Page numbers refer to the print edition but are hyperlinked to the appropriate location in the e-book.
Page numbers in italics indicate figures or tables.
Aadhaar, 67–68, 74; biometric data for, 62; DigiLocker from, 60; Digital India relating to, 53, 54, 54–61, 336n13; expanded programs with, 57–58; identification card, 54, 59, 336n13; Nilekani with, 56, 56–57; opposition to, 56, 61; as part of JAM, 58–61; proof of identity with, 55; UIDAI and, 62–63
academic and research organizations leadership, 132, 355n28
activity scope, with place-based partnerships, 185–86, 186
Afghanistan: agricultural revitalizations in, 2, 8; community-led economic development strategies in, 42–43, 335n43; Ministry of Agriculture of, 161, 166, 171, 187–88; NGOs in, 193; place-based initiatives in, 180; place-based partnerships in, 186–87. See also Herat
Afghanistan Agricultural Inputs Project (AAIP), 166
“Afghanistan and Pakistan Regional Stabilization Strategy,” 159
Agency for International Development, U.S. (USAID), 262
agribusiness value chains regeneration, 159, 176
Ag sector jobs and cooperatives, grow demand for, 160, 176
American Recovery and Reinvestment Act, 41
analogous results, for capital, blending of, 225, 377n12
analysis framework design, 195; evaluation tools for, 194; multiattribute utility theory and, 194, 372n61
Annie E. Casey Foundation, 136
Apollo Telemedicine, 52, 63, 64, 68, 307; collaboration structure of, 80; process framework and, 70, 74, 75, 76, 77, 78
attributes, for Impact Balance Sheet, 196–97
Barry Diller-Diane von Furstenberg Family Foundation, 121
Berkshire Hathaway, Inc.: annual reports of, xi; Buffett, W., and, xi, 33, 35–38; operational paradigm of, 37–38, 333n25
best available charitable option (BACO), 259–60
blended capital: advantages of, 239–40; analogous results for, 225, 377n12; cross-sector portfolio approach to, 223, 225, 226–29; decentralized teams and leaders with, 223; development and deployment of, 223; of diversified investments, 224, 376n3; efficient frontier relating to, 224, 224–28, 225–26; funders of, 225–26; modern portfolio theory with, 224, 376n1; NGOs with, 226, 377n15; OECD and, 225, 237; performance of, 241; philanthropic, 225–29, 377n18; portfolio approach to, 223, 224–25; for social good, 223–24; social value investing approach relating to, 227; World Economic Forum and, 225. See also financial tools, for blended capital
Blonsky, Doug, 127, 304; as Central Park Administrator, 107; as CPC president and CEO, 96, 100–101, 102, 107–10, 125, 129, 135, 137, 143, 245
Bloomberg, Michael, 8, 96, 104, 253–55, 305, 308, 313–14; FDNY and, 243, 245, 246, 247; High Line and, 117, 121, 126, 133–34; legacy of, 255–56, 387n43; PlaNYC launched by, 272; Rio relating to, 285, 288–89
board members, of Juntos, 211
Bom Jesus Basic Health Care Unit, 217–18
Borough Parks Commissioner, 103–4
Brazil, government in: budget deficits of, 211; companies and corporations relating to, 209; corruption scandals in, 220, 285–88, 290, 292, 297, 301; cross-sector partnership in, 207, 301; economic challenges of, 208–9; effectiveness and accountability in, 207–8; tax system of, 209
Brazil, Juntos in, 222; board members of, 211; Campinas, 212–16; challenges of, 212; donors of, 211; model of, 220; objectives of, 211; partnerships of, 221; across Pelotas, 216–18, 230; private sector leaders and companies with, 210–11; Siqueira as director and president of, 210, 210–11, 305
BRIC economy (Brazil, Russia, India, China), 285
building: of better world, 11–12; Campinas permit process for, 214; of community relationships, 132; of partnerships, xi, 40–42, 129, 334n34
bureaucracies, of government, 3
bus rapid transit system (BRT), 219
business: government and, 22; HGBF operations of, 35
business models, of Herat Cooperative Council Growers Association, 171–73
Caixa Econômica Federal, 297
Campinas, Juntos in, 215, 374n22; building permit process as focus of, 214; citizen participation with, 215; Colab application, 215–16, 218; Comunitas support of, 214; cross-sector portfolio with, 213; government reform as focus of, 213; local government of, 212–13; model of, 212, 216; tax reform as focus of, 213–14
capital allocation decisions, based on iRR formula, 257–58, 389n6
capitalism, Roosevelt reinvention of, 17
Carioca Engenharia, with Porto Maravilha revitalization, 290
Center on Conflict and Development, 160
Central Park, 1, 11, 39, 304, 306, 348n31; Belvedere Castle in, 101, 111, 112, 137; danger in, 102; decline and restoration of, 98–102, 109, 113–14; design of, 97; generation and, 118–19; location of, 97, 102; Moses and, 99–100; partnering for, 103–4; as quintessential nineteenth-century park, 97–98; social movements impact on, 100; success of, 113–14; Tammany Hall relating to, 98–99, 347n5; transformation of, 107; uses of, 97–98
Central Park Community Fund, 103, 106
Central Park Conservancy (CPC), 1, 2, 8; Blonsky as president and CEO of, 96, 100–101, 102, 107–10, 125, 129, 135, 137, 143, 245; campaigns of, 108–12, 111; cross-sector partnerships with, 95–96, 104, 106, 107, 109–10, 113, 117, 125; decentralized park maintenance with, 129; Friends of the High Line and, 95–96, 116; fundraising of, 108–10; leadership relating to, 129, 130, 134, 135–37; with New York City government, 95–96; other parks supported by, 112–13, 350n66; Rogers as CEO of, 104, 105, 105–7, 108, 113, 116, 125, 129, 135, 137, 138, 307; sustainable improvements to, 110–12
Central Park Task Force, 105, 106
charitable donations, Buffett, W., 33–34
Circus Maximus: The Economic Gamble Behind Hosting the Olympics and the World Cup (Zimbalist), 299
citizen participation, with Juntos, 215
Citizenship Act of 1955, in India, 56
City Parks Department, 97, 304
Click Health (Clique Saúde), 218
collaboration, 27; of Apollo Telemedicine, 80; cross-sector, 6, 71–72, 91; of CSCs, 80; government-led, 15; military-civilian, 177–78; of NGOs, 14, 28, 36, 43, 169, 177–78, 335n44; of organizations, 303. See also partner collaboration structure; partnership planning, collaborative and inclusive
