OTF Seniors Recreation Project 2020:Baseline Data Analysis and Evidence-based Benchmarking for Seniors Recreational Services

7/29/2019 OTF Seniors Recreation Project 2020:Baseline Data Analysis and Evidence-based Benchmarking for Seniors Recrea

1/32

2 | P a g e

OTF Seniors Recreation Project 2020:

Baseline Data Analysis and Evidence-based

Benchmarking for Seniors Recreational

Services

Funded by the Ontario Trillium Foundation

June 2012


2/32

3 | P a g e

Acknowledgements

The project is funded by the Ontario Trillium Foundation and overseen by the Ottawa CommunityImmigrant services Organization (OCISO). The opinions and interpretations in this publicationare those of the author and do not necessarily reflects those of the Ontario Trillium Foundation.

A special Thank You to Lynne Fergusson-Bourguignon from the City of Ottawa for her invaluableinputs and dedication throughout this project.


3/32

4 | P a g e

This report was prepared under the direction of:

Wali Farah, Project Sponsor, OCISOJacqueline Nyiramukwende, Project Coordinator, OCISOMakanza Alain Pae, Lead Senior Consultant, Kafia Holding Inc.

With the assistance from:

Lynne Fergusson-Bourguignon, City of OttawaJohn Philippe Melville, OCISOKaren Blakely, Jewish Family Services

Ana Maria, Club Casa de los AbuelosSerge Falardeau, Ottawa Community Support ServicesLeah MillerIsmail Mohamed, Ottawa Council on AgingLise Richard, Ottawa Community Support ServicesS. Phurn Ball

Alison Marchall, OCISOAndr Ntela Tayeye, Canadian Congolese Community

And the participation of:

LAssociation des Sngalais de la Rgion de la capitale nationaleCanada Nepal solidarity for PeaceCentre de services GuiguesCentre Sraphin-Marion d'OrlansChurchill Seniors CentreClub Casa de los AbuelosCongolese Community AssociationGujarati Cultural AssociationHeron Gate CentreHunt Club Riverside Community CentreJamaican Community AssociationJewish Family ServicesKanata Chinese Seniors Support CentreKanata Resource Centre

Nepalese Canadian Association of OttawaOttawa Community Immigrant Services OrganizationOttawa Orleans Somali OrganizationOttawa Tamil Seniors AssociationRwanda Community OrganizationSouth East Ottawa Community Health CentreSportplex Nepean CentreThe Good Companions


4/32

5 | P a g e

Note to readers

Copies of this report can be obtained from

The Ottawa Community Immigrant Services Organization (OCISO)959 Wellington Street WestOttawa, Ontario, K1Y 2X5Tel: (613)725-0202 / (613)725-5671Fax: (613)725-9054Email: [email protected]: www.ociso.org

Report completed in June 2012


5/32

6 | P a g e


6/32

7 | P a g e

Table of Contents

INTRODUCTION 8

HIGHLIGHTS 9

THECONTEXT 10

LIVING IN AN AGING SOCIETY 10

CONCEPTUAL FRAMEWORK 10

METHODOLOGY, LIMITATIONS AND DATA QUALITY 11

ANALYSIS 12

PORTRAIT OF RECREATIONAL ORGANIZATIONS 12

INCOME AND OUTLAYS FOR SENIORS RECREATION 13

ORGANIZATIONAL CHALLENGES 13

OVERVIEW OF OPERATING BUDGET FOR SENIORS RECREATIONAL ORGANIZATIONS 13

RECREATIONAL ACTIVITIES 14

MUNICIPALITY FINANCES FOR SENIORS RECREATIONAL ACTIVITIES 15

BEST PRACTICES LEARNED FROM RECREATIONAL ACTIVITIES 16

CONCLUSION AND RECOMMENDATIONS 18

APPENDIX I: LIST OF COMMUNITY AND INSTITUTIONAL PARTNERS AND THEIR CONTACTS 19

APPENDIX II: OTTAWA-CITYRUN COMMUNITY RESOURCE CENTRES AND THEIR CONTACTS 20

APPENDIX III: LIST OF FIGURES 21

APPENDIX IV: BIBLIOGRAPHY 33


7/32

8 | P a g e

Introduction

This report reviews demographic data and establishes evidence-based benchmarks forrecommended application for the Seniors Recreation Project 2020. Data were collected from a

series of meeting and discussion with community groups and service providers on a one-on-onebasis.

