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THE POWER OF HIGH-PERFORMANCE PARTNERSHIPS chapter one E xtraordinary results! How have these communities achieved them? In each case, the answer is a performance-oriented partnership involving public, nonprofit, business, and civic organizations. These communities understand the importance of activating every resource to solve complex and challenging issues. Concluding that no entity alone can produce these results, they have turned to the high-performance, cross-sector partnership. Despite its successes, this type of partnership is relatively rare. Why? It is difficult to create and even harder to sustain. Imagine harnessing the work, resources, and decision-making of several organizations with diverse orientations into a single, focused, highly coordinated effort. Then, imagine leading and structuring the entity so it can produce extraordinary outcomes for its constituency and the community at large. This is a challenge, but outstanding results prompt leaders to turn to this model. This emerging model holds real promise for tackling serious community issues. Based on the experiences of public, nonprofit, business, and civic practitioners, this report describes the prevailing characteristics of high-performance partnerships and the challenges that they must overcome. It also explores how to propel informal cooperative relationships to performance-based partnerships. Those highlighted here show the way. Here,“community” does not denote a specific geographic area, but a shared purpose or interest. It refers to any grouping—not merely neighborhood or local government—with a common scope, mission, or work plan. National cross-sector partnerships also serve a community. ORGANIZATIONAL RELATIONSHIPS Organizational relationships fall along a continuum. At one end, organizations may actually work on the same issues but compete for resources, recognition, and results. This competitive relationship can be destructive to the community and hinder positive impacts that the organizations may be trying to achieve. A Hampton,Virginia reduced child abuse and neglect by 26.8 percent between 1992 and 2000, while the rate in its metropolitan region declined by only 3.4 percent. Ninety-six percent of residents of Milwaukee’s Lapham Park Apartments “age in place,” 91 percent resolve lease violations threatening their tenancy, and 75 percent have their health and personal needs met. These have resulted in more than $1 million in Medicaid nursing home savings annually. In six of its most distressed neighborhoods, Richmond, Virginia experienced a 15 percent drop in crime from 2000 to 2002, compared to 5 percent for the rest of the city. Housing code violations in these same neighborhoods fell 57 percent from 1999 to 2002. Since 1986, Fairfax County,Virginia has linked almost 60,000 uninsured children to medical providers. high-performance partnership is at the other end of the continuum where organizations work in an integrated structure and achieve meaningful outcomes beyond what any one of them could accomplish alone. Between them are such organizational interactions as coexistence, cooperation, contracts, collaboration, and simple partnerships. This array is illustrated below, though variations exist and the distinctions can be blurred. Organizations coexist when they work in the same community on similar issues, but do so independently. Our society has many examples. A neighborhood association might 12 Powering the Future: High-Performance Partnerships
FIGURE 1-1 CONTINUUM OF ORGANIZATIONAL RELATIONSHIPS Degree of Difficulty Community Impact Cooperation Contract Collaboration Partnership Competition Community Change High-Performance Partnerships Source: Debbie Russell, Healthy Families Partnership (Hampton) Definition TABLE 1-1 COMPARATIVELY DEFINED ORGANIZATIONAL RELATIONSHIPS Cooperatives Association of organizations that pursue a common benefit Accountability No common responsibilities, resources, or accountability Contracts/Grants Collaborations Partnerships Formal agreement between two or more organizations to undertake a specified service, but goal setting is one-sided Joint work effort with shared responsibilities for mutually defined goals Accountability for No prescribed outputs, but onesided decision- results making and goal setting Shared resources, authorities, and accountability for mutually decided goals Produces benefits but not outcomeoriented results. High- Performance Partnerships Partnerships that produce results Achieves extraordinary results for communities and clients that could not be accomplished by individual partners Source: Lis Handley, 5 A Day Program (National Cancer Institute) 13 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: Public Business High Performance Pa
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 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 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
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A 1996 survey of La Alma/Lincoln Pa
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Public Business High Performance 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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Without a well-documented mission s
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FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
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FIGURE 6-6 STRATEGIC PLANNING CYCLE
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BALANCING FOCUS AND FLEXIBILITY The
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Asset mapping is key to determining
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8. Use third-party payment opportun
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partners agree that redirection is
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Individual governmental units, foun
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dedicate resources to effective ong
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The business community does not imm
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TABLE 8-3 FAMILY STRENGTHENING COAL
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Organizations may feel that a partn
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The PODER Project was a six-year in
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Neighborhoods in Bloom operates in
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Results Characteristics • Derive
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FIGURE 10-2 PHASES OF LEADERSHIP Ma
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The CMS Employer/Caregiver Workgrou
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Informal communications strategies
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Management Approaches and Attribute
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Public managers tend to be risk ave
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Putting It All Together Chapter13 H
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FIGURE 13-2 ROWING TOGETHER FOR A H
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Appendix A Panel Member Biographies
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Appendix B Selected Bibliography
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National League of Cities. “City
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Appendix C Performance Management G
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Outcomes: The quantified result, or
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Appendix D Design Lab Participants
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Heidi Veltman Reston Kaiser Permane
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America’s Promise Gregg Petersmey
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Appendix E Excerpt from Lapham Park
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LAPHAM PARK VENTURE STRATEGIC PLAN,
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2. Venture Operations Committee PUR
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Appendix F Memorandum of Understand
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ARTICLE I - HIGHLAND PARK SOUTHERN
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NATIONAL ACADEMY OF PUBLIC ADMINIST
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