Title: Latino Leadership
1Latino Leadership WorkforceDevelopment for
Behavioral Health Prevention Early Intervention
- 14th Annual Latino Behavioral Health
- Conference
- Addressing Latino Behavioral Health
- Requirements in Workforce,
- Prevention and Early Intervention
- September 16, 17, 18, 2008
- Los Angeles, CA
2Latino Leadership Workforce Development for
Behavioral Health Prevention Early
Intervention
- Manuel J. Jimenez Jr., MA, MFT
- Mental Health Services Manager Sr.
- Solano County Mental Heath
- Rudy Cordero Arrieta, MSW
- Quality Manager Data Administrator
- Yolo County Alcohol, Drug, Mental Health
3Goals of workshop
- Address critical issues facing Latinos who aspire
to become program mangers, deputy directors and
mental health directors. - Leadership development.
- History of the Mental Health funding system in
California. - Personal journey.
- Management and Leadership Challenges
4California Mental Health Planning Council
- There is a current crisis in the number of
mental health professionals trained and able to
provide appropriate services to the most severely
disabled public mental health client, with
projections for significant increased needs as we
move into the 21st century. These acute
shortages include staff serving clients who are
bilingual/bicultural and those who live in both
inner cities and in rural areas.
5Mental Health System Leadership
- At the State level and this regard California
is not alone Many top Administrators have not
had the program-level experience to understand
how bureaucracies truly work, let alone how to
make them work better.
6Mental Health System Leadership
- At the county level, the majority of mental
health directors are experienced clinicians who
have advanced through the ranks to lead their
departments. Few of them have formal training in
managing people, administering programs or
championing organization changes.
7Little Hoover Commission
- Second, we need to fortify institutional
leadership at the Department of Mental Health
and in communities to create a system where
barriers to improvement are identified and
lowered, where the best strategies are replicated
and improved, and where the public and state and
local leaders are confident to invest additional
resources.
8Leadership/managerial roles in the MHS
- Administration of public programs is very
difficult. - Personnel systems are defined by a complicated
and often conflicting combination of civil
service and collective bargaining rules. - Funding requirements designed to prevent the
misuse of public funds, are complex and
restrictive.
9Our Journey
- Where have we been and where are we going.
- Rudy
- Manuel
10Who are the Current Leaders/Administrations of
MHS CA?
- Demographic Breakdown
- Training Education Psychology, Social Work,
Nursing, Medicine - Career Pathway Majority are Clinicians
- Tenure Average of 5 years
11Demographics
- 29 Men and 28 Women
- Ethnicity/Race Not Reported to CMHDA
- Language Proficiency Not Reported to CMHDA
- 24 (41.4) No Initials or Professional
Designations Listed - 13 (22.4) LCSWs
- 8 (13.8) MFTs
- 8 (13.8) DSW/PhD
- 2 (3.4) MSWs
- 2 (3.4) M.D.
- 1 (1.7) R.N.
12Requirements for MH Directors
- W I Code, Section 5751
- CCR, Title 9, Division 1, Article 8., Section
620 Professional and Technical Personnel
Standards. - County Civil Service Commission Rules
Regulations - Mental Health Boards
13Key Funding Elements
- Realignment In 1991, a major change occurred in
the funding of human services programs in the
State of California with enactment of the Bronzan
- McCorquodale Act, (chapter 89, Statutes of
1991), referred to as realignment.
14Key Funding Elements
- Realignment transferred financial responsibility
for most of the states mental health and public
health programs, and some of the social service
programs, from the state to local governments and
provided counties with a dedicated revenue
source to pay for these changes.
15Realignment
- For mental health, realignment transferred the
amounts associated with pre realignment
categorical program, general community mental
health funding, state hospital civil commitment
funding, and Institutions for Mental Disease
funding.
16Two Tax Increases
- In order to fund the program transfers and shifts
in cost-sharing ratios, the Legislature enacted
two tax increases in 1991, with the increased
revenues deposited into a state Local Revenue
Fund and dedicated to funding the realigned
programs.
17Realignment
- Each county created three program accounts, one
each for mental health, social services, and
health. Through a series of accounts and
sub-accounts at the state level, counties receive
deposits into their three accounts for spending
on programs in the respective policy areas.
18The basic formula, which determines the amount to
each county, was included in the statute.
- State Tax in 1991, the statewide sales tax rate
was increased by a 1/2 cent. The 1/2 cent sales
tax generated 1.3 billion in 1991-92. And was
expected to generate approximately 2.4 billion
in FY 2001-2. - Vehicle License Fee the VLF, an annual fee on
the ownership of registered vehicles in
California, is based on the estimated current
value of the vehicle.
