Implementing the partnership

Delivering, in good faith, on the commitments you have made to the partnership will earn your partner's trust and reinforce the credibility of the Soros foundations network. Moreover, fulfilling your commitments will put you in a position to expect your partner(s) to fulfil their commitments. Good partnership is shown not only through implementation of signed agreements and transfers of funding. It is also demonstrated through good communications - promptly returned calls and faxes, regular efforts to meet, open exchange of information, and cooperative problem solving.

The partnership is tested when a problem arises. Problems and conflicts are inevitable. Good partners put problems and disagreements on the table to be discussed and resolved. Open communication is especially important in partnerships that transcend culture and language. If necessary, partners adapt the partnership by revising the initiative and re-evaluating their roles, responsibilities, and resource commitments. It is unproductive and harmful for the partners to focus on placing blame or criticizing each other rather than solving the problem. Such behavior will undermine or destroy trust in the collaboration.

There are various reasons why a partnership ends or may need to be ended:

  • The partnership has achieved its objective.
  • The vision of the partners diverges over time.
  • A partner cannot live up to its funding or other commitments.
  • The implementation of the partnership is evaluated and found to be unsuccessful.
  • Partners or their staff are unable to work together.
  • There is an unanticipated development or crisis

If the partnership has achieved its objectives, the partners should evaluate the effort and determine whether there are other opportunities or needs for collaboration among themselves.

A partner who decides to leave the partnership before the collaboration has been fulfilled should do so as responsibly as possible. The departing partner should clearly inform the other partner(s) about the reasons for its decision. Pulling out of a partnership suddenly or without explanation can reduce the credibility of a donor in the eyes of its partners and the broader community.

When a partner leaves before its commitment is fulfilled, the remaining partner(s) need to assess whether the effort can and should be continued. Is there a substitute for the partner who has left? Can the remaining partner(s) fill the gap left by the former partner? Is the departure of the partner a sign that the partnership is in trouble and needs to be ended? How might the implementation of the partnership be adapted to compensate for the loss of the partner? The remaining partner(s) has to weigh these practical questions along with political, ethical, and other dimensions of the situation.

Good partners are sensitive to acknowledgement and publicity of the partnership, both during and after the collaboration. Different partners wish to be recognised in different ways. Some donors prefer to remain anonymous or with low visibility for personal, political, or other reasons. This should be respected. Most partners, however, seek and expect some form of recognition of their contribution and the accomplishments of the partnership. The expectations and responsibilities of the Soros foundations to acknowledge partners and publicize the partnership are greater when the foundations play a lead role in the collaboration.

Some ways to recognise the partnership and its achievements are:

  • Listing the names of all partners on relevant documents
  • Affixing an acknowledgement of the partnership on goods associated with the initiative, such as books or computers
  • Acknowledging the partnership at public events
  • Organizing events to celebrate accomplishments of the partnership
  • Publicizing the partnership in the media or on the World Wide Web
  • Reporting on the partnership to managers and board members
  • Preparing a one-page summary of the partnership that can be shared publicly
  • Quantifying and disseminating information on what has gone into the partnership and what has been achieved.

Some ways to recognise and give credit to your partner(s) are:

  • A letter of appreciation from your foundation's board to the leadership of the partner(s)
  • Recognition of partner(s) in your national foundation's annual report
  • Certificates of recognition and awards, especially to individuals who have contributed to the partnership
  • Recognition of partner(s) at public events
  • Personal introductions of partner(s) to Soros foundations network leaders
  • Acknowledgement of partner(s) at donor coordination meetings.

Recognition builds good relations, reinforces the partnership, sets an example for others, and paves the way for future cooperation.