The Seniors Recreation Project 2020 was funded by the Ontario Trillium Foundation and led bythe Ottawa Community Immigrant Services (OCISO), in partnership with the City of Ottawa,Jewish Family Services, Help the Aged, Hunt Club Riverside Community Resource Centre,Council on Aging and the Ottawa Community Support Coalition. By collecting and analyzinginformation on ethno-cultural Seniors recreational activities in Ottawa, project thrives to developan action plan and city wide strategy for increasing the outreach and cultural competencies ofrecreation service providers who wish to respond to the needs of diverse cultural Seniors group.

Benchmark considerations, with the objective of increasing the total percentage of all seniorsreached and accessing services, include a review of Statistics Canada data, financial evaluation of

seniors recreation funded by province and municipality, local survey on the number of newimmigrant seniors in project participating communities, qualitative data on new immigrantcommunity definition of Senior, numbers of seniors reached from all backgrounds, numbers ofpartners in project measured by factors such as number of memorandum of understanding andattendance, in comparison to total senior services in Ottawa and a thorough identification ofservice gaps.

By establishing benchmarks and ensuring an evidence based strategy, data collected would serveas a foundation for future projects to produce replicable results that can be shared across Ontario.This component of the project is guided by the principles of Ottawas no community left behindstrategy and by the United Nations age friendly city concept.

In this report, a grass-rootorganization is understood as being a small organization with two orthree volunteers and which is in the process of developing a governance structure and representsthe beginning of establishing itself as a not-for-profit organization. A grass-root organization isusually completely dependent on volunteer donations.


8/32

9 | P a g e

Highlights

Ethno-cultural grass-root organizations are aged between 4 and 10 years, with 67% ofwhich has an annual operating budget of less than $10 000 dollars.

The language most spoken by grass-root organization is neither English nor French. The main three sources of funding for grass-root recreational organizations are from

membership fees, donations and the City of Ottawa. Lack of appropriate training for identifying funding sources, weak proposal writing skills,

lengthy application processes are some of the organizational challenges faced by ethno-cultural Seniors recreational organizations.

Wages, benefits and rent represent approximately 85% of recreational organizationsoperating budget.

Social recreation, performing arts and general interest are the main activities catered toethno-cultural Seniors in Ottawa.

Transportation issues, language barriers and lack of motivation are the key factorspreventing ethno-cultural Seniors from attending recreational activities.

65% of grass-root organizations responded that all Seniors served were from ethno-cultural background.

65% of respondents indicated that community agencies and City-owned communitycenters were the main providers of space for recreational activities.

Among the organizational challenges in acquiring space for activities by grass-rootorganizations, time availability and cost of space were the main concerns.

45% of respondents consider individuals 55 years of age and over Senior. Only 25%agree with the official designation of a Senior as being 65 years and over.

As for barriers to reaching out to ethno-cultural Seniors, 63% of respondents indicatedthat funding is an issue; 35% need a dedicated trained staff for this group of Seniors andneed more space.


9/32

10 | P a g e

The Context

Living in an aging society

The senior population of Ottawa will increase considerably in the next two decades as a result ofthe aging baby boomers. In 2006, the population 65 years and over accounted for 12.4% of theOttawas population. The number of seniors 80 years and over had the fastest increase during theperiod 1996-2006. There were 90,055 persons in the age group 55-64 who will become seniors inthe next decade1.

The senior population of Ottawa is increasingly diverse. In the 2006 census, 12% of the totalpopulation of Seniors were multicultural Seniors. The five predominant groups were Chinese,South Asian, Black, Arab and Southeast Asian2.

