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

More documents

Recommendations

Info

PARTNERSHIP CASE STUDIES chapter three national level evaluation of five sites, including Oakland, as part of its Urban Health Initiative. Challenges Safe Passages’ major challenge is one that its individual partners face: the difficult fiscal climate resulting from state and federal budget cuts. Despite these cuts, the city, county and school district have maintained and even expanded their commitment to Safe Passages and its strategies, but expansion may not be as rapid as hoped. Other challenges include institutionalizing the partnership’s strategies within each entity, so that a few key champions are replaced by a broad group of staff—teachers, police officers, after school providers, mental health providers, and child care staff—that understand, embrace, and effectively implement the strategies. Safe Passages also continues to struggle, as many communities do, with how to engage stakeholders beyond the public sector. Keys to Success Safe Passages has been successful because it has convened elected and appointed leadership from the city, county and school district. Such a forum had never existed in Oakland. Safe Passages provides a place for discussion to occur, decisions to be made, and problems resolved. The leadership has remained engaged because it feels confident that the joint work is based on good data and best practices, and yields positive outcomes for young people. Each partner feels that its needs are met in some way by participating, even if it does not always get everything it needs all the time. Having a neutral forum, staffed by East Bay Community Foundation employees, also has been helpful in a city with diverse political agendas. To a large degree, Safe Passages partners have successfully left these other agendas at the door when they come to the table. They have not allowed broader forces to derail the agreed upon work. The final key to success goes beyond best practices and higher standards for service delivery and outcomes. It is the support for the public and nonprofit partners to acquire the training, knowledge, and skills to implement best practices effectively. Safe Passages acknowledges that it cannot simply raise the bar without helping people reach it. 58 Powering the Future: High-Performance Partnerships
CAREGIVER/EMPLOYER PROJECT CENTERS FOR MEDICARE AND MEDICAID SERVICES Rosalyn Carter once said there are four types of people: those who have been caregivers, those who currently are caregivers, those who will be caregivers, and those who will need caregivers. Research shows that one in four U.S. households—about 24 million people—care for elderly family members or friends. Medical progress, coupled with the aging of the Boomer generation, will increase these numbers significantly during the next few years. The number of caregivers is expected to total 39 million by 2007. Family caregiving now costs the equivalent of $200 billion annually. Sixty-four percent, or close to 15 million, caregivers work. Fifty-five percent report that caregiving impacts their work. They leave work early, arrive late, and miss days. On average, caregivers can lose more than $650,000 in wages, social security benefits, and pensions. Forty-five percent of employed caregivers spend one to five hours a week providing that care. Twenty percent spend 11 or more hours per week. Caregiving costs employers from $11 to 29 billion dollars per year. The Centers for Medicare and Medicaid Services (CMS) administers the Medicare and Medicaid programs. CMS communicates Medicare program information to 40 million aged and disabled beneficiaries. This challenge is complicated by population demographics. Medicare information must be understandable to older, sick, and disabled people with various levels of education, incomes, ethnic backgrounds, and languages. Although CMS pays for medical services, insurance is hard to understand. The dilemma is that people wait to get information until there is a problem. CMS has targeted caregivers as a key audience to educate so they can help people to learn about the Medicare program. Caregivers do not identify themselves as such. They perceive themselves as doing what is appropriate. Identifying and reaching caregivers is a challenge, but doing so through their worksite is an effective approach. In 1999, CMS established a Caregiver Workgroup composed of caregiver and related organizations, beneficiary advocacy groups, disease-specific organizations, government agencies, employers, employer intermediaries, and others. This workgroup’s goal was to develop effective methods of communicating Medicare information to beneficiaries. The primary recommendation was to develop Medicare information for employed caregivers. CMS partnered with these organizations and their affiliates to develop and test Medicare informational materials targeted to 15 million employed caregivers and employers. The partnership’s immediate objectives were to educate employed caregivers about the program and help them assist the people they care for in making informed decisions. Caregiver and employer partners develop and test the materials. Employer intermediaries distribute the materials. Partnership Characteristics The Caregiver/Employer Project illustrates the difficulties of operating in a national context. The partnership’s goal is very specific, but its structure and administrative and implementation approach are diffuse. CMS, Caregiver Workgroup members, and other national partners operate in tandem with local affiliates, employers, and employer groups. 59 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 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 and 58: Challenges NBSD encountered some ba
Page 59: early intervention; and an early ch
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
Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
Page 111 and 112:
Public Business High Performance Pa
Page 113 and 114:
Organizations may feel that a partn
Page 115 and 116:
The PODER Project was a six-year in
Page 117 and 118:
Neighborhoods in Bloom operates in
Page 119 and 120:
Page 121 and 122:
Results Characteristics • Derive
Page 123 and 124:
FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 125 and 126:
Page 127 and 128:
The CMS Employer/Caregiver Workgrou
Page 129 and 130:
Informal communications strategies
Page 131 and 132:
Management Approaches and Attribute
Page 133 and 134:
Public managers tend to be risk ave
Page 135 and 136:
Putting It All Together Chapter13 H
Page 137 and 138:
FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140:
Appendix A Panel Member Biographies
Page 141 and 142:
Appendix B Selected Bibliography
Page 143 and 144:
National League of Cities. “City
Page 145 and 146:
Appendix C Performance Management G
Page 147 and 148:
Outcomes: The quantified result, or
Page 149 and 150:
Appendix D Design Lab Participants
Page 151 and 152:
Heidi Veltman Reston Kaiser Permane
Page 153 and 154:
America’s Promise Gregg Petersmey
Page 155 and 156:
Appendix E Excerpt from Lapham Park
Page 157 and 158:
LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160:
2. Venture Operations Committee PUR
Page 161 and 162:
Appendix F Memorandum of Understand
Page 163 and 164:
ARTICLE I - HIGHLAND PARK SOUTHERN
Page 166:
NATIONAL ACADEMY OF PUBLIC ADMINIST
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?