Sara Terrana

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Sara Terrana is a doctoral candidate at UCLA – Luskin, School of Public Affairs in the Department of Social Welfare. Ms. Terrana’s research focuses on the nonprofit sector, particularly human-service organizations (HSOs) and their founders, and neighborhoods of concentrated disadvantage. Her dissertation, under the advisement of Professor Zeke Hasenfeld, focuses on Black female founders of HSOs and examines both critical junctures of founding, and how life experiences and racial identity have influenced the founding decisions and the ability to mobilize material and symbolic resources for organizational survival. Further, her research examines how social change and social justice is manifested through the creation of HSOs in a neighborhood of concentrated disadvantage in Los Angeles. She specializes in qualitative methodology and advanced computer-assisted qualitative data analysis software (CAQDAS) technologies. Currently, Ms. Terrana is serving a two-year term (2017–19) as a nationally selected representative for the Society for Social Work and Research’s Doctoral Student Task Force. Prior to entering the doctoral program at UCLA, Ms. Terrana completed her MSW from UCLA in 2013. She also holds an MA from Teachers College – Columbia University (2011). Ms. Terrana served in the Peace Corps in the Republic of Vanuatu from 2005–07. She graduated magna cum laude with dual bachelor’s degrees from the University of Hawaii-Hilo in Psychology and Communications in 2004. Here are links to her most recent publications:

Terrana, S., & Wells, R. (2018). Financial Struggles of a Community-Based Organization: A Teaching Case. Human Service Organizations: Management, Leadership & Governance, 42(1), 105-111. https://doi.org/10.1080/23303131.2017.1405692

Download here: http://www.tandfonline.com/eprint/J5qe54J5jW3gJXkFp6r5/full

 Terrana, S. (2017). Minority Founders of Community-Based Organizations in a Neighborhood of Concentrated Disadvantage: Motivations, Barriers, and Strategies. Human Service Organizations: Management, Leadership & Governance, 41(4), 359–375. https://doi.org/10.1080/23303131.2017.1281856 Download here: http://www.tandfonline.com/eprint/IZ9FBSQNpDarV333bVvi/full