collaborative environments, 145
collaborative leadership, emphasis on, 308–9
collaborative partnerships, with Herat, 149
collaborative planning, with Herat, 169
Columbia University, 8, 39
Commander’s Emergency Response Program (CERP), 160
commercial integration and intracountry trade, with Herat, 154
Commission on Privatization, 23
committed leadership, with place-based collaboration, 183
Common Service Centers (CSCs), 65, 66–67; collaboration structure of, 80; process framework and, 70, 76, 77, 78
Comunitas, in Brazil, 8, 221–22, 230, 278; Campinas support, 214; focus of, 207; local governments partner with, 210–12; membership of, 207; as nonprofit organization, 207; philanthropic support by, 208, 209; place-based strategies of, 208; portfolio of, 208, 213; private sector participation and investment with, 210; social value investing relating to, 305, 309, 310–11, 312–13
community: focus of, 5; national security, 29; ownership of, with HGBF, 36, 332n18
Community Action Program, 21
community-based institution, 193
community-based organizations, 10; cross-sector partnerships with, 181
community-centered cooperative model, for Herat, 169–73, 170
community development financial institution (CDFI), 233, 234
community insight, of stakeholders, 193
community-led economic development strategies, in Afghanistan, 42–43, 335n43
community production increase, in Herat, 164–66, 167
community relationships, leadership building of, 132
community support, stakeholder development of, 192–93
Comprehensive Employment and Training Act (CETA), 104
comprehensive strategy, development of, 307–8
conditional privatizations, 24
continual improvement, with place-based collaboration, 184
contracting, with privatization, 27
cooperative principles, with place-based collaboration, 182–84
core identities, of partnership teams, 130, 138, 140; beliefs, 139, 141, 143; loyalties, 139, 141, 143; rituals, 139, 142; shared emotional experiences, 139, 142, 143; values, 139, 142
core identities, with place-based collaboration, 182
Counterinsurgency (COIN) Guide, 149
cross-sector collaboration, 6, 71–72, 91
cross-sector partnerships, 4, 27, 41; in Brazil, 207, 301; case studies of, 7; with community-based organizations, 181; with CPC, 95–96, 104, 106, 107, 109–10, 113, 117, 125; effectiveness of, 181, 318; examples of, 129; with Friends of the High Line, 95–96, 116, 125, 130, 133, 136; with GIN, 262; with government, 2, 10–11; in Herat, 43, 193; with High Line, 95–96, 114–17, 130, 133, 134, 136, 309; important development of, 14; in India, 51–52; with individual stakeholders, 181; iRR formula for, 256, 257; JAM process of, 60–61; models of, 6, 9; with neighborhoods, 181, 184; with nonprofit organizations, 2; organization collaboration for, 303; participants for, 181, 368nn16–17; people relating to, 7–8, 9, 95; phenomenon of, 13; potential of, 14; with private sector organizations, 2; size and prevalence of, 15; social value investing for, 304; success of, 126–27; with telemedicine, 63–65, 64
cross-sector partnerships, definition of, 71–73, 342nn26–27, 342nn29–30, 343n31; interpretations of, 71, 340n11, 341nn15–16; measurements associated with, 71, 73; mutually agreed-upon goals associated with, 71, 73, 342n24; process framework relating to, 71–74; resources associated with, 71, 72–73; teams associated with, 71, 72, 341n22
cross-sector partnerships, evolution of: age of discontinuity, 21–22; fear, 16–17; global challenges and opportunities, 30–31; global scale, 14–15; governing through partnerships, 27–30, 331n58; government, 23–25; government reinvention, 10, 13, 25–27; Great Society, 20–21, 24, 25; interstate partnerships, 18–19; New Frontier, 19–20, 25; PPPs, 13, 15–16, 24, 72, 107
cross-sector portfolio: blended capital approach of, 223, 225, 226–29; financial tools for, 229–39; with Juntos, in Campinas, 213
Curitiba, in Brazil: BRT in, 219; Juntos partnership with, 219–20; model of, 219; stakeholders working with, 220; strategic planning of, 219
data and information, sharing of, 314, 404n37
Davis, Gordon, 104; of New York City Parks Department, 95, 103–5, 113, 125, 134, 304, 307; Rogers working with, 105, 107, 129, 140, 307
decentralized decision making, of government, 3, 10
decentralized park maintenance, with CPC, 129
decentralized teams: blended capital with leaders and, 223; leadership of, 135–37; management of, 128–30, 353n8
Democratic National Committee, 62
Department of Defense (DoD), 29, 42, 43; Ag team of, 154, 158, 161, 162, 164, 166–67, 169, 171, 172, 173, 174; Herat agricultural economic stability and, 149–54, 158, 160, 161, 164, 176–77, 187, 190, 194, 367n84
Department of Energy, 41–42
development and deployment, of blended capital, 223
digital exhibitions, in Museum of Tomorrow, 293–94
Digital India, 51, 52, 67, 86, 303–4, 311; Aadhaar with, 53, 54, 54–61, 336n13; competitors with, 57; initiatives of, 54, 59–60; investment strategy of, 53; IT-related employment opportunities with, 54; Modi with, 53–54, 56, 59, 60, 61, 63, 68, 75, 339n57; mutual operations established in, 307; process framework and, 70, 74, 76, 78, 79; programs offered by, 57–58; telemedicine and, 63, 65
digitalization, with FDNY inspection system, 252–53
diplomacy, of leadership, 131
Disability-Adjusted Life Year (DALY), 259
discontinuity: Drucker on, 21–22; with government, 21–22; with new technologies, 21; privatization movement relating to, 22; reprivatization relating to, 22
diverse teams, building of, 309–10
diversified investments, with blended capital, 225, 376n3
downsizing, of government, 13
Dwight D. Eisenhower National System of Interstate and Defense Highways, 18
economic challenges, of Brazil, 208–9
Economic Commission for Europe, 193
economic development strategies, in Afghanistan, 42–43, 335n43
economic progress, of Rio de Janeiro, 288
economic revitalizations, in Afghanistan, 2, 8
efficient frontier: boundary of, 226; description of, 224, 224–25; expansion of, 225–28; traditional finance relating to, 226
