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

More documents

Recommendations

Info

RESULTS chapter four Healthy Families has involved the College of William and Mary to evaluate the program from its initial planning phase. We knew that every dollar allocated to evaluation would be one less dollar spent on services to families. We also knew that the organization’s future depended on our ability to secure ongoing funding that would only be available if we had documented results. During the first four years, Healthy Families spent approximately $100,000 on evaluation. It was well worth the investment. Today, the partnership receives more than $2.7 million in city funding, $1 million a year in donations and in-kind and redirected resources from community partners, and approximately $850,000 in federal reimbursements. We believe that all of these resources are a direct result of the investment made in conducting a strong evaluation and our ongoing commitment to collect qualitative and quantitative information. Debbie Russell, Healthy Families Partnership (Hampton) its successes. Investing in an evaluation expert is money well spent, and there are several options to do this. A central entity that routinely collects community information may be willing to provide data analysis. Examples include a university, district planning commission, foundation, or national organization adept at research and evaluation. Another option is to build evaluation costs into a partnership’s initial budget. 4. Reward stakeholders for providing accurate and timely data. Data come at a cost. A partnership must not be afraid to incentivize positive behavior that contributes to its overall effectiveness. This includes accurate and timely data collection and reporting. THE COST OF MEASURING RESULTS Data collection can be very expensive, and many initiatives do not have vast resources. Yet the effectiveness of the entire effort may be questioned without adequate evaluation. The partnership faces a dilemma: deliver more units of service or reduce the number to evaluate the effectiveness of those that are. The Strategies First and foremost, the design lab participants recommend that other partnerships “just do it.” Continuing to support an unproductive program is unwise. Neither the public nor nonprofit sector has such an abundance of resources to permit prolonged inefficiency. Accountability to taxpayers, donors, and other funders requires an effective evaluation process. Given limited resources, how can a cross-sector partnership evaluate program effectiveness and communicate the results? 1. Get a partner with evaluation capability. Partnerships generally include service delivery agencies. These are essential, but so is program evaluation. Partnerships can recruit a member with this evaluative capability, such as a university, foundation, or research organization. This is similar to a strategy offered for the prior challenge. 2. Develop the capacity for self-evaluation. An internal audit may not be as universally accepted as an independent evaluation, but it provides the opportunity to make midcourse adjustments. It is not critical for the partnership to have an optimal evaluation methodology,but it is essential that an evaluative component exists from the outset. 3. Just do it. Resources may generally be limited but, again, a partnership should fund program evaluation in its initial budget. Showing early results could help to secure second phase funding or constituent support, making this line item a worthwhile expenditure. Further, midcourse corrections without supporting data would be hazardous at best. 72 Powering the Future: High-Performance Partnerships
THE DATA TRAP No partnership can claim to be high performance without documenting significant outcomes. That said, a successful partnership should not completely ignore the human element—the stories of how the partnership improved real people’s lives. These examples personalize the results in a way that statistics cannot. They communicate a more complete picture of the partnership’s impact on the community. The National Cancer Institute has rigorous evaluation procedures for 5 A Day for Better Health. Formative research was conducted to develop communications strategies and messages prior to the program’s launch. NCI funded nine behaviorchange research and evaluation studies using randomized designs to determine the effectiveness of 5 A Day interventions. Projects were conducted in community settings, such as schools, churches, and worksites. These accounted for $18 million in program’s expenditures. Results should be reported in statistical terms and specific examples that can influence stakeholders’ impressions. Perceptions are reality and often influenced as much by individual examples as numbers. For instance, the perception of neighborhood safety can be more meaningful than statistics. A Richmond resident in Neighborhoods in Bloom related that she felt her neighborhood was safer because trick or treaters came to her home on Halloween, the first time in many years. IT’S JUST NOT WORKING The Challenge Regardless of good intentions and hard work, collaborations are not always successful. In fact, most partnerships fail within their first few years because they have not resolved their challenges. There can be numerous reasons for a partnership to fail or fall short of expectations. How does the partnership cut its losses when things are not working as planned or Success measures for Neighborhood Based Service Delivery are largely anecdotal. One problem landlord grew tired of pressure from city staff and neighborhood residents to “clean up” his act and moved out. He moved to another NBSD area, confronted the same response, and moved to yet another one. Realizing that the city and the neighborhoods would not tolerate his behavior, the landlord moved out of the city entirely. 73 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 13 and 14:
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 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 69 and 70: and establishing performance manage
Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
Page 73: The Lapham Park Venture originally
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 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 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 ...

Create successful ePaper yourself

Delete template?

Save as template?