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PARTNERSHIP CASE STUDIES chapter three • Parents of 30,000 children received child development newsletters. • 49,330 books and materials were checked out of the Young Family Centers, a 90 percent increase from 1999. • 1,215 families received home visiting services, a 32 percent increase from 1999. • 5,000 participants attended Child Fair, a 525 percent increase from 2001. Since its inception, HFP has made program evaluation a priority. College of William and Mary faculty independently analyze the partnership’s programs and outcomes. This evaluation is conducted using standard research methodology, including the random assignment of families to intervention and comparison groups. The evaluators also analyze Hampton’s performance relative to peer cities. Program and community results include: • A 26.8 percent reduction in the rate of child abuse and neglect between 1992 and 2000. During this same period, the Hampton region experienced only a 3.4 percent decline. • A decrease in infant mortality rate twice that for the region between 1992 and 2000. • 0 percent repeat teen births (defined as pregnancy within 12 months of the birth of the first child) among Healthy Start mothers in fiscal year 2002, compared with 30 percent for Virginia as a whole. • A 96 percent immunization rate for twoyear-olds in the Healthy Start program, compared with 73 percent for the state. • 93 percent of respondents were satisfied with the parenting programs and resources, according to Hampton’s 2001 annual citizen satisfaction survey. Given its ultimate goal—to improve educational outcomes for at-risk children—the partnership plans to measure performance based on third grade reading proficiency. Children who first entered the program at birth became third graders in 2001-2002. Meanwhile, Table 3-3 indicates increasingly positive outcomes for kindergarten-level children. Those in Healthy Start perform at almost the same rate as others. Without early intervention, they likely would be further behind those who do not deal with poverty, stressful family environments, and health issues. TABLE 3-3 HEALTHY FAMILIES PARTNERSHIP CHILD READINESS FOR KINDERGARTEN Skills Percentage Ready Healthy Start General Population Motor 83% 84% Self-Help 89% 89% Social 86% 86% Language 86% 88% Overall 84% 87% 40 Powering the Future: High-Performance Partnerships
HFP is an excellent model of growing a partnership to scale.The major milestones in establishing and expanding it were: • September 1991: • September-November 1991: •November 1991: • December 1991: • August 1992: • December 1994: • March 1997: •July 1998: •July 1999: •July 2001: Decision to act Research best practices Partnership review of research Partnership selects approach First efforts launched All services available Decision to go to scale Title IV-E Funding awarded Full-scale funding achieved Service capacity reaches scale During its first year, Healthy Start enrolled 135 clients, and Healthy Communities similarly reached only a fraction of the community. By 2001, 30,000 of the city’s 35,000 children received one or more of these services. Challenges HFP’s road to success was not always smooth. Initial challenges included achieving widespread consensus on organizational structure. Hampton was concerned that quick, decisive action was needed to meet mission critical objectives. It felt only key investors could marshal the required resources. Therefore, the investor model was chosen as a more appropriate format than the stakeholder approach. Because the partnership was focused on longterm outcomes, readily available data were difficult to obtain. HFP was willing to measure its success on outcomes not completely within its own purview, such as educational outcomes for children. Meaningful outcomes are the soul of a high-performance partnership, and Hampton certainly has met that test. Keys to Success Partners identified several success factors. HFP’s action-oriented leadership focused on strategic goals and long-term outcomes, and the partners perceived their common mission as a “win-win.” Another factor was that Hampton faced a budget crisis with potentially serious consequences for service delivery, making creative solutions all the more critical. Meanwhile, Hampton’s environment was very conducive to partnering; participant trust was integrated into the city’s organizational culture. According to the partners, another key success factor has been the ability to redefine service delivery strategies and redirect resources. Solutions are not “business as usual” or focused on “throwing money at a problem.” Instead, the partnership has changed how the community serves at-risk children and families. Rather than react to health and educational problems once a child enters school, HFP seeks to prevent them from occurring in the first place. It has institutionalized a comprehensive approach to family intervention as early as the pre-natal stage. 41 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 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: “The Healthy Families Partnership
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
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
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Public Business High Performance Pa
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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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