Encore Fellowships are an exciting new social innovation to unleash encore talent as a powerful force for solving social problems. For social purpose agencies, initiatives and communities, they provide needed high-value talent to help tackle social problems. For experienced, highly skilled employees, they offer a transition from midlife careers to encore careers that combine personal meaning, continued income and social impact.
If you are interested in developing an Encore Fellowships program for your community or organization, this program overview is the place to learn more. It will help you deepen your knowledge about Encore Fellowships so that you can begin to frame your own program, aligning it with your interests and capabilities and ensuring that it is well supported within your organization or community.
Table of Contents
- THE IDEA
- THE PROGRAM
- PRINCIPLES AND PRACTICES
- OPERATIONS AND FUNDING
- ENCORE FELLOWSHIPS NETWORK
- Appendices
- Glossary of Encore Terms
- Encore Fellowships Development Milestones
- The notion of traditional retirement is being redefined. After midlife careers, many people have a need and a desire to continue working, not only to make ends meet but also to find new meaning and to use their experience in ways that help solve social problems.
- Encore careers represent a new definition of success for the second half of life. Encore careers combine personal fulfillment, social impact and continued income, enabling people to put their passion to work for the greater good.
- Americans want encore careers in the second half of life. Of those between ages 44 and 70 not already in encore careers, half say they are interested in moving into jobs in such fields as education, health care, government and the nonprofit sector.
- The nonprofit sector needs experienced employees more than ever. Research from Bridgespan reveals a shortage of nonprofit leaders and underscores aging boomers as one of the most promising talent pools to help close gaps in the growing need for management and leadership capacity in the social sector.
- Encore careers may not be easy to find, despite social sector needs and a high level of interest. Most 50+ adults think it is not be easy to find jobs where they can make a difference.
- Structured pathways into encore careers are few and far between. Bringing together the talent pool of the over-50 population with a growing nonprofit sector in need of management capacity makes good common sense. However, switching from the private to nonprofit sector is not always smooth or straightforward, and few pathways are in place to support their transition.
- Innovation is the key to connecting nonprofits with talented boomers. Like solving the nonprofit leadership deficit, tapping into boomer interest in encore careers is not necessarily easy. Innovation is required to create new vehicles that connect nonprofits with talented boomers, to rewrite the career trajectory and to help experienced professionals transition to the nonprofit sector.
- Encore Fellowships are an effective, new experience-based pathway to encore careers. Encore Fellowships represent more than a new program approach; they offer a new way of thinking and acting to tap encore talent for social needs.
- For nonprofits (social-purpose organizations): Highly valued talent at affordable prices that advances organizational capacity and impact and reduces the perceived risk of hiring talent from outside of the social sector
- For Encore Fellows: Experiential, flexible pathway to explore social-purpose work, leading to encore career opportunities
- For corporate partners: Attractive strategy for work-force management, market, community and employee engagement
- For the community: Improved social sector with increased impact
- Inclusion in the Serve America Act signed by President Obama in April 2009
- A Fast Company award as one of the top 10 "2009 Social Enterprises of the Year"
- Overwhelmingly positive results for nonprofits, Encore Fellows and corporations involved with the 2009 Silicon Valley Encore Fellows Pilot
- Growing interest from states, corporations, organizations, communities and individuals
- Extensive coverage in print and broadcast media
- Respond to a high-priority need and build the organization’s capacity to achieve its mission
- Leverage the fellows’ skills and align with their social-purpose goals
- Ensure clear roles, milestones and outcomes that are achievable within the fellow time frame
- Broad skill sets and new ideas: Fellows bring a fresh perspective and talent that boosts the work host’s capacity. As the target skill set includes management, professional or technical backgrounds, they can help strengthen organizations in many ways, such as developing their brands and messaging, redesigning human resource systems, designing performance management systems, developing partnerships, leading strategic planning exercises and even stepping in as interim executive director.
- Greater organizational effectiveness: Fellows also provide an objective, analytical and seasoned perspective that makes them well suited to guide staff through internal assessments and to act as executive coaches, mentors and role models. The fellows’ management experience boosts the ability of the entire organization to execute its core organizational processes, such as budgeting, operations, planning and program management, in a more effective and consistent manner.
- Transformative contributions: Highly skilled fellows can make a difference at key inflection points, such as new ventures or partnerships, business development, preparation to scale and periods of growth and organizational change.
