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PARTNERSHIP CASE STUDIES chapter three Keys to Success In Richmond, like many cities, there is a statistical correlation between vacant or abandoned housing and crime rates. Thus, reducing crime was part of the goal for stabilizing the neighborhoods. From 2000 to 2002, crime fell by 15 percent in the six NIB areas, compared to 5 percent for the rest of the city. Unfortunately, neighborhood revitalization is not achieved quickly. Decades of decline cannot be reversed in a few short years. NIB’s long-term success will be judged by a steady increase in home ownership rates, housing values, and resident satisfaction. Based on current data and anecdotal evidence, the partnership is on track to achieve its goal. Challenges Given its relative youth, NIB has not reached full maturity as a high-performance partnership. Long-term stability is not yet assured. The trust level among partners has increased dramatically, but still is tenuous. Effective and timely communication has proved challenging. The sheer number of partners contributes to the difficulty of keeping everyone informed and obtaining timely input. NIB works in extremely distressed conditions. Some of these neighborhoods have had little or no private investment for many years. NIB has harvested “low hanging fruit” and must ratchet up its performance to continue revitalizing neighborhoods. Some partners have not been able to meet this demanding standard and program adjustments are underway. However, the community strongly supports NIB and has fought hard to preserve the partnership. Although only three years old, NIB has achieved significant successes. The timing and environment were ripe for a radical change in how Richmond and the nonprofit community did business. All sectors—public, nonprofit, and civic—were committed to substantially altering the city’s strategy to neighborhood revitalization because the traditional approach had not produced lasting results. Competition among nonprofits for limited resources had been the norm. The Local Initiative Support Corporation spearheaded significant change in how the community development corporations interacted. It led the effort to forge close working relationships in the nonprofit community. The public and civic sectors also enjoyed strong leadership that propelled the partnership’s movement in its early stages. Elected officials made very difficult choices when redirecting resources to targeted neighborhoods. Doing so was made easier because the partnership is inclusive and data driven. Keys to long-term success will be using those same data sources to track neighborhood progress over time and sustaining the leadership so critical to NIB’s initial outcomes. 50 Powering the Future: High-Performance Partnerships
FAMILY STRENGTHENING COALITION INDIANAPOLIS, INDIANA Indianapolis, Indiana, population 800,000, is well known for its managed competition and contracting out public service delivery functions. The city has a strong tradition of partnering with public, private, nonprofit, and civic sectors. This is due in part to the presence of the Lilly Endowment and local United Way. A succession of mayors has used crosssector partnering to provide community services at competitive costs. The Family Strengthening Coalition (FSC), a relatively new initiative, builds upon Mayor Bart Peterson’s Family Strengthening Focus, the United Way’s Family Strengthening Impact Council, and the Casey Foundation’s Making Connections initiative. Unlike most other partnerships profiled here, FSC does not have a long track record to assess its efficacy as a high-performance model. However, Indianapolis’ rich history of strong cross-sector partnering, coupled with the methodology used to establish FSC, can provide valuable insight. FSC differs from the other partnerships by virtue of its mission. Its purpose is to foster a community movement to ensure that “all Indianapolis families will possess the ingredients they need to be strong, capable, and connected.” FSC does not intend to deliver services but to create an environment in which the necessary support and services are provided effectively. Partnership Characteristics FSC grew out of the Coalition for Human Services Planning (CHSP), which began in 1978. CHSP, chaired by the mayor or designee, includes such funders as the Lilly Endowment, Indianapolis Foundation, and United Way. These entities are key to the success of Indianapolis’ human services coordination and “The culture of collaboration and expectations about how partnerships work are key to the success of human services coordination and partnering in Indianapolis.” Tony Macklin, Family Strengthening Coalition (Indianapolis) cross-sector partnerships. CHSP is neither a funding nor formal planning body, but a vehicle for funders to cause planning, improvement, coordination, and service delivery. It has been the force for other community-based service partnerships, including the Coalition for Homelessness Intervention and Prevention and Domestic Violence Network of Greater Indianapolis. As a part of its community movement, FSC promotes community-based planning, family circles, “Families Count” awards, and family summits. The United Way staffs FSC and provides 51 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 and 48: 5 A DAY FOR BETTER HEALTH PROGRAM N
Page 49 and 50: FIGURE 3-8 PUBLIC AWARENESS Percent
Page 51: esponsible for developing specific
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
Page 99 and 100: partners agree that redirection is
Page 101 and 102: 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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