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

More documents

Recommendations

Info

THE POWER OF HIGH-PERFORMANCE PARTNERSHIPS chapter one historically have been fraught with turf battles and competition. A partnership allows—in fact, requires—long overdue dialogue that can lead to shared goals. Most essential, collaborative efforts can build trust among the participants. Without trust, long-term success in solving complex community issues is problematic, if not impossible to achieve. High-performance partnerships are an iterative process with iterative benefits. Trusting, participatory, and communicative environments foster greater effectiveness, which ultimately produces better community outcomes. SECTOR-SPECIFIC BENEFITS Many of the benefits discussed above apply equally to public, nonprofit, civic, and business organizations. However, partnerships confer numerous sector-specific benefits, as well. The public sector benefits by its expanded capacity to deliver services which citizens expect. Governments need not “staff up” to provide every program, but can partner with experienced nonprofit and business organizations. The public sector also can reduce negative public perception or distrust by partnering with a community-based entity that enjoys a more favorable reputation. In so doing, government can gain credibility and legitimacy through its partners which are “closer” to the people. Meanwhile, nonprofit organizations can access funding to replicate their programs or bring them to scale (Fosler). The demand for performance and accountability makes them more effective in the competitive marketplace and contributes to their long-term stability. As partnerships focus on community results, the civic sector receives better services and outcomes. It has the opportunity to jointly participate in deciding the partnership’s goals and the best strategies to achieve them. In return, citizens and civic organizations contribute to finding solutions, not merely identifying problems. For the civic sector, partnership equals empowerment, responsibility, and accountability. PITFALLS TO AVOID There are many compelling reasons to cultivate high-performance partnerships, but there also are some areas of caution. First, an organization should not use cross-sector partnerships as a means to shirk or transfer its responsibility. This model is intended to provide an opportunity for each participant to maximize its contribution to achieve given outcomes. It should not be a vehicle for transferring accountability from one sector or partner to another. Second, there is a fine line between maximizing resources and shifting cost burdens. A key advantage of cross-sector partnerships is the ability to maximize available expertise and resources, a laudable objective that commonly is the force behind creating a partnership. The partnership should strive for greater value and efficiency for the resources expended. The public and nonprofit sectors should not enter a partnership only to cut or shift costs. Blurring differences among sectors is a third caution. Creating cross-sector partnerships may accelerate the homogenization of the sectors. This is part of agreeing on a common mission and relinquishing unilateral decision-making. If the public, business, nonprofit, and civic sectors merge and become indistinguishable, a healthy diversity of interests and strengths is lost. American society has a long and rich tradition of distinct sectors, each of which makes an important yet unique contribution to the nation’s well being. The checks and balances provided by the multi-sector society are similar to those of the three branches of government. Partnerships should celebrate and maximize their differences, not blur them. 20 Powering the Future: High-Performance Partnerships
Public Business High Performance Partnerships Nonprofit Civic Forces Behind Performance-Based Partnerships Chapter2 Heightened performance expectations and financial constraints affect all sectors—and can blur the historic distinctions among them. This chapter examines the forces that are pressing sectors to increase their performance and work more closely together. These forces pushing the move to performancebased partnerships include devolution, performance-based reform, collaboration, and customer expectations in the Internet age.
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 and 18: Coexistence: Cooperative: Contractu
Page 19 and 20: Business FIGURE 1-3 HIGH-PERFORMANC
Page 21: “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
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:
Public Business High Performance Pa
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:
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 119 and 120:
Page 121 and 122:
Results Characteristics • Derive
Page 123 and 124:
FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 125 and 126:
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 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?