These hard facts suggest that we live in an aging society and that we cannot stop aging. Ourcapacity to affect our health as we age is limited. However, the importance of seniors interacting

with other fellow seniors through means such as recreational activities is paramount for theirwell-being3.

Conceptual Framework

The Seniors Recreation 2020 project has been initiated to raise the proportion of all seniorsaccessing services, improve efficiencies in the use of existing infrastructure; increase community

based seniors recreation, and maintain special attention to new immigrant seniors and theircommunities.

The positive impact of a community-based recreation strategy improves the quality of life forseniors by reducing isolation, increasing mental and physical health (and reducing other longterm costs), increasing civic participation, and increasing long term community engagement.

For new immigrant seniors, these benefits are amplified. New immigrant communities have beenstruggling to support the recreational needs of their seniors in isolation from established serviceproviders. Many new immigrant communities have had no sustained, publicly funded support fortheir seniors or have been operating from project funding only.

The project creates a model for culturally competent and sustainable, publicly funded recreationfor the growing diversity of seniors in Ottawa. Established service providers will propose newadministrative and financial models that will allow them to reach out to and partner withculturally diverse communities. Service delivery will flow to all seniors, especially new immigrantseniors, in locations, at times, and in languages suitable to each community.

The objectives of this evaluation process are to increase efficiencies in the use of existinginfrastructure and other resources, increase quality of life for all seniors in a culturally diversecity, maintain sustained ability to measure changes in the seniors demographic, and to provide aprovincial platform or model for changes in service delivery

1Statistics Canada, Census of 1996, 2001 and 2006

2 This is Who We Are: A Social Profile of Ottawa Based on the 2006 Census, Social Planning Council of Ottawa, 20083 Statistics Canada, Elder care and the complexities of social networks, Canadian Social Trends, no. 77, Summer 2005


10/32

11 | P a g e

Methodology, limitations and data quality

Considering the exploratory character of the project as well as the time and budgetary constraints

inherent to the project, it was suggested to adopt a non probabilistic sampling approach based onthe judgement and the rational choice of organizations to be observed. This voluntary approachdoes not require a costly sampling base. It is less expensive than random sampling and results can

be achieved very quickly.

As opposed to the random sampling, the non probabilistic sampling is less stringent, easier toapply, and does not involve taking representativeness into consideration as the desirable purposeof the sample description. The intimate knowledge of the observed organizations by the projectteam was sufficient to decide which organizations should be selected. For the purpose of thisproject, thirty-five community-run or city-run service providers were selected. The selection wasmotivated by available information on these organizations, as well as their implication in theproject. The sample representativeness was driven by the perceived importance of theorganization, and by the quality of data series related the financial and non-financial information

on Seniors recreational activities.

The main limitation of this non probabilistic sampling approach is that it is not possible to assignto the selected unit. It is therefore unreasonable to calculate probability as a statistical unit to beincluded in the sample, nor can a confidence interval be built around a population parameter.Because of the unknown size of the probability, it is not possible to evaluate the size of anestimator. In addition, there are problems of representativeness and sampling principles in thesense that the quality of the data and in particular a selection bias which limits the validity of thesample.

Here are some facts are facts about the data collection process:

Total number of selected organizations: 35Organizations "off target": 8Organizations retained for survey: 27Never responded: 7Participated and responded: 20Response rate: 74.07%


11/32

12 | P a g e

Analysis

Portrait of recreational organizations

This analysis is based on data collected for Seniors recreational activities that have taken place in2009. For this exploratory study of the landscape of recreational activities for seniors in the Cityof Ottawa, it is important to note the absence of a sampling frame from which to draw a randomsample and that could assign a weight to each of its units. The wealth of experience and judgmentof the Ottawa Council on Aging members were the sole determinant a non-probabilistic sample

with a distribution shown in Figure 1 (Appendix III).

Indeed, it is important to note that since the project's objective was about developing a betterunderstanding of Seniors recreational activities within ethno-cultural groups, special attention

was paid to grass-roots organizations with a weight 45% in our sample. Seniors RecreationsCentres represent 30% of our sample, followed by a cumulative total of 25% for CommunityHealth Centres and Community Houses.

