About Multiethnic Advocates for Cultural Competence (MACC)

MACC has been part of Ohio’s behavioral health story for over two decades. Here’s what drives us.

Mission

To elevate the voices of underserved communities by collaborating with organizations and creating environments that enhance the accessibility, quality, and continuity of behavioral health care.

ℹ️ What does it mean?

MACC helps organizations understand and serve everyone who walks through their doors—so people get the care they need, when they need it, in a way that respects who they are.

Vision

We envision a statewide behavioral health care system where no one is underserved.

ℹ️ What does it mean?

We’re working toward a future where every Ohioan can access quality mental health and addiction care—no matter where they live, what language they speak, or what their background is.

Our History

MACC's story begins with a question: Why weren't Ohio's mental health services reaching everyone who needed them?

In the ’80s, the Ohio Department of Mental Health found that racial and ethnic minorities faced real barriers to care—because the system wasn’t built with everyone in mind.

Over the next two decades, advocates, providers, and community members worked together to change that.

1984: The Question that Started it All

The Ohio Department of Mental Health asked: Why aren’t our mental health services reaching everyone? They created the Minority Concerns Committee to find out.

1988: Making It Official

Ohio became the first state to put “cultural competence” into law—the idea that care should respect everyone’s unique beliefs, values, and backgrounds. It was part of the Mental Health Reform Act.

The Minority Concerns Committee held Ohio’s first Annual Cultural Diversity Mental Health Conference.

1990: Building Momentum

The Ohio Department of Mental Health created a group to turn ideas into action. They called it the Multiethnic Mental Health Consortium.

2003: MACC Is Born

The Consortium officially created Multiethnic Advocates for Cultural Competence. Our mission? Make cultural competence a cornerstone of Ohio’s behavioral health system.

2006-2010: Learning Community Needs

MACC asked 11 different racial, ethnic, and cultural communities about their mental health needs. It was the first assessment of its kind in Ohio.

2008: Growing Our Understanding

We expanded the assessment to include the Somali culture.

2010: Including Veterans

We expanded the assessment again to include veterans and their families.

2010: A National “First”

MACC worked with Ohio’s state departments, cultural organizations, consumers, families, and others to create the first official state definition of “cultural competence” in the nation.

2010: Expanding Our Reach

MACC expanded beyond behavioral health to work with governments, schools, healthcare providers, and businesses—any organization wanting to serve diverse communities better.

2020: Guiding the Guides

Recognized by The Ohio State Medical Board as “a great partner in the development of [their] Cultural & Linguistic Competency Guide.”

2022: Listening to Cleveland

Partnered with UHCAN Ohio and the Northeast Ohio Black Health Coalition to survey 876+ Ohioans about healthcare experiences. These findings were shared with Cleveland Clinic, University Hospitals, and MetroHealth System.

2023: Digging Into the Data

Partnered with Central State University, the Mental Health Addiction Advocates Coalition (MHAC), and Ohio University to research gaps in behavioral health care for BIPOC (Black, Indigenous, People of Color) communities. The findings start shaping policy across Ohio.

2023: Shaping the Workforce

MACC contracted with Deloitte, a major consulting firm, to bring cultural competence into the Governor’s Wellness Workforce Initiative.

Meet the Team

Charleta B. Tavares, Executive Director (Interim)

Charleta Tavares brings decades of experience in health care, human services, public policy, cultural competence, and health equity. In addition to her previous service as MACC’s Executive Director, she served as Chief Executive Officer of PrimaryOne Health. She held elected office in the Ohio House of Representatives, Ohio Senate, and Columbus City Council.

During Tavares’s earlier tenure, MACC conducted Ohio’s first statewide cultural competence mental health needs assessment involving 13 racial, ethnic, and cultural communities. Under her leadership, MACC also worked with state agencies, cultural organizations, and community members to advance a statewide definition of cultural competence. Her familiarity with MACC’s mission, history, and partners will provide continuity for staff and stakeholders during the leadership search.

Sarah Stephens-Henry, Senior Program & Marketing Coordinator

Sarah coordinates our statewide trainings and manages MACC’s digital strategy and marketing. She brings nearly 20 years of experience in executive support, marketing, program operations, and communications.

What drives Sarah? Honesty, fairness, and doing what’s right. She’s passionate about expanding access to meaningful education and resources. She’s dedicated to bridging communication gaps so individuals and communities feel informed, supported, and empowered—not left out or confused.

Matilda (“Tillie”) Woods, Director of HR Operations & Training

Tillie manages HR operations and helps develop and deliver trainings that align with our goals. Before MACC, Tillie spent over 20 years in nonprofit settings, serving in HR leadership and senior management roles.

This work is more than just a job for Tillie. She has family members facing mental health challenges, so she understands firsthand why the right support matters.

Willie Pinkins, Finance Director

Willie oversees our financial operations and organizational planning. He makes sure we’re being good stewards of the resources entrusted to us. Before joining MACC, he spent more than a decade in accounting and auditing—specializing in governmental audits and forensic accounting to help small businesses rebuild their financial records.

Willie holds a Doctorate from Capital University, dual Master’s degrees from Ashland University and Central Michigan University, and a BS from Central State University. He’s committed to this work because he believes strong financial systems aren’t just about numbers; they’re essential to advancing MACC’s mission and serving our communities well.