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RESOURCES chapter seven support. The partnership structure should be well suited to maximize available resources and deliver greater value per dollar expended. A partnership also must provide reports to funders and the community on its operational and financial results. Information is not always easy to obtain, but the partnership’s fiduciary responsibilities require accurate and timely record keeping and reporting. The Strategies 1. Collectively decide on criteria and mechanisms for allocating resources effectively. The distribution equation inevitably returns to a partnership’s business plan. Resources should be allocated based upon performance. The process should never be viewed as a zero-sum game where the strongest competitor wins. 2. Establish performance measures to assess resource utilization. A partnership can benchmark its efficiency against similar operations. If measures do not exist, it can benchmark performance against prior baseline data and its own operational track record. Performance should be measured by the level of the output and the cost of achieving it. That is, a high-performance partnership will look at effectiveness and efficiency outcomes. If outcomes are not sufficient, or efficiency is below expectations, the partnership must be prepared to take corrective action. 3. Understand the regulatory and reporting requirements of each funder and meet them. With performance and fiduciary accountability standards, a partnership should be well positioned to report results. However, it should not create these mechanisms in a vacuum. Various regulations may come into play depending on the funding source. The partnership must be aware of them from day one and establish appropriate accountability standards. Unfortunately, the partnership may have requirements from competing resource streams. “Through interacting with partners, CMS realized that many organizations interact with Medicare and Medicaid beneficiaries. This revelation challenged us to rethink our practice of producing myriad publications and to pursue incorporating our information in other organizations’ publications and programs. By doing so, we were able to more effectively provide information to our target audience at the “teachable moment.” Besides optimizing timing, this approach dramatically decreased production and distribution costs to the government.” Lindsey Cometa, Centers for Medicare and Medicaid Services 98 Powering the Future: High-Performance Partnerships
Individual governmental units, foundations, and private funders can have separate funding cycles, reporting requirements, and program regulations. Not only must the partnership juggle these, but some actually may be in conflict. It is imperative to understand the dynamics. The partnership should develop a standard report that addresses as many of these reporting requirements as possible, no matter how diverse. It should explain the competing reporting issues and request some flexibility. The partnership also may be able to creatively package its costs. One funder might support basic administrative costs but not marketing, while another may provide resources for communications. A partnership could design its budget accordingly and assign costs based upon eligibility criteria. Although it may be tempting, the partnership should refuse money that is not in line with its goals. Doing otherwise simply diffuses the mission and makes achieving the goal more difficult. At the same time, the partnership must demonstrate some flexibility in how it does business to meet funder demands. 4. Employ an external auditor on an annual basis. Many funders require financial audits of their grantees. Public sector entities and most nonprofits have audits as a means of assuring taxpayers and donors that financial operations are sound. A partnership should consider engaging an external financial evaluation if it does not conduct an audit. By soliciting such review and feedback, the partnership can enhance its performance and reassure its investors. 5. Other Strategies Other strategies that can assist a partnership in coordinating and maximizing its assets include: • Be smart about staging growth in the partnership’s service level and geographic responsibilities. • Scale down the partnership’s mission and goals to fit the resources available. However, have a specific plan for growing the partnership to scale with identified resource needs. • Prioritize the partnership’s activities so that the most critical elements receive the bulk of the resources. • Re-examine the partnership’s membership. Recruit additional partners or change the mix to supplement the resources available. 99 Powering the Future: High-Performance Partnerships
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Powering the FUTURE: High-Performan
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A Report by a Panel of the NATIONAL
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TABLE OF CONTENTS FOREWORD.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
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Medicare and Medicaid health progra
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FIGURE 1-1 CONTINUUM OF ORGANIZATIO
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Coexistence: Cooperative: Contractu
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Business FIGURE 1-3 HIGH-PERFORMANC
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“Creating a partnership takes tim
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FIGURE 2-2 NONPROFIT SECTOR REVENUE
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TABLE 2-1 SECTOR DIFFERENCES Public
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eform to establish some form of res
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FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
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TABLE 3-2 DESIGN LAB — PARTNERSHI
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dren. Nine MCCP case managers made
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FIGURE 3-5 MEDICAL CARE FOR CHILDRE
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“The Healthy Families Partnership
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HFP is an excellent model of growin
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identifying specific goals and outc
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5 A DAY FOR BETTER HEALTH PROGRAM N
Page 49 and 50: FIGURE 3-8 PUBLIC AWARENESS Percent
Page 51 and 52: esponsible for developing specific
Page 53 and 54: FAMILY STRENGTHENING COALITION INDI
Page 55 and 56: Challenges Despite its solid track
Page 57 and 58: Challenges NBSD encountered some ba
Page 59 and 60: early intervention; and an early ch
Page 61 and 62: CAREGIVER/EMPLOYER PROJECT CENTERS
Page 63 and 64: Medicare insurer, CMS was the ultim
Page 65 and 66: A 1996 survey of La Alma/Lincoln Pa
Page 67 and 68: Public Business High Performance Pa
Page 69 and 70: and establishing performance manage
Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
Page 73 and 74: The Lapham Park Venture originally
Page 75 and 76: THE DATA TRAP No partnership can cl
Page 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81 and 82: SURVIVING TRANSITIONS IN LEADERSHIP
Page 85 and 86: Without a well-documented mission s
Page 87 and 88: FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
Page 89 and 90: FIGURE 6-6 STRATEGIC PLANNING CYCLE
Page 91 and 92: BALANCING FOCUS AND FLEXIBILITY The
Page 95 and 96: Asset mapping is key to determining
Page 97 and 98: 8. Use third-party payment opportun
Page 99: partners agree that redirection is
Page 105 and 106: dedicate resources to effective ong
Page 107 and 108: The business community does not imm
Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
Page 113 and 114: Organizations may feel that a partn
Page 115 and 116: The PODER Project was a six-year in
Page 117 and 118: Neighborhoods in Bloom operates in
Page 121 and 122: Results Characteristics • Derive
Page 123 and 124: FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 127 and 128: The CMS Employer/Caregiver Workgrou
Page 129 and 130: Informal communications strategies
Page 131 and 132: Management Approaches and Attribute
Page 133 and 134: Public managers tend to be risk ave
Page 135 and 136: Putting It All Together Chapter13 H
Page 137 and 138: FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140: Appendix A Panel Member Biographies
Page 141 and 142: Appendix B Selected Bibliography
Page 143 and 144: National League of Cities. “City
Page 145 and 146: Appendix C Performance Management G
Page 147 and 148: Outcomes: The quantified result, or
Page 149 and 150: Appendix D Design Lab Participants
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Heidi Veltman Reston Kaiser Permane
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America’s Promise Gregg Petersmey
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Appendix E Excerpt from Lapham Park
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LAPHAM PARK VENTURE STRATEGIC PLAN,
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2. Venture Operations Committee PUR
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Appendix F Memorandum of Understand
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ARTICLE I - HIGHLAND PARK SOUTHERN
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NATIONAL ACADEMY OF PUBLIC ADMINIST
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