An Intergenerational Summer Program Involving Persons with Dementia and Preschool Children

ABSTRACT

We implemented an intergenerational (IG) summer program at a colocated site for 2 consecutive summers to maximize continuity and enhance sustainability. We incorporated multiple methods to represent the views of key program stakeholders, including staff and administrators, parents who attended the program, and facilitators’ reports of the experiences of child and adult participants. We generated a list of themes and subthemes from each source and triangulated the data points. Despite the resources invested and the challenges faced, the program was well received and viewed as beneficial. These findings offer insight into the likelihood of sustainability for IG summer programming.     

EMERITUS PROFESSORS: ENGAGEMENT AND INVOLVEMENT

Teachers and practitioners of gerontology in universities and social agencies are overlooking an important resource that resides in the skills, experience, and knowledge of retired professors. Many of them are healthy, financially secure, and willing to volunteer their talents in interdisciplinary and intergenerational projects on the campus and in the community. The author suggests that retired professors, organized in an Emeritus College, officially recognized and modestly funded, would bring a grand‐parental, extended‐family presence to the campus, and provide a partnership with teaching faculty and students involved in gerontological education and practice. Such a college would not displace regular faculty or graduate assistants, but provide supplementary support in organizing and participating in symposia, lectures, research, tutoring, public relations, fund‐raising, and similar activities on the campus and in the community. The two‐year experience at Southern Illinois University in Carbondale is reviewed.     

Educational needs of the talented

Children with specific talents have particular needs that must be recognized if that talent is to be nurtured.     

Trustees versus Directors,Whom Do They Serve? Boards,For‐Profits and the Public Good in the United States

Postsecondary education in the United States is provided by public, not‐for‐profit and for‐profit institutions. Public and not‐for‐profit institutions are expected to serve the public good due to state control or chartering requirements; for‐profit institutions are not. Therefore, the decision to serve the public good is vested in the board. The for‐profit director's role as representative of shareholders' interests does not ensure deference to the public good. Currently, national priorities are aligned with shareholder interests creating an environment ripe for expansion of for‐profit education. However, there are implications as national priorities shift to positions that do not complement shareholder interests. Most critically, continued growth of for‐profit postsecondary education may lead to a reduction of service of the public good by all institutions. Private institutions (not‐for‐profit or for‐profit) exist in every large country; therefore, a thorough analysis of the legal distinctions among sectors is encouraged to understand the implications of growth.