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1. Board 354: Organizational Partnerships S-STEM Research Hub

   Knight, D. B. (June 2023, ASEE Annual Conference proceedings)

   The objective of the Research on Organizational Partnerships in Education and STEM (ROPES) Hub is to advance understanding of organizational partnerships that support academic pathways for domestic low-income engineering students. Partnerships across the education system are essential for improving STEM; achieving the systematic, structural, or sustainable change desired by programs such as NSF’s Scholarships for STEM Students (S-STEM) program is seldom achieved by individual isolated units and often requires partnerships across silos within an academic institution (i.e., intra-institution partnerships) and across institutions (i.e., inter-institution partnerships). However, how such partnerships are built, designed, and sustained remains a great challenge facing the field. This Hub, led by a collaborative team from Virginia Tech, Weber State University, Northern Virginia Community College, and the University of Cincinnati, is working to organize groups to conduct research focused on supporting low-income undergraduate engineering, computer science, and computing students in ways that are congruent with the institutional context and resources while going beyond the direct impact on S-STEM Scholars to impact departments and institutions involved. We are zooming in on the institutional infrastructure and collaborative work between researchers, administrators and practitioners, and policymakers. The overarching research question guiding the hub is: How can intra- and inter-institutional partnerships be designed, built, and sustained to systematically support low-income engineering student success? Answering this question requires a research hub because understanding different models of organizational partnerships—and linking such research to student outcomes across a variety of institutional contexts—requires a focus across S-STEM programs that is only enabled by a research hub approach; it cannot happen in a single S-STEM program. An important contribution of this work will be to characterize aspects of problems in which collaboration and partnerships can be most helpful—supporting low-income engineering students aiming to earn a bachelor’s degree fits these conditions, representing the kind of complex system of interacting, interdependent stakeholders with differing expertise and with no systematic organization of stakeholders. 

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2. Forming Strategic Partnerships: New Results from the Revolutionizing Engineering and Computer Science Departments Participatory Action Research

   Margherio, C.; Doten-Snitker, K.; Williams, J.; Litzler, E.; and Ingram, E. (June 2018, American Society of Engineering Education Annual Conference)

   This research paper investigates the process of forming strategic partnerships to enact organizational change. There has been increasing interest in forming strategic partnerships in higher education due to a variety of motivations, such as pooling of resources and improving the professional development process for students (Worrall, 2007). It is important to examine how strategic partnerships form because the process of formation sets the objectives and expectations of the relationship, which in turn impact the likelihood of success and sustainability of the relationship. Further, despite the growing interest in forming strategic partnerships, the majority of these partnerships fail (Eddy, 2010). This analysis of strategic partnerships emerges from our participatory action research with university change agents activated through the NSF REvolutionizing engineering and computer science Departments (RED) Program. Through an NSF-funded collaboration between [University 1] and [University 2], we work with the change-making teams to investigate the change process and provide just-in-time training and support. Utilizing qualitative data from focus group discussions and observations of monthly cross-team teleconference calls, we examine the importance of motivations, social capital, and organizational capital in the process of forming strategic partnerships. We find that change-making teams have utilized a variety of strategies to establish goals and governance within strategic partnerships. These strategies include establishing alignment among institutional goals, project goals, and partner organization goals. Further, the strategic partnerships that have been most successful have occurred when teams have intentionally built mutually beneficial relationships and invited their partner into the visioning process for their change projects. These results delineate practices for initiating strategic partnerships within higher education and encourage faculty to build mutually beneficial strategic partnerships. 

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3. Developing and Sustaining Faculty-Driven, Curriculum-Centered Partnerships Between Two-Year Colleges and Four-Year Institutions

   De Leone, Charles J; Price, Edward; Sabella, Mel S.; Van Duzor, Andrea G. (July 2019, Journal of college science teaching)

   Recent reports have highlighted the varied and complicated paths STEM (science, technology, engineering, and mathematics) students often take to graduation, which may include attending multiple institutions and increased time to degree. These issues can be addressed, in part, by better coherence between institutions of higher education, such as two-year colleges (TYCs) and four-year colleges and universities. This article presents a cross-case comparison of two faculty-driven partnerships between TYCs and four-year institutions. Outcomes include impacts on individual faculty and increased coherence across the partnering institutions, resulting in course and program transformation, evolution of faculty identity and roles, better coherence and alignment across institutions, and faculty participation in national dialogue surrounding educational transformation. These two partnerships developed and operated independently, but common features include a concrete programmatic focus; regular, equitable discussions between faculty from different institutions; participation of faculty from institutions with similar missions and values; and initial external funding. These cases illustrate how faculty-driven, non-hierarchical, and discipline-based partnerships can facilitate faculty growth, while increasing coherence between two- and four year institutions in an effort to better serve STEM students. 

