantime, contacts have been made so now they're becoming more aware of additional resources available as their situation changes. Sometimes we're helping them navigate back and forth for a while on the roadmap of services or, we're assisting them with choice and decision that have to be made for the difficult days ahead. Either way, the more equipped, educated and well-versed caregivers are regarding resources available at hand, the less stressed the are. How will evaluation results be used to improve program quality or participant outcomes? Evaluation results are used to improve and enhance program quality regularly. For an example, after the caregiver conference each November, surveys tell us what content caregivers would like to hear the next year. Some topics have been revisited each year (advance directives seems to be a hot topic) and those that weren't so popular have been discontinued. Identifying the needs of caregivers and care receivers is an ongoing initiative. Additionally, active listening while facilitating caregiver support groups is helpful as well. Although not a formal evaluation, topics repeatedly discussed prove to be important material to expound on and add to our planning process. Content during our outreach that we provide, aim to complement the services at home and are another layer of enhancing participants' quality of life. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 32 of 70 Page 72 of 110 Publicity and Marketing - ApplicationAging and Disabilty Resource Center - Caregiver Support Services Publicity and Marketing The success of the United Way Campaign depends on our ability to communicate to donors the needs in our community and the impact of programs such as yours. The information gathered on this form will be used for publicity and marketing purposes including, but not limited to; e-newsletters, website, Facebook, etc. Please consider the questions, found by selecting the green question mark, as you complete your success story to in order to make it more compelling to donors and the general public. Client Success Story Agency Contact for Success Story: Tonia Simmons Phone Number for Success Story: (715) 343-6305 Restate the outcome the story links to: Caregivers are more knowledgeable about services. Success Story (Please select the green question mark to review and consider the questions as you complete your success story to in order to make it more compelling to donors and the general public) Last November, Andy attended the annual caregiver conference at the ADRC. He had been working with and Information & Assistance Specialist and was encouraged to attend. Andy began caregiving for his wife, Karen a couple years ago and was struggling with 'keeping up.' Andy was also experiencing some of his own health issues and was concerned about who would continue taking care of Karen, should something happen to him. Karen was diagnosed with dementia and couldn't be left alone. In order for Andy to be able to attend the conference he needed someone to stay with Karen. They didn't have children and he wasn't comfortable leaving her with friends due to her complex care needs. Staff at the ADRC were able to connect him with the Adult Day Center, located within the ADRC and enrolled Karen in the drop-in respite service. Andy was able to attend the conference that was in the same building where Karen attended respite services. At the end of the day, Andy was thrilled to hear that Karen had a great day at the center and socialized most of the time with other participants. Andy was so relieved that everything went well, he decided to enroll in the upcoming Powerful Tools for Caregivers six-week class. This class is an evidence-based class offered quarterly at the ADRC. It teaches caregivers skills to use for themselves (dealing with family dynamics, communicating with medical teams, goal setting, relaxation techniques, using 'I' statements, etc.). Andy was able to meet others in this class who were going through stressors similar to what he was experiencing. He was able to drop-off Karen in the Adult Day Center at the start of each class each week and pick her up afterwards. He even occasionally had time after to grab a cup of coffee with a new friend he met in the class before picking up (again, they were in the same building) Karen. Andy was beginning to look forward to these outings and was disappointed when the class ended. He mentioned that to the facilitator. Together, they contacted Karen's case manager at the managed care organization they worked with and received an authorization for Karen to be able to attend the Adult Day Center regularly. Karen attends the center two full days each week. Andy has been able to get caught up on household chores and his own appointments as a result. He's even thinking about adding another day to Karen's schedule. I grant United Way permission to use the information provided on this form publicly. Yes 8/31/2026 4:37 PM CST © 2026 e-CImpact page 33 of 70 Page 73 of 110 Aging and Disabilty Resource Center - Preventative Health Education - Program Information 2027 Application Aging and Disabilty Resource Center - Preventative Health Education Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. General Information Program Name Preventative Health Education Primary Contact Dana Lawson, email: lawsonda@co.portage.wi.gov Funding Received United Way of Portage County Funding received in 2026  29,600.00 Funding Request For This Application Period 2027 Requested Amount 29,600.00 Program Alignment, Priority and Strategy Impact Area and Descriptions: Youth Opportunity: United Way will partner with evidenced-based programs that are most effective in helping our children from birth through high school succeed in education and in life. Financial Security: United Way will partner with evidenced-based programs that give community members a chance for a brighter future, and a path toward achieving financial stability. Healthy Communities: United Way will partner with evidenced-based programs that improve behavioral, mental and physical health wellness. Community Resiliency: United Way will lead and/or partner with programs that address short-term needs, strengthen local systems, and build a culture of preparedness.  Select the impact area your program closely aligns  with: Healthy Community Program Overview 1. Please describe the purpose of your program and the community need is addressing. Include: the program your program will address, the population served, local data or community assessments that demonstrate the need (such as the LIFE report, agency data, or other sources), and why your organization is well-positioned to address the need. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 34 of 70 Page 74 of 110 Evidence-based programs improve health, quality of life, and independence for older adults and adults living with disabilities. They also have been shown to lower healthcare costs, reduce strain on emergency medical systems, increase community engagement and reduce social isolation.  The U.S. Census Bureau estimates that approximately 71,000 residents live in Portage County, with 18.3% aged 65 and older. Currently, 25.2% of our population is 60 and older, meaning one in four Portage County residents is in this age group, and one in five is 65 or older. Furthermore, the Wisconsin Department of Health Services projects that the older adult population will increase by 30% by 2050. As the number of older adults grows, so does the prevalence of chronic conditions, the risk of falls, social isolation, and the need for programs that support healthy aging and independence.  When conducting a community survey to develop the 2024 – 2028 Aging Plan, The ADRC of Portage County found that 42% of Portage County Seniors identified Healthy Aging Programs as their most important service need. When asked where they would prefer to live as they age within their current community, 70% selected remaining in their current home as their preference. The ADRC of Portage County and Lincoln Senior Center are a trusted source of information, spaces for older adults and adults with disabilities. We offer a variety of evidence-based programs to address a variation of health needs. The ADRC has also developed an infrastructure which enables us to deliver these programs in rural portage county as well as in Stevens Point. We currently serve Rosholt, Amherst, Junction City, and Plover in addition to Stevens Point. 2. What type of barriers are you helping program participants overcome? Building better habits is sometimes hard. Older adults face the same challenges of sticking to a new exercise or wellness behavior that people of all ages do. Our programs offer a variety of empowering solutions for participants to find and practice healthy lifestyle changes that work best for them, connect with peers who share similar challenges and goals, and build on successes. This fosters a sense of belonging, promotes program adherence, and enhances overall wellbeing. Our evidence based programs are designed specifically to help adults overcome barriers to a healthier lifestyle.  Older adults also experience transportation barriers, especially during winter. We collaborate with our rural dining sites and community partners to reach community members who aren’t comfortable or able to drive. We offer hybrid exercise programs that allow homebound older adults access to programming. We also time programming to be convenient for public transportation options.  Our evidence-based programs are designed to remove uncertainty from the health improvement process. Our educational workshops help participants identify their specific barriers, develop personalized action plans, and implement healthy behavior changes that are sustainable and effective. In addition, our ongoing exercise classes are offered with modification options to meet individual needs and ensure a supportive and customized experience for everyone. These ongoing classes also help reduce social isolation and loneliness in the people we serve. 3. What evidence-based or evidence-informed practices or "best practice" are used by your program to inform your program design? Why are these approaches appropriate for your target population? Please reference specific research supported strategies the program implements. If your program has been adapted, describe those adaptations. