High-Performance Partnerships - National Academy of Public ...

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COMMUNICATIONS chapter eight TABLE 8-2 EXTERNAL COMMUNICATIONS TOOLS EXTERNAL AUDIENCES Funders TOOLS •Performance Reports •In-person Briefings •E-mail •Web Site Customers •Brochures •Informational Packets •Letters •E-mail •Web Site •Personal Contacts •Feedback Surveys •Comment Cards •Media Community Media •Media •Web Site •Community Meetings •Community Organizations •Speeches and Presentations •Press Releases •Media Briefings The Strategies Many tools for creating effective external communications are similar to those used for the internal environment. The strategies involve numerous media, so the partnership should develop a formal communications plan that identifies each target audience, the relevant message, and the appropriate media. Implementing the communications plan should be specifically assigned in the strategic plan with timelines and lead partners. The Healthy Families Partnership and the Medical Care for Children Partnership have developed an extensive array of publications and information on their work. Brochures, fact sheets, reports, newspaper articles, and other materials are available on every aspect of their operations. The communications are comprehensive, stylish, informative, and very effective. Strategists should pay close attention to target audiences that are difficult to reach due to language and other barriers. Culturally competent consultants or bilingual employees may be needed for key advocacy and communications positions. The partnership also would be well served to include in its governing structure entities that represent and relate to the target audience, such as a particular ethnic or racial group. There are several strategies that a high-performance partnership can use to guarantee an appropriate feedback system for external audiences. 104 Powering the Future: High-Performance Partnerships
The business community does not immediately see its role in strengthening families. The coalition’s challenge is to craft a message that catches their attention and demands their involvement. We use facts and statistics relating to business outcomes. Businesses may not be motivated by a statistic on immunization rates or the number of school days missed by children who have not received immunizations. Instead, give data on the number of workdays missed by employees whose children have not received immunizations, or productivity lost by workers who are preoccupied because their children are not in after-school programs. Jane Henegar, Family Strengthening Coalition (Indianapolis) 1. Truly welcome the feedback. No feedback mechanism can be effective if the partnership does not welcome input, take actions based on it, and report back. Such input can be obtained through various methods. For one, customers can be a formal part of the governing structure. The partnership also can use focus groups, surveys, and advisory committees. These mechanisms help ensure that the partnership has considered a wide range of perspectives when designing its services and activities. A high-performance partnership will supplement client input with good outcome evaluation to see that it is responsive and productive. It is important to collect baseline data and conduct written client satisfaction surveys. Take, for example, a partnership whose mission is to improve the quality of life through decreased crime. It should know whether residents actually feel safer in their community when crime rates decline. If they do not, the partnership only will have been partially successful. 2. Be prepared to deal with success. It can be difficult to prepare partners and the community for the positive and negative consequences of success. For example, revitalizing a blighted and deteriorated neighborhood can lead to higher property values and real estate taxes. The external communications strategy must alert and prepare these audiences for such potential outcomes. 105 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
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FIGURE 3-8 PUBLIC AWARENESS Percent
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esponsible for developing specific
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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 and 100: partners agree that redirection is
Page 101 and 102: Individual governmental units, foun
Page 105: dedicate resources to effective ong
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
Page 151 and 152: Heidi Veltman Reston Kaiser Permane
Page 153 and 154: America’s Promise Gregg Petersmey
Page 155 and 156: 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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