Chapter 13: The viability of partnerships
These numerous examples of cross sector partnerships in this book provide snapshots of different efforts to address important social and economic concerns by joining resources and transcending the public, private, and nonprofit sectors. These examples demonstrate what is possible within a range of structural and organizational frameworks. To varying degrees, these approaches have achieved results in how they have been launched and maintained over time. Some of these efforts have achieved measurable goals, while others have been more successful in designing structures that can continually produce results. In the aggregate, these examples suggest that cross sector partnerships can be viable paths to address issues such as public health and employment. It is less clear what it would take to create a series of partnerships that could collectively make inroads around critical social concerns at a truly transformative scale. As noted, these collaborative formations are difficult to create and sustain. However, greater knowledge in recent years about what works effectively suggests that collaborative activity across sectors can increase their effectiveness across the board. This knowledge has the potential to inform existing partnerships and those yet to be initiated. In order for widespread strategic cross sector partnerships to play a substantial role in changing the course of major societal concerns globally, much is required. First of all, a significant number of actors would have to be convinced of the viability of partnerships. Not everyone believes in the usefulness of cross sector collaboration in addressing such essential matters as literacy and hunger.
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