Concepts, Partnership (II)

Good communication – a key for successful partnership 

In the previous issue of “Civic World” we talked about the first few steps of creating partnership. In this issue we are going to talk about the importance of good communication in defining the expectations from the partnership, and then its implementing.
 

Clarifying partnership
It is important the partners to define their roles in the partnership. Of course that we, in a role of a partner, expect something from our partners and our partners expect something from us. Unsuccessf ul clarifying of the expectations in the beginning increases the possibility for misunderstandings, conflicts and delays. Successful co-operation requires clarifying and reaching consensus among the partners, at least in relation to:

·        common objectives;
·        partnership agreement;
·        scope of activities taking place in the partnership;
·        division of tasks;
·        dedication to the resources of each of the partners;
·        leadership, co-ordination, monitoring and informing mechanisms;
·        partnership’s publicity.

It can be useful to document and formalise the partnership. Handshaking or a verbal agreement can rarely be sufficient for successful co-operation. A written agreement is especially important for big initiatives, related to a lot of expenses or initiatives, which include more partners or new partners. The documentation can be a contract letter, memorandum for understanding or a more detailed partnership agreement, which should be signed by all partners. It should set the basic frames (as common objectives, partnership structure, roles and investments), as well as some provisory details, which can be revised during the implementation. But, a too great accent to the documentation and the details can unnecessarily complicate the partnership.

 
Partnership in action
Meeting the obligations we have will build trust at the partners and will increase our credibility. It will put you in a position you to expect from your partner to meet his obligations. Good partnership is not only shown through implementing the agreed tasks and transferring funds. It is demonstrated through good communication, too: punctually calling back and sending faxes, regular meetings, open exchange of information and co-operative solving problems.

Partnership is tested when a problem occurs. Problems and conflicts are inevitable. Good partners put their problems “on the table”, discuss them in order to solve them. Open communication is especially important in partnerships where there are different cultures and languages. If necessary, partnership is adapted by revising the initiative and revaluation of the roles, responsibilities and dedicated resources. It is very unproductive and harmful partners to focus on shifting the blame or criticising one another, instead of solving the problem. This behaviour will destroy the trust in co-operation.

There are different reasons why partnerships end or it is necessary to end:

·        the partnership has achieved its objectives;
·        partners’ vision has diverted as the time passes;
·        one of the partners cannot deal with his financing or the obligations he has;
·        partnership evaluation has been made and it has been agreed to be unsuccessful;
·        partners or their personnel can not work together;
·        unpredicted development or crisis appears.

If the partnership has not reached its objectives, it should be evaluated and decided if there are some other possibilities or needs for common co-operation.

A partner who decides to leave the partnership before the official end of the co-operation, should do it as responsible as he can. The partner leaving should clearly inform the other partners on the reasons of his decision. Sudden withdrawing from the partnership without any explanation can decrease the credibility in the eyes of the yesterday’s partners and the wider community.

When a partner leaves, the others should make an assessment whether to continue. Is there a substitution for the partner who has left? Can the ones who stay fill the gaps left by the former partner? Is a partner leaving a sign that the partnership is in trouble and should end? How can it adapt in order to compensate for losing one of the partners? The rest should consider these practical questions together with the political, ethical and other dimensions of the situation.

Partners are very often sensitive to acknowledgements and partnership’s publicity during and after the co-operation. Different partners want to be given acknowledgement in a different way. Some prefer to stay aside and look for a low visibility of different reasons, which should certainly be respected. But most of the partners expect acknowledgement for their contribution in the partnership.

Some ways to give a recognition to the partnership, its and partners’ achievements are the following:

·        stating the names of all partners on all relevant documents;
·        acknowledging the partnership and the partners through public appearances;
·        organising events to celebrate the partnership’s success;
·        partnership’s publicity through the media;
·        reporting on the partnership to the management and the board;
·        quantifying and disseminating the partnership’s achievements;
·        a thank you letter to the partners;
·        acknowledging the partners in the annual report,
·        acknowledging the partners at different co-ordination meetings.

The act of acknowledging builds good relations, strengthens the partnership, gives an example to the others and builds the road of future co-operation.

 

Building upon experience
The experience from the partnership teaches us to some valuable lessons. The mistakes and unpredicted obstacles we have faced make us wiser. Now we know better how to contribute and what we can do through the partnership. The experience from the partnership can also create some new opportunities. Now we have some useful contacts, which should be maintained and upgraded. The partners can be interested to work with us in other areas, too. The partnership can continue its life in a new form.

Prepared by: Sunchica Sazdovska
(Used material: “Building donor partnerships”

Terrice Bassier and Mabel Wisse Smit)