It seems to me fairly clear that the administrator needs two forms of
management direction: first, to continue prioritising the Carnegie status
issue, because that, sadly, is bread-and-butter; and secondly to lean on
the guy who isn't doing his share of the community service work. So your
admin person needs to talk to the guy's supervisor, having made it clear
to your head of department that either the guy does his fair share or
nobody else will continue their involvement, because your admnistrator's
time needs to be spent on higher-level administration and management. Your
admin shuldn't have to be tearing out their hair over this issue, only
administering a programme *her* 'managers' (head of dept et alia) have
bought into.
A second element in dealing with this issue lies in reminding everyone in
the line of management that *if* community service is also a priority,
then two things have t happen: funding bodies have to be pressured to
accept community involvement as part of their assessment exercise, and
contractual arrangements have to allow for some element of community
service time.
Your people haven't worked out their priorities in a feasible way; making
a noise won't get immediate results but it will have a psoitve impact by
imparting information. Problems are best handed on to the people who are
paid to deal with them, and are rarely solved in silence by the people at
teh bottom of the heap.
2 p's worth, anyway!
(Dr.) Katherine J. Kaye
School of Geography
Oxford OX1 3TB
ubi Deus, ibi pax; ubi caritas, amor.