Eisenhower, Dwight David, 18, 19
empowerment of women, in Herat, 153, 166, 187
Energy Innovation Conferences, of the White House, 41–42
equality of opportunity, with market system, xi
eUrban Primary Health Centers, 66, 70, 265
evaluations: for analysis framework design, 194; with Impact Balance Sheet, 198, 199
executive leadership and management training program, 246, 385nn15–17
faith-based organizations (FBOs), 27–28
farm outputs, in Herat, 155
farm-to-table approach, 171
F. B. Heron Foundation, 232
FBI Uniform Crime Reporting, 244
FDNY-Columbia-GE partnership, 247
FDNY Officers Management Institute (FOMI): GE partnership with, 247; graduates of, 248–49, 386n23; Pfeifer and, 248, 386n23; at Welch Center, 247
FDNY Risk-Based Assessment System, 253–54
FDNY Terrorism and Disaster Preparedness Strategy, 248
fear statement, of Roosevelt, 16–17
federal, state, local agencies, 10
finance, with efficient frontier, 225
financial investment, of High Line, 122
financial tools, for blended capital, 227, 378n25; in cross-sector capital portfolio, 229–39; forgivable debt, 229, 234; low-interest long-term loans, 229, 234; low-interest short-term loans, 229, 234; MRIs, 229, 238–39; PRIs, 229, 230–33, 379n32; recoverable grants, 229, 233; restricted private equity stake, 229, 237–38; SIBs, 229, 234–37; traditional grants, 229, 230; zero interest long-term loans, 229, 233–34; zero interest short-term loans, 229, 233–34
financing: innovation with, 313; of Museum of Tomorrow, 294, 301
Fire Department of New York City (FDNY): Bloomberg and, 243, 245, 246, 247; EMS division of, 247, 386n19; executive leadership and management training program for, 246, 385nn15–17; firefighter deaths in, 250; fire prevention of, 249–54; FOMI for, 247–49, 386n23; management review of, 246; operating budget of, 246; performance-based accountability and partnerships for, 245; September 11, 2001 and, 246, 250; Tobin with, 251, 251–52
Fire Department of New York City (FDNY), inspections of, 249, 249–50; digitalization relating to, 252–53; IBM partnering with, 250–54, 307, 312–13; new system developed by, 251–52; pilot-testing relating to, 252
Fire Department Operations Center (FDOC), 248
firefighter deaths, in FDNY, 250
fire-related death prevention, 269–72
Food and Agriculture Organization, of United Nations, 175
food insecurity, in Herat, 151–53
food processing activity, at Herat, 166, 187
“Forever Green: Ensuring the Future of Central Park,” 110
40 Chances: Finding Hope in a Hungry World (Buffett, H. G., and Buffett, H. W.), 45, 46
forward-looking approach, to partnership social value: with monetary output, 264, 392n48, 393nn51–54; Robin Hood Foundation relating to, 263–65
foundational needs, of place-based ownership strategies, 203
foundations. See specific foundations
framework: analysis framework design, 194, 195, 196, 372n61; for Herat, 178; for partnership building, xi, 40–42, 129, 334n34; for portfolio, 223–29, 238–40, 241; process, people, place, portfolio, performance as, 7–9, 68, 147, 205, 241, 304; for social value investing, 42, 47, 225. See also people framework; people framework leadership; process framework
Friends of the High Line, 2, 114, 118; CPC and, 95–96, 116; cross-sector partnerships with, 95–96, 116, 125, 130, 133, 136; development of, 116, 350n69; funding of, 116–17, 119–21; New York City government and, 119–22
funders, 183, 184, 193, 202; of blended capital programs, 225–26; guidance and insight provided by, 190; linkages supported by, 190, 371n47; missions and priorities aligned by, 190; roles of, 77–78
Fund for International Partnerships, of United Nations, 40
funding: of Friends of the High Line, 116–17, 119–21; for Herat Cooperative Council Growers Association, 172, 177; for HGBF, 36–37
GDP per capita increase, xi
General Electric (GE), 247
Gilded Age philanthropists, 32
“Girl from Ipanema, The,” 287
Global Food Security Spectrum, 44, 44
Global Impact Investing Network (GIN), 391nn32–35; cross-sector partnership with, 262; impact investing with, 261–62
Global Partnerships Center, 29
global scale, of cross-sector partnerships, 14–15
Global Water Initiative (GWI), 36
goals: anchor team progress toward, 142; with HGBF, 36; Impact Goal, with iRR, 267, 278–79; Millennium Development Goals, 14; Sustainable Development Goals, 14–15, 225, 258; mutually agreed-upon, 71, 73, 342n24; of partnerships, 5, 77; for people framework, 128, 353n3
government: bureaucracies of, 3; business and, 22; of Campinas, 212–13; challenges of, 3, 10–11; Comunitas with, 210–12; cooperative efforts with, 6; cross-sector partnerships with, 2, 10–11, 27–30, 331n58; decentralized decision making of, 3, 10; discontinuity with, 21–22; downsizing of, 13; focus of, 22; major societal challenges of, 3; of Modi, 61, 63, 65, 66, 95, 333n57; private sector and, 23–25; recovery of, 9; reform of, in Campinas, 213; reinvention of, 10, 13, 25–27; responsibilities of, 3, 4; role of, 32; services of, in India, 2, 7; solutions for, 23. See also Brazil, government in; New York City government; nongovernmental organizations
government-led collaboration, 15
government-led partnerships, 17
grantees as partners, with HGBF, 36
Great Britain Brexit vote, 4
Great Depression, 9, 99; economic growth reignited during and after, 13; unemployment during, 16
Great Society, 24, 25; housing programs of, 21; of Johnson, 20–21; new initiatives with, 20; partnerships relating to, 21
Great Surge, The (Radelet), 4
guidance and insight, of funders, 190
Guidebook on Promoting Good Governance in Public-Private Partnerships, 193
HCL Infosystems Ltd. (HCL), 57
Herat, 312; cultural barriers in, 177; empowerment of women in, 153, 166, 187; framework for, 178; local management with, 178; military-civilian collaboration with, 177–78; multiple farm-owned cooperatives in, 187; place-based programs in, 188, 188
