Comment:
In a suburban county outside a large city, the Parks and Recreation Department has been run for decades by a friendly, popular director who has run the volunteer program for the department by himself. He had a network of friends throughout the county that served as volunteer coaches, as teachers in recreational programs (art, music, dance, exercise), and in other roles. In turn, these volunteers drew in other volunteers to serve as timers, scorers, and assistants, and in the other necessary roles. The director loved working with this network of friends that he had developed over the years, and the volunteer program virtually ran itself, with the directors administrative assistant simply filling a roster with the names of people who called in, chatted with the director, and then chose a role. The director has now retired, after a large banquet with numerous warm testimonials and expressions of appreciation. The new director is younger and new to the county. The county commissioners and county administrator hired her in part out of respect for her administrative training (a masters degree and various training programs) and administrative skills that she displayed in her previous position as assistant director in the Parks and Recreation department of a medium-sized city. They have asked her to work on shaping up the departments budgeting and financial procedures, its communications and accountability to the commission and the county administrators office, and its internal organization. Several of them have quietly mentioned to her that as much as they loved the former director, Old Ed was wonderful but wanted to do things his way, and it was hard to know what was going on over there sometimes. The county was under increasing financial pressure, and it would be harder and harder to grant the budget increases that Old Ed asked for, especially without the popular support he could always bring to help the commissioners justify the increase. In addition, auditors were becoming increasingly critical of the budgets and accounts of the department. No one suspected any wrongdoing, but organization and management clearly needed improvement.
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