Public Works: Public Works Administration (4510B)

Program Outcome Statement

Provide management, policy setting, and administrative services to the Department of Public Works

Program Services

  • Finance, accounting, and contracts management
  • Budget and performance management
  • Policy and program development
  • Payroll and human resource management
  • Information technology management
  • Safety and risk management


Public Works Administration provides leadership and support to Public Works programs, enabling the Department to accomplish its mission.

Customer Satisfaction Rating Meeting Target

Employee Evaluations Completed Below Target

Employees Rating of Experience Working for the County 

FY 2018-19 Mid-Year Story Behind Performance

Customer Satisfaction Rating - Department Roll Up

The Department is projected to meet its FY 2018-19 target for percentage of customers rating department services as good or better. Providing excellent customer service continues to be one of the top goals of the Department. The Department regularly monitors customer service survey feedback to be more responsive to the community, identify and resolve issues quickly, and look for opportunities for improvement. The Department has implemented several process improvement efforts and identified opportunities for greater outreach efforts, such as using social media for information dissemination, using automated subscription services to update the public on topics of interest, and enhancing web pages to increase accessibility of information regarding services, projects, and programs. 
Employee Evaluations Completed

The Department is not projected to meet its FY 2018-19 target of 90% of employee evaluations completed. The Department has made significant improvements in the percentage of evaluations completed, going from 21% in FY 2014-15 to an anticipated 70% in FY 2018-19.  The Department has implemented several business processes to increase the number of evaluations completed and meet the Department’s target. These efforts include better tracking, communication with managers and supervisors, and the prioritization of this goal by executive staff. Staff has also met with and coached the managers and/or supervisors that have the most difficulty completing their performance evaluations each year to see what additional steps the Department can take to increase compliance.

Employees Rating of Experience Working for the County

The Department will report the results of the FY 2018-19 employee engagement survey at year-end after the survey has been completed in Spring 2019. 

Future Priorities

  • Utilize surveys and other appropriate techniques to develop a deeper understanding of customer needs, improve processes, streamline service delivery, and improve customer service
  • Through the efforts of the Employee Engagement Committee, identify additional ways to recognize employees for their quality work and contribution to the organization
  • Complete the departmental organizational review and identify opportunities to define career paths and future development
  • Utilize “Agile” positions to provide strategic opportunities for succession planning and employee development

Author: Rochelle Kiner, Deputy Director     Contact Email:      Date Updated: 01-22-2019