Expectations Versus Reality in a University–Community Partnership: A Case Study

Abstract To add to the growing body of literature on university–community engagement, this case study describes a 2-year partnership between a University and 11 nonprofit organizations that was formed as part of a grant funded Nonprofit Capacity Building Program. The article describes and analyzes a significant challenge that emerged between the parties involved in this particular relationship, respectively, the clear disconnect between the expectations of the partnership versus the reality. We argue that these differences were created by and often led to power imbalances. In addition, the formal structures of the grant acted as a sensemaking device for some of the nonprofits but were challenged by others. Negotiation over aspects to the program occurred continuously throughout the program. Despite the disconnect observed between expectations and realities, the expected capacity building outcomes were, for the most part, realized in the end. Specific examples of the expectations versus realities are analyzed and discussed.