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 35 of 70 Page 75 of 110 We offer various high-level evidence-based and evidence-informed programs designed to enhance well- being among older adults and adults with disabilities. Federally supported, high-level evidence-based programs must adhere to strict standards established by the Administration for Community Living (ACL). These programs have been proven effective in improving health and well-being, or reducing disease, disability, and/or injury among our target population. Their effectiveness is validated through peer-reviewed research and practical implementation in real-world settings. Our workshops, such as Bingocize, Stepping On, Mind Over Matter, and Healthy Living with Chronic Conditions, utilize techniques such as self-efficacy building, goal setting, action planning, problem solving, and social support. These help participants build the knowledge and confidence needed to maintain healthy behaviors. We also provide ongoing exercise opportunities like StrongBodies and Fun & Fit, which utilize evidence- based exercise programs to help participants reinforce skills learned in workshops and promote social connections while leading active lifestyles. Our evidence-informed programs, such as Tai Chi and Cardio Drumming, have been adapted from national and state programs to better meet the needs of older adults. For example, our Tai Chi leader, a retired physical therapist, has simplified her class routine to include movements that improve balance, strength, and joint health. In addition, we integrate evidence-based principles and practices into our events and educational activities. We focus on creating interactive experiences that encourage skill practice, goal setting, and the development of practical strategies for daily living. 4. Is there anything else you would like to share about your program? Our goal is to provide a diverse range of opportunities to ensure there is something for everyone, regardless of where they start their health journey. Participants can discover what works best for them at any time. Some participants may attend only one class for years before trying anything else, while others might attend multiple programs regularly, or even wait years before trying something new. Ultimately, we are pleased to see our programs providing the community with opportunities for long-term health management. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 36 of 70 Page 76 of 110 Additional Program Information 2027Aging and Disabilty Resource Center - Preventative Health Education Additional Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Program Background 1. Provide an example of how program data has been used to improve or change the program's services or design. Include what changes were made and what impact those changes have had. We are seeing growth across our programs. We work to allow our programs grow as much as possible.  Following increased participation in Strong Bodies in Amherst at the Jensen Center. We assessed class sizes and equipment usage and needs along with attendance numbers and survey's. Based on the data collected, we then purchased additional equipment where necessary and redistributed existing equipment where needed. We then continued to monitor feedback and solicit input from instructors about space and equipment issues, providing solutions as necessary, such as reconfiguring class layouts and sharing weights when possible. As the class became more popular, we explored options for recruiting more leaders and providing additional class times. Our current leaders successfully recruited two new leaders from within the class, we invested in trailing the new leaders. We also collaborated with Jensen Center to expand our rental agreement, which allowed us to add two extra classes to the schedule.  In late 2024, we introduced two new classes: one from 10:30 to 11:45 and an earlier class from 8:30 to 9:45. By scheduling these classes back-to-back with a short break in between, members can connect between sessions. This new timetable also supports our ongoing growth at this location, which we have already observed, as each class now has over 30 participants. Based on feedback from participants, we've learned they also appreciate the flexibility of attending either class on any given class day, as it allows them flexibility within their own schedules. Having four leaders at this site ensures someone is always available to lead, minimizing the need to cancel classes and increasing the class's accessibility. 2. If you are asking for an increase in your allocation for 2027, please tell us why. N/A 3. Please describe your outreach activities to ensure you reach the target populations throughout Portage County. Describe how you identify, reach, and engage your priority population. Include how you reduce barriers to participation (transportation, language, cost, scheduling, disability access, etc) and how you reach rural or underserved residents when applicable. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 37 of 70 Page 77 of 110 We use various strategies to reach our target populations, both active and passive, which include digital marketing, print media, word-of-mouth, community presentations, formal and informal referral systems, and more. We identify our target populations based on the focus of each individual program, as our programs are generally aimed at helping specific populations improve specific health concerns. For example, we will share information about an upcoming Healthy Living with Chronic Pain workshop with a local chronic conditions support group, assuming some of the members struggle with chronic pain, as well as our Fun & Fit class, considering it targets individuals who have arthritis, pain, and stiffness.  Additionally, we offer programs and community talks at various locations throughout the county to reach and engage our target populations, such as libraries, dining sites, and apartment complexes. To accommodate varying physical and scheduling needs, we schedule programs on varying days, times, and seasons, which we believe allows community members to stay engaged throughout the year, choose programs that meet their needs, and encourage participation in our other programs.  We reduce transportation barriers by partnering with Central Transportation, who can offer eligible participants rides to and from anywhere in the county to attend our programs.  To keep programs accessible, we keep costs low, with over half donation-based and the others at only $2 per session. During the workshop recruitment process, we utilize pre-screening tools that serve two important purposes: ensuring each participant is within the target population for the program, and ensuring we can make accommodation when needed, such as providing larger print media for participants with low vision and seating participants with hearing concerns closer to the facilitators. To reach residents in our target population who are low-income, we work with program partners who are already reaching low-income seniors, such as the Stockbox program, which connects low-income seniors in Portage County with boxes of food every month.  Through our work with the Portage County Healthy Aging Coalition, which is comprised of local partners from a variety of sectors, we can increase referrals and combine resources to offer opportunities for learning and exposing our programming to more community members. 4. Does your program have a waiting list? No 4a. Describe current demand for the program, particularly if on a waitlist. If demand exceeds capacity, explain how participants are prioritized and if you have been able to reduce the numbers waiting for services. Many of our ongoing programs have expanded over the years. While we are approaching capacity in some areas, we have not yet had to turn anyone away. To prevent this situation, we continuously monitor and adjust our programs as necessary. For example, recruiting more leaders to offer additional class times for groups that have outgrown their space. Additionally, we have introduced new offerings to accommodate more participants. By providing a variety of options and class times, we can serve a larger number of people. 5. Describe how participant feedback is collected and how it has influenced program improvements. We have found that one-on-one conversations are the best way to engage our target population. We find they appreciate it when we take time to connect with them directly by calling them individually or stopping by before or after programming to check on their progress and discuss issues and ideas. We utilize feedback from community presentations, surveys, and past participants, as well as input from the Healthy Aging Coalition, to guide our decision-making and improve our programs. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 38 of 70 Page 78 of 110 6. Please describe any programming changes, innovations, or enhancements that are planned during the upcoming funding period. We are currently monitoring growth at our Plover Strong Bodies classes. As we approach the threshold for expansion, we’ve begun collecting feedback from leaders and participants to identify opportunities, preferences, and ideas for the class. In 2027, we may need to adjust the schedule, including the time, days, or even the location, if necessary. We are also actively working toward bringing back the Healthy Living with Chronic Pain program in partnership with the Portage County Prevent Suicide Coalition, which helps participants build confidence in their ability to manage pain through goal setting, gentle movement, relaxation, feedback and problem-solving, stress and depression management, and communicating effectively with friends, family, and healthcare teams. So far, we have two facilitators registered to train in October, and we plan to offer the program in the early evenings, sometime in early 2027.  This year we piloted a new program called Bingocize, which helps sedentary adults with disabilities and older adults become more active, socially engage with others, and learn about healthy behaviors. This was a success, as over 30 participants attended the 3-month workshop. We will continue to focus on offering this program in 2027, including recruiting more volunteers to lead the program. 7. Is there a fee for your program services? Yes 7a. Do you have a sliding fee scale? Yes 7b. Please explain your program's rationale for this decision. Many of our programs are already donation-based for people 60 and older, reducing the likelihood that participants won't attend because of cost. Since we offer two fee-based programs, we provide scholarships when needed to reduce cost barriers for those who may want to attend those programs. We also see our donations exceeding our expectations year after year, and we feel this helps offset the costs associated with non-paying participants. Participants under the age of 60 are required to pay the fee, but may request a waiver with the Senior Center Manager. 8. Describe how you use In-Kind and volunteer resources to contribute to and enhance your program. Our programs are led by volunteers (75%) and community partners (25%). Many of our volunteers come from the Retired Senior Volunteer Corps, serving as strong advocates and embodying the benefits of evidence- based programs through ongoing health management, social connections, and peer support. We collaborate with community partners to enhance program delivery and promote each other’s initiatives, expanding our reach. For instance, we partner with nutrition and dining site programs to host programs and presentations, work with healthcare organizations for guest speakers, and collaborate with public libraries to offer workshops. This teamwork increases visibility for all involved and strengthens community relationships. We also coordinate with various local organizations and businesses to distribute promotional materials. