Building positive relations with external constituents is as important in student affairs work as it is in any other university or college division. This issue is a long--overdue resource of ideas, strategies, and information aimed at making student affairs leaders more effective in their interactions with important off--campus partners, supporters, and agencies. Editor Mary Beth Snyder, vice president for student affairs at Oakland University in Michigan, and chapter authors explore the current challenges facing the student services profession as well as the emerging opportunities worthy of student affairs interest. C. Gary Grace, executive director and dean of the University Center of Lake County in Lincolnshire, Illinois, provides a general introduction to the growth of external partnerships in student affairs work and the role public expectations play in that change. Russell P. Bumba Jr., senior manager for student services for the South Carolina Technical College System, takes a comprehensive look at the historical development of state oversight of higher education. He illustra tes the relevance of state coordinating boards for student affairs professionals at both public and private institutions. Changing public expectations of the campus experience demands a fresh approach to long established campus partnerships. Ted Montgomery, director of media relations at Oakland University in Michigan, joins the editor in a frank discussion on building and maintaining excellent media interactions. James E. Moore, assistant vice president for student services at Creighton University in Omaha, Nebraska, argues that student affairs staff should be firmly involved in their institution's decisions on outsourcing of services. He examines the ways that corporate outsourcing should and can add value to student life. Tara Singer, former assistant vice president for alumni relations at the University of Louisville, and Aaron W. Hughey, professor of counseling and student affairs in the College of Education and Behavioral Science at Western Kentucky University, provide concrete suggestions on how student affairs staff can forge effective connections with alumni associations. Partnerships that reach out to the community, providing extracurricular learning and career development are also explored. Gary L. McGrath, dean of student affairs at Arizona State University East, highlights the evolving nature of our institutional partnerships with the corporate sector and the many benefits that accrue to students and employers in positive relationships. Northern Michigan University Student Activities and Leadership Programs faculty and staff members, David L. Bonsall, Rachel A. Harris, and Jill N. Marczak, describe the success of developing a student leadership program that has been integrated into the surrounding campus community. Finally, measuring the success of student programs is also an opportunity for building external partnerships. Marilee J. Bresciani, director of assessment for the division of undergraduate affairs, presents an analysis of the extent to which student affairs currently uses external firms to assist in the assessment of student learning and development and provides guidelines on where and when to seek outside help. Emphasizing the breadth and complexity of external partnerships relationships and the importance of managing them well on all campuses, this volume is a valuable and timely resources for student affairs professionals participating in their institution's outsourcing strategies.