19Realignment
- Annually, realignment revenues are distributed to
counties until each county receives funds equal
to the previous years total. Funds received
above that amount are placed into a growth
account. The distribution of growth funds is
complex. However, it is a fixed amount annually
and the first claim on the Sales Tax Growth
account goes to caseload-driven social services
programs.
20Realignment has generally provided counties with
many advantages, including
- A stable and growing funding source for programs.
- Greater fiscal flexibility, discretion and
control. - The ability to use funds to reduce high-cost
restrictive placements, and to place consumers
appropriately. - The ability to streamline bureaucracy and reduce
overhead costs.
21Continued
- Financial incentives for counties to properly
manage mental health resources, including the
ability to roll-over funds from one year to the
next, which enables long-term planning and
multi-year funding of projects.
22Continued
- The emphasis on a clear mission and defined
target populations under realignment has allowed
counties to develop comprehensive community-based
systems of care for individuals with severe
mental illness and serious emotional disorders.
Increased county flexibility has further allowed
counties to institute best practice, and to focus
on the recovery of individuals.
23Medi-Cal
- The second largest revenue source for county
mental health programs is federal Medicaid
dollars. - The Medi-Cal program originally consisted of
physical health care benefits, with mental health
treatment making up only a small part of the
program.
24Medi-Cal
- In 1971Short-Doyle/Medi-Cal started a pilot
project and counties were able to obtain federal
funds to match their own funding to provide
certain mental health services to Medi-Cal
eligible individuals. - A Medicaid State Plan Amendment implemented in
July of 1993 added services available under the
Rehabilitation Option to the SD/MC scope of
benefits.
25Leadership Development
- Defining leadership
- Describing Leadership Development
- How do you sharpen Leadership skills
- Who delivers Leadership development
26The Leadership Dilemma
Should Moses have Brought a Committee from All
the Tribes of Israel with him to Mount Sanai?
27Defining Management and Leadership
- Management is the process of planning,
organizing, leading, and controlling the
resources of an organization in order to achieve
stated goals.
- Leadership is the process of directly or
indirectly influencing others, by means of formal
authority or personal attributes, to act in
accordance with ones intent or shared purpose
and vision.
28Who are the Managers?
- Persons who are appointed and/or hired to
positions of authority - Persons who enable others to do their work
effectively - Persons who are responsible for resource
allocation and utilization - Persons who are accountable for work results and
outcomes of the organization
29Classification of Managers
- By level in the organization senior, middle, or
first line - By overall nature of the position policy, human
resources (HR), operations, .. - By extent of use of certain skills (e.g.,
Accounting/Fiscal, Logistics, Engineering, IS,
Clinical, Research ) - By nature of activities
30What Managers Do?
- 1. Assume responsibility
- 2. Balance competing goals (prioritize)
- 3. Think conceptually
- 4. Work through or with other people
- 5. Act as mediators, serving as arbitors and
judges - 6. Act as politicians to build alliances,
coalitions, and mutual obligations using
persuasion and compromise to achieve
organizational goals.. - 7. Represent their work unit and organization
- 8. Make difficult decisions
31What Leaders do?
- Create and sustain a shared vision
- Provide purpose (Mission)
- Generate and sustain Trust (Win/Win
Relationships) - Foster Hope
- Get Results
32Ken BlanchardThe Secret
- See the Future
- Engage and Develop Others
- Reinvent Continuously
- Value Results and Relationships
- Embody the Values
33Bibliography
- Empowerment takes more then a minute, Ken
Blanchard, John P Carlos, Alan Randolph. - Monday morning leadership, David Cottrell.
- The Secret, Ken Blanchard, Mark Miller.
- The Serving Leader, Ken Jennings, John Stahl-Wert
34Leadership Qualities
- Technical competence business/public sector
literacy and grasp of ones field. - Conceptual Skills a facility for abstract or
strategic thinking - Track record a history of achieving
results/outcomes - People skills an ability to communicate,
motivate, and delegate - Taste an ability to identify and cultivate
talent - Judgment making difficult decisions in a short
time frame with imperfect data - Character the qualities that define who we are.
35To satisfy followers needs and achieve positive
outcomes, leaders must provide
Leaders Provide Sense and Purpose Authentic
Relationships Hardiness (confidence that things
will work out) Bias toward action, risk,
curiosity, and courage
To Help Create Goals and objectives Reliabilit
y and consistency Energy and Commitment Confiden
ce and Creativity
IN Service of Constituent Needs for Meaning and
Direction Trust Hope and Optimism Results
36System Transformation
- The passing of the MHSA provides an opportunity
to increase funding, personnel and other
resources to support county mental health
programs.
