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

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HOW DOES THE SCOPE OF THE PARTNERSHIP MATTER? chapter eleven Broader scope also expands the challenge of creating a supportive environment. More players are involved and more perspectives must be considered. It is one thing to garner support for a partnership in a single neighborhood, but another to gain nationwide endorsement. The converse is that a federal or state agency generally has regional or local offices that extend the reach, and potentially the effectiveness, of a partnership. Public and nonprofit organizations at the national and state levels have organizational infrastructures and other resources upon which to draw. A broader scope may add complexity to an organizational framework, but the structure may offer additional resources to enhance the partnership’s work. Governments at every level often are seen as bureaucratic, ineffective, slow, and not very efficient. However, this impression seems more prevalent with a federal agency than a local one. The approvals required to move a “The fundamental principles for building a small office building or a large office complex are the same. But does the difference in scale make a difference in the complexity of the endeavor? Of course, it does.” Connie Bawcum, Project Director decision through the Executive Branch and Congress support this perception. Myriad conditions and paperwork may dissuade organizations in other sectors from participating with a federal agency in what otherwise may be an attractive partnership cause. Conversely, the aura and prestige of being associated with a national or statewide partnership can lure organizations that might not otherwise participate. For some, endorsement by the White House or a governor’s office may be more compelling and valuable than local publicity. SUMMARY The design labs began the discussion of the impact of scope on high-performance partnerships. The conclusion was that scope does matter. Added complexity, size, and diversity heighten the inherent difficulties of collaborating across the public, nonprofit, private, and civic sectors. A larger scope adds to the challenges of developing an organizational structure that effectively accommodates every partner and stakeholder interest. It augments the need to communicate effectively, yet makes that communication harder. The broader the scope, the greater the resources needed to achieve meaningful results and the greater the difficulty in measuring them. At the same time, state and national partnerships have a wider array of potential members to draw upon and potentially more avenues of “reciprocity” to entice them. The resources that national organizations can harness— expertise, branch locations, staffing, and sometimes funding—can be benefits. Perhaps most important of all, the broader the scope, the more people are positively impacted. Bottom line: scope matters. 128 Powering the Future: High-Performance Partnerships
Management Approaches and Attributes Chapter12 Managing a high-performance partnership is not the same as overseeing a single agency, no matter the sector. Management approaches that work well in hierarchical organizations do not always transfer readily to a collaborative results-driven environment.
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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
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Page 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81 and 82: SURVIVING TRANSITIONS IN LEADERSHIP
Page 83 and 84: Public Business High Performance Pa
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 and 128: The CMS Employer/Caregiver Workgrou
Page 129: Informal communications strategies
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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