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*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Partnership Design For Metropolitan Governments,Brian Evans,Natalie Oldani,Katie Keck,John Kinsella,Erinn Monroe,Andrew Zouev,Presentation Overview,Background and Methodology,Partnership Definitions and Case Studies,Analysis and Recommendations,Background,Challenges Facing Metropolitan Governments,Globalization,Technological change,Urbanization,Population growth,Goals,Livability,Competitiveness,Strategies,Governmental Restructuring,Financial Reform,Strategic Planning,Partnerships,Objectives,Cities for citizens,Coherence in policy,Co-ordination,Endogenous development,Efficient financial,management,Flexibility,Participation,Particularity,Social cohesion,Subsidiarity,Sustainability,Synthesis of OECD Framework,Partnerships,Two types,Public-Private,Public-Civil Society,Principal-agent problem,Adverse selection,Moral hazard,Public-Private Partnerships,Partner with for-profit NGOs,Achieve greater efficiency by,providing,goods and services,Two types,Privatization,Contracting of private firms,Three Public-Private Case Studies,Auguas Argentinas,Water provision(privatization),restad Development Corporation,Infrastructure in Copenhagen(contracting),Opportunities Industrialization Center,Social Services in Milwaukee(contracting),Public-Civil Society Partnerships,Partner with civil society non-profit organizations,Achieve greater efficiency by,collaborating,to provide goods and services,Emphasis on voluntary public participation,Three Public-Civil Society Case Studies,Metropolitan Toronto Action Committee on Violence Against Women and Children(METRAC),Public safety,Central Atlanta Progress(CAP),Urban Development,Lumanti Support Group for Shelter,Shelter assistance,Analysis of Partnerships,Case studies,Varying degrees of success in terms of OECD objectives and goals,Tradeoffs,Information asymmetry,Uncertainty,Risk,Mitigating Principal-Agent Problems,Adverse Selection and Moral Hazard,Identify sources of inefficiencies,Evaluate strengths and weakness of government and partners,Reduces uncertainty and risk,Establish a system of accountability,Clearly define roles,project goals,and deadlines,Creates transparency,Prior to Establishment of Partnership,Determine need for a partnership,Assess contractors ability and intentions by obtaining financial reports verified by an independent auditor and information regarding prior contracts and customer service records,Clearly establish roles and responsibilities of both parties,Throughout Partnership,Require regular reporting to stakeholders and public,Set performance measures and deadlines,Evaluate and revise performance measures and deadlines,Continue governmental oversight and monitoring,After Partnership,Evaluate project and opportunities for further projects,Public-Private Partnership Design Recommendations,Public-Civil Society Partnership Design Recommendations,Prior to Establishment of Partnership,Determine opportunity for a partnership,Assess NGOs ability and intentions by evaluating mission,prior accomplishments and reputation,Clearly establish roles and responsibilities of both parties,Throughout Partnership,Require regular reporting to stakeholders and public,Set performance measures and deadlines,Evaluate and revise performance measures and deadlines,Continue governmental oversight and monitoring,Evaluate project upon completion,Thanks for listening,Questions?,
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