Case Study #1: The Oakdale Administration
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Article Review #1:
Case Study #1: The Oakdale Administration
Helms School of Government, Liberty University
Abstract
Case Study #1: The Oakdale Administration
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This case study review will serve to evaluate and thoroughly discuss the facts, decisions, and
solutions of “The Oakdale Administrator Case” – a fictional case outlined by authors Cropf,
Giancola, and Loutzenhiser, as part of their book, The Public Administration Casebook. Using
this case study as reference and utilizing class resources, other professional sources, and biblical
reference(s) this critique will give an overview of the case, a thorough analysis of the pertinent
facts, decision, and solutions and discuss the ethics, politics, and public administration within the
case.
Case Study #1: The Oakdale Administration
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Case Study #1: The Oakdale Administration
Introduction
The Oakdale Administrator Case examines politics, policies, and decision making in
local government, especially in regard to fiscal responsibility and economic development. The
City of Oakdale is not unlike any other small/medium sized American town, a classic suburbia
living in the shadows of the wealthier more upscale sister neighborhoods, trying to find a way to
revitalize the city, spur new development, and keep the charm and antiquity of the old town. The
City of Oakdale is not without its problems, when overzealous, untested, and irresponsible
politics takes center stage and ushers in a new blight of issues including “violating of state ethics
laws, and gross fiscal malfeasance.” (Cropf et al., 2016, p.79) With a new charismatic mayor and
inexperienced city manager, elected on captivating promises, they seek to stimulate economic
development with a new city center project. Ambivalent to the fiscal needs of the city, and the
insurmountable debt undertaking these two players forge ahead on their own agenda without
consent or approval of the city council.
Important Case Study Facts
Although the City of Oakdale has a vast history it was not until 1941 that Oakdale
officially incorporated and became a city. In doing so they established a city government-
including mayor and board of alderman positions and built a city hall. “Oakdale is considered
lower middle class with a median income of $47,869 and a median house value of $100,900.”
(Cropf et al., 2012/2016, p. 80) Oakdale is rundown and in an economic downturn due to a worn
out central business, drab looing neighborhoods, and (affluent) residents who do not take pride or
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responsibility in their city-claiming residency in the nicer upscale neighborhood. The city
operates on a 3.5-million-dollar budget with many of their departments going over budget,
including public works and police. As is the case with many cities in disrepair or
mismanagement, Oakdale needs someone with vision and leadership to help inspire and
invigorate the ailing city.
Under the leadership of Carl Bean in previous years and administration the city saw its
slight decline. Mayor Bean, an analytical and some may say “safe” man, did little to grow or
encourage development, revitalization, or basic upkeep and utility. With this lack of leadership,
Ernie Hoffnagel, with charisma and vision (a previous car salesman), was easily electable.
Making promises of new businesses and residents and economic recovery, Hoffnagel was
elected. In contrast to Bean, Hoffnagel had vision without “idealistic or fiscal feasibility.” (Cropf
et al., 2012/2016, p. 82) Like most public office elections go, Hoffnagel used criticism and lofty
(albeit good intended promises) to capture his constituents, but as they say the path to hell is
paved with good intentions.
Immediately upon his election, Hoffnagel, dismissed the previous mayoral staff and
brought in his own close and trusted people, some being friends with little experience. Angela
Donny was brought in as a city manager and together, Donny and Hoffnagel, trailblazed a path
for a redevelopment project that had been in a design phase for some time. Met with opposition
and an outcry against Donny’s lack of experience, Hoffnagel in his charismatic way reassured the
people of his vision, ultimately sweeping the initial misconduct under the proverbial rug, and
forging ahead on this project. Although not the right thing to do, there is an understanding to
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want to get things done amid the constant stone walling of politics. As the textbook Public
Administration in America states, “Responding to demands for improved service from citizens,
clients, constituents, or taxpayers—all the “customers” of government—is a continuing
challenge facing all public organizations. Implementing policies that include meeting standards
for customer-driven service quality requires changes in existing organizational structures, closer
customer–supplier relationships, an empowered and self-directed workforce, and better
measurement of results.” (Milakovich & Gordon, 2013)
Without the consent or governance of the board of alderman, Donny and Hoffnagel began
implementing request for proposals, and a week later to the shock and ignorance of the board
accepted a proposal. After months of repeated request and being left in the dark about the project,
along with mounting debt, the board of alderman conducted a feasibility review and citizen
review board, eventually leading to the firing of Donny, and subsequent disgraceful resignation
of Hoffnagel.
