Improve service delivery to internal and external customers. Provide courteous, accessible, responsive and seamless services.
- Providing appropriate services to an increasingly diverse citizenry continues to be challenging. The City will continue to seek community partnerships and engage in collaborative efforts with various community organizations representative of these new constituents. Gaining input and buy-in from these different populations will allow City government to develop new and adjust existing service delivery methods to address all residents' human relations issues and needs.
- Installation of Automated Meter-Reading (AMR) technology exceeded the target by more than 35,000, with a total of 73,525 meters installed in FY2004. A total of 110,526 meters have been installed to date and 100,000 additional meters will be installed by July 2005. AMR enables remote reading of water meters, reduces costs and increases accuracy of data for customer billing.
- 1,000 gallons of water (equal to 8,000 16-ounce bottles) provided by Charlotte-Mecklenburg Utilities costs $1.56
- Complaints of "missed" garbage, recycling, bulky item and yard waste collection service decreased by 10%.
- City Solid Waste Services collected residential refuse at a cost-per-ton of $45, substantially lower than the statewide average of $86. Residential recyclables collection was provided at a cost-per-ton of $143, compared to the statewide average cost of $191.
- Solid Waste Services accident rates decreased by 27.3 %.
- 95% of the City's entire vehicle fleet – which includes light, medium and heavy trucks and police, fire, sanitation and construction vehicles – was maintained and available for service at all times.
- More than 171,502 calls concerning water bills were answered by Revenue's
during FY2004, with less than 1% of these calls transferred
- The Dispute Settlement Program of the Charlotte-Mecklenburg Community Relations Committee (CRC) mediated 1,204 cases. Of those, 1,144 or 95% ended with signed conciliation agreements and charges dropped by the District Attorney's office. As a result of the 95% success rate, the criminal justice system saved an estimated $228,800 in court costs and approximately 2,228 hours of court time. CRC also implemented 32 conflict resolution training sessions and assisted 939 people, a 19.5% increase over FY2003.
- Introduced new electronic communications tools. C-Mail provides biweekly news updates and information; C-Notes provides news of a critical or late-breaking nature. Both publications are e-mailed free of charge to employees, neighborhood associations, elected officials and citizens who subscribe at www.charmeck.org.
- First-year results of a new method for scheduling and tracking construction of capital projects fell short of the established goal. Construction of major projects such as buildings and roads are multi-year efforts. Engineering staff implemented a new system to improve the accuracy of construction schedule forecasting and project completion. The forecast at the end of FY2004 shows just 69% of projects will or are expected to be completed as originally scheduled, short of the goal of completing or forecasting completion of 90% of scheduled capital projects. Findings indicate schedules sometimes are too optimistic and have insufficient allowances for such issues as public input, utility conflicts and necessary environmental permits. Projects forecast for late finish are being evaluated for corrective actions.