Alliant’s Latin@ Achievement Initiative

1. Alliant’s Latin@ Achievement Initiative MovilizándonosporNuestroFuturo San Francisco, CA July 9 &10, 2009

2. Strategic Development of a Mental Health Workforce for Latinos ¡Bienvenidos! Presenter: Eduardo Morales, Ph.D. Distinguished Professor Director of Workforce Development Co-presenter: Elena Padrón, Ph.D. Assistant Professor CSPP-SF of Alliant

3. Latin@ Achievement Strategic Plan - Vision • To create an institution that focuses on meeting the higher education needs of Latin@s/as and Latin Americans in the U.S

4. Three Parts to this Presentation • 1) Changing Demographics in the United States • 2) Alliant’s Latino Achievement Initiative and Activities • 3) Recommendations

5. Changing Demographics In the United States • The U.S. has been undergoing a rapid change in the ethnicity and race of its population • Changes vary for each of the 50 states • The most populous states will transform from the majority being White/Euro-Caucasians to mostly people of color, Latinos/Latinas (Latin@s) and African Americans • How do we deal with the changing population and the need for a changing workforce?

6. U.S. Changing Demographic • Among Latin@s in the U.S. • Over 50% of Latin@s drop out of high school • Only 10% of the undergraduates, graduate from universities, are Latin@s (more Latinas then Latinos) • Less than 2% of the 83,000 doctoral members of the American Psychological Association are Latin@s

7. U.S. Changing Demographicfor Texas • By 2028 or sooner, over 50% of the residents of Texas will be Latin@s!!

8. Projections for the State of Texas • ETHNICITY 2000 2010 2020 2030 2040 • White 53% 45% 38% 31% 25% • Black 12% 12% 11% 11% 10% • Hispanic 32% 39% 45% 51% 56% • Other 3% 5% 6% 8% 9%

9. U.S. Changing Demographicsfor California • By 2042 over 50% of the residents of California will be Latin@s!!

10. Projections for California • ETHNICITY 2000 2010 2020 2030 2040 2050 • White 47% 42% 37% 33% 30% 26% • Hispanic 32% 37% 41% 45% 49% 52% • Asian 11% 12% 13% 13% 13% 13% • Pacific Islanders 0% 0% 0% 1% 1% 1% • Black 7% 6% 5% 5% 5% 4% • American Indian 1% 1% 1% 1% 1% 1% • Multi-race 2% 2% 2% 2% 2% 2%

18. Today, the U.S. is The Third Largest Latin@ Nation • 1. Mexico 98.9 million • 2. Colombia 42.3 million • 3.United States 41.0 million • 4. Spain 40.4 million • 5. Argentina 37.0 million • 6. Perú 25.9 million • 7. Venezuela 24.2 million • 8. Chile 15.2 million • 9. Ecuador 12.6 million • 10 Guatemala 11.4 million

19. Including P.R., The U.S. is the Second Largest Latin@ Nation • With Puerto Rico: • The number for the U.S would be 44.5 million • This make The United States Number 2!!!

21. Population Growth of Ethnic Minorities in the U.S. 2000 to 2050

22. A Return to the Past !! • Ironically, the growth of Latin@s in the U.S. is in the west. • Most of those states were once Mexico!

23. Recommended Reading • David E. Hayes-Bautista, Ph.D. (2004) La Nueva California: Latinos in the Golden State. University of California Press, Berkeley and Los Angeles, CA • This is a detailed description of the changing demographics of Latinos in California. The author uses qualitative and quantitative data land describes the past, current and future trends of Latinos in California.

24. Implications • Latin@s are increasing in record numbers in the western part of the U.S. • However, policies affecting Latin@s are based on the east coast where the growth rate is the smallest • This sets up a situation, where policy makers do not sense the change in the U.S. unless they travel to the west of the U.S. • Given the travel restriction of U.S. government workers, U.S. policy is out of touch with this inevitable trend.

25. Maintain the Status Quo? • What if the U.S. educational institutions do nothing? • In a short period of time, 10 years for Texas, the majority of the workforce will be Latin@ • All industries are not prepared to manage this linguistic and cultural diversity • There is no pipeline for Latin@s to climb the career path • Meanwhile, mentors and coaches are limited

26. Maintain the Status Quo? • How does this demographic change affect the U.S. economically? • The method for entitlement programs such as social security and medicare are based on contributions from the current workforce. • Latin@s will be the back bone of all of the entitlement programs. • We must elevate the socio-economic statuses of Latinos in order for our economic systems to function. • Higher education is the key to address these issues!

27. What is the Alternative? • The ONLY RECOURSE will be to recruit college graduates and professionals from Latin America

28. The Only Recourse:Recruit from Latin America! • Recruiting from Latin America creates a “brain drain” in those countries • Puerto Rico is already experiencing a serious problem of retention of its work force and are losing its more talented to the main land. • Just as U.S. restrictions were lifted for residents of Asian Countries like India for technical workers, the same will occur for Latin American counties. • This poses a workforce and leadership crisis for Latin America! • This will facilitate more economic problems in Latin America. • In turn, this will further stress the immigration problems regarding undocumented workers.

29. A Time to Respond! • Universities in the U.S. need to address this workforce pipeline problem. • Alliant International University has develop efforts to address these issues in California.

30. The Latin@ Achievement Initiative A Call to Action • In the Spring of 2007 Alliant established a strategic plan to address Latin@ workforce issues. • The Latino Achievement Initiative is under the I-MERIT Office of the University

31. Latin@ Achievement Strategic Plan - Vision • To create an institution that focuses on meeting the higher education needs of Latin@s and Latin Americans in the U.S.