Herat, agricultural economic stability in, 2, 8, 151, 361n7; assessment of, 154–55, 177–78; Borlaug Institute and, 151, 152, 154, 156, 161, 164, 171, 177, 191, 194; collaborative partnerships for, 149; commercial integration and intracountry trade with, 154; cross-sector partnerships for, 43, 193; development model for, 167–69, 168; DoD relating to, 149–54, 158, 160, 161, 164, 176–77, 187, 190, 194, 367n84; food insecurity in, 151–53; importance of, 154; infrastructure for, 153–54; initiatives for, 175–78; malnutrition in, 151–52; poverty in, 152; with production and processing, 154; smallholder farmer in, 157; structural deficiencies relating to, 153–54; unemployment in, 152, 363n24; war and conflict in, 152; women-owned local enterprises in, 43, 166, 177
Herat, development strategies for, 42–43, 335n43; with cultivation, 157, 157–58; expand agricultural education and research, 160–61, 176; with farm outputs, 155; grow demand for Ag sector jobs and cooperatives, 160, 176; in-field missions used for, 158; invest in farmer development, 159–60, 364n48; with new techniques, 156; project support for, 158–59; regenerate agribusiness value chains, 159, 176; U.S. and NATO forces aligning with, 158
Herat, investment opportunities in: feasibility of, 155; impact of, 155; speed of, 155; sustainability of, 155
Herat, place-based initiative for, 150, 176; agricultural development model with, 167–69, 168; brand identity with, 172; collaborative planning with, 169; community-based value built for, 166–69, 365n65; community-centered cooperative model for, 169–73, 170; community production increased in, 164–66, 167; food processing activity relating to, 166, 187; Herat University relating to, 173–75, 174; irrigation infrastructure relating to, 164–65, 165, 187, 365n58; local stakeholders with, 169, 180; long-term stability, 173–75; market expansion with, 167; producer associations with, 171; in Rabāţ-e Pīrzādah, 164, 305, 365n56; research-training program with, 175; small-scale hot houses with, 167; Urdu Khan Research farm relating to, 166
Herat, social value investing integrated in: with people, 161; with place, 162; with process, 162; value chain analysis for, 163
Herat Cooperative Council Growers Association: business models with, 171–73; farm-to-table approach of, 171; funding for, 172, 177; support of, 171–72
High Line, 115, 123, 354n17; construction of, 121; creation of, 2, 8, 11, 351n71; cross-sector partnerships with, 95–96, 114–17, 130, 133, 134, 136, 309; design competition for, 118–19; as good financial investment, 122; real estate development with, 122–25; social value investing checklist with, 304, 308, 311; visitors to, 122. See also Friends of the High Line
High Line Improvement Fund, 119, 136
Homestead Act of 1862, 15–16
housing programs, of Great Society, 21
Howard G. Buffett Foundation (HGBF), 34; Boa and, 45–46; business operations of, 35; common goals projects with, 36; Global Food Security Spectrum of, 44, 44; grantees as partners with, 36; increased funding of, 36–37; local community ownership with, 36, 332n18; long-term investment focus of, 37; management of, 37; people investment of, 43–46; programmatic shifts in, 35–36
Impact Balance Sheet, 39–40, 180, 194–95, 200, 200–201, 201; attributes for, 196–97; Bill & Melinda Gates Foundation relating to, 196, 372n65; customization of, 199; iRR formula and, 196; for place-based program analysis framework, 196
Impact Balance Sheet, criteria for: evaluations with, 198, 199; performance ranges with, 199; program alignment, 197; program objectives, 197–98; program risk, 198; valuations with, 198
impact investing, with GIN, 261–62
Impact Rate of Return (iRR), FDNY and, 268, 273–80; fire-related death prevention, 269–72; Fire Safety Examples, 270, 271; formula for, 269–72
Impact Rate of Return (iRR) formula, 40, 199, 313–14, 334n29; capital allocation decisions based on, 257–58, 389n6; for cross-sector partnerships, 256, 257; customization of, 266–68, 393n55; with fire safety, 258; future impact with, 268, 269; Impact Efficiency of, 266, 268–70, 275, 279, 394n57; Impact Goal with, 267, 278–79; Impact Multiplier of, 196, 262, 266–78, 270, 271, 276, 277, 282; impact theme with, 266; impact value of money, 265–66; KII with, 266–68, 269, 274, 277–79, 396n80; model of, 279–81, 397nn89–90; NPV with, 265–67; performance forecast by, 257; with renewable energy, 258; with smallholder agriculture, 258, 274–78; success measured by, 257–58, 318, 388n4; with sustainable mixed-use real estate development, 258, 277–79, 279, 280, 397n87; uniform output translated by, 258, 388n5; uniform quality scale, 267
Impact Rate of Return (iRR) methodology, for partnership social value, 265–68, 282
impact theme, of iRR, 266
implementers, 193, 202; feedback loops created by, 191; new solutions improved or developed by, 191, 372n52; NGOs as, 78–79; resources and constraints assessed by, 191; roles of, 77, 78; talent recruited by, 190–91
inclusive engagement, of place-based collaboration, 182–83
inclusive planning, with partnerships, 181–82, 189
India: cotton exports of, 53; rising of, 52–53; transformation of, 52–53, 54
India, digital revolution in: with cross-sector partnerships, 51–52; with digital highway, 61–63; for fighting corruption, 51, 61; in government services, 2, 7; JAM, 58–61; leakage relating to, 55; looking forward, 67–68; skimming relating to, 51, 54; smartphones relating to, 51. See also Digital India
India, telemedicine in, 60; with cross-sector partnerships, 63–65, 64; CSCs in, 65, 66–67, 70; quality healthcare, 51, 53, 63–67. See also Apollo Telemedicine
industry standards development, 261–63
in-field missions, in Herat, 158
infrastructure: capacity of production and, 13; manufacturing, 17; partnerships with, 24
innovation, 27, 42; with financing, 313; during reinvention, 26; technology and, 5–6
integrated approach, to partnerships, 7
integrity and respect, maintaining of, 309, 403n23
Intelligent Investor, The (Dodd and Graham), 33
interdependence, recognition of, 310
internal and external support building, 141, 359n76
internal rate of return (IRR), 280
Internal Revenue Service, 62, 237; non-jeopardizing rules, for MRIs, 238, 382n89
