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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Departmental action teams: Empowering students as change agents in academic departments
Supporting and sustaining positive educational change is an area of increasing focus in higher education and remains a persistent challenge. Using student partnerships is one promising way to help promote these much-needed changes. This case study focuses on Departmental Action Teams (DATs), which are groups of faculty, students, and staff working together in the same department to make sustainable improvements to undergraduate education. Here we focus on DATs from four different departments, across two research-intensive universities in the USA, to draw attention to the important roles that students play as change agents in these groups. We also reflect upon the inherent challenges in building partnerships that incorporate meaningful power sharing to effect educational change
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- Award ID(s):
- 1626565
- NSF-PAR ID:
- 10181416
- Date Published:
- Journal Name:
- International Journal for Students as Partners
- Volume:
- 4
- Issue:
- 1
- ISSN:
- 2560-7367
- Page Range / eLocation ID:
- 128 to 137
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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Introduction Despite years of research and practice, there remains a need to broaden participation in engineering. The NSF-funded research study [PROGRAM] addresses this issue by providing engineering curricula and professional development for high school teachers. [PROGRAM] also engages in building and maintaining a Community of Practice (CoP). The CoP model allows for strategic partnerships to create lasting connections between high schools and various community partners. Community partners include stakeholders such as school counselors, school administrators, district officials, parents, university liaisons, community liaisons, and industry representatives that cultivate a local ecosystem to support students and teachers in this pre-college engineering education initiative. Since the roles and responsibilities of community partners vary, this paper focuses on one type of partner: university liaisons. Within the CoP, university liaisons voluntarily commit their knowledge and expertise to support high school teachers during professional development and curriculum implementation. Each liaison typically supports up to two high schools. Liaisons also engage with each other via Slack, an online communication platform. Objective Our paper examines how university liaisons engage with the CoP in [PROGRAM]. The goals of this study are to: 1) Capture aspects that are currently viewed as exciting or challenging for university liaisons, and 2) Understand ways in which [PROGAM] could facilitate further involvement of these university liaisons in the CoP. Methods After obtaining IRB approval, we conducted virtual focus groups with five liaisons from distinct universities who work with eight [PROGAM] schools. Two focus groups averaged 60 minutes long; liaisons discussed their relationships with their partner high schools, resources through [PROGRAM], and education and outreach at their universities. The semi-structured format of the focus groups allowed liaisons to respond to each other and elaborate on their thoughts in a casual atmosphere. The focus groups were recorded and two coders are currently analyzing the transcripts. Results Analysis is ongoing. Initial findings suggest that university liaisons enjoy the experience of engaging with high school teachers and students, especially when they can bring students to campus and share their institutions’ engineering programs. As a proposed program change, liaisons are interested in more structure to the CoP. For example, high school teachers currently meet virtually as small groups for scheduled check-ins; university liaisons expressed interest in a similar monthly meeting to discuss their experiences and share resources and recommendations with other liaisons. Conclusions This paper evaluated the perceived experience of university liaisons in a CoP within [PROGRAM]. Findings provide direction on the best way to support current and future liaisons. These results may also be applicable to other programs that aim to cultivate lasting relationships between K-12 educators and postsecondary institutions.more » « less
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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.more » « less
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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.more » « less
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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.more » « less
- Free Publicly Accessible Full Text
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Accepted Manuscript1.0
- Journal Article:
- https://doi.org/10.15173/ijsap.v4i1.3869
