Building A Framework For Successful Partnerships

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NASHO 4th Annual Leadership SummitAugust 1 2,
2006 Value and Profitability in Specialty
Partnerships
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Building A Framework For Successful Partnerships

• NASHO
• August 2, 2006
• San Diego, California

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Partner
From Middle English One that shares
Partnership The state of having shared
interests or efforts
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Partner
Equal
Leader
Colleague
Parasitic
Manager
Contractor
Friend
Provider
Simbiotic
Complimentary
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Key Components of Effective Partnerships

• Clear leadership (champions)
• Common framework (culture and values)
• Shared common vision
• Flexible management
• Efficient communication and evaluation
• Open discussion of barriers

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Practical Steps to Managing Partnerships

• Active relationship management
• Starting the process with dialogue is vital
• Partnerships, like life, can be difficult
• Clarity of obligations
• Determines if the partnership is viable
• Agreed upon ground rules
• Feedback is important to review
• Reciprocity is key
• Remember quid pro quo

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A Quick Guide To Working With Gargantuan
Bureaucracies
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You Are Not An Anthropologist

• Remember that we are the experts on ourselves

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You Are Not An Anthropologist

• Theres always another way to look at a situation.

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Deliver What You Can Deliver

• Dont mix up selling with helping
• Do you do a few things well or many things
  average?

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Dont Try To Sell Us What We Dont Want

• Look for customized opportunities to suggest
• Demonstrate how you will improve our bottom line
• Give us what we ask fornot what you think we
  should have

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Speak In Our Language

• Find a mentor in the Company and learn the values
  and skills they offer

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Play Well Together In The Sandbox

• No fighting amongst yourselves
• Coordinated efforts make everyone look good

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Context Is Everything

• Share with us the background that leads you to a
  particular position or product

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Context Is Everything

• Things arent always self-evident

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The poor man who enters into a partnership with
one who is rich makes a risky venture. - Titus
Maccius Plautus a risky venture.
By the time a partnership dissolves, it has
dissolved. - John Updike
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FrameworkforSuccessful Partnerships
NASHO 4th Annual Leadership Summit Presented by
Kathlyn Mead August 2, 2006
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Why Establish a Partnership?

• Your organization or team doesnt have the
  expertise to perform some of the necessary
  activities
• It is more cost effective or efficient to partner
  with another organization
• There is a short term need for specific
  activities
• Demonstrating the capability for partnership
  reflects well on your organization to shared
  clients

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Beginning a Successful Partnership

• Success is not the result of spontaneous
  combustion.
• You must set yourself and others on fire!
• - Reggie Leach (modified)

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Defining the Partnership

• The partners have mutual goals
• The partners have reached strategic and tactical
  alignment for meeting established goals
• The organizational cultures embrace and support
  the partnership model
• The partners have an interest and respect the
  non-partnership aspects of one anothers
  business

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Partnership Dynamics

• Organizational cultures may not mesh
• Naturally competitive spirits may need to be
  addressed
• Individual participants may not support the
  partnership
• Partners may truly recognize the value the
  partnership adds collectively and individually

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The Eye Health Management Partnership

• Blue Shield CalPERS Sector and VSP
• With support of a CalPERS Board member as the
  partnership champion
• The goal is to improve the overall health status
  of CalPERS members

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The Eye Health Management Partnership

• 2 Key Objectives
• Raise awareness about the importance of annual
  eye exams
• Share data to assist with disease management and
  wellness strategies

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The Eye Health Management Partnership

• Commonly detected conditions from eye exams
• Diabetes/diabetic retinopathy
• Glaucoma
• Macular Degeneration
• High Cholesterol
• Hypertension

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The Eye Health Management Partnership

• Continuity of care
• Eye care for the patient with diabetes requires
  a partnership between the primary physician, the
  eye-care specialist, and the patient.
• - Centers for Disease Control

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The Eye Health Management Partnership

• Eye care expands access to health care
• 60 of Americans need corrective eyewear
• Visiting the eye doctor is easy
• People more frequently visit the eye doctor than
  the primary physician

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The Blue Shield and VSP Strategy

• Start small expand as goals are met

Establish a pilot to review claims data for all
State employees
Establish Necessary Patient Reporting
Establish Necessary Reporting Between Providers
of Care
Establish Necessary Reporting Between Partners
Meet HIPAA Privacy Standards
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Partnership Success

• Agreed on desired goals kept it simple
• Involved key participants in the planning process
• Respected opinions, ideas, limitations, and
  constraints
• DWYSYWD Established and meet expectations
• Showed support for one another

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Beginning a Successful Partnership

• To succeed as a team is to hold all the
• members accountable for their expertise.
• - Mitchell Caplan

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NASHO 4th Annual Leadership SummitAugust 1 2,
2006 Value and Profitability in Specialty
Partnerships