ABSTRACT
This chapter highlights a 3-year period of transition in the International Partnership for Service-learning and Leadership (IPSL) program that involved both organizational and curricular changes and ultimately the dissolution of a partnership. By examining both the strengths of the IPSL approach and a particular partnership that was no longer viable, the true tensions of this work can be elucidated. The chapter also explores how recent scholarship about service-learning partnerships has applied to the IPSL program and discusses implications for practitioners of international service-learning. It explores how the combination of effective partnerships and experiential learning provides a rich pedagogical palette for graduate-level learning and examines the specific challenges of a program in transition. An understanding of partnerships in service-learning is essential to the success of the IPSL program because of its widespread network. The chapter reviews what the service-learning literature reveals about partnership work and examines how it applies to the international service-learning master’s program at IPSL.
