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This dissertation analyzes the relationship between network structure, collaboration, and geography among food security organizations in the New River Valley of Virginia. As a way to better understand how purpose-oriented, service-delivery networks, this case study of the Thrive network examines the relationship between geography and collaboration. The food security organizations within the region were mapped to determine the structure of the network and data was compared to the geography of the region. The findings suggest that food security organizations do find geography as a barrier to collaboration in three ways. First, these organizations see geography as a cost to collaboration due to the increased need for logistics and resources. Second, geography creates interorganizational political and cultural boundaries. Third, many food security organizations view geography as a barrier to collaboration in terms of its relationship between the organization and its clients. Organizations that saw value in collaboration between organizations within the network found ways to overcome the barriers of geography. Doctor of Philosophy Networks enable organizations to work together in a way that helps solve social issues too large to be handled by single groups. This dissertation explores the way in which food security organizations collaborate in the New River Valley of Virginia and the ways in which this collaboration is impacted by geography. The findings suggest that geography is often an unclear concept that is conflated with multiple concepts such as organizational politics, client issues, and cultural boundaries, and that overcoming these barriers can be accomplished when goal congruence occurs.

Launched in September 2015, the Beyond Boundaries idea bank was created by the Office of the Senior Fellow for Resource Development to engage the Virginia Tech community with the Beyond Boundaries Initiative. The purpose of the idea bank was to gather ideas from the university community that would advance the initiative’s two goals: advancing as a global land-grant university and addressing the changing landscape of higher education. Respondents were given the option to respond to six prompts that correlated with these themes. Prepared by: Jaimie Edwards, Office of the Senior Fellow for Resource Development

During the course of its meetings, the Funding Models Committee prepared a funding vision statement, identified core values essential to Virginia Tech’s identity, and developed Preparestrategies for the future. The funding vision conceives of a future that understands the dynamic nature of higher education while identifying new revenue mechanisms, managing costs, and maintaining the high quality of research and education at Virginia Tech. The core values embrace ideals that are essential to maintaining the university’s identity and frame the future; without them, Virginia Tech ceases to be Virginia Tech. Strategies for the future provide broad options to university leaders for implementing the funding vision while maintaining the university’s core values. Prepared by: Jerald Walz and Jaimie Edwards, Office of the Senior Fellow for Resource Development

As Virginia Tech moves towards becoming an internationally recognized, global land- grant institution, considering current and identifying new funding sources will be critical in its endeavor... This paper seeks to examine some of the challenges and opportunities associated with funding sources that Virginia Tech will face as it moves forward over the next 30 years and beyond. These areas include state appropriations, tuition and fees, endowment opportunities, federal dollars, and other opportunities. Prepared by: Jaimie Edwards, Office of the Senior Fellow for Resource Development

The year 2047 will be the 175th anniversary of Virginia Tech. In order for the university to be well positioned to meet the needs of the communities it serves at this monumental point in time, Virginia Tech is preparing for two related goals: advancing as an internationally recognized, global land-grant institution, and strategically addressing the challenges and opportunities presented by the changing landscape of higher education. This paper offers as a university-wide visioning process to address the complex questions facing our institution. The effort is conceived from an analysis of Virginia Tech’s strategic plan, President Sands’ installation remarks, the State Council for Higher Education in Virginia’s 2014 strategic plan, literature on the changing landscape of higher education, and the work and characteristics of benchmark institutions. From this research, we identified seven elements of the changing landscape and four thematic areas of inquiry that will serve as the foundation for the initiative. Prepared by: Jaimie Edwards, Meredith Hundley, Fatima Sparger Sharif, Kate Preston Keeney, Mallory Miller; Office of the Senior Fellow for Resource Development