- Engage work hosts, corporations, community organizations, the open market and other players in recruitment strategies that target highly skilled candidates who are well suited to fellowship roles
- Screen individual skills, interest, readiness and requirements
- Assess critical areas, such as skill sets, needs, cultural fit, learning goals and work scope, through several steps to determine the match between prospective fellow and work host
- Agree on a match that is mutually supported by the work host and fellow
- Application process: The selection process provides a first step on the prospective fellow’s encore pathway, as well as a way for the program operator and work host to gain a clear understanding of skill sets, goals, interests and considerations around location, scheduling or work environment.
- Interview and information gathering: Fellow candidates should be encouraged to not only learn about the specific work assignment, but also to review work host materials, reports and web sites to gain knowledge of mission, programs, structure and needs. Ideally, prospective fellows will interview with up to three potential work hosts to deepen their knowledge and begin to prepare for the transition.
- The right fit: Making the right match takes both science and art. Beyond alignment of skills with needs, the match should take into account organizational culture and values. The work host director and prospective fellow should not only discuss the scope of work, but also get to know one another and clarify expectations. Time spent at the organization – shadowing, attending staff and board meetings and participating in programs prior to the fellowship – is invaluable.
- Screen work host readiness and capacity to host a fellow
- Forge a strong connection between the fellow and work host director, senior management team, board and key partners
- Ensure clear organizational buy-in and executive sponsorship
- Assign personnel and resources to support the fellow’s work and development
- Senior leadership role: Have the fellow report to the executive director or CEO, include in senior leadership meetings and invite to board meetings when possible. As fellows come with management and professional backgrounds, the director plays an essential role in overseeing their work and serving as a mentor.
- Scope of work: A joint development of a statement of work by the host and fellow will lay the foundation for a strong working relationship and ensure that goals are clear.
- On-boarding: Fellows should be oriented to the mission and structure, made to feel welcome, valued and prepared for the work ahead. They need to be introduced to the social sector’s different language, metrics, resources, financial models, infrastructure and support systems.
- Integration and identity: Work hosts have found that fellows can produce results and play a unique role that is different than a consultant, volunteer or regular staff. To realize this potential, the fellow must be embedded in the organization and regarded as a key player. Providing the basics, such as business cards, an email address, a desk, a phone and a computer, help ensure an effective work placement and identification with the organization.
- Transparency: Open communication will support a productive Encore Fellowship and alleviate any employee concerns about different language, points of view, background and internal reporting relationships. Making the fellow part of the staff team and providing regular updates will reduce friction and establish positive work relationships.
- Getting the work done: Expect a high level of productivity once the fellow gets up to speed. Adjust the statement of work as you go. It’s likely you’ll be able to accomplish more than you ever anticipated.
- Fully engage the Encore Fellow’s skills to achieve the highest value result
- Compensation reinforces the value of the work to the organization and to the Encore Fellow
- The fellowship structure provides high-value services at an attractive below-market rate to work hosts; conversely, the fellow benefits from a uniquely structured opportunity to explore while still contributing in a high-impact role.
- Value proposition for work hosts: By bringing experienced, affordable talent to accomplish work and improve organizational effectiveness, Encore Fellowships provide work hosts a highly attractive value-to-cost ratio for high-impact work.
- Value proposition for fellows: Encore Fellows receive reasonable compensation for a prestigious transitional and exploratory work experience with significant personal meaning.
- Compensation types: Compensation can include wages, consulting fees, a stipend or living allowance, health insurance or other benefits.
- Compensation level: $25,000 for the equivalent of six months full time over a one-year period is recommended but will depend on local community and market conditions.
- Funding the fellowship: Compensation can be funded by a variety of sources. For example, in the case of a $25,000 stipend, the corporate employer might pay $12,500 and the work host the other $12,500. In other cases, a corporation, work host or foundation might cover the full cost.
- A substantial time commitment is required to get results for the work host and to provide a meaningful work experience for the fellow to develop an appreciation for social-purpose work.
- Work schedule flexibility mutually serves both the fellow and nonprofit
- Flexibility needs to be balanced with structure to ensure that organizational needs are met and high-value work is accomplished
- Flexibility and structure: Fellows highly value flexibility and a degree of work autonomy. Scheduling should take into account both organizational needs and individual circumstances.
- Fellowship length: A yearlong assignment is recommended to ensure the fellow has time to achieve results for the nonprofit and to develop expertise in the social sector. Work hosts find that with a well-defined scope of work and solid plan for integrating the fellow, a yearlong part-time commitment will produce significant benefit.