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4. Developing and Sustaining Faculty- Driven, Curriculum-Centered Partnerships Between Two-Year Colleges and Four-Year Institutions

   De Leone, Charles; Price, Edward; Sabella, Mel; Van Duzor, Andrea (July 2019, Journal of college science teaching)

   Recent reports have highlighted the varied and complicated paths STEM (science, technology, engineering, and mathematics) students often take to graduation, which may include attending multiple institutions and increased time to degree. These issues can be addressed, in part, by better coherence between institutions of higher education, such as two-year colleges (TYCs) and four-year colleges and universities. This article presents a cross-case comparison of two faculty-driven partnerships between TYCs and four-year institutions. Outcomes include impacts on individual faculty and increased coherence across the partnering institutions, resulting in course and program transformation, evolution of faculty identity and roles, better coherence and alignment across institutions, and faculty participation in national dialogue surrounding educational transformation. These two partnerships developed and operated independently, but common features include a concrete programmatic focus; regular, equitable discussions between faculty from different institutions; participation of faculty from institutions with similar missions and values; and initial external funding. These cases illustrate how faculty-driven, nonhierarchical, and discipline-based partnerships can facilitate faculty growth, while increasing coherence between two- and four-year institutions in an effort to better serve STEM students. 

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5. Board 272: Engineering Pathways for Appalachian Youth: Design Principles and Long-term Impacts of School-Industry Partnerships

   https://doi.org/10.18260/1-2--42822  

   Schilling, Malle; Grohs, Jacob (June 2023, ASEE Conferences)

   Broadening participation in the skilled technical workforce is a national priority given strong evidence of growing critical vacancies in engineering coupled with the urgent need for this workforce to better reflect the rich diversity of the nation. Scholars and activists often call for increased focus on education access, quality, and workforce development among rural Appalachian communities, noting that students from these communities are under-represented in higher education generally, and engineering careers specifically. Investing in preK-12 education, engaging youth as valued members of their communities, and cultivating workforce opportunities such as in advanced manufacturing have all been highlighted by the Appalachian Regional Commission as vital to strengthening economic resilience. However, scaffolding engineering and technical career pathways for Appalachian youth at scale in the context of broader systemic issues is challenging. Past research on the career choices of Appalachian youth show that sparked interest alone was not sufficient to consider engineering careers. Research on the sustained development of interest in engineering highlights rich networks of formal and informal experiences as catalysts or supportive infrastructure. Yet, access to such opportunities varies greatly. School systems often lack the necessary personnel, money, or space to offer these experiences, and, even if opportunities are available, often only a small subset of students may be able to participate. Further, common views of what engineering work is and who can do it are narrow, biased, and exclusive. This CAREER project has focused on three areas of research. The first area, focused on school-industry partnerships through COVID-19 in the region, highlighted the importance of rich partnerships, resilient stakeholders, and innovative contexts to persist throughout the COVID-19 pandemic. This is particularly pertinent to partnerships and collaboration, sustainability of these collaborations, and programming in the context of STEM skilled technical workforce development programs in rural places. The second area of research, focused on developing a conceptual framework for engineering education research and engagement in rural places, highlighted the importance of place, individual student and community assets, and leveraging these things to provide context and meaning in a decontextualized K-12 curriculum. Finally, the third research area, focused on systematically reviewing literature related to the assessment of systems thinking in K-12 education, highlighted the lack of comprehensive assessment tools that can apply across many educational disciplines but particularly in areas as it relates to socio-technical problems. Together, these three research areas ultimately seek to inform broader aspects of K-12 education, such as career and technical education, issues related to rural education, and ultimately focusing on students’ ability to handle complex problems in their communities or other contexts with systems thinking. 

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