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

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PUTTING IT ALL TOGETHER chapter thirteen performance-based partnership provides the framework for focusing on the commitment of key players and organizing their work. A partnership builds its capacity to be A successful by assembling essential components identified in the design labs: a clear mission and strategic plan; adequate, well coordinated resources; effective internal and external communications; and a sound infrastructure for organizing investors and other stakeholders. At the same time, success can be realized only through effective leadership. Leadership is the spark that melds these building blocks into a dynamic, functional venture. It overcomes the challenges articulated in this report and turns the capacity for success into tangible results. Leaders must have the tools with which to work: resources, mission, work plans, partners, and a compelling message. But the champions bring the tools together and infuse them with life. Partnerships are hard work. High-performance partnerships are extraordinarily so. Not every situation requires the combined energies of multiple sectors—public, nonprofit, civic, or business. Some issues can be solved by a single sector alone or by a cross-sector relationship that is not performance based. Before leaping into a partnership, parties should be sure that the projected benefits are worth their time and energy. Partnerships can be expensive. FIGURE 13-1 COMPONENTS OF A HIGH- PERFORMANCE PARTNERSHIP Results Communications Mission/ Planning LEADERSHIP Infrastructure Resources Source: Connie Bawcum and Camille Barnett 134 Powering the Future: High-Performance Partnerships
FIGURE 13-2 ROWING TOGETHER FOR A HIGH-PERFORMANCE PARTNERSHIP LEADERSHIP STAKEHOLDERS STOCKHOLDERS INVESTORS STAKEHOLDERS INVESTORS MISSION/PLANNING RESOURCES COMMUNICATIONS INFRASTRUCTURE HIGH- PERFORMANCE PARTNERSHIP Furthermore, a community may not be ready for a partnership. A lack of trust and common purpose may preclude sharing resources, responsibilities, and accountability. If the timing or environment is not right, success is unlikely. The Wilder Foundation has developed a tool, the “Collaboration Factors Inventory,” that assists organizations and communities in assessing their readiness to undertake a partnership. 7 Nonetheless, when all the elements are in place and leadership emerges to unite them, crosssector partnerships can generate a synergy that generates extraordinary results for direct beneficiaries and the community at large. Highperformance cross-sector partnerships can provide a solution when no other approach has worked. This report has described this model and identified challenges to creating a successful one. To simplify a rather complex endeavor, the brief checklist in Table 13-1 lists the essential elements for a high-performance partnership and the investments that add significantly to the likelihood of success. The high-performance partnership can power the future. As a model for doing the community’s business, it marries the advantages of collaboration and performance. It makes an extraordinarily positive difference for communities and people. 7. Mattessich, P, Marta Murray-Close, and Barbara R. Monsey, Collaboration: What Makes It Work. 2nd Edition. Amherst H. Wilder Foundation, 2001. 135 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
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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SURVIVING TRANSITIONS IN LEADERSHIP
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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 93 and 94: Public Business High Performance Pa
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 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: Putting It All Together Chapter13 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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