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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

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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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