International Finance Corporation (IFC), 209
international investors, for Rio de Janeiro, 285
International Monetary Fund (IMF), 22, 30
International Space Station, 20
international trade agreements, leadership with, 131
interstate partnerships, 18, 19
investment: long-term focus of, 37; in people, 43–46; in place-based initiatives, 179–80
Investment Management and Security Analysis, 33
investors: agenda set by, 181; biases of, 181; micromanagement by, 181; in power position, 181; prioritization of, 181
IT-related employment opportunities, with Digital India, 54
JAM (Jan Dhan, Aadhaar, Mobile), 58, 67–68; cross-sector partnership process of, 60–61; potential of, 59
John F. Welch Leadership Development Center, 247
Johnson, Lyndon Baines, 20–21
Juntos Pelo Desenvolvimento Sustentavel (Together for Sustainable Development), 210, 227
Khan Academy, in Pelotas, 218
Kellogg Foundation, W.K., 232
knowledge: stakeholder expertise and, 192; with team development, 136, 357n47
leadership, 19, 36; of academic and research organizations, 132, 355n28; budgets with, 131; of community-based nonprofits, 132, 355nn25–26; community relationships built by, 132; contributions of, 131; of CPC, 129, 130, 134, 135–37; from different organizations, 131; diplomacy of, 131; experience of, 131–32; integration of, 84, 84, 345n56; international trade agreements with, 131; perspectives and resources of, 131; of philanthropic organizations, 132; shared style of, 129, 354n13; stakeholders relating to, 130. See also people framework leadership
leadership, of decentralized teams: basic human or community services, 137, 358n62; experience of, 135–37; knowledge development of, 136, 357n47; organizational and individual improvement programs, 137, 358n59; platforms and enabling systems of, 136–37, 357n55; policy change and implementation of, 136, 357n52
leadership skills, 144–45; inspirational, 134–35, 356n39; intellectual, 133, 356n34; organizational, 135, 356n43; representative, 134, 356n35; as skills-based capital, 133, 356nn32–33; transactional, 134, 356n37
LEED Platinum certification, 278–79
legal conditions, of people framework leadership, 131
Lemann Foundation, Pelotas and, 218
letter of intent (LOI), 72
local community ownership, with HGBF, 36, 332n18
long-term investment strategy, for Rio Olympics, 286
long-term stability, of Herat, 173–75
L’Oreal SA, with Porto Maravilha revitalization, 291
low-interest long-term loans, 229, 234
low-interest short-term loans, 229, 234
loyalties, of partnership teams, 139, 141, 143
MacArthur Foundation, 232
malnutrition, in Herat, 151–52
management: approach of, to place-based initiatives, 180; data-driven, 245, 255–56, 305; executive leadership training program, 246, 385nn15–17; in Herat, 178; of HGBF, 37; performance-driven, 5, 243, 245, 255–56, 305, 383n1; process, people, place, portfolio, performance as framework for, 7–9, 68, 147, 205, 241, 304. See also FDNY Officers Management Institute
manufacturing infrastructure, 17
market expansion, in Herat, 167
market system: equality of opportunity with, xi; rule of law with, xi
Mayor’s Office of Data Analysis (MODA), 254
measurable indicators, determination of, 313–14
memorandum of agreement (MOA), 72
memorandum of understanding (MOU), 72
Millennium Challenge Corporation (MCC), 28
Millennium Development Goals (MDGs), 14
mission: funders priorities and, 190; of place-based partnerships, 185
models: of Campinas, 212, 216; of Curitiba, 219; of Herat agricultural development, 167–69, 168; for Herat community-centered cooperative, 169–73, 170; of Herat Cooperative Council Growers Association, 171–73; of iRR formula, 279–81, 397nn89–90; of Juntos, 220; partnership, for Rio Olympics, 288–90; of partnerships, 6, 9; for theory of change, 84–85, 85, 86; for value chain analysis, 90
Modi, Narendra: Digital India developed by, 53–54, 56, 59, 60, 61, 63, 68, 75, 339n57; government of, 61, 63, 65, 66, 95, 333n57; JAM relating to, 58–59
monopolized modernization, 16
Moses, Robert: Central Park restored by, 99–100; as New York City Parks Commissioner, 99–100, 125; as president, of 1964–65 World’s Fair in Queens, 100, 348n19
multiple partners, in place-based partnerships, 185
multiple sector strengths, with partnerships, 7
Multipurpose National Identity Card (MNIC), 55
Museum of Tomorrow (Museu do Amanha), 292, 293, 300; appearance of, 294; digital exhibitions in, 293–94; financing of, 294, 301; rave reviews for, 295; theme of, 293; visitors to, 295
mutual accountability, among partners: analysis framework design, 194; external, 371n43; funders, 189–90; Impact Balance Sheet, 194–201; implementers, 190–92; with place-based collaboration, 183; stakeholders, 192–93; strategic alliance relating to, 371n44
mutual operations, establishment of, 307
NASA: Apollo program of, 19–20, 329n28; private corporation partners for, 19
National Forum on Urban Park Sustainability and Public-Private Partnerships, 113
National Institution for Transforming India, 59
National Intelligence Council, 29
National Interstate and Defense Highways Act of 1956, 18, 329nn21–22
National Performance Review, 26
National Population Register (NPR), 20, 55–56
National Public Radio, 20
National Security Administration, 62
national security community, 29
National Telemedicine Network (NTN), 66
need or sense of urgency establishment, 141, 359n75
Negotiating the Nonnegotiable (Shapiro), 138
neighborhoods: associations for, 6; cross-sector partnerships with, 181, 184
Net Present Value (NPV), 265–67
new reality, partnership communication of, 141
New York City government: Bratton and, 243–44; citywide performance management adopted by, 243, 383n1; CompStat system with, 243, 246, 252, 256; CPC and, 95–96; crime prevention by, 244–45; de Blasio and, 126, 245, 272; FireMarc, 245; Friends of the High Line and, 119–22; Giuliani and, 117, 244, 245, 255; Maple and, 244, 384n3; NYPD, 109, 244; Parkstat, 245. See also Fire Department of New York City
