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COMMUNICATIONS chapter eight BROADENING THE PARTNERSHIP’S SUPPORT BASE THROUGH ADVOCACY The Challenge A well-informed community is not necessarily a supportive one. Building and sustaining public interest and funder support for a mission are critical to a partnership’s long-term viability. Implementing the external communications plan described above is important. Producing outstanding results also is key. However, an effective advocacy initiative goes beyond these two features. The advocacy function is especially critical when the partnership operates in a multi-level or governmental environment, or when funding sources are varied or tentative. Advocacy involves building vocal support—policy, financial, and resource—for the partnership and its mission. The Strategy Aside from disseminating information, a communications strategy must include a marketing campaign to develop a corps of advocates. People must understand the issues and be compelled to do something about them. If the partnership seeks grassroots advocacy, it must undertake a public relations campaign and “brand identity” to which the community can relate. A name, logo, or phrase can capture the partnership’s essence and make it easier for supporters to champion a cause. The partnership also must be savvy about the key pressure points for obtaining legal, policy, or resource decisions. Once these are identified, it can determine the best approach for making its case. This is where access can be especially helpful. The partnership could use a member’s political standing to get an audience with key policy-makers. Success is a primary way for a partnership to gain morale and financial support for its mission and activities. Through performance criteria and an annual scorecard, the partnership can engender additional support. The partnership and stakeholders should recognize achievements, both small and large. Celebrations not only draw attention to the achievements, but provide an intangible reward for those who have supported the partnership along the way. The purpose of Indianapolis’s Family Strengthening Coalition is to foster a community movement to support a broad range of strategies to help families become strong, capable, and connected. The coalition’s goal is to touch thousands of Indianapolis families with its message. It is an excellent example of comprehensive communications and advocacy. 106 Powering the Future: High-Performance Partnerships
TABLE 8-3 FAMILY STRENGTHENING COALITION COMMUNICATION ACTIVITIES Events • Family Strengthening Summits (2001, 2002, and 2002) • Canal Family Fest • Family Heritage Month (March 2003) Awards Initiatives Grants Action Planning Community Volunteer Opportunities Relationship Building and Linkages • Families Count Awards • Salute to Families (Family Service) • Mayor’s Community Service Awards • Earned Income Tax Credit/Family Economic Success • Family Circles • UWCI Mini-grants • GIPC Neighborhood Action Grants • Family Circle Mini-grants • Keep Indiana Beautiful, other neighborhood beautification resources •Five Community Results Groups are completing planning. • Family Strengthening Summit • Earned Income Tax Credit • United Way Day of Caring • WFYI Partnerships • Local Learning Partnership • Making Connections Partnership • Family Heritage Month/Bridges to the World/Share a Legacy • Recruitment for Action Planning and Implementation Coordinated Public Relations Enlisting Communications Professionals • Coordination on budgets, FSC events, and activities such as the Families Count Awards, Family Summit, Salute to Families 2003, etc. The Communications Advisory Group, launched February 25, 2002, continues through specific event planning groups. •Ongoing, cross marketing of upcoming FSC events • Held a special training for personal contacts. • Created and disseminated a communications kit. 107 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
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Challenges Despite its solid track
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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
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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
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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
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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
Page 157 and 158: 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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