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 39 of 70 Page 79 of 110 Program Budget - 2027 ApplicationAging and Disabilty Resource Center - Preventative Health Education Program Budget You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Revenue 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  United Way Allocations 29,600 14,800 29,600 0 0 Contributions 16,500 11,435 20,000 3,500 21.21 Special Events 0 0 Other Public Support 0 0 Government Support 4,564 1,423 4,263 -301 -6.60 Foundations & Private Grants 0 0 Dues / Fees 0 0 Sales To Public 0 0 Investment Income 0 0 Miscellaneous (Click to itemize) 39,906 0 50,052 10,146 25.42    Tax Levy 39,906 50,052 Total 90,570 27,658 103,915 13,345 14.73 Expenses 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Salaries 46,622 25,246 56,584 9,962 21.37 Employee Benefits & Payroll Taxes 33,396 16,739 37,337 3,941 11.80 Professional Fees 0 0 Supplies/Printing/Duplicatin g 2,969 937 2,134 -835 -28.12 Communication 4,982 2,504 5,572 590 11.84 8/31/2026 4:37 PM CST © 2026 e-CImpact page 40 of 70 Page 80 of 110 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Occupancy 0 0 Rental / Maint. Of Equipment 1,100 600 600 -500 -45.45 Travel 697 47 758 61 8.75 Conference / Conventions / Mtgs. 300 54 350 50 16.67 Scholarships / Grants / Asst. To Indiv. 0 0 Dues to State / National Org. 25 26 25 0 0 Insurance 0 0 Miscellaneous (Click to itemize) 479 30 555 76 15.87    Reference/Background Checks 165 30 180    Advertising 314 0 375 Total 90,570 46,183 103,915 13,345 14.73 Surplus / Deficit 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Surplus / Deficit 0 -18,525 0 0 0 Reserve and Endowment Funds Please provide the following information 2026 Budget 2026 Actual (1/1/26  - 6/30/27) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Reserved Fund Balance 0 0 Endowment Fund Balance 0 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 41 of 70 Page 81 of 110 Client Demographics - 2027 ApplicationAging and Disabilty Resource Center - Preventative Health Education Client Demographics You will not need to report proposed individual demographic category data in the 2027 application. You will need to continue to collect the individual demographic data in the following categories (Age, Gender, Race/Ethnicity, Participant Poverty Level, and Elderly or Disabled Poverty Level) as you always have.  Once collection is completed at the end of 2027, you will enter that data accumulated into the 2027 Year-End Reporting tool to be released in February of 2027. When you have completed all questions on the form, select the “Save My Work and Mark as Completed” link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Participants Proposed # Served  2026 Actual # Served  through 6/30/2026  Proposed # Served  2027 Individuals 440 335 450 8/31/2026 4:37 PM CST © 2026 e-CImpact page 42 of 70 Page 82 of 110 Priority: H - Priority 3: Support community members in managing health challenges. Strategy: HP3 B. Support the delivery of evidenced-based programming that coordinates resources to provide comprehensive support to individuals with challenges to achieving healthy living. Outcome Statement: Participants will better manage their health by demonstrating lasting behavior change. Activity: Offer various programs that allow participants to learn how to make healthy behavior changes that improve their health. Activity:Offer ongoing classes in rural areas. Outcome Measurements - 2027 ApplicationAging and Disabilty Resource Center - Preventative Health Education Outcome Measurements Select a Priority, then select a Strategy. Then Enter your outcomes, indicators, and activities. Strategy Outcomes Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) Participants will report healthy behavior changes between 3- and 6- months follow-up surveys. # Served 450 # Sampled 111 # Achieving 101 % Achieving 90.99 0 Participants will enroll in additional evidence-based health programs. # Served 450 # Sampled 335 # Achieving 50 % Achieving 14.93 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 43 of 70 Page 83 of 110 We regularly distribute surveys to track changes in behavior among participants in our exercise classes and workshops. This allows us to compare data from before and after participation, helping us assess the effectiveness of our programs in fostering long-term behavior change. Exercise class surveys are provided to participants at the end of each quarter, while workshop surveys are given at the end of each workshop and again 3 to 6 months later.  Tracking multi-enrollments helps us identify overall participation trends as well as trends among individual participants. We can also gain insights into cross-promotion successes and track our participants' progress and involvement across the various programs we offer. We track multiple evidence-based enrollments by generating a report using PeerPlace, a federal reporting software we use for monthly attendance reporting. 2. Additional comments regarding outcomes and indicators Almost all participants reported making healthy behavior changes after attending our programs, and 15% have signed up for additional evidence-based programs within the first half of the year. We believe Outcome Statement: Participants will experience feelings of reduced isolation. Activity: Offer ongoing classes that allow participants to enroll all year long to sustain social connections and foster friendships. Activity:Offer ongoing classes in rural areas. Activity:Offer workshops in multiple formats; online and in-person. 15% have signed up for additional evidence-based programs within the first half of the year. We believe this is a strong indicator of successful long-term health management and program efficacy. Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) Participants who score a six or above on the UCLA Loneliness scale at the start of a program will report an improved score between 3- and 6- months follow-up surveys. # Served 450 # Sampled 8 # Achieving 5 % Achieving 62.50 0 Participants will report making at least one social connection while participating in evidence-based programs. # Served 450 # Sampled 109 # Achieving 96 % Achieving 88.07 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 44 of 70 Page 84 of 110 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? Monitoring loneliness among our participants allows us to assess whether our programs foster connections among participants, whether they attend our programs to socialize, whether our offerings are inclusive and welcoming, and whether a participant may need additional support. To track this, we utilize the UCLA 3-Question Loneliness Scale, as it is evidence-based and simple enough to include in registration forms and surveys. We also survey participants about the social connections they make and maintain while attending our programs. We believe these methods effectively demonstrate the social benefits our programs provide. 2. Additional comments regarding outcomes and indicators Some participants attend our programs primarily to work on their health goals, but most come to connect with others as well. This social support plays a crucial role in program adherence and overall success. The data we collect is clear: 88% of participants report making at least one meaningful connection while attending our programs, and over half (63%) indicate an improved loneliness score after participating for 3 to 6 months. Additionally, we receive numerous comments from participants highlighting the importance of the social aspect of our programs. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 45 of 70 Page 85 of 110 Key Program Details 2027Aging and Disabilty Resource Center - Preventative Health Education Key Program Details 2027 When you have completed all questions on the form, select the "Save My Work and Mark as Completed" button at the bottom of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Key Details Explain how your program aligns with the selected Impact Area, priority population, and strategy. Describe how your activities will advance the intended community outcomes. ADRC Health Promotion Programs offer a wide range of programs to support comprehensive health management for older adults and adults with disabilities in our community. Our programs are both accessible and affordable, promoting social wellness and minimizing barriers to participation. Overall, our programs provide a safe space for the older adults in our community to find peer support while addressing their health maintenance needs at an affordable cost. Evidence-based health programs are shown to improve health and well-being among older adults, contributing to the overall wellness of the community. These programs help reduce disease, disability, and injury among older adults, enabling community members to achieve healthy living and address challenges to healthy living. Describe your program model. What are the major services provided, and how do these activities and services lead to the outcomes you expect participants to achieve? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 46 of 70 Page 86 of 110 We offer various programs to create a continuous range of opportunities, from awareness and education to skill development, practice, reinforcement, and lasting behavior change to support health, independence, and quality of life.  We work to meet individuals where they are at by offering a spectrum of evidence based opportunities. Adults can progress from sedentary to more active engagement as they are able. We insure that all of our programs are accessible and our leaders are trained to help adults safety adapt exercises to their ability levels.  We create engaging, inspiring, and educational opportunities by utilizing approaches and program elements learned from our evidence-based classes. For instance, we might include a brainstorming session to enhance adult learning, or we may teach a simple seated exercise from one of our ongoing classes during a community presentation.  Our educational workshops allow participants to address health challenges by building skills and habits with proven strategies. Stepping On, a 7-week, multifactorial program, reduces falls through simple balance and strength exercises, overcoming barriers to regular exercise, and learning how to identify and address individual risk factors such as vision, medication, footwear, and environment. Mind Over Matter, a 1-month workshop for women over 50, addresses incontinence through education, goal-setting, and simple lifestyle changes such as pelvic floor exercises, changes to fluid and fiber intake, and communicating with healthcare teams. Bingocize, a 10-week workshop that can be adapted for ongoing programming needs, addresses social isolation and sedentariness while promoting independence through game-based learning, social connection, and exercises proven to improve mobility and strength. Healthy Living with Chronic Pain is a 6- week workshop that helps participants learn strategies for understanding and managing pain, managing stress and depression, communicating with friends, family, and healthcare teams about pain, and planning for the future.  