Developing an Exit Action Plan during Activity Design
Developing an Exit Action Plan during Activity Design
‘ Design for Exit ‘
Exit strategies and processes should be included in the design to enable more emphasis to be given to sustainability and ‘transition’.
The exit strategy should have an action plan that clearly and comprehensively spells out the sequence of steps leading to exit/transition point. It should be integrated into the Activity design (e.g., included in the log frame and/or monitoring and evaluation framework) with appropriate allocation of resources.
When not to develop an exit action plan
An Activity may be purposely designed with an interactive, process-oriented learning approach that makes formulating an exit strategy during the design not possible or desirable. However these process-oriented Activities should clearly identify mutually agreed upon objectives and address sustainability.
What’s in an exit action plan
An exit action plan should include:
- Shared expectations regarding the objectives to be achieved through the partnership, including a clear understanding of what results should be sustained after the end of support, and what critical ongoing inputs will be required for this to happen.
- A system for monitoring and evaluation, including mechanisms for joint periodical review of progress in relation to verifiable performance indication. It should be possible for the partners to see where the initiative stands with regard to the achievement of previously agreed objectives and the project exit point.
- An explicit time frame that provides a clear sense of when the relationship and/or current phase of the relationship will come to an end or transition.
- A mutually agreed upon division of labour that identifies who are or will be responsible for providing required resource and carrying out activities forward to the exit point and beyond.
- The capacity development needed for the key elements of the Activity to continue and to support the long term role for those organisations whose responsibility it will be to sustain the outcomes. To assist a partner organisation that is highly dependent on NZAID funding, capacity development activities may include training in strategic planning, financial planning (including cost recovery mechanisms, income generating options) and proposal preparation.
- Agreed provisions for an exit/phasing-out/transition process.
- Adequate funds in the budget for transition/exit activities.
- Level and structure of funding should be determined with the issue of financial sustainability in view. This should include how key post-exit activities are funded (e.g. Who will pick up the costs? Fees for services? Other, e.g. expected ability of the organisation to fundraise locally?)
- Where several donors support the same programme a joint framework for exit is preferred rather than the partner negotiating a separate agreement with each donor.
- Agreed procedures for consultation, dialogue and mediation in case of dispute.
Joint participation in exit planning
Participation is a critical factor in a successful exit action plan:
- Make the process of designing an exit action plan as inclusive and participatory as possible. Affected communities, agencies, and project staff should be made aware from the beginning that the Activity will not continue forever, and supported to plan for their long-term role in a sustainable outcome.
- Discuss and agree upon the implementation process with partners with a clear understanding of the timing of the Activity (when exit or transition will occur).
- Dialogue with partners on ownership, participation and organisation capability for long term goals should be promoted. By being clear and open about the exit or transition it is easier for partners to take full responsibility for the Activity and find local solutions to problems of sustainability.
- Include solid gender analysis and provision for women’s participation in designing the exit action plan.
Transition considerations
If a shift in modalities is anticipated shift (e.g., from a project to transition/transform to Sector Support) then consider:
- What will be the [anticipated] modality?
- What agency or organisation will be responsible for implementation?
- Does the anticipated implementing agency need capacity development to be successful (for the handover)? How will capacity development be supported?
- The phasing out of one modality and phasing in of another needs careful planning. A clear phase out is needed with a staggered approach that supports rather than overburdens the Activity management.