Transcript
  • 00:00    |    
    Initial credits
  • 00:06    |    
    Introduction by Juan Carlos Salazar
    • A special space for dialogue to discuss ideas and not people
    • and
  • 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 n , Oliver W. Porter (2006)
    • Quotes n , 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


Sandy Springs: A Success Story in Public-Private Partnerships

New Media  | 05 de septiembre de 2013  | Vistas: 29

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.


Conferencista

Oliver Porter is chairman of the Governor's Commission on Sandy Springs,…

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Nuestra misión es la enseñanza y difusión de los principios éticos, jurídicos y económicos de una sociedad de personas libres y responsables.

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