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PUBLIC-PRIVATE PARTNERSHIPS FOR BETTER GOVERNANCE

PUBLIC-PRIVATE PARTNERSHIPS FOR BETTER GOVERNANCE. A Presentation at the Learning Retreat by Samuel Paul Public Affairs Centre Bangalore, India. Antananarivo January 15-17, 2004. WHY PUBLIC PRIVATE PARTNERSHIPS?. Reduce overload on governments Augment resources and skills for governance

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PUBLIC-PRIVATE PARTNERSHIPS FOR BETTER GOVERNANCE

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  1. PUBLIC-PRIVATE PARTNERSHIPS FOR BETTER GOVERNANCE A Presentation at the Learning Retreat by Samuel Paul Public Affairs Centre Bangalore, India Antananarivo January 15-17, 2004

  2. WHY PUBLIC PRIVATE PARTNERSHIPS? • Reduce overload on governments • Augment resources and skills for governance • Promote openness and transparency in governance • Increase public accountability

  3. PARTNERSHIPS: NATURE AND SCOPE • No standard model or recipe – they vary in scope and range • Partnerships can work at different levels • Shared decision making implied in all models • Specific design will depend on sector / problem • Work only when there is mutual trust among partners

  4. A GOVERNMENT-INDUSTRY PARTNERSHIP IN PRIMARY EDUCATION • Children’s learning is key to education • A bold initiative by a leading industrialist through his foundation, covered three major states of India and over 5000 villages • Objective is to make “learning guarantee” work in the participating schools in partnership with Government • The learning guarantee programme focuses on the quality of learning and the management processes that facilitate it

  5. A GOVERNMENT-INDUSTRY PARTNERSHIP IN PRIMARY EDUCATION • The private foundation ensures the technology and related support to the programme • The foundation is committed to further scaling up of the project

  6. A PARTNERSHIP IN URBAN GOVERNANCE • In Bangalore (population: 6 million), unsatisfactory urban services in the 1990’s led to pressure from below for reform • An important government response by the Chief Minister of the State was to create the “Bangalore Agenda Task Force” (BATF) with members drawn from both the public and private sectors • BATF was chaired by a prominent corporate leader from the IT sector

  7. A PARTNERSHIP IN URBAN GOVERNANCE • It adopted an unconventional approach in its working. It held “summits” where service providers unveiled their action plans and reforms • It raised additional funds for reforms/projects and provided expert advice to the agencies • It informed and involved the public about the progress of this work • After three years, there is evidence that this partnership is working

  8. KEY CITY AGENCIES • BMP - Municipal Corporation • BESCOM - Electricity • BWSSB - Water Supply Board • BDA - Land Development Authority • BMTC - Metropolitan Transport Corporation • POLICE - City Police • BSNL - Telecom Department • RTO - Motor Vehicle Licensing • GOVERNMENT HOSPITALS

  9. THE EVIDENCE: IS THERE A TURNAROUND? General Households

  10. THE EVIDENCE: IS THERE A TURNAROUND? General Households

  11. THE EVIDENCE: IS THERE A TURNAROUND?

  12. THE EVIDENCE: IS THERE A TURNAROUND? General Households

  13. WHAT ACCOUNTS FOR BATF’S SUCCESS? • Political support and commitment by the Chief Minister • The public commitments made by the city agencies and their leaders • The public monitoring process that led to both transparency and public participation • BATF’s role as a catalyst, generator of modest funds and source of technical assistance • Shared vision by the Chief Minister and the BATF

  14. WHY DO PARTNERSHIPS FAIL? • Lack of genuine interest and commitment of the partners • Highly unequal relationships among partners (example a weak private sector / NGOs) • Inability of either partner to mobilize the needed resources • Lack of mutual trust and respect among partners • Lack of credible leadership • An indifferent civil society that fails to demand accountability.

  15. CRAFTING PARTNERSHIPS: SOME QUESTIONS • What are the problems in governance that can be solved through partnerships? • Is the political and administrative culture and context of the country conducive to partnerships? • Does the diagnosis of the governance problems point to the need for public-private partnerships? • Can the inputs from the government and the private / NGO sector be clearly identified?

  16. CRAFTING PARTNERSHIPS: SOME QUESTIONS • Are the leaders from the two sides willing and able to provide the resources and skills to make the partnership work? • Are there credible ways to monitor the partnerships performance? • Can civil society, media, etc., be encouraged to support the partnership?

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