Mayors and Businesses Driving Economic Growth, U.S. Conference of Mayors, 2016

This collection of case studies in collaboration between local government and the private sector “showcases outstanding and innovative public/private partnerships submitted by the Mayors Business Council to inspire other cities and companies to work together in addressing the economic challenges facing cities and our nation. Mayors and business leaders agree that creative public/private partnerships are a major force in shaping cities of the 21st century, and experience has shown when businesses and local governments work together, our cities benefit and our nation is stronger.”

The Transformative Effects of Public-Private Partnerships in Cleveland: An Inside View of Good Government under Mayors Voinovich and Jackson, Urban Publications, Vera Vogelsang-Coombs, William M. Denihan, and Melanie F. Baur, 2014

“This article focuses on two mayoral-led public-private partnerships designed to renew good government in Cleveland — Mayor George Voinovich’s Operations Improvement Task Force (OITF) (1979-1982) and Mayor Frank Jackson’s Operations Efficiency Task Force (OETF) (2006-2009). … The article concludes with the lessons learned and the governance implications of a mayoral-led public-private partnership in fostering long-term (transformative) administrative change. This article shows how both mayoral-led public-private partnerships quietly transformed Cleveland’s government to meet the demands of fewer resources, greater complexity, more transparency, and more timely decisions in the delivery of public services to citizens.”

The Collaborative Service Delivery Matrix: A Decision Tool to Assist Local Governments, ICMA, Alliance for Innovation, and the Center for Urban Innovation at Arizona State University David Swindell 2015

This tool is intended to help “local leaders and their staff determine whether the conditions for expanding collaborative service delivery efforts may help local governments … achieve their goals. The tool is in two parts. The first part helps communities determine whether or not a collaborative arrangement is a good idea … regarding delivery of a specific service. The second part helps those that want to pursue a collaborative arrangement (as determined by part one) choose from among five fundamental types of collaborative arrangements by using the same information developed in part one of the tool.”

Successful Public-Private Partnerships: From Principles to Practices, Urban Land Institute, Stephen B. Friedman, 2016

“The purpose of this publication is to build on the [Urban Land Institute’s] Ten Principles [for Successful Public/Private Partnerships] to provide public and private sector representatives with an understanding of both the necessity for, and the obstacles and opportunities inherent in, PPPs and a toolkit of best practices for the creation of effective [real estate] PPPs. It is written with the goal of helping both the public and private sectors understand each other’s needs, expectations, and resources. It is intended to be applicable to a broad range of communities, not just large cities or other jurisdictions undertaking news-making projects.”

Toolbox Overview for Building Needle-moving Community Collaborations, White House Council for Community Solutions, 2012

“The [White House Council for Community Solutions] has developed this Community Collaboratives Toolbox to guide communities in creating or improving their own needle-moving collaboratives. … The Community Collaboratives Toolbox includes a detailed guide of key activities and resources for each
stage of a collaborative‘s ‘life cycle,’ as well as an assessment module to better understand whether a
collaborative is prepared to move to the next stage. There are also tools on how to structure collaboratives most effectively and how to best generate meaningful community participation.”

The Collaborative City: How Partnerships between Public and Private Sectors Can Achieve Common Goals, Freedman Consulting, LLC and Bloomberg Philanthropies, 2013

“Through the lens of New York City’s experience, this report seeks to provide a framework for understanding how public-private partnerships have evolved as a new and more powerful tool for city government. Part of this formula relies on structures that facilitate and coordinate effective collaboration across sectors. Another part is a culture of experimentation, inspired by Mayor Bloomberg’s experience as a private sector entrepreneur. This report explores both of these elements, providing a roadmap for leaders seeking to leverage the private sector and effect change in their cities.”

Community Based Public-Private Partnerships (CBP3s) and Alternative Market-based Tools for Integrated Green Stormwater Infrastructure: A Guide for Local Governments, U.S. Environmental Protection Agency, 2015

“This document presents a model Community Based Public Private Partnership (CBP3) program, with a variety of emerging market-based tools, that will help municipalities … meet their stormwater management regulatory and community development municipal stormwater management program needs. A key foundation of this approach is the establishment of a long-term operating space for shared interests between the local jurisdiction and the private-sector partner, whereby partners can share risks and take advantage of what each partner does best in order to achieve desired performance goals and objectives.”

PFS + ECE: Pay for Success Early Childhood Education Toolkit, Urban Institute, 2016

“This toolkit is designed to guide jurisdictions and their partners through the core elements of a PFS project in early childhood education: the existing evidence for early childhood interventions, the role of data, the measurement and pricing of outcomes, program funding and financing, implementation, and evaluation design. The toolkit includes a series of helpful features, including checklists, charts, and questions for consideration, to help direct and clarify thinking around the feasibility of pay for success to scale what works in early childhood education. Together, these briefs can help jurisdictions decide if pay for success is the right approach for them — and if so, how to get started.”

How Public Policy Can Support Collective Impact, Collective Impact Forum, FSG, and Forum for Youth Investment, 2014

“Using a collective impact approach, cross-sector partnerships across the country are working hard to tackle challenges in education, crime, health, poverty, unemployment, and many other areas. … Too often, however, federal, state, and local policies impede rather than enhance the conditions necessary for communities to operate collectively to address their needs. In fact, some public policies explicitly prohibit the very things that collaborative partnerships need to succeed.” This learning brief outlines and provides examples of the “current policies, governmental structures, and processes [that] do help partnerships achieve collective impact” and shares recommendations for how policy makers, as well as others involved in the policy-making process, can improve public policy’s ability to support collective impact.

Successful Strategies for Broadband Public-Private Partnerships, Institute for Local Self Reliance, Patrick Lucey and Christopher Mitchell, 2016

“The transition from last generation basic broadband networks to next-generation fiber-optic networks is underway. … Smart cities are realizing they need to act or risk being left behind. However, many do not want to embrace the purely municipal model, where the city would engage in direct competition with existing providers. One way for those communities to move forward is with a public-private partnership (PPP). … This paper explores lessons from PPPs and offers in-depth case studies of three high profile models: Westminster and Ting in Maryland, UC2B and iTV-3/CountryWide in Illinois, and LeverettNet in Massachusetts.”