- Integrate the work experience, peer networking, outside experts and resources into a comprehensive Encore Fellow development program
- Develop a curriculum and learning activities that correspond to the Encore Fellowship progression: first, an orientation to the social sector; followed by strategies to bolster on-boarding, deepen knowledge and increase impact during the work experience; and, finally, preparation for the post-fellowship transition
- Incorporate principles of experiential and adult learning
- Provide significant learning opportunities associated with the specific mission and issue focus of the program operator or work host
- Pre-Fellowship: Provide tips from previous Encore Fellows, orientation to the nonprofit and public sector, online resources for sector switchers (e.g., www.encore.org, www.bridgestar.org, www.idealist.org), a “must read” list (with Jim Collins’ book, From Good to Great in the Social Sector, at the top), select articles and issue area background
- Work experience: Reinforce on-the-job learning through reflection opportunities, regular involvement of staff and board members, exposure to the full range of organizational activities from program delivery to decision making, and a periodic process to review work progress and fellow development
- Peer networking: Create a peer group to share experiences and provide support. The value of the peer group is particularly important in the early stages of the encore fellowship. By regularly meeting with other fellows who are switching sectors, fellows expand their learning beyond their own work experience and gain a more in-depth understanding of the social sector. If possible, engage previous Encore Fellows or careerists as mentors as well.
- Transition support: Fellows should also be provided access to job search information and resources, coaching and other services. As they move beyond their fellowship, they’ll need guidance to frame their experience and expertise to line them up with their encore career goals.
- Beyond the fellowship: While some Encore Fellowships will lead directly to a job at the work host, there will be a number of paths for the fellows to pursue. In either case, it’s important to intentionally expose fellows to other social-purpose organizations working in the same geographic area or sphere of work.
- Align Encore Fellowships program design and operation with mission and programs
- Provide leadership to develop and grow Encore Fellowships
- Ensure strong management structure for all aspects of program operation
- Generating interest and support: Serve as the “champion” for Encore Fellowships, energizing other stakeholders, creating a strong funding base and building support within its own area of work or community
- Program launch: Develop and implement processes to recruit and select work hosts and fellows. Serve as the broker to determine the right fit in the work host/fellow matching, making sure that skills sets, cultural and work assignment are complementary
- High-quality implementation: Provide guidance and support to work hosts for on-boarding and work implementation over the period of the fellowships. Utilize check-ins and periodic reporting to track progress. Convene fellows in a learning community, and also work closely with work hosts to learn from their experience and to continuously improve program operations
- Designs and manages the program
- Coordinates recruitment, selection and matching of work hosts and fellows
- Oversees Encore Fellow support and development, delivering program activities and linking with work hosts and outside experts
- Provides quality assurance
- Designs program funding model, which may include corporate, foundation, work host, government or direct funding of fellow’s compensation and operating costs
- Secures funding and other resources in alignment with program funding model
- Forges partnerships to support a high-quality fellows program implementation
- Directs life and work experience to social-purpose work
- Brings specific high-value skills sets that fill work host needs
- Applies for and meets the requirements of the fellow assignment
- Works as a fellow at a social-purpose organization to advance its mission and social impact through capacity-building work
- Develops and manages the Encore Fellow’s role
- Carries out on-boarding, supervision and regular management
- Provides some or all of the fellow’s compensation
- Advances the fellows' working knowledge and network in the social sector
- Aids in the encore career exploration and transition and, in some cases, moves the fellow into a job at the organization
- Provides some or all of Encore Fellow compensation
- Funds program operations, evaluation, communications and other activities
- Supports Encore Fellows that align with their interests or other organizations they support
- Opens doors to other potential supporters
- Corporate: Blends social sector talent needs with corporate interest in new philanthropic, marketing or work-force management strategies. The Silicon Valley Encore Fellows Program showcases this model with highly skilled former corporate employees applying their marketing, finance, human resources, strategic planning and management expertise to education and environmental nonprofits. The Hewlett Packard Company (HP), a key corporate sponsor, provides half of the fellow compensation for its former employees and has integrated Encore Fellowships into its HR, social innovation and marketing activities.
