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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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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 Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
(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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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 Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
Appendix
Parks, Recreation & Cultural Resources DepartmentExisting Organizational Structure
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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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
Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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
Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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Organizational Analysis of Town of Cary Parks, Recreation & Cultural Resources
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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