Our ongoing exercise opportunities reinforce the concepts learned in our workshops and promote long-term health maintenance. Participants may notice familiar exercises from these workshops in our programs. StrongBodies targets all the major muscle groups through progressive strength training, making daily living activities easier. Fun & Fit focuses on range of motion, endurance, and stretching to enhance joint health and mobility. Our modified Tai Chi program emphasizes slow, controlled movements to improve balance, strength, and mobility. Meanwhile, our Cardio Drumming class combines aerobic activity, balance exercises, and music to create an enjoyable way to enhance coordination, cardiovascular health, and muscle tone. Describe how your program coordinates with other organizations, schools, healthcare providers, or community partners. Explain how these partnerships improve participant outcomes, reduce duplication of services, or strengthen the community response and impact. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 47 of 70 Page 87 of 110 Evidence Based Health Programs at the ADRC of Portage County collaborate with community partners to better meet community needs, increase exposure and referrals, and decrease duplicated efforts. Many of our partnerships stem from our work with local coalitions such as the Rural Community Connections Taskforce (RCCT) and the Portage County Healthy Aging Coalition (PCHAC). RCCT was established in 2023 to address social isolation in Portage County and involves partner organizations ranging from public health to community planning and zoning. We have strengthened relationships with many community organizations through our work on this coalition, including with the Public Library to offer Stepping On workshops and CAP services Mental Health Navigation program for community events education and support. In addition to RCCT, we chair the Portage County Healthy Aging Coalition (PCHAC). PCHAC is a group of professionals and community members dedicated to promoting healthy aging in Portage County, ensuring that all can thrive. We envision a community where everyone can create their own path to healthy aging and feel supported, accepted, and valued along the way. Our mission is to empower the community with knowledge, resources, and proven programs that promote healthy aging. The Portage County Healthy Aging Coalition meets semi-monthly to accomplish several ongoing goals and hosts an annual Falls Prevention Event in September to promote community education and resource sharing. Many of our professional speakers have come from this coalition, as have some of the major projects we've worked on with other organizations. One key partner project involves a collaboration with University of Wisconsin-Stevens Point (UWSP) Doctor of Physical Therapy students and staff offers free mobility screening and balance training at Lincoln Center, community events, and soon home visits for home-bound community members. This helps meet the needs of community members who are not yet ready to participate in evidence-based programs by helping them tackle mobility challenges and fears and gain confidence to become more active.  Another project involves several community partners to reduce fall-related injuries. This initiative, known as the Falls Review Team, consists of professionals from public health, emergency medical services (EMS), healthcare systems, the Aging and Disability Resource Center (ADRC), and the University of Wisconsin- Stevens Point Doctor of Physical Therapy program. So far, we have expanded a referral system established with the North Central Regional Trauma Advisory Council to include the Stevens Point and Plover Fire/EMS departments, in addition to the Amherst EMS, which was originally included in the program. Describe the ways you sustain this program beyond United Way funding. Include other major funding sources, partnerships, or organizational resources that contribute to long-term stability. Our programs are additionally sustained by voluntary donations from participants, the generous time and talent of our volunteer leaders, and in-kind support from our community partners. The program also receives Title IIID Funding from the Older Americans Act. Provide a brief explanation of your funding request. Describe how the requested United Way investment will be used and why these expenses are necessary to achieve the proposed outcomes. Funds from United Way are used to support staff time, volunteer training, and supplies to deliver a suite of programs that support the improved health and safety of older adults and adults with disabilities in Portage County. Funds from the Older American's Act and voluntary donations are highly variable. Funds from the United Way have stabilized our ability to provide consistent programing. These funds also allow us to continue to grow these programs and increase our impact. Explain any significant increases or decreases in proposed program revenue or expenses. Program delivery costs remain consistent and no significant changes are expected. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 48 of 70 Page 88 of 110 Please reflect on your program's performance during the previous funding period. Describe any significant differences between your proposed and actual results (whether higher or lower than targeted), what contributed to those results, and how those lessons have informed your plans for the upcoming year. Our program grew in the previously funded period as expected. Careful program management, thoughtful delivery, and targeted marketing strategies have grown our program participation. We plan to continue to grow and expand programming to reach more of our target population. Our strategy of providing proven programs and expert advise has earned us a strong reputation among older adults in the community. We plan to continue, with the help of the United Way to provide reliable and consistent opportunities for healthy behavior change throughout Portage County. Explain how each proposed outcome is meaningful for the participants you serve. Improved health management through lasting behavior change is meaningful because participants are actively seeking opportunities to support their long-term health needs. They're seeking opportunities to gain knowledge and apply what they learn to make sustainable changes in their everyday lives. Building knowledge and skills increases their confidence and ability to practice and maintain positive health behaviors, which reflects the program's outcome goals to support long-term health management.  Participants who experience less social isolation may feel more connected to others, have stronger social support networks, and experience improved well-being overall. For many participants, the relationships developed through our programs contribute to the lasting impacts of our programs. Participant experiences are more enjoyable and expansive thanks to the social aspects of our programs, and they also contribute to overall program adherence and success. How will evaluation results be used to improve program quality or participant outcomes? We use program evaluations to assess effectiveness of volunteer leaders, appraise impact of programming, and to identify emerging needs.  Evidence Based programs require that leaders maintain fidelity to the program and its delivery to ensure that the outcomes remain consistent. We oversee volunteers and ensure that they are appropriately trained and have tools needed.  If we identify an area of concern regarding any program aspects, we address them by working with our volunteers and classes to find solutions and ensure program fidelity is met. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 49 of 70 Page 89 of 110 Publicity and Marketing - ApplicationAging and Disabilty Resource Center - Preventative Health Education Publicity and Marketing The success of the United Way Campaign depends on our ability to communicate to donors the needs in our community and the impact of programs such as yours. The information gathered on this form will be used for publicity and marketing purposes including, but not limited to; e-newsletters, website, Facebook, etc. Please consider the questions, found by selecting the green question mark, as you complete your success story to in order to make it more compelling to donors and the general public. Client Success Story Agency Contact for Success Story: Dana Lawson Phone Number for Success Story: (715) 346-1914 Restate the outcome the story links to: Participants will better manage their health by demonstrating lasting behavior change. Participants will experience reduced feelings of social isolation. Success Story (Please select the green question mark to review and consider the questions as you complete your success story to in order to make it more compelling to donors and the general public) This is what I wrote about Harold: Meet Harold, a retired mail carrier who turned 81 this year. He lives at home in Rosholt with his daughter, who works during the day in Stevens Point. Unfortunately, Harold's cognitive and physical health have declined over the past few years, and being home alone has not been beneficial for him. To address this, his caretaker helped him sign up for two rural dining sites nearby, as well as Strong Bodies classes held at those sites. In the beginning, the leaders noticed that they could sometimes make him smile, but those smiles were rare, as he typically just sat and watched. However, over time, Harold began to open up and move more. Although he wasn't able to perform all the exercises, he participated in what he could and found enjoyment in it. He also liked interacting with the other participants, who encouraged him and made him feel welcome. Eventually, we invited him to come to Lincoln Center instead of the outside sites. At Lincoln Center, he could attend our adult day center, take part in Strong Bodies classes, and enjoy meals with others. His caretaker reported that the program has been incredibly beneficial for him, noting that his demeanor has changed "like night and day" since he started. She mentioned that he looks forward to the classes, which help him stay active, a priority for him, as he has always been an active person. We are absolutely thrilled to contribute to Harold's journey towards a richer, more fulfilling quality of life! I grant United Way permission to use the information provided on this form publicly. Yes 8/31/2026 4:37 PM CST © 2026 e-CImpact page 50 of 70 Page 90 of 110 Aging and Disabilty Resource Center - Rural Delivered Meals - Program Information 2027 ApplicationAging and Disabilty Resource Center - Rural Delivered Meals Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. General Information Program Name Rural Delivered Meals Primary Contact Rochelle Drexler Funding Received United Way of Portage County Funding received in 2026  45,650.00 Funding Request For This Application Period 2027 Requested Amount 50,650.00 Program Alignment, Priority and Strategy Impact Area and Descriptions: Youth Opportunity: United Way will partner with evidenced-based programs that are most effective in helping our children from birth through high school succeed in education and in life. Financial Security: United Way will partner with evidenced-based programs that give community members a chance for a brighter future, and a path toward achieving financial stability. Healthy Communities: United Way will partner with evidenced-based programs that improve behavioral, mental and physical health wellness. Community Resiliency: United Way will lead and/or partner with programs that address short-term needs, strengthen local systems, and build a culture of preparedness.  