The Program - Section 2

Establishing the Program

            Leadership programs for seniors typically begin in communities with a growing number of retirees on one hand and, on the other, a growing number of community challenges with insufficient existing resources to meet those challenges.  As community leaders consider utilizing the talent pool of retirees, one or more lead agencies emerge.  The lead agency may be public or private.  It may have existing leadership or educational programs.  The lead agency may serve retirees.  It may emphasize volunteerism.  The lead agency often donates leadership, time, space, long-term office support and sponsorship of the program.  

Selecting a Coordinator for the Program

            A local coordinator or director is essential to the project.  The local coordinator must be knowledgeable about the community, its resources, potential senior participants, and leadership programs.  The local coordinator may be hired specifically for this task or may be someone already within the lead agency who takes on the tasks of coordinator of the senior leadership program.

            The demands of the coordinator's job will depend on the complexity of the program developed, the amount of community support, the extent of secretarial or other support services, the coordinator's familiarity with the community and its resources, and how often the program runs.

            During the first year of a program consisting of seven or eight all-day sessions run over a four month period, the coordinator will spend 8 - 12 hours per week over 7 - 9 months of the year.  (Consider an average of 10 hours per week or 40 hours per month for 8 months = 320 hours for the program).  This hourly estimate assumes some clerical and telephone (paid or volunteer) for 8 - 10 hours per week over the same time period.

Click here for:  Skills Desirable in a Program Coordinator

Establishing a Senior Leadership Program Advisory Council

            The advisory council is the key to the long-term success of the program.  With ten to twenty members, it must represent a broad cross-section of the community, including women and minority groups.  Consider the major networks, neighborhoods and businesses.  Who are people with strong links to those networks, neighborhoods and businesses?  What groups may be affected by the leadership program for seniors?  Who are the people who command respect in those groups?  Seek diversity by seeking individuals who care about the community and are willing to give some time to developing a quality  program.

            Soliciting suggestions for advisory council members from various sources can be time-consuming and even frustrating, but essential.  Not only will the advisory council establish goals and curriculum, but it will be crucial in seeking class members and funding sources.

            Once an advisory council has been established, a chairperson should be elected.  The chairperson must be committed to the project with a record of achievement and an understanding of the community and its networks.  Some groups will want to select a highly visible person in the community to lend credibility to the program as well.  The chairperson must have a knack for dealing with diversity and for promoting ownership of the program to other people and groups.

Click here for: Considerations in Forming an Advisory Program 
                       Responsibilities of the Advisory Council
                       Helpful Questions

Establishing Goals and Objectives

            The initial task of the advisory council is to establish goals and objectives for the leadership program to identify how the program will address the needs of the retirees and of the community.  If the goals and objectives are clearly stated, the program is more likely to achieve them, and the written statements can be used in publicizing the program.

            As the advisory council visualizes what the program can become, each member can write on an index card a description of the program.  The collected cards can provide a basis for the beginning discussion.  The council must remember that it does not exist to solve problems or to utilize skills of retirees, but to create a vehicle which will allow retirees to become vitally involved in the future of the community.  

Identifying the Geographic Scope  

            A successful senior leadership program needs a broad base of support.  Participants from different geographic areas will provide the diversity needed for stimulation and networking.  Sufficient number of geographic areas are needed to provide an adequate supply of interested participants in subsequent years.  Communities, therefore, need to consider what areas to include for recruitment of membership.  Should members come from within city limits?  Can citizens from throughout the county be included?  Is there an adjoining county with significant population and significant to include?  A broad base of support also enhances possibilities of resources available to the program.  The extensiveness and inclusivity of the geographic scope will impact on planning the entire program such as composing the  advisory council, formulating goals and objectives, establishing programs, planning logistics (transportation, location, time etc.) and seeking funding. 

Click here for:  Considerations in Determining the Geographic Scope of the Program

Establishing the Program Content  

            Once program goals and objectives have been established, the advisory council can select a program committee.  This committee needs to have representation from various segments of the community.  The committee will select program topics, identify key resource people, and handle the logistics of the sessions.

            There is no one best way to develop leadership programs.  The curriculum samples in this manual should be viewed as samples or starting points only.  Each community will want to consider specific community needs and the goals and objectives of the program and the participants.

Click here for: Responsibilities of the Program Committee
                       Helpful Questions

Determining Costs  

            A leadership program for seniors will cost.  The advisory council must consider costs as soon as it considers goals and objectives since the extent of the costs and how they are covered will impact on the goals of the program.  Some costs can be determined fairly early.  Will the program have a dedicated coordinator or one "loaned" from an agency or organization.  Will the coordinator be paid or volunteer?  Will the program support an office, clerical help and overhead or will the sponsoring agency donate that support?  Will the coordinator work year-round or perhaps six months of the year?

            Actual program costs cannot be determined until the program curriculum has been designed and logistics set.  Logistical questions include whether or not the group will have to rent meeting space.  Will the program provide meals and snacks or will participants provide or purchase their own?  Will the program provide materials such as notebooks and diplomas?  Programmatic questions include whether or not speakers will receive honoraria for their presentations.  How often will programs meet and for how long?  How many program materials will the program provide?

            Another determination of costs is the question of tuition.  Will participants pay for tuition to defray some of the expenses?  If so, will there be a sliding scale based on ability to pay or will scholarships or awards be made to cover expenses for some participants who cannot or will not pay?  Will couples be encouraged to attend together and, therefore, be given a special rate?

Click here for:  Helpful Questions

Seeking Funding and Community Support

            Funding is an important consideration when establishing any new program.   It is often necessary to identify and pursue potential funding sources before all program details have been explored and before all program costs have been determined. 

            Some funding sources may be:

• foundations

• local corporations, banks, businesses

• utility companies

• economic development agencies

• leadership programs

• chamber of commerce

• colleges and universities  

• senior citizen centers and organizations

• civic clubs

• United Way 

            Some advisory councils may want to establish a funding committee with the special task of seeking funding.  This group needs to seek support confidently, knowing that the senior leadership program will return to the community much talent, energy and time that, if translated into cost, would outweigh the original investment. Those seeking support for the new leadership program need to remember that support my come in a variety of ways other than outright financial contribution.

            Contacting various groups and organizations also broadens the base of support for the new program.  Groups and organizations may be willing to provide mailing lists or names of potential participants.  Individuals within the groups or organizations may wish to become program speakers.  Groups or organizations may become future sites for task forces.  Some organizations that see benefit from future leadership volunteers may provide assistance with brochures and publicity. Simply, the more that is known about the senior leadership program by the community, the better.

Click here for:  Helpful Questions

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