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

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STAGES OF A PARTNERSHIP: WHAT DIFFERENCE DOES MATURITY MAKE? chapter ten s a partnership evolves, it encounters different challenges. A well-established partnership does not face the same issues as one just forming. This chapter describes how A partnerships mature and the obstacles they encounter along the way. Every partnership and community has unique features, and individual experiences are not a surefire predictor of success. However, the collective experiences of the design lab partnerships provide a general framework for many issues and concerns encountered along the development continuum. There are three major phases in a partnership’s development: start-up, developmental, and mature. Partnerships do not develop at the same pace; the start-up phase can last from a few months to years. So, partnership maturity is not determined so much by age, but by the operation. Table 10-1 depicts each phase’s characteristics and challenges for each highperformance characteristic. RESULTS Results are the seminal characteristic of a highperformance partnership. Maturity significantly influences them. At its inception, a partnership focuses on assembling the organizational foundation and resources necessary to produce results. Thus, the initial results primarily involve creating good, sound relationships and an organizational infrastructure. The collaboration also may focus on some “low-hanging fruit” to establish momentum and generate broader understanding and support. Here, modest successes are important. As the partnership becomes more established, it measures results more systematically. How many customers have been served? How many units of service have been provided? These output measures indicate the partnership’s workload and community activity. Meanwhile, the partnership may have some early indications of Life Cycle of Partnership— Metamorphosis FIGURE 10-1 SEASONS OF A PARTNERSHIP Caterpillar Early stage of partnership. Eat. Eat. Eat. Grow. Grow. Grow. Cocoon Midlife. Evolve. Grow. Butterfly Fully mature HPP. Sustainable. Improves community. 118 Powering the Future: High-Performance Partnerships
Results Characteristics • Derive benefits primarily from the partnering process • Focus on low-hanging fruit Challenges • Establish sound foundation to achieve results • Achieve some early successes • Data Leadership Characteristics • Convening the partnership • Strong, visible champion • Directive, passionate, respected • Entrepreneurial • Inspire participation Mission/Strategic Planning Startup Mid-Life/Developmental Mature/At Scale • Output measures • Interim outcomes • Identify adequate interim outcome measures • Obtain resources to grow to scale • Data • Leaders are facilitators/ managers • Joint ownership • Empowerment Challenges • Find the champion • Leadership transition • Handoff from convener to facilitator/manager • Implement leadership succession plan Characteristics Challenges • Compelling mission • Clear goals • Develop preliminary work plans • Clearly articulate the mission • Achieve the appropriate balance between planning and action Resources Characteristics • Business planning • Start up capital Challenges • Adequacy • Rely on single or major source of funding Communications Characteristics • Internally and funder focused • Less formal • Message more focused on the need for partnership than the results Organizational Infrastructure TABLE 10-1 PHASES OF A HIGH-PERFORMANCE PARTNERSHIP Challenges Characteristics Challenges • Reconfirm or revisit mission • Update strategic plan • Achieve mission alignment between partnership and members • Flexibility • Redirect resources to support partnership • Stabilize the base • Grow to resources to scale • Externally focused • Institutionalize feedback mechanisms from customers • Focus on advocacy messages to grow partnership to scale • Outreach to all stakeholders feedback system • Develop an effective • Clear and consistent • Break cultural and organizational barriers message • Funding to develop materials of stakeholders • Outreach to broader set • Lack of results to report • Build relationships • Decision-making structures • Initiating systems • Build the team • Trust • Overcome different organizational cultures • Assemble the right team • Institutionalize systems • Expand infrastructure to grow to scale • Expand the infrastructure to support expansion • Terminate non-contributory partners • High-performance outcomes • Achieve outcomes without total control over intervening variables • Continuous improvement to stay effective • Leadership diffused throughout partnership • Institutionalized • Celebrate successes • Continuous improvement; "no cruise control" • Branching into new areas • Reconfirm or revisit mission • Update strategic plan • Staying relevant • Respond to changing conditions • More diverse, stable resource base • More efficient use of resources • Retain efficiency • More formalized • Less frequent; more on "as needed" basis • More externally focused • Maintain investors’ interest • Listen to stakeholders • Flexibility to respond to changes in the environment • Retain partners • Retrain to stay current • Competition from start up partnerships 119 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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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
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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 77 and 78: Public Business High Performance Pa
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
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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 119: Public Business High Performance Pa
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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