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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources

Organizational Analysis of Town of Cary Parks, Recreation &

Cultural Resources

Ameer K. Edwards Sr.

Dr. Jason Bocarro

PRT 506- Organizational Behavior and Leadership

October 12, 2015

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Introduction

“You got to think about the big things, while you’re doing the small things, so that all the

small things go in the right direction” (Alvin, Toffler). Cary Parks and Recreation & Cultural

Resources are working numerous projects both big and small. In order to successfully

implement the “master plan”, communication and coordination are essential. The community,

in which PRCR is located, shapes the vision and mission of the organization. For its first

hundred years, the Town of Cary, North Carolina, was a rural crossroads community. The Town

had a rich heritage of farming as its economic base, and a population between 316 and 3,000

during the years 1880-1960.

A population increase occurred with the creation of Research Triangle Park (RTP) in the early

1960’s. RTP attracted research oriented companies that could employ a highly educated local

work force, while stimulating research and collaboration with local universities. Cary’s

proximity to RTP, along with the development of attractive residential communities provided

attractive living environments for the employees of RTP organizations, and resulted in Cary’s

population growing from about 3,000 in 1960 to over 155,000 in 2014. Cary is surrounded by

Raleigh, Garner, Holly Springs, Apex, Chatham County, Durham County, Research Triangle Park,

Morrisville, and Raleigh-Durham Airport. (Town of Cary, Planning and Engineering Department.

Parks, Recreation, & Cultural Resources Master Plan 2012).

Cary is one of the top places to live in the United States (Money Magazine), the 2nd best place

for business and career (Forbes), 7th among cities with most college-educated residents (N.Y.

Times), and the #1 Real Estate Market to watch for (Inman News).

In 2014 the estimated population of Cary was 155,227, consisting of roughly , 73.1% whites,

8% African Americans, 13.1 Asians, 7.7% Hispanics, 2.6% two or more races. Cary is within 30

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minutes of numerous major universities, including North Carolina State, Duke, University of

North Carolina Chapel Hill, and North Carolina Central University (rtplinks.com). Cary is a highly

educated community with over 61% of its residents attaining a bachelors degree or higher, over

95% having a high school diploma (factfinders.census.gov). Town of Cary Parks Recreation &

Cultural Resources mission is to. Focus every day on enriching the lives of our citizens by

providing an exceptional environment and providing exemplary services that enable our

community to thrive and prosper.” The tools for a premier Parks and Recreation organization

are in place it is up to leadership to frame the organization in a way to maximize it potential.

Organizational Context

The Town of Cary’s Parks Recreation and Cultural Resources Department (PRCR) is a

nationally accredited organization with 72 full time employees, 424 part-time/seasonal

workers, and an operating budget of 13,308,873 (FY2013) and 2,560 acres of parkland

(CAPRA,2013). The organization currently maintains 4 divisions Administration, Community

Recreation Programming, Cultural Arts, and Sports Venues. PRCR provides numerous

recreation, sports, environmental, historical and cultural arts programs and services to the over

150,000 citizens of Cary, North Carolina as well as to the surrounding communities. The

organization is responsible for the operation and maintenance of 28 parks, a greenway and

trails system of more than 70 miles, four sports and entertainment venues and nine facilities.

In 2008, Cary also was named one of six inaugural members in the “NCCA Championship City”;

the town hosts NCAA Division I,II and III men’s and women’s championships each year

(townofcary.org).

It is the mission of the Cary Parks, Recreation & Cultural Resources Department “to serve,

educate and enhance the life for the citizen of Cary (Town of Cary Parks and Recreation).

Organizations are complex, surprising, deceptive, and ambiguous (Week 1 Lecture). PRCR

strives to reduce complexity, provide transparency and provide the best facilities, programs,

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special events, and customer service. Dough McRainey Director of Cary Parks and Recreation

spearheaded the effort to get PRCR CAPRA accreditation. PRCR met 100 percent for the 144

standards. PRCR is committed improving the quality of life of its citizens and to using the best

practices, in parks and recreation management. The Town of Cary operates under a council

manger form of administration. The Town Manager and elected town council sets the policies,

goals, and direction of the government. It is in this capacity that the Town Council and Town

manager determine the fiscal year budget of PRCR. PRCR continues to provide some of the best

customer service of any parks and recreation organization in the state including offering its

citizens a customer satisfaction guarantee policy for programs in which customers

participate. “A sound policy provides the guiding principles for managing fees and charges while

maintaining flexibility to accommodate with new programs, changing demographics and

circumstances”(Town of Cary Parks and Recreation). PRCR recovers a portion of its

expenditures through fees and charges for Parks, Recreation and Cultural Resources

services ,that are both fair and equitable.

Organizational Structure

The Town of Cary Parks, Recreation, and Cultural Resources (PRCR) have gone through a major

transformation over the last few years. Mary Henderson the previous director retired in May of

2010 and Danny Hopkins was hired in September of that year. Hopkins resigned in February,

2012, and in March of 2012, Parks Planning Manager Doug McRainey, was named the new

director of PRCR. McRainey is at the apex of a highly developed organizational structure, with

clear goals, focus on mission, and top down coordination (Bolman&Deal, 2013, p.43).