New York City Parks Department, 102, 106, 130, 133, 245; Davis of, 95, 103–5, 113, 125, 134, 304, 307; Moses as commissioner of, 99–100, 125
New York City Police Department (NYPD), 109, 244
Next Generation Leadership initiative, of the White House, 42
Nissan Motor Company, with Porto Maravilha revitalization, 291
non-business organizations, 22
nongovernmental organizations (NGOs), 6, 8, 30, 39, 130, 230, 260; in Afghanistan, 193; with capital blending programs, 226, 377n15; collaboration of, 14, 28, 36, 43, 169, 177–78, 335n44; as implementers, 78–79; KII with, 275, 396n80; value chain analysis relating to, 89–91, 90, 346n71
nonprofit organizations: Comunitas as, 207; cross-sector partnerships with, 2; larger role of, 13
nonprofit sector, cross-sector collaboration with, 6
Norman Borlaug Institute for International Agriculture (Borlaug Institute): DoD partnering with, 151, 154, 161, 171, 173, 194; Herat assessment of, 152, 156, 164, 177, 191, 194
NYPD Real Time Crime Center, 244
Odebrecht Infraestrutura, with Porto Maravilha revitalization, 290, 300
Office for Global Partnerships, 29
Office of Faith-Based and Community Initiatives, 27
Office of Personnel Management, U.S., 62
Office of Social Innovation and Civic Participation (SICP), 29, 41–42, 334n38
Olympic Park, use of, 298
operating budget, of FDNY, 246
operational paradigm, of Berkshire Hathaway, Inc., 37–38, 333n25
Operation Car Wash, in Brazil, 292, 296
Organisation for Economic Co-Operation and Development (OECD), 225, 237, 260
organizational and individual improvement programs, 137, 358n59
organizations: collaboration of, 303; leadership of, 135, 356n43; society role in, 303
outcome-driven solutions, 84–87
outcomes: measurable, 129–30; of partnerships, 140, 188; with social value investing, 6–9
Overseas Private Investment Corporation, 228
Packard Foundation, David and Lucile, 232
Paes, Eduardo: criticism of, 289; kickbacks taken by, 300; revitalization vision of, 285–89, 299, 301
paradigm shift, changes with, 5
participatory decision making, with place-based collaboration, 184
partner collaboration structure: affiliated programming, 80, 80–81, 344n51; combined administration, 82, 82–83, 345n54; formal confederation, 83, 83–84, 345n55; independent spin-off, 81–82, 82, 345n53; joint advocacy, 81, 81, 345n52; joint programming, 79–80, 80, 344n50; partial integration, 84, 84, 345n56; process framework for, 79–84
partnering: for Central Park, 103–4; with DoD, 151, 154, 161, 171, 173, 194; with IBM, 250–54, 307, 312–13; for process framework, 74–76
partner mismatch, with place-based ownership strategies, 203
partnership planning, collaborative and inclusive, 179–80; conclusion to, 203–4; inclusive planning, 181–82, 189; mutual accountability, 189–201; overcoming obstacles, 202–3; place-based collaboration, 182–84; place-based partnership, 185–89
partnerships, 36, 130–33, 149, 245, 247; advantages of, 74–76; building process for, xi, 40–42, 129, 334n34; for Central Park, 103–4; challenges of, 188; co-owners of, 182; formalization of structures of, 306–7; formula for, 8–9; framework building for, 129; government-led, 17; with Great Society, 21; infrastructure, 24; integrated approach to, 7; interstate, 18, 19; of Juntos, in Brazil, 221; life cycle of, 140; as long-term coinvestment, 182; models of, 6, 9, 288–90; multiple sector strengths with, 7; mutually beneficial goals of, 5; need for, 3–4; new brand story creation for, 143, 360n84; outcomes of, 140, 188; potential of, 11; PPPs, 13, 15–16, 24, 72, 107, 286, 291–92, 298, 299, 300; for process framework, 77–79; of Rio and IBM, 288–89; for Rio Olympics, 285–86, 288–90, 301; strategies for, 8; team vision aligned with, 129, 143–44, 360n88; Tellus Institute partnership, with Pelotas, 217. See also cross-sector partnerships; cross-sector partnerships, definition of; cross-sector partnerships, evolution of; Juntos partnership
partnerships, functions of: resource coordination, 76; shared policy goals, 77; visibility or reputation enhancement, 76–77
partnerships, leading of, 140; align partnership vision with team vision, 143–44, 360n88; anchor team progress toward goals, 142; build internal and external support, 141, 359n76; celebrate team member accomplishments, 142, 359n81; clear path for necessary change, 142, 359n79; communicate new reality, 141; create new brand story, 143, 360n84; establish clear need or sense of urgency, 141, 359n75
Partnerships for Innovation, 42
partnership team identity: core identities, 138–40, 141; development of, 138–40; Rogers and, 138
Pelotas, in Brazil: Bom Jesus Basic Health Care Unit in, 217–18; Click Health program in, 218; Juntos partnership with, 216–18; Khan Academy in, 218; Leite and, 216–17, 217, 218, 374n23; Lemann Foundation and, 218; Rede Bem Cuidar, 217–18, 230; Tellus Institute partnership with, 217
people, 93, 161; cross-sector partnerships with, 7–8, 9, 95; investment in, 43–46; with social value investing, 7–9, 68, 147, 241, 304, 308
people framework: conclusion to, 144–47; creating space for change, 129, 354n14; decentralized team management, 128–30, 353n8; different partners relating to, 130–33; obstacles with, 144, 360nn90–91; partnership team identity, 138–41; shared decision-making authority, 128; shared goals for, 128, 353n3
people framework leadership: challenges of, 129, 354n15; characteristics of, 129, 354n12; experience of, 135–37; inspiration of, 129; legal and policy conditions of, 131; measurable outcomes established by, 129–30; motivation skills of, 129–30; partnership building of, 129; shared style of, 129, 354n13; skills with, 133–35; vision of, 129
performance, 5, 313; of blended capital, 241; citywide management of, 243, 383n1; data-driven management of, 245, 255–56, 305; Impact Balance Sheet ranges of, 199; measurement of, 243; with social value investing, 7–9, 68, 147, 205, 241, 304
performance-based accountability and partnerships, for FDNY, 245
performance forecast, iRR formula, 257
Peterborough Pilot Social Impact Bond, 237
Pew Research Center, 5, 63
philanthropic and private capital, 228–29
