Leveraging pre-existing networks or hubs may support greater potential for long-term sustainability of cross-sector reform¶

Claim · All claims
Evidence · 1 study · qualitative r2 · q2
Currency · newest study 2014 · not yet checked against its sources · not reviewed by a person

Subclaims¶

q2 i? States that used previously established cross-sector networks may be able to continue the work beyond the grant because the entities involved are not dependent solely on project funds. → Bracco 2014

Evidence¶

Bracco 2014¶

Bracco, K. R., Klarin, B., Broek, M., Austin, K., Finkelstein, N., Bugler, D., & Mundry, S. (2014). Statewide networks: Connecting education systems and stakeholders to support college readiness. San Francisco, CA: WestEd. https://eric.ed.gov/?id=ED559537

q2 · i? · qualitative · r2

Observation from the Year Three cross-state evaluation of AD interviews and collaborator surveys. The report hedges: leveraging pre-existing networks "may support greater potential for long-term, continuous sustainability." No effect size is printed.

"Leveraging pre-existing networks or hubs may support greater potential for long-term, continuous sustainability. States that have been able to use previously established cross-sector networks may be able to more easily continue the work of the Core to College initiative beyond the life of the grant because the entities involved are not dependent solely on the funds from this project."

Discussion¶

Related Claims¶

• Respondents viewed local foundations, businesses, and community groups as promoting cross-sector collaboration, while competition, political divisions, and teachers' unions may hinder it — related
• The FACE Collaborative fostered collaborative leadership behaviors including mutual support, resource sharing, expert learning, and partnership building — related
• Leaders at city, central office, and school levels are perceived to play a key role in promoting cross-sector collaboration — related
• Sensitivity analyses identify Supported secondary-hub formation as the strongest long-term driver of simulated ARC growth — a narrower finding that bears on this claim
• Existing school-based behavioral health TA in California is siloed, and equitable access depends on local leaders' individual knowledge and networks — related
• Core to College network interactions were primarily information sharing and making connections between K–12 and higher education — related
• Cross-sector leadership programs were widely viewed as the most successful collaboration grant activities, while limited grant time period and scope and lack of goal clarity hindered implementation — related
• Cross-sector education partnerships that overcome common challenges are characterized by shared goals, mutually reinforcing activities, and effective communication — related
• The four rationales differ along two dimensions: the network's functional role (independent vs. dependent variable) and its ontological stance (active vs. passive) — related
• Transition Leaders play a central role in coordinating collaboration between schools and stakeholders, but their effectiveness depends on sufficient flexibility and resources — related