Select the impact area your program closely aligns  with: Healthy Community Program Overview 1. Please describe the purpose of your program and the community need is addressing. Include: the program your program will address, the population served, local data or community assessments that demonstrate the need (such as the LIFE report, agency data, or other sources), and why your organization is well-positioned to address the need. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 51 of 70 Page 91 of 110 The Older Americans Act, Section 331 states its purpose is (1) to reduce hunger and food insecurity; (2) to promote socialization of older individuals; (3) to promote the health and well-being of older individuals by assisting such individuals to gain access to nutrition and other disease prevention and health promotion services to delay the onset of adverse health conditions resulting from poor nutrition health or sedentary behavior. The ADRC accomplishes this through nutrition education; nutrition screening and intervention of participants; offering wholesome, delicious meals through the promotion and maintenance of high standards of food safety and sanitation; promoting or maintaining coordination with nutrition-related and other supportive services for older individuals; and targets older adults who have the greatest economic or social need with particular attention to low-income minority and rural individuals. The Rural Home Delivered Meal Program strives to help older adults maintain independence, safety, and dignity in the home of their choice through nourishing meals to homebound clients on a contribution basis, with options for daily deliveries and additional frozen meals to ensure access to seven meals per week. The program addresses needs that extend beyond hunger, including poor nutrition, social isolation, declining health, and difficulty remaining safely at home. The Wisconsin Aging Advocacy Network reported in April 2026 that nearly 3 in 10 Wisconsinites will be age 60 or older by 2030. Almost 95% have at least one chronic condition, and nearly 80% have 2 or more. Most chronic conditions can be controlled or prevented by proper nutrition.  Local data demonstrates that needs will continue to grow. According to the 2023 LIFE Report, Portage County's population age 65 and older is projected to increase by nearly 25% by 2040. Financial vulnerability compounds this need. Approximately one-third of Portage County households live at or below the ALICE threshold, and 23.3% of county residents age 65 and older live below 200% of the federal poverty level. Program utilization further demonstrates the need. From January through June 2026, the Rural Home Delivered Meal Program served 255 unduplicated participants compared with 183 during for the same time frame in calendar year 2025. The Rural Home Delivered Meal Program is well-positioned to respond through an established, community- supported model that combines nutrition, volunteer-delivered safety checks, staff follow-up, and strong partnerships with aging, healthcare, and human service organizations. These relationships allow us to connect participants with existing community resources when needs extend beyond nutrition rather than duplicating services.  Together, the LIFE Report, local economic data, and our own program experience demonstrate a growing population of older residents facing financial, nutrition, health, and independence challenges. The Rural Home Delivered Meal Program provides practical support that helps these vulnerable community members remained nourished, connected, and safely living in the home of their choice. 2. What type of barriers are you helping program participants overcome? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 52 of 70 Page 92 of 110 The Rural Home Delivered Meal Program strives to help seniors overcome critical barriers to health and independence including -Food insecurity caused by limited income (many participants live on fixed social security benefits and must choose between paying for utilities, medication, or food). -Limited mobility and isolation that make it difficult to shop for or prepare nutritious meals. -Health risks such as malnutrition, which is linked to chronic conditions like hypertension, heart disease, diabetes, and osteoporosis. The Rural Home Delivered Meal Program provides meals that meet 1/3 of the adult daily recommended nutritional requirements and comply with the Older Americans Act, Section 331 in regards to the Dietary Guidelines. Through each delivery, our volunteers provide safety checks, provide valuable social interaction, and can connect participants to other community resources. Locally, 93.5% of survey respondents report that home-delivered meals help them continue living at home and feel better as a result. Every participant, regardless of ability to contribute toward the cost, receives a hot, nourishing meal each day. Meal delivery also addresses social isolation. Our 2025 recipient survey found that 87% of respondents see no one other than their volunteer meal delivery driver during a typical week. Each delivery provides social contact, a safety check, and an opportunity to identify concerns and connect participants with additional resources. By removing barriers to nutrition and social connection, the Rural Home Delivered Meals Program helps participants maintain independence and improve overall well-being. 3. What evidence-based or evidence-informed practices or "best practice" are used by your program to inform your program design? Why are these approaches appropriate for your target population? Please reference specific research supported strategies the program implements. If your program has been adapted, describe those adaptations. The Older Americans Act sets national nutrition standards and provides the scientific framework for local providers to deliver meals and nutrition services that keep older adults healthy, reduce their risk of chronic disease and disability, and support the management of existing health conditions. Our meals follow the Older Americans Act nutrition standards. These standards are particularly appropriate for homebound older adults who often experience multiple nutrition risks, including limited mobility, chronic health conditions, difficulty shopping or preparing food, social isolation, and financial limitations. In September 2024, Meals on Wheels of America published a comprehensive review of 38 studies conducted between 1996 and 2023. This review confirmed that receiving home delivered meal services are strongly linked to measurable improvements in health and well-being, including: -reduced health care costs -reduced nursing home use and increased ability to age in place -increased food security -improved diet quality -reduced or slowed decline in nutritional risk -reduced social isolation -reduced falls and increased home safety This research validates the Rural Home Delivered Meal Program as an evidence-based, cost-effective solution that not only improves older adults' quality of life but also prevents unnecessary healthcare utilization, delays institutional care, and generates cost savings for both individuals and taxpayers. 4. Is there anything else you would like to share about your program? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 53 of 70 Page 93 of 110 The Home Delivered Meal Program is a relatively small intervention that can have long lasting impact with proven success. And the program continues to grow. In 2025, the ADRC Nutrition Program volunteers delivered 25,515 meals to local rural residents. To date, calendar year 2026 has shown slight growth (5-10%) in total meals delivered. The suggested contribution is $5.00 per meal. The average donation for the Home Delivered Meal Program has remained flat at $2.70 which is 54% of the suggested donation rate amount. The 2023 National Snapshot of Meals by Meals on Wheels of America report stated seniors on fixed incomes are especially vulnerable to increases in inflation and cost of living. The U.S. is currently experiencing the highest inflation in 40 years. The report also stated that 1 in 2 seniors living alone lacks the income to pay for basic needs. Portage County Conduit’s ALICE in Portage County report sheds further light on things locally. In households aged 65 and over, 10% are in poverty and another 29% are below the ALICE threshold. Looking ahead, there is uncertainty with Older Americans Act federal funding. Because OAA is a significant funding source for the Home Delivered Meal Program and other vital aging services, any reduction or reallocation of funds could negatively impact our ability to meet demands.  We have never maintained a waiting list and remain committed to responsible stewardship so the program is available when someone needs it. Ultimately, the Rural Home Delivered Meal Program provides more than a meal. It provides nutrition, a familiar face, a safety connection, and flexible support that shifts as the participants needs change.  The funding requested is warranted to support the efforts to continue to serve home-delivered meals to all seniors in Portage County as we currently do. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 54 of 70 Page 94 of 110 Additional Program Information 2027Aging and Disabilty Resource Center - Rural Delivered Meals Additional Program Information You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Program Background 1. Provide an example of how program data has been used to improve or change the program's services or design. Include what changes were made and what impact those changes have had. We invite participants to complete a monthly menu satisfaction survey as well as an annual participant survey in which we record and analyze all responses. This process has lead to menu adjustments based on satisfaction scores including modifying recipes, increasing variety, and adjusting portion sizes. Our meals are prepared in-house in our scratch cooking kitchen. We create each menu and are able to make changes in real time based on participant, volunteer, and staff feedback. For a home-delivered nutrition program, satisfaction is more than a customer service measure. A nutritionally balanced meal only achieves its intended purpose when the recipient is willing and able to eat it. By using participant feedback as a continuous quality improvement tool, the program strengthens both satisfaction and overall program impact. 