Reference no: EM134008115

Problem

Case written by Hal G. Rainey, Alumni Foundation Distinguished Professor, Department of Public Administration & Policy, University of Georgia

In a suburban county outside a large city, the Parks and Recreation Department has been run for decades by a friendly, famous director who has run the volunteer program for the department by himself. He had a network of friends throughout the county who served as volunteer coaches, teachers in recreational programs (art, music, dance, exercise), and other roles. In turn, these volunteers drew in additional volunteers to serve as timers, scorers, assistants, and other necessary parts. The director loved working with this network of friends he had developed over the years, and the volunteer program virtually ran itself, with the director's administrative assistant filling a roster with the names of people who called in, chatted with the director, and then chose a role.

After a large banquet with numerous warm testimonials and expressions of appreciation, the director has now retired. The new director is younger and unique to the county. The county commissioners and county administrator hired her partly out of respect for her administrative training (a master's degree and various training programs) and the organizational skills she displayed in her previous position as assistant director in a medium-sized city's Parks and Recreation Department. They have asked her to work on shaping the department's budgeting and financial procedures, communications, and accountability to the commission, the county administrator's office, and its internal organization. Several staff members have quietly told her that as much as they loved the former director, "Old Ed" was excellent 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 the organization and management needed improvement.

The new director feels concerned about the loose organization of the volunteer program. Drawing on some of the policies at her previous organization, she initiates the requirement that volunteers will need to sign a waiver of liability and statements that they will follow a drug-free approach and avoid sexual harassment. She also begins considering setting up a training program for volunteers through the National Youth Sports Coaches Association and may ask the coaches to pay for their training. The word of these changes and possible changes spreads rapidly among the volunteers.

In working on her various priorities, the new director finds the constant phone calls from volunteers disruptive to her other work. Knowing that it is not a satisfactory long-term solution, she asks her administrative assistant to handle the conversations and assignments of the volunteers himself, as best he can. Within two weeks, problems arise. Soccer season is starting, and there is a shortage of coaches for the first time. The new director asks the administrative assistant to find more volunteers to serve as coaches. The assistant finds a few. He also reports back that some former coaches are refusing, saying they get the sense that their contributions are not valued, and without Old Ed as the center of the activity, it is just not the same anymore. Some comment that the new requirements imply distrust, are demeaning, and involve too much red tape. The new director must stop all other activities, get on the phone, and talk some reluctant volunteers into continuing. She shores up the soccer program for the time being. Some old-timers tell her that the problem will worsen when T-ball and baseball season starts. She also heard that the exercise and dance instructors said the administrative assistant might not continue.

The new director has called in your group to assist her in improving the volunteer program. She asks that you advise her on what to do about the volunteers. She can only offer you a small consulting fee and lunch, but you have agreed to try to help because you are so good-hearted and professional. Get the instant assignment help.

Discuss the following topics:

I. Where does she stand now? What are the first questions you would ask about her current situation or key observations pertinent to assessing her volunteer program, and what should be done with it? List at least five key points or questions. Discuss how these points relate to concepts and frameworks covered in the course.

II. What should she do? What are the key points and priorities for a well-managed volunteer program? What conditions, arrangements, policies, and procedures should she try to establish? List at least five key points or priorities. Discuss how these relate to concepts and frameworks covered in the course.

III. How does the case reflect the challenges of public sector management?

IV. What should other authorities do to help her? What could different levels of administration and government do to support her volunteer efforts?