“Let’s Invest in People’s Lives Together”: How the Ronald McDonald House Charities in Ukraine Develops Partnerships

Since 2016 in Ukraine and for 50 years worldwide, the Ronald McDonald House Charities has been ensuring seriously ill children with access to quality medical services and their families with the possibility to be close by, support their children, and actively engage in their care and treatment. To this end, the charity promotes family-oriented medicine — the one based on dignity, cooperation, and support. At the heart of their activities is the Ronald McDonald Family Room program already implemented in six state regional children’s hospitals. The charity’s team is currently working on the Ronald McDonald House initiative, which involves building Ukraine’s first house with 50 separate rooms where families of seriously ill children receiving treatment at the Okhmatdyt Children’s Hospital in Kyiv can stay free of charge. In addition, the foundation implements educational projects for medical workers.

To make its programs as effective as possible, the charity engages partners. We talked to Galina Solovei, Director of the charitable organization, and Anna Vlasenko, Strategic Partnerships and Fundraising Manager, about how they seek like-minded people and communicate in collaborations. Read the interview to learn about interesting and original aspects of their work that you can implement in your own practice too.

How do you find partners?

Galina Solovei:

Our mission is to support families of seriously ill children on their road to recovery. In charity, the principle is, “No money, no mission.” To help, you need resources, while the scale of change depends on the strength of partnerships. Therefore, we are actively looking for cooperation opportunities, inviting companies to invest in a good cause— in people’s lives. After all, charity is not only about money, but also about the desire to be part of something bigger.

We appreciate everyone and care about strengthening relationships with those we interact with. At the same time, we develop cooperation with new companies — we reach out proactively and get acquainted during events, thanks to Supervisory Board members and recommendations. We particularly appreciate partners recommending the foundation to others or former employees becoming our ambassadors at their new jobs. This demonstrates trust and our ability to build long-term, sincere relationships.

Do you have a unique ranking system for partners and, if so, what does it depend on?

Galina Solovei:

We focus primarily on agreements and expectations from cooperation. Depending on the scale of the project and the level of contribution, we classify our partners into three types: chief, main, and those with whom we have only some specific interactions. This helps us clarify our expectations and make cooperation fair for everyone. We also intuitively classify our donors into different groups: philanthropists, patrons, responsible businesses, individuals, brand advocates (opinion leaders, etc.). We appreciate all of them and apply a different approach to each group.

What is a “must” in your self-presentation to potential partners?

Galina Solovei:

We always talk about our programs through the stories of families facing difficult situations. There are still families who are financially and emotionally exhausted by their children’s illnesses, who spend nights in their cars near hospitals just to be close to their kids while being unable to afford renting accommodation in another city. During the war, the problem has turned even more acute. We show how the foundation’s programs help in such cases, share the results, and invite partners to join us.

Do you have any first contact life hacks that definitely work?

Anna Vlasenko:

Each of our interactions is unique. So, I always study what a potential partner does to be sure our values coincide. I look at what similar charitable projects they have been involved in. If any of the organization’s or company’s initiatives impressed us particularly much, I mention that as well. I always end the first letter with gratitude for their active position and for the good deeds our potential partner has already done.

If it is a specific project where we know what we want from the interaction at once, I point to that, too. If I contact a company that can help in many areas, I make a presentation with our vision of what the cooperation might look like. I write out different options but include a disclaimer that we don’t insist on sticking to that exact plan. This is important because, as a client, I focus on certain tools and don’t actually know if the company can use them. Besides, we know from experience that there can be various barriers.

I always offer our partners the mechanics that they’ve already implemented, for I understand that our team will be able to easily do something similar. It may not be unique, but it will be effective.

Our partners are both co-creators and co-authors of our projects. And the most valuable thing they can give is faith that positive change is possible.

What criteria do you use to select partners? What do you pay attention to first?

Galina Solovei:

It is essential for us that our values coincide with those of our partners — care and compassion, respect, honesty, transparency, and dedication to our work.

