Contents of Part Two
I. Building coalitions
to strengthen society
II. Chronology
of the Illinois experience
III. Coalition
development in other states
For American society to flourish into the
next century, the distance between older adults and children must
be closed. The youth of our nation face a lifetime of rapid and
unrelenting change, both technical and social. Older adults have
lived through similar changes, and as the century closes they
face a sometimes frightening yet challenging future.
The old links that once brought children
and seniors into daily contact have been disrupted by job mobility
and the breakup of extended families. Communities and neighborhoods
have changed from a "front porch" social system to one of isolation.
Gone are the days when neighbors were involved with one another,
ensuring discipline for the children of the neighborhood.
Children can share their energy, and older
adults can help children understand the roots of today's society.
But this can happen only if young and old are together on a regular
basis.
New links must be created, and intergenerational
programs are doing that. In small, usually unconnected efforts,
thousands of connections are made daily between America's eldest
and its youngest.
These one-to-one linkages produce extraordinary
results, yet they are only a first step. This handbook is for
leaders who are developing intergenerational coalitions. Targeted
to top-level state leaders as well as individuals at the grass
roots, the handbook provides a case study of the Illinois experience
since 1985, and promotes a strategy of bottom-up, top-down organizing
with a goal of connecting communities through intergenerational
service and learning.
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Bottom up--Top down
A statewide effort, the Illinois Intergenerational
Initiative stimulates and publicizes intergenerational linkages.
The Initiative seeks to produce coalitions of the smallest size
--a teacher, older person, and student -- and from there larger
coalitions that span the community and the state. The strategy
engages a simultaneous bottom-up/top-down organizational model.
The bottom-up strategy focuses on local coalition development
by educators, service providers, and older adults, with a goal
of expanding programs from one classroom to a school, from a single
school to a whole district, and from one community to another.
The top-down strategy is to develop endorsement and support from
high-level administrators, so that linkages are established at
the decision-making levels of government and non-profit agencies.
When the strategy works -- and it does not always do so -- the
programs at the grass roots reflect the strength of individual
commitments and draw the attention of higher-level administrators.
Recognizing that intergenerational efforts can help address their
organizational priorities, the administrators then incorporate
intergenerational development into their strategic planning, and
the resulting organizational and sometimes financial support leads
to stronger and broader programs at the grass roots. When all
goes well, a symbiotic circle is established, the top helping
the bottom and the bottom helping the top, again and again.
Examples are easy to find. A child care program director and
a senior adult day care director bring their groups together.
The adults tell stories, listen to the children, and teach informal
lessons in manners and values. The children enlighten the seniors
about VCRs, today's families, and the wonderful potential of youth.
Recognizing that this type of interaction facilitates quality
eldercare and childcare, an administrator at the Illinois Department
on Aging talks to a counterpart at the Department of Children
and Family Services; together, they discover ways to work side
by side.
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Weaving a stronger fabric
Since the founding retreat of the Illinois
Initiative in 1986, hundreds of people have worked together by
phone and at meetings and conferences to develop a philosophy
and goals that help expand intergenerational activity. Participants
include program administrators, individual educators, service
providers, students, and older adults. They work in organizations
and agencies that serve young and old, and in preschool, elementary,
secondary, and postsecondary schools.
The Illinois Initiative supports efforts that weave into a community's
fabric the notion that skills of older adults and young people
are of value to other generations, and that both young and old
can be key participants in efforts to address problems such as
drug abuse, isolation, illiteracy, and care giving.
If we could envision a future with our goals accomplished, we
would find older persons as an integral part of schools, young
people involved daily in service with older persons, communities
where all generations serve and learn together, and state agencies
that routinely incorporate intergenerational efforts into their
services. The vision is not yet realized. But the Initiative pursues
it through four main strategies: 1. Communicate the importance
of intergenerational contact. 2. Stimulate the creation of intergenerational
programs and coalitions. 3. Establish support and endorsement
of state agencies and organizations. 4. Promote continuity by
supporting intergenerational programs with recognition, technical
support, encouragement, and media attention. Continuity most often
is the result of a passion to improve education and human services.
The most successful examples happened not because of funding,
not because it was legislated from above, not because a model
was established, but because of the innate drive of Americans
to strengthen and enhance community and neighborhood life.
