Chc partnership development 2011


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Partnership development training for Minnesota Campus Compact's College Health Corps, 2011

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  • Sometimes you have a hard time knowing if something is a good idea or not.
  • Vision and leadership create energy or POWERIt is the job of leaders to provide the energy necessary for revolution.
  • My introduction to SL as a transformational educational toolTell story of SL in Engineering & Mathematics instituteJohn Duffy – U Mass LowellPeru Project
  • Many Types of Engagement for colleges and universities
  • Many Types of Partner Relationships(START ON BOTTOM)System 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
  • Basic community organizing strategy
  • These people are all well-intentioned and trying to do good things but they have no plan or direction
  • These people had a plan imposed on them. They expend a lot of energy, but don’t really move forward.
  • The third group has lost a couple of people, but they all know where they’re going and they are moving in that direction
  • Common Sense Suggestions
  • Chc partnership development 2011

    1. 1. The Secret to Successful<br />Campus-Community Partnerships<br />(It’s not a secret.)<br />
    2. 2.
    3. 3.
    4. 4.
    5. 5.
    6. 6. Jessica Hagy,<br />
    7. 7. Partnerships are a Good Idea.<br />
    8. 8. Jessica Hagy,<br />
    9. 9.
    10. 10.
    11. 11.
    12. 12.
    13. 13.<br />
    14. 14.<br />
    15. 15.<br />
    16. 16. ENGAGEMENT<br />service-learning<br />internship<br />CBPR<br />work study<br />volunteerism<br />
    17. 17. Handout<br />COMMUNITY & ECONOMIC DEVELOPMENT<br />action taken locally by a community to provide economic opportunities and improve social conditions in a sustainable way<br />PHILANTHROPY<br />increasing the well-being of humankind by charitable aid or donations<br />COMMUNITY-BUILDING<br />strengthening the capacity of neighborhood residents and associations to identify priorities and opportunities to work, individually and collectively<br />VOTING & FORMAL POLITICAL ACTIVITIES<br />voting, running for public office, acting on behalf of a candidate, writing to an elected official<br />INFORMAL ASSOCIATIONS (mutual aid)<br />unpaid, collaborative work by citizens with a common passion and vision to improve their collective quality of life<br />PROTESTS & DEMONSTRATIONS<br />visible, non-violent, public disagreement with a situation or policy<br />SOCIALLY RESPONSIBLE<br />DAILY BEHAVIOR<br />acting on your values, doing what is right, as opposed to what is easy, in one’s personal and professional life<br />SOCIAL ENTREPRENEURSHIP<br />using entrepreneurial principles to organize, create, and manage a venture to make social change<br />CHARITABLE VOLUNTEERISM<br />good deeds or lending a hand - most often through social service agencies, churches or schools<br />COMMUNITY-BASED PARTICIPATORY RESEARCH<br />research conducted as an equal partnership between traditionally trained "experts" and members of a community, and intended for community improvement<br />COMMUNITY ORGANIZING<br />bringing people together into an organization that acts in their shared self-interest<br />ADVOCACY<br />active support of an idea or cause through public and private discourse - includes the collection of evidence to support one's position<br />
    18. 18. RELATIONSHIPS<br />Transformative<br />Cooperative<br />Exchange<br />Service<br />
    19. 19. Handout<br />“Networking to Collaboration Continuum”<br />
    20. 20. The Promise of Partnerships: Tapping Into The College As A Community Assetby Jim Scheibel, Erin M. Bowley & Steven Jones<br />FINANCIAL COSTS<br />ACADEMIC CALENDAR<br />Potential Challenges<br />POWER<br />LANGUAGE<br />VALUES<br />FACULTY INCENTIVES<br />
    21. 21. FORCE FIELD ANALYSIS<br />State Desired Change Here<br />Handout<br />DRIVING FORCES<br />RESTRAINING FORCES<br />Forces resisting the change<br />Forces favoring the change<br />(EQUILIBRIUM OR CURRENT STATUS)<br />
    22. 22. Skills<br />Incentives<br />Resources<br />Action<br />Plan<br />Confusion<br />=<br />Vision<br />Incentives<br />Resources<br />Action<br />Plan<br />Anxiety<br />=<br />Vision<br />Skills<br />Resources<br />Action<br />Plan<br />Resistance<br />=<br />Vision<br />Skills<br />Incentives<br />Action<br />Plan<br />Frustration<br />=<br />Vision<br />Skills<br />Incentives<br />Resources<br />Treadmill<br />=<br />Vision<br />Skills<br />Incentives<br />Resources<br />Action<br />Plan<br />Change<br />=<br />Adapted from Knoster, T. (1991) Presentation at TASH Conference, Washington DC<br />(Adapted by Knoster from Enterprise Group Ltd.)<br />
    23. 23.
    24. 24. Handout<br />“Steps to Develop a Partnership”<br />
    25. 25. Community Voice<br />
    26. 26. Costsof Partnerships<br />
    27. 27. Benefitsof Partnerships<br />
    28. 28. Handout<br />“What Makes Partnerships Work?”<br />
    29. 29. No Vision<br />
    30. 30. No Vision<br />Imposed Vision<br />
    31. 31. No Vision<br />Imposed Vision<br />Shared Vision<br />
    32. 32. Be honest, but gentle.<br />Do no harm, and protect each other from making mistakes.<br />Keep your agreements.<br />Respect each other’s boundaries and professional knowledge.<br />Don’t take your partners for granted.<br />
    33. 33. When you get to that certain point . . . <br />Expand your geographical reach.<br />
    34. 34. When you get to that certain point . . . <br />Develop new and non-traditional partners<br />
    35. 35. When you get to that certain point . . . <br />Deepen and broaden the focus<br />
    36. 36. When you get to that certain point . . . <br />Revisit initial agreement,<br />focus & renew commitments<br />
    37. 37. When you get to that certain point . . . <br />Collaborate with other partnerships<br />
    38. 38. When you get to that certain point . . . <br />Develop a Graceful EXIT Strategy<br />
    39. 39. John Hamerlinck<br /><br />320-308-4271<br /> <br />