- Organizational effectiveness strategy: Provides a new way for grantmakers to increase the effectiveness of organizations they support. For example, a community or family foundation might create a team of Encore Fellows to work with its grantees on specific capacity building needs or issue areas. Fellows might not only work one-on-one with individual grantees, but also link with other organizations and fellows to share experience, reinforce institutional change and strengthen working relationships across the field or community. In the process, fellows would gain invaluable encore career preparation.
- Education reform or other issue-specific approach: Targets Encore Fellowships to areas of high need and specific roles that require the depth of experience and specific skills a fellow brings. For example, a school district or educational reform organization could engage former corporate executives and managers in Encore Fellowship assignments that effect transformational improvements for school districts in critical areas, such as leadership coaching, community outreach, budget analysis and performance management system development and execution. Fellows would accomplish high-impact work as they consider future roles in the education, public or nonprofit sector.
- Community-wide encore partnership: A community-wide initiative might build on its mission and collaborative approach to engage boomers to tackle community needs. It could work with its existing partners from the nonprofit, public and private sector, higher education, social services, work-force development, volunteering and service, community leadership and other arenas to identify needs and opportunities. It could also reach out to new ones – work hosts, corporate sponsors, public agencies – to develop a comprehensive Encore Fellowship program.
- Nonprofit-based program: Could offer a cost-effective way to engage encore talent in specific roles and to develop encore careerists in a single national or local nonprofit organizations that focus on a wide range of issues, such as health, environment or education. For example, a national health organization might develop a team of Encore Fellows to work in its regional offices, chapters or affiliates to fill gaps in functional areas.
- Nonprofit network or association: Could add to an existing portfolio of professional or organization development services that are offered to members. For example, a nonprofit alliance might serve as a program operator, helping nonprofits assess their needs, develop high-quality Encore Fellow assignments, make an effective match and facilitate fellow learning. In another case, a professional association might serve as a hub for connecting its members and chapters to fellowship opportunities that are aligned with their skills and experience (e.g., human resource specialists, financial managers, engineers, scientists, journalists).
- Higher education: Alumni and continuing education programs might be accompanied by Encore Fellowships as an experiential pathway. For example, a university could re-engage its business school alumni or extend classroom adult learning programs through Encore Fellowships.
- Others: As a new strategy for bringing encore talent to social needs, these possible scenarios are just a start. As Encore Fellowships are put into practice in more places by different players, new models will emerge.
- Corporate support for some or all of the compensation for retired, soon-to-be retired or exiting employees who become fellows
- Work host support to cover a portion or all of the fellow compensation
- Philanthropic contributions to support compensation, startup and overall operations
- In the future, public sector funding through the Serve America Act encore fellowship program provision and other potential initiatives
- Program planning and development – These expenses will be front-loaded during the program design, fundraising and startup phases.
- Program management staff – It is estimated that a program of 10 to 15 fellows will require the equivalent of a half- to three-quarter time staff member to manage fellow and nonprofit recruitment, selection and matching, to support Encore Fellow development and to ensure a smooth operation. Staff time needs are greatest during the work host and Encore Fellows recruitment, application and matching process.
- Training and development expenses – Materials, convenings, outside resources and encore career transition services to support the Encore Fellowships Network and development
- Other operating expenses – Finance and administrative support, insurance, office expenses and other operating costs
- Compensation – The recommended compensation level for a high-impact role is $25,000 for the equivalent of a half-time yearlong position. Encore Fellow compensation can be structured as consulting fees or staff salary. If the Encore Fellow is hired as a staff member, make sure to factor in the cost of payroll taxes and any benefits.
- Benefits and Other Compensation – Encore Fellowships programs might want to explore the fellows’ interest in alternative forms of compensation, such health benefits, expense reimbursement or transferable education awards.
- Resources – Expenses associated with setting up a work space, access to a computer and phone line, business cards and other office expenses.
- Online Program Design Tool, with examples and options for defining, funding and operating an Encore Fellowships program
- Resource library with guides, forms, videos, links and other information
- Community site for collaboration and for finding partners, promoting your program and recruiting participants
- Extensive tool kit to run an Encore Fellowships program
- Access to people and organizations that can provide consulting or administrative services related to Encore Fellowships programs
- Encore Careers: Encore careers combine social impact with personal meaning and continued income, enabling people who have finished their midlife careers to put their passion and skills to work for the greater good. As millions of boomers enter their 50s and 60s, the goal of decades of leisure time is giving way to a new form of practical idealism: real jobs tackling real problems, making real impact.