McRainey works directly with the mangers of PRCR’s 4 divisions, Administration, Cultural Arts &

Resources, Recreation Programs, and Sport Venues. Each manager within the 4 divisions has

autonomy, while understanding the unified policies, rules, and procedures placed on the

organization as a whole. This close alignment of structure and task between all divisions of

PRCR leads to high levels of performance (Bolman&Deal, 2013). PRCR uses vertical

coordination with the Director and 4 managers controlling the work of employee’s within their

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individual departments. The director and managers dictate the organization vision and

expectations through authority, rules, policies, planning and control in order to achieve tPRCR’s

vision and goals for the citizens of the Town of Cary. PRCR operates under a divisionalized form

of organizational structure. “The bulk of the work is done in quasi-autonomous units”, with

separate divisions organized around different resources (Venues, Cultural Arts, Recreation),

(Bolman&Deal, 2013). Each division while part of one organization has its own identity and

uniqueness.

Administration Division

“The Administration Division coordinates the work of all the Department’s divisions, which

include, Community Recreation, Cultural Arts, and Sport Venues. The primary areas of

responsibility include office management, special projects, parks, greenway and open space

planning, capital projects administration, customer service/staff training, marketing and

supervision of all divisions.” The head of the Administration Division is PRCR Director Doug

McRainey. (Town of Cary Parks and Recreation)

Community Recreation

The Community Recreation was formally the Athletics Division. This Division has a dual role

of planning, implementing, and supervising diverse youth and adult programs and special

events, and providing the citizens of Cary with recreation opportunities. The division includes

environmental programs, parks and facilities, senior programs, and sports leagues.

This Division is responsible for implementing and supervising diverse youth and adult and

special events. This division offers youth and adults opportunities to participate in well

structured, supervised, and enjoyable athletic league programs. These programs promote

fitness and well being to the participants through team and individual league play. “The goals of

the program include participation, sportsmanship and fun (Town of Cary Parks and Recreation).

“Recreation programs, both indoor and outdoor, are offered at Bond Park, Bond Park

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Community Center, Herbert C. Young Community Center, Middle Creek Community Center, and

Cary Senior Center (Town of Cary Parks and Recreation). The Stevens Nature Center provides

environmental education programs in ecology, environmental stewardship, preservation and

nature appreciation (Town of Cary Parks and Recreation).

Summer Camps and after school programs are off year around, as well as specialized

activities for teens and adults citizens of Cary. The Community Recreation Division Manger is

Dwayne Jones, and Sports Program Coordinator is Ted Jeffcoate.

Cultural Arts Division

The Cultural Arts Division is responsible for the operation of the Cary Arts Center, the Page –

Walker Arts & History Center, special events, performances and festivals. “As a division,

through our programs and activities we encourage you to discover the wealth of cultural

opportunities available to Cary’s citizens (Town of Cary Parks and Recreation). This division

offers citizens of Cary and the surrounding area music, art, and performing arts classes. The

Cultural Arts Division offers Performing Arts, Visual Art, Cultural Ethic Programs, and Art

Facilities. Lyman Collins is the Cultural Arts Division Manager and Adam Bell Festivals and

Events Supervisor.

Sport Venues Division

Sports Venues Division is responsible for operation maintenance of some of the premier

venues in the state of North Carolina including Cary Tennis Park, USA Baseball National Training

Complex, WakeMed Soccer Park and Sk8-Cary. The Sports Venue division includes 6 tennis

professionals and a junior development Specialist. WakeMed Soccer Park is home to the

professional soccer team the Carolina Rail Hawks, and hosts numerous intercollegiate sporting

events including The ACC Women's Soccer Championships, and the NCCA Women’s College

National Championship. William Davis is the Sport Venue Manager; Jake Lester is the head

Tennis Professional, Keith Jenkins Sports Venue Coordinator for Wakemed Soccer Park, and

Chris Duty is Sports Venue Coordinator for USA Baseball National Training Complex.

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Organizational Environment

The Town of Cary Parks, Recreation, and Cultural Resources (PRCR) seek to create a

professional environment where its employee’s are constantly looking to find ways to maximize

the efficiency and effectiveness of the organization. PCRC realizes that its employee’s are its

most valued asset and that they are responsible for the image of the organization and vital to

its growth and sustainability. Customer service, innovation, transparency, safety, and attention

to detail are hallmarks of PRCR. The organization is constantly looking for innovative ways to

improve the customer experience. PRCR encourages employees to be autonomous and to use

their knowledge and skills to improve the organization and to actively seek ways to improve the

image of the organization. Autonomy allows the employee’s to work in an environment where

they can move beyond, “solving systematic problems, with systematic solutions” (Hyde,

Hopkins).Open communication on all levels of the organization is encouraged. A risk in the

divisionalized form is “management losing touch with operations” (Bolman&Deal, p.81). High

levels of communication and cooperation can mitigate this risk. The environment is currently in

a state of flux. Over the past few years PRCR has been going through a process of

reorganization. During this transitional time an effort is being made to continue to provide the

citizens the same high standards of customer services, programs, and events that the citizenry

have become accustomed to. PRCR seeks to provide its customers with activities that will

enable them to “learn, laugh, play “this is a mantra that sums up what PRCR offers its customer

PRCR wants the citizens of Cary to have access to a variety of programs and activities and to feel

that the organization is meeting or exceeding their needs. PRCR hires people who share the

organizations vision and are motivated to carry out.

Organizational Leadership

As the Leader of the Town of Cary Parks, Recreation, and Cultural Resources (PRCR) Director

Doug McRainey is responsible for establishing the culture and shaping the vision of PRCR.

