Ready,Set, Go … Again: Renewing an Academy–Agency Child Welfare Partnership

This article presents a case study of the renewed partnership between a midwestern public child welfare agency and a midwestern university school of social work. The partnership, which includes educating BSW and MSW students, preparing frontline child welfare case managers, and providing leadership training for supervisors and managers, demonstrates relational capital, relational embeddedness, and transparency, all of which are criteria for trust and strong partnerships. We discuss the unique development of collaborative relationships through the history of the partnership. This study provides an exemplar of how the academy and the agency communities can inform each other to enhance the well-being of children and families.     

Aligning research and practice: The role of academic-community partnerships for improving measurement and process

ObjectiveCommunity programs addressing social determinants of health are growing in prominence and are increasingly expected to provide metrics of success. Our objective is to assess the role of an academic-community partnership for a community health worker program targeting social and medical needs, and determine factors impacting its effectiveness.MethodsWe draw on a 4.5-year partnership that includes both quantitative and qualitative data collection and analysis. Quantitative data collection mechanisms evolved as a result of the partnership. Qualitative interviews were conducted with community health workers and leadership.ResultsTo align medical and social support services in a sustainable and measurable manner, our academic-community partnership found that creating and maintaining a mutually beneficial space through small wins enabled us to then address larger problems and needs. Ongoing self-study and process evaluation allowed quick adjustments. Unique partnership elements such as having consistent funding and flexible timelines and objectives were essential.ConclusionsWhen integrating health and social services, academic-community partnerships create pathways for bidirectional learning than can quickly turn research into practice and support sustainability, especially when based on incrementally built trust and a history of small wins.     

The effectiveness of nonprofit lead‐organization networks for social service delivery

Public agencies increasingly contract with nonprofit organizations to lead community‐based networks for social service delivery. We explore the role that partnership characteristics play in the effectiveness of these networks. Using data on children and family services in Los Angeles County, we consider the impact of both the motivations for forming partnerships and the nature of the resulting partnerships on perceived outcomes for clients, interorganizational relationships, and organizational learning. We find that client outcomes and interorganizational relationships are enhanced when partnerships are formed to meet certain programmatic and organizational goals. Organizational learning, however, is affected only when partnerships are formed to enhance organizational legitimacy. Partners selected because they share common vision increase effectiveness, while those selected because there are few alternative partners decrease effectiveness. Finally, when partnerships use an interorganizational coordination mechanism, client outcomes are improved. The managerial implications of these impacts for the nonprofit sector are developed. The results lend considerable support to the role of partnership motivation and partner selection in the effectiveness of nonprofit lead‐organization networks, and specificity about the nature of that role.     

The Role of Field Education in a University–Community Partnership Aimed at Curriculum Transformation

University–community partnerships can play an important role in curriculum development, but little has been written about the role of community agencies in designing curricula. This article describes the role of field education in an innovative university–community partnership aimed at transforming an MSW curriculum to integrate a trauma-informed and human rights perspective throughout foundation- and advanced-year courses. This university–community partnership positioned field educators and social service agencies in a collaborative relationship with faculty in curriculum development. The benefits and potential challenges associated with employing a university–community partnership for curriculum change are discussed, and recommendations are provided for schools that are interested in using this approach.     

Partnerships in Transition: Managing Organizational and Collaborative Change

Despite the abundance of literature on collaboration, very little attention is devoted to exploring the how partnerships transition over time. This article reports the findings of a study that examined how a mature partnership adjusted to a new administrative team while moving forward with a strategic plan to advance the partnership's mission. Key informant interviews revealed that when stable leadership is not present during transitional phases, the broker organization's capacity to facilitate the collaborative effort will be limited when priorities shift toward maintaining its organizational capacity for survival instead of the collective goals of the partnership.     

The History Mystery

Two social studies methods instructors created an assignment that places teacher candidates in leadership roles in partnerships with community organizations to plan and implement projects to increase student learning. This article outlines the project requirements, past project results, and student reflections on the collaborative effort. It provides evidence of the success and effectiveness of collaborative projects at increasing student learning, providing opportunities for leadership, and challenging students to become involved in community issues.     

