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Government collaboratives in helping low income families


Thecurrent paper focuses on government collaboratives in helping lowincome families. Recently, developing nations, donors and otherorganizations have been interested in strengthening low income groupsthrough collaborative. However, the question that arises in this caseis: do these collaborations always work? What are the pros and consthat are experienced in such an undertaking?


Oneof the issues that arise in collaboration is the effectiveness ofprivate sector in solving the problems facing the underprivileged. Atthe grassroots levels, such institutions may be advantageous but thelack of accountability arises, meaning that eventually, theirendevours may not be of benefit to the intended people.

Studiesshow that in order to strength the poor, there needs to be bothresources as well as the capability to implement programmes todifferent and uncertain conditions (Paul, 1989).

Theinvolvement of the grassroots organizations is paramount as it helpsin pushing the bureaucracy so that it can be respond quickly to theneeds of these people (Walker, 2002).

Furthermore,it is important to put various factors into consideration beforeforming collaborative as well as the expected outcomes.

Alter(1990) has discussed on the challenges encountered while creatingpartnerships. Apparently, establishing partnership is good for thebetterment of the community, but Alter has uncovered that beforedoing so, agencies should consider the advantages and disadvantagesthat may arise, thus address the same.

Whileit raises many questions regarding partnerships and collaborations,Koontz &amp Thomas (2006) have put forward that taking a closer lookconcerning the same is paramount.

Importanceof addressing the problem

Indeed,government collaboratives play a major role in helping low incomefamilies. Considering the issues that may arise in suchcollaborations is paramount to guarantee success of the programmessfocused on such groups of people.


Alter,C. (1990). An exploratory study of conflict and coordination ininterorganizational service delivery systems. Academyof Management Journal,33(3), 478-502.

Koontz,T. M. &amp Thomas, C. W. (2006), What do we know and need to knowabout the environmental outcomes of collaborative management?. PublicAdministration Review,66:&nbsp111–121.

Paul,S. (1989). Poverty Alleviation and Participation: The Case forGovernment-Grassroots Agency Collaboration. Economicand Political Weekly,24(2), 100–106. Retrieved from http://www.jstor.org/stable/4394247

Walker,C. (2002). Communitydevelopment corporations and their changing support systems. Washington DC: Urban Institute.