Larger organizations such as Seniors Recreations Centres tend to have an Centre Director with aprofessional management team and a Board, whereas grass-root organizations are run by

volunteers. Equally important is to note that some Seniors Recreations Centres are managed andothers receive funding contribution from the City of Ottawa.

Structure of governance that one would encounter in organizations actively participating inSeniors recreations activities differ on the size and type of an organization. However, the mostfrequent structures are depicted in Figure.2, whereby 50% of observed organizations haveappointed an executive director with a management team, a volunteer Board of Directors from a

community and elected by the members of the community.

Grass-root organizations are aged between 4 and 10 years, with 67% of which has an annualoperating budget of less than $10 000 dollars (Figure 6). City-sponsored Seniors RecreationsCentres have an operating budget of between $100 000 and $ 250 000.

According to our study sample, 50% of organizations serve seniors of African or European origin,whereas 47% of organizations cater to Seniors of all origins. In general, these organizations arefully integrated with large operating budgets. Grass-roots organizations are, by definition, morespecialized according to the uniqueness of the ethnicity of their members. 25% of organizationscater to Seniors from Central and South America. Finally come Seniors of South Asian, Caribbean

with less than 20%. Other cultural groups served are the Chinese, Nepali, Somali and Tamil(Figure 7).

The language most spoken by grass-root organization is neither English nor French. Seniors fromthese groups prefer to be served in their native language such as Spanish, Chinese, Nepali, Tamil,

Arabic, Kinyarwanda or Lingala (Figure 8).


12/32

13 | P a g e

Income and outlays for Seniors recreation

As indicated in Figure 9, the top three sources of funding for recreational organizations are frommunicipalities, membership fees and from the Government of Ontario. A further look in Figure 11indicates that grass-root organizations are funded differently: membership fees, donations andCity of Ottawa (municipality). Among other sources are partners organizations such as United

Way.

Organizational challenges

Among the organizational challenges in obtaining funding from government agencies,recreational organizations find in most part that the application process is complicated andlengthy. They need training on how to seek sources of funding. For example, when completing anapplication, most grass-root organizations feel that they compete against professional proposal

writers hired by mainstream organizations. On occasion, they are asked to write a huge proposalfor a very little amount of money (Figure 11).

Other grass-root organizations are affected by a lack of consensus during board meetings and as aresult of which, applications for funding are often withdrawn because the board of directors isunable to successfully pursue the application process.

It is also important to note that members from grass-root organizations tend not to understandwhy they are asked to pay to belong to an organization, making these organizations utterlydependable on government subsidies. For that reason, some grass-root organizations simply donot charge membership fees to their members. One of the reasons making it difficult for grass-root organizations to be self-sustainable through membership fees are that 44% find fees tooexpensive and do not pay their fees on time (Figure 14).

Other organizational challenges in obtaining funding from other sources such as fund raising,donations are:

A need to learn how to devise, implement and deploy an effective fund-raising effort. An exhaustive cycle of applying and waiting to obtain the funds. Then reporting on a

regular basis on how the funds are being used, while looking for new sources of fundingand all this happening within a year or less.

Everyone (non-profit) is competing for donor/fund-raising dollars are there is nodesignated person for this role within grass-root organizations.

Difficulty to find suitable sources of funding. Donations from community members are not sufficient. Lack of internal fund-raising resources (i.e. no staff, no budget, etc.)

Overview of operating budget for Seniors recreational organizations

On average 71% of the total operating budget is dedicated to covering wages and benefits of largeorganizations such as Seniors Recreations Centre. It is roughly an average 54% for smallerorganizations such as grass-root organizations (Figures 13 and 14). The top three expenditures aremade in wages and benefits, rent and purchases (materials and sub-contracts)


13/32

14 | P a g e

Recreational activities

85% of organizations have responded that they do offer social recreation such as playing cards,group discussions as their main Seniors activity in their programming, followed by performingarts (70%) and general interest (70%) activities (Figure 15).

