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

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MISSION AND PLANNING chapter six 3. Use data and outside facilitation. A partnership should use data and outside facilitation to craft its mission and goals. Data are a strong motivator for developing specific outcomes that resonate with potential partners, funders, and stakeholders. An independent facilitator can help to develop a mission statement and outcomes that address salient issues and highlight individual linkages. Safe Passages undertook an extensive “denominator exercise” to determine its goals and the implementation strategies acceptable to its partners. This exercise was data driven and participatory. The results form the basis for the partnership’s activities. Safe Passages Oakland Annual Progress Report, 2000 4. Develop a strategic plan that outlines action items, timeframes, and resource allocation. The partnership should develop a detailed strategic plan that outlines each partner’s action items, timeframes, and resource allocation. The partners should jointly prepare the plan, update it routinely, and understand their roles, responsibilities, and accountability. It is preferable to document the partnership’s purpose and goals at the outset, but it is never too late. If the partnership already exists, clarifying its purpose—even midstream—can enhance performance. 5. Widely publicize the mission statement and strategic plan. A partnership should widely publicize its mission statement and strategic plan. Public discussion can provide the opportunity to vet outstanding confusion. Through this process, the partnership can build understanding, and hopefully consensus, among stakeholders. The mission statement and plan also should be widely communicated within the partnership itself. The participants, employees, and volunteers should be conversant in the partnership’s purpose and how they directly relate to achieving it. Further, the desired outcomes should be directly tied to staff work plans and performance objectives. BALANCING PLANNING AND ACTION The Challenge Strategic planning is critical to a high-performance partnership. Without a clear roadmap that delineates responsibilities and interaction, performance will only be coincidental. This process is best accomplished through an iterative process: plan, act, revise, and act some more. At the same time, the effectiveness of strategic planning cannot truly be assessed until implementation is underway. Likewise, a partnership must act decisively to gain community, stakeholder, and funder commitment. Action also helps solidify the operational environment and the members’ roles and responsibilities. It demonstrates the part- After the Lapham Park Venture functioned for a few months, the partners raised serious questions about how well the mission and outcomes had been thought through. The Venture wanted to implement a true philosophy of creating an environment of empowerment. The partnership decided to enter a formal strategic planning process involving all partners, including the residents. The partners pooled resources to engage a facilitator and had two days of group planning to develop three-year goals.As part of the process, the Venture refined its mission statement, designed four major goals with objectives and outcomes, and established four workgroups to guide progress toward the goals. Lapham Park Venture (Milwaukee) 86 Powering the Future: High-Performance Partnerships
FIGURE 6-6 STRATEGIC PLANNING CYCLE: FOR THE BUREAUCRAT AND THE AMATEUR Stakeholders Vision Goals Revisit & Reconfirm Vision Where we want to be. Specific things we want to accomplish. Alternate Solutions Is what we wanted when we started what we got and what we still want? What are the different ways of getting this done. Evaluate Is it working? (If necessary fix problems) Implementation Get to work. Select Appropriate Strategy Pick the best way to do it. Source: Barbara Abernathy, T.K. Somanath, and David Sacks, Neighborhoods in Bloom (Richmond) nership’s capabilities, which in turn can generate greater commitment and support. Achieving positive results without action and planning is impossible. However, action without proper planning can be random, chaotic, and non-productive. So, balancing planning and action is imperative. The Strategy The planning/action continuum has five components: 1. Create a detailed strategic plan. 2. Achieve stakeholder consensus that the plan is complete and accurate. 3. Begin plan implementation. 4. Evaluate the plan in light of the implementation steps. 5. Revise the plan accordingly. Strategic planning is not linear. The partnership and its stakeholders should be prepared for a less defined and more iterative process than the ideal model depicts. However, every step is integral to achieving a high-performance organization. First, a written strategic plan should describe the partnership’s mission, goals, and strategies. It should be made available to all stakeholders at all times and be amended as the effort proceeds. The plan also should contain specific deliverables, timeframes, and performance measures. No matter how mature or institutionalized the partnership may become, it is important to review the mission and strategic plan annually. This process will help partners determine how planning directly leads to action and successful outcomes. The timeline is especially important not only for internal operations, but for communicating expectations to stakeholders. 87 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:
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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
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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
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Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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Page 75 and 76: THE DATA TRAP No partnership can cl
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Page 109 and 110: TABLE 8-3 FAMILY STRENGTHENING COAL
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Page 115 and 116: The PODER Project was a six-year in
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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
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Page 131 and 132: Management Approaches and Attribute
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Page 135 and 136: Putting It All Together Chapter13 H
Page 137 and 138: 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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