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124
chapter, there will be an in depth evaluation of the “absence of systems and
structures for communication” and “lack of trust” as they were the most prevalent of
the codes. The Logics code, which was also highly prevalent, was sub divided into
subcategories of scarcity, merit and deficit. However, the interviewees each offered
different perspectives on scarcity, merit and deficit, so there were few consistencies
amongst the codes.
Absence of Systems and Structures for Communication Findings
The interviews, artifacts and observations offered the research team an
opportunity to analyze the extent to which the partnership had an absence of systems
and structures for communication. Within this specific category, there were six
distinguishable trends that emerged: (1) lack of defined goals, expectations, purpose
and vision; (2) undefined roles and responsibilities; (3) underexposure of partnership
(UEAT); (4) lack of methods for disseminating information; (5) limited voices being
heard on the UEAT Board; (6) inconsistency with people, resources and programs;
and (7) lack of transparency. Each of these trends can be supported with evidence
from the interviews, observations and artifacts. This chapter will discuss the first
four trends in detail, as they were the most prevalent.
Lack of defined goals, expectations, purpose and vision
The most common theme was a lack of defined goals, expectations, purpose
and vision. Several stakeholders within the partnership stated that, although the
partnership had attempted to outline their purpose and vision within the business
plan, they had failed to actualize those concepts while attempting to complete the
Object Description
| Title | Co-constructing community, school and university partnerships for urban school transformation: Year two |
| Author | Woodyard, Savina M. |
| Author email | SavinaW@aol.com; savinaw@gmail.com |
| Degree | Doctor of Education |
| Document type | Dissertation |
| Degree program | Education (Leadership) |
| School | Rossier School of Education |
| Date defended/completed | 2011-03-22 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-04-19 |
| Advisor (committee chair) | Rousseau, Sylvia G. |
| Advisor (committee member) |
Stowe, Kathy Huisong Marsh, David D. |
| Abstract | Community-school-university partnerships represent a new model of urban education reform that incorporates the overlapping spheres of influence in the transformation process. Co-constructed relationships between communities, schools and universities have the potential reshape organizational hierarchy and enable all partners to develop a new cultural model capable of transforming K-12 urban schools. This study the second and third year of one co-constructed community-school-university partnership that attempted to transform the cultural model of one urban high school.; The aim of this study is to identify and analyze the extent to which a community-school-university partnership is able to sustain elements of co-construction and other ongoing processes that are beneficial to the partnership. Also, the study will identify the persistent barriers to co-constructions and effective strategies to overcome those barriers within a community-school-university partnership. This study expands on the research conducted during the first year of the partnership’s operation and will offer insight as to the sustainability of the co-constructed processes between the community-school-university partnership. This study will also identify the methods in which the community-school-university partnership can develop a new cultural model for parental engagement in the interest of school transformation. |
| Keyword | partnership; co-construction; urban school; transformation; parental engagement |
| Geographic subject (state) | California |
| Geographic subject (country) | USA |
| Coverage date | 2000/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3759 |
| Contributing entity | University of Southern California |
| Rights | Woodyard, Savina M. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Woodyard-4509 |
| Archival file | uscthesesreloadpub_Volume62/etd-Woodyard-4509.pdf |
Description
| Title | Page 133 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 124 chapter, there will be an in depth evaluation of the “absence of systems and structures for communication” and “lack of trust” as they were the most prevalent of the codes. The Logics code, which was also highly prevalent, was sub divided into subcategories of scarcity, merit and deficit. However, the interviewees each offered different perspectives on scarcity, merit and deficit, so there were few consistencies amongst the codes. Absence of Systems and Structures for Communication Findings The interviews, artifacts and observations offered the research team an opportunity to analyze the extent to which the partnership had an absence of systems and structures for communication. Within this specific category, there were six distinguishable trends that emerged: (1) lack of defined goals, expectations, purpose and vision; (2) undefined roles and responsibilities; (3) underexposure of partnership (UEAT); (4) lack of methods for disseminating information; (5) limited voices being heard on the UEAT Board; (6) inconsistency with people, resources and programs; and (7) lack of transparency. Each of these trends can be supported with evidence from the interviews, observations and artifacts. This chapter will discuss the first four trends in detail, as they were the most prevalent. Lack of defined goals, expectations, purpose and vision The most common theme was a lack of defined goals, expectations, purpose and vision. Several stakeholders within the partnership stated that, although the partnership had attempted to outline their purpose and vision within the business plan, they had failed to actualize those concepts while attempting to complete the |
