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

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