1 / 6

Background/Perspective

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

devon
Download Presentation

Background/Perspective

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related