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

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MISSION AND PLANNING chapter six Second, the partnership must be accountable. Its progress and results should be assessed as often as data are available. Performance indicators, such as costs, number of clients/customers, and service outputs, should be reported monthly or quarterly. Less frequently available data should be reported as often as feasible. Third, the strategic plan should be tested. The partnership should identify specific short–term actions to test the plan. When timeliness is essential, “plan a little, act, plan a little more, act” is a common strategy, similar to the construction industry’s design-build approach. A partnership can become stuck in a planning or implementation mode, failing to take stock of where it is and make adjustments as needed. An outside monitor can provide a reality check and assist the partnership in being held accountable for implementation activities and actual results. It is unrealistic to expect that the strategic planning model automatically will produce results. High performance seldom comes at the starting gate. A partnership sometimes must take its best shot and rigorously evaluate results to determine the most effective approach to solving complex problems. Although it can present short-term difficulties, trial by error can be an effective way to achieve results. Even if a high-performance partnership strikes a good balance between being mission driven yet flexible, it still will encounter risks. It is vital to be clear, even public, about them. Organizations must understand, publicize, and plan for variables that may work against reaching their goals. In so doing, they can be better prepared to respond positively when adversity occurs. Regardless of any setback, it is important to celebrate and reward successes that occur. Recognizing good performance yields further good performance. It is a tremendous morale-booster for partners and staff and encourages the community and funders to continue their support. The Family Strengthening Coalition experienced significant challenges at the outset in sustaining interest among action-oriented members. Creating the “movement” required the community to think differently about how to build and sustain it. Much time was spent defining and understanding the coalition’s mission and vision. This required a certain amount of endurance and resulted in the withdrawal of participants who were anxious to “do something.” For those dedicated to action, work groups were created to focus on particular community results. At the conclusion of this work, many were more engaged and felt they owned the action steps. A communications team was assembled to provide different methods of communicating to partners and the community. Ellen Quigley, Family Strengthening Coalition (Indianapolis) 88 Powering the Future: High-Performance Partnerships
BALANCING FOCUS AND FLEXIBILITY The Challenge A successful organization must be able to refine its course of action to respond to changing conditions. Many community problems cannot be solved overnight. Providing adequate community health care, ensuring that all children receive a quality education, and revitalizing deteriorated neighborhoods are multifaceted issues. If a partnership is too wedded to its original plan, it may miss targets of opportunity or grow out of sync with community needs. Given dynamic economic, technology, and service environments, an overly bureaucratic approach is not well suited for today’s reality. A high-performance partnership must be flexible and adaptable to such change. However, it cannot be so fluid that it is loses focus or effectiveness. Excessive, undirected change creates confusion and reduces a partnership’s ability to harness and guide its efforts in a coordinated, efficient manner. The Strategies 1. Establish a comprehensive, consistent mission, but adjust specific goals and work plans as conditions demand. A high-performance partnership must keep its “eye on the prize”: the purpose for which it was created. It should not change its fundamental reason for being unless it has solved the need. Changing the mission prior to reaching the goal could hurt a partnership’s credibility and potentially endanger funding and community support. Although its mission should remain constant, a high-performance partnership should routinely rework its strategic plan. The very premise of continuous improvement is the ability to continually adapt to changing needs and conditions. Such change always should be consistent with achieving the partnership’s ultimate purpose. TABLE 6-1 BUREAUCRACY VS. HIGH PERFORMANCE Bureaucracy Model High-Performance Partnership Model Process driven Hierarchical Stable Linear work process Organization focused Mission driven Rapid change Rapid change Networks Customer focused Source: Adapted from Public Strategies Group materials 89 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
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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
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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
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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
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Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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Page 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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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
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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
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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
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
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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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