Under the direction of McRainey PRCR has seen unprecedented growth. Mcrainey leads an

organization that has continued to expand its service to the community and bolster its

reputation as a destination for athletic and cultural arts events. Impactful “leaders must be able

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to stand before us and confidently express an attractive image of the future” (Kouzes&Posner,

p.29). McRainey spearheaded the process of PRCR obtaining CAPRA accreditation. In June of

2011, the Town of Cary Parks, Recreation and Cultural Resources (PRCR) Department

designated a staff work team to develop its self-assessment report. The work team included

employees from each division with different levels of CAPRA accreditation experience in order

to achieve a balance of perspectives. This process inspired a share vision, enabled others to act,

and modeled the way for both managers and employees (Kouzes&Posner). PRCR is led by a

mixture of managers, division directors, supervisors, and coordinators. Among the

responsibilities entrusted to the PRCR leaders are to allocate responsibilities, set expectations,

and most importantly give those who they supervise the tools, knowledge, and resources to

effectively do their jobs.

PRCR Director McRainey was hired in March, 2012. Before assuming the Directors position

he was the PRCR’s Parks Planning Manager for 12 years. His experience working for PRCR

previous to taking the Director position helped to ease his transition and give him the

advantage of having cultivated relationships and formed alliances within the organization that

could help him implement his vision. “Getting things done in an organization involves working

through a complex network of individuals and groups”; “ Friends and allies make things a lot

easier”(Bolman&Deal, p.198). A good leader responds to the needs of his constituents. PRCR is

able to gauge citizen’s needs by working with the Parks, Recreation, and Cultural resources

advisory board. “The Parks, Recreation and Cultural Resources Advisory Board’s mission is to

provide representation for the citizens of Cary in partnership with the Parks, Recreation and

Cultural Resources Department and the Town Council in promoting understanding,

appreciation, participation and support for open spaces, parks, recreational opportunities,

cultural activities, programs and facilities” (Town of Cary Parks and Recreation). McRainey acts

as staff liaison to the advisory board. McRainey is forward thinking and he inspires those who

he supervises to be as well. McRainey understands that the Cary’s demographic is constantly

evolving, and that PRCR must be ready to adapt to changes of its citizens. “A great organization

is one that provides superior performance and makes a distinctive impact over a long period of

time” (Collins, p. 6). McRainey works directly with Customer Service Representative Myra

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Meeks to insure that PRCR provides the highest quality product possible. McRainey’s vision and

intuition make him an exemplary leader, and enable him to model the way for his organization,

and inspire others to follow his lead.

The Town of Cary Parks, Recreation, and Cultural Resource (PRCR) is a vertically coordinated

organization. McRainey use his authority to enforce rules and policies, in addition McRainey

uses planning and control systems to establish concrete outcomes through the use of clear

objectives. Each employee throughout the chain of command knows their role and

responsibility and what is expected of them. The success of vertical coordination is predicated

on those working under McRainey being willing to follow his directives (Boman&Deal, p53,

p57). The managers of each of division answer directly to McRainey. Vertical coordination

works within PRCR because of McRainey’s strategy, vision, attitude, and ability to motivate.

Human Resources

The mission of Cary Parks, Recreation and Cultural Resources Department (PRCR) is to serve,

educate and enhance life for the citizens of Cary (Town of Cary Parks and Recreation). Fulfilling

this mission starts with the employees. PRCR works closely with the Town of Cary Human

Resources Department to attract and retain employee’s with the skills, knowledge, and

experience to contribute to the mission of PRCR. “Systematic and interrelated human

resources management practices provide a sustainable competitive advantage” (Bolman&Deal,

p.141). The Human Resources Department administers the recruitment and selection of

applicants for full-time and part-time staff vacancies. Positions for which they are recruiting are

posted regularly as they open (Town of Cary parks and Recreation). PRCR hiring managers

provide Human Resources with clear and consistent employee recruitment and selection

procedures to follow when filling vacancies. “Strong companies know the kinds of people they

want and hire those who fit the mold” (Bolman&Deal, p.141).Those employee’s currently

working for PRCR can look for jobs within the internal jobs postings provided by Human

Resources. PRCR has in place procedures for screening resumes, arranging interviews, and

making employment offers. Human Resources serve as the initial screener for applications. In

considering a candidate, education, experience, skills, work record and availability will be

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evaluated in relation to job requirements. Based on that evaluation, a limited number of

applications will be referred to PRCR hiring department. PRCR prides itself on diversity and has

guidelines and interviewing processes that seek to eliminate discrimination and favoritism in

the hiring process. In addition Human Resources follow all rules and regulations as stipulated

by the Equal Employment Opportunity/Affirmative Action guidelines (Town of Cary).

After to being hired employees of PRCR will be placed on a six month probationary period,

and be given an evaluation at three month intervals. Human Resources provide additional

training in customer service, leadership, safety, and personal development. Human Resources

and PRCR believe in investing in employees and offer opportunities for professional

development. Human Resources offer full time employees medical, dental, and vision

insurance. Other benefits such as tuition assistance, paid time off, direct deposit, and

retirement benefits are also available to PRCR employees. Human resources are responsive to

the needs of PRCR employees, and are available to address employee grievances.

Political and Culture

At the Town of Cary Parks, Recreation, and Cultural Resources, our organization exists

to serve our citizens. We will be open, ensure access, encourage involvement and be

accountable to our citizens (PRCR, Statement of Values). The Town of Cary has a council-

manager form of administration, in which the Council’s establishes policies and oversees

all government operations including those of the Town of Cary Parks, Recreation and

Cultural Resources (PRCR). PRCR is not a political organization in the traditional sense.

