Jan Malcolm

The expectations shouldn't be lowered for, you know, investing in the capacity of more community-based organizations to take more charge. But they also need to then, you know, be able to to deliver, as you say, and that's not a one way street.

The expectations shouldn't be lowered for, you know, investing in the capacity of more community-based organizations to take more charge. But they also need to then, you know, be able to to deliver, as you say, and that's not a one way street.

So I love what you said about, you know, let's let's set the expectations higher and then let's have a dialogue about, you know, what is needed to be able to fulfill those expectations and get, you know, get the get the outside in, you know, perspective switched to the other way.

So I love what you said about, you know, let's let's set the expectations higher and then let's have a dialogue about, you know, what is needed to be able to fulfill those expectations and get, you know, get the get the outside in, you know, perspective switched to the other way.

You know, I'm not sure I'm in a great position to answer that just because the last three years, as you said earlier, were hijacked by everything. So I don't have a great answer to that question, but I do think. that we need to do a better job of lining up our state priorities with the national.

You know, I'm not sure I'm in a great position to answer that just because the last three years, as you said earlier, were hijacked by everything. So I don't have a great answer to that question, but I do think. that we need to do a better job of lining up our state priorities with the national.

And we've spent a lot of time writing plans, and I'm not always sure that we're using the plans that already exist well enough to save the resources. I did want to, if it's okay, Stan, I know Clarence was trying to make another point there before. I know we're getting close on time, but I just wanted to turn it back to Clarence and see if he had another comment that he wanted to make.

And we've spent a lot of time writing plans, and I'm not always sure that we're using the plans that already exist well enough to save the resources. I did want to, if it's okay, Stan, I know Clarence was trying to make another point there before. I know we're getting close on time, but I just wanted to turn it back to Clarence and see if he had another comment that he wanted to make.

Sorry about that, Clarence.

Sorry about that, Clarence.

Well, I think there's often not a lot of time for that. And I'm so proud of Commissioner Cunningham and the work that she has been doing and will be doing on equity and so many other things. The job is like you're in the deep end of the pool right away and having to juggle a million things and there's not as much time for that sort of

Well, I think there's often not a lot of time for that. And I'm so proud of Commissioner Cunningham and the work that she has been doing and will be doing on equity and so many other things. The job is like you're in the deep end of the pool right away and having to juggle a million things and there's not as much time for that sort of

reflection and bigger picture conversation that things tend to be more like, how do I handle this thing? And anything a former colleague can do to help their successor. I think there certainly is a willingness. I know I'm part a member of the Alumni Society of the Association of State and Territorial Health Officers. And we talk about that a lot.

reflection and bigger picture conversation that things tend to be more like, how do I handle this thing? And anything a former colleague can do to help their successor. I think there certainly is a willingness. I know I'm part a member of the Alumni Society of the Association of State and Territorial Health Officers. And we talk about that a lot.

It's like, how do we make this easier for the folks who've been around the block a few times to be helpful to the people who are in the hot seat now? Because it's just The pace of the work doesn't really allow that as much as you would wish. How do we build more time into the jobs of leaders at any level for this kind of continual learning and reflection and improvement?

It's like, how do we make this easier for the folks who've been around the block a few times to be helpful to the people who are in the hot seat now? Because it's just The pace of the work doesn't really allow that as much as you would wish. How do we build more time into the jobs of leaders at any level for this kind of continual learning and reflection and improvement?

We don't do a very good job of saying how much of the leader's job is that.

We don't do a very good job of saying how much of the leader's job is that.

Thank you. Nice to be with you this morning.

Thank you. Nice to be with you this morning.