2. If you are asking for an increase in your allocation for 2027, please tell us why. The Rural Home Delivered Meal Program is requesting $47,650 for 2027, an increase of $2000 or 4.4% over our 2026 allocation. We did not request an increase in 2026.  The request reflects increased demand and anticipated food costs. Current caseload is running 5-10% higher than 2025. Consumer Price Index notes that during calendar year 2026 meat prices have increased by 7.4% and produce prices have increased by 5.3% while dairy prices have remained stable. Furthermore, it is anticipated that food prices will increase another 3.1% in 2027. The requested additional $2,000 represents 400 meals. 3. Please describe your outreach activities to ensure you reach the target populations throughout Portage County. Describe how you identify, reach, and engage your priority population. Include how you reduce barriers to participation (transportation, language, cost, scheduling, disability access, etc) and how you reach rural or underserved residents when applicable. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 55 of 70 Page 95 of 110 The Rural Home Delivered Meals Program ensures outreach to target population is reached by maintaining communication with medical providers, service agencies, and the public. The outreach method includes the ADRC POST newsletter, Senior Spotlight column, website, social media, monthly update to recipients and volunteers, email update to partner agencies, and word of mouth. We also use a strong community referral network to identify and reach homebound older adults throughout the service area. Referrals come from local medical providers, clinics, homecare and hospice agencies, hospital and nursing home discharge planners, family members, neighbors, and friends. Staff maintain these relationships through regular communications, presentations, and sharing information about eligibility and enrollment. We also provide information to churches, community organizations, and social groups and participate in community outreach events.  Our close partnership with Meals on Wheels of Stevens Point strengthens our ability to identify individuals who may be experiencing food insecurity, isolation, or other unmet needs and connect them with appropriate services.  Enrollment is designed to be responsive and accessible. Participants can generally begin receiving meals within two business days and, when urgent need exists, service can begin as soon as the next delivery day. Through community partnerships, direct referrals, and home-based service, we are able to reach individuals who may have difficulty accessing traditional community-based food programs. 4. Does your program have a waiting list? No 4a. Describe current demand for the program, particularly if on a waitlist. If demand exceeds capacity, explain how participants are prioritized and if you have been able to reduce the numbers waiting for services. The Rural Home Delivered Meal Program does not currently have a waiting list and has not historically maintained one. We continually monitor program capacity, funding, and volunteer availability to preserve timely access to services. Current caseload is running 5-10% higher than 2025. The ADRC does have a wait list policy in place. Should a wait list need to go into place, individuals would be categorized into 3 tiers - High, Moderate, and Low need based on validated Older Americans Act nutrition screening protocol. Those at highest risk of nutrition insecurity would be prioritized while still providing services and referrals to others to prevent decline. This standardized approach ensures that resources are allocated effectively. 5. Describe how participant feedback is collected and how it has influenced program improvements. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 56 of 70 Page 96 of 110 During in-home assessments, staff ask recipients for suggestions to improve their experience. Additionally, participants are surveyed annually and upon exiting the program to evaluate service quality and impact. Participants are also able to provide monthly feedback through a menu satisfaction survey. Volunteer drivers relay participant comments to staff, ensuring feedback is gathered year-round.  The response rate for the 2025 annual survey was 34%. Survey results are shared with staff, leaders, and the Nutrition Advisory Council. The Nutrition Advisory Council is comprised of 7 members that advise the Nutrition Program Manager on all matters relating to the delivery of nutrition and nutrition-supportive services in the program area. The Nutrition Advisory Council members represent and speak on behalf of the nutrition participants and program. They also act as a communication clearinghouse between the nutrition program and the general public. Membership consists of nutrition program participants and includes representation from home-delivered meal recipients. This combination of assessments, surveys, monthly feedback, and Nutrition Advisory Council feedback maintains an ongoing dialogue that guides improvements and ensures meals remain appealing and nutritious. A nutritionally balanced meal only achieves its intended purpose when the recipient is willing and able to eat it. 6. Please describe any programming changes, innovations, or enhancements that are planned during the upcoming funding period. The Rural Home Delivered Meal Program provides meals that meet 1/3 of the adult daily recommended nutritional requirements and comply with the Older Americans Act, Section 331 in regards to the Dietary Guidelines. The Dietary Guidelines were updated in January 2026 resulting in a new/updated menu pattern that will go into effect on January 1, 2027. In utilizing the new/updated menu pattern, a completely new menu will be written - to include menus, recipes, production sheets, etc.  Given that a new menu needs to be written, this is also an opportune time to add carbohydrate counts to the menu. While meals are already low in cholesterol and sodium, including carbohydrate counts could support individuals with diabetes or those that are simply monitoring their carbohydrate intake. It is hoped that equipping participants with practical tools (i.e. carbohydrate counts) will help them manage their own health all while strengthening the overall impact of the program. Finally, volunteer capacity will remain an important area of focus. In 2025, 159 volunteers provided 10,350 hours of service to the program demonstrating both the strength of community support and the importance of volunteers to our service model. As our volunteer population ages, recruitment and retention are increasingly important to long term sustainability. We will continue evaluating recruitment, training, onboarding, and delivery practices to make volunteering accessible and sustainable as community needs grow. 7. Is there a fee for your program services? No 7a. Do you have a sliding fee scale? No 7b. Please explain your program's rationale for this decision. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 57 of 70 Page 97 of 110 The Rural Home Delivered Meal Program strives to help older adults maintain independence, safety, and dignity in the home of their choice. This is done by providing nourishing meals to homebound clients on a contribution basis. No eligible participant will be denied a meal based on ability to contribute toward the cost of the meal. The Rural Home Delivered Meals Program does not charge a fee for services. Because the program receives Older American Act funding, services are provided on a contribution basis. Participants are informed of the cost of their meals and invited to contribute accordingly to their ability, but contributions are voluntary. Charging a required fee, including sliding scale fee, would make the program ineligible for Older Americans Act funding. 8. Describe how you use In-Kind and volunteer resources to contribute to and enhance your program. Volunteers are essential to our program and significantly extend program resources. They pack meals, navigate rural road conditions, and ensure that each recipient receives a hot, nutritious meal along with a friendly visit. Volunteers also provide office support and work on special projects. In 2025, we had 159 volunteers provide 10,350 hours of service. According to Independent Sector, the current value of a volunteer hour is $36.14, underscoring the significant in-kind contribution these dedicated individuals provide to our program. This allows more funding to remain focused on meals and participant services. The program also benefits from generous in-kind donations including items such as shelf-stable meals and produce. These items help enhance services that enrich the lives of those we serve. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 58 of 70 Page 98 of 110 Program Budget - 2027 ApplicationAging and Disabilty Resource Center - Rural Delivered Meals Program Budget You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Revenue 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  United Way Allocations 45,650 22,825 50,650 5,000 10.95 Contributions 64,446 44,386 77,900 13,454 20.88 Special Events 0 0 Other Public Support 0 0 Government Support 90,260 18,727 63,237 -27,023 -29.94 Foundations & Private Grants 0 0 Dues / Fees 16,120 5,849 11,935 -4,185 -25.96 Sales To Public 0 0 Investment Income 0 0 Miscellaneous (Click to itemize) 280,230 0 317,579 37,349 13.33    Tax levy 280,230 0 317,579 Total 496,706 91,787 521,301 24,595 4.95 Expenses 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Salaries 178,007 93,363 178,194 187 0.11 Employee Benefits & Payroll Taxes 116,917 57,059 115,271 -1,646 -1.41 Professional Fees 1,995 4,325 14,142 12,147 608.87 Supplies/Printing/Duplicatin g 17,319 16,544 21,558 4,239 24.48 Communication 22,382 12,290 24,531 2,149 9.60 8/31/2026 4:37 PM CST © 2026 e-CImpact page 59 of 70 Page 99 of 110 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Occupancy 0 0 Rental / Maint. Of Equipment 4,179 2,401 4,324 145 3.47 Travel 46,690 22,271 51,116 4,426 9.48 Conference / Conventions / Mtgs. 406 71 329 -77 -18.97 Scholarships / Grants / Asst. To Indiv. 