LEADER 02958nam 2200469 450 001 9910816463203321 005 20230526184436.0 010 $a0-8214-4599-5 035 $a(CKB)4340000000192583 035 $a(MiAaPQ)EBC4926027 035 $a(Au-PeEL)EBL4926027 035 $a(CaPaEBR)ebr11417558 035 $a(OCoLC)994883002 035 $a(MdBmJHUP)musev2_87454 035 $a(EXLCZ)994340000000192583 100 $a20170512h20172017 uy| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aEmpowering the public-private partnership $ethe future of America's local government /$fGeorge V. Voinovich ; introduction by R. Gregory Browning and Hunter M. Morrison ; afterword by Hunter Morrison 210 1$aAthens, OH :$cOhio University Press,$d[2017] 210 4$dİ2017 215 $a1 online resource (109 pages) 311 $a0-8214-2265-0 320 $aIncludes bibliographical references. 330 8 $aAmerica's urban centers face many challenges, from decaying infrastructure to declining population and a falling tax base. At the same time, there is increasing interest in cities as sites of renewal and economic opportunity. How can city leaders facing financial constraints harness this positive energy in a sustainable way? The story of Cleveland in the early 1980s is a valuable example of how city governments can partner with private entities, businesses, nonprofits, unions, and others, to drive growth and preserve quality of life in urban centers. In the early 1980s, under the leadership of Mayor George V. Voinovich, Cleveland went from financial default to being named "American's Comeback City." This turnaround happened in only a few years, and it's something from which Cleveland still benefits. In fact, the public-private partnership, or P3, model that Voinovich pioneered, has since become the gold standard for cities seeking to maximize resources. Before his death in June 2016, Voinovich developed this handbook, a how-to manual that not only explains the technical aspects of creating these partnerships but also describes in depth how the private sector can be a powerful agent to improve the operations of local government. It outlines the organization of the Cleveland public-private alliance; the motivations of those who gave of their time, talent, and money; and how city officials and their partners monitored implementation of the strategic plan. 606 $aLocal government$zUnited States 607 $aUnited States$2fast 615 0$aLocal government 676 $a970.980 700 $aVoinovich$b George Victor$01648211 702 $aBrowning$b Robert Gregory 702 $aMorrison$b Hunter 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910816463203321 996 $aEmpowering the public-private partnership$93996217 997 $aUNINA