Serving individual's and care partners living with dementia related diseases, aimed at improving their quality of life through education, resources, and services.

With experience in the not-for-profit setting, working directly with hospitals, community clinics, local and state government agencies and social service/community-based organizations, providing management and business solutions.Working together to create customized strategies and solutions to help your organization meet its Mission, Vision and Goals.- Program Evaluations- Strategic Planning / Business Development and Implementation- Board Development- Special Projects / Interim Mgmt- Needs Assessments- Survey Design- Focus Groups (design and implementation)- Data Reports (quantitative and qualitative) contact: paustinmsw@gmail.com

This Community Clinic provided a full range of Behavior Health, Dental Health and health promotions and educational services.Hired to reorganize and bring financial stability to the clinic and prepare them to become a Federally Qualified Health Center (FQHC). I was responsible for the all aspects of the administration of the existing clinic, with two locations and 30 employees and an operating budget of 1.5 million annually. • Cut over $100,000 in annual expenditures• Increased revenue by nearly $250,000 annually• Eliminated a $500,000 preexisting deficit, within the first year• Implemented electronic health records system• Lead the Board in a multi-million dollar merger with Vista Community Clinics

Managed the administration and budget aspects of contracts with both school-based and County funded programs. Including early intervention in-home services and full services behavioral health programs. • Expanded Riverside County and First 5 contracts resulting in an annual program increase of $50,000• Managed MediCal Mental Health Services, in-home and school based services (serving foster children in placement) and Teen Substance Abuse Prevention Groups• Provided support, training and oversight for MSW and MFT interns and clinical staff.• Created new procedures, process forms, and sliding fee scales to improve overall program quality

As founding CEO I guided the development of OCHNA from inception as one-year pilot program into a full service data/consulting organization. The agency was funded by Orange County not-for-profit Hospitals; in 2012, with the implementation of the Affordable Care Act, the Board of Directors felt their mission had been met and chose to sunset the organization.• Developed, Implemented a Random Digital Dial Survey of 5,000 OC households; survey was provided in Spanish, English and Vietnamese languages.• Identified and prioritized healthcare community needs providing individual reports to the County Health Agency, CalOptima, not-for-profit Hospitals and First 5 (Family and Children’s Commission). • Facilitated complex political/advocacy that resulted in securing $160M+ from Measure H Tobacco Settlement Fund (with $49M+ dedicated to Orange County Hospitals), $31M+ to fund Bridges for Newborns program, and $2.8M for Health Funders Partnership’s three-year diabetes program. • Secured annual funding contracts ranging between $375,000 -$650,000 per year. • Established new consulting division in 2003 (OCHNA Consulting Collective); which generated 20% of operating revenue.• Created and conducted interactive workshops (at the request of California Endowment) in data collection, analysis, and reporting to hospitals, clinics, grant writers, and health care consultants.

Provided a full array of consulting services, in a team environment, to clients in the public sector.Projects: • County of Sacramento, Department of Human Assistance: Facilities Planning Project.• Sacramento County Jail Medical Program: Analysis of Mental Health Services.• King County, Washington State, the District Attorney and Public Defenders programs: Evaluation, comparisons and best practices recommendations. • Arizona Department of Transportation: Department of Motor Vehicle organizational separation study, recommendation provided to State Senate sub-committee.

Hired by the County Executive Office right out of graduate school to manage this collaborative project, at the end of the first year the County started moving into bankruptcy. In the midst of County bankruptcy I was able to garner the support necessary to develop an MOU between County of Orange and United Way for the continued production of the Annual Report on the Condition of Children, which is still in existence today.