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
Synthesis of OECD Framework
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
Goals
Livability
Competitiveness
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)
Ørestad 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

Central Atlanta Progress (CAP)
 Urban

safety
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
Public-Private Partnership Design
Recommendations
Determine need for a partnership
Prior to
Establishment
of Partnership
Assess contractor’s 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
Require regular reporting to stakeholders and public
Throughout
Partnership
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-Civil Society Partnership
Design Recommendations
Determine opportunity for a partnership
Prior to
Assess NGO’s ability and intentions by
Establishment
evaluating mission, prior accomplishments and
of Partnership
reputation
Clearly establish roles and responsibilities of
both parties
Require regular reporting to stakeholders and
public
Throughout
Partnership
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?