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

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PARTNERSHIP CASE STUDIES chapter three businesses and storefronts that existed on Walnut Street before urban blight took hold. Private, foundation, and public sources funded the $1.3 million renovation. Challenges Vertical and horizontal integration and trust, which characterize the Lapham Park Venture, are critical success factors. Yet achieving them has not been easy. Developing a common language to facilitate agency communication proved especially challenging, as did establishing trust with residents. The Lapham Park Venture also faced the turf battles that are common to such initiatives. Who is responsible for what? What is the appropriate level for decision-making? The partnership found the latter challenge to have two dimensions: First, should the entire partnership or an individual entity resolve a specific issue? Second, is a given issue a policy question that should be decided by the steering committee or an operational matter better left to staff? Basic operating procedures and defined responsibilities have been fundamental to addressing these questions. As the Lapham Park Venture has evolved into a performance-based partnership, it has grappled with collecting data and quantifying outcomes, beyond its considerable success in the number of residents who age in place and the amount of nursing care costs saved. The partnership is moving toward identifying additional health care and resident outcomes. At the same time, it will be challenging to obtain accurate data for these results without being too burdensome on providers or intrusive to clients. Keys to Success One key success factor has been a demonstrated commitment to provide quality care to Lapham Park residents. This endeavor is not viewed as a job, but as a passion. Meanwhile, the clearly documented mission, roles, and responsibilities have contributed to the venture’s sustainability and success. Partners also cite the ability to achieve an overall identity yet maintain distinct organizational responsibilities. Co-locating the partners at one site facilitates communication, problem solving, and resident involvement. The Lapham Park Venture started with a very limited formal structure, allowing for maximum flexibility. However, the partnership accurately assessed the point at which a formal structure and written documentation of goals and roles were needed. The partners stepped back and analyzed their activities with the help of outside facilitation. This allowed them to develop a strategic plan and decision-making structure in a deliberate, organized fashion. Throughout these steps, the partners emphasized the need to work collaboratively at policy and operational levels. True partnership cannot exist without vertical integration and a shared sense of ownership, resources, and decision-making responsibility. 44 Powering the Future: High-Performance Partnerships
5 A DAY FOR BETTER HEALTH PROGRAM NATIONAL CANCER INSTITUTE Research shows that a diet rich in fruits and vegetables reduces the risk of cancer and other chronic diseases. The National Cancer Institute (NCI) and the Produce for Better Health Foundation (PBH) launched the national 5 A Day For Better Health Program in 1991. NCI is a federal agency dedicated to the prevention and treatment of cancer and its causes. PBH is a nonprofit organization that encourages and coordinates the produce industry and other private sector activities to support the program. The partnership’s goal is to increase an individual’s consumption of vegetables and fruit to at least five servings daily in an effort to reduce cancer, heart disease, hypertension, diabetes, and other diseases. The target audience includes all U.S. adults who eat 2-3 servings. The partnership’s immediate objectives are to increase public awareness of the importance of eating fruits and vegetables, and inform consumers on easy ways to incorporate the foods into their regular eating patterns. These objectives are accomplished through a communications campaign that includes public health and point-of-sale interventions in every state and most U.S. territories. The national program develops messages for the general adult population, while individual states target children, minorities, and low-income populations using various communication outlets. In an effort to reduce cancer disparities, NCI is launching a more targeted effort toward African-American men age 35 to 50. This population has the highest rate of several chronic diseases, has the lowest level of awareness about the importance of eating fruits and vegetables, and is among the least frequent consumers of them. Partnership Characteristics The 5 A Day partnership exemplifies the complexities of working at the national level. Its mission is very focused, but its organization FIGURE 3-7 PARTNERSHIP STRUCTURE NCI Steering Committee CDC, ACS, USDA PBH IHS, DOD State Health Agencies Industry Coalitions Food Assistance Programs Schools Faith-Based Institutions Worksites Supermarkets Foodservice Target 45 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 and 42: “The Healthy Families Partnership
Page 43 and 44: HFP is an excellent model of growin
Page 45: identifying specific goals and outc
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
Page 95 and 96: 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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Public Business High Performance Pa
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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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