- Encore Careers Campaign: The campaign is a project of Civic Ventures. It aims to engage millions of boomers in encore careers. Campaign initiatives include: the Encore Fellowships Network to advance the growth of Encore Fellowships as an experienced-based pathway to encore careers; a community college initiative to advance educational pathways to encore careers; the Purpose Prize for social innovators over 60; an awards program for encore employers; and other activities. In addition, the campaign sponsors research studies and papers, talks around the country and social marketing efforts. Encore.org serves the growing community of people seeking encore careers, and those creating encore career opportunities.
- Encore Careerist: Encore careerists are individuals who have already moved from the end of midlife careers to the new stage of work, called encore careers. They constitute the leading edge of a significant social movement, providing an encouraging example to millions of others looking to add purpose and meaning to work in the second half of life.
- Encore Employers: Encore employers find encore talent highly appealing for their work-force needs. They employ late-career, previously retired and sector switchers. They also incorporate innovative structures that attract encore workers, such as flexible hours, working remotely, part-time commitments or consulting arrangements.
- Encore Fellowships: An innovative new model, Encore Fellowships provide a highly selective and structured experiential pathway from midlife career to encore career. They are paid, time-limited opportunities for highly skilled former professional and senior level employees who want to shift sectors or roles in order to bring their skills and experience to social-purpose work. Fellowships combine work, learning and interaction with other fellows.
- Encore Fellows: Individuals who are selected for Encore Fellowships, they deliver significant, sustained positive impact to the social-purpose organizations where they work while participating in a paid work experience to transition to an encore career.
- Encore Fellowships Network: The purpose of the Encore Fellowships Network is to ignite the rapid proliferation of Encore Fellowships. It is based on the premise that expanding encore fellowships will involve adoption and implementation in different ways and by different players at federal, state and local levels. The network supports program development and operations by providing technical assistance and resources.
- Encore Fellowships Network Members: Membership in the network includes: Civic Ventures programs; non-Civic Ventures core cobranded programs that have high fidelity to the encore fellow mission and definition; and other programs that do not meet all of the core criteria, but are consistent with the mission and values. Technical assistance and resources are provided for core cobranded programs.
- Silicon Valley Encore Fellows Program: Started in 2009 as a pilot, the Silicon Valley Encore Fellows Program is run by Civic Ventures to test new models and showcase results. The program engages Silicon Valley corporate sponsors and nonprofits.
- Operates the 2010 Silicon Valley Encore Fellows program to showcase the corporate model, serve as a local “R & D” lab and create a prototype for others to replicate and operate
- Defines and catalyzes the Encore Fellowships Network to provide resources and technical assistance to grow the Encore Fellowships idea and practice beyond Silicon Valley
- Informs the development of Serve America Act encore fellowships
THE IDEA
Rationale: Why Encore Fellowships
Encore Fellowships connect the powerful force of encore talent to solve social problems.
Encore Fellowships capitalize on compelling opportunities associated with the current attitudes of 50+ adults toward work and service and the needs of the growing social sector:
Value Propositions
Encore Fellowships bring an alluring win at multiple levels:
Civic Ventures spearheaded the design and testing of Encore Fellowships, launching a pilot in 2009. The pilot program successfully tested the Encore Fellowships concept in California’s Silicon Valley with 10 Encore Fellows – highly skilled former corporate employees with deep experience in marketing, finance, human resources and team management. The fellows made an immediate impact at Silicon Valley nonprofits while gaining experience and insight that launched them into encore careers.
Based on the pilot’s success, in 2010 Civic Ventures is continuing to operate and innovate the Silicon Valley Encore Fellows Program. More importantly, Civic Ventures is actively working with communities, corporations, organizations and individuals to create Encore Fellowships programs in other geographic areas and organizations.
Although the Encore Fellowships idea is new, it is already gaining momentum through:
THE PROGRAM
Encore Fellowships are paid, time-limited (six to 12 month) positions for people who seek to transition from a midlife career to an encore career, bringing and applying significant transferable skills and experience for sustained impact to social-purpose organizations.
The following seven core elements of the Encore Fellowships program were shaped through extensive interviews across the corporate and nonprofit sectors, an in‐depth examination of other fellowship and related programs and learnings about ingredients for success from the 2009 Silicon Valley Encore Fellows Pilot.