We pay special attention to transparency and integrity: We check data in open sources and make sure that the company acts responsibly and has an impeccable reputation.

What should cooperation start with?

Galina Solovei:

With the partner’s interest in joining our projects. We are especially happy to see that our mission resonates with them and that they will truly enjoy the help they provide together with us. It is important for us that the partner is involved in the project, that communication is of high quality, and that there are no delays in responses. In that case, cooperation is much easier and more efficient for both parties.

How do you communicate with partners in projects and determine responsible persons?

Anna Vlasenko:

We have a small team, so there are no problems on our side. Sometimes, our partners can’t decide on a specific person or even sub-department, but that doesn’t matter to me — I communicate with everyone. We strive to act quickly and flexibly. Once we have embarked on a project, I suggest creating a chat on a social network that is convenient for everyone, where we add all the participants in the collaboration. And if I don’t get a response in the general group, I write to everyone personally. I also follow our partners on social media and use their news to remind them about us.

Do the operational aspects of cooperation differ depending on the sector your partner is from?

Galina Solovei:

Yes, they do. If we cooperate with the public sector, reporting is much more detailed and we need more resources to run the project. Businesses also have different approaches: Some require clarity and regular status updates, while others provide funds without reporting requirements, and there we take the initiative — we report on the results and the assistance provided.

Anna Vlasenko:

And if we take business and the third sector, there is no particular difference in communication, reporting, or project implementation. Nowadays, almost all civic society organizations work on a par with businesses, and many of them even attract people from the business environment to work for them.

By the way, has cooperation with the state changed in any way over the years of the foundation’s work?

Galina Solovei:

The state has always supported us. One of the latest examples is the launch of our largest project, the Ronald McDonald House. We have signed a joint agreement between the foundation and the OKHMATDYT National Children’s Specialized Hospital of the Ministry of Health of Ukraine and start the construction so that in 2027, families with sick children can live in the house free of charge and receive important support.

Our cooperation with the state intensified at the beginning of the full-scale invasion, when we began to implement humanitarian support programs and cooperate with administrations at various levels. We are now actively working in this direction with children’s hospitals: providing modern medical equipment and conducting training programs for medical professionals. In these difficult times, the state counts on charities’ support. This cooperation is part of the social contract.

Regarding changes, I’d rather give an example: When we opened the first Family Rooms, we paid for utilities. Now, with state hospitals willing to cover these costs, we can negotiate.

How do you maintain contact with your long-term partners? Do you have any interim reporting?

Anna Vlasenko:

Long-term partnerships are our strategy. I believe that our strongest asset in fundraising is the loyalty of those with whom we work. There are many companies and organizations that have been with us since the foundation was established.

Reporting is always important, even when it is not required. We request an online meeting, for which we prepare a presentation with communication information and impact indicators. If a partner refuses to meet, which sometimes happens, we simply send the data.

But reporting is always there. For some, a letter is enough; for others, a presentation is needed; and still others require a meeting. We try to empathically measure the degree of our relationships and warm them up if we feel that’s necessary. When a collaboration ends, we always provide reports including performance indicators. This is crucial in order to highlight joint achievements and make everyone engaged feel important. After all, the donor path is built around the emotional experience of a person who wants to do good.

Are there any life hacks related to reporting? What do you generally focus on?

Galina Solovei:

It all depends on what KPIs we set at the start of the project. For example, when we raise funds to open a new Family Room, we discuss how many people will use this program and then report on attendance. The life hack is to be as empathetic and sincere as possible, to add emotion and speak through storytelling: tell a family story, show photos of the children, and add reviews or acknowledgements. It is crucial to complement figures with an emotional component so that partners can see how their involvement affects people’s lives.

How do you keep control in long-term projects?

Galina Solovei:

The most important thing is to have a highly professional, self-motivated team that clearly understands project goals, KPIs, and timing. We try to avoid overload, although this is difficult in charity work. We can see the war bringing many highly qualified business professionals into the charity sector, and this reinforcement is very welcome.

