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Across the country, a growing number of governments are contracting for human services on a performance basis. Many are implementing innovative cross-sector models like Pay for Success (PFS), with many more considering the model for services in their own communities. This increased appetite for Pay for Success (PFS) partnerships has redirected taxpayer dollars toward interventions that provide data-driven solutions for social impact.

Because PFS is well suited to complex social challenges, there are situations where it is unrealistic to expect a single service provider or intervention to address the multifaceted