1999
DOI: 10.1093/geront/39.2.235
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Building Community for the Long Term: An Intergenerational Commitment

Abstract: Intergenerational visitation programs have demonstrated advantages for the young and old, but few programs last more than a year or two. Weaving long-term intergenerational programs into the fabric of both school curricula and community cultural life was the goal of a project launched in 1988 in Phoenix, Arizona. Classrooms of children visit weekly or biweekly with nearby nursing home residents, developing friendships while pursuing educational activities. Carefully planned and widespread community support thr… Show more

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Cited by 34 publications
(15 citation statements)
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“…However, unlike some trends du jour, intergenerational programs that fail often began with appropriate rationales and the potential to achieve lasting impact. Theory and evidence from research suggest that lack of administrative support, cooperation between child and elder programs, and cross-training for elder and youth staff create challenges to facilitating an intergenerational program that can outweigh the benefits (Hayes, 2003;Hamilton et al, 1999;Henkin & Kingson, 1998;Jarrott et al, 2006) The field needs broad dissemination of evidence-based intergenerational practices and measures and incorporation of state-of-the-art qualitative and quantitative methodologies mastered in more established disciplines (our older brothers and sisters). Making wise choices as we navigate our adolescence, the intergenerational field can mature, establishing its unique identity and developmental trajectory without losing the rich diversity of programs meeting multigenerational needs around the world.…”
Section: Resultsmentioning
confidence: 99%
See 1 more Smart Citation
“…However, unlike some trends du jour, intergenerational programs that fail often began with appropriate rationales and the potential to achieve lasting impact. Theory and evidence from research suggest that lack of administrative support, cooperation between child and elder programs, and cross-training for elder and youth staff create challenges to facilitating an intergenerational program that can outweigh the benefits (Hayes, 2003;Hamilton et al, 1999;Henkin & Kingson, 1998;Jarrott et al, 2006) The field needs broad dissemination of evidence-based intergenerational practices and measures and incorporation of state-of-the-art qualitative and quantitative methodologies mastered in more established disciplines (our older brothers and sisters). Making wise choices as we navigate our adolescence, the intergenerational field can mature, establishing its unique identity and developmental trajectory without losing the rich diversity of programs meeting multigenerational needs around the world.…”
Section: Resultsmentioning
confidence: 99%
“…Administrators and family caregivers were invited to weigh the benefits and drawbacks associated with a summer intergenerational program (Gigliotti, Morris, Smock, Jarrott, & Graham, 2005). Staff members were the focus of a shared site study (Hayes, 2003); their reports that implementing the program was more difficult than they had expected pointed to why so many intergenerational programs are short-lived (Hamilton, et al 1999).…”
Section: Contextualizing Intergenerational Evaluation Researchmentioning
confidence: 99%
“…This finding corroborates other intergenerational interaction programs. 7,12 It appears that intergenerational interaction using reminiscence processes increase trust, reciprocity and respect among participants. Given that those aspects are components of social capital, 11,18 it is therefore possible to suppose that this activity should be an alternative for community empowerment and social cohesion improvement, which is the aim of the health promotion movement stated in the Ottawa Charter.…”
Section: Discussionmentioning
confidence: 99%
“…Contact theory similarly informed implementation of the current project. Even among high-quality IG programs, practitioners face a formidable challenge of sustainability, as few programs last beyond two years (Hamilton, Brown, Alonzo, Glover, Mersereau & Wilson, 1999). Often administrators view IGP as an add-on that is optional rather than a core element of the program (Deutchman et al, 2003).…”
mentioning
confidence: 99%