37MHSA Funding
- Paid for by 1 on taxable personal income over 1
million (Prop. 63). - Deposited into a MHS fund in State Treasury
- Used to expand, not supplant services, or, the
money cannot be used in place of money now spent
on MHS.
38MHSA is Intended to
- Support a redesign of the public MHS.
- Introduce effective new services models that
promote well-being, recovery and self-help. - Introduce prevention and early intervention
strategies in decrease the long term impact of
serious mental illness.
39MHSA is Intended to
- Enhance staff development, computer technology,
buildings and living space. - Reduce stigma and discrimination.
40MHSA Vision Statement
- As a designated partner in this critical and
historic undertaking, the California Department
of Mental Health (DMH) will dedicate its
resources and energies to work with stakeholders
to create a state of the art, culturally
competent system that promotes recovery/wellness
for adults and older adults with severe mental
illness and resiliency for children with serious
emotional disorders and their families.
41Was the Shared Vision?
-
- Simple and Idealistic
- Appeals to Values
- Emphasis on Distant ideological objectives
- Challenging, but realistic
- Can be communicated in lt 5 minutes
42MHSA DMH Mission
- In its implementation responsibilities under the
MHSA, DMH pledges to look beyond business as
usual to help build a system where access will be
easier, services are more effective, out-of-home
and institutional care are reduced and stigma
toward those with severe mental illness or
serious emotional disturbance no longer exists.
43Mission Components
- Mission Statement what will be achieved? Why it
is worthwhile? How can it benefit? Who will
benefit? - Strategic/Performance Objectives What are the
milestones that must be passed to meet the
ideological objectives? - Slogan Summarize values in simple terms Note
that overemphasis on slogans can trivialize the
vision
44Guidelines to Formulate a Vision
- Involve Key Stakeholders director, senior
managers, peers, senior enlisted, subordinates,
consumers - Identify strategic objectives with wide appeal
looking for shared values and ideals - Identify relevant elements in the old ideology
that may be worthy of preservation in the
foreseeable future. - Link the vision to core competencies
- Evaluate the credibility of the vision
- Continually assess and refine the vision,
including looking for ways to make the vision
more appealing and credible
45Writing a vision/mission statement for your
organization
- Why you do what you do?
- The organizations reason for being/existence,
its purpose - Says what, in the end, you want to be remembered
for
46Characteristics of Managers and Leaders
(Synthesis)
- The manager administers
- The manager is a copy
- The manager maintains
- The manager focuses on systems structure
- The manager relies on Control
- The leader innovates
- The leader is an original
- The leader develops
- The leader focuses on people
- The leader inspires trust
47Continued
- The manager asks how and when
- The manager has his eye on the bottom line
- The manager has a short-range view
- The manager accepts the status qou
- The manager is the good soldier
- The leader asks what and why
- The leader has his eye on the horizon
- The leader has long-range perspective
- The leader challenges it
- The leader is his/her own person
48A Contrarian View of Leadership
- The following leaders defy both a common traits
and characteristics definition of leadership, as
well as the great person view. - Leaders are neither born nor made. Leaders
emerge. And they emerge because of one critical,
driving factor PURPOSE. - That critical factor of Purpose then meets two
other key factors, circumstance and opportunity
and that union gives birth to leaders.
49Manager or Leader?
- Nelson Mandella, Spent 27 years in a prison cell
in apartheid-torn South Africa Obtain freedom
for both the oppressed and their oppressors who
are trapped in a terribly limiting mindset. - Abraham Lincoln, underestimated by even his own
cabinet, amid the civil war-torn U.S. Preserve
the Union despite the considerable opposition and
agonizingly terrible costs.
50Manager or Leader
- Mother Teresa, Very small quite and shy, from a
wealthy family, for 15 years a teacher of
daughters of Indias wealthy, who encountered
that nations demoralizing poverty while on a
journey to a retreat Purpose, I heard the call
to give up all and follow Christ into the slums
to serve him among the poorest of the poor.
51Manager or Leader?
- Winston Churchill, a not well-liked critic of his
government Purpose, I resolved absolutely to
defend Britain against the brutal assault of and
potential domination by the Nazis. - Jack Welch, an abrasive corporate maverick
Purpose, reform with tough love, a tired, stodgy
old corporate conglomerate to assure its future
as a model, leading company.
