"How do we know what they need?" An analysis of how connectrichmond changed service-learning at the university of Richmond
Dolson T.
2011
Higher Education, Emerging Technologies, and Community Partnerships: Concepts, Models and Practices
0
10.4018/978-1-60960-623-7.ch011
The University of Richmond, a mid-size liberal arts institution, had a longstanding institutional commitment to civic engagement. Campus location and curricular issues once made the popular model of service-learning, direct service to fellow citizens in need, too restrictive, and not a good fit for many of the university's courses. Campus leaders wanted to create community partnerships that would accommodate the wide range of pedagogical needs on campus, connect to every discipline, and still maintain healthy and sustainable partnerships in the community. This case study describes their collaboration with community leaders to launch ConnectRichmond, a network hub with many Web 2.0 features. This innovation has created a large online community that facilitates a variety of course models and has helped to support the development of a major program for community-based learning. ConnectRichmond allows UR to move beyond talking about meeting community needs to working in true reciprocity with fellow Richmonders. © 2011, IGI Global.
What We Do, (2007); Cushman E., The public intellectual, service learning, and activist research, College English, 61, 3, pp. 328-336, (1999); Cushman E., Sustainable service learning programs, College Composition and Communication, 54, 1, pp. 40-65, (2002); Sandy M., Holland B.A., Different worlds and common ground: Community partner perspectives on campus-community partnerships, Michigan Journal of Community Service Learning, 13, 1, pp. 30-43, (2006); Smartt R., ConnectRichmond, (2007); Stoeker R., Tryon E.A., The Unheard Voices: Community Organizations and Service Learning, (2009); Stutts N., ConnectRichmond: Collecting and sharing information to build a stronger community, Community Technology Review, Spring 2003, (2003)
IGI Global
Book chapter
Scopus