CCNI's Alameda County Human Resource Dept: Ensuring Necessary Staff - Essay Sample

Introduction

The Department of Human Resources under CCNI, in the Alameda County Initiative, provides services regarding personnel management (Bailey et al., 2017). Here, the availability of every necessary staff in the entire County's initiative is safeguarded. The resource department ensures the adequate supply of the necessary population of staff to spearhead the County's mission of reducing issues of racial discrimination, violence and drug-related crimes, poverty as well as the improvement of the health facilities for the residents of Alameda County. The department, therefore, recruits newly qualified staff, train and help them develop their skills in ensuring a better tomorrow for the violence-ridden county. It also deals with the classification of employees depending on their area of specialization, so that their efforts can be fruitful where and when necessary. It secures matters related to the compensation of employees so that they can be motivated into being diversified workforces of high quality, as they champion the desired peaceful and healthy neighborhoods in the county.

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The Community Development Department Resource, is another that aids the outlining of the intended goals and objectives to be achieved by the county's CCNI, towards ensuring the improvement of its social, cultural and economic resources. It focuses on planning and actualization of the strategies geared towards reducing and finishing the ever-skyrocketing crime rates, improving the existing and erecting the required health facilities, as well as achieving a balanced racial and ethnical influences in the county's neighborhoods (Brown et al., 2018). It also strives into creating enough job opportunities without any racial favors, to attain balanced racial and ethnic social lives. Thus, reduced inter-racial crime, wars, and violence.

The Police Resource Department facilitates the harmonious and peaceful achievements of the county's CCNI objectives and goals. The resource department has a sworn responsibility of curbing and reducing the rates of crime in Alameda's neighborhoods. It helps in shaping the county's Social, cultural, and economic aspects of life for its residents so that they can improve day by day into being what is good for the people. The department, therefore, protects the people, businesses, and owners of the property. It fosters a philosophy of community policy, problem-solving, as well as working in collaboration with the policymakers, the leaders of CCNI, the Office of the City's Manager, and the community at large in the address of crime issues and property damage. The department resource is organized regarding the Bureaus of Operations and that of Services (Brown et al., 2016). Those for operations are inclusive of Traffic, Patrol, and Investigations Divisions. On the other hand, those for services are the Administrative and Technical Divisions.

The Transportation Department Resource aids the mobility of the CCNI services, in conjunction with those of the county's administration. It facilitates the movement of various CCNI staff where and when necessary. For instance, the employees who participate in and champion for peace campaigns can move easily to hotspots of crime and wars to preach for a change to ensure a better future in terms of security within the neighborhoods. Better health services can also be transferred easily in various parts of Alameda County when required.

There is also the Resource Department for recreational activities. Here, the CCNI easily achieves its goals concerning the reduction of racial discrimination, violence, crimes, and wars. CCNI organize for sports activities within the county and use such platforms for the campaigns against the vices. The move promotes inter-racial love and interdependence, as different races and ethnic groups get to unite in search events, share ideas, and find solutions for their differences.

Critiques

The City-County Neighborhood Initiative in Alameda County, CA, should solicit for further financial support and aids to help actualize its goals and objectives. The CCNI in collaboration with the Administration of Alameda County must co-operate in ensuring the availability of enough funds to improve in general, the social, economic, and cultural standards for the residents in their neighborhoods. Both the bodies should come together and financially incorporate other organizations in the program to provide them with the necessary financial back-up. They should also put the county's initiatives to the awareness of both the state and the entire U.S Government. It can help generate more funds for setting up the appropriate health facilities to improve the health standards in the neighborhoods, the establishment of industries to create jobs, reduce poverty and crime levels.

The CCNI should delocalize their programs from one point of concentration in the county to other parts within Alameda. It can facilitate a balanced effect and change especially in the curbing of the escalated rates of crime and violence. The initiative should begin with focusing their efforts on ensuring crime-free and non-violent neighborhoods at the hotspots of such vices, then spread uniformly to other parts of the county. It can initiate a faster, uniform, and balanced neutralization of the vices.

The Administration of Alameda County should work together with the State and the National Government, to initiate the industrialization of its neighborhoods. The reason being is that many job opportunities can be created for their residents. The strategy can reduce poverty by providing jobs to many, regardless of their social classes, ethnicity, or racial groups. Consequently, there can be a reduction in the rates of crime and violence, as many residents have their income. It can also reduce the issues of racism. Different races of people will work together and develop love and brotherhood. Jobless residents will also find jobs and quit from drugs, due to business.

