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

More documents

Recommendations

Info

MISSION AND PLANNING chapter six he public, nonprofit, and civic sectors frequently want to work together, and they T broadly embrace collaboration. In practice, however, the mechanics for doing so can be elusive. There must be a compelling reason for organizations—especially those from different sectors—to sacrifice their autonomy and share responsibility, resources, and accountability. The process begins with agreeing on the problem and ways to address it. Organizations will meaningfully participate in a partnership if the purpose is convincing. An organization is more likely to join if the partnership’s mission aligns or overlaps with its own. This can be a win-win situation for the entire partnership and its individual members. Once a mission is established, the next step is to identify key goals. The goals should specify what the partnership plans to accomplish, and when. They should be measurable and directly tied to the collaboration’s purpose. Only then is the partnership fully prepared to develop its strategic plan which “operationalizes” the mission and goals. The plan should identify the specific actions, roles, responsibilities, timeframe, and resources. “We have a mission that all the partners can easily relate to and feel passionate about.Whenever we run into trouble, turf conflict, or disagreement, our focus on the goal—all children born healthy and entering school healthy and ready to learn—enables us to come back together and proceed with our work toward that goal.” Debbie Russell, Healthy Families Partnership (Hampton) FIGURE 6-1 MISSION,VISION,AND PLANNING COLLAGE Mission, Vision, Planning • Specific • Measurable • Action-Oriented • Realistic • Timely WORK SMART DO IT UP FRONT GET AGREEMENT • Round up the usual suspects then add non-traditional members • Identify partners with clout via asset mapping • Document MVP in writing • Private sector and money partners want to see a ROI • Customers demand short-term results • Volunteers are motivated by intangibles • Thank everyone But know that it’s impossible to please everyone THE KISS PRINCIPLE MVP IS POLITICALLY ESSENTIAL Know your audience & tailor reports to what’s important to each partner. THE GLUE THAT UNIFIES THE PARTNERSHIP KEEP PLANS UP TO DATE ARTICULATE THE VISION • It’s an iterative process • Evolves with changing needs COMPELLING MVP & VALUES • Why we do what we do • Where we want to go • How we’ll get there • How we act along the way • In oral histories • In marketing literature • In writing But don’t get bogged down with trying to make it perfect. 82 Powering the Future: High-Performance Partnerships
Without a well-documented mission statement, measurable goals, and detailed plan, the partnership cannot effectively harness and channel its members’ actions and resources. In short, it cannot achieve high performance. Figure 6-2 outlines the framework for creating a high-performance partnership. FIGURE 6-2 HIGH-PERFORMANCE PARTNERSHIP FRAMEWORK Mission HOW TO MEET CHALLENGES TO MISSION AND PLANNING LACK OF A CLEAR, COMPELLING MISSION AND STRATEGIC PLAN The Challenge Mission statements provide clarity of purpose as they describe the partnership’s ultimate destination. They are especially important when multiple and diverse organizations are involved. Yet in the rush to act, an otherwise well-structured partnership may fail to emphasize this critical element. Defining the partnership’s purpose to encourage support and buy-in is another difficulty. The greater the number and diversity of entities involved, the more difficult it may be to achieve consensus on purpose and required activities. With scarce resources, many partners may compete for support and funding, inhibiting consensus on the partnership’s mission and action plan. Obtaining agreement is more problematic when a mission does not align with potential partners’ missions. Even with a clear and agreed upon mission, communicating it is a third hurdle. Stakeholders must be familiar with a performance-oriented mission and how they can contribute to fulfilling the partnership’s goals. The Strategies 1. Develop a clear, compelling mission. Partnerships often fail to undertake the most obvious strategy for developing a clear, compelling mission. Developing a written statement of the partnership’s mission and goals should be the first order of business. The statement should address why the partnership was formed and what it intends to achieve. Even the most obvious elements should be documented. Every stakeholder should formally endorse the partnership’s mission and key goals. Performance Measures Results Strategic Plan COMPELLING MISSION STATEMENTS Goals “Creating a supportive continuing care community where low-income older adults can comfortably age in place.” Lapham Park Venture (Milwaukee) “A community champion for family strengthening, supporting our community in a broad range of strategies to help you keep your family strong, capable, and connected.” Family Strengthening Coalition (Indianapolis) “It took the Coalition eight months and two facilitators to create its mission, vision, and goals. It took another facilitator and 4-6 more months to create action steps, timeframes, and resource allocations. The process was painful. We lost some people who were more action oriented. By the end, however, we had more people than we began with. The enthusiasm was high and the content was good. There was recognition that what we were doing—creating a community movement through partnership, not unilateral action—was new and difficult. Comfort levels, enthusiasm, and participation rose once we had a good clear mission.” Jane Henegar, Family Strengthening Coalition (Indianapolis) 83 Powering the Future: High-Performance Partnerships 83
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:
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 and 68: Public Business High Performance 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 and 82: SURVIVING TRANSITIONS IN LEADERSHIP
Page 83: Public Business High Performance Pa
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?