Forging a Partnership

These problems, though serious, haven't turned Oberlin into a postmodern Gotham. Even so, town and College leaders wanted to intervene to prevent the situation from deteriorating. So last spring, after a series of fact-finding trips to Clark University in Worcester, Massachusetts, and Trinity College in Hartford, Connecticut, both of which have developed similar community-assistance programs, College Trustees voted unanimously to create the Oberlin Partnership to do the same for Oberlin. Along with the $350,000 to create the infrastructure to deal with community problems, the Trustees earmarked additional funds this summer as seed money for various community-enhancement projects. Doing so, College leaders acknowledged the school's role in contributing to some of the problems (by not paying property taxes and exacerbating off-campus housing pressures) and its obligation to find solutions.

"The very essence of the Oberlin experience is to bridge the gap between theory and practice, and to give back to society," notes Fisher, who joined the Trustees' Community Initiative Task Force this year.

Of course, the College has always had a strong relationship with the town. It buys fire trucks for the city and plants trees. Construction on the public pool is under way thanks in part to $500,000 contributions each from the College and the Lorain County Commissioners, $2 million from philanthropist Eric Nord, and the approval by Oberlin residents of a tax levy. And each year, the College's six-year-old Center for Service and Learning places more than 800 student volunteers in 19 projects with Oberlin school kids, including America Reads; Digital Docents, which teaches kids about technology; and programs in music, math, and mentoring.

"Oberlin College has done reasonably well along those lines compared to other colleges and universities," says Dye. "But it has not been in any way unconventional. That is where things are changing now."

Dye tapped Daniel Gardner '89, director of the Center for Service and Learning, to lead the Oberlin Partnership. Now in the process of assembling his team, Gardner says this new initiative goes beyond getting more students involved in more activities. "Student volunteerism is a crucial plank," he says. "But that plank has already been nailed in place. Now it's time to look at other resources--our faculty, our physical plant, the financial and political leverage of our alumni and Trustees, even how Oberlin has relationships with national foundations that small community-service centers simply do not have. How can we bring those aspects to the table?"

To help find those answers, Gardner is meeting with town leaders as a sort of "secretary of state" conducting diplomacy with the College's neighbors. He has already made a favorable impression. Funk says simply: "Dan gets it."

Among the key areas already identified for assistance--schools, housing, recreation, and economic development--it's not surprising that plans to help schools are furthest along. "When I picked up The Plain Dealer and saw that Oberlin schools were in a state of academic emergency, I thought, This really feels bad. We are an educational institution, and this does not show Oberlin College in good light," Dye recalls. "We needed to do something about it. We're part of the solution here.