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In efforts to self-examine our school district-university partnership for successes and opportunities for improvement and to contribute to the literature on creating and sustaining school-university partnerships (SUP) as third spaces, this study investigates the features in a nascent SUP that align with a third space. Through deductive and inductive qualitative coding of interviews of leaders in a particular SUP, we found that Leaders in the large-scale, district-wide partnership have begun to engage in the simultaneous renewal of schools and universities, enact systems-level change, and develop shared expertise. Data analysis also revealed opportunities for leaders to intentionally cultivate a third space partnership by addressing cultural hegemony, developing humanizing pedagogies, and building solidarity. Implications, limitations, and next steps are shared.