However, as for grass-root organizations, a group of other activities such as occasional field trips,cultural music, dancing, movie nights, knitting, group outings, reciprocal support, health issuesseminars, continuing education and crafts, speeches and poetry, plays an important part in therecreational programming.

40% of organizations responded that Seniors spend on average 0 to 5 hours of their time inorganized recreational activities, and 20% said that Seniors spend between 6 and 10 hours

weekly. Only 5% of organizations have the capacity to retain Seniors over 16 hours inrecreational activities weekly.

As for transportation to recreational centres, 45% responded that Seniors prefer using publictransportation, 30% think Seniors prefer to drive themselves to recreational centres.

50% of organizations believe that Seniors live in the community and close to recreational centres.

They tend to travel between 5 and 10 km. Other 30% say that although living in the city, Seniorstravel 20 km and more.

With regards to money spent by seniors at recreation centres, 70% of surveyed organizations saythat Seniors spend between 0$ and $20 in a single visit at a recreation centre.

Among the top 3 reasons preventing ethno-cultural seniors from participating in recreationalactivities, transportation, language barrier and lack of motivation were the highly ranked ones(Figure 16).

56% of grass-root organizations served between 50 and 100 seniors in 2009, while 70% ofmainstream Seniors Recreation Centres served in a range of 100 to 500 Seniors. 67% of Grass-root organizations have catered to ethno-cultural immigrant Seniors with same ethnic

background (Figures 17 and 18).

33% of grass-root organizations have responded that they use private homes for recreationalactivities; 33% have obtained a space from either a City-owned Community Centre or aCommunity Agency such as Community Health Centre. With 65% of all respondents, Community

Agencies and City-owned Community Centres were their main space providers for recreationalactivities for Seniors (Figure 19).

As for organizational challenges in accessing space for recreational activities, 56% of grass-rootorganizations believe that time availability is an issue, while 56% think that space is too costly(Figure 20).

45% of all responding organizations agreed with definition of a Senior as individual who hasreached the age of 55. Only 25% of organizations are comfortable with the official definition of a

Senior as a person aged 65 and over (Figure 21)

From a managerial perspective, 35% of responding organizations have five or more partners.However, 90% of grass-root organizations have none or one partner which tends to be acommunity agency. Many grass-root organizations are not aware that they can approach acommunity agency for help. 50% of organizations operate with no contract at all, while 20% haverecourse to MOUs.


14/32

15 | P a g e

As a main barrier to reaching out to Seniors, 63% responded that funding is the main issue, while38% said that they would need a dedicated and trained staff for the ethno-cultural group ofSeniors. A detailed look at the barrier is depicted in Figure 23.

Municipality finances for Seniors recreational activities

It is important to note that data on projected tax collection and projected tax expenditure onSeniors recreational activities for 2012, 2013 and 2014 were not available because budgets are notestablished or calculated by demographic, rather by service area within many City Departments.However, $92 million were allocated to the budget for the Department of Recreation in2009/2010, of which $42.5 million went to support Seniors Recreation Programs.

All Canadian municipalities support recreation services form their tax base. Recreation projectsrepresented $92 million in expenditure for 2009. This $92 million is offset by $49.5 million inrevenue (user fees, sponsorship, etc.). The tax-based investment in recreation over the last four

years has been three to four percent of the Citys overall operating budget.

For 2009/20010, Seniors Centres received a total of $517,875 funding contributions in Ottawa.In 2011, 29 Seniors organizations, representing 35 programs, received a total of $1,447,201 inCity Renewable Community Funding for core operational and programming related costs. This

support includes $30,451 in Recreation Funding through the Parks, Recreation and CultureDepartment. City funds support a range of Seniors services including Community SupportServices, Seniors Centres, Seniors Councils and Seniors Clubs/Associations.

Also in 2011, the Citys Non-Renewable Project Funding envelope allocated $90,000 in funding to7 one year projects serving multicultural seniors.

