JASAJBFCS Baby Boomer Implementation Grant

1
JASA/JBFCS Baby Boomer Implementation Grant

• March 15th, 2007

2
JASA and JBFCS Working Together

• Increased potential for overall project
• More efficient and cost effective
• Potential for expanded return of knowledge
• Potential for broader engagement of community,
  both agencies and individuals

3
Planning Process and Community Assessment

• Community Partners by Region
• Manhattan Congregation Bnai Jeshurun,
  Congregation Rodeph Sholom, Lincoln Square
  Synagogue, JCC in Manhattan
• Queens Central Queens Y, Forest Hills Jewish
  Center, Reform Temple of Forest Hills
• Long Island Friedberg JCC, Temple Emanuel,
  Temple Israel, Oceanside Jewish Center

4
Planning Process and Community Assessment

• Data Collection and Analysis
• JBFCS hired Dr. Elaine Wethington, Co-Director of
  Cornell Institute on Translation Research on
  Aging (CITRA). She has researched this time of
  life for fifteen years.
• Quantitative data approximately 650 surveys,
  administered both via internet and in person
• Qualitative data 6 focus groups 4 in
  Manhattan, 2 in Queens

5
Planning Process and Community Assessment

• Lessons Learned in Planning Process
  Similarities
• A place for our age to connect and network
• Programming for us
• Active involvement by us to address our issues
• Resource Center for reciprocal information and
  skills sharing
• Volunteer opportunities across a spectrum of
  institutions
• Personal interest activities trips, continuing
  adult education, avocational classes, etc.

6
Planning Process and Community Assessment

• Lessons Learned in Planning Process
  Similarities for Further Study
• From our survey data analysis A large number of
  respondents indicated that they will be
  volunteering less in the next 5 years
• From our survey data analysis Respondents cited
  synagogue after family and friends as the place
  they would turn for support and information, yet
  the data projects a decrease in synagogue
  affiliation in the next 5 years.
• What are they pulling back to? is a question for
  program outreach and implementation.

7
Planning Process and Community Assessment

• Lessons Learned in Planning Process Differences
• Partner resources and priorities
• Level of current offerings in the community
• Varying emphasis of topics for further
  engagement/personal growth

8
Planning Process and Community Assessment

• Existing Assets
• Access to the population
• Existing Programming
• Organizations with a foothold in the community

9
Planning Process and Community Assessment

• Changes From Original Planning Grant Proposal
• Agencies came with different hypothesis
• JASA Hypothesis focus on Baby Boomers are eager
  for a variety of opportunities to explore
  personal growth interests (e.g., lifelong
  learning, volunteerism, spiritual concerns) and
  support for transitional concerns.
• JBFCS Hypothesis Strengthen partner institutions
  (synagogues and JCCs) capacity to be responsive
  to Jewish Baby Boomers by enhancing programming
  that focuses on Jewish spiritual
  seeking/learning and volunteerism

10
Action Plan

• Association Model
• A reciprocal linkage among institutions and
  consumers and learning collaborative type
  structure whose final shape will be determined by
  the institutional and individual participants.

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Action Plan

• Association Model (contd) - Elements
• A peer advisory group.
• Includes outreach to focus group and planning
  group participants.
• Serves also as a professional/consumer coalition.
• A resource center, outreach/ education programs,
  flexible group volunteer calendar and local
  volunteer resources.
• A community program entity does not replace
  existing affiliations, but provides a network
  infrastructure for the existing affiliations for
  all partners.
• Project governed by an advisory board, made up of
  institutional representatives and community
  voices.
• Discussion of program sustainability from day 1.

12
Action Plan

• Similarities and Differences in Communities

2. Consumer interests/basket of opportunities
1. Institutional capacity

• Basic overarching themes and concerns, as
  outlined earlier
• A place that is a central local for the groups
• Flexible volunteering

3. Where people will go for resources
13
Action Plan

• Goals and Outcomes
• Create a place for our age to connect and
  network
• A minimum of 100 persons in each targeted
  community will participate in Project planning,
  governance, and activity opportunities during the
  first year.
• Enhanced resource capacity of the partner
  institutions and promotion of member/congregant
  affinity with these individual programs.
• Persons aged 51-70 will enjoy fulfilling life
  experiences as they age, through collaboration,
  engagement, and active affiliation with the
  Project entity and its community partners.

14
Action Plan

• Evaluation
• Continue partnering with Dr. Wethington, CITRA
• Assessment of
• factors that influence the decision to
  participate in volunteer, community, secular and
  spiritual programs
• characteristics of the participants versus
  non-participants
• projected change over time among adults who have
  different degrees of participation or who do not
  participate
• ways of increasing the attractiveness of programs
• Approximately 500-700 baby boomers in our target
  regions will be surveyed

15
Action Plan

• Agency Mindset Is It New?
• Deviates from the traditional model, but...
• Not new to the participating agencies.

16
Strength of the Program

• Partnerships are strength-based and maximize
  skill, interest and participation
• Agency Agency
• JASA and JBFCS each bring expertise and resources
  to the table
• JASA and JBFCS each have significant experience
  in forging and sustaining participatory
  collaborative ventures and partnerships within
  the communities
• JASA and JBFCS are neutral and therefore serve
  as a lynch pin to bind the collaboration
• Community institutional support 10 community
  partners
• Lay leader/consumer Professional

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Strength of the Program

• Creation of a structure that enhances individual
  and agency resources
• Acknowledgement of and ability to respond to
  similarities and differences in the communities,
  while maintaining cohesive overarching vision
• Continued evaluation built into the structure in
  order to further develop program, measure impact,
  and lead to the development of a self-sustaining
  and replicable program.
• Trans-denominational
• Provides services at all levels of economic need