52Leadership development begins with an
organizational self-assessment
- An organizations commitment demonstrates a real
commitment to leadership development - Outcome is the basis of a Leadership Action
Requirements - Gauge to objectively assess an organizations
readiness for change
53A Short Exercise in Leadership Development
- Mission
- Environmental Scan
- Vision
- Supporting Consumers
- Appraisal
- Results
- Budget
- Customer Value
- Primary Consumers
- Goals
- Objectives
- Action Steps
54Defining Leadership Development
- The expansion of a persons capacity to be
effective in leadership roles and processes,
these roles and processes being those that enable
groups of people to work together in productive
and meaningful ways to achieve common goals.
55Definition Implies that
- Leadership development is the development of
capacities within the individual - What constitutes effectiveness should be derived
from studying what makes people effective in a
variety of leadership roles and processes. - Leadership roles may be formal positions infused
by authority to take action and make decisions,
or they may be informal roles with little or no
formal authority
56Roles of Leadership Development
- It prepares people for leadership roles and
contributes to the improvement of the
effectiveness of those already in leadership
positions. - It serves to promote acceptance of the vision,
values, and mission of a collective by those
occupying positions in which leadership is
exercised, and seeks to ensure that they will be
committed to their realization. - It is used as a strategic intervention through
the use of action learning (Senges Learning
Organization) that ensures that learning is
utilized in order to help the organization adapt
to change. - It distributes leadership skills throughout the
organization to create a community of leaders.
57Leadership Development Programs Must
- Build awareness of external challenges, emerging
strategies, organizational needs and how to meet
those needs. - Employ learning tools that helps to recognize
potential external change, envision the
organizations future, and focus on actions their
organizations can take to create its envisioned
future. - Link leadership development programs to solving
important public policy and business issues. - Align leadership development with performance
assessment, feedback, coaching and succession
planning. - Assess impact of the leadership development
process on individual behavioral changes and
organizational success.
58Leadership Development Activities
Education Capacity to think critically about
complex issues requiring judgment.
Personal Growth
Training Capacity to apply knowledge and skills
to specific situations
Leadership Effectiveness
Experience Opportunities to carry out Tasks
Develop relationships in pursuit Of goals to
produce results.
59Leadership of Transformation
- A transformative leader is defined as a person
who can guide, direct, and influence others to
bring about fundamental change, change not only
to the external world but also of the internal
processes. Jahan, 2000 p. 1
60Why does one organization thrive on change while
another sulks like a teenager?
- Leadership creates and sustains an organizational
culture that thrives on change - Leadership creates a cohesive organizational
culture instead of professional staff that seeks
to function relatively autonomously leading to
burnout and divisions of power - Leadership ensures financial/job security,
strategic alliances, harmonious relationships,
and a high sense of social responsibility
61Major Reasons for Why Change does not take Place
- Employee Resistance
- Dysfunctional Organizational Culture
- Change Readiness
- Leadership
62What must transformational leadership do?
- Motivating changes in behavior and overcoming
resistance - Managing the transition to ensure control and,
- Supporting the political dynamics so that power
centers develop that support change
63Complex Change Grid
64Leadership Resources
- CIMH Leadership Institute
- UCSF Health Professional Leadership/Cultural
Competent Leadership Development Program - Parks Leadership Fellows Program-Cornell
University - Andrew Young School of Policy Studies-Georgia
State University - Georgia University-Institute for Leadership
Advancement at the Terry College of Business - Center for Creative Leadership
- Gonzaga University Doctoral Program on
Leadership
65Summary and Conclusions
- We need both effective leadership and management
in our organizations - Qualitative and Quantitative differences between
leaders and managers as archetypes is not
supported by empirical data. - Leadership based on formal authority may be a
minimal kind of leadership, characterized as
rigid command which results in mere compliance
rather than commitment - Leadership and authority are always combined in
some manner. - Leadership plays a fundamental role in
transformation by creating a vision of the future
and inspiring people regarding their place in the
future
66MHSA Workforce (Leadership) Development
- Education and Training funds are available to
develop leaders of a transformed MHS from MHSA. - Opportunities for Latinos at all levels to
bridge gap between workforce composition and
population served.
67How can we be included in the Planning Process?
- Decisions on the allocation of the MHSA Education
and Training Funds. - Dissemination of Opportunities to Latinos
- Submission of Specific Proposals to fund Latino
Leadership Development to DMH - Becoming members of advisory groups and
committees that provide input/influence funding
allocations.
68Mental Health Planning Council
- May 22, 2002, Latino Focus Group, Modesto
- The group identified several strategies for
improving the pipeline to the profession such
as mentoring and graduate school professors
taking students under their wing.
69California MH Planning Council
- Economic incentives like career-ladder programs.
- Opportunity for growth
- Providing personal and academic support
throughout - Bilingual pay
70A word from the Wise
- There is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain in
its success than to take the lead in the
introduction of a new order of things.
Niccolo Machiavelli