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

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TABLE OF CONTENTS CHAPTER 4 Table 4-1: Tips and Traps for Measuring Performance ...................................................................67 Table 4-2: Sample Performance Measures........................................................................................69 Table 4-3: Examples of Output vs. Outcome Measures...................................................................69 CHAPTER 5 Figure 5-1: The 5 “C's” of Effective Leadership................................................................................77 Figure 5-2: Leadership Continuum ..................................................................................................77 Figure 5-3: Avoiding Burnout ...........................................................................................................79 Figure 5-4: Leadership Collage..........................................................................................................80 CHAPTER 6 Figure 6-1: Mission, Vision, and Planning Collage..........................................................................82 Figure 6-2: High-Performance Partnership Framework .................................................................83 Figure 6-3: Mission Map ...................................................................................................................84 Figure 6-4: Caregiver/Employer Program Mission Overlap............................................................85 Figure 6-5: Healthy Families Partnership Mission Overlap ............................................................85 Figure 6-6: Strategic Planning Cycle: For the Bureaucrat and the Amateur ..................................87 Table 6-1: Bureaucracy vs. High Performance .................................................................................89 CHAPTER 7 Figure 7-1: Asset Mapping.................................................................................................................93 CHAPTER 8 Table 8-1: Internal Communications Tools....................................................................................103 Table 8-2: External Communications Tools ...................................................................................104 Table 8-3: Family Strengthening Coalition Communication Activities .......................................107 CHAPTER 9 Figure 9-1: Governance Approaches...............................................................................................114 Figure 9-2: Converting Stakeholders to Investors..........................................................................115 CHAPTER 10 Figure 10-1: Seasons of a Partnership.............................................................................................118 Table 10-1: Phases of a High-Performance Partnership................................................................119 Figure 10-2: Phases of Leadership...................................................................................................121 CHAPTER 11 Figure 11-1: Partnership Scope .......................................................................................................124 CHAPTER 12 Table 12-1: Management Approaches: High Performance vs. Traditional ...................................130 CHAPTER 13 Figure 13-1: Components of a High-Performance Partnership ...................................................134 Figure 13-2: Rowing Together for a High-Performance Partnership ...........................................135 Table 13-1: High-Performance Partnership Checklist...................................................................136 6 Powering the Future: High-Performance Partnerships
Public Business High Performance Partnerships Nonprofit Civic Foreword American government is at a turning point. Social, economic, and technological changes are fundamentally altering the institutions on which citizens rely to meet their needs. Further, public discontent with politics and government has triggered self scrutiny, reform, and redesign. Responding to these dynamics, governments at every level—local, state, regional, and federal—must meet heightened citizen expectations with limited resources. This can only be achieved by improving performance and increasing results. The High-Performance Partnerships Logo was designed by Ellen Quigley, Family Strengthening Coalition (Indianapolis)
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: CHAPTER 12: MANAGEMENT APPROACHES A
Page 11 and 12: Medicare and Medicaid health progra
Page 13 and 14: Public Business High Performance Pa
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 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 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
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early intervention; and an early ch
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CAREGIVER/EMPLOYER PROJECT CENTERS
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Medicare insurer, CMS was the ultim
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A 1996 survey of La Alma/Lincoln Pa
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Public Business High Performance Pa
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and establishing performance manage
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PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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The Lapham Park Venture originally
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THE DATA TRAP No partnership can cl
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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SURVIVING TRANSITIONS IN LEADERSHIP
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Without a well-documented mission s
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FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
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FIGURE 6-6 STRATEGIC PLANNING CYCLE
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BALANCING FOCUS AND FLEXIBILITY The
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Asset mapping is key to determining
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8. Use third-party payment opportun
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partners agree that redirection is
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Individual governmental units, foun
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dedicate resources to effective ong
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The business community does not imm
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TABLE 8-3 FAMILY STRENGTHENING COAL
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Organizations may feel that a partn
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The PODER Project was a six-year in
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Neighborhoods in Bloom operates in
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Results Characteristics • Derive
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FIGURE 10-2 PHASES OF LEADERSHIP Ma
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The CMS Employer/Caregiver Workgrou
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Informal communications strategies
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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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