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

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PARTNERSHIP CASE STUDIES chapter three SAFE PASSAGES OAKLAND, CALIFORNIA Youth violence is a major health and safety concern for Oakland, California and surrounding Alameda County. The total number of juvenile arrests declined during the 1990s, but the percentage of violent felony arrests increased significantly. In 1996, Alameda County ranked fifth among California’s 58 counties in this category. Oakland, population 400,000, accounted for the greatest portion of this violence. A 1999 survey found that 35 percent of its youth did not feel safe the day before the survey was taken, and half felt unsafe at school. The Safe Passages partnership was created in 1998 to reduce youth violence. It works to achieve this mission through intensive intervention programs for repeat juvenile offenders, early intervention programs for middle school students, and crisis support and prevention activities for at-risk families. Partnership Characteristics Safe Passages is an intergovernmental initiative led by the East Bay Community Foundation, Alameda County, the City of Oakland, and the Oakland Unified School District. Participating nonprofit and private entities include the Robert Wood Johnson Foundation’s Urban Health Initiative, Children’s Hospital Oakland, and more than 30 nonprofit organizations. Safe Passages has a two-tiered governance system. A board of directors, composed of public, business, nonprofit, and civic representatives, provides overall direction. Its responsibilities include goal setting, strategy and work plan development, and staff supervision. Policy committees, composed of key public agency representatives and community partners, drive work plan implementation and coordinate and integrate services provided by the individual agencies. Safe Passages’ individual partners have very distinct roles. The partnership develops the overall goals, designs and coordinates the program, seeks implementation funding, and ultimately evaluates the level of success achieved. The public partners are responsible for aligning their service delivery operations with the goals. They also have redirected funding and staff to support the program. In addition, nonprofit and business partners provide services through vendor contracts with Safe Passages or a public partner. They also offer funding and technical assistance. The civic sector is involved with Safe Passages as well, but more meaningful involvement is an ongoing challenge. Public sector sources fund Safe Passages’ services. These include a law enforcement block grant from the City of Oakland, funding from the city’s Oakland Fund for Children and Youth, a contribution from the Alameda County Healthcare Services Agency, tobacco settlement funds from Alameda County, and a contribution from the Oakland Unified School District. State and federal grants fund the bulk of the programmatic costs—$16 million over four years. Additionally, the public sector partners provide administrative support. Results Safe Passages has identified three strategies to reach the goal of reducing youth violence in Oakland: a repeat offender strategy for intensive intervention; a middle school strategy for 56 Powering the Future: High-Performance Partnerships
early intervention; and an early childhood strategy for prevention. It has established specific, quantifiable outcomes to produce positive results for each: • Repeat Offender Strategy: Reduce youth arrests for violent offenses by 35 percent by 2005. To achieve this goal, Safe Passages is ramping up its service delivery capabilities to provide graduated support to youth repeat offenders whose pattern of frequent arrests (often five or more) is shown to have a direct link to violence. In 2001, the partnership served 87 youths who produced a 15 percent recidivism rate, far below the county average of 72 percent. This service is projected to expand to 350 youths in 2003 and 600 youths in 2004 and beyond. Currently, six community-based organizations throughout Oakland serve youth who have been released to their supervision. • Middle School Strategy: Reduce suspensions for violence by 30 percent at 10 middle schools by 2005. Five hundred Oakland youths age 12-14 are arrested annually. The average age of a juvenile in the probation system is 14.5 years. Critical to this strategy is surrounding middle school youth with support services that mitigate risk factors to criminal behavior and encourage positive alternatives (See Figure 3-10). Safe Passages plans to provide these services in 10 middle schools serving more than 7,600 students. This strategy will grow to scale by serving four schools in 2000-2001, expanding to seven in 2001-2002, and the full ten in 2003-2004. • Prevention Strategy: Reduce the exposure of children age 0-5 to the risk factors that contribute to violence. Safe Passages’ early childhood strategy involves identifying children exposed to violence and delivering services to them and their families. Components include the Oakland Police Department’s Family Violence Intervention Unit, implementing a violence prevention curriculum at child care sites, and increased mental health services, which include assessment, mental health consultations, and infant/child-parent psychotherapy. To ensure appropriate program evaluation, the Safe Passages board has sought data-driven strategies to measure results. The partnership has worked with a consultant to develop a formal evaluation system. Also, the Robert Wood Johnson Foundation has contracted for a FIGURE 3-10 SAFE PASSAGES MIDDLE SCHOOL STRATEGY VIOLENCE PREVENTION CURRICULUM ALTERNATIVES TO SUSPENSION CASE MANAGEMENT MENTAL HEALTH SERVICES PARENT ENGAGEMENT/ FAMILY SUPPORT AFTER-SCHOOL ACTIVITIES 57 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
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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 and 56: Challenges Despite its solid track
Page 57: Challenges NBSD encountered some ba
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
Page 107 and 108: 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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