Taking the Classroom to Town Hall: The Experiences of a Partnership between James Madison University’s Public Policy and Administration Program and the Town of Elkton, VA
Reid Wodicka, MPA, Elkton Town ManagerDr. Nicholas Swartz, Assistant Professor, MPA Director, James Madison University
Introduction to Elkton and Partnership
Literature Review Project
Economic Development Police Department Community Center
Evaluation of Projects
Located in Northwestern VA in the Shenandoah Valley—nestled between Blue Ridge and Allegheny Mountains
Population 2,800
Closest neighbor is Harrisonburg (population 48,000)
Long history of political distress and mismanagement
Develop a mutually beneficial partnership between JMU and Elkton (started in summer of 2009 with support of JMU President)
Town Manager: “Improve public trust in local government by providing highest quality citizen-focused services in efficient and effective manner”
Provide Elkton with research and manpower resources to solve problems
Provide faculty and students the opportunity to use Elkton as a laboratory to get “real-world” experience
Partnership described reflective of growing trend in colleges and universities
Why?
To better connect campuses with their communities through community service and civic engagement
Boyer: “Higher education has more intellectual talent that any other institution in our culture. Today’s colleges and universities surely must respond to the challenges that confront our children, our schools, and out cities…just as the land-grant colleges responded to the needs of agriculture and industry a century ago.”
U.S. Department of Housing and Urban Development’s Office of University Partnerships
1) Student volunteerism (usually non-credit) 2) Service provision by faculty and students targeted to a
specific community 3) Service learning (activities a part of coursework) 4) Faculty involvement in community projects 5) Community in the Classroom (non-degree, noncredit
courses for local residents designed to strengthen community building and community capacity)
6) Applied Research (needs assessments, program development, and program evaluations)
7) Major Institutional Change initiatives (may alter “the mission, promotion and tenure criteria, awards, and course offerings of colleges and universities”. ie: Carnegie Foundation classification as “Community Engaged University)
Our partnership: Class-based consulting model that
combines service learning with applied research
What constitutes as “research” has changed within Political Science Dept as result of this work
Jacoby (2003) “A form of experiential education in
which students engage in activities that address human and community needs together with structured opportunities intentionally designed to promote student learning and development. Reflection and reciprocity are key concepts of service learning”
Service Learning COMMUNITY:
Student provides meaningful service that meets need or goal
CAMPUS: Service provided by student flows from
and into course objectives Integrated into course by way of
assignments Assignments are evaluated
Hollis (2002, 2004) Service learning enables students to BETTER link
abstract principles to real-world circumstances than internships or community service
Reinke (2003) Help MPA students:
▪ Master course material ▪ Promote team work ▪ “Deeper understanding of community issues and
problems” Peters (2004)
Students who are “better-prepared for responsible public leadership”
Consider economic downturn---
Squeezed state and local government revenue sources
Collaboration is even greater in small towns
University founded in 1908
Mission “A community committed to
preparing students to be educated and enlightened citizens who lead productive and meaningful lives.”
Proposed to State Council of Higher Education (SCHEV) in 1979
Began accepting students in 1982.
Currently consists of 20 full-time and 30 part-time students.
Mission Statement: “The MPA Program promotes engaged citizenship and
responsible public service. The curriculum cultivates effective and ethical analysts, managers, and leaders for work in local, national, and global contexts.”
Description of the Projects
1990s and early 2000s: Elkton Downtown Revitalization Corp. became tied to political figures and eventually lost funding when opponents gained power
“PRESENT STATE” at time of project—downtown in dire need of total revitalization
Many dilapidated buildings and empty storefronts
Located near Massanutten Resort, but concierge would tell you not to go to Elkton
PUAD 483/583: Urban Policy and Regionalism GROUP 1: Examination of local/regional economy
GROUP 2: Survey to all residents/business owners What types of investment needed Actions to create jobs and foster economic development Types of commercial/industrial development, types of businesses/services Changes to attract customers and visitors Challenges over next 20 years What makes Elkton unique
GROUP 3: SWOT analysis with community residents and businesses owners
GROUP 4: Focus groups with community residents and business owners
GROUP 5: Grant opportunities
GROUP 6: Downtown vacant property identification and recommendations
Issue of mistrust in town police prior to current chief Allegations of murder and misappropriation of
funds Officers report that former Council
members pressured them to overlook illegal activity
Reputation building
Issue of officer morale
PUAD 641: Program Evaluation GOALS:
Measure department’s reputation Understand impacts on officer retention Determine if staffing is similar to other communities
Survey to all households and business owners Regard for officers Responsiveness to issues (drugs, traffic, crime prevention,
safety, etc.) Informed of Police Department activities/services Response time Equal treatment
Officer interviews and questionnaire
Survey to similar police departments across the state to examine staffing and funding arrangements
Founded on October 23, 2006 Joint project between town and county 27,000 sf—offers wide array of
recreational activities, programs, and events
3 large community rooms High tech community meeting room But…what about the future—
especially with little funding
PUAD 641: Program Evaluation Goals:
Help administrator find out types of programs, services and events members want
What would attract non-members to join Should center become 501 C3 non-profit?
Mailed surveys to all residents Use of Center New program areas
On-site surveys to non-residents Center comparison (hours, funding, etc) Examination of tax codes
Increase in volunteer activities Internships for MPA students Fellowship for MPA Student Office of Economic Development
created Budget for officer training increased by
approx 3 times Expansion of Senior Citizen Checking
Service Public Information campaigns
Surveys of stakeholders/participants on both sides of partnership Students Elected officials Department heads
Measure: Partnership’s effectiveness Examine how future partnerships can be
improved
Problem: Short term outlook—impact may not be realized
for years Do not have manager administer survey
Student Responses: Appreciation of opportunity to work in “real-world”
environment Felt doing work that is “truly needed” Would help in career (either in-service or pre-service)
Staff Members: Appreciation for opportunity to work with JMU Felt their efforts were validated by study
Council Members: Members who felt that the concept of the projects did
not affirm to their political viewpoints also felt the projects were less effective
Did not have enough input in the design of the partnership