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MISSION AND PLANNING chapter six 2. Link the partnership and partners’ missions. It is important to explicitly link the partnership’s mission with its members. A “mission map,” illustrating the interrelationships between the partnership and its component parts, can be very helpful in identifying how and why the pieces fit together. A generic model is illustrated in Figure 6-3. The most effective partnerships have mission overlap. When you have mission congruence, it’s easier to resolve problems like resources. Lacking sufficient alignment, a partnership should identify reciprocal benefits that encourage participation. For example, a bank involved with neighborhood revitalization may fund higher-risk home mortgages and achieve greater market share in an underserved neighborhood. Here, the partnership would receive greater access to mortgage financing while the bank would receive community goodwill and access to a broader market. The Medical Care for Children Partnership refers to this linkage as “reciprocity, not generosity.” In its case, neither the county nor any private medical partner treats uninsured children as its primary mission. However, the partners rally around this initiative due to reciprocal benefits. CMS’ Caregiver/Employer Program and Hampton’s Healthy Families Partnership provide excellent examples of how their and their members’ missions intersect. FIGURE 6-3 MISSION MAP Business Partner Mission Nonprofit Partner Mission HPP MISSION Civic Partner Mission Public Partner Mission Source: Jane Heneger and Ellen Quigley, Family Strengthening Coalition (Indianapolis) Kaiser Permanente, a nonprofit health maintenance organization, partnered with Fairfax County to provide health care to the children of the working poor. Services are provided at a reduced cost. Kaiser Permanente replicated this partnership in five other counties in the Mid Atlantic Region to provide health care for 2,250 children annually. Heidi Veltman and Mindy Rubin, Medical Care for Children Partnership (Fairfax) 84 Powering the Future: High-Performance Partnerships
FIGURE 6-4 CAREGIVER/EMPLOYER PROGRAM MISSION OVERLAP Common Mission Educate people about caregiver issues Medicare Advocacy Groups Educate caregivers who can educate medicare beneficiaries. Clinics for MCR & MCD Educate caregivers who can educate medicare beneficiaries. National Alliance for Caregiving Educate employees about caregiver issues. Washington Business Group on Health Educate employees about caregiver issues so employee productivity isn't effected. Source: Robert Adams and Spencer Schron, CMS, Elizabeth Handley, NCI FIGURE 6-5 HEALTHY FAMILIES PARTNERSHIP MISSION OVERLAP Mission Overlap Social Services Protect children Health Department Prenatal Care Child Health Immunizations Partnership All children born healthy and enter school healthy and ready to learn Hospitals Child-maternal health Well baby and Well child Schools Children succeed in school Business Work force development (which begins at birth) Source: Debbie Russell, Healthy Families Partnership (Hampton) 85 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
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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
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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 85: Without a well-documented mission s
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
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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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