International Grant Partnerships: Finding Partners and Formalizing Agreements

For a Ukrainian organization, entering the level of international grant programs is not just a step forward financially; it is a complete transformation of management and communication processes. In the practice of European donors, the word “partner” is often the key term that determines the success or failure of a grant application even before an expert begins to analyze the innovation of the idea itself. International partnership is perceived not as a formality to meet technical competition requirements, but as a strategic alliance that guarantees cross-border impact, professional mutual assistance, and sustainability of results after funding ends. Understanding how to correctly build this foundation is critical for any NGO, cultural institution, or social entrepreneur aiming to become part of the global community.

What Donors Mean by “Partnership”

In the terminology of European Union grant programs, such as Erasmus+, Creative Europe, or Horizon Europe, a partnership is a structured association of legal entities (a consortium) working together to achieve project goals, distributing roles, responsibilities, and risks among themselves. It is important to understand that partnership is based on the principle of shared responsibility for the outcome.

Donors clearly distinguish between participant statuses in a project, as each carries a different degree of involvement and legal consequences. The main roles in an international consortium are listed in the table below:

Partnership differs from simple subcontracting in that partners are owners of the project results and jointly influence its strategy. While a subcontractor simply performs work for money, a partner invests their expertise and reputation into collective success.

How Donors Evaluate Partnerships (And Where Points Are Deducted)

Evaluating the quality of a partnership is a mandatory stage of application review. Experts use specific scoring grids where the “Quality of the Consortium” criterion can account for 20–30 points out of 100. The main goal of the evaluation is to verify whether the composition of partners is optimal for achieving the declared objectives.

Donors pay attention to the following aspects:

• Complementarity: Each partner must bring unique added value to the project. If three organizations in a consortium have identical experience and perform the same functions, it indicates inefficient planning.

• Geographical and Sectoral Balance: Many programs (e.g., Creative Europe) require participation from at least 3 organizations from 3 different countries. Experts assess how this composition helps disseminate project results at a European level.

• Distribution of Responsibility: The application must clearly state who is responsible for which “Work Package” (WP). Vague phrasing like “all partners will help organize the event” is considered a weakness.

• Operational Capacity: Organizations must prove they have sufficient staff, technical resources, and financial stability. Newer organizations (established after 2022) are often advised to start as a partner under the leadership of an experienced coordinator.

• Management and Communication Model: How will decisions be made? How will the consortium react to conflicts? The presence of a detailed communication and risk management plan significantly increases the chances of success.

Experts often deduct points for so-called “passive partnerships,” where an organization is added to the application solely to meet the country-count requirement, but its actual role in project activities is minimal.

Where to Find International Partners: A Practical Channel Map

Finding a partner is a process that requires time and a systematic approach. The most effective method is combining the use of digital platforms with attending thematic events.

Here is a map of 14 practical channels for finding partners in various fields:

The most reliable partners often turn out to be organizations you have already encountered at international trainings or conferences. Personal contact remains the “gold standard” for building trust.

How to Write the First Email to a Partner to Get a Response

First impressions are everything. European organizations receive dozens of requests every week, so your email must be concise, professional, and demonstrate awareness of their work.

Message Structure:

1. Subject: Must be specific. Instead of “Partnership request,” write “[Program Name] – Partnership Request -“.

2. Who you are: Briefly mention your organization’s mission and Unique Selling Point.

3. Why them: Show that you know their previous projects. This is a compliment to their expertise.

4. Your idea/proposal: What problem you want to solve and what role you are offering the partner.

5. Next step: A call to action for a short video call (15-20 minutes).

Template (English):

Subject: Partnership Request: [Grant Program] – [Project Acronym]

Dear [Organization Name] Team,

I am writing on behalf of, an NGO based in Ukraine specializing in [Area]. We admire your work on the project, particularly your expertise in.

We are currently forming a consortium for the upcoming [Call Name] call. We believe that your participation as a [Coordinator/Partner] would significantly strengthen the proposal’s impact. We can offer.

Would you be available for a 15-minute introductory call next week to explore this opportunity?

Best regards,

Agreeing on Roles, Budget, and Responsibility

After a partner gives preliminary consent, the most difficult stage begins—”reaching agreements on the shore.” Uncertainty regarding money or duties before the application is submitted almost always leads to conflicts after the grant is awarded.

Role and Responsibility Matrix

The best tool for this is the RACI matrix (Responsible, Accountable, Consulted, Informed). It allows you to clearly record who is the primary implementer, who bears financial responsibility, and who just needs to be kept in the loop.

Budget Negotiations: What to Discuss BEFORE Applying:

• Budget Share: Usually proportional to the volume of tasks. Do not try to “take everything for yourself,” but also do not let a partner turn you into cheap labor.

• Indirect Costs (Overheads): Who gets the 7% for administrative expenses? Typically, each partner receives their own overheads proportional to their budget.

• Pre-financing: How quickly will the coordinator transfer funds to you after receiving them from the EU? Standardly, this happens within 30 days.

• Co-financing: If the grant covers only 80%, are all partners ready to cover the remaining 20% with their own resources?

Red Flags: If a partner refuses to discuss budget details, constantly changes contact persons, or ignores questions about their financial capacity—this is a reason to reconsider the partnership.

Formalizing Agreements: What Documents Are Needed

In the world of international grants, documents have a hierarchical structure. It is important not to confuse their purposes.

1. Letter of Support (LoS): Usually provided by external stakeholders (ministries, municipalities) to confirm the project’s importance for the region. It imposes no financial obligations.

2. Letter of Intent (LoI): Used during the negotiation stage. This is a “protocol of intent” confirming that the parties plan to submit a joint application.

3. Memorandum of Understanding (MoU): A more detailed document describing general cooperation principles, confidentiality, and shared goals. Usually non-binding but morally committing.

4. Consortium Agreement (CA): The most important internal contract. It is signed typically BEFORE signing the grant agreement with the donor. It regulates everything: from intellectual property to procedures for a partner’s exit.

Checklist: What Must Be in a Consortium Agreement (12 points)

• Full details of organizations and their PIC numbers.

• Project governance bodies (e.g., Steering Committee).

• Decision-making procedures (simple majority, consensus).

• Technical duties of each partner (links to Work Packages).

• Payment schedule and fund transfer conditions.

• Provisions on confidentiality and data protection (GDPR).

• Conditions for project results usage and Intellectual Property (IPR).

• Liability and penalties for non-performance.

• Mechanism for partner replacement or withdrawal from the consortium.

• Dispute resolution procedure (arbitration, choice of law—usually Belgian).

• Force Majeure clauses (especially relevant for Ukraine).

• Provisions on ethics and anti-corruption.

Typical Mistake: Signing the CA after the project has already started. This deprives you of leverage over the coordinator in case of payment delays.

Common Mistakes of Ukrainian Applicants in International Partnerships

The Ukrainian context has its specifics, which sometimes become barriers to successful integration into European consortia.

Conclusion and Next Step

Building an international partnership is a marathon, not a sprint. It requires Ukrainian organizations to have not only professional expertise but also a high level of emotional intelligence, legal literacy, and discipline. Every successful consortium begins with a high-quality search and an honest dialogue about expectations. Remember, donors fund not just ideas, but the ability of people to work together for a common European future.

To simplify your path in the world of grants, avoid missing important deadlines, and be the first to know about consortium requirements, register on the GetGrant service. We collect current opportunities specifically for Ukrainian organizations so you can spend less time monitoring and more time creating quality partnerships.