Core Element No. 1: High-impact social purpose work
Design Principles:
Practices:
Core Element No. 2: Encore Fellow rigorous recruitment, selection and matching
Design Principles:
Practices:
Core Element No. 3: Work host leadership, commitment and capacity
Design Principles:
Practices:
Core Element No. 4: Compensation and value
Design Principles:
Practices:
Core Element No. 5: Duration and flexibility
Design Principles:
Practices:
Core Element No. 6: Experiential learning and encore pathways
Design Principles:
Practices:
Core Element No. 7: Strong program operator
Design Principles:
Practices:
Operating Roles and Functions
An Encore Fellowships program includes these four operating roles with key functions. In some fellowship operating models, a single entity could take on more than one role; for example, a work host could also be the funder and/or program operator.
Functions:
Criteria:
Commitment to Encore Fellowships program goals and model, strong management capacity and well positioned to secure work hosts and funding supporters. Mission alignment and enhancement with Encore Fellowships. Prior experience with similar programs is desirable.
Examples:
Nonprofit intermediary organizations, social ventures, professional and membership associations, community-wide collaborations
Role 2. Encore Fellows
Functions:
Criteria:
Completion of 15 to 25 years (or more) midlife career, interest in switching sectors or roles for an encore career or social-purpose work, transferable skill sets and adaptability to social sector
Examples:
Company-referred, nonprofit-referred, professional association member, open market recruitment
Role 3. Work Hosts
Functions:
Criteria:
Readiness and capacity to engage an Encore Fellow, well-designed scope of work, supportive of value of encore talent, financial commitment
Examples:
Nonprofits, public agencies, social ventures, philanthropy
Role 4. Funding Sponsors
Functions:
Criteria:
Commitment to Encore Fellowships program design and mission, provision of financial support, leadership, mission alignment and enhancement through sponsoring an Encore Fellowships program are highly desirable.
Examples:
Corporations (HR, marketing and philanthropic functions), philanthropy, membership associations, nonprofits, public agencies and individuals
Encore Fellowships can be adapted to different social needs, organizations and communities, as long as they stay true to the core elements and principles and reflect good practices. While still in the early stages of implementation, many different possibilities are already being explored and several of these ideas could be combined into a single program:
Funding:
Financial support for a sustainable Encore Fellowships program will include a mix of:
Expenses:
The program budget will include:
Program operator expenses:
Work host expenses
ENCORE FELLOWSHIPS NETWORK
The purpose of the Encore Fellowships Network is to ignite the rapid proliferation of Encore Fellowships. Its goal is to become a nationwide network of fellowship programs designed to help people transition from midlife careers in the private sector to encore careers in social-purpose organizations.
We created the Encore Fellowships Network in order to make it as easy as possible for organizations to start, sponsor and operate effective Encore Fellowships programs. We are committed to providing information, tools and connections that will make the design, launch and operation of an Encore Fellowships program as simple and efficient as possible. Our web site (encore.org/fellowships) has – or soon will have – a wide variety of resources and information:
All of these online resources are provided without charge. Some functions require registration, which is free and easy, and some – primarily the applicant database and the program tool kit – are available only to approved core Encore Fellowships programs.
Network members that operate programs with high fidelity to the Encore Fellows core elements will have the opportunity to be branded as Encore Fellowships programs and given access to support and information provided by the Encore Fellowships Network.
The Encore Fellowships Network provides an online tool to help potential program operators or sponsors design and develop an effective Encore Fellowships program. The tool includes four key steps and a series of questions to go from developing an initial design concept to creating an implementation plan. These steps (found on the next page) serve as a road map for planning and launching a fellowships program.
Appendix A
Glossary of Encore Terms
As Civic Ventures and others work to reframe aging in America and to redefine it in terms of social and individual renewal, a new category of post-midlife work is emerging and a new set of terms is being used.
Appendix B
Encore Fellowships Development Milestones
2007 Encore Fellows idea introduced in Marc Freedman’s book Encore: Finding Work that Matters in the Second Half of Life
2008 Civic Ventures received grant from The David and Lucile Packard Foundation to develop Encore Fellowship model and launch a pilot in California’s Silicon Valley
2009 Silicon Valley Encore Fellows Pilot launched with Hewlett Packard Company as the inaugural corporate partner
Pilot lessons harvested to inform Encore Fellowship expansion
2010 Civic Ventures continues to develop and advance Encore Fellowships programs
2011+ Fast-replicating network model in place, launching and operating Encore Fellowships programs in organizations and communities throughout the country
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