Intergenerational shared-site (IGSS) organizations have expanded in number and scope over the past few decades. These organizations are based on a human service model that simultaneously provides services to children and older adults, many times under the same roof. Although there has been increased research on the psychological and social effects that intergenerational interactions have on participants, little is known about the organizational processes that occur within these organizations. Utilizing a triangulation of traditional field methods, this study attempts to expand existing knowledge of intergenerational organizations by examining the grant and contract management experiences of a large IGSS agency. The findings indicate that public funding sources for human services are segregated by generational focus, creating challenges to nonprofit intergenerational organizations in grant and contract acquisition and management. Recommendations for future research and implications for providers in IGSS settings are provided.
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