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

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PARTNERSHIP CASE STUDIES chapter three The partnership asked workplace intermediary organizations to distribute caregiver materials or post the materials on their respective websites. These organizations have huge memberships, which extend the partnership’s reach. They included the National Federation of Independent Businesses with 607,000 members, Small Business Administration with access to one million businesses, Society for Human Resources Management with 165,000 members, and Washington Business Group on Health representing 174 of the nation’s largest employers. CMS developed relationships with the public, voluntary, and private sectors to seek partners. Employers and workplace intermediaries were motivated to partner with CMS because they saw the advantage of educating employed caregivers. Doing so would reduce the time that the employed caregiver would be preoccupied, leading to an increase in productivity. Caregiver organizations were motivated to help by virtue of their mission, while beneficiary advocacy organizations were energized by their goal of helping the target audience of beneficiaries through caregivers. CMS has large, mid-size, and small employer involvement. The motivations were diverse but the goal was universal. There were no formal agreements, exchange of funds, or solicitations. The major resources were professional caregiver expertise, access to worksites, and access to workplace intermediaries and employed caregivers. The caregiver organizations provided expertise, credibility for promoting partnership products, and tremendous reach and penetration in other related organizations and audiences. The partnership had a “swap of assets.” The strategic plan was the work of the CMS Caregiver Workgroup. Once developed, the partners identified other organizations that might partner for various reasons. One example was the Work Family Network of Maryland, a group of 15 employers in the DC-Baltimore area concerned with their employees’ work and family issues. It helped with developing materials and providing employed caregivers for focus group testing. The partners defined their roles and responsibilities along three categories: develop the materials, test them, and distribute them. The partners came to the table to perform a specific function—help develop and distribute materials, post them on websites, provide caregivers for focus groups, make employer clients available for pilot tests, comment on materials, provide organizational logos as endorsement and legitimacy, and suggest ways to increase distribution. As the 60 Powering the Future: High-Performance Partnerships
Medicare insurer, CMS was the ultimate authority on the text of the materials. This effort can be categorized as a performance-based partnership that arose from an unmet community need. There was no Medicare information targeted to caregivers prior to this effort. Partnership leadership was shared between CMS and the National Alliance for Caregiving. Results The partnership has produced high quality Medicare and eldercare information materials for employed caregivers. Interest from the employer community, workplace intermediaries, and caregiver community has been extensive. This partnership has accomplished meaningful results for customers and the community at large. The employer’s toolkit workbook for managers describes no cost/low cost eldercare programs. It provides a context for myriad caregiver services and support programs made available to employed caregivers through mid-size and small employers. CMS has received many testaments to the need for these materials during the focus group and pilot-testing phases. Employers and workplace intermediaries perceive the materials as credible, informative, and very useful. The potential audience numbers in the millions. If CMS can distribute the materials to a fraction of the proposed audience, many beneficiaries will better use Medicare services. In addition, their caregivers will become more educated about Medicare and may be able to be devote more time to their employment. Employers will increase their productivity and have more productive staff. Secondarily, CMS has discovered a new universe of partners with access to CMS’ target audience. Challenges CMS had no background in the caregiver arena and stepped outside its traditional box. It partnered with a host of organizations it had never communicated with before. The mission presented a rare win-win situation as there was a clear and unmet need for these products. The partners came to the table willingly since they perceived an unusual opportunity to work with CMS. The partnership successfully bridged the public, private, and voluntary sectors and their diverse value systems to develop excellent products. The products have achieved unique popularity and demand even though they are still being tested. The major challenges, oddly enough, will be in the public sector, such as bureaucratic clearance for printing and allocating funds. Keys to Success The opportunity to partner with a government agency—a regulatory one which very rarely sought external input—was a key turning point for the success of this project. CMS received a large and positive response from potential partners. The partnership’s structure leveraged the resources of diverse national organizations with state and local affiliates, allowing the products to be developed, tested, and potentially distributed to millions of employed caregivers. This approach generates local distribution from a national partnership. Also, CMS engaged stakeholders with experts that became invested in the partnership effort and played a major role in product promotion. Partners were impressed with the CMS staff’s flexibility and dedication. CMS and the government gained credibility and legitimacy through its partners. This led to leveraging more resources, maximizing existing assets, and building better relationships. Most employers do not currently include Medicare-related information in their programs. By institutionalizing it, CMS could reach caregivers on a continuing basis at low cost. 61 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.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
Page 11 and 12: Medicare and Medicaid health progra
Page 13 and 14: Public Business High Performance Pa
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 and 60: early intervention; and an early ch
Page 61: CAREGIVER/EMPLOYER PROJECT CENTERS
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
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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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