This volume comprises three chapters. The first chapter reviews organizational partnerships. The rationale for organizations and individuals to participate in institutional collaborations sets the foundation for the development of the partnership, builds on preconceived ideas regarding roles in the group and the level of resources each contributes to the project, and begins to define the type and level of connections each participant brings to the group. The preliminary phases of a partnership rely on the various levels of social capital that individual actors bring to the endeavor as well as the type of organizational capital committed to the project. Amey, Eddy, Campbell, and Watson (2008) found that a new form of capital develops in collaborations, namely "partnership capital." Partnership capital evolves over time as group members develop trust of one another; build shared meaning and understanding about ideas, goals, and outcomes associated with the partnership; and solidify the network of those involved in such a manner that the partnership can outlive those immediately involved. The second chapter addresses individual faculty collaborations and roles. Two levels of practice are evident in the individual sphere. First is the role of the individual champion in an organizational collaboration. As noted in the previous chapter, individuals bring different levels of social capital to the exchange, and often a person takes on the role of champion of the project. The chapter discusses the role of the champion, paying attention to issues of sustainability and succession of leaders. The second level of practice reviews collaborations based on various forms of group work in which faculty members participate. Here, the faculty collaboration may be focused on research, teaching, or practice. Faculty members often serve as the initial instigators for partnerships that grow among organizations. The focus on the roles of faculty, however, does not include faculty collaborations in a single institution such as those involved in interdisciplinary work or faculty work on joint research projects for publication. This chapter reviews the roles the faculty play in the early stages of collaborative ventures. It also includes an overview of the role of the champion in the collaboration. In this case, the champion may or may not be the initial faculty member involved in the partnership. The final chapter posits the role of collaborative work in future endeavors where institutions of higher education are involved. In contemplating the future and potential partnerships, it is important for leaders to consider expectations of their institutional roles, barriers to successful partnering outcomes, and best practices to support successful collaboration. This chapter reviews the role of goals on partnership outcomes, the demands of international partnerships, and tips on planning for partnerships. The goal of this volume is to provide faculty and college leaders with an overview regarding formation of partnerships and to highlight elements of consideration for those contemplating a collaborative venture. Faculty members will be able to take into account how their involvement in a partnership is valued in the tenure and promotion cycle and to determine how to anticipate potential problems arising from collaborative efforts. (Contains 3 exhibits, 6 figures, and name and subject indexes.)