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Background/Perspective

Learn insights from a seasoned Clinical Social Worker turned Public Service Agency Head with 34 years of experience. Discover the similarities and differences between public and private sector governance, structures, and cultures. Explore essential attributes for success and talent development strategies in the public sector. Gain valuable knowledge on resource and space management, adapting to change, and attracting and retaining talent in public service.

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Background/Perspective

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  1. Background/Perspective • Clinical Social Worker by training • Public Service: • Napa State Hospital: clinician to administrator • County of Alameda: clinician to program/ project director, to department head to agency head • 34 out of 38 years in administration • Last 23 years as Health Care Services Agency Director • Constants throughout career: • Deficits or revenue gaps the norm • Public expectations always exceed resources • Public sector mostly in reactive not pro-active mode • Nothing ever stays the same!

  2. Public/Private: Similarities/Differences • Similarities: • Trends that affect businesses affect public sector--new consumers, social life in a technological world, limited and competing resources, new science of management, etc. • Employment pool is largely the same: characteristics and skills, motivation, impact of social factors, etc. • Attributes for success: • Work habits • Ability to get along and work with others • Eager and open to new learning opportunities and technology

  3. Public/Private: Similarities/Differences (cont’d.) • Similarities (continued): • Resource management and adaptability • Space management and technology • Pace of change • Increasing shift from Command and Control to Influence and Support, and structure from vertical to horizontal

  4. Differences: Governance, Structure, and Culture • Governance: • Decision making: Elected officials & public advocacy • Constituency driven • Emphasis on short term solutions/immediate benefits • Veto power: easier to stop something than to start • Structure • Public Bureaucracy/Civil Service by design are methodical and process driven • Time consuming • Multiple check and balances • Culture • Risk averse, favoring stability over change • Insulated

  5. Competency to Talent • Defining Talent • Work habits = re-engineering • Ability to work with others = leadership: ability to motivate and influence others in performance and direction • Open to new ideas = ability to generate new ideas and courage to act/promote them • Attracting “Talent”: creating the opportunities for success/growth • Strategic process: success and initiatives attract “talent” • Working both within and outside the “system” • Providing support necessary for “success” once hired; buffer zones, running interference, etc.

  6. Competency to Talent (Cont’d.) • Recruitment/selection process • Recognition and valuing of “talent” • Assessment process • “Fast track” employment • Expect and plan for turnover • Develop new governance models • Examples: Alameda Alliance for Health, First Five, County Hospital • Purchase what you cannot build or nurture within: contracts, consultants, etc. • Alameda County HCSA: 60% of budget in contractual services

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