All partnering endeavours are temporary. At some stage they need to hand over and/or develop a moving-on strategy.
Part of the challenge is to ensure that partners can leave without imperilling the long-term viability of endeavour.
If there is equitable power sharing amongst partners, it will be much easier to join and leave without upsetting the balance of the initiative. However, if the initiative has become too reliant on one of the partners, and that partner decides to leave, it may endanger the entire process.
An effective moving-on strategy encourages partners to look ahead to understand how results will be institutionalised, replicated, scaled, or further developed.
- Have partners been able to adequately and with mutual approval define the ‘ownership’ of the ultimate outcome of the partnering project?
- What exit conditions have partners specified?
- When do partners consider the activity successful?
- What timing horizons does each partner have for engaging in the partnering endeavour; to what extent can they rely on the sustained support of each participant?
- Report: Moving on This toolbook focuses on the exit aspects of a partnership a part of the cycle often unplanned or mishandled. It also looks at the the indications of success that can be associated with exits; achieving goals; and reaching conclusions.
- Report: Chapter 6.10 of Partnership Paperchase, publication on BPD.
KEY PERFORMANCE INDICATORS
- Strategies for replicating, institutionalising, scaling, or further developing the results are in place
- Exit options for partners have been specified
- Agreement on transfer of ownership
- Time horizon of partners is comparable