This research report examines cross-sectoral collaboration between universities and TAFE colleges in the post-secondary education sector in Australia with an emphasis on identifying 'good practice'. In 1997, the Higher Education Council (HEC) commissioned a review of cross-sectoral collaboration between educational, training and research institutions. The main interest was in formal partnerships that were part of institutional policy and the identification of trends and processes, lessons about good practice, and problems encountered. The research included a review of Australian and international literature related to partnership, networking and collaboration, particularly in knowledge-intensive industries, and eight Australian case studies of cross-sectoral collaboration which form the basis of this report. Although the focus is on collaboration between TAFE and universities, the authors explore some partnerships involving industry. The opening sections form a framework with which to examine contemporary efforts at collaboration in relation to the following issues: (1) how high levels of 'environmental' uncertainty and the changing context of post-secondary education affect institutional collaboration; (2) how the two education sectors of TAFE and higher education (HE) are perceived; and (3) the implications of unequal status, and increasing or decreasing similarity or difference between sectors, affects institutional collaboration. Chapter one, 'Policy agendas and partnership imperatives', examines cross-sectoral collaboration in a broad policy context and considers some of the debates on the issue. Chapter two, 'Conceptualising collaboration', examines cross-sectoral collaboration from the perception of the business and industrial world. Chapter three, 'Approaches, arrangements and activities in cross-sector collaboration', describes and categorises the diversity of cross-sectoral activity found among postsecondary institutions in Australia. Chapter four, 'Establishing and managing partnerships', reviews institutional practices in choosing partners, partnership management processes, and concern with development aspects. Chapter five, 'Monitoring and developing partnerships', draws on ideas of learning organisations to explore issues of the effectiveness and relevance of partnerships in a changing environment. Chapter six, 'Advancing collaboration: what helps and what hinders?', identifies some of the main barriers to collaboration and makes some suggestions about arrangements that could facilitate collaboration in the future. Chapter seven, 'Directions and conclusions', establishes links between theory and practice, identifies general lessons, and highlights key issues as they relate to the policy and system level and to the institutional level.
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