0 0 Dues to State / National Org. 711 628 705 -6 -0.84 Insurance 0 0 Miscellaneous (Click to itemize) 108,100 56,089 111,131 3,031 2.80    Background Checks 140 330 168    Food 96,649 44,466 99,652    Pre-Employment Testing 93 75 93    Contracted Food 11,218 11,218 11,218 Total 496,706 265,041 521,301 24,595 4.95 Surplus / Deficit 2026 Budget 2026 Actual (1/1/26  - 6/30/26) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Surplus / Deficit 0 -173,254 0 0 0 Reserve and Endowment Funds Please provide the following information 2026 Budget 2026 Actual (1/1/26  - 6/30/27) 2027 Proposed $ Difference (2026  Budget - 2027 Proposed)  % Difference (2026  Budget / 2027 Proposed)  Reserved Fund Balance 0 0 Endowment Fund Balance 0 0 8/31/2026 4:37 PM CST © 2026 e-CImpact page 60 of 70 Page 100 of 110 Client Demographics - 2027 ApplicationAging and Disabilty Resource Center - Rural Delivered Meals Client Demographics You will not need to report proposed individual demographic category data in the 2027 application. You will need to continue to collect the individual demographic data in the following categories (Age, Gender, Race/Ethnicity, Participant Poverty Level, and Elderly or Disabled Poverty Level) as you always have.  Once collection is completed at the end of 2027, you will enter that data accumulated into the 2027 Year-End Reporting tool to be released in February of 2027. When you have completed all questions on the form, select the “Save My Work and Mark as Completed” link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Participants Proposed # Served  2026 Actual # Served  through 6/30/2026  Proposed # Served  2027 Individuals 235 255 255 8/31/2026 4:37 PM CST © 2026 e-CImpact page 61 of 70 Page 101 of 110 Priority: H - Priority 3: Support community members in managing health challenges. Strategy: HP3 B. Support the delivery of evidenced-based programming that coordinates resources to provide comprehensive support to individuals with challenges to achieving healthy living. Outcome Statement: Participants will maintain or improve nutritional status while enrolled in rural home delivered meals. Activity:Administer nutritional risk screening upon enrollment and annually. Activity:Administer annual participation survey to rural home delivered meals participants. Outcome Measurements - 2027 ApplicationAging and Disabilty Resource Center - Rural Delivered Meals Outcome Measurements Select a Priority, then select a Strategy. Then Enter your outcomes, indicators, and activities. Strategy Outcomes Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # & % of participants who maintain or improve nutritional status upon receiving follow up reassessment as evidenced by the nutritional screening score recorded. # Served 140 # Sampled 112 # Achieving 79 % Achieving 70.54 0 # & % of participants who will express satisfaction with meals and eat them. # Served 140 # Sampled 56 # Achieving 48 % Achieving 85.71 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 62 of 70 Page 102 of 110 Outcome Statement: Rural Home Delivered participants will maintain or improve feelings of safety and/or a sense of security while receiving program services. Activity:Personally deliver one meal four or more days per week Activity:Provide a safety check with a face-to-face contact when meal is delivered Activity:Provided extreme weather and wellness telephone checks. The Measurement Tool for ADL's (Activities of Daily Living) has been validated by OAA and is effective. In order to be considered in the sample size for follow up assessment, a recipient must have a baseline in one year and a follow up assessment in the next year. Staff complete over the phone and face to face assessments to gather data. Participant surveys are sent to all program recipients with a self-addressed envelope. The program goal is for a 40% return rate. 2. Additional comments regarding outcomes and indicators Indicators Proposed results (1/1/27 -12/31/27) Actual results (1/1/2027 - 12/31/2027) # & % of participants who will receive follow-up call and intervention as needed based on wellness checks and/or daily safety check # Served 480 # Sampled 480 # Achieving 480 % Achieving 100 0 # & % of participants who report having a home delivered meal helps them continue living safely where they choose. # Served 140 # Sampled 52 # Achieving 47 % Achieving 90.38 0 1. Describe the tools or methods used to collect outcome data. Why are these methods appropriate for measuring success? Outcome data is collected through -number of face to face hot meal deliveries (tracked daily) -number of wellness checks (tracked daily) -Home Delivered Meal Assessment Form (completed at least annually) -participant surveys (completed annually) 8/31/2026 4:37 PM CST © 2026 e-CImpact page 63 of 70 Page 103 of 110 2. Additional comments regarding outcomes and indicators In 2025, trained volunteers completed 25,515 in-person safety checks during meal deliveries and shared daily opportunities to monitor participants' well being and address concerns.  Each year the program anticipates occasional closure days due to severe weather. On these days staff personally call each recipient to check on their safety and well-being. These calls can uncover urgent needs prompting follow up with emergency contacts, initiating wellness checks, and making referrals to other community programs. In many cases these interventions often prevent health crises and help participants remain in their home.  We anticipate a similar number of closures in 2027, each serving as a vital opportunity to assess well- being and provide life-sustaining support. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 64 of 70 Page 104 of 110 Key Program Details 2027Aging and Disabilty Resource Center - Rural Delivered Meals Key Program Details 2027 When you have completed all questions on the form, select the "Save My Work and Mark as Completed" button at the bottom of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Key Details Explain how your program aligns with the selected Impact Area, priority population, and strategy. Describe how your activities will advance the intended community outcomes. United Way's Healthy Community Impact Area's goal is to partner with evidence-based programs that improve behavioral, mental, and physical health and wellness with a priority focus on seniors 65 and older or those with varying abilities who live at or below 250% of FPL. The Rural Home Delivered Meal Program addresses interconnected challenges through an evidence based home-delivered nutrition model. Nutritious meals support physical health and management of chronic conditions, while regular social contact and safety checks help identify emerging concerns. Research summarized by Meals on Wheels America links home-delivered meal participation with improved food security and diet quality, reduced nutritional risk and social isolation, increased ability to age in place, and reduced healthcare and nursing home utilization.  It's been said that food is medicine. The Rural Home Delivered Meal program is able to serve an older adult for an entire year for the same cost as a day in the hospital or 10 days in a long term care facility. (Per the Bureau of Aging and Disability Resources HDM Profile and Report 3/26). Our Rural Home Delivered Meal program is helping participants maintain independence and dignity in the home of their choice. Comprehensive support is strengthened through collaboration with Meals on Wheels of Stevens Point, healthcare providers, home health and hospice agencies, discharge planners, and other community partners. When needs beyond nutrition are identified, participants can be connected with the appropriate resources rather than requiring one organization to meet every need. Describe your program model. What are the major services provided, and how do these activities and services lead to the outcomes you expect participants to achieve? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 65 of 70 Page 105 of 110 The Rural Home Delivered Meal Program is a program of the Older Americans Act. The OAA sets national nutrition standards and provides the scientific framework for local providers to deliver meals and nutrition services that keep older adults healthy, reduce their risk of chronic disease and disability, and support the management of existing health conditions.  The Rural Home Delivered Meal Program uses a home-delivered nutrition and supportive services model designed to help older adults remain healthy, safe, and independent in the home of their choice. The foundation of the program is reliable access to nutritious meals. Participants receive home-delivered meals and may receive additional frozen meals to ensure access to 7 meals per week. Meals meet the Older Americans Act nutrition standards. These services reduce barriers to adequate nutrition and support management of health and dietary needs. In 2025, 78% of reassessed participants maintained or improved their nutritional status.  Each delivery also provides social contact and a safety check. Volunteers report concerns to staff, who follow up through wellness checks, emergency contacts, referrals to community resources, or emergency services when needed. In 2025, individuals were referred to other services, on average, about 100 times per month (including but not limited to Caregiver Support, Adult Day Center, Evidenced Based Classes, Information and Assistance, and Elder Benefits). Additionally, 87% of surveyed participants reported that their volunteer meal delivery driver was the only person they saw on a meal delivery day. Describe how your program coordinates with other organizations, schools, healthcare providers, or community partners. Explain how these partnerships improve participant outcomes, reduce duplication of services, or strengthen the community response and impact. The Rural Home Delivered Meal Program works closely with community partners to ensure participants received coordinated support without duplicating services. Our partnership with Meals on Wheels of Stevens Point is central to this approach. Rather than operating as separate programs, we communicate regularly, coordinate referrals, share resources and training opportunities, and work together to ensure older adults have consistent access to appropriate nutrition and supportive services. This coordination is especially valuable when needs change or an urgent situation arises. If the Rural Home Delivered Meal Program cannot begin services immediately, we can work with Meals On Wheels of Stevens Point to provide temporary meal support until regular delivery begins.  Our collaboration with Meals On Wheels of Stevens Point also strengthens the broader aging services network. We share staff training and educational resources, coordinate emergency preparedness, support learning opportunities, and collaborate on community initiatives and funding opportunities.  