PRCR does not advocate for any party or particular candidate. Town Council and the

Town Manger have generally been advocates of PRCR and allocated funding to expand

PRCR’s current programs and services. Since 2010 Town council has provided funding

for numerous facility upgrades to support the increase in service levels and host top-

quality events. The Cary Arts Center opened in 2011 and is the new center of arts

activity for the residents of Cary. The approximately 48,000 square foot facility includes

classrooms, studios, rehearsal, performance, and office space for a wide range of visual,

artisan, and performing arts. Construction also began on athletic support facilities and

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expanded seating at WakeMed Soccer Park. Other notable improvements to parks and

recreation facilities include those made at Bond Park, Middle Creek Park, Mills Park and

Hemlock Bluffs Nature Preserve (CAPRA). PRCR benefits from the North Carolina

General Statute 160A-351, the Recreation Enabling Law, which dictates that North

Carolina “provide Recreation programs is a proper governmental function, and that it is

the policy of North Carolina to forever encourage, foster and provide these facilities and

programs for all its citizens.” PRCR strives to, “provide the highest level of courteous,

accurate, and responsive customer service” (Town of Cary Parks and Recreation).

Managers of all 4 divisions held meetings with the Customer Service Representatives to

facilitate coordination and consistency across the department (FY 2014

Accomplishments Administration and Management of Parks and Facilities). The current

Director has been in place for 3.5 years and with PRCR for 15 years. At this time all 4

division leaders are males, so diversity within upper management is an issue. PRCR

works with the Cary Parks, Recreation and Cultural Resources Advisory Board which

empowers the citizens of Cary and gives them a voice regarding PRCR related issues.

Employees on all levels of the organization are encouraged to communicate with their

superiors, and to voice any concerns, challenges, or problems they encounter.

The Parks, Recreation, and Cultural Resources (PRCR) Department is managed by four

Divisions and general operations. There is much crossover between these divisions as

planning, operations and maintenance, and programming efforts are a collaborative

process (Town of Cary Parks and Recreation). PRCR has a culture of customer service;

the customer’s (taxpayer’s) experience is the driving force. Therefore, any tendency to

make decisions independently must be avoided to ensure the greatest success in

sustainable and equitable service delivery (Town of Cary Parks and Recreation).

Measuring Organizational Effectiveness

Cary Parks, Recreation and Cultural Resources (PRCR) have both internal and external

measures of its organizational effectiveness. Externally PRCR effectiveness can be measure by

accrediting agencies such as the Commission for Accreditation of Park and Recreation Agencies

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(CAPRA). PRCR earned re-accreditation status for the Department from the Commission for

Accreditation of Park and Recreation Agencies (CAPRA) and met 100 percent of the 144

standards. PRCR staff distributes evaluations at the conclusion of all programs. Patrons are able

not only to evaluate employees but can also give their impressions of programs, facilities, and

indicate if they would participate in the program in the future. The results are added to a

database and analyzed to asses the’ effectiveness of programs and facilities. Public meetings

are held periodically to gauge the public’s perception of PRCR as well as to give citizens the

opportunity to voice any concerns, positive feedback or suggestions. The Town of Cary

conducts a statistically valid survey every two years to gain feedback on Town services.‐ The

Town Manager’s Office assesses the outcomes and efficiency/effectiveness with the Town

Council ultimately reviewing the department’s performance through the budget review and

approval process.

Internally employee’s have annual evaluations. Evaluations are done using MAPPS

(Managing and Planning Performance System). MAAPS can be used to establish an employee

work plan, which helps employees achieve goals and work related task.

Organizational Change

The Town of Cary Parks and Recreation has been in the process of restructuring for the last

three years. Changes to the organizational structure has occurred with more changes to come (I

will go into detail regarding reorganization in the Problem and Analysis portion of my paper).

The 4 divisions have been revamped, and the Athletics division has been renamed the

Community Recreation/Sport Division. Some mangers have assumed new responsibilities and

roles. The organization has had generally positive outcomes so restructuring presents a risk.

PRCR created a position in Parks, Recreation and Cultural Resources to help improve

coordination of the department’s administrative functions and develop a more strategic

approach to programs (Town of Cary Parks and Recreation). This position will be filled in late

2015 or early 2016. Plans to restructure the organization have resulted in PRCR using more

elements of lateral coordination. Many employee’s are resistant to the changes being made

within the organization. Director McRainey understands that restructuring will require

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employees from across the department to be successful. He has coordinated efforts to create

“task forces” and “work teams” to facilitate communication organization wide (Town of Cary

Parks and Recreation, Bolman&Deal p.56-58). The Director, Assistant Town Managers, and the

4 division managers will review new organizational structure proposals and discuss possibilities

to facilitate a smooth transition. In June of 2015 a detailed plan for reorganization going

forward was created. (see appendix).

“Because organizations depend on their environment for resources they need to survive,

they are inevitably enmeshed with external constituents whose expectations or demands must

be heeded” (Bolman&Deal p.231). PRCR is a vital part of the Cary community, and must be

aware of the issues which impact Cary as a whole. Their is a need to recognize issues related to

the Town and be prepared to adjust in order to continue to provide the exemplary programs

and services PRCR is celebrated for. Some of the following issues with Cary that may predicate

organizational change are; 22% of Cary residents are over the age of 65, this requires a need to

provide more services and programs for seniors. 2016 will be a year of challenges and change,

with growth-related issues likely proving to be PRCR’s biggest challenge. While Cary’s growth is

less than three percent, most of that growth is occurring in western Cary, and too much growth

in one area can overwhelm the schools, roads, parks, and other public services (Mayor’s State

of the Town address). Contingencies must be made to accommodate the rapid growth in West

Cary. Road congestion is an issue that’s has plagued Cary for many years. This problem will have

to be addressed when planning events, festivals, and future facility locations.

