The purpose of this study was to explore and describe
the nature of local school-community human service agency
collaboration undertaken to address the needs of at-risk
youth. The study focused on the experience of four youth
services teams in two Oregon counties.
A qualitative, multiple-case study approach was used as
the research design. Inquiry was guided by four questions:
1) Why and how was the collaboration initiated?, 2) What is
the structure of the collaboration?, 3) What are the
characteristics of the process?, and 4) What are the
outcomes of the process? Data were collected through
interviewing, observation, and document review. The
analysis of the data proceeded inductively using a content
analysis strategy. Based on a preponderance of evidence,
conclusions were drawn. They included:
1. Collaboration became a viable response strategy
when organizations realized that unilateral solutions were
ineffective.
2. Organizational support for collaboration at. both
the administrative and staff level was important.
3. The conveners of the collaboration exercised
informal rather than formal authority.
4. In-kind contributions of a limited nature
constituted the resource base of the collaboration.
5. Attention was paid to facilitating the process of
collaboration itself.
6. Leadership of the collaboration rested primarily
with the education sector.
7. While the broad vision of the collaboration was
embraced by all members, at a more personal level the vision
was translated into differing objectives.
8. Both direct and indirect benefits sustained
members' commitment to the collaboration.
9. Generally, parent involvement was felt to be
integral to the success of the collaborative effort.
10. The issue of confidentiality was addressed.
11. Collaboration resulted in improved communication
among schools and agencies, but the increased understanding
was largely confined to team members.
12. Collaboration appeared to facilitate access to
services and service delivery for some at-risk students;
however, limited documentation made it difficult to assess
the team's impact on student outcomes. / Graduation date: 1993
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/26946 |
| Date | 26 February 1993 |
| Creators | Hobbs, Beverly B. |
| Contributors | Carpenter, Charles E. |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
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