Our research team is building a Research Hub focused on understanding organizational partnerships associated with the NSF Scholarships in Science, Technology, Engineering, and Mathematics Program (S-STEM) program, which aims to support the retention and graduation of high-achieving, low-income students with demonstrated financial need. The goal of this Research Hub is addressing the overarching question: How can intra- and inter-institutional partnerships be designed, built, and sustained to systematically support low-income engineering student success? We refer to partnerships as any relationship that involves sharing power, work, support, or information for the achievement of joint goals and/or mutual benefits. By focusing on partnerships, our goal is to reframe the many challenges faced by low-income students to be “organizational” challenges as opposed to “student-related” challenges. More specifically, we aim to advance understanding of the efficacy of S-STEM partnership designs, processes, and structures. Illuminating how the complex web of student supports can work better will identify new efficiencies in the STEM education system so that limited resources can be more wisely spent and benefits can be extended.
The purpose of this CoNECD presentation is to report on a single study towards this effort. Towards this purpose, we describe a multi-stakeholder partnership between a large research-intensive university and two Virginia community colleges. Funded through the NSF S-STEM program, the partnership was established to create a stronger engineering transfer pathway for low-income students who started their engineering education at a community college in Virginia by providing financial support and high-touch engagement with students. Our primary data sources were interviews with the principal and co-principal investigators, staff members, and supporting partners. In total, we interviewed nine people to explore how they individually and collectively conceptualized the design and impact of this S-STEM partnership. These interviews were semi-structured with open-ended responses and conducted in 45 to 90-minute virtual sessions. The findings from this case study include implications for improving transfer and enrollment policies and procedures at the sending and receiving institutions, leveraging the role of senior administrators to advocate for institutional enhancements, improving scholarship opportunities, improving engineering curricula and course sequencing, and increasing opportunities for community college students. Ultimately, the insights from this work and subsequent research will generate new knowledge regarding the kinds of partnership processes and collaborations that colleges and universities may want to institutionalize to best support low-income engineering students.
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