1 / 17

Public-Public Partnerships – A Bootcamp for Communities Hibiscus A

Join the bootcamp to learn about P4s, enhanced leasing contracts, and efficient partnership models for mutual benefit. Explore budget realities, best practices, and changing operational environments in public agencies and defense sectors. Discover the importance of partnerships, common interests, and shared resources in driving efficiencies.

keiki
Download Presentation

Public-Public Partnerships – A Bootcamp for Communities Hibiscus A

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Public-Public Partnerships – A Bootcamp for Communities Hibiscus A

  2. P4s Public-Public Partnerships (P2) Public-Private Partnerships (P2) Hans Uslar, City of Monterey

  3. Partnership Models PUBLIC – PUBLICPARTNERSHIP PUBLIC - PRIVATE PARTNERSHIP “P 4s”

  4. Nothing new… Municipal Services Partnership Property Leases Cooperative Agreements P 4s Enhanced Use Leasing Service Contracts Host/Tennant Agreements

  5. What is new? • Budget realities are forcing ‘new’ paradigms • Appropriate actions are required on both sides of the fence • Best practices still contain large saving potentials • AND: For the first time ADC/DoD/ICMA/… are trying to create a toolkit for P4s…

  6. Definition • Partnerships are built upon common or mutually supporting goals • Partners benefit from the partnership • Partnering requires two or more organizations • Partners share investments, execution and rewards • Partnerships carry both a legal and moral imperative to share risk

  7. What IT IS NOT • Transferring risk from one partner to the other • Trying to USE the partner’s funding sources to supplement for own lack of resources = P3

  8. Situation Assessment within the Services • The Operating Environment Continues to Shape Strategies to Gain Efficiencies • Centralization (e.g., organizational, processes, authorities) • Consolidation (e.g., BRAC, Joint Bases, merging career fields) • Leveraging best practices from private sector, agencies, & internal change management efforts • Incorporation of asset management principles into business processes • Expanding Public Private Partnerships The Operating Environment is Changing • Defense budgets are shrinking • Weapon systems are aging • Personnel management costs are increasing • Congressional oversight is increasing • SECDEF Efficiency Initiatives are taking shape • Continued “risk” in infrastructure

  9. Situation Assessment within Public Agency • The Operating Environment Continues to Shape Strategies to Gain Efficiencies • Consolidation of departments into ‘Super Departments” • Regional collaboration; examples Police, Fire, Public Works, Library • Leveraging best practices from private sector, agencies, & internal change management efforts • Incorporation of asset management principles into business processes The Operating Environment is Changing • Budgets are shrinking • Aging infrastructure will consume bulk of scarce $$s • Public salaries/benefits are questioned • Decision making requires more encompassing consensus • Continued “risk” in infrastructure

  10. Why is it important… • Commonalities of Interest exists • Redundancies are not affordable anymore • Partnerships will create mutually beneficial values • Partners will improve mission efficiencies in their respective core abilities • Core abilities can be different • Train warriors or maintain roads “The complete is more than the sum of its pieces”, Aristotle

  11. Commonalities of Interest Example:Public – Public Partnerships • Serve their populations (residents/soldiers/families) • Be cost effective(manage tax payers dollars) • Keep base open – operate efficiently CITY MANAGER = GARRISON COMMANDER

  12. Commonalities of ResourcesExample:Public – Public Partnerships City = Garrison • Infrastructure (streets, buildings, sewer, etc.) • Personnel & Hierarchies to maintain infrastructure (directors, managers, supervisors, line-employees, etc.) • Redundant engineering, public work staff working on identical issues (sustainability, energy reduction, maintenance, stretching the allocated dollars, etc.) • Redundant contracting vehicles within communities (from trivial to complex; i.e. custodial cleaning to telecommunications services)

  13. Partnership Models PUBLIC – PUBLICPARTNERSHIP PUBLIC - PRIVATE PARTNERSHIP “P 4s”

  14. Partnerships • Create value • Leverage Resources • Address common issues / threats • Spread the risk

  15. Monterey Model-Base Operation Maintenance Services • Since 1998 • Economies of scale • Documented cost savings and efficiencies (2011 estimate 22% less than other service providers) • City General Fund benefits • Garrison’s O&M dollars lasts longer

  16. Visit Monterey July 22 – 25, 2012 ADC Summer Conference in Monterey

  17. Questions? Hans Uslar Assistant Director Plans and Public Works City of Monterey uslar@ci.monterey.ca.us (831) 646-3884

More Related