We speak with each partner organisation separately. These conversations cover what worked, what did not, what each partner is taking away from the collaboration, and how they see the future — both for this partnership and for their own organisation.

We bring the partners together to share findings and work through the key questions as a group: Should we continue as a partnership, and if so, in what form? Which steps should we take to secure the partnership after the funding ends? Who should assume which responsibilities? How much resources do we need, and what are our options?
If the collaboration was difficult, we also look at structural factors behind it to understand what could be done differently next time.

We produce a lessons learned report that documents what the partnership achieved, what shaped how it worked, and what the key takeaways are for the collaboration as a whole.
The report also includes a suggested structure for the future — based on what the partners are realistically expected to achieve together and what level of contribution each organisation can sustain.
It concludes with the roadmap: a list of steps members need to take to institutionalise the activities in their own organisations, and/or a list of alternative funding sources.

Each partner organisation receives a confidential set of recommendations addressed specifically to them — not shared with the group. These are based on their particular role in the collaboration, what they contributed, and where they struggled. The goal is practical: what should this organisation do differently when entering future partnerships? This step is what makes the engagement useful beyond the project itself, turning the experience into something each partner can actually apply going forward.