Oise Hebdo: Who are you Sabine Alisse?
Sabine Alisse: My career took place in two parts. The first I spent in Val-d’Oise, in Pontoise, on the establishments which, today, constitute the NOVO hospital. Then, I left for the Vexin. I supported the merger between several establishments, which gave rise to the Vexin intercommunal hospital group.
Then, I took on the role of deputy director of this group. During this first part I held practically all the functional management positions then rose to the position of deputy director and, after around ten years spent in Val-d’Oise, I arrived, indeed, in the south of the Oise.
What were your functions in the Oise department?
I carried out different functions as functional director: finance, economic services, technical services and works. and then, I held a more general position which is under the responsibility of a head of establishment. Generally not on site the delegated management of the establishment.
So, I was general secretary and director of the Senlis site. Then, quickly, the ARS (Hauts-de-France regional health agency NDR) entrusted me with the management of the Pont-Sainte-Maxence hospital center. I was also the deputy director of the local hospital in Nanteuil- le-Haudouin.
I spent 7 years with the public hospital group in the south of Oise (GHPSO). The ARS also entrusted me with interim management of the group. My temporary work lasted a year with large files to manage.
“There is a real challenge to overcome in terms of recruitment”
What led you to take charge of the hospital center, specializing in mental health professions?
It was a desire on my part. Oise is a department to which I am very attached. I find it to be a very rich department. It combines rural and urban. There are really big differences compared to other territories.
During my years at GHPSO, I was able to understand all the problems of cities, their priority districts such as Creil in particular. As well as a different problem for Senlis. This allowed me to scan different population typologies.
The position of director of CHI has become available. I already knew the establishment since as general secretary, I had already had the opportunity to work with the CHI. We had common files. I also took care of the health unit at the GHPSO level in connection with the Liancourt prison and therefore the CHI, which took care of the psychiatric part. And in Pont-Sainte-Maxence, I opened a cognitive-behavioral unit with the help of psychiatrists.
The CHI is an establishment that has a departmental influence, with a single specialty that I would like to be able to develop.
Should leading an establishment with a strong identity like the CHI lead you to approach things differently compared to your previous positions?
Leadership and management issues are all somewhat the same. Now there is a specific apprehension about the specialty in psychiatry. It is motivating, because it is an establishment in the process of modernization, with work operations to guarantee the quality of care.
What are your goals? Priority to work?
Continuing to modernize the establishment also means being able to offer the population a range of care which must effectively extend across the department. The biggest problem is medical and paramedical attractiveness in a context of national shortage and particularly in psychiatry.
It is extremely difficult to recruit hospital practitioners. There is a real challenge to overcome in terms of recruitment, to be able to effectively develop, or even consolidate, our activities.
Concerning modernization, the CHI carried out the construction of the Beauvais-Méru hub. Then, there was the construction of the Chantilly-Senlis hub. There were also new buildings on the Fitz-James site. We had a rehabilitation operation at the Breteuil pole.
In progress, we have the rehabilitation of the Creil site. And earthworks have begun on the Clermont-Montataire hub, which is also a construction in fact.
“Doctors are the first ambassadors of CHI”
You have been in office since September. So you were well received?
I was extremely well received by the CHI professionals and all professionals. I’m going to meet them of course. I take the time, not just for the care services, but for all of the establishment’s services. So administrative, technical, logistics services. This takes time: I should finish in January.
This allows you to interact with all professionals. I was struck by the quality of expertise of the CHI services.
You also met with union representatives. What did you respond to their various comments?
I actually met the trade union organizations (CGT, FO and UNSA NDR). I explained that, for me, social dialogue is something important. After these months, I think I will have normal relations with the social partners. We will certainly not always agree, but as long as there is respect for listening, that guarantees the quality of social dialogue.
They have already reported a staff problem in Méru…
Yes. This is why we absolutely must work on medical attractiveness. I told the doctors that they are the first ambassadors and the first guarantors of what is happening within the establishment. We are working on recruitment, we are exploring recruitment channels and also the reasons which lead to less shortages in certain poles compared to other poles.
We must try to listen and be pragmatic about medical recruitment. You have to be able to communicate. We have room for improvement in communicating everything that is done well in the establishment. The very essence of CHI is to serve the population well.
