“…Other studies suggest the significance of (i) fostering cross‐border communication and sharing of information (Blackburn, 2016; Shill et al, 2012), (ii) developing a shared vision and aligning goals across the board (Blackburn, 2016; Carey et al, 2015; Schlossman et al, 2011), (iii) setting accountability and incentive mechanisms to promote cross‐boundary activities, based on cross‐border performance indicators and assessments of outcomes (Carey et al, 2015; Cowell & Martin, 2003; Martin & Downe, 2014), (iv) implementing training and skills development programs (Carey et al, 2015; Carey et al, 2016; Sullivan, 2003), (v) ensuring resource commitment (Carey et al, 2015), and (vi) managing change and building change accepting culture, as the lack of such institutional culture can stymie change processes (Blackburn, 2014; Cowell & Martin, 2003; Waterhouse & Lewis, 2004). Holt et al (2018) highlight long‐term commitment to inter‐sectorial work is the key to establishing “sustainable” relationships and avoiding change fatigue (p. 54).…”