Experience to date suggests that the formal private sector may be less adept (and, at the very least, initially is less adept) at fulfilling objectives outside the economic and financial domains. With some exceptions, this is especially true of social objectives. While the formal private sector does bring with it the concept of the 'customer' (rather than the 'beneficiary'), it generally has little experience in the consultative processes and levels of stakeholder involvement that are necessary to fulfil social and political objectives. While there are examples of successful institutional development and/or community capacity building components being included in partnerships, these are exceptions to the norm, and efforts to work with the poor in a developmental way are still in their infancy. This is not, however, a reason to reject private sector involvement, but it is a reason to ensure that key social objectives are fulfilled by raising awareness of their importance, creating a demand for operators with broader social competencies, and including other appropriate actors in the partnership framework. Chapter 6 thus focuses on the various competencies of potential stakeholders, including NGOs, and their role in partnerships focused on the poor.