Projects have, by nature, predefined budgets and time limits imposed on them. It is therefore known from the outset that any support provided through technical assistance or any other expertise on the project is going to come to an end at which point the client will either be expected to take over responsibility for the provisions made or continue maintenance of the outputs. It is essential then that any inputs throughout the development of the project are carefully planned with a view to their ongoing use once the project comes to an end and that a detailed exit strategy is devised as part of the inception phase. During the project’s implementation this can be managed through consultation, participation and involvement of the client at all levels to ensure buy-in or ownership of the systems and processes being developed and to ensure that what is being implemented is understood not only in terms of the daily workload, but also in terms of the greater scheme of things – each individual’s important role in the overall process. Additionally, helping clients find the solutions to their own problems not only means that they will understand the systems and processes better, but also that they will be better prepared for the next problem they face on their own and this cycle will create a feeling of reward and can instill within the individual job satisfaction and self-worth, which in turn can reduce staff turnover. Comprehensive training and capacity building measures ensure that the knowledge-base and/ or technical capacity is sufficient to be able to sustain activities that become inherent to the internal processes. What this highlights, is that the exit strategy starts from the beginning of the project. It encompasses Training Needs Analysis (TNA), assessments of the potential absorptive capacity with respect to the implementation and management of change and the evaluation of what has worked or not worked previously in this regard. This can then be turned into practical solutions and tailored approaches that form part of the implementation process to include the aforementioned activities. Only with close cooperation and assistance to the client, can Human Dynamics be assured that the project counterparts at every level can sustain the activities once the expertise is withdrawn. Human Dynamics does not indulge the client by doing the job for them; rather it helps them to do the job for themselves.