philanthropic initiatives, 6
philanthropic organizations leadership, 132
philanthropic support, by Comunitas, 208, 209
pilot-testing, of FDNY inspection system, 252
place-based collaboration: committed leadership with, 183; continual improvement with, 184; cooperative principles for, 182–84; core identities for, 182; inclusive engagement of, 182–83; mutual accountability with, 183; participatory decision making with, 184; recognition of progress with, 183–84
place-based initiatives: in Afghanistan, 180; description of, 179–80; focus of, 180; Impact Balance Sheet for, 180; interest and investment in, 179–80; management approach to, 180; mentality of, 180; principles for, 180, 181; process for, 180; in Rwanda, 274–75. See also Herat, place-based initiative for
place-based ownership strategies, 42–43, 305, 310; challenging conditions, 203; of Comunitas, 208; foundational needs, 203; partner mismatch, 203; stakeholder rejection, 202
place-based partnerships, 189; activity scope with, 185–86, 186; in Afghanistan, 186–87; initiatives of, 185; mission of, 185; multiple partners in, 185; preferences and priorities relating to, 185–86, 188; stakeholder groups in, 185; value chain analysis with, 185
place-based program analysis framework, Impact Balance Sheet for, 196
place-based programs, in Herat, 188, 188
policy change and implementation, of teams, 136, 357n52
portfolio, 305, 311–12, 403n31; approach of, to blended capital, 223, 224–25; of Brazil, 208, 213; case of, 205, 207–8, 213, 222; framework for, 223–29, 238–40, 241; modern theory of, 224, 376n1; with social value investing, 7, 8, 9, 68, 147, 205, 241, 304. See also cross-sector portfolio
Porto Maravilha, revitalization of, 286, 287, 301; L’Oreal SA with, 291; Museum of Tomorrow in, 292, 293, 293–95; Nissan Motor Company with, 291; Odebrecht Infraestrutura and Carioca Engenharia with, 290, 300; Olympic Games relating to, 292; Perimetral with, 290, 291; Porto Novo with, 291; PPP approach to, 291–92; zoning limits with, 291–92, 398n25
preferences and priorities, of place-based partnerships, 185–86, 188
President’s Emergency Plan for Aids Relief (PEPFAR), 28
PricewaterhouseCoopers (PWC), 209
principles, of reinvention, 25–26, 27
Principles for Responsible Investment, 238–39
private corporation partners, for NASA, 19
private nonoperating foundations, with PRIs, 230–31
private sector: cross-sector partnerships with, 2; government and, 23–25; leaders and companies of, with Juntos, 210–11; participation and investment of, with Comunitas, 210
privatization: conditional, 24; contracting relating to, 27; countries influenced by, 23–24; critics of, 25; discontinuity relating to, 22; Goldsmith on, 26; movement of, 10, 13, 22, 23; reprivatization, 22
process: for building permit, 214; for cross-sector partnership, 60–61; for place-based initiatives, 180; with social value investing, 7–9, 49, 68, 147, 162, 205, 241, 304
process framework, 69, 306, 340n5; for Apollo Telemedicine, 70, 74, 75, 76, 77, 78; cross-sector partnership definition, 71–74; for CSCs, 70, 76, 77, 78; differences relating to, 70–71; for Digital India, 70, 74, 76, 78, 79; obstacles to, 91–93; partner collaboration structure, 79–84; partnering advantages, 74–76; partnership functions, 76–77; partnership roles, 77–79; stakeholders relating to, 70, 340n8; theory of change, 84–87; value chain analysis planning, 87–91
producer associations, in Herat, 171
production: in Herat, 154, 164–66, 167; infrastructure and capacity of, 13
programmatic shifts, in HGBF, 35–36
program-related investments (PRIs), 229, 233, 313, 379n32; assets relating to, 230–31; as classification of investment, 231; definition of, 231; foundations relating to, 231–32, 380n51; MRIs and, 238, 382n86; with private nonoperating foundations, 230–31
programs, 175; in Aadharr, 57–58; alignment of, 197; blended, 225–26; of Great Society, 21; for improvement, 137, 358n59; objectives of, 197–98; risk of, 198; for social impact, 136. See also specific programs
progress: recognition of, 183–84; of teams, 142
project support, for Herat, 158–59
proof of identity, with Aadhaar, 55
Public Broadcasting Service (PBS), 20
public participation, broadening of, 310–11
public-private partnerships (PPPs): evolution of, 13, 15–16, 24, 72, 107, 316; with Rio Olympic Games, 286, 291–92, 298, 299, 300
Pugh matrix analysis, 194
real estate development, with High Line, 122–25
“Rebuilding Central Park: A Management and Restoration Plan,” 110
Rede Bem Cuidar (Well-Cared-for-Network), 217–18, 230
ReDesigning Development Finance Initiative, 225
Reinventing Government (Osborne and Gaebler), 25
reinvention, 17; of government, 10, 13, 25–27; ideas and lessons of, 27; innovation during, 26; short-term impact of, 26; ten principles of, 25–26, 27
research-training program, with Herat University, 175
resources, 76; of cross-sector partnerships, 71, 72–73; implementer constraints and, 191; of leadership, 131
Rio de Janeiro: Bloomberg relating to, 285, 288–89; economic and social progress of, 288; Guanabara Bay in, 294, 296, 299; history of, 287; IBM partnership with, 288–89; landmarks in, 288; major tourist destination of, 287–88; Petrobras in, 288, 292, 296, 301, 398n7; Porto Maravilha in, 286, 287, 290–92; as service center, 287; of tomorrow, 287–88; transit system of, 297–98
Rio de Janeiro, 2016 Olympic Games in, 9; cost of, 298–99; impact of, 298–300; international investors for, 285; large scale partnerships used for, 285–86, 288–90, 301; long-term investment strategy for, 286; Paes with, 285–89, 299, 301; participant housing for, 297; PPPs with, 286, 291–92, 298, 299, 300; problems with, 286–87, 298–302; social value investing checklist with, 305, 306, 309, 311; strategic plan for, 285; success or failure of partnership model for, 288–90; value of, 295–96; White Elephant projects relating to, 295; Zika virus fears relating to, 296, 299
Rio Local Cultural Office, 294
risk-based fire inspections, 269
risks: of programs, 198; of SIBs, 235
rituals, of partnership teams, 139, 142
