European Partnership Help Center

Even for a newly established partnership, the expectation is not to rely on achieved results, but to reflect strategically on its intended trajectory. Since partnerships are created on the basis of a well-prepared proposal, including clear objectives, governance and expected impacts, it should already be possible to identify key assets and consider potential risks, including the possibility of no continued FP funding. In this sense, the phasing-out strategy follows the logic of sound planning: anticipating different future scenarios from the outset and embedding alternative pathways where needed. This forward-looking reflection strengthens the partnership’s resilience by design, ensuring that its core value can be sustained under changing conditions. As a living document, the strategy can be refined as the partnership matures and its activities evolve.

Phasing out strategies are an ex-ante selection criterion for European Partnerships under Horizon Europe. A mandatory section on the phasing out strategy is included in the proposal template and as such part of the evaluation. While the level of detail may evolve (as the proposal allows for limited space for elaboration), the requirement applies from the outset. Since you are in a pre-evaluation stage, the expected exit strategy could be less detailed, possibly only outlining the mandatory scenario, and may be elaborated further later on. As long as it is conceptually sound and credible it should be sufficient. However, passing from the evaluation to the Grant Agreement preparation phase later, we advise to foresee and include a specific activity to update the exit strategy at regular intervals, possibly producing corresponding dedicated deliverable reports, where the strategy could be presented in more detail.

All partnerships must comply with this legal requirement (which was intended as an ex-ante selection criterion), and new partnerships are strongly encouraged to make use of this ongoing support and feedback exercise, both to learn from others and to benefit from direct feedback from the Commission services. Moreover, the guidance and checklist are designed to offer flexibility. For newer partnerships, a less detailed but conceptually sound strategy is acceptable, provided it meets the criteria. The document is a living one and can evolve as implementation advances.

Where relevant, phasing out strategies should describe alternative funding models at a strategic level to demonstrate their credibility. However, associations involved in co - programmed partnerships are independent legal entities and are not required to disclose detailed financial information about their broader operations or internal budgets. Where scenarios rely on mechanisms such as membership fees or alternative revenues, it is sufficient to outline the general approach and include appropriate indicators (e.g. projected share of non-FP funding for operations, number of members, diversification of funding sources) to show progress towards the scenario. Detailed fee structures or confidential financial breakdowns are neither expected nor required. The objective is to ensure that scenarios are realistic and measurable, while fully respecting the autonomy and confidentiality of the entities involved.

New indicators could, for example, track funding from other sources, which can help offset the end of Framework Programme financing. The appropriate indicators will also depend on the specific transition scenario chosen, such as merging with another initiative, in which case indicators should capture changes in governance or operational structure. Since each partnership and strategy is different, the feedback round is there to review your ideas and offer partnership-specific suggestions based on your scenarios, which will be more relevant and practical than general guidance.

There is not necessarily a contradiction between the requirement for European Partnerships to develop a phasing out strategy, potentially including measures for financial sustainability, and the grant-based nature of co-funded partnerships under Horizon Europe. The latter are bound by the Financial Regulation and the no-profit rule, which prevents the generation or retention of profit during the lifetime of the grant. The key distinction lies between activities implemented under the grant (which must remain non-profit and for which Horizon Europe 2021-2027 funding is not questioned) and those prepared within the grant but taking effect after its closure, which may legitimately aim to secure future financial autonomy. Possible approaches could include: developing business or sustainability plans during the grant; preparing the establishment of a legal entity for post-grant activities; identifying complementary funding sources; and designing contribution or service models to be activated only after the grant ends. How exactly to manage potential new commitments or cash flows during the grant period, in line with grant obligations, can only be determined based on concrete proposals or situations. The feedback round on the phasing out strategies could offer a first opportunity to do so. For specific cases that may arise later on, co-funded partnerships are encouraged to raise these with their project officers or the relevant Commission policy services in a timely manner to ensure targeted support.