Parks and Partnership in New York City (A): Adrian Benepe's Challenge Case Solution
New York's public parks, brought to their glorious peak by the renowned Parks Commissioner Robert Moses in the mid-20th century heyday of direct government activism, were in disarray in a brand new era of public-sector austerity. As the City's hard-pressed authorities found itself short of money and work force the parks-from the iconic Central Park to neighborhood playgrounds-grew dingy and dangerous. With few alternatives, park officials started experimenting with a fresh tactic in the 1980s: Shifting responsibilities to the private sector. Private organizations-ranging from complex organizations financed by the rich and well-known to informal networks of neighborhood volunteers of New York -had taken on major roles in maintaining, upgrading, and day-to-day direction of the City's park system.
Commission Adrian Benepe, though a veteran Parks Department worker greatly committed to public service, had contributed to the development of the partnership approach throughout his career. But as he was promoted to the top job, he faced the challenge of pursuing a complex assignment when much of the vital capacity was subject to his influence but by no means under his control. Attending fundraisers, massaging donors' egotism, and inspiring volunteers instead of the direct exercise of power are some of the most significant management tools of Benepe. (HKS Case Number 1743.0)
PUBLICATION DATE: June 01, 2004 PRODUCT #: HKS086-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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