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

More documents

Recommendations

Info

LEADERSHIP chapter five D espite the desire to use a methodical process to create them, cross-sector partnerships sometimes just happen. Other times, they do not despite seemingly favorable conditions. Success or failure is often due to the presence or absence of adequate leadership. When communities face crises, dynamic and visionary individuals can emerge to assemble parties that can make a difference. These champions—or leader/guiders—provide the vision, motivation, and incentives to create partnerships (National League of Cities, 2000). Beyond their role as champion, leaders organize the partnership and make it work. In this role as leader/facilitator, they provide overall direction and ensure that a sustainable management structure is in place. It is important to note that stable, effective partnerships share ownership of the mission and outcomes, and diffuse leadership roles throughout the organization. No one individual is likely to exhibit every leadership characteristic needed to create and sustain a high-performance partnership. As a partnership evolves, the type of leadership also will evolve. The design lab participants identified five key components—the five “Cs”—of leadership: credibility, commitment, change agent, communications, and capability. The early credibility of the partnership is inextricably linked to the credibility of its leadership. Until the partnership can establish its own track record and sense of identity, the image of those associated with it is influential. Funders, other partners, and the broader community must believe that the endeavor is worth their investment and support. This perception hinges on the leadership’s reputation until the partnership can prove its competency. Commitment to the partnership’s vision and mission also is key. A motivational leader inculcates a partnership’s vision and values throughout the members, thus increasing the likelihood of success. It is absolutely critical that the partnership’s leaders “keep an eye on the prize.” All organizations, but especially high-performance ones, must affirm and reaffirm their mission, vision, and goals. Leaders must be able to get things done, especially in the early stages of collaboration. As such, they are agents of change. If the status quo worked well, there would be no need to create a new partnership. They must be able to identify changes and implement them quickly and effectively. A change agent’s effectiveness is dependent upon the ability to motivate stakeholders to share the partnership’s vision and understand the need for change. Thus, communications skills are a vital element. Clearly communicating the partnership’s purpose to internal and external audiences is essential to developing support for activities. The leader also must be able to deliver difficult messages, such as defending the need for further change or explaining results that fall below expectations. Delivering messages in an instructive manner is a clear sign of a capable leader. Talented leaders surround themselves with resourceful individuals and organizations. In addition, they must exhibit such resourcefulness and capability themselves. The ability to focus on outcomes and marshal support for them is especially important in the early stages. 76 Powering the Future: High-Performance Partnerships
FIGURE 5-1 THE 5 C’S OF EFFECTIVE LEADERSHIP Capability Communications Change Agent Commitment Credability Source: Spencer Schron, Centers for Medicare and Medicaid Services THE LEADERSHIP CONTINUUM As a partnership develops, leadership needs evolve. The skills and strategies appropriate for a mature partnership are different from those required for getting one started. Although the components of effective leadership are important throughout a partnership’s life cycle, they are particularly critical during the formative stage. The leadership must be strong and visible in its approach to get the partnership organized and focused on a mission and vision. Strategic planning and monitoring implementation are crucial in the first few years of development, as well. Unless the partnership is blessed with abundant resources, the leader’s role is to champion the mission and desired outcomes and inspire active support among the political, cultural, and social spheres within which it operates. A new partnership has few institutions and systems of its own, yet has the very difficult task of merging and supplementing functions using diverse partners. An entrepreneurial spirit, creativity, and perseverance are required. After the “crunch” of its initial startup, a partnership generally spends time institutionalizing the systems and foundations for its future. Cheerleading becomes a more important attribute for the leadership cadre as it seeks to re-energize activities and people. Also, the partnership must critique its early results and make midcourse adjustments to grow its operations. The leaders who convened the partnership often pass the torch to skilled managers who can institutionalize structure and systems. A high-performance partnership needs good leaders and good managers. These qualities rarely are found in the same individuals. As a partnership matures, the leadership shifts its focus toward continually improving the operation. Celebrating success and re-energizing the effort are especially important given that the partnership may broaden its service area, activities, or even mission. Thus, the leadership’s iterative role comes full circle. The entrepreneurial approach that created the partnership in the first place becomes relevant again as the partnership branches into new areas. But make no mistake: Without effective leadership from one or more individuals, extraordinary results are unlikely to occur and the partnership may exist in name only. Re-energizing Succession Planning Reinvention Cheerleader Celebrate Success Strategic FIGURE 5-2 LEADERSHIP CONTINUUM Mature Strong Visible Champion Entrepreneurial Inspires Participation Start Up Leadership Skills Developing Facilitator Management Skills Empowerment Joint Ownership Source: Al Burris, Medical Care for Children Partnership (Fairfax) 77 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:
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 31 and 32: Public Business High Performance Pa
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 and 74: The Lapham Park Venture originally
Page 75 and 76: THE DATA TRAP No partnership can cl
Page 77: Public Business High Performance Pa
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 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 ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?