Building a Comprehensive Agency-University Partnership

Abstract

University-community partnerships are receiving increased attention in an era of rapid change and fragmented resources. This case study of a multi-county consortium of social service agencies in collaboration with four graduate social work programs and two foundations represents an innovative approach to building a partnership through the use of a consortium as a mediating structure. With a focus on training, research, policy development, and a think tank, specific implications for developing agency-university partnership are identified. The case is embedded in the expanding literature on university-community collaboration.     

The Collaborative Research Education Partnership

Abstract

This article discusses the founding and operation of the Emmett J. and Mary Martha Doerr Center for Social Justice Education and Research, an endowed nonprofit organization located within the School of Social Service at Saint Louis University. The nonprofit Center provides a creative mechanism for facilitating university-community agency research. The Research Education Partnership (REP) model creates a partnership among students, community agency personnel, and faculty in funded practice research and program evaluation. Four collaborations, their benefits and challenges, are described. Students are prepared to integrate research into practice. The Center promotes and supports faculty-community partnerships for social justice.     

University Civic Engagement with Community-Based Organizations

Abstract

This article compares and contrasts two case studies of large research universities involved in civic engagement projects with urban nonprofit community-based organizations and neighborhood associations. The article uses a community building framework in which organizational, interorganizational, and community-level features are examined. The study found that each university used a different approach through which to achieve a university-community partnership. A dispersed model favored an entrepreneurial approach for individual faculty and student involvement, while the coordinated model requested faculty and students from different departments to work together toward a community-driven goal. The extent to which these different models of civic engagement delivered what community organizations wanted was based on five factors: (1) the university's geographic proximity to a tar get low-income neighborhood, (2) leadership for institutional social commitment, (3) use of community-based research, (4) funding as a social strategy, and (5) a flexible curriculum. Challenges faced by faculty, students, and practitioners are addressed, and directions for future research are suggested.     

Seven Ways of Teaching and Learning

Abstract

The vast majority of Community Outreach Partnership Center (COPC) grantees are institutions with both undergraduate and graduate programs. Consequently, baccalaureate institutions are underrepresented in university-community partnerships. Although the current emphasis on partnership and engagement arose out of an examination of the scholarly direction of higher education, this history should not preclude institutions with primary teaching-learning activities. Results from one baccalaureate institution show a range of activities appropriate for the involvement of undergraduate institutions in university-community partnerships. This article reviews recent thought and vision to demonstrate the potential advantages of partnership. Seven methods of engagement that can be used by baccalaureate institutions are described. Two important ways include service-learning courses and academically-based service-learning. This article provides examples of these approaches for helping baccalaureate educational institutions become engaged with their communities through their teaching missions.     

Understanding Contemporary University-Community Connections

Abstract

This article contextualizes the contemporary phenomenon of university-community partnership initiatives. Because changes in the university must always be understood in context, recent efforts to build and strengthen relationships between institutions of higher education and communities must be situated in the broader social sites that produce them. To that end the article surveys the university-community intersect through an historical lens which emphasizes the relationship between the larger political-economy and civic engagement efforts. Subsequently, types of contemporary initiatives are broadly and selectively discussed. Lastly, challenges to both universities and communi-ties embodied in the current initiatives are posed.     

Integrated care workforce development: university-community collaboration

ABSTRACT

Behavioral health workforce shortages to provide quality care services for children, adolescents, and transitional age youth are well established. This paper highlights the workforce shortage and the need to infuse interprofessional education to engage in integrated care for children, adolescents and transitional age youth with behavioral health needs. A specialized training curriculum to build behavioral health workforce in Nevada was conceptualized and delivered through 10 workshops under the auspices of the Health Resources & Services Administration (HRSA) funded Behavioral Health Workforce Education and Training (BHWET) grant funded in 2014. To train existing workforce and in alignment with the spirit of the grant to build behavioral health workforce and existing workforce, workshops were extended to social service providers in the community. In an effort to enhance university-community collaboration, workshop presenters were invited from various units in the University and from social service agencies in the community. Implications of such training are addressed from a policy, practice, research, and university-community collaboration perspective.     

A University-Community Partnership to Change Public Policy

Abstract

This paper describes a project aimed at promoting major change in government policy toward the growing problem of food insecurity in Israel. The project was initiated by Ben-Gurion University in collaboration with community service and social advocacy organizations. This joint action led to a dramatic change in government activity. The problem of food insecurity moved from a state of obfuscation to the establishment of a special ministerial committee mandated to develop policy guidelines for a national school lunch program. For higher education to contribute to the community, necessary preconditions must exist: Is the faculty committed to promotion of social change? Do the organizational and community environments legitimize university-sponsored activity for such purposes? Is the faculty competent to act effectively in the community and adopt strategies for political influence? Are there organizational mechanisms, action frameworks, and community contacts that enable collaboration for the purposes of social change? This case discussion uses the analytical framework developed by Taylor (1985) to evaluate the preconditions for action and the processes involved in facilitating university-community collaboration for promoting policy change.     

