The Transformative Effects of Public-Private Partnerships in Cleveland: An Inside View of Good Government under Mayors Voinovich and Jackson

The Problem/Solution: To avoid fiscal insolvency and modernize municipalities to fit changing population needs, the mayors of many legacy cities, such as Cleveland, initiate public-private partnerships. Through these mayoral-led partnerships, cities can tap into business and community-based resources to “help manage change that is the reality of urban America” (deWindt, 1981). This paper focuses on the seminal public-private partnership initiated by Cleveland Mayor George Voinovich (1979-1989) and replicated by Mayor Frank Jackson (2006-present). This paper analyzes the distinctive good government and management characteristics of Mayor Voinovich’s Operations Improvement Taskforce that successfully saved Cleveland after the city’s default. It also analyzes Mayor Jackson’s Operations Efficiency Task Force that successfully right-sized city government in relationship to its much smaller population needs. After comparing and contrasting the transformative effects of both public-private partnerships, the paper discusses their good governance and management implications. The paper concludes with lessons learned for sustaining public-private partnerships in legacy cities.