Abstract
The CCERS partnership includes collaborators from universities, foundations, education departments, community organizations, and cultural institutions to build a new curriculum. As reported in a study conducted by the Rand Corporation (2011), partnerships among districts, community-based organizations, government agencies, local funders, and others can strengthen learning programs. The curriculum merged project-based learning and Bybee’s 5E model (Note 1) to teach core STEM-C concepts to urban middle school students through restoration science. CCERS has five interrelated and complementary programmatic pillars (see details in the next section). The CCERS curriculum encourages urban middle school students to explore and participate in project-based learning activities restoring the oyster population in and around New York Harbor. In Melaville, Berg and Blank’s Community Based Learning (2001) there is a statement that says, “Education must connect subject matter with the places where students live and the issues that affect us all”. Lessons engage students and teachers in long-term restoration ecology and environmental monitoring projects with STEM professionals and citizen scientists. In brief, partners have created curriculums for both in-school and out-of-school learning programs, an online platform for educators and students to collaborate, and exhibits with community partners to reinforce and extend both the educators’ and their students’ learning. Currently CCERS implementation involves:
• 78 middle schools
• 127 teachers
• 110 scientist volunteers
• Over 5000 K-12 students
In this report, we present summative findings from data collected via surveys among three cohorts of students whose teachers were trained by the project’s curriculum and findings from interviews among project leaders to answer the following research questions:
1. Do the five programmatic pillars function independently and collectively as a system of interrelated STEM-C content delivery vehicles that also effectively change students’ and educators’ disposition towards STEM-C learning and environmental restoration and stewardship?
2. What comprises the "curriculum plus community enterprise" local model?
3. What are the mechanisms for creating sustainability and scalability of the model locally during and beyond its five-year implementation?
4. What core aspects of the model are replicable?
Findings suggest the program improved students’ knowledge in life sciences but did not have a significant effect on students’ intent to become a scientist or affinity for science.
Published by Sciedu Press 1 ISSN 2380-9183 E-ISSN 2380-9205
http://irhe.sciedupress.com International Research in Higher Education Vol. 3, No. 4; 2018
Interviews with project staff indicated that the key factors in the model were its conservation mission, partnerships, and the local nature of the issues involved. The primary mechanisms for sustainability and scalability beyond the five-year implementation were the digital platform, the curriculum itself, and the dissemination (with over 450 articles related to the project published in the media and academic journals). The core replicable aspects identified were the digital platform and adoption in other Keystone species contexts.
more »
« less
Developing partnerships for academic data science consulting and collaboration units
Data science consulting and collaboration units (DSUs) are core infrastructure for research at universities. Activities span data management, study design, data analysis, data visualization, predictive modelling, preparing reports, manuscript writing and advising on statistical methods and may include an experiential or teaching component. Partnerships are needed for a thriving DSU as an active part of the larger university network. Guidance for identifying, developing and managing successful partnerships for DSUs can be summarized in six rules: (1) align with institutional strategic plans, (2) cultivate partnerships that fit your mission, (3) ensure sustainability and prepare for growth, (4) define clear expectations in a partnership agreement, (5) communicate and (6) expect the unexpected. While these rules are not exhaustive, they are derived from experiences in a diverse set of DSUs, which vary by administrative home, mission, staffing and funding model. As examples in this paper illustrate, these rules can be adapted to different organizational models for DSUs. Clear expectations in partnership agreements are essential for high quality and consistent collaborations and address core activities, duration, staffing, cost and evaluation. A DSU is an organizational asset that should involve thoughtful investment if the institution is to gain real value.
more » « less- NSF-PAR ID:
- 10485476
- Publisher / Repository:
- Wiley Blackwell (John Wiley & Sons)
- Date Published:
- Journal Name:
- Stat
- Volume:
- 13
- Issue:
- 1
- ISSN:
- 2049-1573
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
More Like this
-
-
Calls from regional commissions and research in rural education have emphasized the importance of collaboration to build economic resilience, support communities, and provide students with access to resources for educational opportunities. This study took place in the context of a partnership in a rural, Appalachian region of Virginia focused on providing recurring hands-on activities for middle school students to explore engineering in classrooms with the support of local engineering industry professionals, university affiliates, and teachers. The purpose of this study is to describe how university affiliates explained collaboration using a process framework of collaboration defined around governance, administration, organizational autonomy, mutuality, and norms of trust and reciprocity. Utilizing a single case study methodology, five semi-structured interviews with university affiliates after the second year of partnership were analyzed using a qualitative thematic analysis approach primarily informed by deductive methods and guided by the theoretical framework. Findings from the analysis suggest that university affiliates understood that there are unequal benefits for participating in the partnership, meaning that some partners got more out of the partnership than they might have been able to contribute. Additionally, participants suggested that each partners’ roles and responsibilities were unclear at times, which could have been clarified and strengthened through building relationships and trust among partners. Finally, participants suggested that tensions were present between what teachers were asked to do in the partnership and what might have been required of them by their schools given school expectations around preparation and testing around standards of learning. This research leads to recommendations around building future partnerships and sustainability of partnerships keeping in mind the importance of relationship building and being responsive to the needs of each partner. Additionally, future research could examine specific partnership roles from lenses related to sensemaking and boundary spanning.more » « less
