The purpose of this presentation is to move beyond theory and apply real world experience to implementing a culturally competent behavioral health system. While many agencies employ a person responsible for ensuring that care is provided in a manner that meets the needs of all those served by the agency, the reality is that these individuals often have to compete with many priorities which makes achieving their objectives difficult. And agencies often have trouble achieving the goals, proposed in their own plans. Oversight of these plans is often limited and does not reflect the actual needs of an agency to achieve its goal.
This presentation will explore those barriers and challenges and provide steps to help mitigate them to help the agency grow.
- Discuss the barriers and challenges encountered toward achieving cultural proficiency
- Provide an overview of how to structure a plan
- Provide real world strategies of how to bolster a system’s ability to be more culturally proficient
Deane Wiley, PhD
Dr. Wiley completed his PhD in Social Psychology at St. Louis University in 1996 with an emphasis in Psychology in the Law. He worked for four years as a research assistant professor for the Missouri Institute of Mental Health. While there, he worked on a number of projects including the evaluation of a non-violent offender boot camp and, the development of a cultural competency plan for the State of Missouri. In 2000, he was hired by the County of Santa Clara’s Department of Alcohol and Drug Services Data Analysis & Evaluation Unit working as a project development specialist. He was promoted to Director of the Unit in 2004, where he remained until late 2007 when he switched departments and was again promoted to Division Director of the Mental Health Departments Learning Partnership. He directed the activities of the Division comprised of three Units, Decision Support (the Department’s research and evaluation unit), Cultural Competency (ensures that cultural needs of the County’s ethnic and racial populations are met by the Department) and Continuous Learning (responsible for staff development and consumer workforce education and training). In May of 2013, he was promoted to Deputy Director of Mental Health Operations where he assisted in the planning, organization, and direction through subordinate managers, of the staff and functions of the Department of Mental Health within the Santa Clara Valley Health Hospital System. As part of the integration of the Mental Health Department and Substance Use Treatment Services (formerly the Department of Alcohol & Drug Services), he was promoted to Deputy Director of the newly formed Behavioral Health Services Department. He was responsible for administration and coordination of departmental service, administrative, and performance improvement functions, including budget, business systems, state audits and reviews, and administrative policies and procedures and acts for the Director in his/her absence until he retired in December of 2019.