32. Our Mission • The mission of this initiative is to create a university culture characterized by a vibrant Latin@-friendly environment that integrates culturally-sensitive approaches to impart educational experiences in a social setting to enhance the higher educational goals of Latin@ students.

33. Our Educational Philosophy • We will empower students with tools and knowledge to pursue their career and educational objectives. Students will learn beyond the classroom and gain intercultural, international and professional experience.

34. Our Strategy • Competencies are expected of all faculty, students, staff, administrators, and Board members. • Competencies in linguistic capability are stressed throughout the academic program. • Rigorous academic standards for both the English and Spanish modes of instruction are necessary for successful intercultural and international approach to education.

35. Our Strategy • Incorporate all members of the family in the academic and social activities of the institution as a way to enhance the support system of students and engage the Latin@ community at the micro level. • Enhanced student support systems are focused to leverage the educational disparities among Latin@s to level the playing field while obtaining their higher educational goals.

36. Our Strategy • Connection to the overall community fulfills the following three important purposes: • first, to build positive, sustainable, culturally affirming relationships; • second, to allow for a smooth transition to the workforce; and • third, to participate in community development, which includes establishing strong and long-lasting partnerships.

37. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Institutionalization. The University will institutionalize the Latin@ Achievement Initiative as a University priority. • In April, 2009 Hispanic Outlook in Higher Education lists Alliant as #10 among US institutions in the number of doctorates awarded to Hispanic Students.

38. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Multilingual, Multicultural & International Focus: To implement multilingual skills and abilities as an essential element of the curriculum and academic life of the institution. • Focused on Latin@ Values. University services and offerings will be enhanced to integrate Latin@ common values include but are not limited to respeto, personalismo, simpatía, familia, and saludos.

39. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Infrastructure and Personnel Focused on Latin@s. • 1) Created an Office of Latin@ Affairs; • 2) Hired a Latin@ Achievement Director; • 3) Continue to identify possible funding sources to support these and other student support enhancements; and • 4) Submitted a grant to HRSA this year, currently under review, to fund a Latin@ Center of Excellence at CSPP through California on Behavioral Health for our clinical psychology and MFT programs.

40. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Student and Academic Services and Initiatives: • The Pipeline. An integrated master plan for early outreach and recruitment • Financial Aid. To increase access for Latin@/a students to an Alliant education. • Peer Coaching/Mentoring. A peer coaching/mentoring program to provide broader support and modeling for Latin@ students. • Career Services Focus and Efforts. Latin@-oriented efforts for a clear connection to professional practice.

41. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • For Alliant Undergraduate Education: Established a Latin@ Academic Support Services – • The ASC Services in Student Resource Center to strengthen academic performance and instruction;to create a teaching and learning institute for faculty; and to Assess intercultural sensitivity of faculty and staff.

42. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Community Engagement and Partnership: Partner with external agencies, corporations, schools and other stakeholders • To be known as a key resource for expertise and commitment to Latin@ issues and needs. • Partnerships and MOUs with Middle Schools, High Schools, and Community Colleges, relationships with Community Organizations and Businesses, building Latin@ leadership and practice effectiveness • Develop a Center for Latin@ Expertise, and a Latin@ Leadership Academy.

43. Our Holistic Approach for Alliant’s Culture and its Engagement of Students • Build Cross-cultural and Latin@ Cultural Competence: • 1) Integration of Cultural Competence throughout the Academic Program; • 2) Incorporate Latin@ Culture and Events; and • 3) Vertical Integration of Graduate and Undergraduate Schools • 4) To integrate and further develop our international programs throughout the university.

44. Other Activities and Trainings • Spanish Language and Cultural Immersion Program In Mexico City for Graduate Students in Behavioral Health • Certificate Program in Latin American Family Therapy • BA in Latin American Studies on Mexico City Campus • Courses across campuses on Latin@ Psychology • Practicum and Internships in agencies that specialize in services to Latin@s • Numerous Dissertations on Latin@s

45. Case Sample of Engagement of Students Presented by: Elena Padrón, Ph.D. Assistant Professor CSPP-SF

46. Other Related Activities • CSAT Hispanic Stakeholders Advisory Committee • Latino Youth Institute to motivate and engage high school and community college students in Behavioral Health Careers in partnership with Latino Behavioral Health Institute in L.A. and Heathcare Alternative Systems in Chicago. • Multiple presentations and readings on Latin@s available at the Caribbean Basin & Hispanic ATTC • http://www.attcnetwork.org/regcentersindex_caribbeanbasin.asp

47. Mental Health Services Act of California • The passage of Proposition 63 in 2004 (now known as the Mental Health Services Act MHSA) • This Act imposes a 1% income tax on personal income in excess of $1 million. • Statewide, the Act was projected to generate approximately $254 million in fiscal year 2004-05, $683 million in 2005-06 and increasing amounts thereafter. • Currently the funding at estimated to be over 2 billion dollars.

48. MHSA Funding Initiatives • Community Services and Supports • Workforce Education and Training • Prevention Early Intervention • Innovative Interventions • Capital Improvements

49. Critical Funding Factors • Consumer focused and involvement of the public in the planning processes on State and county Levels • Emphasizes the model of recovery in Mental Health • Plans are developed at each county level for all areas • The state will fund MHSA Stipends and Loan Forgiveness Programs statewide • Strong emphasis and priority on multicultural and linguistic competence

50. CSPP MHSA Fellowship Program • In 2009, CSPP has received a three-year grant from the state MHSA to provide $20,772 to 61 CSPP clinical psychology students. • Students must commit to working for one year in a publicly funded mental health agency after graduating. • Their training included one year practicum and/or internship at a publicly funded agency.