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

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RESOURCES chapter seven Drastic funding shortfalls forced CMS to rethink the assets it had to offer. Former partners withdrew when funding disappeared, challenging CMS to seek new partners. Using this new perspective, CMS realized that it had highly desired assets to offer potential partners, including social marketing research, data, and other sources of expertise. This revelation created opportunities to broker asset exchanges with key partners. Eliminating funding from the relationship actually created a more successful end product. Lindsey Cometa, Centers for Medicare and Medicaid Services 12. Educate funders on the value of partnering. Informed funders are more likely to understand the value of a partnership and contribute to it. The partnership should clearly outline the advantage to individual funders through targeted marketing materials. 13. Seek recognition as a high-performance partnership. A partnership should solicit exposure through publications and conferences and submit its activities for national awards. A stamp of approval from national and regional organizations or an independent third party can facilitate the marketing effort. The Medical Care for Children Partnership received the “Innovations in American Government” Award from the Ford Foundation and the John F. Kennedy School of Government at Harvard University. This is one of the nation’s premier awards for public sector excellence and innovation. MCCP received $100,000, and the publicity that went with the award. This recognition generated significant interest in MCCP’s work. 14. Use volunteers, students, and donated services to limit out-of-pocket costs. Most communities have considerable resources available at no or low cost. Civic associations can provide talent by tapping their membership. Universities and other educational institutions have tremendous expertise available in their faculty and students. As noted earlier, partners can be recruited based upon their own ability to provide resources, including inkind contributions. REDIRECTING PARTNER RESOURCES The Challenge New partnerships seldom have the luxury of obtaining sufficient new resources to fulfill their mission. Instead, they often must redirect existing public and nonprofit resources to support collaborative efforts. Redirecting resources means changing the use of existing funding and other assets to align with the partnership’s purpose. Organizations may be reluctant to join a partnership if their funding is at risk. Loss of control and prior commitments are two causes for partner reticence. Nevertheless, a primary reason for a partnership is the ability to leverage and coordinate resources to address a need. A partnership does not exist if its members retain independent control over all the resources at their disposal. Indeed, the degree to which resource redirection occurs is an important distinction between collaboration and a high-performance partnership. Even if 96 Powering the Future: High-Performance Partnerships
partners agree that redirection is best, they may be unable to undertake it quickly. Public and nonprofit funds and staff generally are committed to existing programs; freeing assets may take time. The Strategy A comprehensive asset map identifies all partner and community assets that may help solve the issue at hand. The degree to which these assets are redirected should be delineated in detail in a business plan. Each member should For HFP, as much as 15 percent of the funding is redirected partner resources. This equaled nearly $700,000 in fiscal year 2000. Healthy Families Partnership (Hampton) understand what it is expected to contribute and what it will receive in return. The business plan should document each partner’s responsibilities and resource commitment. Negotiation and compromise may be required. The partnership should understand the member’s interests when soliciting resources. How can redirected resources contribute directly to the stated mission? Participating organizations often receive benefits beyond the partnership’s explicit scope. Articulating additional benefits is important. For example, Kaiser Permanente developed health care strategies for the Medical Care for Children Partnership and replicated them for other client groups and geographic areas. Reciprocity is a tremendous tool for obtaining external resources and redirecting partner resources. COORDINATING AND MAXIMIZING RESOURCES The Challenge Resources are generally limited, so maximizing them is critically important. Efficient resource utilization and accountability for results are imperative to retain funder and stakeholder Prior to the Venture, the Milwaukee County Department on Aging provided case management to older residents at Lapham Park through traditional means. More than 22 case managers visited various residents at Lapham Park. By redirecting case management through an on-site partner—SET Ministry—the number dropped from twenty-two to two. Plus, on-site case managers were there eight hours a day, not just for a half hour at a time. They got to understand their clients’ needs and the overall Lapham community much better, and often assisted as needed. Services were delivered much more efficiently and effectively. Chriss Hess and Barbara Moore, Lapham Park Venture (Milwaukee) 97 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
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HFP is an excellent model of growin
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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 95 and 96: Asset mapping is key to determining
Page 97: 8. Use third-party payment opportun
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
Page 145 and 146: Appendix C Performance Management G
Page 147 and 148: 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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