Perceived Problems and Diagnosis I : Restructuring

Prior to 2015 the Town of Parks, Recreation & Cultural Resources (PRCR) was composed of

4 divisions, Administration (Doug McRainey), Athletics (William Davis), Recreation Programs

(Dwayne Jones), and Cultural Arts (Lyman Collins). The need for change was due to structural

dilemmas. “The more complex role structure (lots of people doing many different things), the

harder it is to sustain a focused, tightly couple enterprise” (Bolman&Deal). Two dilemmas faced

by PRCR included gap versus overlap and underuse versus overload. William Davis former

manager of Athletics was named manager of Sports Venues, and the Athletics Division was

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absorbed into the newly created Community Recreation/Sport Division. Davis explained the

rational for the change, “my position was spread too thin among sports venues and sports

leagues.” The sports leagues were providing recreation programming and using community

centers for indoor leagues. “Roles and activities can overlap, creating conflict, wasted effort,

and unintended redundancy”, (Bolman&Deal, p. 71). Reassigning Davis duties created better

structural balance. The change allowed Davis to give the venues more attention. “Now having 4

sports venues to manage (20 full time staff), I’m (Davis) now able to focus time on all aspects of

venue management (budget, facilities, staffing, event recruitment, event management,

partnerships etc).” Dwayne Jones was the previous manager of Recreation Program division he

was reassigned as Manager of the newly created Community Recreation/Sports Division. The

new organizational chart consists of Administration, Community Recreation/Sports, Cultural

Arts, and Venues.

“Restructuring triggers a multidirectional tug-of-war that eventually determines the shape of

the emerging configuration” (Bolman&Deal, p.85). When implementing the current

restructuring Director McRainey did not have the time to wait for everyone to see his vision.

“Waiting for permission is not characteristic of people who get extraordinary things done”

(Kouzes&Posner). Director McRainey understood the need to involve the entire organization in

the process. McRainey was, “committed from the beginning to have the staff’s participation in

the reorganization” (Doug Mcrainey). “Leaders wisely don’t push people to change; instead,

they invite people to join in the adventure, and they provide further choices along the way”

(Kouzes&Posner). McRainey identified the greatest challenge as “only fixing what needs to

fixed” (Dough McRainey). McRainey believes that his, “department functions at a very high

level”, and he was concerned that restructuring effort might “do more damage than good”.

“No organization is perfect, there are always perceived winners and losers” (Doug

McRainey). PRCR has numerous issues it needs to address as it embarks on its current

reorganization. These issues include need for an overall management division, current division

being too flat, managers spread too thin, need for staff that specializes in technology, and lack

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of staff at community centers, inefficient programming, and currently Bond Park Supervisor

position empty.

Structural Frame

PRCR must begin a process, “of setting objectives and coordinating resources”. Part of the

reorganization effort involves hiring staff to fill vacant, and need based positions. They have

realigned roles eliminating the Athletics Division and replacing it with Community

Recreation/Sports, as well as creating a Venues division to address the issues of gap versus

overlap and underuse versus overload. PRCR has realigned roles and responsibilities to give its

managers such as William Davis the opportunity to focus time on all aspects of venue

management. Director McRainey has added elements of lateral coordination to his

organization in order to show his commitment to have staff involved in the reorganization. Staff

and managers have been part of a “web of inclusion”, the use of task forces and

interdepartmental meetings has created a sense of unity within PRCR. Cary has seen an

environment shift, with a growing older population, and extreme growth especially in west

Cary. Cary’s venues attract visitors from all over the state so a dedicated division will help the

venues operate at their maximum efficiency and effectiveness. Technology changes will be

addressed with the hiring of more staff that has expertise technological areas. As the

organization grows the ongoing reorganization can design a structure that allows for growth,

innovation, and sustainability. Elements of an adhocracy can act as an “organizational tent”, as

PRCR transitions through this reorganization. The structural frame can help make organizational

change less arduous and more successful. Director Mcrainey believes, “The most successful

reorganizations are those that have hardly a ripple when the changes are made (Doug

McRainey). PRCR is currently in the process of reorganizing the Administrative Division to

provide more oversight and assistance to other divisions in the areas of technology, marketing,

and a new area of special services (Parks, Recreation and Cultural Resources, Reorganization

Plan June, 2015). Other pressing needs that can help the reorganization process are the hiring

of an operations analyst to concentrate on budget, add administrative positions, the creation of

management division and an improved marketing strategy.

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Human Resources

PRCR must continue with its efforts to promote participation in the reorganization effort.

“People and organizations need each other,” (Bolman &Deal, p.117). During areorganization

you need people with both ability and motivation. PRCR must hire, retain, and reward their

employees who are willing to work hard, and stay motivated in a time of transition. “When the

fit between people and organizations is poor one or both suffer (Bolman&Deal p.135). Conflict

can be good during the reorganization individuals must “confront conflict and develop

relationships.”

Political

Director McRainey believes that there are “winners and losers”, during any reorganization.

Town of Cary Parks, Recreation, & Cultural Resources must find a way to negotiate with those

who think that the reorganization has diminished their roles. Open communication and

transparency should be embraced. Each division must work together to achieve the vision and

goals of PRCR. “Organizations are both arenas for internal politics and political agents with their

own agendas, resources, and strategies” (Bolman&Deal, p. 242). The Town Manager and

Council are responsible for approving funding for the resources needed for the reorganization.

