Research & Documentation
(…. the lead applicant or prime) with the other NGOs acting as supporting partners. Typically the lead partner signs the contract with the donor, receives the grant into its bank account, and takes responsibility for managing the partnership. It gives the lead partner significant control for which clear agreements are needed. NGO supporting partners can also benefit from this arrangement by accessing funds they may otherwise have been out of their reach, and minimize their own managerial and overhead costs. While there are many benefits to partnering, there are many challenges as well to maintaining successful partnerships. Fortunately, here are twelve tried and tested principles that will help all partners work in an atmosphere of trust and avoid conflict.
Before the project starts: Our partnership with other experts is to Start early for any impromptu call for implementation call, to use each partners’ strengths – should take on those activities that they are best suited for in the project. Our consortium always Choose a lead – one partner often needs to play the lead role and partners need to decide early on which NGO will play that role. We agree on activities and budget – develop a set of activities and assign each set of activities to each partner. We develop a system to resolve disputes – when working in a partnership it is inevitable that some disagreement and conflict will arise. We make sure there is a process to air issues and find a mutually acceptable solution. We Sign an MoU, we meet with our partners often, we are at all times where necessary willing to make changes, we report jointly to the donor, we engage with donors as a group. At the end of the project, we thank the donor and each other, and finally we don’t stop collaborating. The end of donor funding does not mean the end of collaboration and partnership. We maintain the relationship between partners and set the stage for future success.