• leaders – champions or spokespeople who guide project development, build interest, and create connections in the community
• partners – working in structured vehicles, such as task forces, advisory groups, research teams, etc.
• dedicated staff – to deliver programs and coordinate the various pieces
• older adults – involved through advisory groups, volunteering, staff roles, focus groups, and other mechanisms
• places and/or programs – specific programs or places that house The Next Chapter and provide access to different components
• web site presence – while not all projects have a strong web site presence, excellent examples of using the web as a tool for The Next Chapter are emerging
• wide range of opportunities – opportunities are offered in different ways and by different partners in an effort to meet the needs and interests of their community's older adults.

• City agencies: In Arizona, city libraries and social service departments have taken leadership for Next Chapter development, along with other city departments, such as human resources and recreation.
• Libraries: As many libraries and library systems recognize the importance of active older adults as constituents, users, and community assets, they have started to reorganize their spaces, programs, partnerships, and services to promote lifelong learning and civic engagement. Libraries have taken leadership roles in Arizona and Connecticut.
• Colleges and universities: As many higher education institutions respond to demographic shifts and forge stronger community relations, several have taken on significant roles in developing The Next Chapter. These include community colleges in Arizona, Florida, and Oregon. In other communities, universities are testing and implementing new approaches to working with individuals who are interested in learning and productive engagement after age 60.
• Senior centers and senior-serving agencies: A number of local organizations that typically serve the needs of the "older old" have begun to add Next Chapter programs. This is happening in New York, California, Illinois, and Pennsylvania.
• Community-based organizations: In Ohio, Illinois, and New York, multigenerational community centers have taken the lead for Next Chapter development. Although their role is to serve all community members, they are interested in developing new ways to reach out to and engage the new generation of older adults.

The best starting point is to look around your community and find related activities that currently exist. Become familiar with other people and institutions interested in the issues and concepts represented by The Next Chapter. Look at a wide range of organizations, such as community colleges, libraries, volunteer centers, nonprofit associations as well as existing senior serving organizations. Many of these organizations are looking for new ways to meet the needs and interests of older community members. To move forward with The Next Chapter locally, these types of organizations will have to be committed to the concept.

Civic Ventures' publication, Blueprint for The Next Chapter, provides a comprehensive guide to understanding and planning The Next Chapter. It also includes information on other national and local resources. Two other Civic Ventures publications, Life Planning for the 3rd Age: A Design and Resource Guide and The Life Planning Toolkit, specifically focus on developing the life planning component of The Next Chapter.

Civic Ventures has also worked directly with several foundations to develop The Next Chapter concept in their communities. In Cleveland, Civic Ventures worked with the Cleveland Foundation to incorporate the concept into its Successful Aging Initiative and then provided technical support to six developing projects. In Maricopa County, Arizona, Civic Ventures and Libraries for the Future received grant support from The Virginia G. Piper Charitable Trust to help plan and develop four Next Chapter projects. Civic Ventures' role in other Next Chapter project development has been supported through grants from the Stella and Charles Guttman Foundation, UJA-Federation of New York, Helen Andrus Benedict Foundation, and the Chicago Community Trust.

The first is having strong institutional commitments – from lead agencies and partners. These commitments are reflected in lead organizations that view The Next Chapter concept as an integral part of their mission. They are willing to commit resources to its success and have developed partners who are also invested in its success over the long haul. Many are integrating The Next Chapter model into their long-term organizational strategies.

The second critical factor is laying groundwork for sustainable funding – from institutional commitments to developing revenue streams – from the beginning. While most projects have started with seed funding from a foundation or other institution, they are also thinking creatively about longer-term funding. Many are developing fee-based programs or memberships as one revenue source. Others are looking at how to use a place, such as a cafe, as both a program opportunity and a revenue generator.