High-Performance Partnerships - National Academy of Public ...
High-Performance Partnerships - National Academy of Public ...
High-Performance Partnerships - National Academy of Public ...
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RESULTS<br />
chapter four<br />
T<br />
he ability to produce significant positive results for the community or client makes a<br />
partnership high performance. Real and meaningful outcomes that are measurable,<br />
time specific, and important to the community or customer—this is what high performance<br />
is all about.<br />
RESULTS:<br />
Mothers in Hampton’s Healthy<br />
Start program had no repeat teen<br />
births (defined as pregnancy within<br />
12 months <strong>of</strong> the first child’s birth)<br />
in fiscal year 2002, compared to 30<br />
percent for the state <strong>of</strong> Virginia.<br />
98 percent <strong>of</strong> the children in<br />
Fairfax’s Medical Care for Children<br />
Partnership receive immunizations<br />
and health assessments, compared<br />
to only 78 percent <strong>of</strong> children not<br />
in the program.<br />
By partnering with the California<br />
<strong>Public</strong> Employee Retirement System,<br />
the Centers for Medicare and<br />
Medicaid Services has been able to<br />
more effectively communicate<br />
Medicare information to approximately<br />
1.2 million people.<br />
But, make no mistake. Meaningful outcomes are<br />
very difficult to achieve, especially when they<br />
involve multiple stakeholders and complex community<br />
issues. Simple partnerships are hard.<br />
<strong>High</strong>-performance partnerships can be extraordinarily<br />
so, but they are worth it.<br />
A partnership that has not yet achieved “highperformance<br />
status” can produce significant<br />
tangible value. And, many do. The partnering<br />
process alone can improve interagency relationships,<br />
communications, service coordination,<br />
and customer outreach and orientation.<br />
It also can help solidify a foundation <strong>of</strong> trust<br />
among the partners and community, leading to<br />
a common mission and willingness to share<br />
decision-making responsibility and accountability.<br />
Sometimes, these accomplishments may<br />
be the only things that one can realistically<br />
expect from a partnership in its early stages.<br />
Without an effective structure, exceptional performance<br />
is unlikely to occur.<br />
HOW TO MEET CHALLENGES<br />
TO RESULTS<br />
Since results define success, how can a partnership<br />
position itself to maximize its performance?<br />
What elements must be in place for it to become<br />
high performance?<br />
<strong>Performance</strong> measurement has been the subject<br />
<strong>of</strong> many publications and training sessions.<br />
Several national organizations, including the<br />
International City/County Management<br />
Association, Government Financial Officers<br />
Association, and <strong>National</strong> Association <strong>of</strong><br />
Counties, assist partnerships in understanding<br />
66 Powering the Future: <strong>High</strong>-<strong>Performance</strong> <strong>Partnerships</strong>