Public Works
PUBLIC WORKS
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Administrative Services Division provides for the effective operation of the Public Works Department. Allocating resources, setting priorities, and providing direction to the department’s various divisions are some of staff’s main concentrations. The Administrative Services division also provides administrative support, including preparing the department budget and assisting with long range capital improvements project planning; coordinating staff reports for City Council consideration; monitoring departmental responses to citizen inquiries; managing the public right-of-way, and conducting specialized research and analysis. This division is also responsible for inter-departmental and inter-agency coordination.

The Engineering Division oversees the planning, engineering design, and construction of the city's Capital Improvements Projects (CIP). Staff identifies projects to improve and maintain streets, rehabilitate existing infrastructure, address drainage issues, and construct trails and sidewalks. Staff also reviews and approves all engineering design plans for new residential and commercial developments.

The City Engineer and staff engineers review design plans for compliance with Public Works ordinances, standard construction details, State and Federal laws, and sound engineering practices. The Administration and Engineering Division works with neighboring agencies to ensure Lenexa is in line with regional, state and national trends and best practices.

Engineering Division Mission Statement:
To provide quality project management and construction observation so that adequate infrastructure is designed and constructed in accordance with City of Lenexa standards and specifications, which will enhance the safety and quality of life of our citizens. To provide Capital Improvement Project input and direction that is in alignment with the overall city goals.

Questions or Comments? Contact Public Works at (913) 477-7680 during regular business hours, 8 a.m. to 5 p.m. Monday through Friday.

 
 
 
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