SWAG agenda 082514 - Laserfiche WebLink

Browse Search

Comprehensive Review of S olid W aste Collection and Disposal Options v2.1 71 10/22/12  Community Pride and Public Perceptions. Community pride and public perception is difficult to gauge with respect to solid waste collection, except when there are complaints pertaining to problems with the services being provided or inconsistencies or changes in the level of service. Many of the Town’s waste collection staff are known throughout the community. The Town’s solid waste staff take pride in the services they provide in dealing with special circumstances such as late can set outs, back-door service, or collecting from private driveways or properties that are difficult to access. Outsourcing solid waste collection services could change public perceptions although private companies also take pride in the quality of the services they provide as well.  Organizational Values. In April 2011, the Senior Management Team of the Town adopted a series of values that can be found on the Town’s website (http://www.ci.chapel-hill.nc.us/index.aspx?page=1811). The Town’s solid waste system is operated consistent with these values and for the benefit of the Town’s residents and businesses (its ultimate shareholders). Private companies have values, some of which may be consistent with the Town’s, but private businesses also operate for the benefit of its shareholders (i.e., profit goals). The Town must provide a service to its customers. A private contractor must provide a return to its shareholders. Balancing the Town’s shareholder interest (i.e., residents) and a contractor’s shareholder interest (i.e., profitability) is an ongoing challenge which generally impacts level of service. The Town can make decisions with respect to the level of service provided that a private business might not make because of these differing organizational values.  Ability to Respond To Technological, Regulatory, and Socio-Economic Changes. Private companies tend to respond quicker than municipal governments to changes in technology (e.g., automated collection, single stream recycling), regulatory initiatives (e.g., disposal bans), and socio-economic changes (e.g., downturn in the economy). For example, most private companies are transitioning their fleets to automated collection because doing so reduces labor costs and increases collection efficiency. Sometimes implementing such changes in the public sector is more difficult because the change could result in staffing reductions (e.g., automated trucks typically require one operator compared to three for the Town’s current rear loader vehicles), and significant capital expenditures. As such, potential staffing reductions which may seem intuitively obvious have to be carefully evaluated in light of the other services provided by the Town under the current staffing census. Often staff performs multiple tasks, which if eliminated because of a programmatic or equipment changes could result in reduced level of service elsewhere in the solid waste program. Furthermore, a private sector contractor is likely not as invested in the impacts to its customers (i.e., Town residents) as the public sector may be regarding the impacts of programmatic changes to waste services. When change requires capital investment (e.g., new collection vehicles), the private sector is typically able to more quickly respond to these financial needs with access to