This document discusses strategies for public works departments to improve their image and relationships with the public. It suggests that public works is often underappreciated but has opportunities to influence perceptions through direct interactions with citizens. Some key recommendations include promoting the importance of public works services, responding quickly to requests, maintaining high quality infrastructure and service performance, and developing partnerships within the community. The overall message is that public works can build trust and support by focusing on excellent customer service and communication.

2. Why Improve Your Public Works
Image?
APWA – MICHIGAN CHAPTER
MAY 20, 2015
WILLIAM COSTICK

3. • Public services challenges continue to
multiply!
• Public workforce often underappreciated!
• Frequently citizens have a cynical view!
• Can we change this?
Why Improve Your
Image? Why Not?

4. • How safe is my community?
• Are the ball fields mowed on time?
• Are my streets smooth and clean?
• Is the best fire equipment available?
“So let’s talk about firemen”
Perceptions shape opinions:

5. • Usually high on list for public support?
• Citizens understand what they do?
• Naturally popular YET they are great
promoters?
About Firemen: Usually
highly regarded!

7. • Does the public understand your challenges?
• How high are you on the public support list?
• Does the public appreciate the essential
services you deliver?
WHY NOT promote like firemen?
About Public Works

8. A citizen’s image of his or her community is
affected every day by a host of things, like the
appearance of streets, interaction with
community employees, articles in the
newspaper, the existence or absence of litter
and potholes, or feeling a person can get just
walking down the street. A positive relationship
between a local government and the citizens is
critical.
Community Image Can
Shape Perception

9. Direct contact and public interaction and
performing services that are directly observed
(for example: litter and waste removal, road
maintenance, and answering complaints), create
opportunities to greatly influence public
perceptions.
You Can Change
Perceptions

11. Public Works Director

12. Story: Residents approach city requesting
access to city dump for Saturday
neighborhood cleanup of streets, trees,
common areas, and major drain – Denied!
“may set a precedent”
“We can’t do it –
it will set a precedent”

13. Story: Numerous complaints about garbage all
over major road and expressway interchange
– “why that’s the county’s responsibility”
Will county ever clean it up?
“We can’t do it –
it will set a precedent”

14. Story: City manager requests that traffic island
full of weeds be tilled and planted with flowers
– DPW Director at first thinks manager is
joking!
“never planted flowers before”
“We can’t do it –
we never did it before”

15. Story: Residents request the city re-gravel and
regrade half mile long private road – manager
negotiates three year SAD payoff to defray
costs – Done!
“but if we do, others will ask”
“What Policy?”
“We can’t do it –
it’s against policy”

16. What we are talking is service – providing
meaningful public community service. Put in
other ways:
• A genuine public service attitude
• A personal positive attitude towards your work
and your community is a willingness to take a
risk of setting a precedent
Perceptions of
Public Service

17. Story: A very old couple with sewage back up in
basement. “Everyday problem heard at town
hall. For the old couple a real crisis in their
lives.”
“needed a caring attitude towards serving
others”
Perceptions of
Public Service

18. Issues of Public Service have
been around for a long time!

19. In the 1920s, Robert Moses became New York’s
master builder – he ram-rodded construction of
highways, bridges, dams, parks and beaches. A
man noted as a great visionary but with little
heart. He would craft funding legislation for
projects and push them through the state
legislature. His accomplishments were
unparalleled – but his were different times.
Robert Moses – A Public
Works Legend

20. • 1950s and before – Relatively speaking,
lacked accountability, fewer regulations, no TV
news prior to the 50s, radio news slow
• 1960s – More regulations, civil rights,
environmental, organized public sector labor
unions, quicker news coverage
Historical Perspective

21. • 1970s – Open meetings, freedom of information,
Watergate, instant news coverage
• 1980s – “You can fight City Hall”, NIMBYism, live
cable TV, greater accountability
• 1990s – New Technology, faxes, personal
computers, Internet, e-mail, cell phones, total
accountability, citizens demand instant response,
instant global communication
Historical Perspective

22. • Into the 2000s and today – iPhones, social
media, Facebook, Twitter, YouTube
crowdsourcing, live-streaming… What’s next?
Historical Perspective

23. • With so many governments, citizens are often
frustrated with securing answers or finding
solutions to their problems
• Many Americans believe governments are
inherently inefficient – at any level
• Repeated epithets of popular culture:
• “It’s good enough for government work”
• “I’m from the government and I’m here to help”
Fragmentation & Mistrust

24. • Performance Issues
• Fiscal Responsibility
• Leadership Challenges
• Workforce Challenge
Quest for Public Confidence

25. • Must develop a culture, work environment,
and employees that continuously strive to
improve
• Must create or have a vision for better results,
for addressing community needs and issues in
a purposeful manner
Performance Issues

27. Must manage the fiscal resources with the
highest degree of integrity and efficiency. Often
citizen expectations are unrealistic. Taxes and
public spending will always be a challenge.
Fiscal Responsibility

28. Community Desires vs.
Willingness to Pay?

29. Public leadership occurs in myriad settings in
legislatures, deep within the bureaucracy, within
public employment unions, and in township and
city halls. Those concerned with the pressures of
concerned with the pressures of governance
have long wrestled with how to attract and
create opportunities for skilled leaders willing to
tackle the tough issues of state and local
government.
The Leadership Challenge

30. • Constant public exposure
• Media Fairness/Unfairness
• Pay/Compensation
• Challenge of fiscal crises, taxes, and demand
for quality services
Leadership Pressures

31. • Leadership skills are required!
• Managerial skills are required!
• Communication skills are required!
• You must be resourceful and creative!
• Must share and communicate a vision of your
role and what you hope to achieve!
• Must have an understanding of public service!
Wanted: Person with
Many Skills!

