Public-Private Partnership

Honest, Efficient and Responsive are the guiding principles integrated into the City's core operations.

City Founded on the Public-Private Partnership Model

The City of Sandy Springs pioneered the public-private partnership (P3) model for service delivery in 2005. Through this approach, private-sector partners provided general city services, including Public Works, Community Development, Finance, Information Technology (IT), Communications, Recreation and Parks, Municipal Court, and Economic Development.

With the exception of public safety personnel—police and fire—and a small executive leadership team, most municipal services were provided through contractual partnerships.

This business model fostered a proactive, responsive, and efficient approach to delivering city services while generating significant savings for the community. In 2010, Sandy Springs was selected as a national runner-up in the Pioneer Institute's Better Government Competition.

Evolution from a Single Provider to Multiple Service Contracts

From the City's incorporation in 2005 through 2010, CH2M Hill served as the principal contractor in the public-private partnership. As the initial five-year contract approached expiration, City leadership directed the City Manager to conduct a comprehensive procurement process to ensure residents continued receiving the best value for municipal services.

During the 18-month procurement process, the City determined that dividing service responsibilities among multiple providers would result in substantial annual savings. Contracts were awarded to several firms, including:

• Severn Trent Services – Finance
• InterDev – Information Technology (IT)
• The Collaborative – Community Development and Communications
• Jacobs Engineering – Municipal Court and Recreation and Parks
• URS Corporation – Public Works

The new service model was estimated to save approximately $7 million annually compared to maintaining a single-provider contract. Reflecting on the procurement process, City Manager John McDonough stated, "The results of our efforts are clear and resounding—the competitive market works."

City Saves Millions Through a Hybrid Public-Private Model

During the 2019 procurement process, the City again evaluated service delivery options. Based on projected cost savings, Sandy Springs elected to transition certain services from contracted operations to City-managed services.

The City estimated savings of approximately $14 million over five years compared with continuing those services through private-sector contracts. Mayor Rusty Paul noted, "We are not abandoning the P3 model and are keeping some private-sector providers for services where the costs make sense."

While this transition represented a significant operational shift, Sandy Springs continues to use a hybrid public-private model by working collaboratively with contracted service providers.

Examples include:

• Municipal Court Solicitor services
• Street maintenance services
• Non-emergency call center operations
• Rural Metro Ambulance Service
• The Chattahoochee River 9-1-1 Authority (ChatComm), operated in partnership with the City of Johns Creek

Created in 2009, ChatComm provides emergency 9-1-1 services to participating communities.

In 2025, City management reported nearly $26 million in actual savings from insourcing initiatives—almost double the original estimate—demonstrating the continued success of Sandy Springs' adaptive approach to municipal service delivery.

Power of Responsive Services Presentation, February 2025 (PDF)