Models of Community-University Collaborations for Participatory Evaluation: Documenting the Impact of a Community Development Corporation: A University-Community Partnership

1999 ◽  
Author(s):  
Yolanda Suarez-Balcazar ◽  
Daniel Kruger ◽  
Anita Jayraj
2019 ◽  
Vol 43 (5/6) ◽  
pp. 536-553 ◽  
Author(s):  
Emmanuel Osafo ◽  
Robert M. Yawson

Purpose This paper aims to identify ways by which the core functions of human resource development HRD can be used to enhance the university–community partnership (UCP) in lieu of the “town and gown” era. Furthermore, the paper addresses the need to extend HRD activities beyond the organization and leverage HRD to spearhead the community-development agenda through coalition building between organizations, local universities and the community. Design/methodology/approach Literature on UCP is reviewed and analyzed, and the need to extend HRD focus beyond the organization to include community development through coalition building is discussed. A single-case descriptive analysis to illustrate the critical role of human resource and leadership development in UCP is done. Findings HRD’s interest in the UCP drive is negligible. UCP presents a new frontier for HRD research and practice because there is both public and private funding that can be assessed through the right contacts and networks. Originality/value The need for UCP has been a subject of discussion among scholars for time immemorial. However, the collapse of the “town and gown” era has inspired greater interest in UCP. HRD scholars and practitioners can leverage the expertise in applying andragogy principles, the focus on the adult learner and community leadership development to play a crucial in the UCP drive.


10.28945/4708 ◽  
2021 ◽  
Vol 6 ◽  
pp. 001-024
Author(s):  
Sarah Combs

Josie Rocco hung up the phone and wiped away the tears streaming down her face as she contemplated what her next move would be. This was the third call she'd received that day where all she could say was, “I am so sorry to hear that.” Words that felt empty with no real solutions or answers attached to them. Josie was the Chief Operations Officer for the University Area Community Development Corporation, Inc. (UACDC), a nonprofit organization dedicated to improving community through resident empowerment and self-sufficiency. Josie was in charge of all the programs and services, and in her 25 years of doing this work, she had never heard such hopelessness in her community's collective voice. The number of residents who had lost their jobs due to COVID-19 was overwhelming. This public health pandemic came out of nowhere, like a thief in the night stealing away security and peace, leaving behind the devastating effects of death, unemployment, loss of housing, and crippling food insecurity.


1978 ◽  
Vol 2 (3) ◽  
pp. 5-15
Author(s):  
Francis J. Brewerton ◽  
Elias R. Callahan ◽  
R. Wayne Gober

This paper explains the concept of the Community Development Corporation (CDC), the primary purpose of which is to help small businesses create jobs by providing initial funding along with technical and managerial advice in geographic areas that are economically depressed. A typical Community Development Corporation is used to demonstrate the actual operation of this concept in a rural environment focusing on the improvement of the Corporation's methodology of defining activities, operations, and flow charts. Adjustments in one of these activities precipitates significant improvements in other CDC operations and in the ability of a CDC-aided business to succeed over the long term.


Sign in / Sign up

Export Citation Format

Share Document