Section 05: After the exit/transition
Ideally, there would be an element of ongoing contact/support as part of a phased exit or transition. Either way, it’s good practice to schedule a follow-up call 6 months post-exit or transition, to find out how the partner is doing and adjust your exit or transition approach with other partners on the basis of their feedback.
Partners will appreciate it if you continue to champion their organisation with other funders, and share funding opportunities etc.
You may also find it helpful to commission an external review / evaluation of your exit or transition process several years later, to understand what impact it had and how sustainable your work with partners has been.
"People will forget what you said, people will forget what you did, but people will never forget how you made them feel." (Maya Angelou)
This is especially true during an exit or transition process.
While the start of a new project or partnership is often an exciting time, and attracts lots of positivity and organisational energy, the ending of a project or partnership can be much less ‘sexy’. However, it’s often how you exit or transition from a partnership that can either create lasting change or seriously damage other organisations along with you own reputation.
Start well, but pay attention to the ending of a partnership too – it’s how you exit or transition from your partnerships, that you’ll be remembered most for.
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