There are 8 Seniors Centres, 3 Senior Councils and 10 Seniors Association and Clubs that receivefunding a contributions to assist with the operational costs. City-run Seniors recreation programsare offered through 4 designated Seniors Centre and 19 other City Centers: 47% throughChurchill, 32% through Heron and 20% through Kanata. About 10,580 rental hours were made toSeniors organizations in 2010. There were 333 identified Seniors (65+) that used $53,445 ofCitys financial assistance.


15/32

16 | P a g e

Best practices learned from recreational activities

The following are what organizations had to say when asked when what made their organizationstand out:

Partnership and openness is model of collaboration. Relationship is developed on the basis on trust, respect and acceptance. Cultural aspects are taken into consideration when designing activities, for ex. cooking

ethnic foods.

Programs are created based on the needs, interest and suggestions coming from theculturally diverse clients.

An opportunity to meet with other members from the community. An opportunity to introduce home culture to children born and raised in Canada. An opportunity to introduce home artists to the Canadian public As a community group, the main human resources are volunteers. It is not always easy to

be available for non paid work.

Speaking the same language, sharing the same culture, therefore it is easy to pick up aphone and call up a Senior or even pop in at their residence.

Trust comes easy, social moments are less tense, so Seniors anticipate to meet over anyactivity such as dancing, eating or in a general socialization.

The kind of recreation the group practices is of low budget considering the tools neededfor activities such as dancing (CD player and dancing space are the main requirements).

Trust in what we do for the seniors and their families. We are consistent in our policies and programming. Having a house makes it very simple

for the seniors to remember where we are, and gives all of them a sense of identity.

Freshness of programming: run and designed by the Seniors themselves. Chronic lack of money: it may sound odd to always talk about money most of the time as

the main issue but $10 000 per year to serve over 100 seniors and keep them busy 6 daysa week in the Capital region is not easy.

We have proved to be accountable, as we put every cent we get and many cents wecontribute to good use.

We are strategically located nearby major ethno-cultural group. We attend cultural eventsin these communities. Informal partnerships with those communities, partnerships withresource centres in our community and we offer program spaces to various centres.English as a Second Language program is taught in our Centre.

We provide service in the language spoken by the Seniors. We are culturally sensitive and will change program to accommodate our Seniors. We have built strong partnership with other service providers. We build governance around strengthening our organization through capacity building by

offering a variety of activities. We connect with community members on a daily basisthanks to common culture, religion and language we all share.

We are a well known organization by the City of Ottawa, the provincial and federalgovernments.

We are the best on youth and family programs which makes it easier for the organizationsto outreach to Seniors.

We outreach to City of Ottawa aging place buildings and invite Seniors in those buildingsfor an information session on our services.

We offer chair exercise classes and dance fit for Seniors at no cost. We offer a gender-based multicultural Seniors programming and it is very successful We provide community program that is within community; so no traffic or transportation

is an issue.

Our workers understand the cultural sensitivity and devise programs based on theCommunity needs.


16/32

17 | P a g e

Engaging Seniors in their language, helping them to get involved with the events. We are committed to making services accessible to all, including ethno-cultural seniors We are a culturally competent and multilingual staff. We have recreational activities in the neighbourhoods where Seniors live. We have referrals and connections from outside agencies


17/32

18 | P a g e

Conclusion and recommendations

The project Seniors 2020 Baseline Data analysis has enabled to obtain ground-breaking datafrom recreational activities for Seniors in ethno-cultural communities of the City of Ottawa. Asindicated in statement of the project, the effort was aimed at obtaining evidence-based data to

better understand the landscape, the design, the development and the evaluation of recreationalactivities for Seniors in ethno-cultural communities.

Indeed, the project has allowed exploring and better understanding the socio-cultural,demographic and financial aspects in the recreational context of ethno-cultural communities.From this exploratory study, it is now plausible to argue, with some reservations, that grass-rootorganizations in ethno-cultural communities would be better equipped in reaching out to Seniorsand cost-efficiently delivering recreational activities in ethno-cultural communities because oftheir special cultural position in addressing the needs of Seniors from these communities.

