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

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PARTNERSHIP CASE STUDIES chapter three T his chapter profiles 10 partnerships that participated in the study’s design labs. They have achieved success in their mission, yet perhaps the most striking characteristic is their diversity in terms of scope, maturity, service, political relationships, and geographic location. The partnerships that form the basis for this report’s content are: Medical Care for Children Partnership (Fairfax County, Virginia) Healthy Families Partnership (Hampton, Virginia) Lapham Park Venture (Milwaukee, Wisconsin) 5 A Day for Better Health Program (National Cancer Institute) Neighborhoods in Bloom (Richmond, Virginia) Family Strengthening Coalition (Indianapolis, Indiana) Neighborhood Based Service Delivery (Des Moines, Iowa) Safe Passages (Oakland, California) Caregiver/Employer Project (Centers for Medicare and Medicaid Services) The PODER Project (Denver, Colorado) The partnerships range from a single building (Lapham Park Venture) to the entire nation (5 A Day and Caregiver/Employer Project). They deliver a wide variety of services, from juvenile delinquency prevention to housing construction to health care. They are located in communities throughout the country and engage partners of all types—city, county, school, and federal agencies, community-based and national nonprofits, foundations, businesses, and citizen groups. This diversity is intentional. It ensures that the report’s findings are vetted against an array of experiences. The purpose of this effort is not to describe how to build a successful partnership to deliver a specific service in a specific location. Instead, it is to provide a broad framework for creating innovative, collaborative approaches to addressing community issues, using a proven high-performance crosssector partnership model. 30 Powering the Future: High-Performance Partnerships
FIGURE 3-1 DESIGN LAB PARTNERSHIPS: SCOPE National: CMS NCI Communitywide: Oakland Fairfax Hampton Indianapolis National Community Neighborhood Neighborhood: Richmond Des Moines Denver Milwaukee FIGURE 3-2 DESIGN LAB PARTNERSHIPS: LOCATION Oakland Des Moines Denver Milwaukee Indianapolis Fairfax Richmond Hampton National Partnerships Centers for Medicare and Medicaid Services National Cancer Institute 31 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 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 31: Public Business High Performance Pa
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
Page 81 and 82: 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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