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More About This Title Leveraging Resources Through Partnerships: New Directions for Higher Education #120
This is the 120th issue of the Jossey-Bass series New Directions for Higher Education.
LAWRENCE G. DOTOLO is president of the Virginia Tidewater Consortium for Higher Education and also serves as the executive director of the Association for Consortium Leadership in Norfolk, Virginia.
JOHN B. NOFTSINGER, JR. is associate vice president of academic affairs for research and program innovation and executive director of the Valley of Virginia Partnership for Education at James Madison University in Harrisonburg, Virginia, president of the Shenandoah Valley Technology Council, and vice president of the Association for Consortium Leadership.
1. Expanding Resources: Benefits to Colleges and Universities (Anneke J. Larrance).
Expanding of resources among colleges and universities can lead to the development of vital cooperative programs and may result in signifi- cant savings to the institutions.
2. Partnerships with K-12 Education (Rosanne Druckman, Lorna M. Peterson, M. Sue Thrasher).
Partnerships between higher education and K-12 can lead to programs that enhance education at all levels and make higher education an important part of the educational process.
3. Facilitating Economic Development Through Strategic Alliances (John B. Noftsinger, Jr.).
Colleges and universities are becoming increasingly involved in economic development, and the formation of strategic alliances has led to programs that benefit business and higher education.
4. Consortia and Institutional Partnerships for Community Development (Mitchell R. Williams).
Higher education consortia can be instrumental in developing community leaders to address social, economic, and environmental issues that face most communities and regions in the United States.
5. Leveraging Higher Education for Workforce Development (Thomas R. Horgan).
Higher education institutions are an essential part of workforce development and are increasingly designing programs to meet the demands of constantly changing economic conditions.
6. Technology Partnerships for Faculty: Case Studies and Lessons Learned (Wayne Anderson, Suzanne Bonefas).
Faculty working together to improve teaching and learning through the use of technology have developed innovative projects that enhance student learning.7. Creating Networks Through Interinstitutional Faculty Collaboration (Sarah R. Marino).
Interinstitutional faculty development programs have allowed faculty to participate in diverse programs that enhance teaching and learning and the overall effectiveness of many academic programs.
8. Academic Library Consortia in Transition (Ralph Alberico).
Consortia of libraries are sharing resources and expenses in increasing the effectiveness of libraries through the use of technology and the development of virtual libraries.
9. SUNY Colleges in the North Country: A Successful Partnership with the Military (Joanne Y. Corsica, Donald R. Johnson, Wanda Rushing Lancaster).
SUNY Colleges in the North Country has developed a sophisticated partnership with the military to provide educational services to active duty military and their spouses.
10. Consortium Purchasing (Jake E. Bishop).
Joint buying through consortial arrangements has had a dramatic impact on the purchasing power of institutions, and cooperative agreements have led to significant savings for the member institutions.
11. A Collaborative Approach to International Programs (Galen C. Godbey, Barbara Turlington).
Collaboration among institutions of higher education in developing international programs and globalizing the curriculum is becoming an effective strategy in postsecondary education.
12. Cooperation and Alliances: Higher Education and the Use of Television (Lawrence G. Dotolo).
Higher education's use of television to offer college courses and promote programs both internal and external to an institution can be a great benefit to the community and those involved in education.
13. Assessing a Consortium's Effectiveness (Lorna M. Peterson).
Institutions develop cooperative programs with the understanding that they can reduce costs, which in many cases may not be true; however, some partnerships achieve other important institutional priorities.