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It was the mid-1980s. I was a newly promoted purchasing manager who had spent the last 10 years as a field manager. The park system was undergoing a lot of change, as were most public agencies under the direction of President Ronald Reagan, who was reinventing government with a level of integrity not seen for some time. Accountability was the new buzzword.
My buddies were all proud of my move to administration, and my new office was covered with cards of support and congratulations. Now, to work.
My background of field experience allowed me to carry many skills into my new position. I knew things that few office types did, and I couldn’t wait to apply these ideas to find savings and economic advantages. I also knew that some of my inside information would challenge a line of ethics among the veterans. The “good old boy” network was still alive and well in the field offices. Most clearly, I recall the vendors had grown a little too comfortable with the “perks” they doled out. A field-visiting salesperson might bring a box of doughnuts and make a small presentation to my staff now and then, and I thought that was just good business. But the stakes rose as competition for the dollar increased. Vendors offered tickets to ball games, certificates for dinner, and even bottles of “refreshments” at Christmastime.