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

More documents

Recommendations

Info

EXCERPT FROM LAPHAM PARK VENTURE STRATEGIC PLAN, AND PARTNERSHIP STRUCTURE appendix E STRUCTURES WITHIN LAPHAM PARK VENTURE DESCRIPTIONS 1. LPV Steering Committee PURPOSE: To provide overall direction to the Venture to fulfill its mission and goals. MEMBERS: Administrative level representatives of the organizations providing services to the Venture. FUNCTIONS: ■ Guides the mission and philosophy of the Venture; ■ Provides strategic planning and oversees implementation of plan; ■ Provides evaluation of Venture services and organization as a whole; ■ Provides oversight for the venture as a whole- • Creates pathways of communication and receives information from entities within the venture to assure fulfillment of Venture goals and objectives; • Delegates decision making for day-to-day issues; • Notes and responds to opportunities for program enhancements; • Keeps informed of the addresses external factors affecting the Venture; • Promotes and guides replication of the Venture; • Identifies and promotes educational processes to assure best practices; • Decides on adding members and/or service providers; • Monitors factors affecting cohesion and services, and addresses issues not able to be resolved in other forums. COMMITTEE MEMBERS ■ Each organization representative uses report format to report for their organization ■ Provides policy direction to the operations committee ■ Reviews reports from sub-committees ■ Discusses external factors affecting the Venture and guides Venture ■ Discusses internal organization decisions that affect the Venture and guides Venture ■ Communicates decisions, changes in philosophy, direction or policy to operations Committee in writing ■ Provides copy of meeting minutes to operations Committee contract after each meeting ■ Reviews and provides direction regarding issues referred by Operations Committee 156 Powering the Future: High-Performance Partnerships
2. Venture Operations Committee PURPOSE: To provide direction for operations of the Venture. MEMBERS: Comprised of 3-4 representatives of the major service providers appointed by the major service providers. FUNCTIONS: ■ Communicates and interprets direction/decisions of Steering Committee as necessary; ■ Makes decisions necessary for day-to-day operations of service providers as a group in situations where group is unable to or does not have authority to arrive at a decision; ■ Assists in resolving problem areas not able to be resolved among providers as a group; ■ Identifies and addresses system issues relevant to on-sight providers, e.g. referral systems, abuse issues, security concerns; ■ Assures necessary policies and procedures are in place for on-sit team; ■ Appoints person to serve as 1) point of contact for communication, from R.O. Resident Services Committee and On-Site Provider Team; 2) convener of meetings of Operations Committee; ■ Reports to the venture Steering Committee using the prescribed format. COMMITTEE MEMBERS: ■ Each organization representative uses report format for their organization ■ Assists in writing Venture policies that translate philosophy, policy direction, mission into daily operations ■ Reviews referrals made by On-site Committee, RO, and any other committee and participates in active solution finding ■ Committee designates representative to report to Steering Committee, copies of pertinent information are sent out to committee members in advance ■ Prior to each monthly RO meeting the operations contact person will call the RO president and update him/her on the Venture matters; ■ After each RO meeting the operations contact person will call the RO president and obtain follow-up information pertinent to Venture matters. 157 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:
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 103 and 104:
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 111 and 112: Public Business High Performance Pa
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 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: LAPHAM PARK VENTURE STRATEGIC PLAN,
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?