Parks and Partnership in New York city (A) : Adrian Benepe’s Challenge. (B) : The Sepctrum of Engagement.

Parks and Partnership in New York city (A) : Adrian Benepe’s Challenge. (B) : The Sepctrum of Engagement.

Case Issues:

· Efficiency

Workers did not have the ability and adequate training and they were not eligible to work hard because they were over fifty years old.

· The relationship between the police and the management of parks

The police did not respond to accidents and rapid intervention to adjust behaviors within the parks and conservation regulations, and the establishment of the authority to impose fines on violators

· Accountability

There was no punishment for errors and lack of interest.

· Psychological

There was a racist perception of inferiority between park workers and cleaners.

· Complaints community

The city was suffering from sabotage by gangs that inhabited the gardens. Also they did not save the rights of workers from abuse and there were increasing crime rates.

· Decentralization

Centralization was hindering the speed of decision making among officials directly.

· Communication

The relationship between the citizens and workers in the parks was tense. Also, communication with different races in the community was used to identify the importance of parks.

· Culture of the community

Parks, neighbors and visitors did not care about hygiene and left their own waste. Also they did not have a culture of volunteerism

· Strategic Partnership

Cooperation between companies and private organizations and citizens provide facilities for business people to get financial support and increased revenue to help in the parks maintenance work.

· Social participation

Citizens participate in the activities of the parks like sports and educational programs and special events in the city.

· Competition

Competition between companies in the provision of services and maintenance made their operations more efficient and lessened expenses.

Public Administration Issues:

· The organizational structure and centralization

Heads of parks cannot make decisions by themselves.

· Accountability

By executives of the workers and by the security for the visitors was in conflict with the laws.

· Efficiency

Lack of accountability has caused inefficiency.

· Incentives

unmotivated employees caused a leak of talented and skilled employees.

· Goals

The objectives of the organization must be clear to employees, citizens and the private sector.

· Political influence

The parks department’s performance was affected by government policies and laws, as well as by procurement and contract law which caused delay in the completion of tasks.

· Work ethic

Lack of respect for the professions of lower skilled workers and racial discrimination, against workers' rights did not save them from humiliation and abuse which impacted the performance of the workers.

· Privatization

Privatization of some governmental sectors facilitated the provision of services and made it more efficient.

· Evaluation and motivation

There needed to be evaluation of administrative and technical practices and training on modern technology.