“Organizations depend on their environment for resources they need to survive”

(Bolman&Deal). As part of the reorganization power will be redistributed and new coalitions

will be formed. It’s imperative that under the leadership of Director McRainey interoffice

conflict be kept at a minimum. This can be accomplished by providing “opportunity for

individuals and groups to give their input.” PRCR must be responsive to its customers and

communicate a unified vision. It’s essential that during the reorganization, its two most

important assets, customers, and employees don’t get loss in the shuffle.

Symbolic

Reorganization must be seen as a positive in the eyes of employees and patrons. Town of

Cary, Parks, Recreation, & Cultural Resources (PRCR) must be able have the reorganization

symbolize innovation, progress, and opportunity. Customer service must remain consistent and

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accessible. PRCR must maintain an image of “accountability and responsiveness.” Phrases such

as “learn, laugh, play”, will give customer a good feeling about supporting PRCR. During

transitional periods vision and values must be emphasized. PRCR has a clear vision of an

organization that provides high quality services, is connected to the community, is proactive

and is committed to the health and well being of its citizens, the reorganization will allow Cary

to continue to provide citizens with experiences and memories that will last a lifetime (Town Of

Cary Parks and Recreation)

Perceived Problems and Diagnosis II Communication

Communication is always important within an organization. During the restructuring process

it is critical for the Director, and managers to have a unified message and have it filter down to

the organization as whole. Director McRainey expressed concern over employees being

resistant to change. His ability to communicate his vision is essential to organizational health.

Managers within PRCR have had conflicts over their roles, workloads, and influence within the

organization. These conflicts have been mitigated through leadership emphasizing common

goals, and encouraging open and honest communication. T PRCR upper management has a

vested interest in the reorganization being successful. If the reorganization is not a success

there will be no winners. Bond Park currently has no Senior Operations & Program Supervisor.

With no direct supervisor in place, rules, policies, goals and objectives need to be

communicated to the employees at this site. Bond Park includes a community center and a

Boat House and is one of PRCR’s most popular offerings. Policies need to be universally

enforced at all PRCR sites. The Cultural Resource division has experienced problems with

technical staff not being available for live performances and film screenings. Summer Camps

typically have a long waitlist yet PRCR distributed 30,000 brochures with less than 5,000 spots

available (Town of Cary 2015 budget). Patrons have complained of not being contacted about

the status of their application. Cary residents have first priority for all programs, this needs to

be communicated clearly to non Cary residents. Program staff needs to verbally explain the

process even if it’s contained within the camp application. “Multiple realities produce

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confusion and conflict because individuals see the same event through different lenses”

(Bolman&Deal, p.309).

Communication at PRCR can be improved by making sure that roles are well defined.

Authority has to be established even within areas that do not currently have supervisors on

site. Streamlining is needed to create synergy and efficiency between programs.

Communication is predicated on knowing who to talk to and what to ask. PRCR utilizes

hundreds of volunteer and part time staff. These workers must be trained and oriented to the

rules, polices, and regulations of PRCR.

Structural

All levels of PRCR must understand and follow the rules and policies of the organization. A

culture of transparency and open communication must exist. PRCR has an open door policy for

its employees this policy should be placed in all PRCR facilities. Communication should be used

to maintain organizational goals and resolve conflicts. Structural dilemmas cause breakdowns

in communication. Job duties should be well defined and performed by those trained and able

to do them. If there are not enough people, or they are ill equip to do a job, communication

breaks down. Summer Camp programs depend on volunteers and seasonal employees, they

must be trained in how to communicate with customers and know who to call if they do not

know the answer. All division employees must have an open line of communication to their

managers. Goals, roles, responsibilities, and linkages must be clear and understood. Whenever

possible employees should be included in the decision making process. Impactful internal

training will lead to satisfied customers. Smaller work units will foster a sense of collaboration.

“Support staff feels happiest when authority is dispersed to small work units (Bolman&Deal, p.

85). Every employee should be able to answer these 4 questions; what is our goal, who should

do what, how will we determine success, and what actions are required (Bolman&Deal p.99)?

Human Resources

PRCR must create an environment that encourages the exchange of information, and allows

employees to express their needs and feelings. Employees are window into the organization.

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The most effective communication comes from individuals feeling safe, comfortable, and

empowered. PRCR must “improve balance between human needs and formal roles”

(Bolman&Deal). Feedback, positive and negative can facilitate communication and help

employees know expectations, roles, and goals. The best and brightest should be given

opportunities for “growth and self actualization”. If people feel like they are reaching their

potential they will more readily embrace the ideal of helping the organization reach its

potential. All employees should have the opportunity to take classes related to communication

and conflict management. Employees must feel like active participants in the process and be

vested in the outcomes achieved by PRCR. Upper management sets the tone; it’s their

obligation to reward excellence. “Diversity is a competitive advantage (Bolman&Deal, p. 275)”

PRCR upper management is predominantly white males; the Human resource department

should actively seek out qualified minorities to fill positions that may lead to upward mobility

within PRCR. Team building exercises can help reduce cliques and help interoffice camaraderie.

