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Case1FlowChartRobinsdaleCityManager.docxCase 1 – Flow Chart Robinsdale City Manager After working five years at the plan-checking counter at Robinsdale city hall, Gary Hess was looking forward to submitting his resume for the vacancy as assistant planning director. His interactions with the customers coming to have their building permits and architectural plans approved had been challenging in the beginning, but he felt he had “done his time” and had enough experience to warrant the promotion. The city manager decided to hold an open recruitment for the position. Succession planning was one of her priorities. There were going to be several retirements in the Planning and Inspection Department, so she was looking for someone with management potential. To his great disappointment Gary was passed over, and the job went to Wendy Boone, a planning assistant from a neighboring city. When he asked the city manager why he was not chosen, she replied, “Your time will come. Right now I need strong leadership.”While he was driving home that evening Gary was increasingly angry over the hiring decision. Not only would he be “stuck” working with the public at the counter, he had missed an opportunity for a more prestigious title and a substantial pay increase he had been counting on. Rather than stay mad, he decided to find a way to make the most of his situation.The city had compiled a list of approved, licensed contractors that was available at the counter. This list did not imply a recommendation – it was meant to help residents, architects, and builders by listing those companies with a city as well as state license. Gary began contacting companies on the list, suggesting that because he “admired their work” he would be willing to make a specific recommendation to people who came to the counter. Although he did not ask outright for anything in return, two of the companies promised a financial “bonus” for each contract that came through his recommendation. A third company offered use of a mountain cabin so that Gary and his family could take occasional weekends off to ski. At first Gary was selective in making these “transactions,” but after six months his kickbacks seemed to be going undetected, and he became bolder. He bought a new car and began bragging about his “weekend at the chalet.” In her six-month review of department operations—an audit of all activities—Wendy noticed the unusual number of contracts that were going to just three of the two dozen names of the list. When she questioned Gary, he denied any wrongdoing, and insisted that the three companies on the list were, in his opinion, superior. Further, there were no written rules prohibiting making personal recommendations.
Use flow charting to analyze key questions for this case. What action should Wendy take with Gary? With other department employees? What can the city manager might do to prohibit this type of behavior?
Case 2 – Flow Chart Councilwoman’s Hockey Invitation
Use flow charting to analyze key questions for this case. Should Councilwoman Evers have left the game as soon as she found out where she was sitting? How should Councilwoman Evers now proceed?
Case 3 – Flow Chart Mayor’s Toss
When Marty Gibson became the mayor of Williams, he set a strict code for himself: no freebies, no gifts, no special treatment. His pledge came, in part, because of the free-wheeling attitude of his predecessor, who had become known in the community for demanding special privileges based on his public office. More than one business reported that they had felt "coerced" into giving major discounts on goods or services, or providing items at no cost when the former mayor came by. Gibson reasoned that as long as he stuck to his pledge, no one could accuse him of taking advantage of his office or of being biased in any decisions that came before the council. The other members of the city council weren't willing to completely give up the "perks" and decided to follow the city code and state laws, which allowed them to receive gifts as long as they were reported. The mayor faced a dilemma when the invitation came for him to throw out the first pitch at the opening game of the Williams Hornets, a national baseball franchise, and watch the game from the VIP box. The owners of the ballpark had submitted plans for expansion of the facility to include a major retail component, which was opposed by local businesses. He was struggling with the decision because it could appear to the public as a "political perk" or simply as part of his official duties as the mayor. The other members of the council planned to accept the offer of VIP tickets, and the vice mayor indicated she would be more than willing to throw out the first ball.
Use flow charting to analyze key questions for this case. Should Mayor Gibson throw out the first ball? If he does, should he stay for the game? If he does, should he sit in the stands or in the VIP box?
Case 4 – Flow Chart Mayor’s Toss
Bonnie Blackburn was known as a pillar of the community. The owner of a small insurance firm, she knew the movers and shakers in town, and wrote policies for most of them. Her likeable personality and political savvy earned her appointment to the county planning commission, where her negotiating skills were responsible for salvaging several controversial land developments, including a messy sale of surplus State land. Her success was noted by the governor, who appointed her to the California State Historical Resources Commission. During the two years she served as a commissioner, Bonnie gained even more renown as a hard-working and effective representative, leading her family and supporters to draft her for an open seat on the Veritas City Council. Following her election in November 2001, Bonnie brought new energy to City Hall, tapping her many connections across the state. "People are finally giving Veritas the respect it deserves," said Mayor Michael Sweeney. "Bonnie's got the governor's attention and tons of connections, and that can only mean great things for our city. "But Bonnie's first year in office, however, ended in tumult, as she found herself facing charges from the district attorney's political corruption unit. An anonymous source disclosed that she and her husband had taken several all-expense-paid trips to Las Vegas from a prominent landowner who had a shopping mall project before the city council. While she initially denied taking the trips, Bonnie later admitted she had made a "reporting" mistake, explaining that the trips were from an "old friend who has been an insurance client for ages." She argued that it was a coincidence that he had a project in the pipeline.The media have been covering the story aggressively, and while her council colleagues and a newspaper editorial have urged her resignation, she insisted on remaining in office pending the results of the district attorney's investigation. The majority of the council had proposed to strip her of her committee appointments until the case was resolved, but the mayor said "She's too important to us on those county committees, and we should keep her in place. She's innocent until proven guilty. We shouldn't throw out the baby with the bath water."
Use flow charting to analyze key questions for this case. How do relationships with "old friends" change when you are elected? Should her colleagues on the City Council take away her committee appointed merits?
