Candidate for Treasurer
About the Candidate
Distinguished Fellow (Member Since 1972)
| •. | APA Board of Trustees, 2001-03; Finance and Budget Committee, 2002- | ||||
| •. | Speaker, APA Assembly, 2002-03 | ||||
| •. | Clinical Professor of Psychiatry, University of California, San Francisco, 2000- | ||||
| •. | Medical Director, San Francisco Dual Diagnosis Consultation Service, 2003- | ||||
| •. | Author, Researcher, Lecturer, Advocate in Cross-Cultural Psychiatry and Minority Mental Health, Many Years | ||||
| •. | Private Practice of Psychiatry, 1972- | ||||
Candidates’ Views
Thank you for giving me the honor and privilege to run as a candidate for treasurer. If elected, what can I bring to the Board of Trustees? How would I represent you?
When 9/11 struck, as speaker-elect of the APA Assembly, I sponsored a speaker-elect forum at the Assembly to honor our colleagues from New York, New Jersey, Washington, D.C., Pennsylvania, and the APA central office for their heroic responses. I then led our district branches in setting up a nationwide network of psychiatrists to assist our communities to prepare for psychiatric consequences of terrorism. Finally, I obtained a SAMHSA grant to hold a speaker’s conference and training. I did these because they were the right thing to do. I felt strongly that APA should respond proactively to real social needs if we are to be regarded as relevant.
Two years ago, I realized as speaker-elect that our Association had not in recent years adequately focused on and responded to the care of seriously and persistently mentally ill citizens. I mounted an effort with APA leadership and the Assembly to establish the Ad Hoc Work Group on the Care of Severe and Persistent Mental Illness. The Assembly document was incorporated into the APA document, “A Vision for the Mental Health System.”
In turn, APA’s vision statement became a vigorous and timely response to the President’s New Freedom Commission on Mental Health report. APA was out front calling for the overhauling of and adequate funding for our nation’s bankrupt mental health system. We can all be proud of this.
And what happened to APA finances? Two years ago, when we were heading toward a deficit, I participated in the implementation of the Board’s Financial Oversight Committee to track APA’s monthly finances. We tightened our expenditures and installed a new information management system. We insisted on fiscal accountability for our annual meetings and business activities. Our effort paid off. Last year, we balanced our budget. This year, we are projecting a surplus of $4.6 million.
Despite successes, I believe APA can do more to connect with our membership. We need to restore our Association’s vitality, demonstrate the values of belonging to APA, and make members proud and enthusiastic.
What should we focus on now?
| •. | Balance APA budget, create surpluses, replenish our reserve funds, and hold dues down. | ||||
| •. | Empower members, stop membership loss, seek their input and participation in activities and governance at the district branch, state psychiatric association, and national APA levels. | ||||
| •. | Increase our resources for advocacy, protect patients’ safety and confidentiality, and oppose psychologists’ effort to practice medicine without medical education and experience. | ||||
| •. | Reform and increase funding for our nation’s mental health system. | ||||
| •. | Narrow mental health disparity in minority and underrepresented communities. | ||||
| •. | Promote inclusion of cultural factors into DSM-V and support APA international initiatives. | ||||
| •. | Explore reduced fees for belonging to a district branch, state psychiatric association, and APA. | ||||
In these challenging times, fresh ideas, creative leadership, bold vision and initiatives, new energy, and new ways of working together are needed. I have done my homework, brought people together, and produced results. I now ask for your support as your APA treasurer.
Primary Loci of Work and Sources of Income
Work:
95%—Department of Public Health, Community Behavioral Health Services, City and County of San Francisco
5%—Private Practice
Income:
95%—Department of Public Health, Community Behavioral Health Services, City and County of San Francisco
5%—Private Practice
