ABSTRACT
The management of third-generation partnerships focused on the process of strategic review and planning, it highlights some emerging challenges, which requires conscious management. Such challenges are likely to centre around accountability issues, ranging from the difficulty of connecting systemic work to measurable, on the-ground impacts, to questions about the legitimacy of new coalitions to influence governance or directly govern certain industries. There are three key areas of risk for public-interest organisation participants in third-generation partnerships. The first challenge is to avoiding 'corporatism' by promoting transparency, accountability and the power of the less powerful stakeholders in the issues being addressed. The second challenge is to avoid regarding the existence of a partnership and a partnership way of working as good in itself, regardless of impacts relative to other potential strategies and tactics. Managing the dangers of corporatism and partnerism relates to a third key challenge for third-generation partnership conveners – developing expertise in responsible social transformation.
