Partnership Therapy: From Friction to Function

Partnerships are a fundamental component of education abroad. Successful collaborations among institutions, providers, and academic departments typically take years to build and require investment in the relationship, careful planning, and mutual trust. However, even strong partnerships can bend—and sometimes break.

"In my experience, the most common challenges in education abroad partnerships come from miscommunication and logistical issues," says Rachael Mathis, program director in the study abroad office at the University of North Carolina-Chapel Hill. "Without clear alignment and open communication, even minor issues can escalate into major problems that hinder the program's success."

A few time-tested strategies can help professionals repair fractured partnerships, prevent minor problems from escalating, and ensure that partnerships remain beneficial for both parties.

Past Informs Present

For many professionals, shoring up legacy partnerships is a natural starting point. Issues with long-standing or established partnerships can arise unless stakeholders do their due diligence. The people charged with maintaining and managing these partnerships need to understand relevant background information and involve the appropriate colleagues in decision-making.

"Some partnerships may have been set up before your tenure, and it's your responsibility to assess the original goals of the partnership, see if they align with current objectives, and determine if any changes are needed," says Krysta Hoffmann, study abroad coordinator at the University of North Dakota.

Kyle Keith, director of TODOS and assistant director of university relations and diversity outreach at Barcelona SAE, shares an example from a previous role, where his predecessor had set up a new exchange partnership before leaving the organization. "As a new adviser, I didn't have much information about the [partner's] academic offerings, and the transition notes were limited," he says. "Other people in the office knew little about the partnership because it was new to our portfolio."

Unfortunately, the first group of students didn't succeed—one withdrew because of course availability issues, and others struggled with their classes. "This put a lot of strain on the partnership, and it became so problematic that I ended it early and we stopped accepting their students for exchange."

Setting (and Resetting) Expectations

Sometimes, there is confusion on the institution's side, rather than the provider's, and adjustments are necessary for ensuring smoother collaboration and clearer roles for everyone involved.

Hoffmann shares an example of a faculty-led program in which the main issue stemmed from the faculty leader's communication with a travel service provider during program design. After months of miscommunication and unclear expectations, the provider clarified who was responsible for what, refocusing attention on the institution's role in managing logistics, overseeing the faculty member, and handling on-site contacts. This clarification helped move the partnership forward.

"The faculty leader's connections with the service provider were valuable, but it became clear that a more organized approach to communication and responsibility was needed," says Hoffmann. "Once we made this change, the partnership became much more effective in preparing the on-site logistics for students' arrival. Stay open to constructive feedback to improve institutional processes, as this leads to continuous growth and stronger partnerships."

Quality Time

Mathis says that conducting site visits can help collaborators identify potential risks and strengthen the partnership.

"Site visits do more than [just allow you to] assess logistical risks—they give important context about how a partnership functions on the ground, as well as local practices and conditions," Mathis explains. "These visits help strengthen relationships, demonstrate commitment to the partnership, and allow for adjustments based on real-world experiences and feedback."

Angelo Pisano, study abroad coordinator at Smith College, recalls one particularly valuable site visit to an international partner. Program administrators had been denying requests to accept more nominated exchange students to help adjust the agreement and rebalance the number of participants on each side of the exchange. The partner had also—without consulting staff members at Smith—changed the program's structure in a way that caused problems with credit transfers. However, after Pisano's site visit, he and the exchange partner worked out the confusion and reached an agreement that benefited both sides.

"I was able to hear the concerns of our partner university and gradually adjust our agreement with input from faculty on my campus," Pisano says. "By thinking creatively about the term options for students…I'm glad [to say] we were able to preserve this important relationship."

Lessons Learned

Study abroad professionals recommend these actions to prevent minor problems from becoming major issues.

• Provide effective transition notes, offboarding, and knowledge sharing between teams. Keith says, "Many of the issues I faced could have been avoided if the details about the partner had been properly documented and shared. If other advisers had been trained on this partnership, I would have had others to turn to for advice."
• Outline expectations for each stakeholder, from the start, and be open to feedback along the way.
• Schedule a call or video meeting with partners. "Due to time zone differences and language barriers, I didn't set up a meeting to be onboarded to [the partner's] programs, which would have been a helpful step," says Keith.
• Conduct a site visit to see program operations and cultivate relationships with partner staff.
• Recognize that each partnership has a unique culture.
• Let go of your ego. "As a younger professional, I was worried that admitting I wasn't confident in managing the partnership would make me seem immature or incompetent," says Keith. "If I had asked my colleagues for help, things might have turned out better for the students."

The Path Forward

Strong and effective partnerships require continuous effort and course correction, but the keys to success are staying engaged, remaining flexible, and making intentional investments to build meaningful and lasting relationships.

"What worked for your partnerships one year may not work the next," says Mathis. "It's equally important to recognize the value of partnerships and celebrate the successes they bring. Additionally, investing in staff development by offering opportunities for site visits or relationship building can strengthen partnerships and provide valuable insights. These experiences often lead to a deeper understanding of how partnerships can grow and improve." •