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