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