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

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ORGANIZATIONAL INFRASTRUCTURE chapter nine • Positioning within the community is critical to effective decision-making and sustainability. Proximity to power can help immunize a partnership from the forces that support derailments. • The governance structure must be strong enough to ask non-performers to leave. • The organizational structure should be formalized with written bylaws that provide for collaborative decision-making. • The partnership must be customer focused. A formal memorandum of understanding should accompany the bylaws for governing the partnership. It is through this mechanism that partners can clearly understand their roles and responsibilities, and collaborative participation can take place. • Performance outcomes must be paramount, and the partnership should incentivize results. The incentives may include recognition, monetary rewards, access, and other items. Nonetheless, results must count and be communicated to all participants. The Lapham Park Venture developed a memorandum of understanding with the primary partners, specifying services that each organization is to provide to the residents and other partnership members. The Venture also established a steering committee, resident organization, operations committee, on-site providers team, and resident services committee. A formal document lists membership and functions for these governing committees (see Appendix E). • Achieve some successes early and build upon them. Success, defined in terms of quantifiable outcomes, is critical to any long-term sustainable partnership. • Cultivate the “culture” of partnering. The organizational infrastructure must continue to evolve as the environment and community needs do. It must be sufficiently focused to keep an eye on the mission and results. A successful partnership reaches a point at which the partners and the community “get it.” They are actively engaged in solving problems. The partnership has then crossed the boundary into a performance arena. Once this occurs, it must stretch the goals to achieve even greater results. 116 Powering the Future: High-Performance Partnerships
Public Business High Performance Partnerships Nonprofit Civic Stages of A Partnership: What Difference Does Maturity Make? Chapter10 Partnerships, whether new or old, must achieve the attributes discussed in the previous chapters: extraordinary results, effective leadership, missiondriven and strategic work, adequate resources, effective communications, and sound organizational principles.
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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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Challenges NBSD encountered some ba
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early intervention; and an early ch
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CAREGIVER/EMPLOYER PROJECT CENTERS
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Medicare insurer, CMS was the ultim
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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 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: 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
Page 157 and 158: LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160: 2. Venture Operations Committee PUR
Page 161 and 162: Appendix F Memorandum of Understand
Page 163 and 164: ARTICLE I - HIGHLAND PARK SOUTHERN
Page 166: NATIONAL ACADEMY OF PUBLIC ADMINIST
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