Making partnerships work with the 8 golden rules


Rosie Coutts, Executive Director, SI explains:


Golden Rules The SI Policy, Procedures &


Programme document (PPPs) gives 8 golden rules to abide by when considering potential partnerships. You can find additional information on the SI website (Programme - Partnerships - Best Practice guidelines)


Partners must share SI values and be compatible with SI’s mission Shared values and


Soroptimists inspire action and create opportunities to transform the lives of women and girls through a global network of members and international partnerships. During the course of developing SI’s strategic


The Soroptimist Mission states that


compatibility are essential elements in any successful partnership. SI maintains a policy of strict neutrality on matters of political controversy between nations, party politics and sectarian religion, so it is important to ensure that partners are not seeking to advance their own religious or political agenda.


Partners should contribute to the achievement of SI’s strategic objectives There are many ways in which partners can help us achieve our strategic objectives. When asked about the most successful outcomes from their existing partnerships, members cite increased awareness of the organisation; increased membership; education for members; leadership development; helping to work towards the Programme Focus goals. Some partners will join us in our advocacy work; others will be more suited to joint project initiatives. All should actively support our mission of transforming the lives of women and girls.


Partners should put in place contracts to delineate roles, responsibilities, budgets, financial targets, timelines, reporting and evaluation methods. Unclear agreements are


one of the greatest causes of partnership breakdown. One of the key criteria for success


planning framework, one of the key strategic aims was for SI to engage as an equal partner with local and global organisations in high impact projects and campaigns consistent with its mission. Consultation with our members confirmed the multitude of successful partnerships in which Soroptimists throughout the world are already engaged. Others may be thinking about embarking on such a joint venture, now or in the future.


given by members is the necessity to have clearly stated objectives and responsibilities from the outset.


Partners should have a proven track record of achievement in their field


an established record of achievement not only minimises risk but is more likely to ensure successful delivery of your project or initiative. At a local level, your partner should have access to a wide knowledge base and many best practice examples to apply to your project.


Partners should demonstrate financial probity


a joint project, it is essential that your partner has a sound financial record and can demonstrate transparency in its accounting procedures. Larger organisations publish their annual accounts which are often available on their own website or via government regulators.


Partners should be willing to include both organisations in PR initiatives Some Clubs have been


If you are raising funds for Choosing a partner with


disappointed that PR coverage has focused solely on their partner. To avoid this, try to include a clause in your agreement that PR coverage will endeavour to give equal coverage to both parties. If your partner has a newsletter, are they willing to feature your joint project? Will they provide a link to relevant Soroptimist sites from their website? Which partner will undertake to contact the press to publicise your events? Who will pay for distributing publicity materials? The more attention you pay to these questions, the more likely it is that your joint efforts will be publicised.


Operational partners should have capped administration costs at an agreed percentage Whilst any organisation


management is essential for a charity and that comes at a cost. A useful source of information on non-profit organisations in the USA is www2.guidestar.org and internationally:


www.guidestarinternational.org


Partners should be willing to demonstrate commitment for the duration of the partnership


needs to cover its running costs, future misunderstandings can be avoided if parties agree those costs at the outset. Some charitable professional bodies give guidance on the acceptable levels of administration costs. The UK website:


www.charityfacts.org advises that 15% is an acceptable upper limit, although they emphasise that strong


Regular communication is a key element in sustaining motivation. An essential method of ensuring ongoing commitment is to put a requirement for regular project and financial reporting into your partnership agreement. Longer term agreements should also include the opportunity for review and revision.


Partnership working is advocated by the United Nations and the worldwide NGO community in the belief that organisations with similar values, working together, achieve more than one organisation working alone. For Soroptimists this concept embraces many of our own Clubs, already working successfully together around the world.


TIS June 2010 Page 5


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