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

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PARTNERSHIP CASE STUDIES chapter three and implementation framework are broad. NCI, PBH, and other national partners work with more than 1,800 organizations and a vast network of industry members, including more than 35,000 supermarkets. National 5 A Day partners are the Centers for Disease Control and Prevention, U.S. Department of Agriculture, American Cancer Society, Association of State and Territorial Directors of Health, Promotion and Public Health Education, National Alliance for Nutrition and Activity, Produce Marketing Association, and United Fresh Fruit and Vegetable Association. This expansive network is coordinated through a national 5 A Day steering committee that includes 11 public and nonprofit organizations. NCI and PBH enter into license agreements and memoranda of understanding with state departments of health and industry groups. NCI granted a license to PBH so that industry participants can use the 5 A Day logo and program materials. In turn, the foundation licensed more than 1,200 industry participants, from growers and shippers to trade associations and retailers. Most of them renew their membership to continue conducting 5 A Day activities. NCI is the public sector’s licensing agent and has developed relationships with 55 state and territorial health agencies to carry out 5 A Day activities at the state level. The program works at the community level through statewide coalitions of industry and state licensees, including state agencies, county health agencies, businesses, hospitals, media, and state dietetic associations. NCI collaborates with the Armed Forces Health Promotions Program to deliver the 5 A Day message to military bases and commissaries worldwide. Partnership roles and responsibilities are clearly defined. NCI and PBH jointly created its strategic plan throughout 5 A Day’s first decade. A recent strategic planning effort was done through the National Partnership Steering Committee. NCI’s responsibilities are to serve as a central health authority, fund research and disseminate findings, implement national and targeted communications efforts, and conduct program evaluation. Meanwhile, PBH is responsible for public relations functions, including program awareness in communities, and for fundraising, in-kind support, and advocacy. It also licenses the logo to industry representatives. New partners play critical functions, including media relations, information dissemination through nutrition assistance programs, advocacy, and building local community support. NCI and PBH jointly fund the 5 A Day Program. From 1992 to 1999, actual costs to NCI totaled more than $40 million. PBH grew its annual spending on the program from $400,000 in 1991 to nearly $3 million in 1999. Results NCI has rigorous evaluation procedures for this partnership. Formative research was conducted to develop communications strategies and messages prior to the program’s launch. NCI also funded nine behavior-change research and evaluation studies with randomized designs to determine the effectiveness of 5 A Day interventions. Projects were conducted in such community settings as schools, churches, and worksites. These accounted for $18 million of the program’s expenditures. In 1999, NCI established the 5 A Day Program Evaluation Group to review and evaluate the partnership’s outcomes. These evaluations detected significant progress in increasing public awareness. The percentage aware of the importance of eating five or more 46 Powering the Future: High-Performance Partnerships
FIGURE 3-8 PUBLIC AWARENESS Percent of those aware of the need to eat "5" or more servings of fruit and vegetables daily. Percent responding 5 or more 45 40 35 30 25 20 15 10 5 0 1999 1998 1997 1996 1995 1994 1993 1992 1991 Post-5 A Day week Omnibus Survey 5 A Day 1991 and 1997 survey daily servings of fruits and vegetables increased from 8 to 20 percent between 1991 and 1997. People eating five or more servings increased from 22 to 26 percent. There also were significant increases in consumption among Latinos and the general 18-34 age group. All nine NCI-funded behavior change studies found significant increases for the target audience, showing that dietary change is possible at the community level. In addition, the partnership has documented significant media impressions, including print, radio, and Internet placements. PBH estimates that for every $1 million spent, it leveraged $40 million in additional private sector resources. Challenges During its initial stages, the partnership managed different federal and private sector cultures. The sheer number of partners added even more complexity. Meanwhile, funding and resources continue to be a challenge. Because NCI is a research institute, its resources are primarily directed toward research and evaluation, rather than public education and media. Direct funding is not provided to states for program implementation, limiting the program’s reach and impact. As demonstrated by the evaluation projects and their cost, performance reviews are extremely complex at a national level. Indeed, the rigor of NCI’s analysis may exceed many local partnerships’ resources and capabilities. Keys to Success 5 A Day partners credit several factors with successfully meeting the challenges of this large endeavor. The partnership enjoys strong national leadership, as well as committed state and private industry involvement. The program’s organizational structure leverages resources from varied organizations and mobilizes professionals already in place at the national, state, and local levels. Further, it allows for local operations in addition to its strong national mandate. The service-marked logo and corresponding program guidelines and criteria are instrumental in establishing a common framework. The program also generates visible successes that help to sustain a long-term effort. 47 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 and 46: identifying specific goals and outc
Page 47: 5 A DAY FOR BETTER HEALTH PROGRAM N
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
Page 97 and 98: 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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