These partnerships allow each organization to contribute its expertise, reduce duplication, and create a more coordinated response for older adults. The strength of local collaboration has also been recognized in state and regional aging network settings as an example of effective community partnership. Additionally, we coordinate with healthcare providers, hospitals, nursing homes, home health and hospice agencies, and other human service organizations that identify individuals who may benefit from home- delivered meals. These partnerships help participants transition safely home and connect with services earlier. Describe the ways you sustain this program beyond United Way funding. Include other major funding sources, partnerships, or organizational resources that contribute to long-term stability. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 66 of 70 Page 106 of 110 Along with the Wisconsin Aging Advocacy Network, the Rural Home Delivered Meal Program has been working to safeguard home delivered meals through grass roots advocacy. Funding information has been shared with Nutrition Advisory Council members, Board Members, volunteers, participants and staff alerting them to the need for advocacy as there has been flat or small funding increases through the Older Americans Act despite rising costs, growing demand, and a shortage of volunteers.  The Rural Home Delivered Meal program will continue to ask for a suggested donation of $5 per meal but will not deny a meal to a participant that is unable to contribute toward the meal.  Collaboration with Meals On Wheels of Stevens Point and other organizations allows us to share resources, coordinate services, and avoid unnecessary duplication.  Community awareness and trust are also important sustainability assets and further extend our capacity. In 2025, 159 volunteers provided 10,350 hours of service. Long-term volunteers, donors, community partners, and an engaged Nutrition Advisory Council demonstrate continued investment in the organization and its mission. By combining diverse revenue sources, volunteer and community resources, strategic partnerships, advocacy, and careful financial stewardship, the Rural Home Delivered Meal Program has built a sustainable model that does not depend on any single funding source and can continue adapting as community needs and funding environments change. Provide a brief explanation of your funding request. Describe how the requested United Way investment will be used and why these expenses are necessary to achieve the proposed outcomes. The Rural Home Delivered Meal Program is requesting a $47,650 United Way investment in 2027. These funds support the core cost of providing home-delivered meals to older adults but do not cover even the full cost of food, which represents about $170,000 of our annual budget. The Consumer Price Index anticipates that grocery prices will increase another 3.1% in calendar year 2027, stretching tight budgets even further.  United Way's investment is leveraged with recipient contributions, community donations, grants, organizational resources, and significant volunteer support. Together, these resources sustain the coordinated service model necessary to achieve our outcomes of improved nutrition, safety, social connection, and continued independence at home. Explain any significant increases or decreases in proposed program revenue or expenses. The program continues to experience increases in operating costs. Food remains our largest expense with grocery prices anticipated to increase another 3.1% in 2027, per the Consumer Price Index. And while there has been grass roots advocacy to support home-delivered meal programs, state funding remains unknown at this time. We continue to manage food costs through thoughtful menu planning, ingredient selection, and other efficiencies while maintaining required nutrition standards, meal quality, and participant satisfaction. On the revenue side, community grant funding is becoming increasingly competitive while future state and federal funding levels supporting aging and nutrition services remain uncertain. The Rural Home Delivered Meal Program continues to control expenses through a lean staffing model, significant volunteer support, community partnerships, and careful management of program resources. Proposed revenue and expense changes reflect the need to maintain or grow current service capacity as costs increase while ensuring that eligible participants continue to receive meals regardless of their ability to contribute. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 67 of 70 Page 107 of 110 Please reflect on your program's performance during the previous funding period. Describe any significant differences between your proposed and actual results (whether higher or lower than targeted), what contributed to those results, and how those lessons have informed your plans for the upcoming year. Despite increased operational costs and decreased funding, the program has worked diligently to remain in budget. Current utilization demonstrates continued strong demand. From January through June 2026, the Rural Home Delivered Meal Program has served 255 unduplicated participants. Our most recent completed annual outcome data also demonstrated strong performance. Of the participants receiving nutritional assessments in 2025, 78% maintained or improved nutritional status, exceeding the proposed goal of 70%. Meal satisfaction also exceeded expectations, with 95.8% of respondents reporting satisfaction compared with a goal of 90%. Lessons from these results are informing 2027 planning. We will continue monitoring nutritional outcomes, strengthening participant feedback, improving data collection, and refining services based on participant needs. Initiatives begun in 2026, including efforts to increase survey participation, will continue into 2027 so their effectiveness can be fully evaluated. Explain how each proposed outcome is meaningful for the participants you serve. Our proposed outcomes reflect two fundamental needs of the homebound older adults we serve: having adequate nutrition and feeling safe and secure while living in the home of their choice. The Rural Home Delivered Meal Program does this through providing nutritious and delicious meals along with a safety check each day that a hot meal is delivered.  Adequate nutrition supports overall health, helps participants manage chronic conditions, and provides the energy and strength needed to continue daily activities. Half of survey respondents shared that the hot, balanced meal provided by the Rural Home Delivered Meal Program accounts for half or more of their total daily food intake.  Knowing that someone will regularly arrive, notice if something is wrong, and connect them with help when needed provides both practical safety monitoring and reassurance. Additionally, program staff personally connect with each participant any time there is inclement weather and the Rural Home Delivered Meal Program needs to cancel meal delivery.  Home delivered meal services are one of the most cost-effective investments we can make to help older adults age safely in their communities. The Rural Home Delivered Meal Program is a nutrition and supportive services model designed to help older adults remain healthy, safe, and independent in the home of their choice. How will evaluation results be used to improve program quality or participant outcomes? 8/31/2026 4:37 PM CST © 2026 e-CImpact page 68 of 70 Page 108 of 110 Evaluation results are used as a continuous quality improvement tool rather than solely as a reporting requirement. Staff review outcome data, participant surveys, nutritional reassessments, menu satisfaction results, service utilization, and safety interventions to identify trends, areas of strength, and opportunities for improvement.  Program results are shared with staff and the Nutrition Advisory Council to support planning and decision making. When changes are made, continued data collection helps determine whether those changes are producing the intended results. The Rural Home Delivered Meal Program is also incorporated into the three-year strategic Aging Plan for the Aging and Disability Resource Center of Portage County. This strategic document addresses the needs and challenges associated with the aging population within our service area. Preparation and development of the 2028-2030 Aging Plan will take place in 2027. This involves gathering input from the public, collecting feedback on a draft plan, and submitting a final plan with updated goals and proposed outcomes to GWaar (Greater Wisconsin Agency on Aging Resources, Inc.). Outcomes from this vetted Aging Plan are also tracked, monitored, and reported on annually.  This ongoing cycle of measuring outcomes, reviewing results, making informed adjustments, and evaluating their effectiveness helps ensure that program resources and services remain responsive to participant needs and support improved nutrition, safety, and independence. 8/31/2026 4:37 PM CST © 2026 e-CImpact page 69 of 70 Page 109 of 110 Publicity and Marketing - ApplicationAging and Disabilty Resource Center - Rural Delivered Meals Publicity and Marketing The success of the United Way Campaign depends on our ability to communicate to donors the needs in our community and the impact of programs such as yours. The information gathered on this form will be used for publicity and marketing purposes including, but not limited to; e-newsletters, website, Facebook, etc. Please consider the questions, found by selecting the green question mark, as you complete your success story to in order to make it more compelling to donors and the general public. Client Success Story Agency Contact for Success Story: Rochelle Drexler Phone Number for Success Story: (715) 498-6657 Restate the outcome the story links to: Provide a safety check with a face-to-face contact when meal is delivered. Success Story (Please select the green question mark to review and consider the questions as you complete your success story to in order to make it more compelling to donors and the general public) A family member who wishes to remain anonymous reported the following. The Home Delivered Meal driver found my father on the floor when he delivered the meal. The Nutrition Program contacted emergency medical services and me. My father had fallen and broken his hip. This driver probably saved my father from death. This program is so much more than a meal! Quotes from recipients of the home delivered meal program: "The food and service are greatly appreciated." "Life saving program. Thank you!" "I've received excellent service. All the delivery people are very friendly." "Thank you for your faithful service. Nice balanced meals." "Time of delivery is commendable." "Food is good. Helps me out buying pills that are $1000 a month for my heart condition." "Thank you for this special service. Those who deliver the meals are so nice. My husband is enjoying the meals, and we are maintaining his weight." "I am so thankful for the wonderful meal service you provide me. I look forward to your healthy, nourishing meals every day - delivered by such very nice people. Your service has hugely improved my quality of life." I grant United Way permission to use the information provided on this form publicly. Yes 8/31/2026 4:37 PM CST © 2026 e-CImpact page 70 of 70 Page 110 of 110