A Collaborative Student Affairs and Faculty Health Assessment and Intervention Initiative

Abstract

The authors describe a collaborative partnership forged between faculty and student affairs staff to improve student health at a large urban university. They examine skills and reward structures of each constituency and the stages of the collaboration in the context of 2 theoretical models. A comprehensive data collection and dissemination process in the campus community provided goals for the initial stage of the partnership, leading to implementation of campus initiatives that use the reciprocal skills of each stakeholder. Outcomes of the collaboration included (1) a working relationship between faculty and student affairs staff, (2) increased dialogue with high-level administrators, (3) more coordinated campus efforts to decrease high-risk drinking, (4) use of outcome measures for implementing and evaluating health programs, and (5) an opportunity for interdisciplinary research. The authors offer suggestions for implementing the process on other campuses.     

University-Community Partnership Centers

Abstract

In academic settings, community research, and the service that goes along with it, is often not valued as much as other methods of research. The more qualitative and labor intensive nature of applied research often raises concerns about whether pre-tenured faculty can publish the sufficient quantity and quality of work necessary to achieve tenure. This paper describes successful collaborations through a university-based Community Partnership Center with members of community-based organizations in low-income inner-city neighborhoods, social work students, and faculty. Two case examples illustrate the co-authors' involvement with the Center as pre-tenured faculty. The article outlines the challenges and benefits of involvement with an established center for university-community partnerships. With careful planning and coordination, such centers can be excellent vehicles through which to achieve important mutual benefits for community-based organizations, student learning, and faculty responsibilities in research, teaching and service.     

Challenges of Interdisciplinary Collaboration

Abstract

The realities of the 1990s, which include reduced funding and resources, the public's impatience with bureaucratic rigidity, and the empowerment of families who want timely and appropriate services, have created a favorable climate for collaborative, interdisciplinary practice. Collaborative, family-centered practice models are being promoted by family/child advocates and professionals. Yet child and family services, for the most part, continue to be provided in traditional ways using individual treatment and categorical services. However, federal child mental health funding is supporting community-wide, collaborative practice in twenty-one sites scattered across the United States. One site, in rural northeastern North Carolina, is unique as it includes a graduate-level, interdisciplinary academic component [East Carolina University's (ECU) Social Sciences Training Consortium (SSTC)] to train and support service providers and families, and to prepare master's level graduates to work in such innovative programs. Called PEN-PAL [an acronym for Pitt-Edgecombe-Nash (three NC counties) Public Academic Liaison] this university/interagency collaborative effort works in partnership with families to coordinate public and community services into a seamless system of care for children with severe emotional disturbances. This article is based upon a qualitative study of SSTC faculty members, and it chronicles the successes and difficulties encountered by faculty in the first year of a five-year collaborative process.     

University-Community Partnerships Promoting Anti-Oppressive Action on Behalf of Latino/a Youth

ABSTRACT

This article emphasizes the effect university-community (UC) partnerships can have on addressing the oppression and discrimination of disenfranchised groups. It will present a process-outcome level, Freirian-inspired and Latino culture-focused UC partnership that seeks to promote anti-oppression strategies that benefit Latino/a youth. The model presented is based on the work of Connecticut United for Latino/a Children (CUPNL), a UC partnership created to advocate and promote changes on behalf of Latino/a youth. The value and usefulness of CUPNL is discussed through the example of its most longstanding initiative, the Escúchenos conference. Partnerships like CUPNL can serve as a mechanism for social workers to engage in and promote anti-oppression action.     

Building community-engaged practicum units through anchor institutions: The case of Southside Initiative

ABSTRACT

This article provides the assessment results from a community-engaged field education unit for social work students situated within a neighborhood setting in the South-Central region of the United States. A community-university partnership between several community institutions and a school of social work created the Southside Initiative (SSI) as a means to build capacity within the Oaks neighborhood. This neighborhood lacked professional social workers but was rich in other types of assets. The lessons learned from this initiative provide preliminary understanding about the benefits, complexity, and challenges of building and sustaining community-rooted practicum placements in neighborhood settings.     

Learning Through Partnering

Abstract

Organizational partnerships offer a variety of benefits to participants. Besides being able to leverage resources and accomplish broad objectives, organizations can also learn about themselves through the experience of partnering. The article addresses how partnerships, especially those involving universities and community organizations, can best benefit from the learning potential in a partnership. Drawing from the 13 conference presentations of successful partnerships, we conclude that significant organizational learning can occur within these four frameworks: formulating shared objectives; managing personal relationships; creating structures and processes to support, rather than impede, collaboration; and reflecting on purpose and consulting data to assess outcomes.     

