Community Partnerships a) Contractor shall secure community partnerships with external entity/ies that enhance Program Services, including with, but not limited to the following external entities:
i) Employers and organizations that would support work readiness, skill-development, and career awareness and exposure, including knowledge of career pathways connected to the City’s priority sectors;
ii) Educational organizations that would enhance program activities (e.g., programs that teach about financial literacy, college access and post-secondary educational options);
iii) Organizations that would support Participants’ connections to work or education after SYEP completion, including programs or services that would provide participants with career exposure and job opportunities, occupational training, or post-secondary education;
iv) Organizations that provide financial literacy and financial counseling and appropriate financial and banking products;
v) Organizations or entities that can further develop civic engagement and youth leadership opportunities;
vi) Organizations that can connect youth to mentors (e.g., NYC Service, NYC Mentoring Initiative);
vii) Other DYCD programs in their community that could provide additional enrichment or supportive services; and
viii) Organizations that could provide supportive services to Participants, (e.g., mental health, housing, health, food and nutrition, housing, substance abuse treatment, legal, childcare, financial resources).
b) Subcontractors are considered community partnerships.
Community Partnerships. The Contractor must submit a Communication Plan (“Plan”) developed with each Housing Assessment and Resource Agency (“HARA”) within their assigned Region(s):
a) The Plan must be developed with the HARA and include the roles and responsibilities that each agency will perform while assisting Program Applicants and Participants. If efforts to create a Plan with the HARA are unsuccessful, the Authority will facilitate this process.
b) The Plan must be signed by both the Contractor and the HARA Executive Director. The HARA may instead opt to submit a support letter in conjunction with the Plan signed by the Contractor.
c) The Plan must be submitted to the Contractor’s assigned Resource Specialist by March 1, 2019. If the Authority requires changes, the Contractor must complete and return the Plan prior to a deadline specified by the Authority.
d) If significant change(s) occur to the Plan during the term of the Housing Agent Agreement, an updated Plan must be submitted to the Authority in a timely manner. The Plan must include, but is not limited to the following:
a) Designation of a HARA staff person(s) and a Contractor staff person(s) as a point of contact for partners, e.g., Applicants, Participants, Landlords, COCs, and Referring Agencies.
b) The Contractor and the HARA will develop a meeting schedule that outlines the frequency and type of planned communications they will have with each other. Meetings will be held quarterly and may be held in person or by teleconference. One meeting must be face-to-face annually.
c) Detail of roles and responsibilities of Contractor and HARA that are needed to conduct routine business effectively. Outline a method that is designed for your community to assist applicants and participants in navigating the Program.
d) Describe an outreach procedure to communicate the opening of Waiting Lists in the designated community.
e) For communities with Project-Based Vouchers, describe how the Contractor will communicate to the Lead Agency and Management Company that Waiting Lists need more Program Applicants.
Community Partnerships. Contractors must develop community partnerships with schools, health and social service agencies, and other related community organizations. Contractors must involve partners in: Community Assessment (A-7). ECEAP service delivery planning (A-3). Community services development and coordination. Planning for children with disabilities (E-10). Kindergarten transition planning (E-6, F-1, F-6). Corrective action planning, as related to community services (A-9).
Community Partnerships. Encouraging community partnerships with agencies throughout the County applicable to WIOA Young Adult Programs ultimately enhances the network of resources available to young adults. It is the aim of WIOA and COUNTY to align young adult-serving institutions in order to ease access, reduce duplication, close service gaps and promote collaboration through strong regional partnerships. SUBRECIPIENT shall establish and maintain on-going relationships with organizations throughout the community, examples include but are not limited to: Education agencies (K-12, higher education, technical/vocational training schools) Social service agencies / Temporary Assistance for Needy Families (TANF) Housing agencies Probation Department Xxxxxx care, and other related programs Community Partners and Community Based Organizations Labor Organizations Literacy Program Providers Business Organizations Mentoring Organizations
Community Partnerships. The localism agenda encourages individuals to take more responsibility for the running of their communities. Experience shows that this is much more likely to occur where citizens are guided through a structured process, taking into consideration a wide range of social, economic, environmental and cultural factors. CPs have the role of bringing together local individuals and groups in an inclusive way to develop and deliver community initiatives through an action plan. Working alongside the statutory bodies and other local groups, Community Partnerships can: Raise funds for their local area from charitable and other sources, unavailable to statutory bodies Bring together individuals and groups with a shared interest in their local area under a common action plan, planned and delivered together Deliver improvements to their local communities which may not happen in any other way Offer an alternative perspective in relation to local issues and concerns The CPs are set up with terms of reference that include aims and accountabilities, and a Memorandum of Understanding (MOU) for working with their local Parish Council or Neighbourhood Councils. Over the years, some CPs have gone on to become Limited Liability Companies (which could be charitable) with memoranda and articles of association. This has enabled them to present themselves to funders as fully independent and accountable bodies rather than as offshoots of local government, and so draw down grants. Working collaboratively we can generate high rates of participation and have a full understanding of local strengths, aspirations and needs.
Community Partnerships. Active in developing partnerships with individuals, groups and organizations outside the College. Activities may include the development and management of grants and contracts, provide leadership and management of joint activities, plan and implement coordinated services, plan and present workshops and serve on boards and job-related committees.
Community Partnerships. Partner organizations identified by the Consortium through an application process will be invited to participate in Consortium meetings and activities. They are recognized as valuable stakeholders and partners in the implementation of educational services for adults.
Community Partnerships. The Parties agree that university education is normally best provided by employees who are fully engaged in all aspects of teaching, research, and service. However, the Parties agree that it can be beneficial to students, faculty and the University to engage community partners to offer unique and/or applied learning experiences; The Parties agree that, notwithstanding Article 10.01(d) of the Full-Time Collective Agreement and Article 18A of this Agreement, the University may enter into agreements with community partners in the delivery of undergraduate or graduate courses with the following conditions:
Community Partnerships. As a nonprofit organization in the community, UPAE recognizes the need to establish partnerships with local individuals and organizations. UPAE will seek partnerships to assist the Board of Trustees and leadership team in realizing the school’s mission and reaching the its overarching goals. The partnerships will assist with such efforts as student recruitment, community advocacy on behalf of the school, mentorship, enrichment classes, and invitations to students to participate in extended summer or weekend programs. As of January 2014, the school has established relationships with the following organizations: • Center of Science and Industry (COSI): in-school and field-based science enrichment and programming • Columbus Zoo: in-school and field-based science enrichment and programming • Junior Achievement of Central Ohio: in-school and field-based economics enrichment • After-School All-Stars Ohio: in-school and field-based academic and enrichment programming • Capital University America Reads: academic tutoring in math and reading • Ohio State University :academic tutoring in math and reading and enrichment programming • Xxxxxxx Community House: after-school programming and athletics • Columbus City Schools: potential facility lease options
Community Partnerships. Develop authentic partnerships and community trust to advance the plan’s vision. In practice, this means:
