High-Performance Partnerships - National Academy of Public ...
High-Performance Partnerships - National Academy of Public ...
High-Performance Partnerships - National Academy of Public ...
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partners agree that redirection is best, they<br />
may be unable to undertake it quickly. <strong>Public</strong><br />
and nonpr<strong>of</strong>it funds and staff generally are<br />
committed to existing programs; freeing assets<br />
may take time.<br />
The Strategy<br />
A comprehensive asset map identifies all partner<br />
and community assets that may help solve<br />
the issue at hand. The degree to which these<br />
assets are redirected should be delineated in<br />
detail in a business plan. Each member should<br />
For HFP, as much as 15 percent <strong>of</strong> the funding is<br />
redirected partner resources. This equaled nearly<br />
$700,000 in fiscal year 2000.<br />
Healthy Families Partnership (Hampton)<br />
understand what it is expected to contribute<br />
and what it will receive in return. The business<br />
plan should document each partner’s<br />
responsibilities and resource commitment.<br />
Negotiation and compromise may be required.<br />
The partnership should understand the member’s<br />
interests when soliciting resources. How<br />
can redirected resources contribute directly to<br />
the stated mission? Participating organizations<br />
<strong>of</strong>ten receive benefits beyond the partnership’s<br />
explicit scope. Articulating additional benefits<br />
is important. For example, Kaiser Permanente<br />
developed health care strategies for the<br />
Medical Care for Children Partnership and<br />
replicated them for other client groups and<br />
geographic areas. Reciprocity is a tremendous<br />
tool for obtaining external resources and redirecting<br />
partner resources.<br />
COORDINATING AND MAXIMIZING<br />
RESOURCES<br />
The Challenge<br />
Resources are generally limited, so maximizing<br />
them is critically important. Efficient resource<br />
utilization and accountability for results are<br />
imperative to retain funder and stakeholder<br />
Prior to the Venture, the Milwaukee County<br />
Department on Aging provided case management<br />
to older residents at Lapham Park<br />
through traditional means. More than 22 case<br />
managers visited various residents at Lapham<br />
Park. By redirecting case management through<br />
an on-site partner—SET Ministry—the number<br />
dropped from twenty-two to two. Plus,<br />
on-site case managers were there eight hours<br />
a day, not just for a half hour at a time. They<br />
got to understand their clients’ needs and the<br />
overall Lapham community much better, and<br />
<strong>of</strong>ten assisted as needed. Services were delivered<br />
much more efficiently and effectively.<br />
Chriss Hess and Barbara Moore,<br />
Lapham Park Venture (Milwaukee)<br />
97 Powering the Future: <strong>High</strong>-<strong>Performance</strong> <strong>Partnerships</strong>