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RESULTS chapter four T he ability to produce significant positive results for the community or client makes a partnership high performance. Real and meaningful outcomes that are measurable, time specific, and important to the community or customer—this is what high performance is all about. RESULTS: Mothers in Hampton’s Healthy Start program had no repeat teen births (defined as pregnancy within 12 months of the first child’s birth) in fiscal year 2002, compared to 30 percent for the state of Virginia. 98 percent of the children in Fairfax’s Medical Care for Children Partnership receive immunizations and health assessments, compared to only 78 percent of children not in the program. By partnering with the California Public Employee Retirement System, the Centers for Medicare and Medicaid Services has been able to more effectively communicate Medicare information to approximately 1.2 million people. But, make no mistake. Meaningful outcomes are very difficult to achieve, especially when they involve multiple stakeholders and complex community issues. Simple partnerships are hard. High-performance partnerships can be extraordinarily so, but they are worth it. A partnership that has not yet achieved “highperformance status” can produce significant tangible value. And, many do. The partnering process alone can improve interagency relationships, communications, service coordination, and customer outreach and orientation. It also can help solidify a foundation of trust among the partners and community, leading to a common mission and willingness to share decision-making responsibility and accountability. Sometimes, these accomplishments may be the only things that one can realistically expect from a partnership in its early stages. Without an effective structure, exceptional performance is unlikely to occur. HOW TO MEET CHALLENGES TO RESULTS Since results define success, how can a partnership position itself to maximize its performance? What elements must be in place for it to become high performance? Performance measurement has been the subject of many publications and training sessions. Several national organizations, including the International City/County Management Association, Government Financial Officers Association, and National Association of Counties, assist partnerships in understanding 66 Powering the Future: High-Performance Partnerships
and establishing performance management systems. This report does not repeat the information available from these resources. Instead, the design labs focused on identifying major challenges that a partnership can face and strategies to address them. Table 4-1 gives some tips for measuring performance, as well as traps to avoid. Academy Fellows Gail Christopher and Camille Cates Barnett developed the list. DEFINING SUCCESS The Challenges Success is in the eye of the beholder. Partners and stakeholders may have very different notions of how to measure success on any given issue. For example, communities that struggle to provide affordable housing can measure success using a range of statistics, such as a reduction in homelessness, fewer people living in substandard housing, decrease in the percentage of income required to obtain housing, and increased home ownership for low and moderate-income families. All of these measures are valid, yet achieving them requires different strategies. Defining high performance is difficult, yet central to significant, long-term community improvement. Oakland’s Safe Passages provides one example of defining very specific high performance results: • Reduce youth arrests for violent offenses by 35 percent by 2005. • Reduce suspensions for violence by 30 percent at 10 middle schools by 2005. Once a partnership determines performance indicators, it must decide the targets of success. Using the previous example, does a 5 percent increase in low and moderate-income home ownership equal high performance? Or, does it take a 10 percent increase? How can a public/nonprofit partnership set goals that achieve extraordinary results, yet not be so ambitious as to doom the effort? Even broad-based partnerships cannot exclusively solve significant community issues. As a result, some organizations may be reluctant to be held accountable for outcomes beyond their direct control. If the partnership is not willing to be accountable for the bottom line result, however, who is? TABLE 4-1 TIPS AND TRAPS FOR MEASURING PERFORMANCE TIPS Focus on results that matter. Keep it simple. Focus on the critical few. Link performance measurement to decisions. Success is not instant. Ask customers what they want. Report results widely. Data are a necessary expense. Don’t give up. TRAPS Measure what is available. Dazzle them with statistics. Try to measure everything. View performance measurement as an end, not a means. Change course at will. This is a job for professionals. Use performance measures to blame people. Expect measures to report on themselves. Inaction: It is easy to avoid the hard work of focusing on results. 67 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
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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 23 and 24: Public Business High Performance Pa
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 and 64: Medicare insurer, CMS was the ultim
Page 65 and 66: A 1996 survey of La Alma/Lincoln Pa
Page 67: Public Business High Performance Pa
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
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Page 101 and 102: Individual governmental units, foun
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Page 107 and 108: The business community does not imm
Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
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
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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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