00:00    |    
Initial credits
00:06    |    
Introduction by Juan Carlos Salazar
A special space for dialogue to discuss ideas and not people
Conversatorio Urbanoand Encuentro Ciudad
02:59    |    
Oliver Porter
The start of a new city in Georgia: Sandy Springs 
Accomplishments of a fully operational city 
Effects of local governments in individual lives
Three levels of government in the free world: Federal, state and local 
Debt and overspending in the government sphere
Development for a solution of government financial liabilities 
Concern of common citizens to improve the situation of their government 
Traditional city under the classical model of governance 
Three tiers of public servers: Elected officials, administrative level and the workforce
Replacement of the public workforce by the private industry in the new city model 
Private industry as a tool for workforce 
11:36    |    
A brief history of the development of the new model 
Sandy Spring's fight for city legislation 
2002: The change of power, an opportunity for independence
Development of a plan for implementing a city and the failure of the independence bill 
2004: The House of Representatives' support for the Sandy Springs bill 
2005: Creation of a voluntary taskforce
Central dilemma and difficulty of developing a fully operational city 
Alternatives of a traditional city: Faith in private industry 
Private competition for public demands 
Lack of authority for change, the creation of the commission 
People's referendum for a new incorporated city 
Oliver Porter's election as chairman and preparation for the installment of public services
The public bidding process 
Selection of a private company for providing public services 
End of the line: A successful implementation of public-private partnership
25:30    |    
Description to the public-private partnership model 
Objective of the present model
Different areas of private services
Technological innovation and cost-sharing
Maximization of equipment, flexibility and utility of personnel
Improvement in employee morale and service to the community
Byproducts of technological innovation in public service
Efficiency and responsiveness as indicators of the city's success
Concluding the effects of public-private partnership
37:38    |    
Sandy Springs as a model of success
Efficiency
Elements of the private contract
Creation of the police and firefight forces
Determining the level of services needed
Responsiveness
Improvisation of services in every department
Internal measurements for citizen satisfaction
A government for the people
Capital improvement program and reserve fund
Lack of long-term liabilities
High participation in democratic elections
Adoption of the new model in domestic and international cities
Start-up city in Honduras
Creation of the country of Belle Isle in Detroit
Quotes Creating the New City of Sandy Springs, The 21st Century Paradigm: Private Industry, Oliver W. Porter (2006)
Quotes Public-Private Partnerships for Local Governments, Oliver W. Porter (2008)
54:30    |    
Adoption of the alternate model for existing cities
Distinction between contracting and privatization
Importance of politics for reform
Existing public personnel as a pressure group against change
Final words
01:03:00    |    
Question and answer period
How can we work for an internal power balance?
How do we stop politicians from receiving benefits for public services?
How can we avoid corruption in privatization and private contracts for public services?
Can politicians be involved in the process of the new model?
Who is in charge of reviewing the public services to guarantee their quality and how can it be a transparent review?
Can the police and firefighting forces derive from a private contract?
Is a transition from federal to municipal police forces feasible? Is it a better system?
Is the work from smaller communities more efficient?
Do you believe it is possible to have a sustainable city without debt?
01:21:18    |    
Final words
01:21:25    |    
Final credits



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Sandy Springs: A Success Story in Public-Private Partnerships

05 de septiembre de 2013   | Vistas: 1 |  

Oliver Porter created and implemented a public-private partnership model in the city of Sandy Springs, Georgia, United States, that has revolutionized the way a city works and provides services to its citizens, because prior to the implementation of this innovative system, the local government was filled with inefficiencies and shortcomings on the provision of the basic services. Porter explains step by step the renewed norms in governance that brought the much needed efficiency and responsiveness to the municipal administration, resulting in overwhelming benefits to its residents. In the adoption of this policy, Sandy Springs has become a successful and clear example of growth and transparency in a world of economic distress.


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Universidad Francisco Marroquín

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