This critical first conversation with the GP&E team will customize the best path forward for exploring and executing a global partnership agreement. The goals of this conversation are numerous and varied:

• Define Partnership Goals.
• Recruit a core team of individuals that will assist and support this project’s efforts. This team may include an individual with organizational and logistical means to move the project forward, an individual who can manage the budget, finances and/or grants, or provide some sort of critical help in ensuring the success of the project.
• Identify Key Stakeholders.
• Review Global Partnership Strategic Plan, types of partnerships, and opportunities for partnership growth.
• Evaluate and Determine Partner Commitments According to Agreement Type.
  • Typical Agreement Types: 
    • Study Abroad
    • Faculty Exchange Agreement (Non-teaching)
    • Cooperative Agreement
    • Graduate & Undergraduate student Exchange Agreement
    • Dual Degrees
  • Atypical Agreement Types:  
    • It is possible to construct an agreement for a program that would not be one of the typical five agreement types listed above. While atypical agreements are possible, they may require additional steps, which will be outlined later in this document.
• Review committee involvement and become familiar with relevant policies (i.e. trade compliance policies, approval workflow, etc.).
• Review existing partnerships.
• Visit the Global Analytic Dashboard on my.pitt.edu to determine if current partnerships exist.  Faculty/staff may need to request access to this which will require an email to globalanalyticdashboard@pitt.edu from their Director/Dean.

• If existing partnerships with an institution are already present, the PA and GP&E will connect with project administrators of the related existing partnership to discuss areas of overlap, the current climate of the collaboration, and any unmet opportunities for collaboration with the partner. This step is critical in developing new types of projects with existing partner institutions as it both nurtures the existing relationship and saves significant time and energy on the part of the PA as key relationships may already be established.

• Conduct a high-level risk/benefit and/or SWOT analysis.
• Review partner’s goals, ranking and reputation.
• Consider partnership’s benefit to Pitt and larger University mission.
• Determine the required level of involvement, support, and resources needed from both institutions.

• Identify goals and objectives of the partnership.
• Identify administrative, academic, or other resources needed to maintain and grow the partnership (i.e., time, personnel, financial support, physical space).
  • Consider financial implications, funding and grant support, availability of scholarships, etc. for students, faculty, staff.
  • Work with Pitt Global and UCIS to discuss possible funding opportunities for staff, faculty, students.

• Project Administrator reaches out to proposed partner to determine interest in committing to exploring a partnership. While general casual discussion has likely already occurred, this conversation should discuss more concrete objectives and should align goals based upon the analysis conducted in Steps 1 through 3.
• Discuss resources and administrative capacity required to support this initiative by both institutions.

• Gauge interest with key Pitt stakeholders – Faculty, staff, schools, UCIS centers, and students.
• Determine school, college, department resources and commitment to partnership.
• Meet with the Global Experiences Office (PittGEO) to determine feasibility (if applicable).

• If there is a lack of interest from either Pitt or the partner institution, meet with the GP&E team to discuss alternative ways to define and orchestrate your proposed partnership based on the feedback gathered thus far. This will determine if there is room for the partnership to grow with a modified approach.

• Establish a method to track progress and measure outcomes/success of partnership.
• Ensure sustained institutional investment.
• Create benchmarks for evaluation.

• PA to discuss with GP&E any high-level risks involved with this initial idea, whether financial, reputational, or health and safety related.