ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book focuses on the scoping phase of partnership-building. It explores the relevance of traditional 'top-down' leadership models for partnership initiatives and, following an enquiry into other perspectives, suggests that partnership brokers may assume leadership responsibilities that are more fluid and diverse. The book notes that partnership brokers have a key role to play in encouraging the stronger participation of local actors in partnerships, as both potential partners and key external stakeholders. It focuses on review, revision and reflection processes in partnerships. The book explores the requirements for carrying out the dual role of project manager and internal partnership broker in private sector partnerships. It follows the activities undertaken by partnership brokers, the skills and attributes they draw upon for their work and the challenges they may face.
