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L&s grantee meeting partnerships

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John's community partnership presentation from the January 2011 Learn & Serve STEM grantee meeting in Racine, WI.

John's community partnership presentation from the January 2011 Learn & Serve STEM grantee meeting in Racine, WI.

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  • Sometimes you have a hard time knowing if something is a good idea or not.
  • My introduction to SL as a transformational educational toolTell story of SL in Engineering & Mathematics instituteJohn Duffy – U Mass LowellPeru Project
  • S-L story – soup kitchen, reflection, “my daughter”Who does hunger in St. Cloud, or in your home town?Who should be doing it?
  • START ON BOTTOMSystem and Transformative Relationship – shared decision-making/operations/evaluation, intended to transform each organizationCooperative Relationship – joint planning and shared responsibilities, long-term, multiple projectsExchange Relationship – exchange information, get access for mutual benefit, specific projectService Relationship – fixed time, fixed task
  • Vision and leadership create energy or POWERIt is the job of leaders to provide the energy necessary for revolution.
  • Common Sense Suggestions
  • Transcript

    • 1. The Secret to Successful
      Campus-Community Partnerships
      (It’s not a secret.)
    • 2.
    • 3.
    • 4.
    • 5. Jessica Hagy, Indexed http://thisisindexed.com
    • 6. Partnerships are a Good Idea.
    • 7.
    • 8.
    • 9.
    • 10. Images: explodingdog.com
    • 11. http://energy.caeds.eng.uml.edu/peru-07/index2.htm
    • 12. http://energy.caeds.eng.uml.edu/peru-07/index2.htm
    • 13. http://energy.caeds.eng.uml.edu/peru-07/index2.htm
    • 14. Many Types of Engagement
      service-learning
      internship
      CBPR
      work study
      volunteerism
    • 15.
    • 16.
    • 17. Many Types of Partner Relationships
      Transformative
      Cooperative
      Exchange
      Service
    • 18. Handout
      “Networking to Collaboration Continuum”
    • 19. The Promise of Partnerships: Tapping Into The College As A Community Assetby Jim Scheibel, Erin M. Bowley & Steven Jones
      FINANCIAL COSTS
      ACADEMIC CALENDAR
      Potential Challenges
      POWER
      LANGUAGE
      VALUES
      FACULTY INCENTIVES
    • 20. FORCE FIELD ANALYSIS
      State Desired Change Here
      Handout
      DRIVING FORCES
      RESTRAINING FORCES
      Forces resisting the change
      Forces favoring the change
      (EQUILIBRIUM OR CURRENT STATUS)
    • 21. Planning Process
    • Assessing Impact on Community Organizations
      A look at costs and benefits
    • 26. Time . . .
      staff spent training and supervising volunteers
      staff spend communicating with campus personnel (phone, email, face-to-face)
      Lost that could be spent meeting with other constituencies
      Financial
      Cost of staff time & equipment
      Intangibles
      Costs of the Partnership
    • 27. Benefits of the Partnership
      Time . . .
      • staff time freed up by campus partner assuming organizational responsibilities
      • 28. staff time freed up as a result of technical assistance/training from campus partner
      • 29. Time spent with potential donors, public officials, etc. that can be directly attributed to the partnership
      Financial
      • Value added of student, faculty and staff time
      • 30. Revenue sources generated by partnership
      • 31. Value of new equipment provided at no cost
      Intangibles
    • 32. Community Voice
    • 33. Asset-Based Partnerships
      Asset-Based: discovers gifts & talents in the community right now
      Internally-Focused: Relies on community’s strengths, not on outside resources
      Relationship-Driven: Seeks to connect local people, associations and institutions
    • 34. Needs vs. Assets
      Needs Based
      Focus on deficiencies
      People are consumers of services
      Residents observe as issues are being addressed
      Asset Based
      Focus on effectiveness
      People are producers
      Residents participate and are empowered
    • 35. We all have assets and deficits.
    • 36. Community Assets
      Individuals
      Everybody!
      Associations
      Social Assets
      Institutions
      Public, private, nonprofit
      Physical Assets
      Buildings, natural assets
      Exchange
      Financial transactions and other exchanges
    • 37.
    • 38. Associations
    • 39. Associations & Institutions
    • Handout
      “Steps to Develop a Partnership”
    • 47.
    • 48. Jessica Hagy, Indexed http://thisisindexed.com/
    • 49. You cannot mitigate all risk.
      If you don’t learn to embrace risk you cannot lead.
      Risk does not make leadership difficult. Risk makes leading worthwhile.
    • 50. Handout
      “What Makes Partnerships Work?”
    • 51. Handout
      Campus Compact Benchmarks for Campus/Community Partnerships (2000)
    • 52. When you get to that certain point . . .
      Expand your geographical reach.
    • 53. When you get to that certain point . . .
      Develop new and non-traditional partners
    • 54. When you get to that certain point . . .
      Deepen and broaden the focus
    • 55. When you get to that certain point . . .
      Revisit initial agreement,
      focus & renew commitments
    • 56. When you get to that certain point . . .
      Collaborate with other partnerships
    • 57. When you get to that certain point . . .
      Develop a Graceful EXIT Strategy
    • 58. Be honest, but gentle.
      Do no harm, and protect each other from making mistakes.
      Keep your agreements.
      Respect each other’s boundaries and professional knowledge.
      Don’t take your partners for granted.
    • 59. John Hamerlinck
      john@mncampuscompact.org
      320-308-4271
      www.mncampuscompact.org

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