Participatory evaluation of a community–academic partnership to inform capacity-building and sustainability

The Tampa Bay Community Cancer Network (TBCCN) was formed as a partnership comprised of committed community based organizations (grassroots, service, health care organizations) and a National Cancer Institute designated cancer center working together to reduce cancer health disparities. Adhering to principles of community-based participatory research, TBCCN's primary aims are to develop and sustain outreach, training, and research programs that aim to reach medically underserved, multicultural and multilingual populations within the Tampa Bay tri-county area.Using a participatory evaluation approach, we recently evaluated the partnerships’ priorities for cancer education and outreach; perspectives on the partnerships’ adherence to CBPR principles; and suggestions for sustaining TBCCN and its efforts. The purpose of this paper is to describe implementation and outcomes of this participatory evaluation of a community/academic partnership, and to illustrate the application of evaluation findings for partnership capacity-building and sustainability. Our evaluation provides evidence for partners’ perceived benefits and realized expectations of the partnership and illustrates the value of ongoing and continued partnership assessment to directly inform program activities and build community capacity and sustainability.     

Team factors that predict to sustainability indicators for community-based prevention teams

Because they often set out with a guarantee of only short-term funding, many community partnerships will face a threat to their sustainability almost as soon as the first money runs out. Research into the factors that enable some coalitions and partnerships to meet the challenge when others fail is limited. This study begins to fill this gap in our understanding by examining influences on the process of sustainability planning in the context of a collaborative partnership focused on youth development. We report on a longitudinal examination of the quality of planning and attitudes underpinning the sustainability of PROSPER community prevention teams whose members implement evidence-based programs designed to support positive youth development and reduce early substance use and other problem behaviors. The current research concentrates on a particular dimension of partnership effectiveness to establish whether perceptions about team functioning in play at 6 and 18 months predict the quality of sustainability planning at 36 and 48 months. How well teams functioned in the early stages was found to be strongly related to the quality of their later preparations for sustainability. Recruitment and integration of new team members, and the encouragement they subsequently received were also found to be key factors. The results strengthen the argument for providing technical assistance to meet the needs of those who promote prevention partnerships, and they provide longitudinal empirical data to support the hypotheses of other researchers who have similarly found a correlation between effective sustainability and early planning and support.     

A mixed-methods evaluation using effectiveness perception surveys,social network analysis,and county-level health statistics: A pilot study of eight rural Indiana community health coalitions

Community health coalitions (CHCs) are a promising approach for addressing disparities in rural health statistics. However, their effectiveness has been variable, and evaluation methods have been insufficient and inconsistent. Thus, we propose a mixed-methods evaluation framework and discuss pilot study findings. CHCs in our pilot study partnered with Purdue Extension. Extension links communities and land grant universities, providing programming and support for community-engaged research. We conducted social network analysis and effectiveness perception surveys in CHCs in 8 rural Indiana counties during summer 2017 and accessed county-level health statistics from 2015-16. We compared calculated variables (i.e., effectiveness survey k-means clusters, network measures, health status/outcomes) using Pearson’s correlations. CHC members’ positive perceptions of their leadership and functioning correlated with interconnectedness in their partnership networks, while more centralized partnership networks correlated with CHC members reporting problems in their coalitions. CHCs with highly rated leadership and functioning developed in counties with poor infant/maternal health and opioid outcomes. Likewise, CHCs reporting fewer problems for participation developed in counties with poor infant/maternal health, poor opioid outcomes, and more people without healthcare coverage. This pilot study provides a framework for iterative CHC evaluation. As the evidence grows, we will make recommendations for best practices that optimize CHC partnerships to improve local health in rural areas.     

Governance in Public-Private Community Health Partnerships: A Survey of the Community Care Network SM Demonstration Sites

This review of the governance practices of twenty-five public-private partnerships involved in addressing a broad range of community health needs shows that governance in public-private community partnerships departs significantly from traditional notions of institutional governance. Governance structures and degrees of progress toward governance goals vary widely and appear to be systematically related to the organization, composition, location, and activity of each partnership.     

Key considerations for logic model development in research partnerships: a Canadian case study

Community-academic partnership research is a fairly new genre of community-based participatory research. It has arisen in part, from recognition of the potential role of alliances in the development and translation of applied knowledge and the elimination of health disparities. This paper reports on the learning process of academic and community members who worked together in developing a logic model for a research program focusing on partnerships with vulnerable populations. The Partners in Community Health Research is a 6-year training program that seeks to combine research, training, and practice through the work of its "learning clusters". As these types of partnerships proliferate, the articulation and exploration of clear models will assist in their implementation. The authors, coming from both academia and community agencies, present a logic model meant to facilitate program management. Key considerations in the model's development are discussed in the context of an ongoing research partnership; namely, the complexity of the research partnership, power and accountability, alignment with health promotion policy, and the iterative nature of program design. Recommendations challenge academics, policy-makers, service providers, and community members to reflect on the elements needed to support and manage research partnerships and the tools necessary to ensure continued collaboration.     