As developers think about a state model for intergenerational
service and learning it is important to realize that each state
is different and will develop a state initiative that reflects
its unique political, economic, social and historical background.
In this handbook, we offer the Illinois experience as a working
model.
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The Illinois Intergenerational Initiative got its start through
a Higher Education Cooperation Act (HECA) Grant involving state
education and aging organizations. The Illinois experience works
on three levels: 1) the centralized administrative level, where
the power structure legitimizes and endorses the concept, 2) the
community, school, or organization level, where coalitions are conceived,
and 3) the classroom or community level, where the generations meet
for work and play.
From its start, the project has sought to create broad support
among state and regional organizations, while facilitating program
development in individual communities by providing information,
technical assistance, resources, and assistance with coalition
development. A central strategy has been to tap the enormous leadership
potential that exists in schools, human service organizations,
and among all generations.
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1985 -- Leaders receptive to idea for
invitational retreat
The Illinois Intergenerational Initiative
began during a snowy, cold week just before Christmas in 1985.
The chief executive officers of nine education systems and aging
organizations were contacted personally and given a proposal requesting
support for the statewide initiative and a retreat to bring people
together. The proposal included a short rationale, a needs statement,
information about the benefits of intergenerational programs,
and the expected outcomes. The organizations seemed at ease with
the idea and receptive to the request. Some of the leaders' comments
included: "It makes sense." "Older persons are great resources."
The timing must have been good, because six of the organizations
provided funding. All but one gave readily of staff support and
sent representatives to the steering committee.
The proposal was delivered in person, which provided an opportunity
for a short interview with each agency leader. Three benefits
emerged. First, the leaders identified potential supporters of
the initiative. Second, information was gathered about the organization
or agency's awareness of the benefits of intergenerational activity.
Third, a staff member in each case was appointed to the planning
committee. Those early commitments have grown beyond our wildest
expectations, thanks primarily to the enthusiasm and support of
the steering committee.
The Illinois Community College Board, the Illinois Department
on Aging, the Board of Regents, the Board of Governors, the Illinois
State Board of Education, the Illinois Community Education Association,
the American Association of Retired Persons, the Illinois Board
of Higher Education, and Southern Illinois University were the
organizations involved in the original coalition and steering
committee. The coalition now includes 50 organizations.
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1986 -- Retreat
creates framework for statewide network
The first order of business for the steering
committee was to plan an invitational retreat. Fifty organizations
concerned with aging, retirees, education, youth and volunteers
were identified and invited. The two and one half day September
retreat was held in Allerton Park in Monticello, Illinois. The
focus was on drafting a five-year plan to establish intergenerational
programming, but Sunday night was a casual, enjoyable time filled
by photo sessions, happy hour, dinner, and a short opening session
that included an inspirational talk by an expert in the field.
The planning work began in earnest on Monday, but not without
a break in the afternoon when participants were instructed to
relax alone in the park to reflect on their own organization and
how it might benefit from an intergenerational component.
Participants said one of the retreat's biggest benefits was that
it brought together people who were working parallel and had much
in common. Also considered valuable was the time spent analyzing
organizations to determine the potential for promoting intergenerational
programs. Everyone made commitments on activities to be accomplished
during the next six months and set goals for establishing programs
in their communities. As a follow-up and to promote communication
within the fledgling network, a quarterly newsletter named Continuance
was established.
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1987-88 -- Meetings, handbooks
help networks expand
A central focus in these years was the
creation of awareness and interest among leaders and decision
makers, through both in-person meetings and dissemination of reports
and news. A simultaneous effort provided resources, materials,
and tools to help teachers and service providers establish programs.
In January 1987, a statewide meeting was held to examine progress
on commitments and to discuss with a panel of key leaders how
to build organizational commitment to intergenerational ideas.
To help organizations become familiar with the fast-changing
field and the work of their colleagues, the initiative developed
and published three short handbooks: Getting Started Now: Developing
Effective Intergenerational Programs, Aging Across the Curriculum,
and a Directory of Intergenerational Programs in Illinois.
These resources provided an inexpensive way to educate people
and encourage them to think through the development process for
intergenerational programming. Eleven forums on "Educational Needs
of Older Adults" attracted older persons to college and university
campuses around the state. Many who participated in these discussions
became involved with students and service opportunities. As more
people became involved, the newsletter mailing list expanded from
300 to 500.
