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

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About the Academy The National Academy of Public Administration is an independent, nonprofit organization chartered by Congress to improve governance at all levels: local, regional, state, national, and international. The Academy’s membership of more than 500 Fellows includes public managers, scholars, business executives and labor leaders, current and former cabinet officers, members of Congress, governors, mayors, state legislators, and diplomats. Since its establishment in 1967, the Academy has assisted hundreds of federal agencies, congressional committees, state and local governments, civic organizations, and institutions overseas through problem solving, objective research, rigorous analysis, information sharing, developing strategies for change, and connecting people and ideas. Most reports and papers issued by Academy panels respond to specific requests and needs of public agencies. Projects also address government-wide and broader societal topics identified by the Academy. In addition to government institutions, businesses, foundations, and nonprofit organizations support the Academy.
A Report by a Panel of the NATIONAL ACADEMY OF PUBLIC ADMINISTRATION April 2003 Powering the Future: HIGH-PERFORMANCE PARTNERSHIPS PANEL Camille Cates Barnett, Chair Christine Becker Peter Goldberg Sandra J. Hale Sara E. Melendez Michael Rogers
Page 1: Powering the FUTURE: High-Performan
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 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
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Medicare insurer, CMS was the ultim
Page 65 and 66:
A 1996 survey of La Alma/Lincoln Pa
Page 67 and 68:
Public Business High Performance 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
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81 and 82:
SURVIVING TRANSITIONS IN LEADERSHIP
Page 83 and 84:
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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
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partners agree that redirection is
Page 101 and 102:
Individual governmental units, foun
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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:
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Organizations may feel that a partn
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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:
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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
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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
Page 143 and 144:
National League of Cities. “City
Page 145 and 146:
Appendix C Performance Management G
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Outcomes: The quantified result, or
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Appendix D Design Lab Participants
Page 151 and 152:
Heidi Veltman Reston Kaiser Permane
Page 153 and 154:
America’s Promise Gregg Petersmey
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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
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