Could you please answer me the question no 2, 3 and 4 ?

SELECTED CASES 433 Selected Cases more CITY OF CARLSBAD, CALIFORNIA: RESTRUCTURING THE PUBLIC WORKS DEPARTMENT (A) OVERVIEW These strategic initiatives and the City In 1995, the City of Carlsbad, California, an ocean Manager's assessment of the organization's front community of about 75,000 people, was design pointed to misalignments in the city's emerging from the worst recession in its history. structure. He convened a small representative In response to a call from the City Council and task force of managers to design a new struc- nationwide efforts to operate governments in a ture. The result was a reorganization of the city businesslike manner, the City Manager led into five major service areas (MSAs), such as the organization through a comprehensive strate- community development, safety services (e.g. gic planning process. Through highly participative fire, police), and public works methods, including focus groups and a large An evaluation of the entire strategic group community visioning process, a new city change effort suggested that a large majority mission and vision (Figure 1) and a set of values of the internal and external stakeholders to guide decision making (Figure 2) were devel- viewed the changes positively and believed oped. In addition, several important strategic that they had improved customer focus and initiatives, including a new information system employee commitment. The results also prom- and a revised performance appraisal and incentive ised to reduce operating costs and to create an compensation process were started. organization that could absorb the expected growth in demand for new and better services FIGURE 1 The Public Works Department City of Carlsbad Mission and The largest of the new MSAs, Public Works, con- Vision Statement sisted of six previously independent departments responsible for engineering services: parks, Our mission is to provide top-quality streets, facilities, and fleet maintenance; and a services to our citizens and customers in legally separate water district owned by the city a manner that enhances the quality of life (Figure 3). The new organization was expected for all who live, work, and play in Carlsbad to design, construct, and maintain the infra- structure for the growing city. The new Public FIGURE 2 City of Carlsbad Values We believe these values are important to achieve our desired future as employees for the City of Carlsbad. They are chosen freely, prized publicly, and acted upon again and again. Integrity-An organization and workforce distinguished by sound moral and ethical character Trust-A workplace characterized by widespread belief in the integrity, reliability, and ability of employees Competence-A workplace characterized by employees who have the skills and training to do their jobs Accountability-An environment characterized by employees who are willing to be responsible TeamworkA workplace that encourages the use of teams to accomplish organizational goals and objectives Quality-An environment characterized by employees with passion for excellence Empowerment Employees who have the authority, responsibility and accountability to decide and act 434 PART 4 TECHNOSTRUCTURAL INTERVENTIONS FIGURE 3 Proposed Public Works Structure Immediately Following City Reorganization City of Carlsbad City Council City Manager Community Safety Services Public Works Director Administrative Development Community Services City Engineer Parks and Recreation Facilities Maintenance Fleet Maintenance Street Maintenance Carlsbad Municipal Water District engage Looming 2015 Works Director was excited about the prospect of designing his new MSA according to the vision and values created by the city during its strategic change efforts. In line with those values, he saw the opportunity to implement the new design in participative and empowering ways, and he wanted to take advantage of the city's general plan that called for new buildings to house the engineering staff and the public works yard. In consultation with an OD consultant, diagnos- tic interviews and focus groups with a variety of employees and other stakeholders were commis- sioned. The data can be summarized as follows: Each of the previously independent depart- ments had their own way of doing things. They were suspicious of the reasons for the structural change. The water district employ- ees were particularly cohesive. Many of the work processes in each department were similar. For example, the buildings, parks, and street departments each had equipment and work assignments involving the mainte nance of restrooms, painting, landscaping, and light construction. The engineering department for the water district was largely redundant with the engineering department in the City, and both the City and the water district owned several pieces of large and expensive equipment Each department had members with both long and short tenures. . Most of the departments lacked formal goals and planning processes. The current Public Works Director was also acting as the City Engineer. The engineering department was anticipating an increased workload over the next ten years as the city continued growing. Con- versely, workloads in the maintenance groups were expected to grow over time but lag the growth rates in engineering. Almost all of the employees enjoyed working for the City of Carlsbad and intended to stay Based on these data, the Public Works Direc tor and the OD consultants worked together to understand the implications of the data and to design an action plan to describe and refine the new structure. Questions 1. What is your diagnosis of the situation in the Public Works Department? 2. How would you proceed from this point? 3. What interventions would you recommend and why? 4. For your preferred intervention, develop an action plan for implementation