This research portrays a paradigm for the assessment of aging services to support populations aging in place. The dissertation was designed to establish a model to identify and evaluate senior ready communities. Area specific social programs and services are identified. In order to meet the growing needs of aging populations, the dynamic representation of existing services and the need for services that could be developed in certain communities require reevaluation in current planning, restructuring, and/or community development.

This study was a comparison of the perceptions of directors of and participants in senior centers with regard to needs of the elderly and delivery of services to them. The sample consisted of a random selection of 200 of the 741 centers in the state of Texas. Responses were received from 111 center directors and 609 elderly participants. An instrument that used a Likert-type scale to measure the importance of needs and frequency of delivery of services was devised to survey needs in the areas of health, nutrition, recreation, education, and transportation. No statistically significant differences were found between perceptions of directors and participants with regard to needs, delivery of services, or the differences between needs and actual delivery of services at the centers. When participants were grouped on the basis of gender, age, and ethnicity, males and minority groups rated both needs and delivery higher than did females and the majority ethnic group. The sixty to seventy age group rated education needs significantly higher than did the older age groups.

Federally qualified health centers (FQHCs) that harness the reinforcing nature of collaborative efforts with aging services can better prepare for the future of older adult populations. The purpose of this research was to identify collaborative efforts between FQHCs and aging services and distinguish perceptions and knowledge regarding older adult populations. Executive directors, medical directors and social service directors (N=44) at 31 FQHCs across the state of Texas completed surveys measuring structural, procedural and environmental components of the health center setting. The 2007 Uniform Data System and 2000 US Census provided additional data on health centers use and services. Descriptive statistics analyzed independent variables of health center characteristics. Bivariate analysis determined significance of association between independent variables and levels of collaboration with aging services. Results found that all health centers collaborated with at least one aging service, with more informal than formal partnerships. Respondents indicated major barriers to providing services to older adults, including inadequate transportation, inadequate insurance, and limited funding. Respondents also indicated overloaded staff as a major barrier to collaborating with aging services. Aging topics for staff development and perceptions about older adults were also identified. Health center tenure (p=0.005, lambda=1.000), professional tenure (p=0.011, lambda=1.000), leadership in aging services (p=0.002, lambda=1.000), recent gerontological training (p=0.002, lambda=0.500), formal gerontological training p=0.002, lambda=1.000), strategic planning (p=0.002, lambda=1.000), and having older adults on governing boards (p=0.002, lambda= 1.000) were significantly associated with informal collaboration with aging services. Health center tenure (p=0.006, lambda=0.500), leadership in aging services (p=0.004, lambda=0.500), recent training (p=0.010, lambda=0.500), formal training (p=0.005, lambda=0.500), the designation of health center staff older adult services (p=0.025, lambda=0.250), strategic planning (p=0.011, Iambda=0.500), and older adults on governing board (p=0.009, lambda=0.500) were significantly associated with formal collaboration with aging services. In conclusion, FQHCs' efforts at partnering with aging services should include an investment in key staff and board development, the designation of staff to older adult programs, and strategic planning.