You may encounter an obstacle in your engagement that is so large it appears fatal to the project. As we've discussed, there are numerous techniques and skills that can help you overcome obstacles, even large ones. However, depending on the scale or nature of an obstacle, it may become necessary to disengage from the partnership entirely. In these cases, it is essential to use communication to disengage effectively without "closing the door" on future partnerships.
While each partnership is unique, and thus the means by which a partner disengages is likely to vary, there are three general principles to keep in mind:
First, it is essential that agreements, along with being flexible, provide explicitly for the exact terms under which a partner may exit the partnership. These terms would usually include failure of a partner to deliver on established benchmarks, or circumstances outside of the scope of the partnership, such as bankruptcy. Developing a detailed set of circumstances that would justify terminating the partnership can greatly avoid confusion and misunderstanding in the event that it proves necessary.
Second, open communication is key-before disengaging, have partners been clear and upfront where expectations have not been met? Are there ways to amend the agreements to better suit both partners' interests? Are partners open to renegotiating expectations in light of changing circumstances? It is possible that efforts to ameliorate disagreements will be unsuccessful, but an open communication strategy will help avoid unnecessary cancellation of a PPP, and ensure an amicable termination if it proves necessary.
And finally, it is crucial that a disengaging partner conduct an assessment of the partnership's failings after the fact. By thoroughly examining where the partnership failed and where it succeeded, partners-both public-sector and private-sector-can prepare themselves better for future cross-sector engagement.