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

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HOW DOES THE SCOPE OF THE PARTNERSHIP MATTER? chapter eleven The National Cancer Institute has a partnership with the Centers for Disease Control and the U.S. Department of Agriculture’s Cooperative Extension Service, which has agents in 3,500 counties. The staff network throughout the county is a significant resource. Lis Handley, 5 A Day for Better Health Partnership (National Cancer Institute) COMMUNICATIONS All partnerships need comprehensive communications strategies, but the need grows considerably as scope expands. Although face-to-face discussion becomes more challenging, the communications vehicles themselves are similar whether the audience is local, national, or somewhere in between. However, a partnership’s sheer complexity and breadth complicate its ability to maintain effective internal and external communications, no matter the vehicle. It is harder to keep all partners aligned and stakeholders informed when they are larger in number and physically dispersed. tially greater with a broader scope. These partnerships have greater access to funding, expertise, and other assets than localized initiatives. Efficiency is achieved through national partnerships that can yield local replication. Since a multiplier effect is desired, state and local representatives should be included in developing the national strategy to ensure the model allows for local customization and partnerships. However, the “not invented here” attitude may create local resistance to the national project. National partnerships benefit local organizations through sharing lessons learned, evaluation methodologies, social marketing research, media buys, facilities, and other assets. “With just a few keystrokes, national organizations can reach their entire membership with breaking news about the partnership. As information on noteworthy initiatives is forwarded to other personal and professional networks, support for the partnership may grow exponentially.” Lindsey Cometa, Centers for Medicare and Medicaid Services The Director of the National Alliance for Caregiving, a member of the CMS Caregiver Workgroup, provided extensive expertise to help identify caregiver issues and concerns; introduced CMS staff to major players in the caregiver and employer communities; gave CMS recognition; and joined the partnership. Through developing a productive partnership with the Administration in Aging, CMS has enlisted its participation in the Caregiver Workgroup and gained access to the 25,000 outlets in the Aging Network. Spencer Schron, Centers for Medicare and Medicaid Services 126 Powering the Future: High-Performance Partnerships
Informal communications strategies are less effective in these situations. There, the opportunity for misinformation and misunderstanding is greater. At the same time, communications technologies have made national meetings and virtual partnerships a growing phenomenon. Conference calls, satellite broadcasts, webcasts, and Internet “communities of practice” convene large numbers of geographically distant partners. National organizations bring their communications infrastructures. Coalitions often use electronic newsletters, listservs, and conferences to convey information. Large numbers can receive consistent, accurate, and quick information. In addition to the formal communications infrastructure, members frequently disseminate information through their personal networks. These dynamic vehicles create further unanticipated support. Listening is key to ensure that a project will work at the local level. National partnerships often rely on local affiliates to carry forward a “message” at the teachable moment. Sustaining the effort past the initial “splash” is critical. Since local, state, and regional organizations must balance the national effort with local priorities, communications must surface competing demands for time and resources. Face-to-face interaction during the development phase is critical to obtain local input. Building regional partnerships among affiliates and the supporting communications mechanism are very important. ORGANIZATIONAL INFRASTRUCTURE Partnership scope can significantly impact the complexity, size, and attributes of the organizational structure. As scope grows, so too will the number of partners and stakeholders. More formalized decision-making structures are required to deal with this complexity and ensure that diverse interests are appropriately represented. As a partnership grows, so must its sensitivity to consensus building among diverse, demanding, and political national partners. A state or national partnership probably cannot rely on informal breakfasts at the neighborhood diner. It more likely would require a state dinner at the White House. “With just a few keystrokes, national organizations can reach their entire membership with breaking news about the partnership. As information on noteworthy initiatives is forwarded to other personal and professional networks, support for the partnership may grow exponentially.” Lindsey Cometa, Centers for Medicare and Medicaid Services By virtue of the huge constituencies represented by national partners involved with the Caregiver Workgroup, CMS has accessed an audience of 400 employers with a potential employee audience of 50 million employees. This is the ultimate impact of scope as portrayed by a national partnership. Spencer Schron, Centers for Medicare and Medicaid Services 127 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
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PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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The Lapham Park Venture originally
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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 and 122: Results Characteristics • Derive
Page 123 and 124: FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 127: The CMS Employer/Caregiver Workgrou
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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