The purpose of this case study is to examine how cross-sector partnerships can be used to support successful and sustainable Community School efforts. The Community School model is an increasingly popular school improvement and school turnaround strategy that depends on the support of a wide range of community partners. Two research questions are examined in the study: 1) How do different organizational cultures, including campus and school district cultures, affect the development and functioning of cross-sector partnerships in community school initiatives?, In particular, how are the effectiveness and sustainability of cross-sector partnerships in community schools affected by the level of understanding that partners have of each other's cultures and the ability of partners to navigate cultural differences?, and 2) How do cross-sector partnerships supporting community school initiatives measure success? Using methods drawn from ethnography, the study interviewed seven respondents who had extensive experience in cross-sector partnerships and coalitions. Among other findings, respondents confirmed that cultural misunderstandings and disconnects do limit the effectiveness and sustainability of cross-sector partnerships. They also felt that coalition success is virtually impossible without an intermediary organization acting as a cultural bridge and translator, and that grassroots participation in partner coalitions increases the likelihood for successful outcomes. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]