Political

PRCR is rapidly changing in response to internal and external factors. Leadership must set an

agenda. “An agenda must convey direction while addressing concerns of major stake holders”

(Bolman&Deal, p. 209), Customers are a major stakeholder. Issues with waiting list and

program information must be addressed and improved. PRCR must focus on “getting

information and building relationship (Bolman&Deal, p .209). The only way to build strong

relationships is through communication. Communication with the Town Manager and Council

is essential to obtaining funding, and insuring the sustainability of the organization. Director

McRainey is working directly with the assist Town Manager on the reorganization. PRCR must

find ways to keep key players engaged and involved. Bargaining and negotiation regarding

organizational change may be necessary to maintain coalitions that will benefit the overall

health of PRCR. Lateral coordination will stimulate communication organization wide.

Symbolic

Each member of PRCR should be able to articulate their vision. An atmosphere must exist

that allows for a group identity. Our customer should know are values, mission, and vision.

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Organizational banquets and award ceremonies should be held and attendance mandatory. Any

initial backlash will be offset but the benefit of employees adopting a group mindset and

building organizational unity. Continued distribution of program guides, magazines, and PRCR

related paraphernalia can keep the organization in the public eye. Continued CAPRA

accreditation positions the organization as a

symbol of excellence. “The essence of high performance is spirit” (Bolman&Deal, p.284).

Prognosis

Overall the prognosis for the Town of Cary Parks and Recreation &Cultural resources is a

positive one. Initially Director McRainey was concerned that the reorganization “might do

more bad then good”, he also voiced concerns as to whether the staff would “buy in”. The first

phase of the reorganization was started in June of this year. The Athletic Division has been

absorbed by the Community Recreation Division with positive results. Many of the athletic

events were already being held at community recreation centers. Most importantly PRCR

created a dedicated Venues division headed by former Athletics division manager William

Davis. This division brings in millions of dollars per year to the Cary economy (Town of Cary

Parks and Recreation). PRCR has diverse and well maintained facilities and a positive image

among the citizens its serves. PRCR works closely with numerous advisory boards to gauge the

pulse of its customers. Customer service is PRCR number priority. PRCR has stable leadership

under Doug McRainey, who is a 15 year employee, including the the last 4 years as the Director.

Despite competition from many external entities, PRCR is thriving, and seeing an increase in

program participation each year (Town of Cary Parks and Recreation). PRCR is consistently

striving to achieve it mission to “Serve, Educate and Enhance Life for the citizens of Cary.” As

Manager, Coordinators, and Supervisors become more comfortable in their roles,

communication will continue to improve organizational wide.

Prospecting the Future

With the Reorganization complete, The Town of Cary Parks, Recreation, and Cultural

Resources is poised to continue to provide even more quality services and programs to its

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citizens. Cary is the seventh largest community in North Carolina (2014 Census). By 2040, the

Town’s population is expected to increase by more than 49,000 to 193,000 residents. In North

Carolina PRCR is ranked fourth in total acres of developed park land, and fifth in the amount of

developed park acres per 1,000 residents (Town of Cary Parks and Recreation). Under the

reorganization plan instituted in June, 2015 PRCR plans to develop organizations for the growth

of senior programming, teen programming, adult and alternative sports, and cultural resource

programming. PRCR plans to respond to the diversity of its citizens by offering pickle ball, and

adult play areas.

The approved 2016 budget includes funding for operation and maintenance of facility

rentals, resources for seniors, and specialized recreation and inclusion services. Participants

rated the facilities satisfaction rate at 98% with a 2015 forecast to drop slightly to 97%.

WakeMed Soccer Park, Cary Tennis Park, USA Baseball National Training Complex, Koka Booth

Amphitheatre are forecasted to bring in over 7 million to the local economy in 2016 (Town of

Cary Parks and Recreation). PRCR obtained Council approval for 15-20 year, $287 million

Comprehensive Parks, Recreation & Cultural Resources Plan. In the spring of 2016 a new park in

south Cary that will include a large play area and the town's first spray ground, an outdoor play

area where pieces spray and dump water on visitors (Town of Cary Parks and Recreation). In

2016 PRCR will also be opening Carpenter Park and our first community garden; opening Jack

Smith Park and a 2nd dog park. “The Town of Cary Parks, Recreation and Cultural Resources

Department encourage and foster corporate and private partnerships” (Town of Cary Parks and

Recreation). New partnerships are expected to be negotiated in the coming years. Currently

PRCR maintains partnerships with Wake Med, Marriot, and 69 businesses throughout the Cary

area (Town of Cary Parks and Recreation). PRCR has plans to complete the White Oak Green

Greenway including a pedestrian tunnel under the railroad tracks near Davis Drive. Once the

construction is complete the greenway will cover 7.3 miles. The reorganization is in its infancy

and problems may arise, communication and interdepartmental cooperation will be necessary

to make the transition as smooth as possible. Doug McRainey believes, “Our department

functions at a very high level.” “Overall, the reorganized PRCR Department repurposed all

current vacancies to address issues/priorities and developed a 5 to 10 year vision for

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department structure. The reorganization required no extra funding and overall staffing has

gone from 75.5 FTE’s to 74.5 (Reorganization Plan, June, 2015).

BibliographyBolman, L.G. & Deal, T.E. (2013). Reframing organizations: Artistry, choice, and leadership. 5th Edition. San Francisco, CA: Jossey-Bass.

Kouzes, J. M., Posner, B. Z., & ebrary, I. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). San Francisco, CA: Jossey-Bass.

Hopkins, K.M., & Hyde, C. (2002). The human service managerial dilemma: new expectations, chronic challenges and old solutions. Administration in Social Work, 26(3), 1-13.

Collins, J. (2005). Good to great and the social sectors. HaperBusiness. Retrieved from https://moodle1516-courses.wolfware.ncsu.edu/course/view.php?id=771.

