1. Hybrid Service Delivery Model
NC SWANA
Fall Conference
October 31, 2017

2. Agenda Solid Waste Services (SWS) by the Numbers History
Residential Collection Services
Other Contracted Services
Benefits and Challenges
Strategies for Success
Questions

3. SWS by the Numbers Budget $57.2M Revenues $13.4M FTE Positions 314
Provides services to over 800K residents
Residential services include curbside and multifamily
Special Services include:
street sweeping, litter picking,
CBD cleaning & maint, CATS support,
SBG, dead animal, public receptacle collection
Accomplishments:
Clean City, dedicated workforce, high service delivery standard, leader in benchmarking costs & minimizing complaints, use of technology in ops (AVL, RFID, BigBelly, RouteSmart static = regular routes; dynamic = bulky)
$39 Annual SW Fee, disposal tax, OCC, special events, SBG
Budget $57.2M
Revenues $13.4M
FTE Positions 314

4. History
Curbside rollout service
Privatization
1998 – Competition
Optimization
present Benchmarking
Re-organization
Single-stream recycling

5. Curbside Collection Services
124+
Daily
Routes
City Crews – Weekly
Garbage
Yard waste
Bulky waste
Waste Management – Bi-weekly
Recycling
217K
Units
Garbage – primarily automated (57+3 routes)
YW – unlimited at the curb (34 routes)
Bulky – varies – unlimited scheduled service
Recycling – primarily automated (19 routes)
Recycling Contract – $6.4M

6. Multi-family Collection Services
Republic Services
Dumpster/compactor
Recycling station
Bulky waste
Live Christmas trees
1K Properties
126K Units
M/F Contract - $5M+ and growing 12K units in construction and same in development
Complex/property provides container
City provides collection and disposal

7. Other Contracted Services
390K Tons
Interlocal agreement for disposal
Citywide contracts – fuel, temp agency, uniforms
Truck lubrications and tires
Rollout carts
452K
Carts
In total approx ½ SW budget is for contracted services – either Citywide contracts (fuel provider, temp agency, uniforms)
Disposal - $10.9M
Carts - $1.6M ($1.2 for maintenance/delivery + $450K purchases)
Fleet services are provided mainly in-house with City Fleet
Lubes - $160K
Tires - $750K

8. Benefits of Hybrid Model
Public/private partnership
Risk mitigation
Access to additional resources
Benchmarking and learning opportunities
Balances advocates of privatization & City provided services
Good service example that can be provided by both the public and private sector
Risk – spreading and mitigating (not all eggs in one basket)
Not limited to equipment and employees from only the City or the private sector for emergencies
Share knowledge and compare costs & customer service measures

9. Challenges of Hybrid Model
Integrating service models
Delivering Seamless Customer Service
Monitoring
Ultimate accountability
Integrating service models – requires good communication and coordination –daily route collection status, technology (routing, AVLs, RFIDs, CRM), holiday schedule
Customer service - matching/aligning service delivery expectations – absorb cost versus charge cost
Monitoring – overhead costs – meeting contractual obligations, tracking liquidated damages, fines; follow up on missed collections, customer service in field
City/private hauler – all = City provided services in the eyes of the resident/customers

10. Strategies for Success
Communication
Dynamic working relationships
Accountability
Flexibility
Transition planning
History
Communication is key – frequent updates – route status, spills, equipment down, extended disposal facility hours
Dynamic working relationships – ability to respond to frequent changes – inclement weather
Accountability through liquidated damages/fines
Flexibility – additional work clause and pricing
Transition planning – seamless transition from City service to private hauler and vice versa or from one contract to another
History – use lessons learned of what to do and not do to continue to make things better

11. Questions

12. Ellen Price Deputy Director – Administration City of Charlotte Solid Waste Services Department