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

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PARTNERSHIP CASE STUDIES chapter three research, evaluation methodologies, and funds for services associated with both coalitions. The Lilly Endowment and Indianapolis Foundation are key participants, as well. Another FSC partner is the Indianapolis Neighborhood Resource Center, a nonprofit neighborhood-based organization that delivers family-strengthening services. Grassroots civic involvement has been key to the coalition becoming “the community champion” for family strengthening. The City of Indianapolis plays a major coordinating and support role, too. One of its primary responsibilities is to provide community and political legitimacy to family strengthening and human services issues. Although the city is not a direct funder, it provides in-kind resources for these programs. Results FSC is in its infancy, but it has worked diligently to define its desired outcomes. During the past several years, it has sought community input using summits, Family Circles, community partners, and other events. Through this process, the Coalition identified five priority community results for strong families. They are: • Families are healthy and safe. • Families are financially secure. • Families are engaged in each other’s lives. • Families are engaged in the community. • Families instill and support family, heritage, faith, and cultural traditions. In 2002, five Community Result Groups identified indicators for achieving the priority results. The groups and their indicators are: Healthy and Safe • smoking rate • violent crime rate • substantiated incidents of child abuse and neglect Financially Secure • number of Earned Income Tax Credit claims • number of Child Care Tax Credit claims • interest income as reported to the IRS • number of people who own their own homes • number of people who have post-secondary educations Engaged in the Community • number of registered voters who vote • number of families who belong to resident associations, tenants unions, and neighborhood cultural, civic, sports, interestbased, and social organizations • the sense of place and neighborhood identity Engaged in Each Other’s Lives • how much time families spend with each other • what families do in the time they spend together Families Instill and Support • number of families affiliated with and attending faith-based and cultural organizations and activities • number of organizations, associations, and cultural and recreational activities in which families can get involved FSC has developed action plans to attain results in these areas. The plans confirm its primary role as convener/coordinator of community assets, events, and services, as opposed to direct service provider. Thus, FSC’s activities focus on research, advocacy, public information, and services through collaboration. 52 Powering the Future: High-Performance Partnerships
Challenges Despite its solid track record, Indianapolis continues to encounter challenges to longterm,effective high-performance partnerships. Merely “speaking the language” of partnerships does not lead to success. Organizations can retreat to their own ways of doing business when they encounter unfamiliar dynamics. It also has been difficult to gain true participation from everyone, especially community members who are conditioned to respond to proposals, not create them. Another challenge has been achieving a balance between adequate planning and action. Establishing partnership structures has not easily translated into performance-based efforts. Defining quantifiable goals and outcomes has been difficult to achieve. Although Indianapolis has wonderful assets in its nonprofit foundations, the heavy concentration of funding in a small number of organizations presents its own set of challenges. With such dominant players, uniform quality and input from participants can be difficult to achieve. Diversifying funding sources and accountability for results over a prolonged period of time is another issue. Keys to Success Partners cite several reasons for Indianapolis’ success with human services coalitions. Its long history of collaborative relationships provides the basic foundation of trust. It has done considerable work on community building and developing a set of values that supports partnerships. Partners also identify a high degree of community and church involvement, a noteworthy attribute in the Midwest culture. Thus, the city and region have an environment that fosters collaboration and participation across sectors. Public and nonprofit sector leadership is another key success factor. Mayors from both political parties have supported neighborhood-based partnerships and the United Way has bridged diverse community perspectives. It offers important staff support to ensure that the necessary legwork is accomplished. Meanwhile, the Coalition for Human Services Planning provides a vehicle for communications and decisions among key stakeholders and funders. Additional collaborative efforts can be developed through this ongoing partnership structure. 53 Powering the Future: High-Performance Partnerships
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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 and 52: esponsible for developing specific
Page 53: FAMILY STRENGTHENING COALITION INDI
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
Page 105 and 106:
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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Public Business High Performance Pa
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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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Page 127 and 128:
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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