Town of Cary, Planning and Engineering Report

Mayor’s State of the Town address 2015, Town of Cary

Townofcary.org

factfinders.censu.gov

rtplinks.com

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https://moodle1516-courses.wolfware.ncsu.edu/course/view.php?id=771


Appendix

Parks, Recreation & Cultural Resources DepartmentExisting Organizational Structure

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Parks, Recreation & Cultural Resources DepartmentProposed Reorganization

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Director

Administration

Facility & Program Planning

Program Support

Marketing & Communications

Cultural Arts & Resources

Cultural Facilities

Downtown Cary Theater & Festivals

Public Art

Koka Booth Amphitheatre

Recreation Programs

Park Operations

Community Centers (3)

Senior Programs

Environmental Education

Specialized Recreation

Skate Park

Athletics

Youth & Adult Sports

Cary Tennis Park

WakeMed Soccer Park

USA Baseball NTC and Softball Complexes


Sonya Snyder Special Services Supervisor

Our organization prior to March was:Admin divisionRecreation Programming divisionAthletics divisionCultural Arts division

We now are:Admin Services—Admin support, marketing, special servicesCultural Arts—facilities, festivals and outdoor events, public art and exhibitions, Koka Booth AmphitheatreCommunity Recreation—Environmental programs, parks and facilities, senior programs, sports leaguesSport Venues—soccer, baseball, tennis and skate park

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Director

Administrative ServicesDivision

Administrative Services

Marketing & Communications

Community Outreach

Cultural Arts & Resources

Division

Cultural Facilities

Events & Festivals

Public Art

Koka Booth Amphitheatre

Community Recreation

Division

Park Operations & Community

Centers

Sports Leagues & Camps

Environmental Education

Senior Programs

Sport VenuesDivision

Tennis Services

WakeMed & Multi-Sport Field

Services

USA NTC & Baseball & Softball

Services

Skate Park


Parks, Recreation & Cultural Resources Reorganization PlanJune 2015

Overall Vision1. Maintain the existing quality and quality of our program and facilities.

We have excellent, well maintained and diverse facilities. We are unique by the quantity of programs we deliver We excel at camps

2. Developed organization so we are prepared to respond to future growth Growth of senior programming. Growth of teen programming. Growth of adult & alternative sports. Continued demand for diversity of programming/classes at community centers Continued demand for programming in west Cary. Continued demand for cultural resource programming

3. Maintain flexibility to respond to increasing diversity of Cary citizens and way they recreate Pickle-ball Adult play areas

4. Base reorganization on how we actually function Consider renaming Recreation Programs Division to Community Services Division to

better reflect the goal of this division in delivering basic services to community. Consider renaming Athletics Division to Sports Venue Division to reflect this division’s

main purpose.5. Streamlining - Looked for efficiencies & synergy between programs

Issues Administration

o Need for overall management of division.o Several areas of specialty to assist department are missing. Need for staff that specialize

in technology and software, registration software, human resources and program evaluation, etc.

o Need for operations analyst to concentrate on budget.o We have some capacity with a couple of the admin asst. positions.o Demand for marketing our programs & facilities continue to grow. High demand for staff

to write copy, create digital media and social media. Cultural Arts

o Division too flat. Division manager spread too thin.o Insufficient number of Technical staff to adequately manage live performances and films

at The Cary & Arts Center. Performances in the past 2 years went from 20 to over 70 annually.

o Potential over-capacity of 1 customer service staff at Arts Center Recreation Programs

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o Community centers – consideration of new staff arrangement to manage Bond Park and community centers.

o Hemlock Bluffs – Management of 158 ac preserve with 2 fulltime staff has continued to be an issue

o Bond Park – Loss of park manager position has had continued impact on boathouse operations and park programs.

o Unable to program for west Cary Athletics

o Spread too thin managing both venues and sports leagues.o Tennis Park – Demand for tennis services continues to grow.o Last year Athletics fielded requests for 15,000 hours to use the Town’s multi-purpose

fields of which they were only able to meet 5,000.

Proposed Solutions The overall structure of the PRCR Department with 4 divisions remains the same including

Administrative Services, Community Recreation, Sports Venues and Cultural Resources. There was additional verticality added to the department to provide assistance the division managers in managing their facilities.

The Administrative Services Division has been reorganized to provide more oversight and assistance to the other divisions in the areas of technology, marketing and a new area of special services. This reflects increased responsibilities with specialized recreation, Project Phoenix and volunteer services such as the Spruce program which has been moved from Public Works to PRCR.

The Community Recreation Division oversees the Town’s community-based recreation facilities. In addition to community centers, the senior center, environmental programs and Bond Park, the Town’s sports league were moved to Community Recreation to facilitate programming with the community centers. In addition, we reallocated 2 supervisors to replace current 4 supervisors for the 3 community centers and Bond Park. The reorganization of community centers is in preparation for new centers coming on line in future.

The Sports Venues Division includes WakeMed Soccer Park, USA Baseball National Training Complex and the Cary Tennis Park. In addition, the SK8 Cary facility has been moved to the Sports Venue Division to better position it as a venue in the future.

For the Cultural Resources Division, the overall facility management has been streamlined which has reduced direct reports to Cultural Arts Manager. Now a single supervisor oversees the facilities. Most outdoor events have been relocated to an enhanced Festivals area.

Overall, the reorganized PRCR Department repurposed all current vacancies to address issues/priorities and developed a 5 to 10 year vision for department structure. The reorganization required no extra funding and overall staffing has gone from 75.5 FTE’s to 74.5

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