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

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THE POWER OF HIGH-PERFORMANCE PARTNERSHIPS chapter one In 1998, Richmond faced a crisis. The city had more than 2,500 vacant and abandoned buildings, the violent crime rate was one of the highest in the nation, and more than 70 percent of houses in some inner city neighborhoods were blighted. Neighborhoods in Bloom, a partnership involving six civic associations, 11 nonprofits, and the City of Richmond, grew out of this crisis. ative ventures, the environment permits—even encourages—experimentation, risk-taking, and innovation. Thus, the evolution to partnerships and high performance is incremental, building upon one success at a time. More frequently, performance-based partnerships develop in response to a crisis precipitated by severe financial conditions or a pressing, unmet community need. The crisis reaches its pinnacle when previous efforts have failed to adequately address the issue. Here, confusion and tension among service delivery agencies also can cause gross inefficiency and ineffective results. Whatever the specific circumstances, deciding to move to a high-performance partnership model is generally quick, given that an issue is ripe, the need is immediate, the system is broken, and the environment is conducive. A major funder can encourage a community to take a partnership approach. Sometimes, an external impetus provides the opportunity for organizations to explore new relationships, realize the benefits of collaboration, and embrace the model. Nonetheless, a “shotgun” approach between public and nonprofit agencies does not always work as a matter of practice. For example, funder-imposed collaborations in the health care arena exist on paper more often than not, according to one researcher (Lewin Group). Drawing on research and the collective experiences of the design lab participants, this report identifies six characteristics that contribute to the success and sustainability of a high-performance partnership. Each is treated individually in later chapters. They are: • Results: What the partnership accomplishes and how it is measured. This is the defining characteristic of every high-performance endeavor. • Leadership: The individuals and organizations that convene and mobilize the partnership, champion its mission, harness the necessary resources, and ensure its performance. • Mission and Planning: The shared, compelling, and clear purpose for the partnership. What is to be accomplished and how to get there. • Resources: Essential tools for implementing the partnership’s activities, including such tangibles as funding, staff, assets, technology, and information, and such intangibles as knowledge, access, relationships, political support, and in-kind contributions. • Communications: The exchange of information and ideas among the partners, funders, stakeholders, customers, community, and media. • Organizational Infrastructure: The entities that comprise the partnership and their organizational structure and capacity—individually and collectively—to perform effectively. FIGURE 1-2 HIGH-PERFORMANCE PARTNERSHIP BUILDING BLOCKS LEADERSHIP COMMUNICATION RESOURCES ORG INFRASTRUCTURE MISSION/ PLANNING INVESTOR STAKEHOLDER INVESTOR STAKEHOLDER STAKEHOLDER LEADERSHIP COMMUNICATION RESOURCES ORG INFRASTRUCTURE MISSION/ PLANNING INVESTOR INVESTOR STAKEHOLDER INVESTOR STAKEHOLDER Source: Greta Harris and Susan Crump, Neighborhoods in Bloom (Richmond) 16 Powering the Future: High-Performance Partnerships
Business FIGURE 1-3 HIGH-PERFORMANCE PARTNERSHIP COMMUNITY BENEFITS Public Civic High-Performance Nonprofit Community High-Performance Partnerships Partnerships Source: Johnny Maguina, PODER Project (Denver) All of these characteristics are important for achieving a high-performance partnership, but some more so than others. Thus, they are listed in order of their importance based upon design lab experiences. Without significant results, for example, a high-performance partnership cannot exist. Meanwhile, leadership is the second most important characteristic, closely followed by a clear and focused mission. The mission must be accompanied by sufficient planning to organize the work and clearly articulated roles and responsibilities for each partner. A successful partnership also must have adequate resources and organize them appropriately. Without adequate internal communications, partners cannot clearly understand their role and how they fit into the overall game plan. Without effective external communications, even an extraordinarily successful partnership will not be accorded the recognition and value it deserves. Although ranked sixth, a strong organizational infrastructure is critical. BENEFITS Establishing and sustaining a partnership are difficult. So, why invest valuable time, energy, and resources in such a high-maintenance organizational model? Simply put, the results are worth it. High-performance partnerships benefit the community at large and each participating organization. They also ensure that funders—foundations, government agencies, customers, and business contributors—receive a meaningful return on their investment. MORE STRATEGIC, EFFECTIVE RESULTS Producing better outcomes for a specific population and the general community is the most compelling reason to create a performancebased partnership. A single organization or sector alone cannot solve most of the complex problems that communities face, such as health care, neighborhood revitalization, economic development, and education. Collaborative efforts provide the opportunity for greater effectiveness in defining the issue 17 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 15 and 16: FIGURE 1-1 CONTINUUM OF ORGANIZATIO
Page 17: Coexistence: Cooperative: Contractu
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
Page 65 and 66: 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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Public Business High Performance Pa
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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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