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FORCES BEHIND PERFORMANCE-BASED PARTNERSHIPS chapter two “Reducing duplication of effort allows partners with similar missions to direct their resources to their specific areas of expertise. For example, federal and state agencies provide information to beneficiaries and caregivers about long-term medical care. By coordinating development of products, agencies avoid duplication and devote more effort to those products that they can do best.” Robert Adams, Centers for Medicare and Medicaid Services development. In the health care area, the federal Community Access program funds community-based partnerships, and such organizations as the W.K. Kellogg and Robert Wood Johnson Foundations support health care collaboration (Lasker). The welfare reform legislation discussed earlier is predicated on local nonprofit organizations and businesses accepting greater responsibility for providing jobs and social support. Other federal statutes provide for similar collaboration. The Access to Jobs program, contained in the Department of Transportation Equity Act of the 21st Century, requires collaborative transportation/human services planning. The School to Work Opportunities Act of 1994 and the Workforce Investment Act of 1998 also call for collaborative approaches between local public and nonprofit service providers. CUSTOMER EXPECTATIONS IN THE INTERNET AGE Technology’s extraordinary speed and capacity, coupled with an intensely competitive crosssector environment for market share, have significantly influenced citizen expectations. Citizens want seamless service delivery that responds to their needs quickly. Customers do not want to be burdened with knowing the intricate network of organizations that may be involved in delivering a service. Rather, they care about a single point of contact and accountability. Organizations must respond to this expectation as their sustainability depends on it. They are developing joint operating procedures, communications channels, and planning processes. Customer satisfaction encourages greater collaboration among organizations involved in delivering a given service. Demands to perform better with less have caused public and nonprofit organizations to rethink normal operating practices. They are seeking ways to maximize resources, leverage expertise, and produce greater outcomes for their constituencies. In doing so, they often embrace practices that the business sector once employed almost exclusively. These management reforms include building partnerships, empowering citizens, being guided by missions, and measuring outcomes—essential elements of a high-performance partnership. The Family Strengthening Coalition annually reaches families to get feedback/data on priorities, challenges, and obstacles. It uses electronic polling at annual family strengthening summits. In 2001, 1,000 individuals (including parents and children) participated.This use of technology was great for families because it was easy to use, fun, and provided instant feedback to validate each person’s experience. It also inspired discussion among family members when responses differed. The data collected were critical in the planning and creation of community results, action steps, and outcome measures. Ellen Quigley, Family Strengthening Coalition (Indianapolis) 28 Powering the Future: High-Performance Partnerships
Public Business High Performance Partnerships Nonprofit Civic Partnership Case Studies Chapter3 What works in making a partnership high performance? Is it the service delivered? The scope? The location? No. The partnerships showcased in this chapter provide the answers.
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 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: 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 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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SURVIVING TRANSITIONS IN LEADERSHIP
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Public Business High Performance Pa
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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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