Recognizing the lack of a comprehensive sampling frame of grass-root organizations thatspecialize in providing recreational activities for Seniors in their respective communities, it would

be prudent to avoid generalizing the results from this project on all the grass-root organizations inthe National Capital Region.

Nevertheless, data from this project can still qualitatively be used to validate many of theassumptions relating to the special context of recreational activities for Seniors in ethno-culturalenvironment of the City of Ottawa. City-funded Community Agencies should try to makethemselves known to most of the grass-root organizations because they are an important resourceand a must for these communities.

A further project focusing on the realities of Seniors in ethno-cultural community would bewelcome. However, community agencies should begin by conducting a census of all grass-rootethno-cultural organizations in their respective geographical areas, so as to allow drawingconclusions statistically compelling for future projects.


18/32

19 | P a g e

Appendix I: List of Community and Institutional Partners and their

Contacts

Community Partners

Club Casa de los Abuelos

Regroupement des Affaires Femmes

Rwanda Community Organization

Members of the Coalition of New Immigrant Seniors

Institutional Partners

Jewish Family Services

Community Support Coalition

Council on AgingHelpAge

Ottawa Community Immigrant Services Organization (OCISO)

Hunt Club Riverside Community Centre

City of Ottawa


19/32

20 | P a g e

Appendix II: Ottawa-Cityrun Community Resource Centres and

their Contacts

Institution Name Phone numbers

Heron Seniors Centre: (613-247-4802)

Churchill Seniors Centre: (613-798-8927)

Nepean SeniorsCentre: (613-580-2828)

Kanata Seniors Centre: (613-599-4480)


20/32

21 | P a g e

Appendix III: List of Figures

Figure 1 Organization characteristics

Figure 2 Structure of governance


21/32

22 | P a g e

Figure 3 Age distribution of surveyed organizations

Figure 4 Age distribution of grass-root organizations


22/32

23 | P a g e

Figure 5 Operating budgets among surveyed organizations

Figure 6 Operation budgets for grass-roots organizations


23/32

24 | P a g e

Figure 7 Seniors ethnic groups served

Figure 8 Languages spoken


24/32

25 | P a g e

Figure 9 Frequency of sources of income for Seniors organizations

Figure 10 Frequency of sources of income for grass-root Seniors organizations


25/32

26 | P a g e

Figure 11 Frequency of organizational challenges in obtaining funding from governmentagencies

Figure 12 Frequency of organizational challenges in obtaining funding from governmentagencies by grass-root organizations


26/32

27 | P a g e

Figure 13 Frequency of organizational challenges in obtaining funding from membership ingrass-root organizations

Figure 14 Operating expenses for Seniors recreation organizations


27/32

28 | P a g e

Figure 15 Operating expenses for grass-root organizations

Figure 16 Types of recreations for Seniors in recreational organizations


28/32

29 | P a g e

Figure 17 Top three reasons preventing ethno-cultural Seniors from participating inrecreational activities

Figure 18 Number of ethno-cultural seniors served by grass-root organizations


29/32

30 | P a g e

Figure 19 Percentage of ethno-cultural seniors served by grass-root organizations

Figure 20 Space providers for recreational activities


30/32

31 | P a g e

Figure 21 Organizational challenges in acquiring space for activities by grass-root organizations

Figure 22 Definition of Seniors


31/32

32 | P a g e

Figure 23 Main barriers in reaching out to ethno-cultural Seniors


32/32

Appendix IV: Bibliography

Statistics Canada, Census of 1996, 2001 and 2006 This is Who We Are: A Social Profile of Ottawa Based on the 2006 Census, Social

Planning Council of Ottawa, 2008

Statistics Canada, Elder care and the complexities of social networks, Canadian SocialTrends, no. 77, Summer 2005

A portrait of Ottawa Older Adults: Demographic and Socio-Economic Characteristics,Ottawa City Council, 2011

Documents

OTF Seniors Recreation Project 2020:Baseline Data Analysis and Evidence-based Benchmarking for Seniors Recreational Services