Collaborations Among Tertiary Institutions
GoodWork® Project Report Series, Number 75 Collaborations among Tertiary Organizations: State of the Art Alexis Brooke Redding Harvard Graduate School of Education August 2011 Howard Gardner, Series Editor COPYRIGHT 2011. All Rights Reserved. Collaborations among Tertiary Organizations: State of the Art Alexis Brooke Redding August 2011 Given the rapidly changing landscape of higher education, its ever increasing costs, and the uncertain global economic climate, collaborations1 are increasingly cited as a solution to many of the challenges faced by colleges and universities today. Consortia are seen as a way to expand resources, enhance curricular and extra-curricular offerings, and reduce costs through the sharing of services, facilities, and purchasing power. Ideally, by building these strategic partnerships, institutions are able to create a synergistic effect in which the consortium offers greater resources and opportunities – optimally at the same or even reduced costs – than any single school could provide to its students, faculty, and staff on its own. According to Anthony Marx, former President of Amherst College, “[a]s higher education’s business model, rising tuition, growing need for financial aid, reliance on less certain public financing, investment earnings and philanthropy, comes under increasing pressure, the advantages of collaboration are ever more apparent” (Reyes, 2010). Yet, despite the importance placed on the idea of cooperation among tertiary institutions and the possible benefits of these relationships, my survey suggests there is surprisingly little information about how to form these partnerships and guide them to a successful and readily sustained operation. Equally as significant is the lack of shared knowledge about the problems and pitfalls inherent in uniting different institutions with individual missions and values.
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