Too often is the case where campus-community partnerships are based upon a model that operates with university stakeholders as experts approaching communities as problems to fix (Boyer, 1990). Specific examples of inequitable collaboration have been observed in decision-making and short term programs driven by funding and its accompanying rules (Bringle & Hatcher, 2002). Working groups, with stakeholders of diverse identities and roles, operate within a web of active relationships and partnerships with complex dynamics that require effective management and on-going analysis (Sandy & Holland, 2006; Dotterweich, 2006; Walsh, 2006). Continued investment in shared understanding and usage of common language, rules, expectations, and accountability (Parent & Harvey, 2009) are required for effective partnership. Partnerships involving campus and community stakeholders, with sport at the forefront of the collaborations, are in fact growing rapidly and have been associated with the promotion of healthy behaviors (Toh, Chew, & Tan, 2002; Cameron, Craig, Coles, & Cragg, 2003).

Admitting individual and organizational limitations that do in fact lead to continued failures, Husky Sport works to enact the following qualities as a campus-community partnership within the Hartford North End and University of Connecticut communities:

• Fosters meaningful and reciprocal relationships
• Values diverse community and youth voices in identifying needs and desires
• Sustains partnerships  
• Co-constructs structures and processes to deliver and evaluate sport-based youth development programs
• Facilitates spaces for continuous learning and growth around equity and social justice

Find at Campus Compact and additional citations: Bruening, Dover & Clark, 2009; Bruening, Fuller, & Percy, 2015; Boyer, 1990; Bringle & Hatcher, 2002; Sandy & Holland, 2006; Dotterweich, 2006; Walsh, 2006; Parent & Harvey, 2009; Toh, Chew, & Tan, 2002; Cameron, Craig, Coles, & Cragg, 2003.