Last year, the states, territories and their respective area agencies and tribal organizations distributed nearly $1.85 billion(1) in OAA transportation, nutrition, home-care and other direct services – and more than $1 billion more in Medicaid, federal block grant, levy and other senior-service funds - that helped more than 8 million older Americans live as independently and fully as possible. More than twice that number benefited from information and referral assistance pertaining to government programs aiding the elderly.
Most of the 655 area agencies, being non-profit entities, are governed by a board of directors/trustees. An exception is made, however, for tribal organizations and for the 32 percent of area agencies that also serve as direct branches of county or city government (2). But, as required by the Older Americans Act, all area agencies (except the 243 tribal organizations) must have an advisory council (3).
Both boards and councils help area agencies establish goals, build community support, advocate for innovations and improvements, and ensure that each unit’s and agency’s objectives are being strived for in an efficient, cost-effective and conscientious manner. And while the basic roles of these boards and councils in offering diverseperspectives and expertise, establishing goals, prioritizing services and overseeing budgets are generally understood, uncertainty and confusion surrounding specific areas of responsibility and action – and a lack of clear policies and procedures – can interfere with optimal functioning.
Hence, it is a good idea for new board and council members – and, now and then, the entire board and council itself – to review (and sometimes revise) the stated mission of the board or council, and the individual and group roles in achieving that mission. Those roles should be clearly spelled out in policies that delineate the responsibilities of board and council members and provide discernible boundaries separating the duties of those actually managing an organization and those overseeing and/or advising that organization. Boards and councils supply the broad strokes, and can be very helpful in strategizing, modernizing and expanding services and drumming up (and keeping an eye on) funds, but they are rarely involved in the day-to-day operations of an agency.
While it is understood that not every board or advisory council can, or should, operate under the same exact bylaws, protocols and rules of procedure, some common guidelines will apply and prove beneficial to all boards and advisory councils overseeing aging services in this country. A primary guideline for board and council members, especially those newly appointed or elected, is to feel strongly encouraged to ask questions regarding roles and responsibilities whenever there is the slightest uncertainty.
(1) AoA: Older Americans Act Legislation and Budget: www.aoa.gov/about/legbudg/current_budg/legbudg_current_budg.asp
(2) Mid-Florida Area Agency on Aging: www.mfaaa.org/AreaAgency.aspx?state=New%20York
(3) U.S. Code Home: Title 42, The Public Health and Welfare: Chapter 35: Programs for Older Americans Subchapter III: Grants for State and Community Programs on Aging: Part A/ General Provisions: Older Americans Act: Grants for State and Community Programs on Aging: General Provisions: Sec. 3026: Area Plans www.access.gpo.gov/uscode/title42/chapter35_subchapteriii_parta_.html