Funders reflections on planning for exit – what we know so far
In philanthropy and impact investing, beginnings often command the spotlight. Governance structures, due diligence, and investment rigor rightfully receive significant attention. Sustainability and legacy are acknowledged along the way, but as delivery becomes routine, this focus narrows and we lose sight of our final, and perhaps most important role as funder. That of navigating the exit.
At best, endings are uncomfortable; at worst, they’re viewed as an admission of outright failure. But, in fact, we encounter endings all of the time. Every day, we move through processes of change, growth and pause; the trouble is, acknowledging these changes can be frightening and so we very rarely give space to discussing endings openly.
When exiting a long-standing investment, it is often too easy to focus on closure and not sustainability. We become too absorbed in what’s passing and completing the tasks that get us there in a procedural way. And, in doing this, we can forget to nurture the life and energy that’s been created.
This is especially true in public service reform, where structural and cultural change takes time to take root, and funders understandably want confidence in the results. Too often, this creates a cycle of proving impact through numbers alone—when, at the point of exit, what really matters is understanding the lived experience of participants, what has changed for them and what they can sustain by themselves. That is where the evidence of lasting change lies, and it should shape how and when we step away.
In WM2U, we started with the end in mind. By imagining what a “good” exit would look like, through our learning partner we could spot the early signs that it was becoming possible. It also helped us see when we’d taken the programme as far as we could in a fast-changing environment
This blog is the first part of two where we seek to share what we plan to do and why. We will publish our reflections on what did and didn’t work and why once our exit is complete.
Our plan for exit comprises several elements.
- We have worked on a single-Year Transition Plan
Throughout WM2U’s lifecycle, we have purposely stepped into discussing the programmes’ ending and have been honest at the start on the timelines we are investing to. We have also highlighted this at the right moments throughout the investment.
We were open about the capacity of our budget within the team so made collective decisions about priorities and allocation of resource. Emphasizing that we could do anything but not everything. This has now become much more focussed as we move into the final 12 months. Not just for us but for all stakeholders, including communities, who recognise far more clearly where accountabilities lie if the achievements of the work or are to be sustained.
It has made for some emotional conversations – not least with community members who had developed strong relationships with local coordinators. We recognise intensely the importance of honesty and repeated affirmation of their strengths and assets.
Collective learning has been central to driving systemic change—and to spotting the early signs that WM2U was taking on a life of its own. We are leaning into this, sharing insights openly with all our partners. The irony, of course, was that for funders these same sparks of maturity signalled that the programme was nearing its natural end.
We have brought in evaluators to help us build a coherent argument for why this way for working is important – and most importantly – what it takes to work in this way. We knew in the current climate that we would have to make the economic argument for the approach we had adopted.
- Early and Transparent Communication
Having open and honest conversations with all stakeholders before we began our strategic planning has been critical to achieving a well-planned and compassionate ending. The exit strategy is written down and is a shared one. We are trying hard to avoid surprises and support planning with honesty and empathy.
We are recognising the importance of a targeted external comms strategy to support the influencing of Public Service Reform work in Scotland and across UK. We are focusing on sharing through learning events and publications as part of that strategy.
- Final Year of Support
Funding continues at current levels for one final year but with a sharper focus on people and structures. We have a laser like focus on spend and are consistently asking ourselves will this make enough of a difference in the next twelve months when opportunities arise. A good exit has become our north star.
Allowing time for planning & embedding and responsible closure and keeping connected to the exit plan, checking that we were on track and sticking as far as possible to things our evidence told us mattered.
- What Comes Next
Exits can feel abrupt—this transition is designed to be intentional and supportive, with the experiences of communities at the heart.
Our goal is to exit in a way that honours the work, respects the communities and strengthens the field.
WM2U is greater than the sum of its parts, and whilst as funders we have been fully engaged throughout the life of WM2U, we recognise that the individuals, communities, practitioners and local authorities who have stood alongside us have played a critical role in day-to-day driving the vision forward. So much of this is linked to the shared hope and belief in the positive change we all wish to see.
Hope has opened the door to new ideas, to self-belief and community empowerment. And now to a vision of a compassionate ending for our part in the programme; it has helped us move through the discomfort of endings and towards a positive vision for the future outside the funding window.
For the funders, some of that discomfort is knowing that WM2U is going to develop and change without our presence; by concluding our role in the work, we are effectively writing ourselves out of its future. But we also know that our absence opens so many opportunities for individuals and communities to grow and fill this space. Hopefulness has enabled us to anticipate a new WM2U and embrace its potential, including:
- New leadership within communities
- New collaborations between distant parts of the system impacting the experiences for children, young people and families.
Fresh energy and ideas for change.
- Some Reflections
Although our role as funders in WM2U is ending, the life and energy of the programme continues, and we are excited to see the direction it takes in the hands of the communities.
We are grateful to partners for their work and collaboration and commit to staying in close conversation over the next year.
Our collective hope and ambition for change has a strong part to play in driving change forward to the end and beyond as has our openness to learning from and sharing with fellow funders.
Endings in philanthropy matter - treat them with the same care as beginnings.
Look out for next blog where we share what worked and what didn’t and what we have learned and will be taking forward into our future investments.
Lynn Hendry and Kat Reading