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

More documents

Recommendations

Info

SELECTED BIBLIOGRAPHY appendix B SELECTED BIBLIOGRAPHY Austin, James, Mark Moore, Suzanne Morse, and Walter Powell. “Working Together: Collaboration Among the Sectors.” Facts & Findings, Vol. 3., No.1. Berman, Evan and Xiao-Hu Wang. “Performance Measurement in U.S. Counties: Capacity for Reform.” Public Administration Review, September/October 2000. Brudney, L. Jeffrey, Ted Hechert, and Neil S. Wright. Public Administration Review. January/February 1999. Casey Foundation. The Path of Most Resistance: Reflections on Lessons Learned from New Futures. Annie E. Casey Foundation, 1995. Coble, Ran. “The Nonprofit Sector and State Governments: Public Policy Issues Facing Nonprofits in North Carolina and Other States,” Nonprofit Management and Leadership, Spring 1999. Fosler, R. Scott. Working Better Together: How Government, Business, and Nonprofit Organizations Can Achieve Public Purposes Through Cross-Sector Collaborations, Alliances, and Partnerships. The Three Sector Initiative, 2001 Hsieh, Alice. Study of Public/Nonprofit High-Performance Partnerships, Phase One: Outreach and Synthesis (unpublished). National Academy of Public Administration, 1998. Independent Sector. The New Nonprofit Almanac in Brief: Facts and Figures on the Independent Sector. The Independent Sector, 2001. Kohm, Amelia, David LaPiana, Alfredo Vergara-Lobo, and Heather Gowdy. “Strategic Restructuring: Findings from a Study of Integrations and Alliances Among Nonprofit Social Service and Cultural Organizations in the United States.” Nonprofit Sector Research Fund Study. Lasker, Roz, Elisa S. Weiss, and Rebecca Miller. “Partnership Synergy: A Practical Framework for Studying and Strengthening the Collaborative Advantage.” Center for the Advancement of Collaborative Strategies in Health, Division of Public Health, The New York Academy of Medicine, 2001. Lewin Group. Evaluation of W.K. Kellogg Foundation Grantmaking in Health 1994-1999: An Executive Summary of the Final Synthesis Report. W.K. Kellogg Foundation, 2000. Linden, Russell M. Collaboration and Partnerships: The Key to Working In A “Blurred” World (unpublished). Linden, Russell M. Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations. Wiley/Jossey-Bass, 2002. Mattessich, P. and B. Monsey. Collaboration: What Makes It Work. Amherst H. Wilder Foundation, 1992. 140 Powering the Future: High-Performance Partnerships
National League of Cities. “City Halls & Community-Based Organizations.” Issues & Options,Vol. 5, No.9, October 1997. National League of Cities. “New Directions for City Halls and Community Based Organizations.” No.1,Summer/Fall 1998. National League of Cities. Reducing Poverty & Revitalizing Neighborhoods: Making Collaboration Work. 2000. O’Connell, Brian. “A Major Transfer of Government Responsibility to Voluntary Organizations” Proceed with Caution”. Public Administration Review. Volume 56, Number 3, May/June 1996. Osborne, David and Ted Gaebler. Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. Addison Wesley, 1992. Poister, Theodore H. and Gregory Streib. “Performance Measurement in Municipal Government: Assessing the State of the Practice,” Public Administration Review.July/August 2000. Snavely, Keith and Martin B. Tracy. “A Comparative Study of Rural Nonprofit Community Collaboration.” Nonprofit Sector Research Fund, The Aspen Institute. Thomas, June. “A United Front? Improving Collaboration Between Community Development Nonprofits and Government Agencies in Detroit and Wayne County” (website summary). Nonprofit Sector Research Fund. United Way of America. Measuring Program Outcomes: A Practical Approach. 1996. 141 Powering the Future: High-Performance Partnerships
Page 1 and 2:
Powering the FUTURE: High-Performan
Page 3 and 4:
A Report by a Panel of the NATIONAL
Page 5 and 6:
TABLE OF CONTENTS FOREWORD.........
Page 7 and 8:
CHAPTER 12: MANAGEMENT APPROACHES A
Page 9 and 10:
Public Business High Performance Pa
Page 11 and 12:
Medicare and Medicaid health progra
Page 13 and 14:
Page 15 and 16:
FIGURE 1-1 CONTINUUM OF ORGANIZATIO
Page 17 and 18:
Coexistence: Cooperative: Contractu
Page 19 and 20:
Business FIGURE 1-3 HIGH-PERFORMANC
Page 21 and 22:
“Creating a partnership takes tim
Page 23 and 24:
Page 25 and 26:
FIGURE 2-2 NONPROFIT SECTOR REVENUE
Page 27 and 28:
TABLE 2-1 SECTOR DIFFERENCES Public
Page 29 and 30:
eform to establish some form of res
Page 31 and 32:
Page 33 and 34:
FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
Page 35 and 36:
TABLE 3-2 DESIGN LAB — PARTNERSHI
Page 37 and 38:
dren. Nine MCCP case managers made
Page 39 and 40:
FIGURE 3-5 MEDICAL CARE FOR CHILDRE
Page 41 and 42:
“The Healthy Families Partnership
Page 43 and 44:
HFP is an excellent model of growin
Page 45 and 46:
identifying specific goals and outc
Page 47 and 48:
5 A DAY FOR BETTER HEALTH PROGRAM N
Page 49 and 50:
FIGURE 3-8 PUBLIC AWARENESS Percent
Page 51 and 52:
esponsible for developing specific
Page 53 and 54:
FAMILY STRENGTHENING COALITION INDI
Page 55 and 56:
Challenges Despite its solid track
Page 57 and 58:
Challenges NBSD encountered some ba
Page 59 and 60:
early intervention; and an early ch
Page 61 and 62:
CAREGIVER/EMPLOYER PROJECT CENTERS
Page 63 and 64:
Medicare insurer, CMS was the ultim
Page 65 and 66:
A 1996 survey of La Alma/Lincoln Pa
Page 67 and 68:
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:
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:
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
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 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: Appendix B Selected Bibliography
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
show all

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

Create successful ePaper yourself

Delete template?

Save as template?