|Center for Community Partnerships Volunteer Center
LEADS – Leadership for Educational Attainment Developed through Service
Freshmen Success Mentoring Program
Homework Help Tutoring at Evans High School
||The goals of the Center for Community Partnerships’ Volunteer Center is to leverage UCF human capital in connecting with long-term strategic partnerships to serve and benefit the local community.|
|OCPS Academic Center for Excellence ∙ A Community Partnership School
||OCPS ACE ∙ A Community Partnership School offers medical, dental, and mental health services; tutoring, mentoring, service-learning, and other enrichment programs; vocational training programs; and a food pantry and snack cabinets for students. The Community Partnership Schools also provide resources and training programs for parents. A wellness cottage on campus offers medical, dental, and mental health services to students, parents, and community members.|
|Evans High School ∙ A Community Partnership School||
||Evans High School ∙ A Community Partnership School offers medical, dental, and mental health services; tutoring, mentoring, service-learning, and other enrichment programs; vocational training programs; and a food pantry and snack cabinets for students. The Community Partnership Schools also provide resources and training programs for parents. A wellness cottage on campus offers medical, dental, and mental health services to students, parents, and community members.|
|Meadowbrook Family Resource Center||
||Leveraging their significant expertise, resources and community relationships, HFUW and UCF are currently coordinating support and services to meet the needs of families (often with students in both schools) and to engage and empower the broader community. Referrals are now shared across campuses and an on-going collaborative leadership group is working to create a sturdier bridge for students (and their families) to transition from middle school to high school. Current efforts include increasing the current portfolio of support and services available at (or through) the schools and increasing coordination between the two campuses. Near-term objectives include implementing a single data platform across campuses and establishing a Family Resource Center at Robinswood (the other major feeder middle school for Evans). The long-term goal is to scale to the elementary schools in the Evans feeder-school pattern and to support these students and their families “cradle to post-secondary credential completion.”|
|Child Welfare Center||
||The vision we have for this institute would be much more than providing information, but rather to supply hands-on investigations, analysis, and direct assistance tailored to the location and to the specific issue needing to be addressed and improved upon. The vision is to also become the go-to institute that has expert resources available to assist those who want to initiate child welfare policy, statutory changes or reforms by performing an independent review of their ideas, and providing feedback and suggestions.|
|Downtown Community Land Trust||
||Nonprofit, community based organization committed to creating permanently affordable rental housing and home ownership for low to middle income individuals and families; promoting revitalization in the neighborhoods of Parramore in which it operations; and creation of an opportunity-centered environment where families achieve, preserve, and sustain affordable housing and quality of life.|
|Downtown Community Engagement||
||The goal is to pull together neighborhood residents and field experts to improve the quality of life as determined by the residents of the neighborhood. The universities and other partners bring another aspect to the neighborhood that, we hope, will have a positive impact. The partners continue to learn and understand from the community residents and business owners as to what is wanted and what is needed. This listening and learning has led to the focus areas of importance gained from the community. There will be an ongoing opportunity for the community to take ownership of the campus.|
|Leadership Training Program||Leadership training to have impact has to have direct ties to decisions and to work being done. 1) Builds organizational capacity over time and impacts how critical decisions are being made. 2) Takes a set of skills and converts that to knowledge.
Unfortunately, too many times, training is often seen as not useful and not valuable.
The key question is what is needed by the staff to help them do their job better. There is real interest in the training when they are asked what they need. Often there is no linkage between the training and real world tools for them to do their job better.