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1989-90 -- 'Circle of Helping'
meetings boost momentum
As programs multiplied in numbers and
impact, the Initiative's strategy shifted towards keeping intergenerational
programming visible and stimulating more organizations to identify
ways that intergenerational programs could address their organizational
priorities. A series of seven regional meetings, called "A Circle
of Helping," was planned by seven public universities to highlight
local programs and to examine ways that intergenerational programs
address the priorities of education, health, and human services
organizations. A report, Intergenerational Service-Learning,
was produced to reflect the recommendations of participants and
the challenges faced by schools and communities. Circle meetings
reached 400 people statewide.
The series of meetings in regional settings helped heighten visibility
and boost momentum. Participants said they gained new energy from
the ideas presented and the interaction with their peers.
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1990-91 -- Circle widens as more
agencies see benefits
As a result of the Circle of Helping meetings,
local coalitions and programs were identified and new ones were
developed through community colleges, service providers, and educational
service centers. The original focus on educational institutions
was broadened after the meetings because participants felt that
community agencies must be involved if an ongoing system is to
be established. Another invitational retreat, this one a smaller
event with 20 key leaders, was held in March 1991 to develop a
second five-year plan. A statewide meeting in April, which included
a symbolic joining of hands between education institutions and
older persons, examined ways that older adults can help address
the six national educational goals.
Continuing to encourage support from the top, the Initiative
interviewed Directors of state agencies and encouraged them to
add intergenerational concepts to their strategic plans. State
agencies and educational organizations were pulled together to
develop a state plan for intergenerational involvement.
The retreat, statewide meetings, and expansion of membership
resulted in workshops, coalition development, and small focus
groups that brought hundreds of people together. The number of
programs in Illinois has grown to 255 and the circulation of the
newsletter Continuance is up to 1,500, with one-third of
the readers outside of Illinois.
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1992 -- Original goals
still viable, success not yet achieved
The Illinois Intergenerational Initiative
continues to direct its efforts toward the original goals: 1.
Communicate the importance of intergenerational contact. 2. Stimulate
the creation of intergenerational programs and coalitions. 3.
Establish support and endorsement of state agencies and organizations.
4. Promote continuity by supporting intergenerational programs
with recognition, technical support, encouragement, and media
attention.
1993 -- Bringing the message to more
people
Future efforts will concentrate on bringing
the intergenerational connection to more people. A communications
network will be developed to facilitate linkages between different
types of programs throughout the state. The committees that will
make up the broader network include:
Postsecondary, to develop retiree components on college campuses,
explore creation of volunteer management posts for older adults,
and to inform retirees about campus opportunities;
Elementary/secondary, to network, provide technical assistance,
create regular forums, and develop curriculum for grades K-12;
Preschool, to develop a Campaign for Readiness and an intergenerational
curriculum;
Interagency, to promote intergenerational training and incorporate
intergenerational efforts in strategic plans of government and
non-profit agencies;
Coalitions, to provide information and promote discussion of
collaborative efforts;
Libraries, to share information and identify intergenerational
library programs; and
Community-based organizations, to pull the programs back into
the fabric of the community.
The information flow of this network will be two-way, with information
made available about meetings, conferences, and individual accomplishments.
The initiative will continue to use creative approaches to promote
intergenerational programs and coalitions. Success will be achieved
when communities have a focal point for information about intergenerational
involvement, and as a result, generations come together to solve
problems, support one another, and work together. Through these
strategies we hope to link the three levels of intergenerational
coalition development so that the strength of youth and elders
is multiplied and sent through the state like an electric current.
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Stories of successful intergenerational coalitions and networks
in the United States revolve around one or a few leaders who decided
that working together is the only way to survive. They make a commitment
to getting a coalition started and then reach out to others to make
it a reality. Most coalitions seek to pull service agencies and
education together -- and what better way than an intergenerational
activity?
In the past few years we have seen the emergence of intergenerational
coalitions because of economic difficulties, a strong desire to
provide more caring and meaningful services, and a realization
that all generations have much to contribute. Aging, youth, family,
and other organizations have made an effort to communicate with
one another. They have planned conferences, explored their mutual
potential, and joined hands to say "bravo" for exemplary intergenerational
efforts.
Each state is different and will develop coalitions that reflect
its unique political, economic, social, and historical background.
In Massachusetts, several individuals kept "running into" each
other on panels at workshops, conferences, and training sessions.
They decided to get together and explore something more formal.
They met and planned a statewide meeting focused on intergenerational
issues. Out of the conference came a consensus that a statewide
network should be established. The Massachusetts Intergenerational
Network was formalized during a day-long session where subcommittees
worked together to establish criteria for membership, organizational
structure, leadership, the name, publicity and funding. They ultimately
incorporated and obtained funding as a non-profit organization
with 501(c)3 tax status.
In New Mexico, a very committed leader saw the importance of
intergenerational involvement and proceeded to develop programs
in Albuquerque. The initial emphasis was on long-term care and
child care, but as the coalition grew, other community- and school-related
programs were developed. Gradually those city programs were expanded
to statewide programs. A coalition was developed with churches
and religious organizations that ultimately provided institutional
support.
In Oregon, a group of gerontologists and senior activists formed
a discussion group focusing on public and private policies that
cause tension between America's oldest and others. Two years later
they formalized Generations United in Oregon with a board representing
senior citizen groups and child-serving organizations. One of
their first ventures was an intergenerational conference. The
Oregon group has expanded to a statewide network of 25 organizations.
Seattle had a similar experience, according to Pam Piering, coordinator
for Generations United of Seattle-King County, "The momentum that
brought us together was the common fear that we would find ourselves
fighting over a shrinking pie of human service dollars. United,
we could make the pie grow and find creative ways to work together
to use the resources of each group to support our common goals."
The original group consisted of the Area Agency on Aging, United
Way, and a family services therapist; it has since expanded to
43 organizations, with quarterly meetings and at least one awards
event each year.
In southeastern Michigan, the effort started with a small group
representing a school district, a community college, the Area
Agency on Aging, and senior centers. They worked together to submit
a proposal to support development of intergenerational programs.
Since then they have promoted greater community/agency involvement
in intergenerational activities throughout Eastern Michigan, and
developed the effort into an organization called Generations United
of Michigan.
In Kansas, a planning group received a grant to develop a statewide
intergenerational network. The individuals involved set up organizing
workshops in communities around the state and sought input from
youth, community, and aging networks. Seven affiliate organizations
have since been developed around the state with the purpose of
promoting dialogue about intergenerational programs.
The New York Coalition was conceived as a result of the first
Generations United conference. A group of advocates from human
service agencies met on an informal basis to discuss issues of
common concern. They have formalized their coalition with 501(c)3
non-profit status and have recruited a Board of Directors representing
four regions in the state.
Virginia's Let's Link Ages and the Wisconsin Intergenerational
Network resulted from the perseverance of committed leaders who
saw the benefits of working together. They overcame barriers by
reaching out to colleagues working with other age groups. The
results are seen in the growing coalitions and collaborative activity.
The Delaware Valley Intergenerational Network, while not a statewide
coalition, has been successful in providing information on intergenerational
issues to Philadelphia and a five-county area including parts
of New Jersey.
New statewide coalitions are springing up all the time, giving
evidence that generations working together is a timely idea.
Committed leaders + involvement = success
Each of these coalitions started with one or a few concerned people.
Each evolved differently, depending on the needs, experiences and
perceptions of those involved. The continuity has been due largely
to one or two committed leaders or an active coalition that keeps
things "fired-up." In some cases funding has been the instigating
factor for the beginning of the coalition, but funding can be as
much a liability as an asset, because after starting with an ample
budget, it is difficult to adjust and maintain continuity during
periods of limited resources.
The experience and involvement of others is as important as money.
Many state and local coalitions have looked for advice to each
other and to Generations United, a national coalition dedicated
to promoting public policy responsive to the needs of all ages.
The organization was started by two co-chairs, Jack Ossofsky,
National Council of the Aging, and David Liederman, Child Welfare
League, and added two additional co-chairs, Marian Edelman, Children's
Defense Fund and Horace Deets, American Association of Retired
Persons. Over the last five years the Coalition gradually added
members and developed a more formal structure. Generations United
has a large national representation of organizations representing
all ages, social services, civic organizations, and associations
of community-based organizations.
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