Unit 7 Section 7.3: Determining Which Efforts to Continue

Before deciding what programs, interventions or activities to continue or discontinue, it is important to have a clear picture of the work your partnership is currently engaged in as well as any future commitments and obligations.

Your partnership may want to establish criteria for deciding whether or not to continue an activity. It is important that your partnership comes up with criteria that partners agree are important and relevant. When designing and using the criteria, the following tips may be helpful:

• Do not select more than 3-5 criteria or the process may be too cumbersome.

• Choose response options that are as simple as possible while still giving meaningful information (e.g. yes/no/unknown; 1-5).

• Recognize that data may need to be gathered to inform the analysis.

• Recognize that this may be a very difficult process. The partnership may not want to admit that something hasn’t “worked” or that discontinuing an activity may have negative repercussions (e.g., staff layoffs).

• Recognize that there are many factors that may influence a final decision. However, using a set of criteria to analyze your options will ensure a more informed and transparent decision.

If the partnership decides to continue an activity, it will be beneficial to consider the following questions about the justification for continuing it:

• What results have we achieved that justify continuing this effort?

• To whom is this effort important and do we have their commitment to finding resources for this effort?

• What cost effectiveness (or other financial justification) can we document for this effort?

• What resources are needed to continue this effort? What are possible sources of resources? What are strategies for future resource stability?

If the partnership determines that some or all activities will not be continued, it may be worth looking into other ways to continue them outside of the partnership. For example, by:

• Transferring the Effort to Others: The partnership might find an organization outside of the partnership to continue the activity. The disadvantage of transferring the effort this way is that it may not allow for capacity building of and ownership by the partners themselves.

• Institutionalize the Effort into a Partner Organization: The partnership supports or plans so that the activity is incorporated into existing community partner organizations or programs.

• Changing policies: Activities may be sustained through changes in rules, regulations, and laws.

If none of the potential strategies above pan out, is important to not just abandon the activity abruptly. Complete the necessary steps to close out the activity. This may include documenting what was done, completing the evaluation, writing the final report, and helping any staff or “clients” transition to other positions. Refer to Unit 7, Section 7.5 read more about things to consider if the partnership itself decides not to continue.