Roberto Marinho Foundation, 294
Rockefeller Brothers Fund, 238
Rogers, Betsy, 95–96, 304; as Central Park Administrator, 105, 106, 107, 140, 307; as CEO of CPC, 104, 105, 105–7, 108, 113, 116, 125, 129, 135, 137, 138, 307
Roosevelt, Franklin Delano: capitalism reinvented by, 17; fear statement of, 16–17; government-led partnerships and, 17; home ownership enabled by, 17, 329n20; manufacturing infrastructure enabled by, 17; New Deal of, 9, 16, 18, 20, 24, 25; public works project initiated by, 17, 24
rule of law, with market system, xi
School of International and Public Affairs (SIPA), at Columbia University, 2, 112, 248
science, technology, engineering, and mathematics (STEM), 82
securities analysis framework, for value investing, 33
Security Analysis (Dodd and Graham), 33
shared decision-making authority, 128
shared emotional experiences, of partnership teams, 139, 142, 143
Six Degrees of Separation, 1, 102
Small Business Administration, 42
Small Business Clean Energy Innovation projects, 42
social impact bonds (SIBs), 229, 313; description of, 234–35; Peterborough Pilot Social Impact Bond, 237; Rikers Island Social Impact Bond, 235–36, 255, 305; risk of, 235; world-wide development of, 237
social impact measurement, 389n8; Acumen relating to, 259–60, 390n16; BACO relating to, 259–60; B Impact Assessment for, 261; capital allocation relating to, 257–58, 389n6; DALY relating to, 259; developing industry standards for, 261–63; IRIS for, 258, 262–63, 392n40; social internal rate of return relating to, 260; Social Progress Index, 260–61
social impact programs, 136
Social Innovation Fund, 41
social internal rate of return, 260
social progress, of Rio de Janeiro, 288
social value investing, 208, 227; changes in, 4–5, 326n16; Comunitas with, 305, 309, 310–11, 312–13; cross-sector partnerships with, 304; doing better, 6; doing good, 6; elements of, 39, 243; framework for, 42, 47, 225; investment in people for, 43–46; long-term strategy for, 7, 33; origins of, 39–40; outcomes of, 6–9; partnership building process for, xi, 40–42, 129, 334n34; place-based ownership strategies for, 42–43
social value investing, five-element approach to: people, 7–9, 68, 147, 241, 304, 308; performance, 7–9, 68, 147, 205, 241, 304; place, 7–9, 68, 147, 162, 205, 241, 304; portfolio, 7–9, 68, 147, 205, 241, 304; process, 7–9, 49, 68, 147, 162, 205, 241, 304
social value investing approach, to blended capital, 227
social value investing partnership checklist: agree on complementary contributions, 312–13; broaden public participation, 310–11; build diverse teams, 309–10; codify common values, 311–12, 403n30; determine measurable indicators, 313–14; develop comprehensive strategy, 307–8; emphasize collaborative leadership, 308–9; establish mutual operations, 307; formalize partnership structures, 306–7; for High Line, 304, 308, 311; maintain integrity and respect, 309, 403n23; make substantial commitments, 312; recognize interdependence, 310; redefine success, 314–15; with Rio Olympics, 305, 306, 309, 311; share data and information, 314; use innovative financing, 313
societal challenges, of government, 3
stakeholders, 181, 185, 202; community insight provided by, 193; community support developed by, 192–93; in Curitiba, 220; in Herat, 169, 180; knowledge and expertise supplied by, 192; leadership relating to, 130; process framework relating to, 70, 340n8; roles of, 77, 78–79, 344n47; strategic planning of, 192, 372n54
strategic planning: of Curitiba, 219; of stakeholders, 192, 372n54
Susan T. Buffett Foundation, 33
sustainability: of Herat investment, 155; initiatives of, with PlaNYC, 272
sustainable improvements, to CPC, 110–12
sustainable investing changes, 4, 326n14
tax reform, in Campinas, 213–14
tax system, of Brazil, 209
teams: Ag, of DoD, 154, 158, 161, 162, 164, 166–67, 169, 171, 172, 173, 174; anchor, goal progress of, 142; with cross-sector partnerships, 71, 72, 341n22; decentralized, management of, 128–30, 353n8; diverse, building of, 309–10; members, celebrate accomplishments of, 142, 359n81; partnership vision and vision of, 143–44, 360n88; vision of, 129, 143–44, 360n88. See also decentralized teams; partnership team identity
technologies: discontinuity with, 21; innovation and, 5–6
Technology, Innovation, and Government Reform Policy Working Group (TIGR), 41, 324n36
Tellus Institute partnership, with Pelotas, 217
tourist destination, of Rio de Janeiro, 287–88
transformation: of Central Park, 107; of India, 52–53, 54; rural, to urban, 16
transit system, in Rio de Janeiro, 297–98
unemployment: during Great Depression, 16; in Herat, 152, 363n24
uniform quality scale, 267
United Nations, 30, 83, 153; Economic Commission for Europe, 193; Food and Agriculture Organization of, 175; Fund for International Partnerships, 40; MDGs of, 14; Principles for Responsible Investment, 238–39; SDGs of, 14–15, 225, 258; World Food Programme of, 186
United Nations Global Compact, 405n44
United Nations Office for Partnerships (UNOP), 40
Urdu Khan Research farm, 166
USAID’s Local Governance and Community Development program, 160, 177
U.S. and NATO forces, Herat aligning with, 158
U.S. presidential election of 2016, 4
valuations, with Impact Balance Sheet, 198
value chain analysis, 185; for agrarian economy, 88–89, 153, 346n69; challenges for, 88; development of, 87; for Herat, 163; importance of, 88–89; models for, 90; NGOs relating to, 89–91, 90, 346n71; planning of, 87–91
values, of partnership teams, 139, 142
war and conflict, in Herat, 152
women-owned local enterprises, in Herat, 43, 166, 177
Women’s Food Processing Cooperatives (WFPCs), 167, 169
world: better building of, 11–12, 318; as globalized, collaborative, young, hyperconnected, 11–12, 327n30; postrecession of, 11
World Economic Forum, 225
World Food Programme, of United Nations, 186
World Health Organization, 259
World’s Fair in Queens (1964–1965), Moses as president of, 100, 348n19
world-wide development, of SIBs, 237
Zika virus fears, in Rio de Janeiro, 296, 299