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

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STAGES OF A PARTNERSHIP: WHAT DIFFERENCE DOES MATURITY MAKE? chapter ten short or interim success. For example, it can measure customer satisfaction and use interim data on changes in community conditions for the partnership’s duration. However, most serious public policy issues cannot be resolved in a few years. Even if early trends are positive, there is no guarantee that fundamental causes have been addressed. During its midlife, a partnership may be better positioned to produce interim indications of sustainable results. A partnership can truly evaluate its effectiveness once it has grown to scale. At that point, it serves an entire target population, and assesses its fundamental improvements for clients and the community. The bar for achieving results continually gets higher as the partnership matures, so the challenge is to live up to these increasing expectations. At scale, a high-performance partnership leverages its impact to achieve results beyond its immediate control. Many variables can influence outcomes. A partnership accepts responsibility for changing community conditions. As the partnership matures, it must stay current. Strategies used to deliver services during start-up may not be as successful down the line. Continuous improvement and innovation are hallmarks of a successful partnership. Keeping the partnership energized and innovative to produce outstanding results is an ongoing challenge, too. LEADERSHIP One or two individuals generally take the lead when a partnership is created. These strong, visible champions must be directive in their style to pull the organization and mission together. They also must inspire others to join the partnership and get them moving in the same direction. Following the start-up phase, the convening champions still may be active, yet move toward the sideline. Facilitators and managers emerge as key leaders because the partnership must focus on institutionalizing its operations, honing its systems, and producing results. Joint ownership of the mission and values is critical, as leadership must create shared responsibility for activities and outcomes. Leadership equals empowerment of the entire organization. When a partnership enters its mature phase, leadership is diffused throughout the organization. Leadership cannot be personality driven over the long haul. The next generation must move forward, focusing on continual improvement. The challenge is to keep the partnership from going on “cruise control” when moving into the mature phase and at-scale operations. Maintenance mode is not acceptable for a highperformance partnership. An organization can become obsolete if it does not continuously improve its operations. The need for “drivers” is the one constant about the leadership challenge. No matter how mature or successful a partnership, someone—hopefully more than one— must strive for excellent performance. MISSION/STRATEGIC PLANNING Maturing has a limited impact on a partnership’s mission and strategic planning requirements. At every phase of development, the organization must have a clear compelling mission and strategic work plans for accomplishing it. Mission statements should change little over time. Strategic plans, on the other hand, should be routinely updated to reflect work plan requirements. Gaining consensus on the mission—and clearly communicating it to everyone—is the real challenge. Aligning the mission with the members must occur early in this process. The second challenge is developing the strategic plan early enough so that there is a collective work effort for the most important activities. Throughout the partnership’s development, it is imperative that the plan be revisited and updated as appropriate. RESOURCES A start-up partnership often scrambles to obtain sufficient resources for basic operations. Searching for a diversified and secure revenue base is integral to most activities. Yet it is more intense following the initial start up. As a partnership becomes operationalized, its members begin to redirect their resources and align them with activities. Further, the partnership has participated in several budget cycles, and has begun to establish its perform- 120 Powering the Future: High-Performance Partnerships
FIGURE 10-2 PHASES OF LEADERSHIP Management Skills "There's a Crisis" "Let's get moving" "We need standard operating procedures" "Check with the Customers" "Let's reorganize" "Follow Me" "Mentoring is my Job" Leadership Skills "Yeah Team!" Start Up Mid-life (Development) Mature Source: John Lesko, Facilitator ance track record and independent funding streams. During this period, it is working to stabilize its resource base, grow to scale, evaluate outcomes and processes, and increase cost effectiveness. By the time the partnership delivers its services and programs to scale, its revenue base should be more stable. It should have established a track record and be positioned to attract stronger members and more funding. Fewer resources should be invested in building relationships and an organizational infrastructure. COMMUNICATIONS A partnership initially focuses its communications strategies on building support among its members, funders, and external stakeholders. Young partnerships may have difficulty communicating their message because they may not yet be clear on mission and goals. Yet communications are critical to generate sufficient support to obtain funding and member buy-in. Communications are more intense and critical to secure lasting relationships that will be the basis for the long-term partnership. Communications channels are less formal and more focused on the need for the partnership, not results. As the partnership enters its operational/developmental phase, communications channels become more formalized and varied. Newsletters, brochures, annual reports, and other materials should be available for electronic and print distribution. In addition, the partnership can report its results. Recognizing its good work can become a major focal point when customer and stakeholder communications are established. Closing the feedback loop and acting on input are critical activities during the mid-life period. Once the partnership reaches maturity, communications channels should be very formalized, with annual reports, routine meetings of the governing body, partners, and staff, and institutionalized customer feedback loops. The challenge of keeping stakeholders informed never dissipates entirely, but it should become easier once the institutional framework is in place. 121 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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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
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: Results Characteristics • Derive
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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