One of the lessons I learned during my years in higher education is this: sometimes the smartest decisions have already been made for you. You just need to take advantage of them.

I’m talking about consortium agreements.

Most of us in higher education belong to one or more consortiums—regional, national, or mission-driven partnerships created to give institutions collective buying power and shared leverage. These agreements are designed to simplify procurement, secure better pricing, and remove a lot of the heavy lifting from already stretched IT and procurement teams.

And yet, I’ve seen more than a few cases where institutions didn’t use them.

Why Do Institutions Skip Consortium Agreements?

In my experience, there are three common reasons:

1. They didn’t know.
   Staff turnover, siloed communication, or procurement processes can leave people unaware that an agreement even exists.
2. They weren’t aware of the details.
   Maybe they knew there was a consortium membership but didn’t realize it included negotiated fixed pricing or pre-vetted vendors.
3. They didn’t trust the process.
   Some leaders felt they’d get a “better deal” on their own or questioned whether the consortium had their institution’s best interests in mind.

Unfortunately, all three scenarios usually led to the same outcome: higher costs, longer procurement cycles, and missed opportunities for collaboration with peers who were already benefiting from the agreement.

My Experience Leveraging Consortium Agreements

When I was leading ERP & Identity and Access Management (IAM) programs in higher education, consortium memberships were more than just a nice-to-have—they were a strategic advantage.

• Faster Procurement: Instead of spending months writing and running a full RFP, we could move quickly because the consortium had already done the due diligence.
• Better Pricing: The pricing was set, predictable, and usually far better than anything we could negotiate alone.
• Shared Knowledge: We weren’t making decisions in isolation. Other institutions in the consortium had already implemented the solution, and their lessons became our roadmap.

I remember conversations with peers at other universities who said, “I wish I’d known this agreement existed before we went through our own RFP.” That always stuck with me—because it reinforced just how easy it is to leave value on the table if you don’t actively lean on the consortium.

Why It Matters for Identity and Access Management Programs

IAM is a big, complex investment. You don’t want to waste budget or time reinventing the wheel when a proven path already exists. Consortium-negotiated vendor agreements not only reduce costs but also de-risk the process by steering you toward vendors with a track record of success in higher education.

That doesn’t just make your life easier, it makes your entire institution stronger. The savings and efficiencies gained can be redirected toward the real mission: supporting students, faculty, research, and innovation.

Maximizing Value Through Consortium Pricing

At the end of the day, consortiums exist to help their members succeed. If you’re part of one, make sure you’re taking full advantage of what’s already been negotiated on your behalf. Don’t let lack of awareness or distrust prevent your institution from reaping the benefits.

In higher education, we’re all facing tight budgets, increasing demands, and growing security challenges. Leveraging consortium pricing for your IAM program is one of those rare opportunities where the smarter, faster, and more cost-effective path is already right in front of you.

Don’t leave that value on the table.