This handbook reports on the use of consortia-appointed curriculum directors for meeting small, rural school districts' curriculum renewal needs. It is based on interviews with individuals involved with consortia in five Western U.S. case-study sites. Limited resources in rural schools often hinder curriculum-renewal efforts. If several districts have similar needs, they can join together and collectively hire a curriculum director or consultant. Consortia-hired directors are hired to produce curriculum products, meet state standards, reduce teacher isolation, and provide professional development. The interviews revealed several factors considered by district personnel to be essential to the successful operation of consortia. Among these were a sense of purpose, strong leadership, and reasonable enrollment compatibility among members. Effective skills desired of curriculum directors included communication skills, curriculum-writing expertise, organizational skills, and conducting inservices. Several consortia are described, along with staff comments and recommendations to others considering this method. Recommendations include setting goals, involving school faculty, remaining sensitive to each member school's needs, and not limiting the consortium's collective action. While realizing that consortia are not for every small school district, the ones reported in this document are advocates of the consortium approach. (TES)