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

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RESOURCES chapter seven I n addition to garnering external support, a successful partnership should marshal resources from its members. If members have a stake in the endeavor, they are more likely to perform. Does real collaboration even exist if partners are unwilling to redirect their resources to meet the mission? Beyond acquiring sufficient resources, a successful partnership must manage them effectively. Performance is assessed by results and the efficiency with which they are achieved. HOW TO MEET CHALLENGES TO RESOURCES OBTAINING ADEQUATE RESOURCES The Challenge It is rare that money is no object. Communities often must scrape and prioritize to accumulate enough money to tackle the tough problems. Venture capital for a startup operation is even harder to acquire. Although some federal programs have recognized the value of cross-sector partnerships, silo-based funding remains the norm in the public sector. Many funders do not truly understand the concept of partnerships and their inherent benefits and challenges. As a result, funding can be difficult. The special skills sets required to work in a high-performance partnership are scarce, as well. Staff must be equipped to manage teams in a cross-cultural environment, yet the relative newness of this approach has limited the number of professionals with such experience. Recruiting and retaining them remain a significant challenge. Time is the most intensive yet most underestimated resource required for collaboration. Assembling the partners, building relationships among them, meshing their agendas, and launching the operation require enormous time and energy. Short cuts on the front-end can produce instability and inefficiency later, so successful long-term partnerships invest the time to do it right. The Strategies 1. Prepare a business plan at the partnership’s inception. A partnership should develop a strategic plan that incorporates business principles and the resources needed to accomplish each task in a specified timeframe. The plan should not only outline cash resources, but other tangibles and intangibles. It is common for a partnership to initiate activities without having sufficient resources. To overcome this, the plan should outline what can be accomplished with the resources available, and how to fill the gaps. The partnership should start with a manageable work program and grow to scale as funding permits. Healthy Families developed an extensive business plan to raise funding and other resources to support its activities. The plan outlined a sponsorship program containing five levels of contribution. For each sponsorship level, the plan detailed: • the amount required • a list of qualifying sponsorship opportunities and in-kind services and products • what the donor would receive in publicity and recognition • targeted businesses for each category of sponsorship • how the businesses would be approached Healthy Families Partnership (Hampton) Business Plan, 1999 92 Powering the Future: High-Performance Partnerships
Asset mapping is key to determining what the community, individual partners, and other sources can provide. This element can help to avoid duplication and to identify gaps. A partnership may employ numerous strategies to attain an adequate resource base. The appropriate mix depends partially on the characteristics of the partnership and the environment in which it operates. 2. Link resources to results that are significant to potential funders. The best way to secure resources is to make the partnership’s results relevant to potential providers, whether they are public, business, or nonprofit. The business community in Fairfax, Virginia has been very supportive of the Medical Care for Children Partnership, not only because it is a good philanthropic activity but because working parents miss less work. Healthy children are more likely to succeed at school and “MCCP engaged in asset mapping to identify resources in the community. It broadened the base of support by adopting the perspective that if you lived, worked, or invested in Fairfax County, you had an obligation and a great opportunity to meet the health care needs of the community’s children.” Medical Care for Children Partnership (Fairfax) FIGURE 7-1 ASSET MAPPING Resources Needs • Partner A • Community • Partner B • Partner C • Friend of Partner C etc. • Space • Money • Time • Management Skills • Office Equipment etc. Partnership Results Source: Barbara Moore, Lapham Park Venue (Milwaukee) 93 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
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FIGURE 3-5 MEDICAL CARE FOR CHILDRE
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“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 and 86: Without a well-documented mission s
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 93: Public Business High Performance Pa
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
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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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