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

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PARTNERSHIP CASE STUDIES chapter three NEIGHBORHOOD BASED SERVICE DELIVERY DES MOINES, IOWA With a population of nearly 200,000, Des Moines, Iowa has a council-manager form of government. In 1999, City Manager Eric Anderson identified the need to bring City Hall closer to the citizens, understanding that not all neighborhoods have the same service priorities. Distressed or transitional neighborhoods need especially close resident-city interaction to break the cycle of deterioration. As a result, public safety and code enforcement are high priorities in these areas. Public works, utilities, and recreational park services also are important, but the precise mix of services should be tailored to each neighborhood. Drawing on its strong history of neighborhood planning and grassroots advocacy, Des Moines established the Neighborhood Based Service Delivery initiative (NBSD) to revitalize its distressed and transitional neighborhoods. A partnership between residents and the city, NBSD addresses the most critical service needs within individual areas. Five neighborhoods were initially designated as NBSD locations. The program has grown to 16 neighborhoods in eight NBSD service areas. Designation is based on whether neighborhoods have a neighborhood plan, are classified as distressed or negatively transitional, and have demonstrated leadership. Partnership Characteristics NBSD’s purposes are to enhance the working relationship between residents and city government and to resolve key issues that contribute to neighborhood distress. NBSD teams— which include residents, nonprofit and business representatives, and city staff—identify issues, establish priorities, and implement solutions collaboratively. They meet monthly. NBSD partners have distinct yet overlapping roles. The neighborhood association and city jointly identify service needs and implement solutions. The association’s primary responsibility is to establish service priorities and provide resident and business outreach. The city’s main role is to staff the initiative. Police and code enforcement departments provide fulltime staff, and other city agencies give resources as needed. The city has the legal framework within which many solutions occur, including criminal prosecutions and code violations. Des Moines implemented NBSD by redirecting existing city personnel and resources. The only major new expense was for special vehicles to provide visibility in each neighborhood. Results Neighborhood Based Service Delivery is founded on the principle that the City of Des Moines and residents partner to solve neighborhood issues. Problem solving must be a joint effort. NBSD has a very clear mission: to revitalize distressed and transitional neighborhoods by creating a citizen-city partnership to identify and resolve issues at the neighborhood le. The initiative did not establish specific objectives or quantifiable performance targets, but positive citizen response is a testament to its success. Neighborhood associations periodically evaluate the initiative through informal assessments. One concrete measure of NBSD’s success is that other neighborhoods expressly ask to join it. 54 Powering the Future: High-Performance Partnerships
Challenges NBSD encountered some barriers at the outset. Citizens initially were skeptical of the partnership, viewing it as just another short-term program. NBSD also had some difficulty creating equality among the partners so that public and civic sectors could share responsibility and accountability for results. The capacity and continuity of neighborhood leadership proved challenging, as well. Over time, NBSD has addressed many of these issues. Developing trust among the partners has been key. The city has convinced neighborhoods that its commitment is genuine and long term. NBSD is not really a program but a Neighborhood Based Service Delivery has resulted in the growth of neighborhood associations throughout Des Moines. Originally, only distressed neighborhoods with strong leaders were identified for the partnership. Within a year or two, dozens of associations wanted to be included. Now, they have been formed in wealthier, more stable parts of town. The general citizenry understands that partnerships work, and the city benefits from having citizens engaged in problem solving in their own neighborhoods. Connie Cook, Neighborhood Based Service Delivery (Des Moines) way of doing business, and Des Moines has made a concerted effort to institutionalize this problem-solving approach. Committed citizen leadership was influential in engaging residents who do not normally participate. Keys to Success Civic and public leaders cite several factors as contributing to NBSD’s success. Strong city and neighborhood leadership has been critical. Also, powerful symbols illustrate the initiative’s impact. Neighborhoods are physically improving through better property maintenance and decreased criminal activity. The partnership’s loose organizational structure is considered a strength as it allows flexibility. A strong dedication to the mission keeps partners in sync. NBSD is focused on problem solving and results, not meetings and committees. Also key is an understanding that the public and civic sectors are held jointly accountable for results. This notion has helped to frame expectations for the partners involved. Citizens know their role is to help solve problems, not just identify them. Conversely, the city understands that it must respond to the citizens’ priorities and treat each neighborhood uniquely. As NBSD matures, it grapples with how to define and quantify outcomes. A more formalized evaluation process is being developed. The continuity of neighborhood leadership also remains an ongoing issue. Reviewing their progress to date, partners offer several key lessons: establish leadership training early; delegate decision-making to the lowest possible level; be willing and able to adapt; establish clear expectations in the beginning; and start small, achieve some successes, then grow to scale. 55 Powering the Future: High-Performance Partnerships
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Powering the FUTURE: High-Performan
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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 and 54: FAMILY STRENGTHENING COALITION INDI
Page 55: Challenges Despite its solid track
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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Page 101 and 102: Individual governmental units, foun
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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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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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