Moving Toward Collaboration

Summary

Traditionally, organizations serving children and families have focused service delivery by available funding stream criteria. Federal funding streams supported fragmented services by tightly channeling monies to specific programs for specific needs. The intensity of providing and improving the delivery of services has overshadowed building connectedness across organizations and systems. Service has been the major goal and intense effort has gone into maximizing opportunities and measuring effects through service frequency. Over the past several years, new funding incentives have provided the opportunity for new collaboratives. This article describes an innovative collaboration between the Idaho Department of Health and Welfare (IDHW) and Eastern Washington University (EWU) and the unique directions and support that a university/agency partnership can provide for both organizations. Key features of this collaboration include shifts in funding and staffing strategies that contributed to more flexible services and increased levels of collaboration between IDHW, EWU and other community and state organizations and institutions. This article describes how funding can be viewed as a tool to increase the level of collaboration between systems, thus potentially leading to a breakdown of the traditional service delivery system. Finally, this article describes how an agency/higher education partnership played a key role in documenting the success of a school based program in meeting the emergency assistance needs of children and families, and how program evaluation, like funding requirements, can provide a supportive role in building collaborative relationships.     

The LINC Project

Abstract

The Linking Intergenerational Networks in Communities (LINC) Project, a statewide, collaborative, intergenerational program, funded in 1995 by the V. Kann Rasmussen Foundation, included Clemson University, the Bureau of Senior Services for South Carolina, the South Carolina Department of Education, and the United Way of South Carolina. In this paper, the author focuses on what the partnering groups learned during the five-year project about the process of creating and implementing a collaborative statewide intergenerational program that included a public university, the state offices of aging and education, and a private fundraising and public service agency. The author, who during part of the project was the evaluator at Generations Together at the University of Pittsburgh and who consulted with the LINC project on the project evaluation from 1998 to 2000, uses the literature on collaboration to describe how the four partners worked together to form an intergenerational collaborative organization in South Carolina.     

The Vital Role of Social Workers in Community Partnerships: The Alliance for Gay,Lesbian, Bisexual,Transgender and Questioning Youth

The account of The Alliance for Gay, Lesbian, Bisexual, Transgender, and Questioning (GLBTQ) Youth formation offers a model for developing community-based partnerships. Based in a major urban area, this university-community collaboration was spearheaded by social workers who were responsible for its original conceptualization, for generating community support, and for eventual staffing, administration, direct service provision, and program evaluation design. This article presents the strategic development and evolution of this community-based service partnership, highlighting the roles of schools of social work, academics, and social work students in concert with community funders, practitioners and youth, in responding to the needs of a vulnerable population.     

Addressing Barriers to University-Community Collaboration

Abstract

University-community partnerships, and COPC programs in particular, offer important opportunities for traditionally segregated groups to work together in collaborative relationships. The challenge of bringing people who possess distinct differences in background and social power together is a long-standing issue. Class, status, and organizational differences may impede collaboration. This article discusses the history of COPC as social policy and reviews an evaluation report of successful community-university partnerships. Drawing from the community organizing literature in sociology and social work, this article suggests community organizing methods that address structural obstacles to collaborative work. Especially in COPC programs characterized by multiple interactions, it is the community based organization (CBO) which has greatest facility to equalize the playing field between disparate groups. The role of community organizers in CBOs is to acknowledge and disrupt the structural inequalities inherent in these relationships. The community organizer must resist the role of expert or buffer between the community and university and instead strive toward authentic collaboration.     

Impact of the Adoption of Tobacco-Free Campus Policies on Student Enrollment at Colleges and Universities,North Carolina, 2001–2010

Abstract

Objective: College and university administrators have expressed concern that adoption of tobacco-free policies may reduce applications and enrollment. This study examines adoption and implementation of 100% tobacco-free campus policies by institutions of higher education on applications and enrollment. Participants: North Carolina private colleges and universities and public community colleges. Analysis was conducted in 2011. Methods: Student enrollment and application data were analyzed by campus type to determine (a) if there was a difference in student applications and enrollment before and after policy implementation, and (b) if there was a difference in student applications and enrollment for campuses with versus without a policy. Results: No significant differences were found in student enrollment or applications when comparing years prior to and following policy implementation or when comparing with institutions without 100% tobacco-free campus policies. Conclusions: The authors found no evidence that 100% tobacco-free policy adoption had an impact on student enrollment or applications.     

Roles of Organizers and Champions in Building Campus—Community Prevention Partnerships

Objective: A campus—community partnership can be an effective vehicle for launching environmental strategies to prevent college alcohol-related problems. In this study, the authors' primary aim was identifying key factors that facilitate or impede colleges' efforts to build campus—community partnerships. Participants and Methods: From fall 2004 to summer 2006, administrators at five 4-year colleges participated in a multisite case study. Level of partnership development was the primary outcome. Results: Three interrelated factors facilitated higher-developed partnerships: college staff assigned to facilitate the partnerships who worked as community organizers, higherlevel college administrators who served as aggressive champions, and community initiation of the partnership. The authors did not observe this trio of factors among the less-developed partnerships. A lack of administrative support made it more difficult for a champion to emerge, a college administrator who staunchly advocated for a campus—community partnership, and for those assigned to facilitate the partnership to carry out their work. Conclusions: Colleges should appoint higher-level administrators to serve as champions, while also ensuring that those assigned to facilitate a partnership can apply community organizing skills.