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

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PARTNERSHIP CASE STUDIES chapter three THE PODER PROJECT DENVER, COLORADO With a population of 555,000 people, Denver is a rapidly growing metropolitan area, both in size and ethnic diversity. Its population rose nearly 19 percent during the 1990s, with Hispanics comprising nearly one-third of the increase. Denver is steeped in history, cultural diversity, and economic activity. Yet its residents have not prospered equally from its physical and economic development. Civic empowerment, job training, and neighborhood revitalization remain ongoing challenges for segments of the community. Denver is featured here due largely to the success of the NEWSED Community Development Corporation. Incorporated in 1973 as a nonprofit, community-driven economic development organization, NEWSED seeks solutions to longstanding problems in disadvantaged Latino communities. In 1995, it joined with the City of Denver and other entities to establish the PODER Project in the La Alma/Lincoln Park community. The project was designed as a comprehensive model for addressing the economic, human services, and housing needs of these neighborhoods and their residents. La Alma/Lincoln Park has approximately 6,700 people. However, the PODER Project includes residents in surrounding neighborhoods, bringing the total service area to 9,500 people. Nearly 70 percent of the targeted population is Latino, and another 15 percent is African American and Native American. Most residents are low-income, with a majority falling below the poverty line. Education levels are low, as well. The area has a 39.5 percent school dropout rate for those age 16-19, and 45.5 percent of those 25 and older lack a high school diploma. The crime rate for La Alma/Lincoln Park ranks seventh out of Denver’s 72 neighborhoods. Unemployment is four times the city average. Partnership Characteristics Poder, a Spanish word meaning “power,” was chosen to describe this community development effort, signifying the purpose of empowering La Alma/Lincoln Park residents to positively change their community using a holistic and integrated approach. In its early stages, the PODER Project focused on developing a community skills and assets inventory and compiling a community resource directory. In 1999, it expanded in scope. A 31-member advisory council was established, composed of community residents and service agency, business, and state and local government representatives. The PODER Project has five priority initiatives: economic development/employment and training; arts and culture; housing; seniors; and PATCH, a mechanism for establishing a collaborative community-based service delivery process. PATCH provides intake and referral, interagency case management, and a centralized client-tracking system, regardless of the specific community agency delivering a service. This process is the “engine of change” for achieving the project’s overall goals. 62 Powering the Future: High-Performance Partnerships
A 1996 survey of La Alma/Lincoln Park identified the Latino/Hispanic community’s gaps and services needs. It illustrated the need for mental health and domestic violence services. This is PATCH’s initial focus, but the holistic approach to community healing also includes a resident/youth leadership program, low-income health insurance, mentorship, bilingual education, Head Start, employment training, food bank, homeownership, and art and culture. Results In 2001, the PODER Project completed its three-year demonstration phase, during which it identified five goals to address its priority initiatives. The goals are: 1. Maximize the capacity and impact of neighborhood resources (community empowerment). 2. Develop an effective neighborhood-based human services delivery system (the PATCH process). 3. Reform existing investment streams. 4. Improve housing, physical, and social infrastructure. 5. Strengthen the capacity and effectiveness of neighborhood governance collaboration. These goals emphasize outcomes that would directly benefit La Alma/Lincoln Park residents. They are designed to improve relationships between the residents and service delivery organizations, thereby increasing the capacity to accomplish more. Different methods are used to measure progress toward achieving these goals. Improved community empowerment and governance capacity are measured by the number of completed activities, while human services delivery and infrastructure improvement are assessed using more quantifiable outputs. The PODER Project has established specific targets, such as the number of first time home purchases, individuals receiving home ownership counseling, new businesses and jobs, and family case management services. In addition, investment streams are measured by dollars provided for project services and capital investments. Services delivered through the PATCH case management process in 2001 include: • 259 participants enrolled • Services provided • Domestic Violence – 53 recipients • Mental Health – 27 recipients • Substance Abuse – 76 recipients • 259 referrals from various sources, including PATCH Collaborative Probation, the Denver Health Department, Denver Department of Human Services, friends and relatives, and self-referral Challenges The PODER Project has encountered three main challenges. These are identifying and attracting partners capable of providing needed services, turf politics, and “agency centered”— rather than “client centered”—service delivery. To provide families with comprehensive services, the PODER/PATCH initiative continually searches for new programs to match the growth in community needs. The goal is to attract new partners to cover this spectrum while not duplicating other members’ efforts or programs. The partnership is intended to empower its members and the community. Yet the cultural dynamics of partner agencies also have presented a challenge. Some partners have felt threatened by interagency sharing. Also, a history of community politics has inhibited building a high level of trust among those involved. Gaps in computer technology and territorial issues exacerbate this situation. 63 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.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
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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 and 62: CAREGIVER/EMPLOYER PROJECT CENTERS
Page 63: Medicare insurer, CMS was the ultim
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
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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
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Page 97 and 98: 8. Use third-party payment opportun
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Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
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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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