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

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LEADERSHIP chapter five 2. Use incentives and recognize achievements. Incentives can be a powerful motivator to reinforce positive behavior and sustain leaders. Extensive research describes the incentives that are most effective, such as increased decisionmaking authority, monetary rewards, and recognition for a job well done. Communicating partnership results to the community fosters broad-based support for other activities. A wellregarded partnership has a greater likelihood of retaining its current workforce and recruiting future leaders than a poorly performing one. 3. Establish mentor/protégé relationships. A partnership’s leaders are the best source of inspiration for the next generation of leaders. By creating an extensive mentor/protégé initiative, a high-performance partnership achieves mutual benefits. Leaders help prevent their own burnout by developing a talented cadre to help shoulder the load. The protégé benefits by becoming prepared for a leadership position. This is one of the best ways to transmit values and vision throughout the partnership. FIGURE 5-4 LEADERSHIP COLLAGE Leadership • Focus on what you have in common, not on your difference. • Build on commonalities. • "let's make a difference in the world." Extend the Reach Asset Mapping Mobilize Partners Manage change There's a need for both change and stability in partnerships. Look for the "up" and "down" side in both. • Infancy (birth to 3 years) -Serve as Entrepreneur • Mid-Life (3—10 years) -Serves as Mentor • Mature (10 years) -Serves as Storyteller Develop Others Leaders Make it Happen Point the way • Cheerleaders make noise. Champions make it happen. • Corporate storytelling is important. This is how values are shared. ...so to avoid burnout. Ensure Performance • Deliver the goods (and services) • Maximize ROI Grow in the Office Work in larger complex areas where others they do not see daily must be trusted. Harness Resources Leverage other's efforts. ...as they serve as stewards of stakeholder $$$ and the public's trust. 80 Powering the Future: High-Performance Partnerships
Public Business High Performance Partnerships Nonprofit Civic Mission and Planning Chapter6 The design lab participants identified a shared, compelling mission—coupled with a strategic plan to accomplish it—as the third most important characteristic of a high-performance partnership. A clear mission defines the partnership’s soul and reason for being. Without it, a collaborative effort cannot achieve significant results. It is the glue that holds the partnership together.
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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
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Coexistence: Cooperative: Contractu
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Business FIGURE 1-3 HIGH-PERFORMANC
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“Creating a partnership takes tim
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FIGURE 2-2 NONPROFIT SECTOR REVENUE
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TABLE 2-1 SECTOR DIFFERENCES Public
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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 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81: 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
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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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