Successful collaboration often requires communication between multiple individuals across organizational lines. Many successful partnerships can be traced to the establishment of a position, sometimes referred to as a "boundary spanner" position, who serves as a traffic cop for the various people responsible for managing this communication on a day-to-day basis, and a liaison to coordinate cross-systems activities. The person in this role must be able to understand and work within the different cultures, policies, and procedures of multiple areas and successfully bridge gaps between different systems.

Which organization employs the boundary spanner often depends on a variety of factors, such as local politics, history, economics, and personalities. Nevertheless, researchers have found some common aspects of successful boundary spanners. A clear conceptualization of the functions of a boundary spanner position is often more important than the exact location of the position. In addition, it is important to find experienced, well-respected individuals to staff these positions; these individuals are often veteran staffers who are familiar with the formal and informal norms of multiple systems. Boundary spanners should be well compensated and given a title that appreciates the importance of their cross-systems work. ^[1]  

Example: Program Director, Maryland Re-Entry Partnership (REP)

REP's Program Director performs a boundary spanning function, linking REP case managers and advocates, service provider agencies, and organizations based in communities with high rates of people released from prison or jail. The Program Director serves as liaison with each of the partners by creating relationships and managing contracts, which REP staff will rely on in the field. She meets with service providers monthly, often extending invitations to attend weekly REP staff meetings; for strategic planning conversations, she assembles all partners in the re-entry initiative. Through these meetings, REP ensures that partners are creating an effective web of resources and collaborating successfully on a client-by-client basis. Partners have the opportunity to review strengths and gaps in the partnership and learn of developments and news in Baltimore and the field.