Funding

The City-County Neighborhood Initiative of health is not limited regarding how it funds its operation. The reason being is that it is also funded by the individual well-wishers. Though not many private well-wishers are registered to have funded the health initiative often, it has no boundaries regarding who can fund it and at what juncture of need. It has always accepted such generous individual contributions. It also generates its funds from the patients' bills, despite the small magnitudes of the effect it has on the program. The health initiative is also funded by the State Government of California. The Alameda County being in the State of California, it has privileges of receiving financial aid from the state's administration. The entire nation of the United States of America is also in the capacity of aiding the program financially. The possibility is due to the presence of various donations that the country is capable of giving even to the foreign nations as an aid. The initiative can also be funded by the World Health Organization, which is a body under the United Nations.

Limitations

As a brilliant program that incorporates many stakeholders and a great influence potentially, the evaluation of the City-County Neighborhood Initiative is of crucial importance. The CCNI evaluation puts into assessment the procedures and results of the program. The evaluation of the process concentrates on the documentation of initiative activities. These activities are inclusive of lessons learned, achievements, and difficulties (Brown et al., 2016). The evaluation of the results traces the skills and developed considerations concerning resilience, as well as monitoring the levels of community changes that have happened via CCNI. The various methods of collecting data incorporate both quantitative and qualitative techniques. They are applicable in the evaluation of the CCNI initiative.

The evaluation design of Alameda's City-County Neighborhood Initiative has some limitations. To begin, the intervention develops organically, as well as being a mobile target. The neighborhood organizers progressively adapt their techniques to satisfy the needs of the residents and respond to the altering circumstances (Brown et al., 2016). It, therefore, calls for the flexibility of the evaluators, as they must thus adapt their indicators of change and the techniques of data collection. Consequently, there is an emergence of the challenge of linear and static logic model's superimposition. It occurs in the dynamic procedure of the organization of the community.

The evaluation also has a couple of limitations pegged with the assessment of the initiative's effects. Many scenarios of data collection happen at distinct locations in time cross-sectionally, with the absence of a group for comparison. Thus, the experience of difficulties in obtaining causality; the activities of the program resulted in the intermediate outcomes and long-term. Also, other occurrences or alterations in the environment can be responsible for the results; the threat of history. The element of biasness regarding self-selection can be in perpetration, with individuals who take part in the surveys, focus cohorts, or interviews mostly responding in favor of the questions about the results (Bailey et al., 2017). Additionally, interviewers can be of influence to the interviewees in various ways concerning how they make inquiries. The respondents can also be at pressure, a fact that can make them provide socially desirable answers.

The other limitation is in relationship to the technicality of the intervention. There are a lot of activities that are happening at the same time in West Oakland and Sobrante Park. Therefore, there is the difficulty of isolation regarding the activities that cause the visible changes and what magnitude of intervention is required to yield the desired impacts of the program (Brown et al., 2016), which may take a longer time; like 6 years. For instance, the decrease in violence or boosting of health activities. Finally, there is a lot of struggle from the evaluators' side in their encounter to make the entire evaluation process more participatory (Brown et al., 2018). The reason being is that they ensure greater inclusion of the residents in the whole procedure. They make them be part of all the steps of design, analysis, and implementation.

References

Bailey, Z. D., Krieger, N., Agenor, M., Graves, J., Linos, N., & Bassett, M. T. (2017). Structural racism and health inequities in the USA: evidence and interventions. The Lancet, 389(10077), 1453-1463. https://scholar.google.com/scholar?as_ylo=2016&q=The+Department+Resources+in+the+City+County+Neighborhood+Initiative+in+Alameda+County&hl=en&as_sdt=0,5#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3AqcJA0-8dM9sJ%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D5%26hl%3

DenBrown, A. F., D'Ann, M. M., Kahn, K. L., Sankare, I. C., King, K. M., Vargas, R., ... & Bross, R. (2016). The healthy community neighborhood initiative: rationale and design. Ethnicity & disease, 26(1), 123. https://scholar.google.com/scholar?as_ylo=2016&q=The+Department+Resources+in+the+City+County+Neighborhood+Initiative+in+Alameda+County&hl=en&as_sdt=0,5#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3AVc2tQ14C_OIJ%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D0%26hl%3

DenBrown, S., Batko, S., Leopold, J., & Shroyer, A. (2018). Final Report and Recommendations on Homelessness in Alameda County, California. https://scholar.google.com/scholar?as_ylo=2016&q=The+Department+Resources+in+the+City+County+Neighborhood+Initiative+in+Alameda+County&hl=en&as_sdt=0,5#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3Ara_RUk-EEYoJ%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D1%26hl%3Den