Financial Sustainability Within UK Charities: Community Sport Trusts and Corporate Social Responsibility Partnerships

The change in political leadership in the UK in 2010 has created financial uncertainty and instability for many third sector organisations. In a shifting funding landscape, it is clear that an over-reliance on Government funding is a risky strategy and that there is a need to diversify and seek out alternative sources of revenue. This article considers the impact of political change on the financial sustainability of community sports trusts associated with Premier League and Football League clubs in England. It explores sources of revenue through the analysis of financial statements, revealing that on average community sports trusts receive a significant proportion of income from grant funding whilst sponsorship income is relatively small. The article goes on to discuss the potential for community sports trusts to diversify revenue streams by developing social partnerships that address the corporate social responsibility (CSR) agendas of commercial organisations. It illustrates that although commercial sponsorship can provide benefits including the provision of additional funding that can enable financial stability, key issues include the balance of power, the impact on organisational flexibility, whether there is a need to restructure, and the development of long-term partnerships. Although the findings from this article are focused on a particular type of charity, given the importance of CSR partnership income for the charities sector they may also have broader implications for other charitable organisations.     

Leadership in Social Work Education and the Social Change Model of Leadership

Leadership is a topic of international debate in both social work education and practice. Questions remain, however, regarding what specific models of leadership should be emphasized and how leadership content should be infused within the social work curriculum. This paper seeks to contribute to the ongoing discussion about the infusion of leadership within social work education. Specifically, this paper shares the design and development of a graduate-level social work course in program evaluation that infused education around the social change model of leadership (SCM) and then explores qualitatively how 39 graduate students interpreted and applied this model of leadership through an experiential community-based evaluation project. Findings of this study suggest that students utilized the values identified in the SCM in a range of ways to understand and interpret their leadership experience both in their collaborative groups and in their partnerships with community-based organizations. Community organizations also reported benefiting from the experience in partnership with the students. Implications are discussed in relation to the potential value and impact of this model for social work education.     

The Influence of Social Context on Partnerships in Canadian Health Systems

Partnerships, collaboration, joined‐up government; these terms have become common elements of global health and social policy discourse. The terms may be pervasive but there remain significant challenges to collaborative ways of working. We argue that some of these challenges arise from a failure to account explicitly for the influence of social context. Between 1999 and 2001 we conducted a comparative case study of partnerships in Canadian health systems in which we examined specifically the roles of social context and gender. Social structures directly linked to formalized health systems are embedded in social institutions based on patriarchal and bureaucratic practices that do not traditionally support the relational practices required for the development of partnerships. While individuals within such organizations may have the knowledge, skills and commitment to collaborate, in such an environment, tremendous resource expenditures are required to achieve and maintain collaborative advantage.     

Collaboration: leveraging resources and expertise

Successful collaboration is an art form but can be developed through several smart practices. The authors discuss the meaning of collaboration, stakeholder perceptions of collaborative partnerships, and the experience of Summer Scholars, a nonprofit community organization that successfully uses collaboration to accomplish its mission. Further, they offer strategies for successful collaborative efforts.     

Understanding Collaborative Value Creation by Environmental Nonprofit and Renewable Energy Business Partnerships

Many environmental nonprofit organizations (ENPOs) seek to create sustainability value by promoting environmental principles and influencing policymakers to support pro-environmental legislation. One strategy used by ENPOs to enhance the value creation process is the development of partnerships with businesses. Semi-structured interviews with leaders of six national ENPOs in the United States were conducted to examine the sources and types of value created by collaborations with renewable energy businesses, and the partnership processes and outcomes that are most desirable. The goal was to understand how and why ENPOs seek partnerships, what the potential benefits are, and whether or not ENPO leadership orientation, as characterized by their perceptions of the political opportunity structure, political ideology, and environmental philosophy, led to different views of partnerships for sustainability value creation. The finding that differences in the partnership perspectives of the ENPO leadership did not directly link to differences in the leadership orientations suggests that none of the orientations precluded partnering in general and may even have been enablers in some cases.     

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, higher-level 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.     

Moving mountains together: strategic community leadership and systems change

Traditional leadership practice frameworks to guide systems change often fall short in today's practice environment. Reclaiming Futures is a national initiative to create an integrated, comprehensive, seamless system of care for teens with substance abuse problems involved in juvenile justice. It uses leadership and systems reform strategies to improve public health institutions. The premise is that interruption of the destructive cycle of drugs and delinquency can only be attained through the cultivation of shared strategic leadership. This article presents the limitations of traditional practice frameworks of leadership, describes the theory of this new approach to leadership development, and clarifies collaborative leadership and system change. The article includes an example of the framework in action, a discussion of lessons learned, and recommendations for community leadership development initiatives.     

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.