perception of public works - apwa conference

Why Improve Your Public Works Image?

APWA – MICHIGAN CHAPTERMAY 20, 2015

WILLIAM COSTICK

• 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?

• 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:

• Usually high on list for public support?

• Citizens understand what they do?

• Naturally popular YET they are great promoters?

About Firemen: Usually highly regarded!

• 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

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

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

Public Works Director

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”

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”

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”

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”

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

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

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

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

• 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

• 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

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

Historical Perspective

• 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

• Performance Issues

• Fiscal Responsibility

• Leadership Challenges

• Workforce Challenge

Quest for Public Confidence

• 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

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

Community Desires vs. Willingness to Pay?

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

• Constant public exposure

• Media Fairness/Unfairness

• Pay/Compensation

• Challenge of fiscal crises, taxes, and demand for quality services

Leadership Pressures

• 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!

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

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”

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…

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?

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

Act like the 2002 Stanley Cup Champions!

• 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?

• 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

• 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

• 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

• 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

• 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

• 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

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…

• From mayors, city managers, finance directors, other department heads

• From all elected officials, city council people, elected clerks

Gain Support from Above!

• City managers and the like?

• Other department heads?

• Be a team player – do you best to make everyone look good!

Dealing with Upper Management

• 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

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

• 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

• 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

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!

Q&A