facilitate the partnership. Partnership Planning Ms. Jackson and Dr. Snow first met in June and were able to share their visions for partnering. As in the Parent and Harvey model ( 2009 ), they shared their motives and explored how those motives complemented and fit with each other. Ms. Jackson expressed to
Jennifer E. McGarry, Justin M. Evanovich, Nneka A. Arinze, Kolin Ebron, and Jun Young Cho
Laura Misener, Landy Di Lu, and Robert Carlisi
that can be leveraged, recently scholars have indicated the importance of developing collaborative partnerships between event stakeholders and across various sectors ( Bell & Gallimore, 2015 ; Darcy & Appleby, 2011 ; Girginov, Peshin, & Belousov, 2017 ; Harrison-Hill & Chalip, 2005 ). A cross
Ralph Wood, Edward Hebert, Chris Wirth, Ali Venezia, Shelly Welch, and Ann Carruth
Successful campus-community partnerships provide universities enhanced visibility in the community, and offer university students opportunities to engage in real-world educational experiences through service learning and internships. In addition, the participating community agency/program benefits from an infusion of ambitious students that can help the agency/program further its mission, and increase its visibility and reach. Within the areas of health promotion and wellness, campus-community partnerships have become an essential component in the delivery of prevention services and the development of public health infrastructure. The purpose of this paper is to share the experiences of two universities in their development of campus-community partnerships in the areas of health and wellness.
Sheri J. Brock, Danielle Wadsworth, Shelby Foote, and Mary E. Rudisill
Institutions of higher education have a responsibility to prioritize the needs of society and local communities. One essential need prevalent in all communities is to address the rise of obesity and health risks due to lack of participation in physical activity. In the United States, children spend a small percentage of time engaged in physical activity, and engagement decreases further in adolescence and adulthood. Collaborative partnerships between kinesiology faculty at universities and community organizations are one avenue for engaging children in physical activity. Partnerships must be multilevel and community wide to evoke change and have long-term impact and sustainability. Within the context of community-based research, we propose a three-step framework for establishing collaborative partnerships: (1) determining the needs of partners; (2) discussing expertise, services, and philosophy; and (3) providing a quality product. In addition, we outline and illustrate our experiences when collaborating with community partners to promote physical activity.
Joanna L. Morrissey, Joseph A. Beckett, Ross Sherman, and Lisa J. Leininger
As undergraduate students prepare to enter the workforce and become engaged members in their communities, it is necessary for universities to provide students with opportunities and resources to develop the knowledge, skills, and attitudes needed to be successful in their professional, personal, and social pursuits. Experiential learning is one approach that may be used to facilitate and strengthen the learning process for undergraduate students. Grounded in experiential learning, Kinesiology-specific service learning and internship programs can help students develop the skillset needed to be successful in their major and future careers. To best facilitate students’ learning, it is imperative that such academic programs build collaborative, sustainable and genuine campus-community partnerships. This paper presents a series of practical and successful partnership-building strategies from three unique institutions.
David D. Pascoe and Timothy E. Moore
The decline in federal research grant funding and incentive-based budget models to support a university’s mission has necessitated a paradigm shift in the pursuit of available sources of funding. Programs built around federal funding are once again pursuing funding opportunities from industry. Universities are reevaluating their research funding models and career expectations (tenure, promotion) that support a researcher, laboratories, and a defined research agenda. Kinesiology departments are in a strong position to pursue industry funding for fitness, sports, and performance-related research. While grant funding focuses on empirical data-driven research, industry looks for product exposure, validation (empirical data to support claims), and commercialization. Industry partnerships can provide funding in supporting research, developing sponsor-named facilities that benefit both parties. With these cooperative efforts come some unique challenges (financial, proprietary, data interpretation, etc.) that must be addressed.
Ross C. Brownson, Diana C. Parra, Marsela Dauti, Jenine K. Harris, Pedro C. Hallal, Christine Hoehner, Deborah Carvalho Malta, Rodrigo S. Reis, Luiz Roberto Ramos, Isabela C. Ribeiro, Jesus Soares, and Michael Pratt
Physical inactivity is a significant public health problem in Brazil that may be addressed by partnerships and networks. In conjunction with Project GUIA (Guide for Useful Interventions for Physical Activity in Brazil and Latin America), the aim of this study was to conduct a social network analysis of physical activity in Brazil.
An online survey was completed by 28 of 35 organizations contacted from December 2008 through March 2009. Network analytic methods examined measures of collaboration, importance, leadership, and attributes of the respondent and organization.
Leadership nominations for organizations studied ranged from 0 to 23. Positive predictors of collaboration included: south region, GUIA membership, years working in physical activity, and research, education, and promotion/practice areas of physical activity. The most frequently reported barrier to collaboration was bureaucracy.
Social network analysis identified factors that are likely to improve collaboration among organizations in Brazil.
Michael A. Hemphill and Tom Martinek
Many kinesiology departments engage in partnerships that aim to promote positive youth development through physical activity. These partnerships are often enhanced by mutually beneficial goals and shared decision making between university and community partners. This paper describes how sport has been at the center of two university-community partnerships that have helped to teach life skills to youth. We draw upon our experience working with community partners to illuminate challenges and opportunities for youth-focused partnerships. The programs include an emphasis on sustainability. As kinesiology programs continue to enhance their efforts to partner and support youth development, case studies such as this may help inform our efforts.
Peter W. Grandjean, Burritt W. Hess, Nicholas Schwedock, Jackson O. Griggs, and Paul M. Gordon
Kinesiology programs are well positioned to create and develop partnerships within the university, with local health care providers, and with the community to integrate and enhance the activities of professional training, community service, public health outreach, and collaborative research. Partnerships with medical and health care organizations may be structured to fulfill accreditation standards and the objectives of the “Exercise is Medicine®” initiative to improve public health through primary prevention. Barriers of scale, location, time, human resources, and funding can be overcome so all stakeholder benefits are much greater than the costs.
Jason R. Carter, Nancy I. Williams, and Wojtek J. Chodzko-Zajko
Building departmental visibility and support is essential to the success of any kinesiology unit. This paper provides an overview of different strategies taken by three American Kinesiology Association member departments to advance their respective units. Each program was faced with unique institutional goals and structures, yet each institutional example highlights the shared theme of building strategic partnerships and cultivating a culture of entrepreneurship and innovation. Common strategies across the three institutions included a genuine understanding of university priorities and politics, chair and faculty leadership, strong internal and external communication, a willingness to lead and think creatively, and maintaining a focus on academic and educational excellence.