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Boise Public Works completes reorganization and outlines measurable goals for utilities, asset management and customer service
Summary
Public Works Director Steve Burgos presented a departmental reorganization that created three branches—Shared Services, Water Renewal Services and Core Services—alongside a new objectives-and-key-results (OKR) framework and plans for asset management, hiring and program realignment.
Boise City Public Works on Thursday described a multi-year internal reorganization intended to align leadership, staffing and programs across utilities and support services and to introduce a formal objectives-and-key-results program to track measurable progress.
The reorganization creates three branches—Shared Services, Water Renewal Services and Core Services—led by newly assigned deputy directors, Director Steve Burgos said. Shared Services will consolidate engineering, finance/administration, organizational strategy and utility billing support; Water Renewal Services will centralize utility design, construction and operation under a single deputy; and Core Services will fold materials management, facilities program management, fleet and real estate into an enterprise-oriented branch.
Burgos said the change came after roughly 18 months of study that included surveys and interviews with staff and multiple organizational prototypes. "We recognized that how public works was set up really hadn't changed for several decades," Burgos said. He described aims of the reorganization as reducing sprawling supervisory spans, clarifying reporting lines and grouping like assets and services so managers can carry a program from concept through operation.
Why it matters: The city’s largest Public Works fund is the Water Renewal Services fund; Burgos said concentrating leadership there should improve capital project delivery and operations for a utility with a roughly $50 million annual operating budget and substantial capital spending. The reorg also brings citywide fleet and real estate into Public Works to support a more coordinated asset-management approach.
Key details and expected effects: The department reported about 370 staff, roughly 75,000 residential water connections, and a current operating budget of about $50,000,000 a year. Burgos said the department seeks to lower its vacancy rate from about 13% to a target of 8% and is actively recruiting for several senior roles. He said roughly 80% of the staffing moves associated with the reorg have already occurred, with a few personnel transfers still pending.
Public Works also described a new organizational strategy group to centralize data analytics and process improvement. Deputy director Kristen Ryan said that group will standardize data collection, QA/QC and reporting, and will coordinate with city IT on analytics and potential AI integration.
The department announced a pilot of objectives and key results (OKRs) to create clearer, measurable priorities across five service areas: reliable and safe utility operations; financial responsibility and performance; environmental sustainability and innovation; a high-performing workforce; and exceptional customer service. Burgos said early results from the first quarterly check-in show most OKRs progressing as planned, with specific targets such as reducing vacancy rates to 8%, improving capital program delivery to 70% of planned spend in FY25 and resolving a targeted share of lift-station safety issues.
Asset management: Burgos and deputy directors said the reorg makes space for an enterprise asset-management effort to inventory assets across water rights, underground pipes, fleet and buildings, and to define end-of-life and replacement schedules. "We need to up our game a little," Burgos said, noting water renewal already has advanced programs but other city facilities need systematic preventative-maintenance planning.
Staffing and recruitment: Burgos acknowledged ongoing vacancies and said the city is actively recruiting senior positions, including program and project managers for water renewal. He noted some internal promotions will create downstream vacancies that the department is managing.
What’s next: The commission will receive subsequent briefings on specific programs tied to the reorganization, including materials management/solid waste strategic planning and the recycled-water program design. Burgos said the department intends to bring more detailed OKR progress updates quarterly.
Ending: Commissioners and City Council representatives present thanked staff for the overview and asked for follow-up briefings on hiring progress, asset-management timelines and how commissioners can participate in project selection panels and community engagement efforts.