-
Our NSF funded project—Creating National Leadership Cohorts to Make Academic Change Happen (NSF 1649318)—represents a strategic partnership between researchers and practitioners in the domain of academic change. The principle investigators from the Making Academic Change Happen team from Rose-Hulman Institute of Technology provide familiarity with the literature of practical organizational change and package this into action-oriented workshops and ongoing support for teams funded through the REvolutionizing engineering and computer science Departments (RED) program. The PIs from the Center for Evaluation & Research for STEM Equity at the University of Washington provide expertise in social science research in order to investigate how the the RED teams’ change projects unfold and how the teams develop as members of national leadership cohorts for change in engineering and computer science education. Our poster for ASEE 2018 will focus on what we have learned thus far regarding the dynamics of the researcher/practitioner partnership through the RED Participatory Action Research (REDPAR) Project. According to Worrall (2007), good partnerships are “founded on trust, respect, mutual benefit, good communities, and governance structures that allow democratic decision-making, process improvement, and resource sharing.” We have seen these elements emerge through the work of the partnership to create mutual benefits. For example, the researchers have been given an “insider’s” perspective on the practitioners’ approach—their goals, motivations for certain activities, and background information and research. The practitioners’ perspective is useful for the researchers to learn since the practitioners’ familiarity with the organizational change literature has influenced the researchers’ questions and theoretical models. The practitioners’ work with the RED teams has provided insights on the teams, how they are operating, the challenges they face, and aspects of the teams’ work that may not be readily available to the researchers. As a result, the researchers have had increased access to the teams to collect data. The researchers, in turn, have been able to consider how to make their analyses useful and actionable for change-makers, the population that the practitioners are more familiar with. Insights from the researchers provide both immediate and long-term benefits to programming and increased professional impact. The researchers are trained observers, each of whom brings a unique disciplinary perspective to their observations. The richness, depth, and clarity of their observations adds immeasurably to the quality of practitioners’ interactions with the RED teams. The practitioners, for example, have revised workshop content in response to the researchers’ observations, thus ensuring that the workshop content serves the needs of the RED teams. The practitioners also benefit from the joint effort on dissemination, since they can contribute to a variety of dissemination efforts (journal papers, conference presentations, workshops). We plan to share specific examples of the strategic partnership during the poster session. In doing so, we hope to encourage researchers to seek out partnerships with practitioners in order to bridge the gap between theory and practice in engineering and computer science education.more » « less
-
more » « less
Abstract In this article, we offer theory‐grounded narratives of a 4‐year participatory design process of a Learning Analytics tool with K‐12 educators. We describe how we
design‐in‐partnership by leveraging educators' routines, values and cultural representations into the designs of digital dashboards. We make our long‐term reasoning visible by reflecting upon how design decisions were made, discussing key tensions and analysing to what extent the developed tools were taken up in practice. Through thick design narratives, we reflect upon how cultural forms—recognizable cultural constructs that might cue and facilitate specific activities—were identified among educators and informed the design of a dashboard. We then examined the extent to which the designed tool supported coaches and teachers to engage in Generative Uncertainty, an interpretive stance in which educators manifest productive inquiries towards data. Our analysis highlights that attuning to cultural forms is a valuable first step but not enough towards designing LA tools for systems in ways that fit institutionalized practices, challenge instrumental uses and spur productive inquiry. We conclude by offering two key criteria for making culturally‐grounded design decisions in the context of long‐term partnerships.Practitioner notes What is already known about this topic
Participatory design can invite stakeholders to directly inform the creation of LA artefacts that fit their needs, context and cultural markers.
What this paper adds
Cultural forms can be identified and leveraged in the design of LA tools.
HCLA scholars ought to design for
systems —the complex body of organizational routines, cultural practices and interactions among multiple stakeholders—and not just forusers .Implications for practice and/or policy
Leveraging cultural forms in LA needs to be accompanied by a critical view of which practices, behaviours, values and structures are suggested by such forms.
Designing features that are easy to use, are associated with concrete tasks, and fit into existing cultural practices are three criteria for embedding cultural forms into LA design.
-
more » « less
One potentially underestimated aspect of resource inequity in U.S. public schools is access to social capital in external organizational environments. This research examines partnerships among 211 New York City high schools and 918 partner organizations from 2001 to 2005 as sources of external school social capital providing resources that can strengthen organizational capacity to improve educational opportunities and outcomes. The findings, based on an innovative analysis combining content analysis, social network analysis, and multilevel modeling, demonstrate that four partnership characteristics are important in this context: (1) how long partnerships last versus how many there are, (2) partners concentrating resources in a particular area versus across diverse complementary areas, (3) partners being densely connected to other schools and partners rather than being central in the overall school–partner network, and (4) partners conveying instructional resources versus other kinds of resources. Hence, educational research and policy should more broadly conceptualize how schools’ external organizational environments matter for educational equity and the role particular kinds of partnerships can play.
