The Revolving Door of State Employment for Privileged Identities
JFM found a disturbing pattern of behavioral health leaders with privileged identities who resigned or quit but then returned to other roles serving in state behavioral health leadership. Meanwhile, BIPOC leaders who have left the state behavioral health field have had the door locked behind them, experienced trauma and harm that make returning out of the question, and for many, their reputations have been intentionally tarnished. This pattern has resulted in a lack of diversity, equity, and inclusion within BHA leadership ranks, leading to a series of adverse consequences for BIPOC leaders and the broader community.
The issue of privileged individuals with influential connections returning to positions of power in Colorado's Behavioral Health Administration (BHA) is a source of concern, particularly with regard to BIPOC leaders who face systematic exclusion. The consistent hiring and rehiring of individuals within the same circles foster a power imbalance that restricts opportunities for other qualified candidates to rise within or join the state behavioral health system. Such a practice undermines meritocracy and reinforces the notion that advancement is dependent on personal connections rather than professional expertise and lived experience.
JFM learned that three new BHA Deputy Commissioner roles are opening soon and it's alarming that all three of these senior leadership team positions are planned to be exclusively reserved for internal candidates, excluding any potential candidates from outside the state government system.
The Buddy System
Medlock’s April dismissal harkens a similar tune. Not only did Barnes sign Medlock’s dismissal letter and then replace Medlock as Commissioner, but in her self-proclaimed first act Barnes brought back Deputy Commissioner Gathercole, who had previously resigned from the BHA twice. Gathercole’s last day at the BHA was April 13, 2023. Gathercole had officially quit and turned in her devices before being returned to power by Barnes with Medlock’s dismissal. The hiring of Gathercole’s replacement was in progress through an external search, and when Barnes brought Gathercole back, they ended the recruitment.
Former Office of Behavioral Health (OBH) Director Robert Werthwein resigned in 2021 under scrutiny according to an Axios article. Werthwein reported to Barnes and was involved in bringing Gathercole into the Colorado behavioral health ecosystem as a consultant to facilitate the Behavioral Health Task Force (BHTF) with Barnes as the BHTF lead.
In 2022, Werthwein returned to the Colorado state government as Health Care Policy and Finance’s (HCPF) Senior Advisor on Behavioral Health and Access. Werthwein was hired at HCPF by Cristen Bates, who formerly worked at OBH/CDHS with Werthwein, Barnes, and Gathercole. Are the BHA leadership positions set up for the exclusive promotion of one of these leaders that is part of an insider network?
Holding the Door Open for Friends Who Have Resigned
Among the first divisional leader to resign from the BHA was a longtime CDHS employee who has since been invited back by Barnes and Gathercole to serve as a consultant. However, the circumstances surrounding this individual's resignation, their silence in the face of racism, and their role in perpetuating harmful narratives cast a dark shadow on the BHA's commitment to diversity and inclusion.
During the tenure of the aforementioned employee, a troubling incident of racism was witnessed, wherein a stakeholder used the n-word during a lunch meeting with Medlock. Shockingly, this employee remained silent, failing to address or condemn the use of such a derogatory term. After witnessing this harm, the person still pushed a narrative that caused further pain for Medlock while they resigned.
By repeatedly holding the door open for individuals within their network, Barnes and Gathercole are creating a BHA culture that celebrates anti-Blackness and perpetuates systemic inequalities. This pattern of rehiring individuals who have not demonstrated a commitment to addressing racism or promoting inclusivity sends a clear message that the BHA values connections over accountability and undermines the progress toward a more diverse and equitable organization.
In the midst of a crisis that saw Colorado's mental health care system ranked among the nation's worst, many individuals benefiting from a revolving door of privilege were working within the State's behavioral health system. This dynamic created an insider track for their return and promotion, exposing gaps in accountability, double standards, and bias toward Medlock. Under her leadership, the BHA made remarkable strides in just one year, significantly improving the National Behavioral Health Overall Ranking and Youth Ranking. Dr. Medlock's story serves as a poignant example of the challenges Women of Color (WOC) encounter in leadership roles.
Locking the Door on Leaders of Color
This revolving door pattern sheds light on the inequitable treatment of BIPOC leaders in the state's behavioral health continuum. Medlock and former Deputy Commissioner of System Equity and Effectiveness Maureen Maycheco identify as the only BIPOC members of BHA leadership. Medlock was dismissed, leading to the resignation of Deputy Commissioner Maycheco. While the Leaders of Color lost their power and positionality, others with privileged and well-networked identities gained and retained their power and control.
The discriminatory barriers faced by BIPOC leaders who have left the state behavioral health field paint a distressing picture of the negative effects of such practices. By "locking the door" behind them, BIPOC leaders are denied the opportunity to return and bring their valuable experiences and perspectives back into the system. This perpetuates a cycle of exclusion, leaving talented BIPOC individuals disillusioned and discouraged from seeking leadership positions in the future.
Medlock was in the process of hiring new leadership to join her and Maycheco when she was dismissed. The Chief of the Commissioner’s Office position was posted externally, applications analyzed, and unanimously decided by BHA leadership. After an in-depth hiring process, a deserving WOC candidate was selected and she was awaiting an offer letter. After Medlock's removal, the WOC candidate was informed that she was not selected, the current BHA leadership ended the recruitment, and the white-identifying leader in the role revoked his resignation. No offer was dispersed to the WOC candidate effectively locking the door for the advancement and career progress of another qualified Black woman.
Conclusion
When BIPOC are excluded from or forcibly removed from positions of power and decision-making, it reinforces the idea that they are not valued or respected in the workplace.
It is JFM’s opinion that these decisions by Barnes and Gathercole and their treatment of WOC leaders reward and legitimize harmful behavior while ignoring the concerns and experiences of BIPOC individuals. These actions perpetuate a culture that marginalizes and silences others while their careers thrive.
The continuation of this pattern of privileging certain identities and practicing nepotism in state behavioral health leadership is detrimental to the field's progress and the well-being of the people it serves. It stifles diversity, perpetuates power imbalances, and harms the opportunities for BIPOC leaders to contribute effectively.
By limiting the candidate pool to internal employees or favoring certain groups over others, these practices undermine the principles of diversity, equity, and inclusion, hindering progress and innovation. Internal-only hiring can foster a stagnant organizational culture. While promoting from within has merits, it must be balanced with external talent infusion to bring fresh perspectives and skills. Restricting the candidate pool to internal employees can lead to groupthink and hinder organizational growth. Inequitable and internal-only hiring practices perpetuate systemic disparities and pose significant dangers to organizations and the people of Colorado.
To create a more inclusive, equitable, and effective behavioral health system, it is crucial for Colorado to address and rectify these dangers and problems by opening up leadership recruitment externally, actively promoting diversity in leadership, and ending the practices that exclude qualified candidates based on their identities.
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** feature image is a screenshot from BHA/CDHS's public hiring page for a note: the feature image for this blog post is a screenshot from BHA/CDHS's public hiring page for a previous agency-only internal posting serving as an example, not a screenshot of the Deputy Commissioner role postings mentioned in the article