Following this the board of alderman implemented mayor and city manager, Marie
Clarkson and Paul Asher, respectively. These two were tasked with figuring out what to do with
the current project and how to navigate any economic fall out due to it.
Important Case Study Decisions
This case study is definitely an interesting one because it offers a wide array of mistakes
and decisions that seemingly all to often happen. Important decisions really begin with the
previous administration of Mayor Bean. Mayor Bean was overanalytical, cautious, and fiscally
conservative. These in themselves are not necessarily bad, and clearly, he did do some good
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developmental projects like fixing roads and sidewalks. However fixing roads and sidewalks are
basic upkeep, as the classic saying goes “a rolling stone gathers no moss.” Mayor bean used his
conservative stance to rest on his laurels and not take chances on a project that had been
underway for some time. Rather that taking a chance and utilizing his conservative attitude to
bring to fruition this economic plan, he hid behind small victories that had little impact of the
city and eventually his reelection.
The next vital decision to point out, was the irresponsibility of the voters and citizens. An
all to often truth, these citizens were blinded by ambition and vision without asking any real
questions. Like a child wanting a new toy, they are inundated by the shiny new thing that will
bring them wealth and happiness, like so many uniformed citizens it is easy to see why
unqualified leaders get elected.
However, the major thesis of this case study and its decision lies with Mayor Hoffnagel
and is clear disregard and obstinate nature. Yes, he had vision and charisma, but like a fool
Hoffnagel tried to implement a plan without understanding it or taking wise council. Although it
can be a common practice, firing a previous administrations staff, can be costly and irresponsible
especially when one is uneducated on policies, procedures, and programs. Next hiring his friends
was a clear ethical violation and was the beginning of his downfall. However, the biggest
decision that was made that truly brought this whole thing to fruition was Hoffnagel and Donny
pushing to get something done, being blinded by their own ambition.
Lastly as this case draws to an end, it is interesting to point out the decision the board of
Alderman hires another two inexperienced and uneducated administrators to ultimately make a
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decision to something they were not privy to. This case is clearly one of poor management skills,
lack of leadership, and poor decision making.
Problems and Alternative Solutions
The initial problems start with lack of leadership and vision. A city cannot grow and
thrive without implementing new development and programs, or at the very least without
inspiring the residents to take care of the city, this is poor leadership. The clear disregard for the
board of alderman, and previous administration council, the unethical and irresponsible hiring of
a management team, and the improper fiscal responsibility and budgetary duties from all players
in this case are the overarching problems.
Obvious (controllable) alternative solutions should have been an immediate firing of the
Donny, and “reigning in the ropes” of Mayor Hoffnagel. The board of alderman had suspicion in
the beginning and instead of acting on that suspicion or using it to mentor the new mayor they
turned a blind eye to the ongoing problems until it was too late. Hoffnagel should have been
upfront about the project and utilized different resources to fund and spur this project to see it
done properly. In the end Asher and Clarkson, were left with a decision to make with no other
guidance, truthfully this city is plagued by bad and ill-equipped leadership.
Critique
This case study offered a lot of insight to decision making and financial management
within public administration. It is easy to look at things from the outside and say, “well it should
have been this way or that” but this study did well to cover political context and ethics. In a city
with economic struggles and lack of attraction it would hard to try to make the best decision. It is
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understandable to see Hoffnagel’s eagerness and ambition, as well as it is to see Beans
conservatism.
Biblical Worldview
Whether in politics, private enterprise, public service, or missions it is important to have
an economic/financial plan. The bible talks about money often, and how we are to be good
stewards and to give generously. Jesus addressed this very issue of the case study in Luke 14:28-
30. “For which of you, desiring to build a tower, does not first sit down and count the cost,
whether he has enough to complete it? Otherwise, when he has laid a foundation and is not able
to finish, all who see it begin to mock him, saying, ‘This man began to build and was not able to
finish.” It is It is important to not let our own ambition and pride to get the best of us, instead to
use a calm level head, and gather all the available resources, and council to make a wise
decision, and when the calculation is done to be courageous and make a decision.
Conclusion
Although this case study is a bit campy at times, Cropf, Giancola, and Loutzne due well
to really bring clear examples of real-life political decision making and financial management.
This case study outlined the major facts of the City of Oakdale, its history, administration,
economic endeavors/state, and political players. Further it showcased the major decisions within
the case study and economic development plan and the decisions that were made. Although I do
not necessarily agree with how this case was handled as a whole, it is hard to say how I would
act or react. As the sayings go, “heavy is the head that wears the crown” and “there, for the grace
of God, go I.”
