Leonard Hernandez has built an extensive career based on dynamic leadership and public service. He is passionate about innovative government solutions and has amassed a resume of successful initiatives and endeavors that support local government and build resources for residents of San Bernardino County in California. Mr. Hernandez graduated from California State University Fullerton and holds a Bachelor of Arts degree in history as well as his Master of Library Science degree from Clarion University of Pennsylvania. He is dedicated to improving the community through professional endeavors and personal philanthropy.
What inspired you to accept the position as the County of San Bernardino Chief Executive Officer?
During the height of the pandemic, our County was hit very hard, just like the rest of the nation. Much of the County’s senior leadership had retired during the fun up to that time. When the then-CEO was unable to continue in his role, I felt a strong commitment to the organization and a belief that the County could become a first-rate organization, even during the pandemic. I knew I’d need to establish a strong team approach and that operations could no longer exist in silos. This belief and desire to lead the organization, which had been my professional home for so long, compelled me to accept the Board of Supervisors’ offer to become CEO.
What were some of your greatest successes serving the County Library system?
When I took over the County Library, it was—by many people’s definition—the worst-run department in San Bernardino County. It had the most customer service complaints, and there was an internal crisis raised by the employees who reported poor working conditions and responses from library management. When I was asked to come back to the County Library system to serve as County Librarian after working in the City of Riverside, I was aware of some of these problems. I have always loved a challenge, and I had worked so many years in the County Library system that I was excited to come back and reform the culture of the department.
In a matter of four years, we grew every activity and key statistics, from circulation of books to how many people attended library programs. We won awards for being one of the most diverse county departments by the County’s Equal Opportunity Commission, and we renewed our service contracts with cities that relied upon us for their service. These contracts were in jeopardy prior to my arrival, and not only did we salvage them, but we built a 20% operation budget reserve for the first time in the history of the County Library. The year I took over, the County Library system stopped receiving County general fund money. With the recession hitting hard, we also lost property tax funding. I was able to streamline services and increase our usage during a time when the budget was hugely diminished, and resources for libraries across the country were dwindling.
Why did you decide to transition from library management to broader government roles?
The choice was actually made for me. The many successes from my time at the library caught the attention of the CEO and the Board of Supervisors. I was asked to take over the County Museum and serve as interim director while still serving as the County Librarian. I had built such a strong team that I was able to run both departments successfully. After nine months of focus on turning the County Museum around, I was asked to serve as the Interim Regional Parks Director. At one point, I was doing three jobs while I rebuilt these departments and hired new directors. I was then asked to serve as the Community Services Deputy Executive Officer and took on four other departments. In retrospect, the transition was natural, but it was never one I dreamed of making.
What is unique about your approach to public service that sets you apart from others?
I think and dream big, and I happened to be blessed with the leadership and organizational skills to achieve those big dreams. When I opened the Lewis Library and Technology Center in the City of Fontana, the city wanted a large attendance for the grand opening. I worked with the City and School District, and together, we gathered a crowd of 10,000 people for the event—the largest attendance for a Library opening in California. My creativity and ability to inspire people to grow and contribute at a higher level are hallmarks of my leadership style.
What are some invaluable skills you have gained in your experience in public administration?
The most valuable skill I have learned is that there is always a path to ‘yes,’ unless what is being asked is illegal. Oftentimes, in government, bureaucracy and status quo prevent big things from happening. I believe this happens because, sometimes, government workers lack the motivation or courage to push past organizational obstacles to truly make things great. Getting people together in a team environment and making the objective very clear is the first step to making that happen. Managing and working with people in the team to eliminate drama and unnecessary delays resulting from bad process, policies, or poor performance is where the real work takes place. In this environment, leadership and modeling behavior and success give birth to a new organizational culture.
Key Takeaways:
Dream big and equip yourselves with the skills or team to make that dream happen.
Never shy away from doing the right thing or the hard thing simply because the organizational culture demands less of you.
When you make big things happen, the world relies on you for more big things, and with those advancements come new opportunities.
