Rebuild L.A. was the organizational response to the 1992 riots/rebellion in Los Angeles, created to promote economic development in the affected areas. This research links the initial failure of RLA to tensions in the public—private partnership concept on which it was based. While these tensions emanated from broader issues of state-market realignment, they were institutionalized within RLA by its chair. Peter Ueberroth, drawing from his previous public leadership positions with the Los Angeles Olympic Organizing Committee and the Council on California Competitiveness. Analysis explains how those tensions shaped organizational processes within RLA and limit its policy legacy. Conclusions address the lessons which RLA offer for future utilization of public—private partnerships in American cities — focusing on the minimum requisites of participatory processes, role definition, and accountability.
Downey, D. (2001), "Between partnership and privatism: The case of rebuild L.A.", Hartwell, S. and Schutt, R. (Ed.) The Organizational Response to Social Problems (Research in Social Problems and Public Policy, Vol. 8), Emerald Group Publishing Limited, Bingley, pp. 195-220. https://doi.org/10.1016/S0196-1152(01)80011-9Download as .RIS
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