Our strategy for the coming years is to help as many families as possible and to do this even better; so, we are highly motivated not only to implement current projects but also to improve and expand our programs.

For example, when we first launched the Family Room program, we demonstrated our care by providing drinks and snacks always available in the rooms, as well as through conversations and counseling by our administrators. Then, we began to expand this assistance: This year, we’ve launched a project to provide families with everything they need, from toothpaste to slippers. This is vital when a family is brought by ambulance at night and has nothing with them. We’ve also expanded the food program — now we feed our families full hot meals. Next, we’ve started to provide psycho-emotional support involving psychologists. So, we constantly develop.

What unites your foundation and McDonald’s now?

Galina Solovei:

McDonald’s is our constant and largest corporate partner in Ukraine and worldwide, and we are very grateful to them for that. They always include support for the Ronald McDonald House Charities in their strategy. For nine years now, McDonald’s has been donating funds raised through the “Palm of Happiness” campaign and other initiatives to our programs. At the beginning of the full-scale invasion, they volunteered to help implement humanitarian support programs. They provide invaluable help through their consultations and expertise, for example, in coordinating the construction of the Ronald McDonald House.

By the way, is the “Palm of Happiness” campaign already more of a tradition? Are people participating in it just as actively during the full-scale invasion?

Galina Solovei:

Having been around for 24 years already, our partner McDonald’s campaign is one of the oldest national corporate campaigns in Ukraine. It has never been canceled. In fact, the number of donations is growing every year, which is a wonderful trend. Last year, for example, hundreds of thousands of people joined in.

The foundation holds its own campaigns, too, the most popular of which is the annual “Pajama Day.” We skipped it only once, in 2022, and hesitated to launch it in 2023. But when schools and kindergartens started writing to us asking to continue the campaign, we realized how many positive emotions and joy it brings to children. Last year, a record number of participants joined us: over 200 schools and kindergartens, 50 businesses, celebrities, and bloggers. We also raised the largest amount of donations ever.

Do you feel that it gets more difficult to raise funds for non-military needs since people focus on survival and their resources are limited?

Galina Solovei:

Yes, some partners have refused to cooperate with us, as their priority is to help our country win. We absolutely understand that. But the degree of our assistance has not decreased during the war: We are building the house and expanding our programs. For example, we are currently implementing a project in Lviv to triple the size of the Family Room, which will now have four separate bedrooms so that parents can stay close to their children until they recover, as well as a comfortable modern kitchen, a laundry, a shower room, and a children’s room.

Do you continue to communicate with partners with whom you don’t cooperate anymore?

Anna Vlasenko:

Yes, we keep contact with those with whom our active cooperation has ended. We respect everyone who has joined our mission and believe that partnership is not only about projects but also about shared values. We now and then share our news with them and invite them to join our events and charitable initiatives. This allows us to maintain warm relationships and opens up opportunities for future interaction.

How exactly does this communication take place? Do you have a specific system?

Anna Vlasenko:

Proper planning and consistency are important here. Our communications specialist has a document that clearly outlines when we begin communicating with partners throughout the year. This helps us avoid overloading and maintain harmony in our interactions.

For example, at the beginning of any year, we report on the previous one. We add souvenirs and gifts from children and, if necessary, visit our partners in person to tell them the whole story. We have promotions and charity events to which we invite those with whom we cooperate. We also have monthly newsletters.

In my opinion, it is crucial to plan when and how you will interact with partners to make it both stable and harmonious.

What motivates business partners to return to you?

Anna Vlasenko:

Most often, this happens when they see some of our vivid messages and recall us. I’ve noticed a good correlation between returns and, for example, our new annual report published or a mass initiative launched.

Do you introduce organizations whose partnership requests are not relevant to you to other companies that may be potentially interested in cooperation?

Galina Solovei:

We are happy to be helpful regardless of whose hands will do the good deed. Recently, one of the regional administrations has asked us to set up a space for kids in a bomb shelter, but we currently do not implement such projects. So, we referred them to a foundation that deals with this, and hopefully, the project will be a success.