32. To provide quality service, a well-trained and skilled
workforce is essential.
Competing forces include:
1. Economic competition from private sector.
2. Lower wages for pubic employment
3. Inadequate training budgets
4. Strategies that emphasize productivity yet lack incentives.
5. Cultural legacy of devalued work.
The Workforce Challenge

33. 1. Ability to promote staff effectiveness,
including training, coaching and mentoring,
team-building, and delegation.
2. Dealing with problem employees, union
issues, and problem solving, etc.
3. Planning and managing the delivery of public
services.
Workforce Leadership
“Core Competencies”

35. 1. Continually strive to improve on the quality of
public service delivery.
2. Be aware of the public image conveyed.
3. Treat citizens as customers.
4. Develop a positive work attitude.
5. Exercise care in transmitting accurate public
information.
Workforce Responsibilities…

36. What can you do?
1. Establish new public service vision
2. Walk your talk – set positive example
3. Orient and train employees to serve well
4. State your public service expectations
5. Inspire employees
Getting there?

37. Once the vision is created, develop and maintain a
work culture of continuous improvement:
1. Provide extensive entry-level training.
2. Treat all employees as potential career
employees.
3. Retrain regularly/mentor all the time.
4. Use training to share vision, values, and skills.
Quality Service

38. Act like the 2002 Stanley
Cup Champions!

39. • They shared a common vision
• Team was willing to work for the common good
• Team members stayed focused on their goals
• Had great coaching, leadership, and mentoring
• Experienced players acted like leaders
• Younger players exceeded expectations
What made the Red
Wings Great?

40. • Communicate importance of public works and all of
its responsibilities
• Interact more frequently with public
• Take care of requests and complaints
• Take care of your organizational image
• Perform above average
Improving your
Public Service Image

41. • Use every opportunity to effectively, in a positive
setting, talk to citizen groups
• Think public relations – photo opportunities
• Promote media relations – cable TV
• Speak at schools/all levels and to seniors
• Citizen newsletters or project letters
Chance for positive information to reach the
unreachable
Communicate Importance
of Public Works

42. • Hold a periodic public works open house
• Attend and speak at neighborhood meetings
• Host or speak at civic clubs
• Host school children and senior citizens
• Host informational meetings
Interact with Public
…or do what police and fire do

43. • Resolve as promptly as possible
• If delayed, call and give schedule
• If must say no, explain why
• If another jurisdiction, assist
• Let everyone involved know of action taken
• Document for future reference
Respond Quickly to
Requests and Complaints

44. • Workforce image: appearance and attitude
• Equipment: appearance and maintenance
• Are buildings and grounds attractive? Neat? What
message do they convey?
• Public works infrastructure: signs, parks, drains,
parking lots, litter, streets, etc.
• Reach out to certain groups/senior citizens/volunteers
• Reach out to media
• Make use of cable productions
Take Care of Your
Organizational Image

45. • Roadside maintenance, mowing, litter, signs
• Street, sidewalk repair, and maintenance
• Drains, culverts, guardrail, and weeds
• Pump stations, parking lots, entranceways and fences
• Trees, flowers, and “How’s my community looking?”
Be Particular – Perform
WAY Above Average

46. There are many examples of
successful leaders in local government.
The tools of leadership that work best are
usually the ones that most closely reflect the
leader’s values, strengths, and abilities.
Tips for Successful
leadership…

47. • From mayors, city managers, finance
directors, other department heads
• From all elected officials, city council people,
elected clerks
Gain Support from Above!

48. • City managers and the like?
• Other department heads?
• Be a team player – do you best to make
everyone look good!
Dealing with Upper Management

49. • Refrain from partisan participation
• Treat all elected officials equally
• Offer your time to provide orientation
• Prompt attention to their citizen complaints
Be Good to Elected Officials

50. Who might become a public works cheerleader?
1. Downtown Business Association (DDA)
2. Corridor Business Association
3. Civic Groups – are you a member?
4. School system personnel
5. Neighborhood groups
6. Average Citizen (This one is very important)
Cultivate Partnerships

51. • Learn more about placemaking
• Don’t become stuck in your “silo”
• What’s your role in the future town vision?
• This is your business too!
Participate in
Community Placemaking

52. • Be open to new experiences and new ideas.
• Understand that change is constant and that
what worked yesterday may not be the right
approach for today.
• Consider feedback a gift, from the right
sources.
Seek to Learn New Things

53. Public service is a noble and worthy
calling. It is up to those working today in
the public sector to influence and mold
perceptions of public service in the
future!
Public Service is Valued!

54. Q&A